Embedding Sustainability Mindset in Business

© AtKisson, Inc. Systainability
Asia
2014
/
www.systainabilityasia.com

Embedding
a
“Sustainability
Mindset”

for
best
pracAce,
innovaAon,

performance,
and
resilience

Robert
Steele
–
Systainability
Asia
/
AtKisson
Group

16
October
2014

Sasin
Graduate
InsAtute
of
Business
AdministraAon

Asia
2014
/

Systainability
Asia
/
AtKisson
Group

o  Systainability Asia is a Thailand
based multidisciplinary consulting
and training firm with a deep
commitment to helping others to
achieve long-term sustainable
development in an increasingly
challenging global environment.
o  AtKisson Group is global
collaborative network of professional
trainers, consultants, researchers,
writers, etc., dedicated to
mainstreaming sustainability into
common practice.
What we do
n  Organisation CSR and sustainability
planning
n  Sustainability assessment
n  Stakeholder engagement
n  Indicator Development
n  Training and consulting
n  Education for Sustainable
Development (ESD) training and
curriculum development
n  CSR and Sustainability Reporting

www.atkisson.com

Asia
2014
/

Current
And
Past
Clients
Include:

Levi
Strauss
&
Co.
•
Ernst
&
Young
•

Nike
•
BalAc
21
(the
11
naAons
of
Northern
Europe)
•
European
Sustainable

Development
Network
•
Brother,
Inc.
(Japan)
•
Earth
Charter
InternaAonal
•
Swedish
SIDA’s
Advanced
InternaAonal

Training
Programs
•
United
NaAons
Division
for
Sustainable
Development

EgypAan
NaAonal
CompeAAveness
Council

•
Government
of
Singapore
•
Greater
New
Orleans,
Inc.
•
SEIYU
(Japan)
•
SERDP
-‐
Strategic
Environmental
Research

&
Development
Program
(US
Government)
•
Seliger
Forum
2010
(Russia)
•
Sustainable
Fashion
Academy
•
States
of

Queensland,
Victoria,
NSW,
and
South
Australia
•
Stockholm
County
•
Sustainable
Sea`le
•
Heinz
Endowments
•

Toyota
•
UNEP
•
UNDP
•
Nile
Basin
IniAaAve
•
Bank
of
Indonesia
•
Volvo
Cars

A
global
network
dedicated
to

sustainability
strategy
learning,
and
inspira6on

Global
Aﬃliate
and
Associate
Network

Asia
2014
/

Contents
of
the
Mini
Workshop

ü Exploring “embedded sustainability”
ü The AtKisson Sustainability Framework and
Approach
ü Accelerator “taster” Exercise
ü What you can expect in a full Accelerator training
course

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2014
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Exploring
“embedded

sustainability”

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2014
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Business
Reality
is
being
Reshaped

Three
emerging
market
force
trends

Declining

Resources

Radical

Transparency

Increasing

ExpectaAon

Media

Employees

Business

Value

Adapted
from:
Zhexembayeva
N.
and
Laszlo
C.,

Embedded
Sustainability.
2013.

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2014
/

How
should
business
respond
to
handle

these
changes?

What
is
the
best

strategy
for
your
business?

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2014
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Some
rules
to
guide
us:
A
business,
organisaAon,

community,
or
society
will
be
sustainable
if
it…

1.  … understands its own systems, and the systems in which it is
embedded;
2.  …. understands and accounts for limits and system dynamics;
3.  … looks for and responds to long-term systemic trends that
affect its ability to achieve its goals;
4.  … changes internally to meet and take advantage of external
conditions and trends;
5.  … is resilient enough to withstand short-term shocks;
6.  … does not undermine the conditions of its own existence;

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Balancing
the
human
and
the
ecological

People
Concerned
Corporation
Sustainable
Corporation
Unsustainable
Corporation
Ecologically
Concerned
Corporation
Ecological
Sustainability
Human
Sustainability
Source: Dunphy, D., A. Griffiths, and S. Benn, Organisational Change for Corporate Sustainability.
2003, London, UK: Routledge.

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QuesAon?
Does
your
company
bolt

on
sustainability
or
is
it
embedded

sustainability?

What
is
the
diﬀerence?

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2014
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Bolt
on
vs.
Embedded
Sustainability

Embedded sustainability incorporates environmental,
wellbeing, financial governance, and social values into the
company’s core business, while balancing shareholder and
stakeholder value.1 It requires a fundamental shift across
every dimension of the business system
Bolt
on
Sustainability
Embedded
Sustainability

Goal
Pursue
shareholder
value
Pursue
sustainable
value1

Scope
Add
symbolic
wins
in
the
margins
Transform
core
business
acAviAes

Customer
Offer
green
and
socially

responsible
products
at
premium

prices
or
with
diminished
quality

Offer
smarter
soluAons
with
no

trade-‐off
in
quality
and
no
social
or

green
premium

Value
Chain
Mange
company’s
own
acAviAes
Manage
across
the
service
or

product
life
cycle
value
chain

Organisa<on
Create
a
special
department
of

sustainability

Make
sustainability
everyone’s
job

Competencies
Focus
on
data
analysis,
planning,

and
project
management
skills

Add
new
competencies
in
design,

inquiry,
appreciaAon
and

wholeness

Adapted
from:
Zhexembayeva
N.
and
Laszlo
C.,
Embedded
Sustainability.
2013.

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2014
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Embedding
Sustainability
requires

developing
a
“Sustainability
Mindset”

throughout
the
company’s
work
force.

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2014
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“Mindset” (noun) – a set of beliefs or
a way of thinking that determines
one’s behaviour, outlook and mental
attitude.

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Love
on
the
Factory
Floor

h`p://www.youtube.com/watch?v=9qrQKA0xMko

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Embedded
Sustainability…
Key
points!

ü  Embedded Sustainability is the
future of business.
ü  Embedded Sustainability will
ensure new behaviours, new
products & services, new
business models, and new
performance outcomes.
ü  Embedding Sustainability entails
a whole system approach.
ü  A whole system approach to
sustainability requires a shift or
change in “mindset” of leaders
and employees.

Events
/
Outcomes

Pa@erns
of
Behaviour

Systems

&
Structure

World
View
/
Vision

Mindset

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The
crux
of
this
challenge
is
the
“how”?

The AtKisson Accelerator is an effective
approach and toolkit embedding sustainability
as a whole system (company) approach.

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2014
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The
AtKisson
Sustainability
Framework

and
Approach

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2014
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Goal
of
the
Accelerator
toolkit

To
engage
more
and
more
people,
to
make

more
change
for
sustainability,
more

eﬀec6vely,
and
more
quickly.

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2014
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Ac<on

Strategy

InnovaAon

Systems
Analysis

Indicators
and
InformaAon

Understanding
Systems

Understanding
Sustainability

The
Accelerator
uses
the
ISIS
Method

Monitoring
and

AdaptaAon

Deﬁning
Your
Sustainability
Visions
and
Goals

INDICATORS:

Assess
where
you

are,
and
where
you
are
headed

SYSTEMS:

Figure
out
why
you
are

headed
there,
and
where
you
can

eﬀecAvely
change
direcAon

INNOVATION:

IdenAfy
what

changes
to
make
for
sustainability

STRATEGY:

Plan
how
to
succeed

in
making
change

Then
commit
to
...

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2014
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The
FoundaAonal
Tool
.
.
The
Compass

An Orientation, assessment, planning and collaborative
action tool for sustainability and transformation

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2014
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Assist organisations to do all of the following…
Ø  Create better understanding of
sustainability
Ø  Create a sustainability vision
Ø  Manage stakeholders in a sustainability
process
Ø  Create or manage a set of sustainability
indicators
Ø  Create an Overall Sustainability Index
Ø  Assess the sustainability profile of a
company
COMPASS
is
the
founda<on
of
the
toolkit

ISIS
ACCELERATOR

The Sustainability Compass is
designed to accommodate many
kinds of differences: cultural,
sectorial, geographic, etc.
It is also designed to interface well
with other common frameworks (e.g.
GRI, ISO 26000)

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2014
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Nature
Society
Wellbeing Economy
The
“Economy”
Principle:

Human
socieAes,
communiAes,
and

organizaAons
need
funcAoning

economies
to
provide
for
their
needs

and
to
support
their
aspiraAons.

The
“Society
Principle”:

Social
systems
should
be
organized
in
ways
that

promote
equity,
fairness,
resilience,
and

opportunity
for
all.

The
“Wellbeing
Principle”:

Human
beings
have
a
right
to
be
to
be

safe,
to
have
access
to
healthcare,

and
to
have
the
opportunity
for
self-‐
expression,
self-‐development,
and
a

good
quality
of
life.

The
Compass
Principles

The
“Nature”
Principle:

The
physical
and
biological
limits
of

Earth’s
ecological
systems
must
be

respected.

ISIS
ACCELERATOR

Built into the Compass approach is a set of core guiding principles
about sustainability

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The
“IntegraAon
Principle”:

All
four
dimensions
of
the
Sustainability
Compass
are

interconnected
in
a
web
of
cause-‐and-‐eﬀect
relaAonships.
They

are
interdependent
on
each
other.

•  The Compass approach is grounded in the science of
system dynamics and in general understanding of how
complex systems behave.
•  In recognition of this principle, governance and
management systems should strive to achieve optimal
results across all four Compass Points in an integrated
way.

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Accelerator “taster” Exercise

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2014
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The
Pyramid
works
with
the
Compass

and
ISIS
method

INDICATORS!
SYSTEMS!
INNOVATIONS!
STRATEGIES!
AGREEMENTS & ACTIONS!
What is happening?
Why is it happening?
What changes can we make?
How do we accomplish those changes?
Let’s do it!

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2014
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Accelerator
Exercise
Scenario

ü  The Phuket New Millennium Hotel is a new 5-star hotel that has already
established itself as a trendy, environmentally friendly, and fun hotel for
singles, young couples and families looking for something different from the
traditional hotel package and experience. For these guests, the
environmental and social ethos and practice are both ingredients in their
decision to stay at this property, and also as part of their overall experience.
ü  The hotel CEO would now like to go a step further, and have the hotel
differentiate itself as Phuket’s first genuinely Sustainable Hotel, and the
leader and model of integrated sustainability for all hotels, not just from the
environment side, but also in terms of economic practices, social
engagement and responsibility, and guest and employee wellbeing.
ü  You are a member of the newly formed Sustainability Team of Phuket New
Millennium Hotel.
ü  The
aim
for
today’s
workshop
is
for
the
Phuket
New
Millennium
Hotel

Sustainability
Team
(consisAng
of
4
Compass
Point
sub-‐teams)
to
come
to

consensus
on
2
to
4
key
program
ideas
that
will
be
developed
further
into
an

overall
sustainability
strategy
and
program
for
the
hotel.

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Pyramid Level 0 – Stakeholder Engagement
Who do we involve in the process?
What do we mean by sustainability?
What are out priorities?
PRINCIPLES"
“OTHER”"
VISION, GOALS, OUTCOMES"
DEFINITION OF SUSTAINABILITY"
WHO DO WE INVOLVE IN THIS PROCESS?!
WHAT ARE OUR MATERIAL ISSUES?!
AtKisson ACCELERATOR

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Instructions
1.  For the 4 Compass directions, ,
identify 3-4 sustainability
materiality issues / aspects that
we should consider .
2.  Record these the appropriate
Coloured Sticky Notes
Nature = Green
Economy = Blue
Society = Yellow
Wellbeing = Pink
Pyramid
Level
0:
Compass
Framing
Material

Issues
&
Stakeholders

Material issues include those topics or
issues that have a direct or indirect
impact on an organization’s ability to
create, preserve or erode economic,
environmental and social value for itself,
its stakeholders and society at large.

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Pyramid
Level
1:

Indicators

INDICATORS
What is happening? What are the trends?
Where are we headed?
Information about critical & long-term trends

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Choosing
Sustainability
Indicators

Instructions:
§  Identify 1 good Indicator for each of your priority
materiality issues/aspects
§  Make sure to think about who will be engaged with this
information (i.e. which stakeholders will be interested in
this data?)
Remember: Indicators are measurements and sources of
feedback to determine current status and changes in
conditions that are relevant to your goals and objectives.
(e.g. ensuring Sustainability of our company / organisation)

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ISIS
ACCELERATOR

Replicate on Post-it Notes and build Level 1
10 minutes
Nature
Issue: Water pollution in
surface water sources..
Indicator: Number of
surface water sources that
meet Class 2 Standards
(good water quality).

Example


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Comments,
QuesAons?

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Pyramid Level 2: Systems
Why is it happening?
What causes what?
What is the most important thing
making our trend happen ?
STEP 2: SYSTEMS!
INDICATORS!

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How
we
manage
information
(indictors)
doesn’t
allow
us

to
see
things
as
whole
systems

One of our biggest sustainability blunders….Traditional
indicators such as GDP, cancer rates, and air quality
measure changes in one part of a community system as if
they were entirely independent of the other parts.
GDP Cancer Rates Air Quality

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A
sustainability
way
to
understand
our

indicators
is
through
a
systems
approach

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Pyramid
Level
2:
Consider
Linkages

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What
are
systems?

Systems
are
…

…
groups
of
discrete

elements
that
work
together
to

make
a
whole.

Systems
are
bound
together
by
the
laws
of
cause
and
effect,
and

governed
by
flows
of
informaAon,
energy
and
materials.

Note:
People
give
defini6on
to
systems
based
on
an
idea
of
what

should
happen
at
a
given
point
in
6me.
Thus,
systems
have
a

purpose
or
func6on.

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Systems
Diagramming
Exercise

Gladstone

Region

Iden6fy
one
or
more
important
feedback
loops
that
can
have

implica6ons
for
long-‐term
sustainability
in
your
company

Step 1:

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Compass Group System
Presentations
v Identify your central
indicator and what is
the goal you want to
achieve there.
v Identify the main
feedback loops and
tell their story
v Identify the key
leverage points for
each loop.

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IdenAfying
your
Leverage
Point

Gladstone

Region

Leverage Points

Figure out how trends,

decision-making, and

information ﬂows are

linked together in multiple

cause-effect relationships

Use that analysis to

identify the best leverage

points for introducing

change

Step 1:

Step 2:

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Finding
the
Leverage
Points
for
system

intervenAon

Leverage points are places in your system map where you
can intervene with an projects, program, technology, policy,
etc. that will change the system relationships towards the
direction that you want and be reflected in your main
Indicator.

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How do you find a good leverage point?
1.  Look for dense webs of
connection
2.  Look for loops
3.  Keep asking, “Okay, but
how do we change that?”
4.  If you find reasons you
need to add to your
system map … that’s
good!

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Places
to
Intervene
in
a
System

9

Parameters
(numbers
/
indicators)

8

Material
Stocks
and
Flows
(stuﬀ
moving
around)

7

Balancing
Feedback
Loops
(thermostat-‐style
controls)

6

Reinforcing
Feedback
Loops
(growth
and
change
rates)

5

InformaAon
Flows
(who
knows
what)

4

Rules
(requirements,
policies,
incenAves
...)

3

The
Power
of
Self-‐OrganizaAon
(adapAve
capacity)

2

Goals
(hierarchies
of
purpose)

1

Mindsets
and
Paradigms
(core
assumpAons)

0

The
Ability
to
Transcend
Paradigms
(no
assumpAons)

Source:
Donella
H.
Meadows,
“Places
to
Intervene
in
a
System,” Whole
Earth
Review,
1997

<<HARDER/MOREIMPACTLESSIMPACT/EASIER>>

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Examples
of
“Places
to
Intervene
…”

Place
to
Intervene
Example

Parameters

Choice
of
indicator
to
report
progress

Material
Stocks
and
Flows
Choice
of
fuel,
paper,
etc.

Balancing
Feedback
Loops

Thermostat
setngs,
correcAon
rouAnes

Reinforcing
Feedback
Loops
Awards
programs,
bonuses

InformaAon
Flows
Getng
the
data
to
a
local
newspaper

Rules
Law
&
regulaAon

The
Power
of
Self-‐OrganizaAon

“Green-‐bag”
lunch
discussions

Goals
Switch
to
Renewable
Energy!

Mindsets
and
Paradigms
Growth
=
progress
>>
Quality
=
progress

Ability
to
Transcend
Paradigms
Philosophical
quesAons
without
answers

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Construction of Pyramid Level 2 Systems

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INDICATORS
SYSTEMS
What kinds of change would be most
effective ... for the whole system?
STEP 3: INNOVATIONS
Pyramid Lite Level 3: Innovation

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'Innovation' is the successful exploitation of
new ideas.
It is also the process that carries them through to new
products, new services, new ways of doing things.

De#inition
of
an

Innovation

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Innovation: What we do at the leverage points
Gladstone

Region

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ü  New targets and standards
ü  New materials and technologies
ü  New controls and feedback
mechanisms
ü  New information flows to new
people
ü  New rules, policies, incentives
ü  New forms of organization,
cooperation, collaboration
ü  New models, frameworks,
environments
ü  New overarching goals and
visions
ü  New knowledge, skills and
capacities
ü  New mindsets and paradigms
ü  A NEW WILLINGESS TO TRY
NEW THINGS
Adapted from “Leverage Points: Ways to Intervene in a System,” by Donella H. Meadows. Available from www.sustainer.org

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Embedded
Sustainability,
InnovaAon
and

Performance/
Resilience

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Step
1:
Review
…

Review your system diagram again, looking at your
identified leverage points and the various key linkages
and feedback loops
•  What is your goal at
your key indicator?
•  What is it that needs
to change that can
change everything/
•  What could you do at
your leverage points
to make that
change?

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Step
2:
Review
Best
Practice

Discuss and share your knowledge and experience of
“best practice” innovations that you know about at your
leverage point.
Brainstorm ideas for initiatives that could be done at
your leverage point to improve company’s sustainability
based on your system dynamics.
Share, combine and consolidate ½ ideas into a new
‘best” idea for achieving your goals.

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PYRAMID LEVEL 4 – STRATEGY
STEP 4: STRATEGIES
INDICATORS
SYSTEMS
INNOVATIONS
How do we get buy in for the idea?
How do we effectively implement our ideas?

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Innovation Diffusion Strategy …
Involves looking at the Innovation itself …

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Innovation Diffusion Strategy …
Involves looking at the Innovation itself …
… but also at the Cultural Context around it.

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N - O > CC, or ...

Perceived
Value of the
NEW Idea
Perceived
Value of the
OLD Way
Perceived
COST of the
CHANGE
The Three “Avenues for Action”
The Gilman’s Equation for Innovation Adoption
In other words, for change to occur, the
new way has to be so much better than
the old way that it overcomes the
perceived cost of making the switch.

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Pyramid Level 5 - The Capstone Agreement
Making the Connection to the Real World

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Level
5:
Compass
Group
Capstone
Proposals

Stage
1:
Compass
Group
Capstone
Proposals

Step
1:
Each
team
will
discuss
amongst
themselves
how
they
propose
to

move
their
iniAaAve
forward

in
relaAon
to
the
other
three
Compass

Teams’
own
iniAaAves.

Step
2:

Each
Compass
Stream
team
will
develop
a
Capstone
Proposal

staAng
how
they
can
implement
their
iniAaAve
and
where
and
how
it

can
support
the
iniAaAves
of
the
other
three
groups.

Remember to Include the following points:

–  What
acAons
they
will
take

–  How
their
iniAaAve
will
support
the
company’s
long-‐term
sustainability

– 
Who
they
will
work
with
(partners
and
target
groups)

–  How
their
iniAaAve
will
support
the
other
Compass
iniAaAves

–  How
they
will
monitor
and
track
progress.

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Example
Capstone
Proposals

Economy
Ini<a<ve
Ideas/
strategies

• 
Rela<onship
with
Gov/tourism

board
–
communica<on

Ø  Cross
sectoral
beneﬁts

Ø  Agro-‐tourism
coﬀee
plantaAon,
help

gov
to
promote
tourism
in
Indonesia

Ø  Uses
mulA
stakehollder
approach

Ø  Nature
–
increase
conservaAon

Ø  Wellbeing
–
customer
saAsfacAon

Ø  Society
–
increase
pride/self-‐esteem

in
the
community

Nature
Ini<a<ve
Ideas/
strategies

➤ 
3R
Reduce,
Reuse,
Recycle

➤  Cul<vate
Waste
mgmt
systems

➤  Ul<mate
waste
mgmt
system

➤  Involve
community
to
increase

quality
of

life
and
livelihoods

➤  More
clean
and
health
in
env

➤  Improve
company
image

➤  Nature
–
improve
habitat

➤  Economy
–
reduce
cost
of
material

and
resource
use
/
image

➤  Wellbeing
–
increase
quality
of
life

and
livelihood

➤  Society
–
no
polluAon
/
waste
/

increase
involvewment
w/
company

Asia
2014
/

Final
Capstone
Agreement

Wellbeing
Ini<a<ve
Ideas/
strategies

•  Good
first
impression
services

Services
and
design

Ø  Will
increase
quality
of
service
and
beèr

working
condiAon

Ø  Increase
customer
experience
and

saAsfacAon

Ø  Increase
customer
wellbeing

Ø  Economy
–
create
good
reputaAon,
guest

loyalty,
create
potenAal
new
guest
and

increase
revenue

Ø  Nature
–
create
beèr
environment
and

harmony
with
nature

Ø  Society
-‐

create
and
increase

environmental
awareness

Society
Ini<a<ve
Ideas/
strategies

➤  Training
for
local
community
to

deliver
eco-‐toursim
services
in
line

with

the
resort’s
programmes

➤  Provide
memorable
experience
that
is
fun

and
safe

➤  Generate
income
for
hotel
and
local

community
by
adding
value
to
guest

experience
(buy
from
local
market

food

and
craws)

➤  Add
value
to
other
company
training
or

meeAng
experience

➤  Nature
–
by
doing
eco-‐tourism
we
are
also

protecAng
nature

➤  Wellbeing
–
increase
awareness
and

wellbeing
of
employee
and
community

➤  Economy
–
increase
revenue

Asia
2014
/

Stage 2: Pyramid Capstone Agreement
All 4 Compass Groups develop “one’ single Capstone
Agreement that integrates the four Compass Capstone
Proposals that all can support.
The agreement should motivate, inspire and be relevant to
all so that something concrete will follow from this
workshop.

Level
5:
Compass
Group
Capstone
Proposals

Asia
2014
/

WHAT YOU CAN EXPECT IN A FULL
ACCELERATOR TRAINING COURSE

Asia
2014
/

AtKisson ISIS Sustainability ACCELERATOR
Tools, Methods and Processes
to Support CSR and Sustainable Development

Asia
2014
/

The
Accelerator
Tools:
Applying
the
ISIS
Method

PYRAMIDCOMPASS
AMOEBA STRATESPHERE
Indicators
Assessment
Stakeholders
Training
Planning
Teambuilding
Change
Innovation
Cultural Shift
Strategic Plan
Implementation
Monitor Progress

Asia
2014
/

The
Accelerator
Tools:
Applying
the
ISIS
Method

PYRAMIDCOMPASS
AMOEBA STRATESPHERE
Indicators
Assessment
Stakeholders
Training
Planning
Teambuilding
Change
Innovation
Cultural Shift
Strategic Plan
Implementation
Monitor Progress
...
can
be
used
as
stand-‐alone
applica6ons,
or
in
sequence,
as

part
of
a
comprehensive
program
for
sustainability

Asia
2014
/

The
ISIS
Method
...

can
be
adapted
to
a
very
broad
range
of
situaAons
and

levels,
from
Beginner
(all
ages)
to
Advanced
(use
of
math,

models,
etc.)

Indicators
Systems
Innovation
Strategy
$
Beginning Intermediate Advanced

Asia
2014
/

Corporate
Sustainability
with
Indonesia
Business

Sectors

•  GOAL: promote sustainability scheme to
business community and assist the
companies to have long term commitment
toward sustainability, measurable progress,
and more accountable sustainability report.
Ø  PT ANTMA tbk (mining industry)
Ø  INCO Mining tbk
Ø  Losari Eco-Resort & Spa
Ø  Indah Kiat Pulp & Paper
Ø  Indonesia Power
Ø  Bank Negara Indonesia (BNI)
Ø  Result: All companies were able to develop
their own specifically tailored Sustainability
indicators and plans/blueprints to support their
sustainability performance.
ISIS ACCELERATOR TOOL IN PRACTICEAtKisson ACCELERATOR Case Study

Asia
2014
/

Sustainable Phuket Initiative
Sustainability Indicator Framework & Report
Phuket Sustainability Indicator Report was
endorsed by the Phuket Governor on 22
November 2013….
Phuket Sustainability
Indicator Report
SEEKing a Sustainable Phuket
Phuket Sustainability Indicator Report 2013
Why this issue important for Phuket’s Sustainability?
Tourism is one of two mainstays of the Phuket economy,
and almost all tourists come to Phuket for its famous
white sand beaches and clean, aqua blue marine waters.
These natural treasures are directly influenced by coastal
development planning, pollution, construction, zoning
law enforcement, business licensing, density of vendors,
and litter management, to name but a few. If Phuket’s
beaches are consumed by litter, extensions of restaurants
and bungalows, lounge chairs and umbrellas, vendors and
jet skis, the accumulative effect will soon overwhelm
nature’s resilience mechanisms. It will not be too long
before Phuket will lose the very attributes that its success
has been built upon. Not to say that tourism will stop, but
most likely the outdoor activity and nature related
tourism will be replaced by another type of tourism that
we all do not want.
What is the Trend?
The Phuket Marine Biological Center has implemented
a coastal environment monitoring program for 23
stations along the coastline of Phuket. Some principal
parameters collected for every 2 months include salinity,
temperature, pH, dissolve oxygen, suspended sediment,
nutrients and total coliform bacteria. The result found
that Marine water quality was generally found in good
condition, except in some stations and during certain
period of time that the quality was in fair or poor
conditions.
Possible Sources of Data
Department of Marine and Coastal Resources: Phuket
Marine Biological Center, Ministry of Natural
Resources and Environment: Pollution Control
Department
Nature Aspect 1 Coastal Management / Sustainable Beach Program
The Challenge:
Phuket’s coastal marine environment,
particularly its famous beaches and
water quality are in a state of
degradation and decline.
Our Goal:
Phuket’s coastal environment enjoys
continuous excellent water quality, with
clean beaches that exhibit a natural
condition to a large extent.
Proposed Strategy:
Empower and enable community
volunteer groups to take ownership and
responsibility for beach conditions and
water quality monitoring, and
education for fishing fleet on waste
proper management.
Sustainability Indicators:
Marine Water Quality Index (BOD,
PH, Fecal Coliform)
Beach Quality Index (5 star system)
AtKisson ACCELERATOR Case Study

Asia
2014
/

ReﬂecAons,
Comments,

QuesAons?

Asia
2014
/

SYSTAINABILITY ASIA / ATKISSON GROUP
www.atkisson.com
robert@atkisson.com

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