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Sustainable development requires an integrated methodology that takes into

account environmental conditions in addition to economic development.
In 1987, the United Nations Brendtland Commission defined sustainability "It
means meeting the needs of the present without compromising the
capabilities of future generations to meet their own needs in addition to
natural and economic resources."

And sustainability is not just about protecting the environment, but it is

concerned with social justice and economic development.

And Sustainability at the business level can be thought of as taking steps,

such as recycling and conserving non-renewable material and energy use to
reduce the negative impact of a business’s operations on the environment.

Today, there are about 140 developing countries in our world looking for ways
to meet their development needs, but this is accompanied by an increasing
threat to climate change, so efforts must be made to ensure that development
today does not negatively affect future generations.

An example of this ( Google Investment ) In North Dakota where the

company spent 38.8 million in two wind farms built by NextEra Energy
Resources in 2010,

Google invested these wind farms generate 169.5 megawatt of electricity,

enough to power 55,000 homes.

Google’s investment is structured as a “tax equity investment” where it will

earn a return based on tax credits ( a direct offset of federal taxes )

Google’s primary goal was to earn a return from its investment but that the
company also is looking to accelerate the deployment of renewable energy.

Renewable energy comes from sources such as solar panels and wind
turbines to generate energy as opposed to other sources used such as coal or
oil.

Renewable energy typically has a much lower impact on the environment

depending on the type and often emits little to no pollution.

Conscious of its high electricity bills and its impact on the environment,
Google has long had an interest in renewable energy. Renewable energy
projects at Google range from a large solar power installation on its campus,
to the promotion of plug-in hybrids, to investments in renewable energy start-
up companies like e-solar.

That Google would otherwise need to pay for renewable energy projects,
Google spokesman Jamie Yood said the energy from the wind farms would
not be used to power Google’s data centers, which consume large amounts of
electricity. Mr. Yood said that
Google has also worked on making its data centers more energy efficient,
consume less electricity while still handling the same amount of data
requests, and has developed technologies to let people monitor their home
energy use. But as of 2010, the company had yet to live up to its promise to
help to finance the generation of renewable energy. “We’re aiming to
accelerate the deployment of renewable energy—in a way that makes good
business sense, too,” Rick Needham, green business operations manager at
Google, wrote on the company’s blog.

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Green refers to the activities that provide a more efficient use of resources
and minimize the harmful impact on the environment when compared to
similar products.
Sustainable refers to activities that allow a specific problem to be solved
without having adverse implications in the future.

Although the two words are often used interchangeably, "green" and
"sustainable" do not mean the same thing. Green refers to the activities that
provide a more efficient use of resources and minimize the harmful impact on
the environment when compared to similar products. Sustainable refers to
activities that allow a specific problem to be solved without having adverse
implications in the future.

The recent furore on industrial activities has led many companies to re-
evaluate their beliefs on their environmental impacts. While most building
models were usually sustainable, they often didn’t fill the criteria to be
considered “green”. In the last decade and a half, the “green” movement has
ensured companies employ more environmentally friendly methods which do
not necessarily hamper nature for future generations. The absence of a clear
distinction to differentiate the words ultimately led to the words erroneously
being used interchangeably.

And Green is used in a more all-encompassing sense compared to the words

sustainable and sustainability. Sustainability is all green. However, it is also
important to note that being green doesn’t necessarily make something
sustainable. A common example of this is when a compromise is reached
between a green product using non-sustainable resources to function. For
example, a green car can run on electricity but it is still transported across the
globe in fossil fuel powered cargo ships. The carbon footprint left by these
cars is minimal but still existent. Similarly, a sustainable nuclear power plant
may not be green because nuclear waste is virtually impossible to process
and dump. Despite being a clean source of energy, the environmental impact
is still present which renders the power non-green even though it is
sustainable. Although it is still sustainable, the environmental impact is still
present which classifies the power plant as non-green.
The Impact on Future Generations going green and going sustainable go
hand in hand with each other. If there is an increase in research regarding the
environmental impact of a product, necessary steps can be taken by
companies to ensure the product is not having adverse effects on the earth.

If “sustainability” or “going green” are neglected in future planning, the planet

will be effected in a negative way. Due to the threat of the impact of our
actions on the future generation, it is essential that the environmental impacts
of products are researched so we can move forward together.

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The business sustainability is largely dependent on two major categories

- Impact of business on the environment

- Business impact on society

The goal of a sustainable business strategy is to have a positive impact on

any of these areas. When companies fail to take responsibility, the opposite

can happen, leading to issues such as environmental degradation, inequality

and social injustice.

Beyond helping curb those global challenges, sustainability can drive

business success. Several investors today use Environmental, Social, and

Governance (ESG) metrics to analyze an organization’s ethical impact and

sustainability practices. Investors look at factors such as a company’s carbon

footprint, water usage, community development efforts, and board diversity.

Research shows that companies with high ESG ratings have a lower cost of

debt and equity, and that sustainability initiatives can help improve financial

performance while fostering public support. According to McKinsey, nearly

3,000 employees said the strongest motivating factors to adopting a

sustainable mindset are to: align with a company’s goals, missions, or values;

build, maintain, or improve reputation; meet customer’s expectations; and

develop new growth opportunities.

Rather, “doing good” can have a direct impact on your company’s ability to do

well. Here are four steps you can follow so that you, too, can align your

business strategy with your mission and create shared value.

There are several ways we can go about transforming your

organization’s purpose into performance. Here are a few steps to follow

to create a more sustainable business strategy:

1. Assess the Problem and Define Objectives

The first step to driving change is assessing what sustainability means to your team,
company, industry, and client. Consider the big problems each of these groups thinks is a
priority.
To guide this process, consider asking questions, such as:
- How much waste is the organization creating?
- Is our company culture struggling?
- Are our hiring practices attracting diverse job candidates?
- Is our product targeted to help a certain audience?
- What impact does our company have on the local community?
Answering these types of questions will help the establish in our company’s sustainability
objectives.

2. Establish Mission

Once we’ve agreed on concrete objectives, we’re ready to define our company’s
mission.
A distinct mission statement is an important part of becoming a more sustainable
business.
An effective mission statement outlines our company’s focus on “doing.” It should
effectively capture your organization’s values and purpose, and serve as a guiding
light of why you do what you do. In other words, your mission statement should
define our company’s five ( who, what, when, where, and why ).
Here are two examples of companies with effective mission statements:

Alignable: “We believe that local businesses are stronger together.

Our goal is to help small business owners make the connections that lead to long-
term relationships, generate more word-of-mouth referrals, and unlock access to the
collective wisdom of the local business community."

Patagonia: “Build the best product, cause no unnecessary harm, use business to
inspire, and implement solutions to the environmental crisis.”
In each, it’s clear what the company values and how they’re executing against those
values.
3. Craft Your Strategy

With a strong mission, we’re ready to re-align your organization with a sustainable
business strategy.
In crafting a sustainable business strategy, it’s important to ensure our company
remains profitable. This is our number one priority. we can’t help our cause if we
can’t stay in business. And as proven, the sustainability efforts may help you become
more profitable.
Consider this: Does our company typically leave the electricity and heat on
overnight, even while there no employees are on site? Imagine how much savings
could be realized, in both cost and energy resources, if the last person in the office
simply shut them off?
Or what about the consumers willing to pay more for a sustainably produced
product?
A Unilever study found that 33 percent of consumers want to buy from brands “doing
social or environmental good,” creating an untapped opportunity in the market for
sustainable goods.
There are several strategies specific to your industry that can increase your
operational efficiency while driving social and internal value. Putting in the work to
build a robust sustainability strategy can help both your company and the
environment in the long term.

4. Results

It’s one thing to talk about a newfound motivation to do well and do good, but it’s another
to take a public stance, pledge quantifiable results, and actually achieve them. With your
mission and strategy solidified, you’re ready to make strides toward reaching your
objectives.
As we’re implementing your strategy, remember to revisit your process periodically to
assure your objectives, mission, and progress remain aligned.

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Today, the corporate world is more conscious than ever of its social and
environmental responsibility. Companies are increasingly adopting or ramping up
their social programs. Consumers want companies to be transparent about their
practices and to be considerate of all stakeholders, and many consumers are willing
to pay more products if it means that workers are paid a living wage, and the
environment is being respected in the production process.

The triple bottom line ( TBL ) is a framework or theory that recommends that
companies commit to focus on social and environmental concerns just as they do on
profits.

People + Planet = Social + Environmental Responsibility

The TBL posits that instead of one bottom line, there should be three: profit, people,
and the planet. A TBL seeks to gauge a corporation's level of commitment
to corporate social responsibility and its impact on the environment over time.

In 1994, John Elkington the famed British management consultant

and sustainability guru, coined the phrase "triple bottom line" as his way of
measuring performance in corporate America. The idea was that a company can be
managed in a way that not only earns financial profits but which also improves
people's lives and the planet.

- Profit: The traditional measure of corporate profit, the profit and loss (P&L)
account.
- People: Measures how socially responsible an organization has been
throughout its operations.
- People: Measures how socially responsible an organization has been
throughout its operations.
By focusing on these three interrelated elements, triple-bottom-line reporting can be
an important tool to support a firm's sustainability goals.

There is a number of firms of all types and sizes, both publicly and privately held that
subscribe to the triple bottom line concept, or something similar is staggering; we cite
a handful of these companies:

Ben & Jerry's (NYSE: UL) is the ice cream company that made conscious capitalism
central to its strategy. As stated on its website, "Ben & Jerry's is founded on and
dedicated to a sustainable corporate concept of linked prosperity." The company
supports opposing the use of recombinant bovine growth hormone (rBGH) and
genetically modified organisms (GMOs) and fosters myriad values such as fair trade
and climate justice.
Interestingly, in 2000 Ben & Jerry's became a wholly-owned subsidiary
of Unilever PLC, (NYSE: UL), the British-Dutch Multinational Corporation (MNC).
Was Unilever's acquisition emblematic of corporations' renewed interest? Part of the
deal was that Unilever agreed to encourage, and fund, Ben & Jerry's social missions;
and in turn, Ben & Jerry's would help to strengthen Unilever's social practices
worldwide.

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They're motivated by doing the right thing." Surely, some are.  But the big drawing
cards, behind the buzzy nature of the sustainability trend, are:

Increased efficiencies: Show the bosses improved (ie, faster, cheaper, simpler)
process systems that address cost centers like business travel, distribution or the
supply chain.
 Increased margins: Show them the smaller light bill because of LEDs or
energy conservation tactics.
 New business: Show them innovation, new markets, and other
unimagined business from sustainability opportunities.
 Stakeholder loyalty: Show them repeat business, RFP successes and
customer satisfaction rates related to sustainable business practices.
 Brand boosts: Show the bosses the improved reputation and brand
possibilities through leveraging the transformation to sustainability

An example of this type of shared value:

PROCTER AND JMBEL

We developed this vision over the course of a year, partnering with external experts
and soliciting input from hundreds of P&G employees at all levels and functions.
Our complete visionary end-points are outlined below. These end-points are long-
term in nature because some of them will take decades to come to fruition.
• Using 100 percent renewable or recycled materials for all products and packaging
• Having zero consumer waste go to landfills
• Designing products to delight consumers while maximizing the conservation of
resources
• Powering our plants with 100 percent renewable energy
• Emitting no fossil-based CO2 or toxic emissions
• Delivering effluent water quality that is as good as or better than influent water
quality with no contribution to water scarcity
• Having zero manufacturing waste go to landfills

IBM
An example of this type of shared value from IBM is their "Smarter Planet" initiative,
where cities can submit infrastructure issues and IBM will give business solutions
that can make the city more efficient. This is one way that IBM is driving the economy
and improving social development.

As mentioned above, the most innovative companies are motivated by taking

advantage of "early adoption" of growing trends in the competitive landscape. With
this being said, having sustainability imbedded into the company culture will help to
drive long-term value. An article entitled "Shaping the Future: Solving Social
Problems Through Business Solutions" by McKinsey consulting outlined 5 trends of
sustainability that organizations should pay attention to.

1.)   The rise of business in developing China and BRIC countries. By 2020,

China's growth is estimated to be increased by smart grid technologies

2.)Talent Shortages in the Developed World

3.) The Global Grid: Global Integration of Trade, Capital and Technology

4.) Pricing the Planet: Natural Resource Scarcities That Affect Business.There

will be increases strain on the worlds natural resources by both the developing and
developed world. If business plans are not changed to decrease dependency on
these resources then the supply chain is going to be increasingly strained.

5.) The Market State: A New Era of Government Activism. The trend shows that
not enough companies will take their social  responsibilities far enough and
government regulation will be increased. This can be seen as a good thing, in that
governments might give tax breaks for responsible companies or giving funds for
green technology but other industries may face all regulations.

Point being, the most successful companies are adopting these sustainability
practices early so that the company and the environment in which they operate can
benefit.

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The systems perspective enables businesses to understand their position and

relationship in the larger environmental and social system, including their
dependence on inputs and how their output and use of resources affects the overall
system and the elements of the system.
• Without a systems perspective, businesses would not be able to understand their
impact on society and the environment.

We can also start systems perspective from the top as the: