1) The document discusses how corporate social responsibility has become a strategic priority for many organizations as they recognize the need for more sustainable business practices.
2) It argues that to meet strategic sustainability objectives, organizations need new sources of operational, supply chain, and customer information to gain insights. However, many organizations still lack the relevant information to make strategic decisions regarding sustainability.
3) The document suggests that leading organizations collaborate with partners across their ecosystems to share information, benchmark practices, and develop common sustainability standards in order to improve their performance while increasing efficiency.
ACO Webcast Is your Organization ReadyDrew Nietert
This document discusses considerations for healthcare organizations looking to participate in accountable care models. It outlines a multi-step process involving multiple disciplines to assess an organization's readiness for accountable care and develop an integrated strategy. Specific near-term actions are proposed for disciplines like business strategy, care delivery, operations, finance, technology, and legal/organization. The expected results of addressing each discipline are described as developing a strategic plan, reinventing the care delivery model, building operational capabilities, assessing financial requirements, evaluating technology needs, and establishing a compliant legal structure.
Greater awareness in recent years of the volatility of the risk environment, together with the regulatory impetus provided by
corporate governance requirements, has placed effective risk management high on the corporate agenda. Changing attitudes
to risk management have also resulted in the emergence of a more holistic and proactive approach to managing exposures.
Brighter Planet Employee Engagement and Sustainability Survey 2009Elizabeth Lupfer
An Analysis of the Extent and Nature of Employee Sustainability Programs . This report sheds light on the interactions between employers and their employees around sustainable actions in the
workplace. Includes useful social media data as a communications channel.
Source: Brighter Planet, http://brighterplanet.com/research
This document summarizes the key findings of a study involving interviews with over 1,700 CEOs and senior public sector leaders from around the world. The study found that CEOs see technology as the biggest external force driving change in their organizations over the next 3-5 years. CEOs are creating more open and collaborative cultures to empower employees, engaging customers through deep insights and analytics, and extensively partnering to drive radical innovation. The document recommends that CEOs focus on three imperatives: empowering employees through shared values, engaging customers as individuals, and amplifying innovation through partnerships.
Bob Stone from Healthways, a solution provider company at the marcus evans Corporate Benefits Summit 2012, on improving well-being, thereby reducing employee costs and increasing individual and organizational performance.
Interview with: Bob Stone, Co-Founder & Vice President, Healthways
Sustainability Research as Added Value for InvestorsClaude Gaudin
1) SAM focuses exclusively on sustainability investing, managing over EUR 9.2 billion in assets.
2) SAM's investment philosophy is based on the premise that sustainability megatrends like climate change and resource scarcity shape long-term business risks and opportunities.
3) SAM conducts an annual corporate sustainability assessment of over 3,000 companies to evaluate environmental, social, and economic dimensions of sustainability.
The document introduces the concept of integrated performance management (IPM), which aims to address financial, social, and environmental aspects of business performance equally. IPM follows a plan-do-check-act management cycle to develop strategy, implement key performance indicators, monitor progress, and use results to improve decisions. Companies are moving to IPM to comply with regulations, manage risks, meet investor demands, and attract employees. The document analyzes IPM practices at 16 major companies and defines key concepts like business value, materiality, and methodology.
SOCIALLY ENGAGED COMPANIES$SEE 4X GREATER BUSINESS IMPACTGenaro Bardy
A new study by PulsePoint Group and The Economist Intelligence Unit found that companies that fully embrace social engagement experience four times greater business impact than less engaged companies. The study identified six types of socially engaged enterprises and provided insights on measuring social engagement strategies. Companies that are most engaged see a 7.7% return on social engagement activities, compared to a 1.9% return for less engaged companies. C-suite advocacy and commitment to social engagement as a strategy was found to be critical for high performance.
ACO Webcast Is your Organization ReadyDrew Nietert
This document discusses considerations for healthcare organizations looking to participate in accountable care models. It outlines a multi-step process involving multiple disciplines to assess an organization's readiness for accountable care and develop an integrated strategy. Specific near-term actions are proposed for disciplines like business strategy, care delivery, operations, finance, technology, and legal/organization. The expected results of addressing each discipline are described as developing a strategic plan, reinventing the care delivery model, building operational capabilities, assessing financial requirements, evaluating technology needs, and establishing a compliant legal structure.
Greater awareness in recent years of the volatility of the risk environment, together with the regulatory impetus provided by
corporate governance requirements, has placed effective risk management high on the corporate agenda. Changing attitudes
to risk management have also resulted in the emergence of a more holistic and proactive approach to managing exposures.
Brighter Planet Employee Engagement and Sustainability Survey 2009Elizabeth Lupfer
An Analysis of the Extent and Nature of Employee Sustainability Programs . This report sheds light on the interactions between employers and their employees around sustainable actions in the
workplace. Includes useful social media data as a communications channel.
Source: Brighter Planet, http://brighterplanet.com/research
This document summarizes the key findings of a study involving interviews with over 1,700 CEOs and senior public sector leaders from around the world. The study found that CEOs see technology as the biggest external force driving change in their organizations over the next 3-5 years. CEOs are creating more open and collaborative cultures to empower employees, engaging customers through deep insights and analytics, and extensively partnering to drive radical innovation. The document recommends that CEOs focus on three imperatives: empowering employees through shared values, engaging customers as individuals, and amplifying innovation through partnerships.
Bob Stone from Healthways, a solution provider company at the marcus evans Corporate Benefits Summit 2012, on improving well-being, thereby reducing employee costs and increasing individual and organizational performance.
Interview with: Bob Stone, Co-Founder & Vice President, Healthways
Sustainability Research as Added Value for InvestorsClaude Gaudin
1) SAM focuses exclusively on sustainability investing, managing over EUR 9.2 billion in assets.
2) SAM's investment philosophy is based on the premise that sustainability megatrends like climate change and resource scarcity shape long-term business risks and opportunities.
3) SAM conducts an annual corporate sustainability assessment of over 3,000 companies to evaluate environmental, social, and economic dimensions of sustainability.
The document introduces the concept of integrated performance management (IPM), which aims to address financial, social, and environmental aspects of business performance equally. IPM follows a plan-do-check-act management cycle to develop strategy, implement key performance indicators, monitor progress, and use results to improve decisions. Companies are moving to IPM to comply with regulations, manage risks, meet investor demands, and attract employees. The document analyzes IPM practices at 16 major companies and defines key concepts like business value, materiality, and methodology.
SOCIALLY ENGAGED COMPANIES$SEE 4X GREATER BUSINESS IMPACTGenaro Bardy
A new study by PulsePoint Group and The Economist Intelligence Unit found that companies that fully embrace social engagement experience four times greater business impact than less engaged companies. The study identified six types of socially engaged enterprises and provided insights on measuring social engagement strategies. Companies that are most engaged see a 7.7% return on social engagement activities, compared to a 1.9% return for less engaged companies. C-suite advocacy and commitment to social engagement as a strategy was found to be critical for high performance.
IBM Study On Sustainable Corporate Social ResponibilityrScott Rains
IBM's Institute for Business Value conducted a survey of over 250 business executives worldwide about corporate social responsibility (CSR). The survey found that most companies now see CSR as an opportunity for growth rather than just a cost of doing business. Specifically:
- 68% of surveyed executives said their companies are focusing CSR activities on creating new revenue streams.
- Over half said their CSR activities already give them a competitive advantage.
- However, 76% admitted they don't fully understand their customers' expectations around CSR.
The document discusses how increased connectivity and information sharing have led to greater visibility into companies' operations and supply chains. It also outlines strategies for companies to integrate CSR into their core business strategies and operations
This document discusses strategic corporate social responsibility (CSR). It begins by providing background on the development of CSR and defining it as economically sustainable business activities that go beyond legal compliance to protect employees, communities, and the environment. The document then discusses seven principles for enacting strategic CSR, using 21 exemplary practices clustered into these principles. It notes that effective CSR comes from analyzing each organization's unique culture and opportunities rather than imitating others. The document also discusses complicating factors in assessing CSR performance and reasons why more organizations are pursuing strategic CSR.
Our recent survey of 200 mid-market businesses examines the extent to which sustainability issues are integrated into a company's DNA, embedded in its business model and reported on as such. Our report, 'Sustainable Businesses- Navigating towards a more sustainable future', examines these issues. This report is an insightful background into the sustainability challenges faced by businesses today.
Six Technology Tactics To Promote Corporate Social ResponsibilityJordi Planas Manzano
This document discusses six technology tactics that can promote corporate social responsibility: 1) strategic sourcing and procurement, 2) continuous process improvement, 3) product lifecycle management, 4) logistics, 5) performance management and measurement, and 6) virtualization. It explains how each tactic, when implemented using technology, can help businesses reduce waste, emissions and costs while meeting social and regulatory standards. The document advocates that businesses view corporate social responsibility not just as a compliance issue but as a way to gain competitive advantages through efficiency and innovation.
Six Technology Tactics To Promote Corporate Social ResponsibilityJordi Planas Manzano
This document discusses six technology tactics that can promote corporate social responsibility: 1) strategic sourcing and procurement, 2) continuous process improvement, 3) product lifecycle management, 4) logistics, 5) performance management and measurement, and 6) virtualization. It explains how each tactic, when implemented using technology, can help businesses reduce waste, emissions and costs while meeting social and regulatory standards. The document advocates that businesses view corporate social responsibility not just as a compliance issue but as a way to gain competitive advantages through efficiency and innovation.
Beyond Green: The Triple Play of SustainabilityCognizant
The triple bottomline is about People, Planet and Profits. Sustainable organizations and responsible corporate citizens are concerned with more than just economic performance.
Business must be the major driver of innovation and sustainability in our society if we are to avoid a “perfect storm” of resource scarcity, climate change, and pollution. The “triple bottom line” concept is a response to this need, but its use is limited because it does not address the competitive strategy of the firm. A strategy-based balanced scorecard system aligned with principles of the Triple Bottom Line offers a way to accomplish social and environmental goals while integrating them fully with financial performance and competitive advantage.
This document discusses dispelling myths about perceived trade-offs between profitability and sustainability. It finds that:
1) While business leaders recognize sustainability's importance, many see it conflicting with short-term profits. However, research found this trade-off may be a myth not backed by evidence.
2) Sustainable products and business models are not scaling fast enough to meet demands. New criteria are needed to give leaders license to accelerate sustainable transformation.
3) Research with leaders found pursuing sustainability is seen as slower and less reliable than traditional approaches. However, sticking to "business as usual" is seen as more complex and costly than embracing sustainability.
Aligning ESG with Corporate Strategy to Gain a Competitive Advantage - SG Ana...SG Analytics
From the sudden surge in the popularity of green finance to the pervasive impact of ESG factors on consumers and their purchasing decisions
Visit: https://us.sganalytics.com/blog/aligning-esg-with-corporate-strategy-to-gain-a-competitive-advantage/
Aligning ESG with Corporate Strategy to Gain a Competitive AdvantageLuke Holland
Organizations can no longer choose to prioritize ESG. Sustainable plans are at the very center of the policies of those who wish to be competitive and profitable. However, the optimal strategy for ESG integration services differs based on the business. Furthermore, if ESG strategies are not evaluated holistically, they may clash with other operational goals. Companies are utilizing the strategy and actions of stakeholders willing to back their vision of a sustainable framework by putting the most successful practices based on brand values in place.
- Sustainability, an organization's ability to meet business, social, and environmental needs, is still a focus for many executives despite not being a top concern currently.
- Half of executives point to the CEO as most responsible for driving sustainability initiatives.
- Over half of executives plan to focus on sustainability throughout 2009, and half of organizations have increased their focus on sustainability in the last 12 months.
- Business analytics can have a positive impact on achieving sustainable business outcomes, with almost half of executives believing it influences sustainability and most companies reporting it has helped sustainability goals.
Tools, techniques and strategies for understanding, measuring and communicating impact. 19th-20th June 2018, London. This two-day conference will highlight the latest methods being applied by business to measure the impact of their sustainability programs. We’ll discuss and debate the pros and cons of the different tools and techniques available, whilst assessing what has really worked for companies in practice.
11.vol 0003www.iiste.org call for paper no 2 pp 180-201Alexander Decker
This document discusses corporate social responsibility (CSR) initiatives of major fast-moving consumer goods (FMCG) companies in India. It begins with an abstract that notes CSR initiatives in India typically focus on environment, health, education, community welfare, and women's empowerment. It then provides context on CSR frameworks and ratings. Major Indian FMCG companies like Hindustan Unilever are highlighted as doing work in areas like CO2 reduction. The Karmayog CSR rating system is discussed as a way to evaluate companies' CSR performance. Appendices provide more details on the top three Indian FMCG companies' overall CSR initiatives.
Whitepaper integrated reporting in the CloudWorkiva
Integrated reporting combines traditional financial reporting with environmental, social and governance reporting into a single report. This provides a more comprehensive view of a company's performance and risks. There is growing demand from investors and other stakeholders for integrated reporting as it allows better evaluation of long-term sustainability. Producing integrated reports can help companies attract investors, safeguard reputation and mitigate risks. Collaboration software allows reporting teams to efficiently produce integrated reports by enabling real-time collaboration on a single document.
Through strategic networks, leading companies are tackling complex sustainability issues that are critical to their long-term success, such as ensuring access to resources and avoiding human rights violations. The article discusses several examples of companies collaborating with different partners, including NGOs, governments, and other businesses, to address issues like education, nutrition, and water scarcity. Successful collaborations are characterized as having clear goals and roles, experience with multiple partnerships over time, internal alignment within the company, and engagement with a diverse range of partners.
This document discusses the growing importance of sustainability for businesses and the role that CFOs and finance professionals can play in leading sustainability efforts. It outlines key aspects of sustainability including the environmental, social and economic impacts of business activities. The document argues that embracing sustainability can help businesses enhance competitiveness, strengthen financial performance, attract talent and gain competitive advantages. It provides an overview of sustainability reporting frameworks and standards that can help companies integrate sustainability into strategic planning and decision-making.
Socially responsible investing what's the buzzcheryl bynum
Socially responsible investing considers a company's environmental and social impacts in addition to financial performance. Most evaluations of corporate responsibility assess a company's governance as well as its social and environmental effects. While there are many rating systems, growing consensus supports approaches that are transparent, comprehensive, scientifically credible, and collaborative. Assessing corporate responsibility can help companies improve financially, protect their reputation, and inform strategic decision making.
Future of the Company Insights from dicussions building on an initial perspec...Future Agenda
The initial perspective on the Future of the Company kicked off the Future Agenda 2.0 global discussions taking place through 2015. This summary builds on the initial view and is updated as we progress the futureagenda2.0 programme. www.futureagenda.org
Best Competitive Marble Pricing in Dubai - ☎ 9928909666Stone Art Hub
Stone Art Hub offers the best competitive Marble Pricing in Dubai, ensuring affordability without compromising quality. With a wide range of exquisite marble options to choose from, you can enhance your spaces with elegance and sophistication. For inquiries or orders, contact us at ☎ 9928909666. Experience luxury at unbeatable prices.
IBM Study On Sustainable Corporate Social ResponibilityrScott Rains
IBM's Institute for Business Value conducted a survey of over 250 business executives worldwide about corporate social responsibility (CSR). The survey found that most companies now see CSR as an opportunity for growth rather than just a cost of doing business. Specifically:
- 68% of surveyed executives said their companies are focusing CSR activities on creating new revenue streams.
- Over half said their CSR activities already give them a competitive advantage.
- However, 76% admitted they don't fully understand their customers' expectations around CSR.
The document discusses how increased connectivity and information sharing have led to greater visibility into companies' operations and supply chains. It also outlines strategies for companies to integrate CSR into their core business strategies and operations
This document discusses strategic corporate social responsibility (CSR). It begins by providing background on the development of CSR and defining it as economically sustainable business activities that go beyond legal compliance to protect employees, communities, and the environment. The document then discusses seven principles for enacting strategic CSR, using 21 exemplary practices clustered into these principles. It notes that effective CSR comes from analyzing each organization's unique culture and opportunities rather than imitating others. The document also discusses complicating factors in assessing CSR performance and reasons why more organizations are pursuing strategic CSR.
Our recent survey of 200 mid-market businesses examines the extent to which sustainability issues are integrated into a company's DNA, embedded in its business model and reported on as such. Our report, 'Sustainable Businesses- Navigating towards a more sustainable future', examines these issues. This report is an insightful background into the sustainability challenges faced by businesses today.
Six Technology Tactics To Promote Corporate Social ResponsibilityJordi Planas Manzano
This document discusses six technology tactics that can promote corporate social responsibility: 1) strategic sourcing and procurement, 2) continuous process improvement, 3) product lifecycle management, 4) logistics, 5) performance management and measurement, and 6) virtualization. It explains how each tactic, when implemented using technology, can help businesses reduce waste, emissions and costs while meeting social and regulatory standards. The document advocates that businesses view corporate social responsibility not just as a compliance issue but as a way to gain competitive advantages through efficiency and innovation.
Six Technology Tactics To Promote Corporate Social ResponsibilityJordi Planas Manzano
This document discusses six technology tactics that can promote corporate social responsibility: 1) strategic sourcing and procurement, 2) continuous process improvement, 3) product lifecycle management, 4) logistics, 5) performance management and measurement, and 6) virtualization. It explains how each tactic, when implemented using technology, can help businesses reduce waste, emissions and costs while meeting social and regulatory standards. The document advocates that businesses view corporate social responsibility not just as a compliance issue but as a way to gain competitive advantages through efficiency and innovation.
Beyond Green: The Triple Play of SustainabilityCognizant
The triple bottomline is about People, Planet and Profits. Sustainable organizations and responsible corporate citizens are concerned with more than just economic performance.
Business must be the major driver of innovation and sustainability in our society if we are to avoid a “perfect storm” of resource scarcity, climate change, and pollution. The “triple bottom line” concept is a response to this need, but its use is limited because it does not address the competitive strategy of the firm. A strategy-based balanced scorecard system aligned with principles of the Triple Bottom Line offers a way to accomplish social and environmental goals while integrating them fully with financial performance and competitive advantage.
This document discusses dispelling myths about perceived trade-offs between profitability and sustainability. It finds that:
1) While business leaders recognize sustainability's importance, many see it conflicting with short-term profits. However, research found this trade-off may be a myth not backed by evidence.
2) Sustainable products and business models are not scaling fast enough to meet demands. New criteria are needed to give leaders license to accelerate sustainable transformation.
3) Research with leaders found pursuing sustainability is seen as slower and less reliable than traditional approaches. However, sticking to "business as usual" is seen as more complex and costly than embracing sustainability.
Aligning ESG with Corporate Strategy to Gain a Competitive Advantage - SG Ana...SG Analytics
From the sudden surge in the popularity of green finance to the pervasive impact of ESG factors on consumers and their purchasing decisions
Visit: https://us.sganalytics.com/blog/aligning-esg-with-corporate-strategy-to-gain-a-competitive-advantage/
Aligning ESG with Corporate Strategy to Gain a Competitive AdvantageLuke Holland
Organizations can no longer choose to prioritize ESG. Sustainable plans are at the very center of the policies of those who wish to be competitive and profitable. However, the optimal strategy for ESG integration services differs based on the business. Furthermore, if ESG strategies are not evaluated holistically, they may clash with other operational goals. Companies are utilizing the strategy and actions of stakeholders willing to back their vision of a sustainable framework by putting the most successful practices based on brand values in place.
- Sustainability, an organization's ability to meet business, social, and environmental needs, is still a focus for many executives despite not being a top concern currently.
- Half of executives point to the CEO as most responsible for driving sustainability initiatives.
- Over half of executives plan to focus on sustainability throughout 2009, and half of organizations have increased their focus on sustainability in the last 12 months.
- Business analytics can have a positive impact on achieving sustainable business outcomes, with almost half of executives believing it influences sustainability and most companies reporting it has helped sustainability goals.
Tools, techniques and strategies for understanding, measuring and communicating impact. 19th-20th June 2018, London. This two-day conference will highlight the latest methods being applied by business to measure the impact of their sustainability programs. We’ll discuss and debate the pros and cons of the different tools and techniques available, whilst assessing what has really worked for companies in practice.
11.vol 0003www.iiste.org call for paper no 2 pp 180-201Alexander Decker
This document discusses corporate social responsibility (CSR) initiatives of major fast-moving consumer goods (FMCG) companies in India. It begins with an abstract that notes CSR initiatives in India typically focus on environment, health, education, community welfare, and women's empowerment. It then provides context on CSR frameworks and ratings. Major Indian FMCG companies like Hindustan Unilever are highlighted as doing work in areas like CO2 reduction. The Karmayog CSR rating system is discussed as a way to evaluate companies' CSR performance. Appendices provide more details on the top three Indian FMCG companies' overall CSR initiatives.
Whitepaper integrated reporting in the CloudWorkiva
Integrated reporting combines traditional financial reporting with environmental, social and governance reporting into a single report. This provides a more comprehensive view of a company's performance and risks. There is growing demand from investors and other stakeholders for integrated reporting as it allows better evaluation of long-term sustainability. Producing integrated reports can help companies attract investors, safeguard reputation and mitigate risks. Collaboration software allows reporting teams to efficiently produce integrated reports by enabling real-time collaboration on a single document.
Through strategic networks, leading companies are tackling complex sustainability issues that are critical to their long-term success, such as ensuring access to resources and avoiding human rights violations. The article discusses several examples of companies collaborating with different partners, including NGOs, governments, and other businesses, to address issues like education, nutrition, and water scarcity. Successful collaborations are characterized as having clear goals and roles, experience with multiple partnerships over time, internal alignment within the company, and engagement with a diverse range of partners.
This document discusses the growing importance of sustainability for businesses and the role that CFOs and finance professionals can play in leading sustainability efforts. It outlines key aspects of sustainability including the environmental, social and economic impacts of business activities. The document argues that embracing sustainability can help businesses enhance competitiveness, strengthen financial performance, attract talent and gain competitive advantages. It provides an overview of sustainability reporting frameworks and standards that can help companies integrate sustainability into strategic planning and decision-making.
Socially responsible investing what's the buzzcheryl bynum
Socially responsible investing considers a company's environmental and social impacts in addition to financial performance. Most evaluations of corporate responsibility assess a company's governance as well as its social and environmental effects. While there are many rating systems, growing consensus supports approaches that are transparent, comprehensive, scientifically credible, and collaborative. Assessing corporate responsibility can help companies improve financially, protect their reputation, and inform strategic decision making.
Future of the Company Insights from dicussions building on an initial perspec...Future Agenda
The initial perspective on the Future of the Company kicked off the Future Agenda 2.0 global discussions taking place through 2015. This summary builds on the initial view and is updated as we progress the futureagenda2.0 programme. www.futureagenda.org
Best Competitive Marble Pricing in Dubai - ☎ 9928909666Stone Art Hub
Stone Art Hub offers the best competitive Marble Pricing in Dubai, ensuring affordability without compromising quality. With a wide range of exquisite marble options to choose from, you can enhance your spaces with elegance and sophistication. For inquiries or orders, contact us at ☎ 9928909666. Experience luxury at unbeatable prices.
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Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
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1. IBM Global Business Services
IBM Institute for Business Value
Corporate Social
Responsibility
Leading a
sustainable
enterprise
Leveraging insight and
information to act
2. IBM Institute for Business Value
IBM Global Business Services, through the IBM Institute for Business Value,
develops fact-based strategic insights for senior business executives around critical
industry-specific and cross-industry issues. This executive brief is based on an
in-depth study by the Institute’s research team. It is part of an ongoing commitment
by IBM Global Business Services to provide analysis and viewpoints that help
companies realize business value. You may contact the authors or send an e-mail to
iibv@us.ibm.com for more information.
3. Leading a sustainable enterprise
Leveraging insight and information to act
By Eric Riddleberger and Jeffrey Hittner
Organizations have recently sharpened their focus on sustainability,
primarily in response to consumer and stakeholder expectations.
Consequently, they face an entirely new set of decisions. However, most
lack the information required to make these strategic choices. Based on
what we’ve learned from outperforming organizations and leading CSR
organizations, we believe businesses should develop new sources of
operational, supply chain and customer information to gain new levels
of insight for meeting strategic sustainability objectives.
Today, more than ever, organizations are
FIGURE 1.
focused on environmental and social responsi-
Change in importance of CSR to strategic
bility as a strategic objective. Our 2009 survey objectives over the past year.
of 224 business leaders worldwide shows that
(Percent responses)
60 percent believe corporate social responsi-
60%
bility (CSR) has increased in importance over
1
the past year (see Figure 1). Only 6 percent
say it is a lower priority. These responses
34%
defy the conventional wisdom that the new
economic environment dilutes CSR focus.
The conditions of a faster, flatter and more 6%
interconnected world are without question
More Remained about Less
changing business strategy, as is a greater important the same important
awareness of systemic risk and its conse-
Source: IBM Intitute for Business Value 2009 CSR Study.
quences. These same conditions make a
strong case for a sustainable approach to
doing business, one that recognizes that the
1 Leading a sustainable enterprise
4. long-term health of an organization is inextri- margin – the information they need to operate
cably tied to the well-being of society and the as a sustainable enterprise.
planet on which we live.
Outperforming organizations have proven to
To be sustainable, businesses are now be far better at casting a wide net for informa-
embracing a relatively new objective: tion across their ecosystems.2 They are also
optimizing their operations to minimize environ- collecting information that is more relevant to
mental impact and improve social outcomes in understanding and meeting the performance
a manner that also maximizes performance. challenges of operating in a sustainable
manner.
More than two-thirds of organizations we
surveyed focus on CSR as part of an inte- What’s holding other organizations back?
grated business strategy to grow new revenue There are some very real obstacles. As is
streams and control costs. As a result, they the case with many new ventures, it can
face an entirely new set of decisions. Can be difficult to determine what information is
they cut down on waste without increasing needed. Should organizations seeking to
the price of products? Do they need to rethink improve sustainability look into the tsunami of
distribution options to reduce carbon and the realtime, unstructured information? If they do,
impact of volatile energy prices? Should they will they know how to turn the information into
segment products and services to meet a insight and action? What information should
growing number of consumer sustainability they share and request of others? And how
concerns? The answers to these and other do they manage all of these new information
questions like them involve managing an needs in a cost-effective way?
intricate new set of tradeoffs.
Early efforts suggest that collaboration is
Organizations are constantly assessing the the best approach. Instead of going it alone,
current and future impact of their activities. leading organizations are exchanging infor-
They’re introducing innovative processes to mation with customers, industry groups and
source, distribute, develop and produce goods nongovernmental organizations (NGOs)
and services in a sustainable manner. In taking to increase their access to a wider pool of
on responsibility for waste and disposal, they knowledge and their ability to benchmark.
are charged with reevaluating everything from They are joining with partners, suppliers
product development to partnerships. and even competitors to exchange leading
practices and ultimately build out common
As might be expected, progress is mixed. standards for sustainability. Standards are a
Challenges abound, especially in accessing requirement for effectively implementing a CSR
the information needed to meet these new strategy over the long term.
strategic objectives. Overall, organizations
have intensified efforts to collect information By collaborating and utilizing up-to-date
about their operations in areas from sustain- information and standards, today’s organiza-
able procurement to ethical labor standards. tions can improve sustainability, while also
However, many are still missing – by a wide increasing operational efficiency and perfor-
mance.
22 IBM Global Business Services
IBM Global Business Services
5. Leading a sustainable enterprise
Leveraging insight and information to act
Leading organizations Emerging information requirements catch and without endangering other ocean
Demands for information pertaining to an species? How far was it shipped and who
recognize that profit
organization’s social and environmental handled it?
at the expense of
impact – whether from consumers, regulators,
environmental or social All of this information can be made available
NGOs or conscientious investors – have risen
with today’s technology. Ocean catch can
good is ultimately not dramatically. Given today’s harsh realities of
be location- and time-stamped using Global
sustainable. global warming, increased regulation, scarcer
Positioning System (GPS) technology that
and costlier resources, and exploding popula-
tracks the position of trawlers. The data is
tions, attention to environmental, health and
embedded in electronic tags and transmitted
societal concerns will only intensify.
all the way to point of sale so, for example,
Global connectivity has raised the stakes shoppers in Norway can scan barcodes to
relating to a corporation’s accountability for find out when and where the fish they selected
its actions. Points of view abound – on what’s was caught and packaged.3
harmful and what’s not, as well as what consti-
Beyond reporting
tutes good business, good practice or even
Our 2009 survey reveals that sharing relevant
good sense. With the advent of the Internet,
information to educate and inform stake-
NGO scrutiny is being matched by a new kind
holders was a primary objective. Interestingly,
of viral and pervasive consumer advocacy.
using information to optimize supply chains,
At the same time, the volume and granularity transport and logistics, waste management
of information available have grown exponen- and product lifecycle was a far less prevalent
tially. Realtime data streams fed by sensors, goal. Given that 87 percent of business
satellite images, social networks, chats, videos leaders surveyed say they have focused their
and other mediums have greatly increased CSR efforts to create new efficiencies, we see
the potential to understand what’s going on a missed opportunity to connect operational
anywhere in the world at anytime. information with this important CSR objective.
Today, determining the exact field where a tree, Leading organizations, however, are reaping
copper or ore is extracted is as feasible as cost efficiencies by making that connection.
examining employees’ labor rights in a factory Chinese shipping and logistics giant COSCO
located in a village of a thousand on the tip of was able to analyze its current carbon footprint
an isthmus in Vietnam. With so much informa- and develop alternative logistics strategies
tion available, leading organizations are finding to reduce carbon.4 It calculated tradeoffs
they can satisfy the demands of a new gener- between carbon prices and consumption,
ation of consumers: the information omnivores. logistics costs, carrier types and load capacity,
information on product demand, customer
Buyers of fish, for example, have a number of service and the like. At the same time, it
concerns beyond freshness. Is the seafood looked at alternative modes of transport,
really wild, as advertised? Was it harvested freight consolidation and network configura-
legally – under guidelines for total allowable tion strategies. As a result, it reduced the
3 Leading a sustainable enterprise
6. number of its distribution points from 100 to Education (IERE) for a full “cradle-to-plate”
40, lowering costs by 23 percent and reducing evaluation of the environmental impact of its
carbon dioxide emissions by 15 percent, which single-serving shelf-stable chili and beans
equates to 100,000 tons per year. product. The study analyzed scientific data
related to climate change, soil loss and
Friesland Coberco Dairy Foods has taken ecotoxicity caused by energy usage in food
another approach to reduce its transport transport and manufacturing, as well as
burden by transforming the way it makes baby materials used in production and disposal.
food. Ingredients that constitute the flavor The investigators came to the counterintuitive
varieties are now added at a later stage in the conclusion that the prepared product was,
supply chain, a change that can cut inventory overall, more environmentally friendly than a
and transportation by an estimated 127 ,000 homemade bowl of chili. The finished product
miles per year, with corresponding carbon doesn’t require freezing or refrigeration during
5
reductions. distribution or home storage, and creates less
food waste. These extended supply chain
IBM is another example. At one of its sites, it
factors offset the energy consumed in the
analyzes realtime data on water usage and
manufacturing of product packaging.6
quality collected by hundreds of sensors
across the plant. Results of process improve- In addition to information about its own opera-
ments based on this information have already tions, an organization also should seek full
reduced overall water usage by 27 percent ecosystem information about its partners. A
while increasing manufacturing production company’s carbon footprint, for example, is the
by more than 30 percent. Savings so far have sum total of all footprints associated with those
amounted to US$3 million a year. who supply its resources, as well as those
who distribute its products. Further, when it
The cost efficiencies that can be gained
comes to CSR, customers are among the most
from better management in areas such as
important partners. So, in addition to knowing
water, energy and waste are apparent and
how they use and dispose of products, a
achievable. However, there are some burdens
company needs to understand its customers’
associated with acquiring and managing a
specific sustainability concerns to meet their
rich set of information about operations. For
objectives or educate customers about why
example, implementing sustainability strategies
the company thinks its objectives should also
requires a sound understanding of tradeoffs
be theirs.
related to areas like quality and customer
service, as well as costs and environmental The optimization gap
impact. In many cases, these factors must We surveyed leaders on three information
be evaluated for their impact across the full areas related to sustainability: operations,
supply chain and lifecycle, and doing that supply chain and customers. Our results
requires information on how the product or indicate that operational information needs to
service is consumed. be more timely, supply chain information is still
Food company Truitt Bros. Inc. worked with too insular and more customer information is
the Institute for Environmental Research and needed.
4 IBM Global Business Services
7. It’s important not only 1. Operational information: Growing but not collecting information about key operations
not always timely and sustainability objectives on a frequent
to collect operational Four in ten of the business leaders surveyed basis. Even in the high-profile area of carbon
information but to reported that over the last three years they management, for example, eight out of ten
do it frequently – so have increased the amount of information business leaders surveyed are not. They may
they collect about their operations in each of be able to use the information they have for
that fresh, accurate
eight sustainability areas we tracked: energy an annual CSR report; however, since they
data can be used to management, carbon management, waste aren’t evaluating the ongoing impact of actions
make operations more management, water management, sustainable on their carbon footprint, it’s unlikely they can
sustainable. procurement, product composition, ethical use the data to make their operations more
labor standards and product lifecycle. Not sustainable (see Figure 3).
surprisingly, the biggest increase in the amount
of information collected is in energy, where Outperforming organizations in our survey
just under two-thirds of respondents report were significantly more likely to collect timely
increases (see Figure 2). About half report information about their operations. For all
increases in carbon, water and waste manage- companies, peer pressure and persistence
ment; sustainable procurement; product may move those numbers up. The longer a
composition; and ethical labor standards. company has been required by its business
partners to adopt CSR standards, the more
One of the great advantages of the new infor- frequently it collects data. This association
mation era is the availability of realtime data. holds true across each of the eight areas we
Yet, too often the information being collected tracked, suggesting that over time, the value of
is stale. Nearly 60 percent of organizations are truly current information becomes apparent.
FIGURE 2.
Change in information collection over the past three years.
(Percent responses)
Energy management 64% 24% 11%
Waste management 56% 31% 11%
Carbon management 53% 24% 22%
Water management 49% 35% 14%
Sustainable procurement
(ethical or environmental) 49% 37% 12%
Ethical labor standards 49% 42% 7%
Product composition 46% 37% 15%
Product lifecycle 39% 39% 20%
Increased Stayed the same Decreased Not applicable
(includes don’t collect)
Source: IBM Intitute for Business Value 2009 CSR Study.
5 Leading a sustainable enterprise
8. FIGURE 3.
Frequency of information collection.
(Percent responses)
Energy management 39% 28% 23% 10%
Product composition 34% 21% 30% 15%
Water management 34% 22% 31% 13%
Waste management 32% 26% 33% 9%
Ethical labor standards 29% 28% 35% 8%
Sustainable procurement
28% 23% 35% 14%
(ethical or environmental)
Product lifecycle 25% 20% 30% 25%
Carbon management 20% 19% 40% 21%
Frequently/ Occasionally Rarely Not applicable
Realtime (approximately (1-4 times per year) (includes don’t collect)
every month)
Source: IBM Intitute for Business Value 2009 CSR Study.
2. Supply chain information: Still too FIGURE 4.
insular Information collection from suppliers.
More than half of the business leaders
(Percent responses)
surveyed said they consider the open sharing
Ethical labor standards 43%
of information among stakeholders and
business partners a high priority. However, Product composition 41%
the vast majority aren’t collecting adequate
Sustainable procurement
information from their suppliers to support their (ethical or environmental) 31%
CSR objectives. Outperforming organizations,
Waste management 31%
on the other hand, are collecting more infor-
mation from their suppliers in each of the eight Product lifecycle 29%
categories we tracked as compared to their
peers. Energy management 25%
Three out of ten organizations surveyed aren’t Water management 23%
asking their suppliers for any information in Carbon management 18%
any of the eight categories. Surprisingly, in the
carbon and water categories, where cross- Don’t collect in any areas 29%
ecosystem “footprinting” is becoming more
common, approximately eight out of ten aren’t Source: IBM Intitute for Business Value 2009 CSR Study.
collecting information from their suppliers.
And, despite a long history of brand-damaging
scandals in the area of labor, six out of ten
aren’t collecting information on ethical labor
from their suppliers (see Figure 4).
6 IBM Global Business Services
9. Most organizations 3. Customer information: Improving but far Knowledge of customers’ CSR concerns
to go
surveyed need to varied widely by region. Nearly half of
Consumer purchasing decisions are often
Western European business leaders said
collect more CSR influenced by perceptions of how socially
their companies understand their customers’
data from suppliers, and environmentally responsible an organi-
CSR expectations well. While that number
zation is. To see how well those perceptions
as well as gain a was slightly lower in North America, it was as
are understood, we asked business leaders
better understanding low as roughly one in ten in Asia Pacific. Not
in our 2008 and 2009 surveys about how
surprising, more than half of the companies
of their customers’ well they understand their customers’ CSR
in this region have yet to conduct any
CSR concerns. concerns. Overall in 2009, two-thirds admit
research on the topic. However, it appears
they don’t understand their customers’ CSR
companies in Asia Pacific could be moving
concerns well. This represents an 11 point
forward. Nearly three-quarters say they have
improvement over the previous year and
a moderate understanding of their customers’
suggests organizations are making inroads
CSR expectations and nearly one-fifth began
fast. Nevertheless, in our 2009 survey, nearly
researching customer concern on this topic
four in ten organizations reported that they
within the past year.
have yet to conduct any research on the topic
(see Figure 5). Outperforming organizations Across the entire sample, the shortfall in
were nearly twice as likely to understand their collecting information related to operations,
customers’ needs well. supply chain and customers reveals an
optimization gap (see Figure 6). In addition,
FIGURE 5. we found that outperforming organizations
Years conducting research on customers’ CSR perform better in all three information catego-
concerns. ries, as do organizations that have focused
(Percent responses) more than three years on integrating their CSR
35% 37% objectives to grow revenues and become
more efficient. The approach to information
28%
and actions taken by these organizations
suggest that the gap will narrow over time.
The immediate challenge is to identify what
information is needed and then aggregate and
analyze it so it contributes to efficiency and
growth objectives.
3 or more Less than 3 No research
years years on customers’
CSR concerns
Source: IBM Intitute for Business Value 2009 CSR Study.
7 Leading a sustainable enterprise
10. FIGURE 6.
Optimization gap.
Efficiency Growth
87%
57 Gap
%
57Gap
%
52 Gap
% 69%
39Gap
%
39Gap
%
34Gap
%
30% 30% 35% 30% 30% 35%
Focused Collect Gather CSR Understand Focused Collect Gather CSR Understand
on CSR for operations- data from customers’ CSR on CSR for operations- data from customers’ CSR
efficiency related CSR data suppliers expectations well growth related CSR data suppliers expectations well
frequently frequently
Source: IBM Intitute for Business Value 2009 CSR Study.
Insight, engagement and action from labor to water standards. They’re iden-
Today, every organization is a system of tifying leading practices and techniques to
systems, much more bound up in complex, inform and educate stakeholders, such as
interdependent forces than the traditional customers and employees, more broadly.
business system of years past, with its
Overall, most organizations know they need
clear-cut focus on profits.
to engage their stakeholders in some way.
Given increasingly finite resources, businesses However, proactive engagement with business
depend on balanced natural ecosystems for partners and NGOs, at 55 and 44 percent
raw materials, water, energy and the physical respectively, is relatively low, given the benefits
health of their employees and customers. that can be achieved from collaboration (see
They depend on thriving community systems Figure 7).
for labor, new sources of innovation and
customers. Given the links among its systems, FIGURE 7.
an enterprise committed to practicing sustain- Proactive engagement with stakeholder groups.
ability considers both the immediate and (Percent responses)
far-reaching consequences of any action it Employees 63%
takes.
Investors 55%
While these dependencies obviously
complicate the task of responsible business Business partners 55%
management, leaders of sustainable organiza-
Government 54%
tions are learning to understand and act on
them. Mastering this complexity requires new Consumers 51%
levels of insight, new sources of information
and new forms of collaboration. As a result, Community 50%
leaders in CSR are developing coalitions of
NGOs 44%
business partners, NGOs and others to begin
to address information gaps in areas ranging Source: IBM Intitute for Business Value 2009 CSR Study.
8 IBM Global Business Services
11. New types of The new information landscape Creating leading practices and standards
The volume and granularity of information Today, despite a proliferation of regulations,
information are
are growing exponentially. New types of infor- labeling schemes and codes of conduct,
emerging, as are new mation are emerging to address challenges standards for sustainability are relatively
tools and services to that were once impenetrable. Earthmine, for immature. A recent survey by the Carbon
collect, analyze and example, is creating a three-dimensional Disclosure Project revealed 34 different ways
index of urban spaces – collecting GPS data to define and measure carbon emissions
utilize data.
for every pixel they capture – to help policy among the Financial Times 500 companies.
12
makers and community leaders manage
public safety and economic development.
7 At present, shared leading practices and
Another organization, Mobile Metrix, is benchmarking from industry coalitions are
gathering data on job skills, health conditions, driving CSR decision making more so than
education levels and more on the one billion internationally accepted standards. From these
plus individuals in developing countries with activities, however, long-lasting standards
virtually no official records.
8 should emerge. Active industry participation
now is one way to help ensure that the new
Yet another organization, Lanworth, applies practices and codes that emerge will make it
data analytics to its immense database of easier, not more onerous, to operate a sustain-
satellite imagery, field samples and weather able business. Moreover, industry coalitions
models to better manage risk associated with are an excellent way to access and share a
9
land use and crop yields. Historical informa- wider body of sustainability information. These
tion on climate, topography and production groups can also help organizations make
can eventually enable all stakeholders to make better use of their information by suggesting
informed recommendations about land usage how, for example, the information can be
and natural resource procurement. deployed to change operations and innovate,
as well as communicate progress to stake-
New tools and services are also fast emerging
holders.
to help collect information. Digitized sensors
can gather and transmit information about Like carbon, water is a topical issue, particu-
real-world conditions instantaneously. larly in developing countries facing scarcity
Pachube, for example, lets organizations freely of this vital resource. Well-known brands have
share and monitor realtime environmental learned the hard way that in places where
data across a global network of shared government stewardship is considered inad-
10
sensors. Other services, such as Efficiency equate, local communities will advocate in its
2.0, combine energy audit software and social place. To address this need, 12 companies,
networking tools to help corporations access including Coca-Cola, Diageo, Nestlé,
and act on granular data about energy usage Anheuser-Busch InBev and PepsiCo, have
11
down to the level of individual employees. formed the Beverage Industry Environmental
Roundtable to collect and share data and
leading practices relating to water conser-
9 Leading a sustainable enterprise
12. vation and resource protection. Together, compare packaging materials, energy effi-
they established a common framework to ciencies, environmental standards and more
exchange information on water reduction, against their competitors.14 The weighted
reuse and stewardship, as well as drought metrics give suppliers the chance to focus on
13
preparedness. specific innovations with the most impact, as
well as drive constant change.
In the electronics industry, a contract manu-
facturing company in Asia or Mexico would Customers: Partners in sustainability
find it inefficient and effectively impossible Most organizations understand expectations
to comply with multiple codes of conduct for transparency with regard to CSR initiatives.
mandated by its original equipment manu- Over one-half of the business leaders we
facturer (OEM) customers. In response to this surveyed consider the open sharing of infor-
industry challenge, the Electronics Industry mation a high priority. However, until recently,
Citizenship Coalition (EICC) created mecha- organizations have tended to share informa-
nisms for companies to exchange resources tion reactively – in response to stakeholder
and programs that improve labor practices. demands. Those that expect to gain business
Audit results, along with assessment tools advantage from CSR are developing new
and educational resources, are available to ways to inform and educate their stakeholders,
association members, who span four tiers of whether they are customers, employees or
the supply chain. Openness like this deepens partners.
relationships among OEMs, suppliers and
partners, who can then harmonize their Many organizations are reconfiguring transport
approaches to creating an ethical supply and logistics operations and weighing the
chain. tradeoffs. For example, customer satisfac-
tion may increase with conveniences like
Benchmarks and leading practices are one-day delivery, but fully loaded transport
important guides to use in setting objectives. reduces energy costs. One way to evaluate
The challenge lies in aligning these objectives the options: make the customer part of the
across constituencies with diverse concerns decision. This could include laying out the
and goals of their own. These stakeholders shipping alternatives for customers when they
include employees, consumers, business make their purchases. Point-of-sale informa-
partners, investors and NGOs, as well as tion on delivery options could provide them
regulatory bodies and governmental institu- with a welcome opportunity to reduce their
tions. Many trade and industry organizations carbon footprint: “If you want to reduce your
are developing frameworks and scorecards greenhouse gas emissions by 80 percent on
to help identify metrics and key performance the delivery of this television, click here and
indicators weighted to align and achieve your package will arrive next week via hybrid
objectives. carrier.”
Wal-Mart Stores Inc. established the U.K. retailer Tesco makes education a mutual
Packaging Sustainable Value Network, a group endeavor. Its new pilot program enables
of 200 leaders in the packaging industry, customers to actually recycle when they buy.
to create a packaging scorecard with nine Before taking purchases home, customers
specific metrics that enabled suppliers to can take off product packaging they don’t
10 IBM Global Business Services
13. Collaboration – with need and leave it in the supermarket. That way,
Conclusion
they do their recycling when it’s top of mind
stakeholders, customers Organizations that seek to adopt a sustain-
and convenient but, just as important, their
and even competitors able approach to business face a new set of
actions give the retailer helpful information
decisions imposed by the constraints of finite
– is key in both regarding which components of the packaging
resources. At the same time, there is a growing
setting standards for are useful enough to keep and which are
15
body of information ready to be turned into
excessive.
sustainability and in new intelligence and new advantage.
enabling the necessary German wholesaler, Metro Cash & Carry,
To succeed, your organization should consider
transparency. created a two-way information exchange
the following actions:
based on consumers’ desire for product infor-
mation. Star Farm, its wholly owned subsidiary, 1. Identify information gaps and analysis
developed a program explaining its food needs. Is the CSR information you collect
traceability system and how to use in-store relevant and timely enough to make
terminal tracking machines to scan trace- strategic decisions? Are you getting the
ability barcodes for information. Suppliers that information you need from your business
cooperate with Star Farm and sell products partners and suppliers? Do you understand
have been audited and instructed by Star your customers’ CSR concerns as well as
Farm using international quality standards. An those of other key stakeholders in your
after-sales service also allows consumers to ecosystem?
log into Star Farm’s Web site from home and 2. Align objectives with those of stakeholders;
search for product information by traceability then prioritize. Stakeholders require a lot of
code. In the process of answering customers’ information, but their information demands
questions, these electronic searches also can’t be your only focus. Are you collecting
capture shoppers’ queries, thereby deepening information that helps you meet your
Metro’s understanding of customer concerns business objectives, and are you communi-
about food safety and quality. cating those objectives to stakeholders?
Innovations like these help create a business 3. Assess leading practices and benchmarks.
culture that makes two-way transparency core Have you identified sustainability leading
to sustainability. Results of our survey indicate practices and benchmarks for your key CSR
that organizations placing a higher priority on activities? Are you participating in industry-
transparency and those that have attained or activity-focused coalitions that are
some maturity find it easier to execute. Clearly, developing leading practices and bench-
once organizations start efforts to increase marks? Are there frameworks or scorecards
transparency, they gain needed experience to weigh the impact of activities against
and greater confidence in the value of sharing overall objectives?
information both within their organization and
The answers to these questions can help
with their stakeholders. Engineered creatively,
you set and prioritize a course of action. As
these collaborations can do more than inform
these actions advance your CSR strategy,
customers; instead of simply sharing informa-
you’ll be well positioned to reap the business
tion, organizations are learning to construct
benefits of more efficient operations and
a true exchange, where both the stakeholder
better balance with diverse social and envi-
and the organization gain knowledge to do
ronmental ecosystems.
something new.
11 Leading a sustainable enterprise
14. About the authors References
1
Eric J. Riddleberger is a partner with IBM The IBM Institute for Business Value in
Global Business Services and leads the cooperation with the Economist Intelligence
Global Business Strategy Practice, as well Unit surveyed senior executives across
as the Strategy and Change Practice in the Europe, the Americas and Asia Pacific from
Communications Sector. He has more than 25 December 2008 through January 2009.
years of professional experience in strategy 2
Respondents classified themselves as
and technology throughout the world with IBM,
outperforming, on par or underperforming
Booz Allen Hamilton, UBS Capital and AT&T.
Eric’s work with clients includes corporate as compared to their peers.
3
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planning, mergers and acquisitions, and March 24, 2006. http://www.seafoodfrom-
business development. In addition to his direct norway.com/page?id=100&key=14373
client engagements, Eric is part of the team 4
“Oh, The Climate Outside Is Frightening…”
that created and drove the IBM Global CEO
IBM Press Release. January 23, 2009. http://
studies on innovation and business models
www-03.ibm.com/press/us/en/pressre-
and is currently leading the IBM Corporate
lease/26522.wss
Social Responsibility consulting service
5
offerings. Eric can be reached at eriddle@ “Mastering Carbon Management.” IBM
us.ibm.com. Institute for Business Value. 2008.
6
Jeff Hittner is the CSR leader for IBM Global “Oregon Food Processor First to Use
Business Services. He works with a range of a Lifecycle Assessment to Evaluate
industries and clients to address the emerging Environmental Impact of Producing and
role of CSR and sustainability in core business Packaging a Food Product.” CSRwire.
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and “Attaining Sustainable Growth Through Processor-First-to-Use-a-Life-Cycle-Assess-
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reached at jhittner@us.ibm.com. of-Producing-and-Packaging-a-Food-P-
roduct
The right partner for a changing 7
“Earthmine applications.” Earthmine. http://
world
www.earthmine.com/
At IBM, we collaborate with our clients,
8
bringing together business insight, advanced Mobile metrix Web site. http://www.mobile-
research and technology to give them a metrix.org/
distinct advantage in today’s rapidly changing 9
Lanworth Web site. http://lanworth.com/
environment. Through our integrated approach 10
Pachube Web site. http://www.pachube.com/
to business design and execution, we help
turn strategies into action. And with exper-
tise in 17 industries and global capabilities
that span 170 countries, we can help clients
anticipate change and profit from new oppor-
tunities.
12 IBM Global Business Services
15. 11
“Efficiency2.0: About.” Efficiency2.0.
http://efficiency20.com/about.html;
“Efficiency2.0: Companies.” Efficiency2.0.
http://efficiency20.com/companies.html;
“Efficiency2.0: Personal Energy Advisor.”
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Reporting Methods.” Greenbiz.com.
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methods
13
“Water: A Global Innovation Outlook Report.”
IBM 2009.
14
“Wal-Mart Unveils ‘Packaging Scorecard’
to Suppliers.” Wal-Mart Stores, Inc.
http://walmartstores.com/FactsNews/
NewsRoom/6039.aspx
15
“Tesco seeks customers’ help in identifying
excessive packaging.” Triplepundit.com. April
7 2009. http://www.triplepundit.com/pages/
,
tesco-seeks-customers-help-in-identifyin.
php
13 Leading a sustainable enterprise