Corporate sustainability drivers - DiVA...
Transcript of Corporate sustainability drivers - DiVA...
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Corporate sustainability drivers
Prof. Rodrigo Lozanoemail: [email protected]
University of Gävle
May, 2019 AMIDIQHuatulco, Mexico
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Benefits of development• Large increase in economic activities ($2.4 trillion in 1900 to $46 trillion in 2001)
• Large growth in industrial production outputs, over fifty times during the past century, four-fifths since 1950s
• Rise in individual income ($2,582 in 1950 to $7,454 in 2001)
• Increase in international goods trade ($311 million in 1950 to $5.5 trillion in 2000)
• Improvements in agricultural output (14 million tons in 1950 to 134 million in 2000 and world’s grain yield (1.06 tons per hectare in 1950 to 2.78 in 2000)
(Brown, Larsen, & Fischlowitz-Roberts, 2002; Flavin, 2001; Roodman, 2002; Miller, 2002; WCED, 1987)
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Industrialisation Effects
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Economic issues
•Economic disparity and political instability•Marginalization•Consumption•Bribery & Corruption•Disproportionate income distribution, i.e. rich/poor ratios (within countries, and between developed and developing countries•External debt
Adapted from Kirby (2003) and Reid (1995)
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Environmental issues• Global energy use and security
• Nitrogen loading • Natural resource deterioration• Loss of biodiversity• Pollution• Growing water scarcity• Unsafe ground-water• Desertification• Deforestation and soil degradation• Artificial chemicals• Plastic pollution of the seas• Other urban problems
• Climate change/Global warming
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Social issues
•Poverty and extreme poverty•Under-nourishment and food security•Diseases and epidemics (e.g. HIV-AIDS, malaria)•Population growth•Aging population•Illiteracy•Hunger•Gender differences•Arms trade and warfare
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Cross-cutting issues
• Responsibility• Governance• Inter-relatedness among economic, environmental and social
problems• Short,- long-, and longer-term effects and inter-relatedness
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World challenges exacerbated during the last 80 years
Economic aspects Environmental aspects Social aspects 1. Economic disparity and
political instability 2. Marginalisation 3. Consumption 4. Bribery & Corruption 5. Disproportionate income
distribution, i.e. rich/poor ratios (within countries, and between developed and developing countries
6. External debt (mainly of developing countries)
7. Global energy use and security
8. Climate change 9. Nitrogen loading 10. Natural resource
deterioration 11. Loss of biodiversity 12. Pollution 13. Growing water scarcity 14. Other urban problems 15. Desertification 16. Deforestation and soil
degradation 17. Unsafe ground-water 18. Artificial chemicals 19. Global warming
20. Poverty and extreme poverty
21. Under-nourishment and food security
22. Diseases and epidemics (e.g. HIV-AIDS, malaria)
23. Population growth 24. Aging population 25. Illiteracy 26. Hunger 27. Gender differences 28. Arms trade and warfare
Cross-cutting aspects 29. Inter-relatedness among economic, environmental and social problems 30. Short-, long-, and longer-term effects and inter-relatedness
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Sustainability
• During the last four decades, there have been a number of efforts aimed at addressing economic disparity, environmental degradation, and social inequalities, evolving from the ‘Environmental Revolution’ to Sustainable Development (SD)
• Sustainability is aimed at addressing the negative economic, environmental, and social impacts of this generation and future ones
(Lozano, 2008)
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SD origins• Sustainable Development has its roots in sustainable forest
management which were developed in Europe during the seventeenth and eighteenth centuries
• In 1713 Hans Carl von Carlowitz published Sylviculturaoeconomica, which discussed managing forests for sustained yield
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SustainabilityDimensions
EconomicEnvironmental
SocialTime
Civil Society
Government (Public sector organisations)
Corporations
Actors
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• Interest in sustainability from the corporate sector is evidenced by over 7,700 companies in 130 countries (UNGC, 2010) that have signed the UN Global Compact (UNGC, 2008)
• However, embedding sustainability principles, such as the Global Compact, into companies’ systems represents significant challenges, especially due to their complexity and the multi-dimensional issues (Langer & Schön, 2003)
Interest in sustainability
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• Corporations have recognised that they possess resources, technology, global reach, marketing skills and motivation to work towards more Sustainable Societies (DeSimone & Popoff, 2000; Hart, 2000b; Henriques & Richardson, 2005)
Towards more sustainable societies
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Source: (DeSimone & Popoff, 2000)
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(Lozano, 2009)
IndustrialRevolution:
Education and housing to poor people
1920-1930s:
CSR concept is born
1960s:
Start to be adopted in UK
and USA
1970s:
Starts to be adopted in Continental
Europe
1980s:
Discussed around
financial performance
1990s-present:
Changes from philanthropy to part of
company’s culture
CSR Evolution
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(Lozano, 2012)
CSR and SD
• CSR contribution to more sustainable societies is hindering because:
• There is a large number of, sometimes confusing other times contradicting, definitions and redefinitions that have appeared over the years
• Usually equated to philanthropy
• Usually perceived as referring only to social aspects
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Corporate Sustainability (1)• Recently, the term Corporate Sustainability (CS) has emerged
as an alternative to CSR, where CS is being considered to be a precondition for doing business, as a ‘business case’ (Dyllick & Hockerts, 2002), and the desirable path for organisations (Dunphy, et al., 2003; Weymes, 2004)
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Corporate Sustainability (2)• …meeting the needs of a firm’s direct and indirect
stakeholders (such as shareholders, employees, clients, pressure groups, communities etc.), without compromising its ability to meet the needs of future stakeholders as well” (Dyllick & Hockerts, 2002)
• This definition is being simple, powerful and appealing, but the disadvantages of being vague, having little emphasis on consumption, not specifying whether meeting stakeholders’needs is to be based on competition, or making no explicit reference to stakeholder feedback
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Corporate Sustainability (3)• For a company to become more sustainability orientated, it
should make changes that include the introduction of resource-efficient technologies, sustainability reporting schemes, and the provision of sustainable products, services, and product-service combinations (Siebenhuner and Arnold, 2007)
• CS should encompass a holistic perspective (Linnenluecke, Russel, & Griffiths, 2009; Lozano & Huisingh, 2011)
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Corporate Sustainability definition• “Corporate activities that proactively seek to contribute to
sustainability equilibria, including the economic, environmental, and social dimensions of today, as well as their inter-relations within and throughout the time dimension (i.e. the short-, long-, and longer-term), while addressing the company’s systems, i.e. Operations and production, Management and strategy, Organisational systems, Procurement and marketing, Governance, and Assessment and communication; as well as with its stakeholders”
(Lozano, 2012, 2017)
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Initiatives, tools and approaches for corporate sustainability• From the 1970s until the late 1990s, such corporate initiatives
evolved from purely ‘end-of-pipe’ solutions (Porter & van der Linde, 1995; Sarkis & Cordeiro, 2001) towards whole-system approaches, by changing products, processes and systems
• Corporate voluntary initiatives have been gaining momentum to foster sustainability in companies (Dunphy et al., 2003; Ny, 2009; Ny, et al., 2006)
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Sustainability tools and initiatives• Circular Economy• Cleaner Production• Corporate Citizenship• Corporate Social Responsibility• Corporate Sustainability• Design for Environment• Eco-efficiency• Eco-labelling• Environmental Management
Systems (EMAS and ISO 14000 series)
• Factor X• Green/sustainable Chemistry• Green/sustainable Marketing• Industrial Ecology• Integrated Management Systems• Life Cycle Assessment• Socially/Sustainable Responsible
Investment• Sustainability Reporting (AA1000,
GRI, ISO 26000, SA8000)• Sustainable Supply Chains• The Natural Step• Triple Bottom Line
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• Each initiative has its advantages in regards to scope and focus in the dimensions and the system elements, but it also has disadvantages when it comes to dealing with the complexity and broadness of sustainability
• Relying only, or even mainly, in one initiative can result on a limited and narrow contribution to sustainability
• The challenge that leaders and sustainability champions face is to understand the structure of their companies and the context where they operate, so that they can choose a combination of initiatives that would be able to address their company needs, as well as the four sustainability dimensions
Initiatives discussion (1)
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• One of the least addressed elements of the company system has been organisational systems
• Technocentric and managerial fixes are deficient, especially when they are relied upon as the sole ‘fix’, and, rather, the answer lies in engaging holistically with ‘people’ in changing companies in order to help current generations and future ones to become more sustainable
Initiatives discussion (2)
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Engaging in CS• The companies that have engaged in sustainability have done it
mainly through upper management levels’ initiatives (Siebenhüner & Arnold, 2007), but companies have been, generally, treated as ‘black boxes’, thus not accounting for subcultures and intra-organisational differences (Küpers, 2011; Linnenluecke, et al., 2009), or failing to engage with their organisational systems (Lozano, 2012)
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Was
te
External Environment
Value added (based on efficiency and effectiveness)
Infrastructure
Material resources and Energy
Economic value
Environmental value
Human resources
Contribution to Sustainability
Resources
Supply Chain Upstream (through
procurement)
Supply ChainDownstream(marketing, sales, etc.)
Internal Environment
TIME
Company
`Products and Services
Economic value
Environmental value
Human resources
INPUTS
OUTPUTS
External stakeholders
Governments/institutions
Customers, consumers, clients
CompetitorsCompanies
Civil society
Suppliers
Other organisations
Shareholders
Employees
Management
Unions
Internalstakeholders
Recovery
Management and
strategy
Operations and
production
Organisational
systems
Governance
Assessment and
reporting
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Was
te
External Environment
Value added (based on efficiency and effectiveness)
Infrastructure
Material resources and Energy
Economic value
Environmental value
Human resources
Contribution to Sustainability
Resources
Supply Chain Upstream (through
procurement)
Supply ChainDownstream(marketing, sales, etc.)
Internal Environment
TIME
Company
`Products and Services
Economic value
Environmental value
Human resources
INPUTS
OUTPUTS
External stakeholders
Governments/institutions
Customers, consumers, clients
CompetitorsCompanies
Civil society
Suppliers
Other organisations
Shareholders
Employees
Management
Unions
Internalstakeholders
Recovery
Management and
strategy
Operations and
production
Organisational
systems
Governance
Assessment and
reporting
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Organisational Change Management for Sustainability• An important element to address organisational issues is
change management (Jones, 2013)
• Organisational change aims to move from the current state to one more desirable (Ragsdell, 2000)
• Failure to change and respond to new opportunities, processes or technologies can result in economic loses, thereby making economic benefits a primary justification for change in organisations (Cannon, 1994)
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(Lozano, 2012) 30
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Corporate Sustainability Drivers • CS has been driven mainly by large corporations, with
some complementary efforts by SMEs and co-operatives (C.E.C., 2001, 2002; Farmer & Hogue, 1973)
• CS is being driven by many factors (Hopkins, 2002; Oskarsson & von Malmborg, 2005), which can be divided into:
• (1) External, which tend to result in reactive measures, being less likely to help move towards Sustainability, and
• (2) Internal, which are more proactive.
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Sustainability Drivers
Moral and ethical obligations
Sust. Champions
Increased levels of social awareness
Marketpositioning
Regulation and legislation
Reputation Access to resources
Institutional shareholders
Demands from employees
Economic considerations
ProactiveLeadership
Shareholderactivism
Negativepublicity
Market demands for non-financial information
National and regional policies
NGOs activism
Collaboration withexternal parties
Peer pressure
INTERNAL
EXTERNALSocial crises
Increased student
awareness
Environmental crises
CONNECTING
CompanyCulture
PrecautionaryPrinciple
Businesscase
Sustainability
reports
Avoiding risk
Customer demands and
expectations
Mar
ket
oppo
rtuni
ties
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Methods (1)• A survey was developed for investigating the importance of the
drivers in the three types of organisations
• Most of the question on a four-point scale (not important to very important)
• The survey was applied using the online survey-tool Qualtrics
• The data collection took place from August 2016 to February 2017
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Methods (2)• The survey was sent to a database of 1574 contacts from
different organisations obtained from the Global Reporting Initiative list of organisations, through Linkedin®, and personal contacts
• From the total, 108 full responses were obtained (a response rate of 7.19%), with 61 of them from corporation
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Analysis methods1. Ranking the criteria in order of importance, with Friedman
significance tests, complemented with a Wilcoxon rank sum tests were conducted to test for the significant difference between all the individual drivers for the whole sample
2. Significant difference in drivers score between the three types of organisations. A Kruskall-Wallis test was conducted and complemented by a Mann-Whitney U test
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Not at all1%
To some extent45%
To a large extent54%
Sustainability proactive engagement
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0.51%
23.08%
45.13%
26.67%
4.62%1.57%
18.85%
35.08%
31.68%
12.83%
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
40.00%
45.00%
50.00%
Solely by external stimuli Mainly by external stimuli,but with some internal
factors
Equally by external stimuliand internal factors
Mainly by internal factors,but with some external
stimuli
Solely by internal factors
Driving sustainability Slowing/stopping sustainability
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0 5 10 15 20 25
Institutional shareholdersIncreased awareness in the student population
Peer-pressureDemands from employees about the organisation's sustainability efforts
Social crisesNGOs activism
Negative publicityShareholder activism
Environmental crisesMarket demands for non-financial information
National or regional policiesAccess to resources
Sustainability championsEconomic considerations
Collaboration with external partiesBusiness case
Market opportunitiesPrecautionary principle
Increased levels of social awareness of sustainabilityCustomer demands and expectations
Market positioningAvoiding risk
Sustainability reportsRegulation and legislation
Mora l and ethical obligation to contribute to sustainability
Company's cultureProactive leadership
Reputation
Sustainability drivers' ranking
External
Connecting
Internal
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INTERNAL
EXTERNAL
Institutional shareholders
Demands from employees
Shareholderactivism
Negativepublicity
NGOs activism Peer pressure
Social crisesIncreased student
awareness
Market demands for
non-financial information
Access to
resources
National and regional policies
Environmental
crises
CONNECTING
Reputation
ProactiveLeadership
CompanyCulture
Sust. Champions
Economic considerations
Collaboration withexternal parties
Businesscase
Moral and ethical obligations
Increased levels of social awareness
Marketpositioning
Regulation and legislation
PrecautionaryPrinciple
Sustainability
reportsAvoiding
risk
Customer demands and
expectations
Market
opportunities
Highest
Middle
Low
Lowest
RankingQuartilesColourCoding
High
SUSTAINABILITY DRIVERS
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40
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Was
te
External Environment
Value added (based on efficiency and effectiveness)
Infrastructure
Material resources and Energy
Economic value
Environmental value
Human resources
Contribution to Sustainability
Resources
Supply Chain Upstream (through
procurement)
Supply ChainDownstream(marketing, sales, etc.)
Internal Environment
TIME
Company
`Products and Services
Economic value
Environmental value
Human resources
INPUTS
OUTPUTS
External stakeholders
Governments/institutions
Customers, consumers, clients
CompetitorsCompanies
Civil society
Suppliers
Other organisations
Shareholders
Employees
Management
Unions
Internalstakeholders
Recovery
Management and
strategy
Operations and
production
Organisational
systems
Governance
Assessment and
reporting
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Was
te
External Environment
Value added (based on efficiency and effectiveness)
Infrastructure
Material resources and Energy
Economic value
Environmental value
Human resources
Contribution to Sustainability
Resources
Supply Chain Upstream (through
procurement)
Supply ChainDownstream(marketing, sales, etc.)
Internal Environment
TIME
Company
`Products and Services
Economic value
Environmental value
Human resources
INPUTS
OUTPUTS
External stakeholders
Governments/institutions
Customers, consumers, clients
CompetitorsCompanies
Civil society
Suppliers
Other organisations
Shareholders
Employees
Management
Unions
Internalstakeholders
Recovery
Management and
strategy
Operations and
production
Organisational
systems
Governance
Assessment and
reporting
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Conclusions (2)• Organisations, such as corporations, will be driven by different
factors in their quest to better contribute to sustainability, and that ‘no organisation is an island’
• It is important to recognise which drivers have the highest importance and influence for each type of organisation, in order to foster them and help corporations better contribute to the SDGs
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Corporations must address sustainability in a holistic way, considering internal, connecting,
and external drivers, and how they relate to each other
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Thank you!Prof. Rodrigo LozanoEmail: [email protected]
You can find more information at:Lozano, R. (2015). A Holistic Perspective on Corporate Sustainability Drivers. Corporate Social Responsibility and Environmental Management, 22(1), 32–44. http://doi.org/10.1002/csr.1325Lozano, R., & von Haartman, R. (2017). Reinforcing the Holistic Perspective of Sustainability: Analysis of the Importance of Sustainability Drivers in Organizations. Corporate Social Responsibility and Environmental Management. http://doi.org/10.1002/csr.1475