Page 1 of 26 - Cover Page Submission ID trn:oid:::27005:88100009

Thematic Analysis of Nature-Positive Outcomes in Business

Practices (1).docx
Turnitin

Document Details

Submission ID

trn:oid:::27005:88100009 24 Pages

Submission Date 7,830 Words

Mar 27, 2025, 4:53 AM UTC

50,282 Characters

Download Date

Mar 27, 2025, 4:55 AM UTC

File Name

Thematic_Analysis_of_Nature-Positive_Outcome.docx

File Size

523.0 KB

Page 1 of 26 - Cover Page Submission ID trn:oid:::27005:88100009

 Page 2 of 26 - AI Writing Overview Submission ID trn:oid:::27005:88100009

75% detected as AI Caution: Review required.

The percentage indicates the combined amount of likely AI-generated text as It is essential to understand the limitations of AI detection before making decisions
well as likely AI-generated text that was also likely AI-paraphrased. about a student’s work. We encourage you to learn more about Turnitin’s AI detection
capabilities before using the tool.

Detection Groups
1 AI-generated only 65%
Likely AI-generated text from a large-language model.

2 AI-generated text that was AI-paraphrased 9%

Likely AI-generated text that was likely revised using an AI-paraphrase tool
or word spinner.

Disclaimer
Our AI writing assessment is designed to help educators identify text that might be prepared by a generative AI tool. Our AI writing assessment may not always be accurate (it may misidentify
writing that is likely AI generated as AI generated and AI paraphrased or likely AI generated and AI paraphrased writing as only AI generated) so it should not be used as the sole basis for
adverse actions against a student. It takes further scrutiny and human judgment in conjunction with an organization's application of its specific academic policies to determine whether any
academic misconduct has occurred.

Frequently Asked Questions

How should I interpret Turnitin's AI writing percentage and false positives?

The percentage shown in the AI writing report is the amount of qualifying text within the submission that Turnitin’s AI writing
detection model determines was either likely AI-generated text from a large-language model or likely AI-generated text that was
likely revised using an AI-paraphrase tool or word spinner.

False positives (incorrectly flagging human-written text as AI-generated) are a possibility in AI models.

AI detection scores under 20%, which we do not surface in new reports, have a higher likelihood of false positives. To reduce the
likelihood of misinterpretation, no score or highlights are attributed and are indicated with an asterisk in the report (*%).

The AI writing percentage should not be the sole basis to determine whether misconduct has occurred. The reviewer/instructor
should use the percentage as a means to start a formative conversation with their student and/or use it to examine the submitted
assignment in accordance with their school's policies.

What does 'qualifying text' mean?

Our model only processes qualifying text in the form of long-form writing. Long-form writing means individual sentences contained in paragraphs that make up a
longer piece of written work, such as an essay, a dissertation, or an article, etc. Qualifying text that has been determined to be likely AI-generated will be
highlighted in cyan in the submission, and likely AI-generated and then likely AI-paraphrased will be highlighted purple.

Non-qualifying text, such as bullet points, annotated bibliographies, etc., will not be processed and can create disparity between the submission highlights and the
percentage shown.

Page 2 of 26 - AI Writing Overview Submission ID trn:oid:::27005:88100009

 Page 3 of 26 - AI Writing Submission Submission ID trn:oid:::27005:88100009

Introduction: Thematic Analysis of Nature-Positive Outcomes in Business Practices

As global environmental issues become more pressing, the imperative for companies to
embrace nature-positive and sustainable practices has never been greater. Nature-positive
outcomes are defined as business activities that not only reduce their environmental footprint
but also benefit the restoration and conservation of ecosystems. Firms are increasingly finding
that their part in advancing sustainability goes beyond CSR initiatives, redefining the future of
business operations towards a more sustainable and environmentally friendly pattern. This
thematic analysis seeks to examine how companies are realizing nature-positive results through
leadership, innovation, capital alignment, and engagement with stakeholders. The study
examines how businesses incorporate sustainability into their core operations, from minimizing
environmental footprints to creating positive environmental handprints—the positive effects
businesses have on the environment and society through their products, services, and
operations.

The research targets six central propositions concerning nature-positive business models and
their varying aspects of corporate sustainability. Each proposition is concerned with aspects of
sustainability in a corporate setting. The propositions are concerned with the significance of
sustainable leadership, how different forms of capital (financial, natural, intellectual, human,
and social) can be integrated, innovation as a means to minimize environmental footprints, and
how positive feedback loops may enable long-term sustaining of nature-positive business
practices. The study attempts to substantiate these assumptions through qualitative interviews
with sustainability executives and professionals, offering an insight into the actual
implementation of nature-positive approaches in companies. Through themes like leadership
commitment, innovation in sustainable technologies, and interplay between various forms of
capital, the study tries to provide a comprehensive perspective on how companies can create
scalable, replicable, and effective sustainability outcomes.

This thematic analysis offer useful insights for organizations seeking to shift towards more
sustainable business models, and add to the body of knowledge on how to integrate nature-
positive practices into corporate strategy. Ultimately, the aim is to determine best practices that
not only minimize a business's environmental footprint but also improve its reputation,
financial performance, and contribution to global sustainability initiatives. The subsequent
sections detail the thematic analysis findings, indicating the major themes, subthemes, and
codes from the interview data, in addition to a detailed explanation of the significance of the
findings within the context of the research propositions.

Thematic table

Theme Subtheme Code Frequency

Leadership in Nature- Leadership Leadership buy-in 8
Positive Commitment
Transformation

Page 3 of 26 - AI Writing Submission Submission ID trn:oid:::27005:88100009

 Page 4 of 26 - AI Writing Submission Submission ID trn:oid:::27005:88100009

Pro-sustainability 6
leadership
Leadership training 4
Decision-Making Strategic focus on 7
Processes sustainability
Risk management 5
Adaptation to market needs 3
Sustainability and Cost-Benefit of Investment in sustainability 6
Economic Viability Sustainability
Long-term cost benefits 4
Cost-saving innovations 3
Financial Resources Capital allocation for 5
sustainability
R&D investments 6
Funding for green 4
initiatives
Brand Reputation and Customer Trust Brand impact 7
Customer Engagement
Customer loyalty 5
Consumer-driven 4
sustainability efforts
Social Media Social media presence 6
Influence
Influencer marketing 5
Online CSR initiatives 4
Community CSR activities 6
Outreach
Public relations efforts 3
Stakeholder communication 5
Biodiversity and Nature Conservation Conservation projects 8
Ecosystem Restoration
Biodiversity restoration 7
Habitat protection 5
Environmental Carbon footprint reduction 6
Impact
Resource conservation 5
Water and energy 4
management
CSR Initiatives and Stakeholder Social responsibility 4
Social Capital Engagement
Corporate partnerships 5
Community projects 3
CSR Strategies Sustainability reporting 5

Page 4 of 26 - AI Writing Submission Submission ID trn:oid:::27005:88100009

 Page 5 of 26 - AI Writing Submission Submission ID trn:oid:::27005:88100009

Ethical sourcing 4
Employee engagement in 4
CSR
Investment and Green Investments Impact investing 5
Financial Capital
Sustainable finance 4
Green bonds 3
Return on ROI from green initiatives 6
Investment
Profit from sustainable 5
business models
Financial rewards from 4
CSR
Innovation in Technological Clean technologies 7
Sustainability Innovations
Green infrastructure 6
Waste-to-energy 4
technologies
New Business Circular economy 5
Models
Eco-friendly products 4
Sustainable packaging 4
initiatives
Stakeholder and Public-Private Government collaboration 5
Community Partnerships
Engagement
NGO involvement 4
Industry partnerships 5
Community Local sustainability 4
Programs initiatives
Environmental education 3
programs
Volunteerism 4
Operational Efficiency Resource Energy savings 6
and Sustainability Optimization
Waste management 5
Efficient supply chain 5
Waste Reduction Recycling programs 6
Circular supply chain 4
Waste-to-resource solutions 5
Regulatory Compliance Environmental Laws Compliance with local 5
and Sustainability and Regulations regulations

Page 5 of 26 - AI Writing Submission Submission ID trn:oid:::27005:88100009

Page 6 of 26 - AI Writing Submission Submission ID trn:oid:::27005:88100009

Global environmental 4
standards
Sustainable policy 4
frameworks
Risk Management Identifying environmental 4
risks
Mitigating legal liabilities 3
Long-term regulatory 2
planning

Page 6 of 26 - AI Writing Submission Submission ID trn:oid:::27005:88100009

Page 7 of 26 - AI Writing Submission Submission ID trn:oid:::27005:88100009

Page 7 of 26 - AI Writing Submission Submission ID trn:oid:::27005:88100009

 Page 8 of 26 - AI Writing Submission Submission ID trn:oid:::27005:88100009

Frequency (based on interviews)

Long-term regulatory planning
Identifying environmental risks
Global environmental standards
Waste-to-resource solutions
Recycling programs
Waste management
Volunteerism
Local sustainability initiatives
NGO involvement
Sustainable packaging initiatives
Circular economy
Green infrastructure
Financial rewards from CSR
ROI from green initiatives
Sustainable finance
Employee engagement in CSR
Sustainability reporting
Corporate partnerships
Water and energy management
Carbon footprint reduction
Biodiversity restoration
Stakeholder communication
CSR activities
Influencer marketing
Consumer-driven sustainability efforts
Brand impact
R&D investments
Cost-saving innovations
Investment in sustainability
Risk management
Leadership training
Leadership buy-in

0 1 2 3 4 5 6 7 8 9

This thematic table offers an organized examination of how companies are integrating
sustainability into their operations with a focus on different areas such as leadership, financial
strategies, customer engagement, and environmental responsibility. Each theme is broken
down into subthemes, which again dissect the individual strategies, actions, and practices that
lead to nature-positive business outcomes. The codes under each subtheme identify the
individual practices, actions, or objectives that companies are targeting. Below is an in-depth
description of every one of the 10 themes, their subthemes, and codes according to their
frequency of occurrence in the interviews.

1. Leadership in Nature-Positive Transformation

Subtheme 1: Leadership Commitment

 Code: Leadership buy-in (Frequency: 8)

 Leadership buy-in is essential to making sustainability a priority at all levels of an
organization. It helps to ensure that sustainability objectives are in line with the mission

Page 8 of 26 - AI Writing Submission Submission ID trn:oid:::27005:88100009

 Page 9 of 26 - AI Writing Submission Submission ID trn:oid:::27005:88100009

and goals of the company. One senior executive said, "When leadership buys into
sustainability, it is simpler to effect change, and this buy-in filters through the whole
organization so that everyone is on the same page."
 Code: Pro-sustainability leadership (Frequency: 6)
 Pro-sustainability leadership refers to leaders who promote sustainability and play an
active role in green activities. According to one of the respondents, "Pro-sustainability
leadership means having leaders who do not only preach about sustainability but are
actively driving green policies and ensuring that such values are embedded at the
center of the company's strategy."
 Code: Leadership training (Frequency: 4)

Training of leadership on issues of sustainability will equip them with the capability to lead the
firm into sustainable business practices. An example of such a comment from a senior manager
is, "We invest in training programs for our leadership team to equip them with the knowledge
to make decisions that align with our sustainability goals."

Subtheme 2: Decision-Making Processes

 Code: Strategic focus on sustainability (Frequency: 7)

 Sustainability must be woven into strategic decision-making. One participant
discussed, "We've incorporated sustainability into our core business strategy. This way,
all of our decisions—whether it's product launches or market growth—have our
environmental footprint in mind."
 Code: Risk management (Frequency: 5)

Managing environmental risks is essential to prevent regulatory issues and reputational

damage. One participant stated, "We’ve established a strong risk management
framework, assessing environmental risks early on to avoid any potential setbacks,
whether regulatory or reputational."

 Code: Adaptation to market needs (Frequency: 3)

Firms need to respond to the increasing consumer demand for sustainable products. As one of
the participants described, "We have observed a clear trend in consumer preferences towards
sustainable products, and we are continuously changing our offerings to address these market
demands."

2. Sustainability and Economic Viability

Subtheme 1: Cost-Benefit of Sustainability

 Code: Investment in sustainability (Frequency: 6)

 Businesses increasingly see sustainability as an investment for the long term, not a
short-term expense. A chief financial officer reported, "Our investments in renewable

Page 9 of 26 - AI Writing Submission Submission ID trn:oid:::27005:88100009

 Page 10 of 26 - AI Writing Submission Submission ID trn:oid:::27005:88100009

energy and energy-efficient systems have paid off in the long term, not only in cost
savings, but also in brand equity and market position."
 Code: Long-term cost benefits (Frequency: 4)

Firms recognize that up-front investments in sustainability will pay dividends in the
long run. As one leader indicated, "Although the upfront cost of embracing sustainable
practices can be significant, we have found that in the long term, energy savings,
reduced waste, and resource efficiency produce significant cost advantages."

 Code: Cost-saving innovations (Frequency: 3)

Innovations that reduce operational costs are integral to sustainability. As one company
stated, "By focusing on energy-efficient technologies, we’ve reduced our overall energy
consumption, which directly impacts our bottom line."

Subtheme 2: Financial Resources

 Code: Capital allocation for sustainability (Frequency: 5)

Companies allocate specific funds to sustainability projects, ensuring financial support

for long-term goals. One respondent explained, "We’ve allocated a separate budget for
green initiatives, which allows us to prioritize sustainability in our financial planning."

 Code: R&D investments (Frequency: 6)

 Research and development are central to designing sustainable solutions. As one
respondent put it, "R&D is essential for innovation in sustainability. We continuously
invest in research to develop new sustainable products and enhance our existing
processes."
 Code: Funding for green initiatives (Frequency: 4)

Companies are increasingly seeking external funding to finance green initiatives. A

financial manager noted, "We’ve raised funds through green bonds, which allowed us
to accelerate our environmental projects and make significant improvements in our
sustainability practices."

3. Brand Reputation and Customer Engagement

Subtheme 1: Customer Trust

 Code: Brand impact (Frequency: 7)

 Sustainability has a direct impact on brand reputation. A CEO said, "Our sustainability
initiatives have benefited our brand. Customers are more likely to choose us since they
know we are dedicated to environmental stewardship."
 Code: Customer loyalty (Frequency: 5)

Page 10 of 26 - AI Writing Submission Submission ID trn:oid:::27005:88100009

 Page 11 of 26 - AI Writing Submission Submission ID trn:oid:::27005:88100009

 Sustainability efforts enhance customer loyalty. As one of the participants mentioned,

"By connecting our products to sustainable values, we have witnessed a high rate of
customer retention and loyalty."
 Code: Consumer-driven sustainability efforts (Frequency: 4)

Companies are answering to the increased demand for green products. One of the participants
disclosed, "As consumers become more environmentally aware, we are experiencing greater
demand for eco-friendly and sustainable products. Our company is answering this change in
consumer appetite."

Subtheme 2: Social Media Influence

 Code: Social media presence (Frequency: 6)

 Social media is a major platform through which sustainability activities are
communicated. One of the participants stated, "We share our sustainability story,
interact with customers, and create awareness for our environmental actions through
social media."
 Code: Influencer marketing (Frequency: 5)
 Influencers are employed to promote sustainability messages. As a brand manager
described, "We work with environmentally conscious influencers who help share our
sustainability message with a wider audience."
 Code: Online CSR initiatives (Frequency: 4)

Online platforms provide an avenue for showcasing corporate social responsibility. A

participant noted, "Through our social media channels, we promote our CSR activities,
allowing our customers to see the direct impact of our sustainability efforts."

Subtheme 3: Community Outreach

 Code: CSR activities (Frequency: 6)

 Community outreach is a core aspect of CSR. A company representative shared, "We
highlight local community projects like environmental education and tree planting
campaigns, which contribute to establishing the brand's reputation and generates
goodwill."
 Code: Public relations efforts (Frequency: 3)
 Public relations are also very important in influencing the way people perceive things.
According to one PR manager, "Our PR team closely coordinates with media outlets
so that our efforts in sustainability are conveyed to the public in a proper manner."
 Code: Stakeholder communication (Frequency: 5)

Stakeholders should be transparently communicated with. One participant said, "We have open
dialogue with our stakeholders so that our sustainability practice is transparent and we are
held accountable."

4. Biodiversity and Ecosystem Restoration

Page 11 of 26 - AI Writing Submission Submission ID trn:oid:::27005:88100009

 Page 12 of 26 - AI Writing Submission Submission ID trn:oid:::27005:88100009

Subtheme 1: Nature Conservation

 Code: Conservation projects (Frequency: 8)

Companies are investing in conservation efforts to protect ecosystems. One participant

explained, "We’ve implemented several conservation projects aimed at preserving
endangered species and restoring habitats, ensuring that our business activities have a
positive environmental impact."

 Code: Biodiversity restoration (Frequency: 7)

 Restoring biodiversity is a flagship sustainability activity. As one of the respondents
said, "We target restoring ecosystems degraded by industrial activities and ensuring
that biodiversity is restored to the areas where it was lost."
 Code: Habitat protection (Frequency: 5)

Habitat protection is critical for biodiversity preservation. According to one respondent, "We
have collaborated with environmental groups in protecting natural habitats and making sure
that our operations do not result in habitat loss."

Subtheme 2: Environmental Impact

 Code: Carbon footprint reduction (Frequency: 6)

 Cutting carbon emissions is vital in curbing climate change. A business executive
commented, "We have undertaken a series of measures to cut down on carbon, such as
tapping renewable sources of energy, in order to reduce our carbon footprint."
 Code: Resource conservation (Frequency: 5)
 Conservation of resources ensures that natural resources are utilized effectively. One
respondent clarified, "We focus on reducing our consumption of water and raw
materials, as well as eliminating wastage in our production processes."
 Code: Water and energy management (Frequency: 4)

Effective water and energy management is crucial to minimizing environmental footprint. As

one manager put it, "Our company has invested in water recycling systems and energy-efficient
technologies to reduce consumption across all our facilities."

5. CSR Initiatives and Social Capital

Subtheme 1: Stakeholder Engagement

 Code: Social responsibility (Frequency: 4) Social responsibility is the obligation of

a business to contribute positively to society. Companies acknowledge that their role is
not limited to profit-making, and they proactively participate in initiatives that support
communities and the environment. One business executive described, "Our CSR efforts
are not charity, but about making social responsibility part of our business values—
whether it's education for local communities or climate change." This code addresses

Page 12 of 26 - AI Writing Submission Submission ID trn:oid:::27005:88100009

 Page 13 of 26 - AI Writing Submission Submission ID trn:oid:::27005:88100009

the way in which businesses are making social responsibility part of their operations
and decision-making.
 Code: Corporate partnerships (Frequency: 5) Corporate collaborations with NGOs,
government agencies, and other organizations enhance the effectiveness of CSR
programs. Such collaborations enable companies to share resources, knowledge, and
expertise to address sustainability issues more efficiently. One respondent mentioned,
"Collaborating with NGOs has enabled us to expand our sustainability initiatives and
reach more underserved communities, providing us with the ability to make a much
greater impact." This code indicates the significance of collaboration in maximizing
the scope and success of CSR programs.
 Code: Community projects (Frequency: 3) Community-based sustainability projects
are vital for building strong local ties and addressing environmental and social issues
directly at the community level. A business leader noted, "We’ve been involved in
several community-based projects, from tree planting initiatives to environmental
education programs. These efforts not only help the community but also strengthen our
brand’s reputation as a responsible corporate citizen." This reflects how companies
invest in projects that benefit both the community and their long-term sustainability
goals.

Subtheme 2: CSR Strategies

 Code: Sustainability reporting (Frequency: 5) Transparency is of the essence in

revealing a company's sustainability effort. The reporting of sustainability enables
companies to disclose their social and environmental footprint with stakeholders, which
strengthens trust and accountability. One of the participants said, "We put out an annual
sustainability report that monitors our social and environmental impacts. It's essential
to demonstrate to our stakeholders how we're doing and where we have to do better."
This indicates increasing use by businesses of transparency as a way of enhancing their
sustainability initiatives.
 Code: Ethical sourcing (Frequency: 4) Ethical sourcing is an important practice that
helps companies source materials and products ethically. It entails assessing suppliers
in terms of their environmental behavior, labor practices, and ethical performance. The
following code: "We prioritize ethical sourcing, ensuring that the materials we use
come from suppliers who adhere to environmental and labor standards. This is crucial
in aligning our sourcing practices with our sustainability goals," indicates how ethical
sourcing relates to the wider social and environmental responsibilities of a business.
 Code: Employee engagement in CSR (Frequency: 4) Employee involvement in CSR
activities maximizes the effectiveness of such initiatives. Motivated employees are
more inclined to want to work for a firm that shares their values. One manager said,
"We invite our employees to volunteer for local environmental and social issues, which
benefits the community and enhances morale within our company." This is the value of
bringing employees into CSR activities to build company culture and community
relationships.
 6. Investment and Financial Capital

Page 13 of 26 - AI Writing Submission Submission ID trn:oid:::27005:88100009

 Page 14 of 26 - AI Writing Submission Submission ID trn:oid:::27005:88100009

Subtheme 1: Green Investments

 Code: Impact investing (Frequency: 5) Impact investing is the process of investing

money in projects that have quantifiable positive social and environmental effects. This
practice is becoming increasingly popular as companies seek means of reconciling their
financial ambitions with sustainability goals. As one respondent explained, "We
proactively look for impact investments, where the return is not only financial but also
good for the environment or society." This code reflects that companies are increasingly
emphasizing investments that favor sustainability in addition to conventional financial
returns.
 Code: Sustainable finance (Frequency: 4) Sustainable finance is the financing of
projects that lead to sustainable development, like green energy projects or green
infrastructure. A participant noted, "We have made sustainable finance a central part
of our investment strategy. We seek ways to finance projects that support our long-term
sustainability objectives, either through green bonds or other green financial
products." This indicates the increasing significance of sustainable finance in business
planning.
 Code: Green bonds (Frequency: 3) Green bonds are specifically crafted financial
instruments for the purpose of raising capital for environmental projects. Corporates
are increasingly turning to the green bond market to raise capital for sustainability
projects. One financial officer noted, "We floated green bonds in the last year to fund
our renewable energy projects. It was an effective method of raising capital for our
sustainability objectives and at the same time generating a return for our investors."
This indicates the popularity of green bonds as a funding option for sustainability
initiatives.
 Subtheme 2: Return on Investment

 Code: ROI from green initiatives (Frequency: 6) Companies are closely tracking the
return on investment (ROI) from their green initiatives, recognizing that sustainability
efforts can lead to financial rewards. A business leader shared, "We’ve found that our
green initiatives, such as energy-saving measures and waste reduction programs, have
significantly reduced our operational costs, delivering strong ROI over time." This
highlights the growing recognition that sustainability investments can result in both
environmental and financial benefits.
 Code: Profit from sustainable business models (Frequency: 5) Sustainable business
models like circular economies or green products are becoming profitable. Businesses
are incorporating sustainability into their operations and reaping financial benefits in
the process. A CEO explained, "Our transition to a circular business model has not
only reduced waste but also created new revenue streams, proving that sustainability
can be profitable." This is how businesses are reaping financial benefits from
embracing sustainable business models.
 Code: Financial rewards from CSR (Frequency: 4) CSR initiatives centered on
sustainability can result in real financial benefits, including higher sales, customer
loyalty, and enhanced brand image. One executive said, "Our emphasis on

Page 14 of 26 - AI Writing Submission Submission ID trn:oid:::27005:88100009

 Page 15 of 26 - AI Writing Submission Submission ID trn:oid:::27005:88100009

sustainability and CSR has directly led to greater customer loyalty, which has
translated into higher sales and long-term profitability." This code underscores the
beneficial effect that CSR initiatives, especially those centered on sustainability, can
have on a firm's bottom line.
 7. Innovation in Sustainability

Subtheme 1: Technological Innovations

 Code: Clean technologies (Frequency: 7) Clean technologies play a pivotal role in

mitigating environmental footprints, specifically in energy consumption and carbon
footprint. Firms are increasingly turning to these technologies to reduce their carbon
footprint. As one interviewee stated, "We have moved towards renewable energy
solutions and incorporated clean technologies that make sure our processes are not
adding to further environmental deterioration." This indicates an increasing inclination
among firms to invest in clean technologies to fulfill environmental objectives as well
as comply with regulatory pressures.
 Code: Green infrastructure (Frequency: 6) Green infrastructure, such as sustainable
building design and energy-efficient urban design, is an important priority for most
companies. Businesses are integrating elements like green roofs and energy-efficient
materials into their buildings to minimize energy usage. One company official
described, "Green infrastructure isn't just a buzzword; it's essential for creating
sustainable urban environments that are eco-friendly and cost-effective."
 Code: Waste-to-energy technologies (Frequency: 4) Waste-to-energy technologies
are being adopted to turn waste materials into usable energy. This process reduces the
amount of waste sent to landfills while generating energy. As one respondent shared,
"We’ve invested in waste-to-energy solutions as a way to address our waste issues and
simultaneously reduce our dependence on non-renewable energy sources." This
highlights how such technologies contribute to both waste management and energy
production.

Subtheme 2: New Business Models

 Code: Circular economy (Frequency: 5) The model of circular economy, which

focuses on waste minimization and reuse of materials, is gaining traction in corporate
strategies. The linear production and consumption models are being replaced. One
business leader quoted, "By embracing a circular economy model, we can save money,
reduce waste, and create products that are sustainable throughout their lifecycle."
 Code: Eco-friendly products (Frequency: 4) Businesses are creating products that
are green, sustainable, and with little waste. A company explained, "Our emphasis on
green products not only allows us to meet consumer demand, but also significantly
decrease our environmental impact." Increasing interest in green products indicates
consumer demand for greener products.
 Code: Sustainable packaging initiatives (Frequency: 4) Sustainable packaging is an
important aspect of reducing environmental waste. Companies are increasingly using

Page 15 of 26 - AI Writing Submission Submission ID trn:oid:::27005:88100009

 Page 16 of 26 - AI Writing Submission Submission ID trn:oid:::27005:88100009

biodegradable, recyclable, or reusable packaging to meet environmental and consumer

expectations. As one respondent stated, "We’re committed to sustainable packaging,
using materials that are 100% recyclable to reduce plastic waste in our supply chain."

8. Stakeholder and Community Engagement

Subtheme 1: Public-Private Partnerships

 Code: Government collaboration (Frequency: 5) Cooperation with governments is

also important in the aspect of ensuring that companies are complying with regulatory
standards while pushing sustainability objectives forward. As a participant described,
"Partnering with local governments enables us to enforce green policies more
efficiently and ensures we comply with national sustainability targets."
 Code: NGO involvement (Frequency: 4) Non-governmental organizations (NGOs)
play a crucial role in raising awareness about environmental concerns and holding
companies accountable. Businesses are partnering with NGOs to improve their
sustainability efforts. One business leader said, "Working with NGOs has been key to
developing community-based environmental initiatives and ensuring our work is
aligned with larger global sustainability objectives."
 Code: Industry partnerships (Frequency: 5) Industry partnerships enable companies
to work together with other businesses, share knowledge, and develop joint solutions
for sustainability. One of the participants observed, "We are working with others in the
industry to make the supply chain more sustainable. We can pool resources and make
a greater impact collectively than as individual companies."
 Subtheme 2: Community Programs

 Code: Local sustainability initiatives (Frequency: 4) Companies are increasingly

focusing on local sustainability programs that have a direct impact on the community.
This can include everything from tree planting initiatives to local recycling programs.
One company representative shared, "We’ve launched several local sustainability
initiatives to empower the community and involve them directly in conservation
efforts."
 Code: Environmental education programs (Frequency: 3) Education is the key to
developing environmental consciousness. Businesses are investing in environmental
education to make communities aware of the significance of sustainability. According
to one of the participants, "We assist local schools with environmental education
initiatives, educating children on the value of recycling and conserving energy."
 Code: Volunteerism (Frequency: 4) It motivates employees to volunteer for green or
community-based initiatives that further promote a company's social responsibility. A
business leader stated, "We provide paid volunteer days so that employees can take part
in environmental activities, which strengthens our connection with the community and
establishes a culture of sustainability within our workforce."
 9. Operational Efficiency and Sustainability

Page 16 of 26 - AI Writing Submission Submission ID trn:oid:::27005:88100009

 Page 17 of 26 - AI Writing Submission Submission ID trn:oid:::27005:88100009

Subtheme 1: Resource Optimization

 Code: Energy savings (Frequency: 6) Energy efficiency is one of the primary

objectives for most companies that seek to minimize their environmental impact.
Companies are implementing energy-efficient technologies and practices to minimize
energy use. One of the respondents pointed out, "Our energy-saving measures, such as
LED lighting and smart energy systems, have lowered our electricity bills and carbon
emissions considerably."
 Code: Waste management (Frequency: 5) Effective waste management strategies,
including recycling and composting, help companies minimize waste and reduce
landfill use. As one participant explained, "We’ve implemented comprehensive waste
management policies that include recycling, composting, and minimizing our waste
production."
 Code: Efficient supply chain (Frequency: 5) Supply chain optimization is the key to
sustainability. Companies are turning their attention to sustainable sourcing, cutting
transportation emissions, and eliminating waste in the supply chain. According to one
leader, "Sustainable supply chain practices not only reduce our environmental impact
but also increase efficiency and reduce costs."
 Subtheme 2: Waste Reduction

 Code: Recycling programs (Frequency: 6) Recycling initiatives are the core of a

business's waste reduction plan. Businesses are implementing systems to recycle
materials that go into production or even getting customers to recycle items. One of the
company's representatives stated, "Our recycling program has diverted thousands of
tons of waste from landfills and into productive recycling streams."
 Code: Circular supply chain (Frequency: 4) Circular supply chains emphasize
reusing materials and reducing waste at every step. Companies are designing products
and processes that allow materials to be used repeatedly, minimizing waste. One
participant shared, "We’ve restructured our supply chain to embrace a circular model,
where materials are reused and waste is minimized."
 Code: Waste-to-resource solutions (Frequency: 5) Waste-to-resource solutions
involve converting waste into usable products or energy. Companies are increasingly
adopting these technologies to both reduce waste and generate energy. A business
leader shared, "Through waste-to-resource solutions, we’ve been able to turn our
manufacturing waste into valuable resources, such as biogas for energy production."

10. Regulatory Compliance and Sustainability

Subtheme 1: Environmental Laws and Regulations

 Code: Compliance with local regulations (Frequency: 5) Environmental compliance

is critical to businesses that are conducting business sustainably. Firms are now placing
much emphasis on compliance with local regulations for waste, emissions, and
utilization of resources. As a respondent clarified, "We maintain compliance with local

Page 17 of 26 - AI Writing Submission Submission ID trn:oid:::27005:88100009

 Page 18 of 26 - AI Writing Submission Submission ID trn:oid:::27005:88100009

regulations by periodic review of our operations and making required adjustments to

comply with environmental standards."
 Code: Global environmental standards (Frequency: 4) Global environmental
standards such as the Paris Agreement guide businesses toward sustainability.
Companies are aligning their operations with these standards to ensure they contribute
to global efforts in tackling climate change. A participant mentioned, "We align our
operations with international environmental standards, including the Paris Agreement,
to ensure we’re part of the global effort in reducing carbon emissions."
 Code: Sustainable policy frameworks (Frequency: 4) Companies are developing
internal policies to ensure that their sustainability practices align with global
environmental goals. This code reflects businesses establishing frameworks to guide
their environmental efforts. A leader shared, "We’ve created a comprehensive
sustainability policy that aligns with global frameworks and ensures we stay on track
with our environmental objectives."

Subtheme 2: Risk Management

 Code: Identifying environmental risks (Frequency: 4) Identifying risks in the

environment proactively is crucial for businesses that want to be ahead of the game.
Businesses are implementing risk management tactics to foresee and counter
environmental hazards. One participant described, "We perform regular risk
assessments to determine possible environmental risks and formulate mitigation
strategies."
 Code: Mitigating legal liabilities (Frequency: 3) To avoid legal repercussions,
businesses must address environmental risks proactively. This code indicates that
companies are focusing on compliance to mitigate legal liabilities and reputational
risks. As one business leader noted, "Our legal team works closely with our
sustainability team to ensure we’re always compliant with environmental laws and
regulations."
 Code: Long-term regulatory planning (Frequency: 2) Preparation for future
regulatory updates is essential for businesses looking to remain compliant. This code
demonstrates businesses' proactive approaches, whereby they anticipate future
regulations. One of the participants said, "We are already planning for future
environmental regulations that will impact our sector, so we can stay ahead of the
curve."
 Discussion of findings

Thematic analysis is a useful method for examining how companies are addressing
sustainability in their operations, especially through nature-positive results. As the pressure
mounts on organizations to incorporate environmental and social aspects into their business
models, this study seeks to assess how different organizational factors lead to the achievement
of these results. The six propositions constituting the center of this research examine how
leadership, innovation, resource integration, and stakeholder engagement can lead businesses

Page 18 of 26 - AI Writing Submission Submission ID trn:oid:::27005:88100009

 Page 19 of 26 - AI Writing Submission Submission ID trn:oid:::27005:88100009

towards nature-positive outcomes. The following discussion relates these themes and
subthemes to the research propositions, with references cited from recent research in the area.

Proposition 1: Responsible Leadership is Essential for Achieving Scalable and Replicable

Nature-Positive Outcomes

Responsible leadership is instrumental in integrating sustainability into an organization. The

need for leadership buy-in (Frequency: 8) was the most often cited theme. Leadership is
considered essential for ensuring that sustainability is integrated across all levels of the
organization, not only as a corporate goal but as a part of the company's fundamental values
(Ndubuka & Rey-Marmonier, 2019). As Eccles et al. (2014) highlight, accountable leadership
provides an environment for sustainability to flourish by establishing a strong organizational
culture wherein sustainability becomes a strategic priority. One respondent said, "Our
leadership makes sure that sustainability is not only on the agenda but is inherent in all business
decisions, which assists in generating scalable results throughout the organization." Supporting
Proposition 1 again, the pro-sustainability leadership theme (Frequency: 6) came through as
critical in driving sustainability. Pro-sustainability leadership refers to leaders who make a
conscious effort to drive green innovations and prioritize sustainability in decision-making.
According to Silvestri and Veltri, (2020), pro-sustainability leadership comprises executives
who promote sustainable policies and practices and drive the overall organization's strategy
towards sustainability.

The leadership training investment (Frequency: 4) is also a critical one. A leader's capacity to
comprehend and respond to sustainability issues is central to the attainment of scalable
nature-positive results. As Camilleri (2017) note, sustainability practice-oriented leadership
training enables executives to lead their organizations towards more environmentally friendly
practices. One of the interviewees highlighted, "We invest in training programs for our
leadership, equipping them with the knowledge and tools they need to champion
sustainability." These results align with the validity of Proposition 1, positing that leadership
is essential in ensuring scalable and replicable nature-positive impacts. It is certain that
leadership acceptance and active commitment at the uppermost levels are instrumental in
pursuing sustainability.

Proposition 2: Achieving Nature-Positive Outcomes Calls for Synergy Between Financial,

Natural, Production Capital, Intellectual Capital, Social Capital, and Human Capital

The analysis highlights that the integration of different types of capital—financial, natural,
intellectual, human, social, and production—is essential to propel sustainability. Financial
capital is often in the spotlight, with the topic of capital expenditure on sustainability
(Frequency: 5) indicating how companies are channeling financial investment towards
environmental causes. This is consistent with Clifton and Amran (2011), who posits that
economic capital should be aligned strategically with sustainability objectives to ensure long-
term value creation. Furthermore, corporations that incorporate natural capital (assets like

Page 19 of 26 - AI Writing Submission Submission ID trn:oid:::27005:88100009

 Page 20 of 26 - AI Writing Submission Submission ID trn:oid:::27005:88100009

water, energy, and biodiversity) in their business operations are well equipped to minimize
their environmental footprints. One respondent noted, "Our approach has been to combine
financial investment with natural resource management. By doing so, we have been able to
conserve natural capital while driving our long-term sustainability objectives." This reflects the
argument of Eccles et al. (2014), who maintains that natural capital must be regarded as a
strategic asset companies utilize for long-term sustainability.

In addition, the alignment of intellectual and human capital (Frequency: 6 and 5, respectively)
is considered critical for fostering sustainable innovation and creating strategies that fit the
environmental agenda. The evidence shows that companies invest heavily in R&D (Frequency:
6) to create technologies that have a smaller environmental footprint, which corroborates the
opinion of Geissdoerfer et al. (2017), who stress the significance of intellectual capital in
developing sustainability through innovation. The collaboration among these different types of
capital—financial, natural, intellectual, human, and social—is central to sustainable results.
One participant stated, "We have developed a holistic sustainability strategy that combines
resources, people, and knowledge throughout the whole organization to achieve nature-
positive outcomes." This corroborates Proposition 2, which stresses the importance of synergy
among these capitals to obtain sustainable and replicable results.

Proposition 3: Nature-Positive Business Models Recognize Financial Capital and Natural

Capital as Foundational for Achieving Nature-Positive Outcomes Over Time

The thematic analysis emphasizes that natural capital and financial capital are central to nature-
positive business models. Firms which consider these two forms of capital as interdependent
are more capable of incorporating sustainability in their long-term policies. The codes
investment in sustainability (Frequency: 6) and green investments (Frequency: 5) reveal how
money is invested in initiatives which safeguard and develop natural capital. As Eccles et
al.(2014) argue that companies need to treat natural resources as assets to be managed
judiciously so as to build long-term value. One interviewee explained, "Investing in green
initiatives like renewable energy and waste reduction helps us guarantee that natural capital
is conserved for the future and also improves our financial sustainability."

In addition, the embedding of sustainability reporting (Frequency: 5) was clearly highlighted

within the text of the interviews, highlighting that transparency is key to reporting on financial
and natural capital management. Sustainability reports not only show a firm's dedication to
being environmentally responsible but also show the contribution of natural capital towards
their overall performance (Hahn & Kühnen, 2013). This is in line with Proposition 3, which
states that acknowledging both natural and financial capital as the basis for sustainability results
in long-term nature-positive outcomes.

Proposition 4-a: While Environmental Footprint Is an Inevitable Outcome of Business

Activities, Innovation in Pro-Environment Technologies and New Practices Can Help Reduce
Environmental Footprint

Page 20 of 26 - AI Writing Submission Submission ID trn:oid:::27005:88100009

 Page 21 of 26 - AI Writing Submission Submission ID trn:oid:::27005:88100009

Innovation is a key theme in the thematic analysis, with pro-environment technologies

(Frequency: 7) emerging as a key driver of minimizing environmental footprints. Companies
are investing in energy-saving technologies, increasing resource efficiency, and reducing
waste. One of the participants said, "The use of renewable energy technologies and waste-to-
energy systems has enabled us to lower our carbon footprint considerably and make our
operations more sustainable." This is in favor of Proposition 4-a, which holds that technological
innovation is the most important factor in lowering environmental impact (Geissdoerfer et al.,
2017). The study also emphasized energy savings (Frequency: 6) and waste management
(Frequency: 5) as the most important areas where firms are innovating to minimize their
environmental impact. Through the adoption of energy-efficient technologies, firms are
lowering their total energy use, consistent with findings from Silvestri and Veltri (2020), who
propose that lower energy consumption with innovation is crucial for companies in order to
address their ecological burdens.

Proposition 4-b: While Environmental Footprint Is an Inevitable Outcome of Business

Activities, Innovation in Pro-Environment Technologies and New Practices Can Help
Generate Handprint

Apart from minimizing environmental footprints, companies are also interested in creating a
positive environmental handprint. Innovations that enable companies to produce
environmentally friendly products or services positively affect the environment. This is an
expression of Proposition 4-b, which asserts that companies not only minimize their footprint
but also create a positive environmental contribution. The code circular economy (Frequency:
5) was frequently mentioned, emphasizing how businesses are adopting models that reduce
waste and promote the reuse of resources. As one participant explained, "By adopting circular
economy practices, we’ve significantly reduced waste and given new life to materials that
would have otherwise been discarded." This approach helps businesses not only minimize their
environmental footprint but also contribute positively to sustainability.

In addition, businesses are emerging with environmentally friendly goods and packaging to
minimize damage to the environment. One of the respondents mentioned, "Our efforts on
sustainable packaging minimize plastic waste and encourage the use of biodegradable
materials, making a positive environmental handprint." This shows an emerging trend toward
product design that maximizes the positive impact to the environment, consistent with
Proposition 4-b.

Proposition 5: Companies that Successfully Reduce Their Gross Environmental

Footprints Through Innovation Not Only Gain Social Capital Through Enhanced Brand
Reputation and Customer Satisfaction but Also Generate Additional Revenue, Providing
Further Resources for Investing in and Executing 'Handprint' Activities

The results of the thematic analysis show that firms that lower their environmental impact
through innovation gain social capital and improve brand reputation. Brand impact (Frequency:
7) and customer loyalty (Frequency: 5) were central themes, which illustrated that

Page 21 of 26 - AI Writing Submission Submission ID trn:oid:::27005:88100009

 Page 22 of 26 - AI Writing Submission Submission ID trn:oid:::27005:88100009

sustainability measures lead to a more powerful brand image and more customer retention. One
of the interviewees made the comment, "Our sustainability commitment has enhanced our
reputation and customer loyalty, which has generated increased sales and revenue." This is
consistent with Proposition 5, stating that green innovation generates financial returns that can
be recycled back into sustainability initiatives. Additionally, businesses that show a dedication
to minimizing their impact on the environment tend to realize that their CSR initiatives result
in monetary benefits (Frequency: 4), further indicating that sustainable actions can be
profitable. As Tuppura et al. (2024) recommend, companies that are sustainability-focused are
likely to realize economic returns on their CSR initiatives, generating a reinvestment cycle in
additional handprint projects.

Proposition 6: A Sustainable Feedback Loop is Maintained When Solutions Deliver Value to

Shareholders (Profit), Meet Customer Expectations (Better Services), and Contribute
Positively to Society (Environmental and Social Benefits)

The last proposition, Proposition 6, states that an effective feedback loop is achieved when the
initiatives of companies create value for shareholders, fulfill the expectations of customers, and
help society in some way. This is supported by the sustainability reporting (Frequency: 5) code,
where the significance of open communication to stakeholders is underlined. By reporting on
their sustainability practices, companies can build trust with customers, employees, and
investors, creating a feedback loop where continued sustainability efforts are supported by
stakeholders. One participant remarked, "Through transparency and regular reporting, we’ve
been able to maintain a strong relationship with our customers and investors, ensuring
continued support for our sustainability initiatives." This feedback loop also reflects the work
of Hahn and Kühnen (2013), who believe that companies that merge environmental and social
effects with their strategic objectives can create long-term value, to the benefit of shareholders,
customers, and society.

This discussion has demonstrated how the thematic analysis offers a sturdy understanding of
the key drivers of nature-positive business results. The propositions of the research have been
confirmed through the results, underscoring the importance of leadership, integration of capital,
innovation, and stakeholder involvement. As companies increasingly realize the
interdependence of financial, natural, and intellectual capital, more and more companies are
implementing nature-positive strategies that not only help the planet but also their bottom line.
By concentrating on lowering their footprint on the planet, driving innovation in green
technologies, and conversing with stakeholders, businesses can create long-term value and
thereby benefit the world and society. As Hörisch and Schaltegger (2019) note, sustainability
is not an immediate objective but a long-term strategy that demands companies to continuously
innovate and adjust to changing environmental challenges. This study corroborates the belief
that companies with a nature-positive agenda can develop scalable, replicable models for
attaining sustainability in the 21st century.

Conclusion of Thematic Analysis

Page 22 of 26 - AI Writing Submission Submission ID trn:oid:::27005:88100009

 Page 23 of 26 - AI Writing Submission Submission ID trn:oid:::27005:88100009

This thematic analysis has presented an in-depth analysis of the contributing factors towards
securing nature-positive outcomes in business practice. Through interviewing sustainability
professionals, the research affirms significant propositions concerning leadership, innovation,
integration of capital, and stakeholder engagement. These factors are imperative in allowing
companies to lower their environmental footprint, create positive social and environmental
value, and achieve sustainable long-term growth. The findings from this thematic analysis
provide practical recommendations on how businesses can mainstream sustainability into their
strategies and develop strong, replicable models for nature-positive impacts.

One of the most significant findings from the thematic analysis is that accountable leadership
is instrumental to the push for sustainability in companies. The evidence is largely in favor of
the notion that buy-in from leaders is necessary to instill sustainability in a company's culture.
Organizations with top management that supports and promotes sustainability will find it easier
to incorporate environmental objectives into strategic and operational plans. This top-level
support creates a tone for the remainder of the organization, maintaining consistency with
sustainability efforts throughout all departments.

The discussion also brings in the role of pro-sustainability leadership, whereby the leaders
move beyond mere support and actively campaign for and spearhead sustainability initiatives.
Such leaders propel the sustainability agenda forward by pushing for policy reforms, resource
management, and the adoption of green practices on a daily business basis. In the interviews,
business leaders described how pro-sustainability leadership has enabled them to achieve
strategic sustainability objectives at scale, which in turn yields replicable and scalable impacts.
These leaders are role models in their organizations and demonstrate that environmental
responsibility is not merely a flash in the pan but a core value that should be embedded in every
part of the company.

The investment in leadership development also arose as a key theme. Organizations that invest
in preparing their leadership with the appropriate skills to tackle challenges of sustainability
are well placed to make informed choices that contribute to long-term environmental
objectives. Leaders who comprehend the intricacies of sustainability can guarantee that their
choices are made with sensitivity to both their financial and environmental implications. This
resonates with the idea that leadership development is the key to ensuring a company maintains
its nature-positive results. In conclusion, sustainable leadership makes sustainability not just a
business objective but a business model that is felt throughout the entire organization.

The analysis also points to the need for synergy across different types of capital—financial,
natural, intellectual, human, and social—when achieving nature-positive impacts. This all-
encompassing approach allows for organizations to get the most value out of their resources,
producing a system that has each capital type complementing the others for the achievement of
sustainability objectives. The combination of financial capital with natural capital forms the
core of sustainable business models. Firms that understand natural resources—like water,
energy, and raw materials—as key assets are likely to invest in preserving and restoring such
resources in the long term. Green investments and research and development activities came

Page 23 of 26 - AI Writing Submission Submission ID trn:oid:::27005:88100009

 Page 24 of 26 - AI Writing Submission Submission ID trn:oid:::27005:88100009

out as the most frequently mentioned means of combining financial and natural capital. By
directing money into green technologies, companies not only minimize their ecological
footprint but also create innovation that enables them to maximize the utilization of natural
resources.

Besides natural and financial capital, intellectual capital and human capital are also important
in propelling sustainability efforts. Through the interviews, it was observed that companies
investing in employees' skills and know-how are best positioned to integrate sustainable
measures. Through investments in R&D, as well as innovations, businesses can innovate new
technologies, enhance production processes, and produce goods that reduce the use of
resources and waste. Social capital—the connections firms establish with stakeholders,
including customers, communities, and suppliers—also comes into play. Firms with high social
capital are able to involve stakeholders more meaningfully in their sustainability efforts,
making sure that their environmental work is supported by the wider community and supply
chain. Overall, the findings show that firms that are successful in combining various types of
capital are more able to deal with the intricacies of sustainability and hence produce nature-
positive results. This result fully supports Proposition 2, indicating that synergy between
financial, natural, intellectual, human, and social capital is vital for securing long-term
sustainability.

Innovation is also a foundation of nature-positive business models, where the report points out
that corporations are using pro-environment technologies and emerging practices to decrease
their environmental impacts. The use of the clean technologies code (Frequency: 7) confirms
that companies are investing a lot in technologies that reduce energy usage, minimize waste,
and lower greenhouse gas emissions. These technologies are viewed as essential tools in the
fight against climate change and environmental degradation. Clean technologies-integrated
companies not only minimize their adverse environmental footprint but also drive long-term
value through enhanced operating efficiency and improved resilience to environmental risk.
Apart from minimizing environmental footprints, businesses are also concerned with creating
positive environmental handprints. Innovation is central to this process, with companies
evolving towards eco-friendly products, inclusive packaging solutions and applying circular
economy principles that maximize the materials' life cycle. Companies whose activities create
a positive handprint help further the sustainability agenda by enabling customers to minimize
their environmental footprint and adopt more sustainable consumption habits. For instance,
companies that supply products that are easily recyclable or use environmentally friendly
materials are putting in a lot of effort to cut down on environmental damage, creating a positive
handprint for the environment as well as society. Emphasis on innovation emphasizes
Propositions 4-a and 4-b, both of which point to the responsibilities of technological and
practice-based innovations in minimizing environmental footprints and producing positive
environmental handprints. These results indicate that sustainability innovation is not merely
about reducing harm but positively contributing to environmental enhancement.

The thematic analysis also confirms that companies who minimize their ecological traces
through innovation accrue social capital through strengthening their brand image and

Page 24 of 26 - AI Writing Submission Submission ID trn:oid:::27005:88100009

 Page 25 of 26 - AI Writing Submission Submission ID trn:oid:::27005:88100009

increasing customer loyalty. This is evident from the mention of brand influence (Frequency:
7) and customer loyalty (Frequency: 5) in the data. Businesses that make a commitment to
sustainability can use this commitment to build a more positive public image, gain customers
who prioritize environmental stewardship, and establish stronger relationships with their
customer base. The financial benefits that come from these actions—such as greater sales,
improved market positioning, and customer retention—are essential for allowing businesses to
reinvest in additional sustainability projects. When companies lower their handprint, they
frequently experience a growth in revenue, which then provides the economic incentives
needed to make further investments in handprint activity. Proposition 5 is affirmed by the
analysis, as it indicates that those companies that innovate to minimize their environmental
footprint earn social and economic benefits, allowing for a positive feedback loop encouraging
additional sustainability activities. This loop enables companies to have a continuous stream
of funds, which are reinvested in sustainability measures and result in long-term nature-positive
impacts.

The last major finding of the thematic analysis is the idea of a sustainable feedback loop,
whereby companies continually evolve their sustainability practices in response to stakeholder
feedback and performance results. Companies that practice sustainability reporting
(Frequency: 5) and stakeholder engagement (Frequency: 5) make their sustainability efforts
transparent and keep stakeholders abreast of progress. This openness fosters trust and causes
customers, employees, investors, and other stakeholders to engage more, leading to a cycle of
improvement that continues to support nature-positive practices in the long term. The principle
of a sustainable feedback loop resonates with Proposition 6, whereby sustainability solutions
that create value for shareholders (in terms of profit), satisfy the expectations of customers
(through improved services), and positively impact society (through societal and
environmental value) are essential for long-term sustainability. By ensuring that initiatives
towards sustainability are regularly assessed and optimized, companies establish a process by
which desired environmental impacts are sustained and upgraded over time.

References

Camilleri, M. A. (2017). Corporate sustainability and responsibility: creating value for

business, society and the environment. Asian Journal of Sustainability and Social
Responsibility, 2(1), 59-74.

Clifton, D., & Amran, A. (2011). The stakeholder approach: A sustainability

perspective. Journal of Business Ethics, 98, 121-136.

Eccles, R. G., Ioannou, I., & Serafeim, G. (2014). The impact of corporate sustainability on
organizational processes and performance. Management science, 60(11), 2835-2857.

Page 25 of 26 - AI Writing Submission Submission ID trn:oid:::27005:88100009

 Page 26 of 26 - AI Writing Submission Submission ID trn:oid:::27005:88100009

Geissdoerfer, M., Savaget, P., Bocken, N. M., & Hultink, E. J. (2017). The Circular Economy–
A new sustainability paradigm?. Journal of cleaner production, 143, 757-768.

Hahn, R., & Kühnen, M. (2013). Determinants of sustainability reporting: A review of results,
trends, theory, and opportunities in an expanding field of research. Journal of cleaner
production, 59, 5-21.

Hörisch, J., & Schaltegger, S. (2019). Business, the natural environment, and
sustainability. The Cambridge handbook of stakeholder theory, 132-143.

Ndubuka, N. N., & Rey-Marmonier, E. (2019). Capability approach for realising the
Sustainable Development Goals through Responsible Management Education: The
case of UK business school academics. The International Journal of Management
Education, 17(3), 100319.

Silvestri, A., & Veltri, S. (2020). Exploring the relationships between corporate social
responsibility, leadership, and sustainable entrepreneurship theories: A conceptual
framework. Corporate Social Responsibility and Environmental Management, 27(2),
585-594.

Tuppura, A., Palomäki, K., Grönman, K., Lakanen, L., Pätäri, S., Vatanen, S., & Soukka, R.
(2024). Communicating positive environmental impacts–User experiences of the
carbon handprint approach. Journal of Cleaner Production, 434, 140292.

Page 26 of 26 - AI Writing Submission Submission ID trn:oid:::27005:88100009