embedding sustainability in organizational culture - Network for ...
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<strong>embedd<strong>in</strong>g</strong> <strong>susta<strong>in</strong>ability</strong><br />
<strong>in</strong> <strong>organizational</strong> <strong>culture</strong><br />
A How-to Guide <strong>for</strong> Executives<br />
Prepared by<br />
Dr. Stephanie Bertels<br />
Simon Fraser University<br />
and NBS<br />
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Cover image courtesy of Haworth, Inc. | PHotograPHer: Philip Castleton
93% of CEOs see <strong>susta<strong>in</strong>ability</strong><br />
as important to their company’s<br />
future success. Yet, most<br />
do not know how to embed<br />
<strong>susta<strong>in</strong>ability</strong> <strong>in</strong>to their company.<br />
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4<br />
What are you do<strong>in</strong>g to develop a<br />
<strong>culture</strong> of <strong>susta<strong>in</strong>ability</strong>?
<strong>embedd<strong>in</strong>g</strong> <strong>susta<strong>in</strong>ability</strong> <strong>in</strong><br />
<strong>organizational</strong> <strong>culture</strong><br />
A How-to Guide <strong>for</strong> Executives<br />
2010<br />
<strong>Network</strong> <strong>for</strong> Bus<strong>in</strong>ess Susta<strong>in</strong>ability<br />
nbs.net<br />
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Susta<strong>in</strong>ability has become an <strong>in</strong>creas<strong>in</strong>gly important<br />
part of do<strong>in</strong>g bus<strong>in</strong>ess.<br />
a 2010 accenture global survey of more<br />
than 700 Ceos found that 93 percent<br />
see <strong>susta<strong>in</strong>ability</strong> as important to their<br />
company’s future success.<br />
However, many bus<strong>in</strong>ess leaders<br />
struggle to build <strong>susta<strong>in</strong>ability</strong> <strong>in</strong>to<br />
their day-to-day operations. and,<br />
<strong>susta<strong>in</strong>ability</strong> programs are often<br />
dependent on a key leader. executives<br />
and senior managers want to know<br />
how to ‘susta<strong>in</strong>’ <strong>susta<strong>in</strong>ability</strong> over<br />
the long term. to make <strong>susta<strong>in</strong>ability</strong><br />
an everyday, endur<strong>in</strong>g part of the<br />
organization, it needs to become<br />
embedded <strong>in</strong> <strong>organizational</strong> <strong>culture</strong>.<br />
What is<br />
bus<strong>in</strong>ess <strong>susta<strong>in</strong>ability</strong><br />
Bus<strong>in</strong>ess <strong>susta<strong>in</strong>ability</strong> means manag<strong>in</strong>g the ‘triple bottom l<strong>in</strong>e’—<br />
<strong>in</strong>clud<strong>in</strong>g f<strong>in</strong>ancial, social, and environmental risks, obligations and<br />
opportunities.<br />
Susta<strong>in</strong>able bus<strong>in</strong>esses are resilient and create economic value,<br />
healthy ecosystems and strong communities. Susta<strong>in</strong>able bus<strong>in</strong>esses<br />
survive over the long term because they are <strong>in</strong>timately connected to<br />
healthy economic, social and environmental systems.<br />
How is <strong>susta<strong>in</strong>ability</strong> different from other <strong>culture</strong><br />
change <strong>in</strong>itiatives?<br />
Organizations launch change <strong>in</strong>itiatives on a regular basis. In fact, many organizations are<br />
undergo<strong>in</strong>g multiple change <strong>in</strong>itiatives simultaneously. There is a wealth of research on<br />
implement<strong>in</strong>g total quality management, build<strong>in</strong>g <strong>culture</strong>s of health and safety or build<strong>in</strong>g<br />
<strong>culture</strong>s of compliance. While the lessons learned from these k<strong>in</strong>ds of <strong>culture</strong> change may<br />
prove useful, a shift towards a <strong>culture</strong> of <strong>susta<strong>in</strong>ability</strong> presents some unique challenges.<br />
Most <strong>organizational</strong> change <strong>in</strong>itiatives are bounded and <strong>in</strong>ternal. In contrast,<br />
<strong>susta<strong>in</strong>ability</strong> is part of a broader societal agenda that extends beyond the organization.<br />
External <strong>for</strong>ces often provide the motivation <strong>for</strong> a <strong>susta<strong>in</strong>ability</strong> change <strong>in</strong>itiative. When<br />
the change is motivated <strong>in</strong>ternally, it may be driven by a desire to ‘do the right th<strong>in</strong>g’,<br />
rather than an ef<strong>for</strong>t to improve competitiveness. Furthermore, key levers required<br />
<strong>for</strong> change may be beyond the control of the organization—the power may reside <strong>in</strong><br />
the organization’s supply cha<strong>in</strong> or with its key stakeholders. This often means that<br />
organizations embark<strong>in</strong>g on a <strong>susta<strong>in</strong>ability</strong> journey must be will<strong>in</strong>g to collaborate<br />
with other organizations. For these reasons, transitions to <strong>susta<strong>in</strong>ability</strong> may require<br />
paradigm-break<strong>in</strong>g bus<strong>in</strong>ess models or approaches.<br />
OrganizatiOnal <strong>culture</strong> Of <strong>susta<strong>in</strong>ability</strong><br />
It is a <strong>culture</strong> <strong>in</strong> which <strong>organizational</strong> members hold shared<br />
assumptions and beliefs about the importance of balanc<strong>in</strong>g<br />
economic efficiency, social equity and environmental accountability.<br />
organizations with strong <strong>culture</strong>s of <strong>susta<strong>in</strong>ability</strong> strive to support<br />
a healthy environment and improve the lives of others while<br />
operat<strong>in</strong>g successfully over the long term.
This report represents a framework <strong>for</strong> <strong>embedd<strong>in</strong>g</strong> <strong>susta<strong>in</strong>ability</strong> <strong>in</strong> <strong>organizational</strong> <strong>culture</strong>. Designed <strong>for</strong> executives,<br />
senior HR managers and senior <strong>susta<strong>in</strong>ability</strong> managers, it presents a portfolio of practices—both those practices that<br />
the research has shown to be effective and those that show potential but rema<strong>in</strong> untested.<br />
To produce this report, the <strong>Network</strong> <strong>for</strong> Bus<strong>in</strong>ess Susta<strong>in</strong>ability commissioned a systematic review of the entire body<br />
of research on <strong>susta<strong>in</strong>ability</strong> and <strong>organizational</strong> <strong>culture</strong>. Synthesiz<strong>in</strong>g data from 179 studies spann<strong>in</strong>g 15 years of<br />
research, this review presents the most comprehensive and credible evidence to date on <strong>embedd<strong>in</strong>g</strong> <strong>susta<strong>in</strong>ability</strong> <strong>in</strong><br />
<strong>organizational</strong> <strong>culture</strong>.<br />
What can you do to build and support a<br />
<strong>culture</strong> of <strong>susta<strong>in</strong>ability</strong>?<br />
The <strong>susta<strong>in</strong>ability</strong> movement exhibits strong parallels to the<br />
safety and ethical conduct movements of years past. Research<br />
<strong>in</strong> those fields <strong>in</strong>dicates that organizations must implement<br />
a comb<strong>in</strong>ation of diverse practices—otherwise known as a<br />
‘portfolio approach’—to fully entrench the desired changes.<br />
Consider the organization-wide safety practices that<br />
now represent standard operat<strong>in</strong>g procedures <strong>for</strong> many<br />
organizations <strong>in</strong> the developed world:<br />
• Safety goals are often <strong>in</strong>tegrated directly <strong>in</strong>to an<br />
organization’s strategic objectives.<br />
• Responsibilities are embedded <strong>in</strong>to current roles, or<br />
new roles are created, to address safety issues with<strong>in</strong> the<br />
organization.<br />
• Formal safety policies are written and en<strong>for</strong>ced.<br />
• Employees receive regular education and tra<strong>in</strong><strong>in</strong>g related to<br />
workplace safety.<br />
Suffice it to say, <strong>embedd<strong>in</strong>g</strong> safety <strong>in</strong> <strong>organizational</strong> DNA<br />
has required a comb<strong>in</strong>ation of different practices, <strong>in</strong>clud<strong>in</strong>g<br />
<strong>for</strong>mal and <strong>in</strong><strong>for</strong>mal, strategic and tactical, top-down and bottom-up. The same<br />
appears to be true of the <strong>susta<strong>in</strong>ability</strong> movement.<br />
the follow<strong>in</strong>g framework will help you implement a portfolio<br />
approach to <strong>embedd<strong>in</strong>g</strong> <strong>susta<strong>in</strong>ability</strong> <strong>in</strong> your organization’s<br />
<strong>culture</strong>. the framework groups the practices that help build<br />
and support <strong>susta<strong>in</strong>ability</strong> <strong>in</strong> organizations <strong>in</strong>to four different<br />
categories: foster<strong>in</strong>g commitment; clarify<strong>in</strong>g expectations;<br />
build<strong>in</strong>g momentum <strong>for</strong> change; and <strong>in</strong>still<strong>in</strong>g capacity <strong>for</strong><br />
change. Note that the portfolio approach to <strong>susta<strong>in</strong>ability</strong> requires<br />
balance. In the same way people must consume food from each<br />
of the four food groups, organizations should employ a selection<br />
of practices from each of the framework’s four quadrants.<br />
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8<br />
a Portfolio approach to <strong>embedd<strong>in</strong>g</strong><br />
<strong>susta<strong>in</strong>ability</strong> <strong>in</strong> Organizational <strong>culture</strong><br />
This framework depicts the many ways that you can embed <strong>susta<strong>in</strong>ability</strong> <strong>in</strong> your organization. Each of the four ma<strong>in</strong> quadrants is broken<br />
<strong>in</strong>to categories of practices. On the follow<strong>in</strong>g four pages, each category is further divided <strong>in</strong>to <strong>in</strong>dividual practices. In the full academic<br />
report on Embedd<strong>in</strong>g Susta<strong>in</strong>ability <strong>in</strong> Organizational Culture (available at www.nbs.net/knowledge/<strong>culture</strong>) each practice is described <strong>in</strong><br />
more detail and accompanied by specific examples.<br />
In<strong>for</strong>mal<br />
Practices that aect<br />
values and behaviours<br />
Engage<br />
Share<br />
Signal<br />
Re-envision<br />
Fulllment<br />
Practices <strong>for</strong> deliver<strong>in</strong>g on current <strong>susta<strong>in</strong>ability</strong> commitments<br />
Experiment<br />
Communicate<br />
Invite<br />
Manage Talent<br />
Re<strong>in</strong><strong>for</strong>ce<br />
Foster<strong>in</strong>g Commitment Clarify<strong>in</strong>g Expectations<br />
Build<strong>in</strong>g Momentum<br />
<strong>for</strong> Change<br />
Champion<br />
Raise Awareness<br />
Codify<br />
Instill<strong>in</strong>g Capacity<br />
<strong>for</strong> Change<br />
Integrate<br />
Develop<br />
Assign<br />
Tra<strong>in</strong><br />
Incent<br />
Assess<br />
Verify / Audit<br />
Innovation<br />
Practices that move the organization further along the path to <strong>susta<strong>in</strong>ability</strong><br />
Learn<br />
Formal<br />
Practices that establish<br />
rules and procedures
Foster<strong>in</strong>g Commitment<br />
In<strong>for</strong>mal Practices <strong>for</strong> Deliver<strong>in</strong>g on Current Susta<strong>in</strong>ability Commitments<br />
Practices <strong>in</strong> this quadrant aim to build and re<strong>in</strong><strong>for</strong>ce the importance of <strong>susta<strong>in</strong>ability</strong> <strong>for</strong> the organization and to support and encourage employees<br />
who are mak<strong>in</strong>g ef<strong>for</strong>ts to embed <strong>susta<strong>in</strong>ability</strong>. there are five categories of practices: engag<strong>in</strong>g; signall<strong>in</strong>g; communicat<strong>in</strong>g; manag<strong>in</strong>g talent; and<br />
re<strong>in</strong><strong>for</strong>c<strong>in</strong>g.<br />
engage signal communicate Manage talent re<strong>in</strong><strong>for</strong>ce<br />
support model tell stories recruit <strong>in</strong><strong>for</strong>m<br />
educate allocate resources customize allocate people repeat<br />
l<strong>in</strong>k commit promote follow up<br />
challenge self-regulate<br />
leverage adhere to standards<br />
capture quick w<strong>in</strong>s accommodate work-life balance<br />
recognize <strong>in</strong>vest <strong>in</strong> the community<br />
suPPOrted Practices PraCtICeS wItH PoteNtIal<br />
these practices have been researched and, based on this research,<br />
appear effective. they are your ‘go to’ practices. when assembl<strong>in</strong>g<br />
a portfolio of activities, try to <strong>in</strong>clude at least a few practices from<br />
this category.<br />
support<br />
• Make it easier <strong>for</strong> employees to make <strong>susta<strong>in</strong>ability</strong> decisions at work<br />
• Provide support <strong>for</strong> employees to make <strong>susta<strong>in</strong>ability</strong> decisions <strong>in</strong> their<br />
personal lives such as transit pass programs, ride shar<strong>in</strong>g, and secure<br />
bicycle park<strong>in</strong>g<br />
model<br />
• Demonstrate <strong>susta<strong>in</strong>ability</strong> leadership by ‘walk<strong>in</strong>g the walk’ and<br />
‘talk<strong>in</strong>g the talk’<br />
• Participate <strong>in</strong> ongo<strong>in</strong>g discussions about the <strong>susta<strong>in</strong>ability</strong> journey<br />
• Prioritize <strong>susta<strong>in</strong>ability</strong> <strong>in</strong> decision-mak<strong>in</strong>g<br />
• Show <strong>in</strong>terest <strong>in</strong> the work of <strong>susta<strong>in</strong>ability</strong> committees<br />
the rema<strong>in</strong><strong>in</strong>g practices have been suggested by researchers, consultants or<br />
your peers as researchers as hav<strong>in</strong>g the potential to build or support a <strong>culture</strong><br />
of <strong>susta<strong>in</strong>ability</strong>. they have undergone little or no test<strong>in</strong>g to evaluate their<br />
effectiveness. we suggest you consider try<strong>in</strong>g these practices, but that you<br />
monitor and assess their effectiveness on a regular basis.<br />
l<strong>in</strong>k<br />
• Encourage employees to br<strong>in</strong>g their personal <strong>susta<strong>in</strong>ability</strong> behaviours<br />
<strong>in</strong>to the workplace<br />
• Encourage employees to carry the <strong>organizational</strong> <strong>susta<strong>in</strong>ability</strong> message<br />
<strong>in</strong>to their communities<br />
tell stories<br />
• Discuss case studies of successful <strong>susta<strong>in</strong>ability</strong> <strong>in</strong>itiatives <strong>in</strong> your<br />
organization<br />
• Create stories about what the company could be like <strong>in</strong> the future<br />
• Create simple stories and repeat them often and us<strong>in</strong>g different means<br />
• Start every meet<strong>in</strong>g with a quick <strong>susta<strong>in</strong>ability</strong> story<br />
• Use metaphors and symbols<br />
For more practices, visit the full systematic review.<br />
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10<br />
Clarify<strong>in</strong>g Expectations<br />
Formal Practices <strong>for</strong> Deliver<strong>in</strong>g on Current Susta<strong>in</strong>ability Commitments<br />
Practices <strong>in</strong> this quadrant <strong>in</strong>volve establish<strong>in</strong>g rules and procedures, with the goal of clarify<strong>in</strong>g employee expectations regard<strong>in</strong>g <strong>susta<strong>in</strong>ability</strong>. these<br />
practices aim to <strong>in</strong>tegrate <strong>susta<strong>in</strong>ability</strong> <strong>in</strong>to the core of the organization’s strategies and processes; equip and encourage employees via tra<strong>in</strong><strong>in</strong>g and<br />
<strong>in</strong>centives; and measure, track, and report on the organization’s progress. the seven categories of practices are: codify<strong>in</strong>g; <strong>in</strong>tegrat<strong>in</strong>g; assign<strong>in</strong>g<br />
responsibility; tra<strong>in</strong><strong>in</strong>g; <strong>in</strong>cent<strong>in</strong>g; assess<strong>in</strong>g; and verify<strong>in</strong>g/audit<strong>in</strong>g.<br />
codify <strong>in</strong>tegrate assign tra<strong>in</strong> <strong>in</strong>cent assess Verify/audit<br />
create policies <strong>in</strong>to product design and life cycle assign responsibility to<br />
senior leaders<br />
tra<strong>in</strong> <strong>in</strong>cent <strong>in</strong>ventory audit<br />
set goals <strong>in</strong>to mission, vision and values create roles develop metrics verify<br />
operationalize <strong>in</strong>to strategy and bus<strong>in</strong>ess plans monitor / track<br />
<strong>in</strong>to bus<strong>in</strong>ess processes and systems report<br />
<strong>in</strong>to exist<strong>in</strong>g roles<br />
suPPOrted Practices PraCtICeS wItH PoteNtIal<br />
these practices have been researched and, based on this research,<br />
appear effective. they are your ‘go to’ practices. when assembl<strong>in</strong>g<br />
a portfolio of activities, try to <strong>in</strong>clude at least a few practices from this<br />
category.<br />
create policies<br />
• Develop environmental policies; health & safety policies; ethics<br />
policies; climate change policies<br />
• Implement Susta<strong>in</strong>ability Codes of Conduct<br />
• Create supplier <strong>susta<strong>in</strong>ability</strong> per<strong>for</strong>mance policies or procurement<br />
policies<br />
assign responsibility to senior leaders<br />
• Assign responsibility <strong>for</strong> <strong>susta<strong>in</strong>ability</strong> to board members and/or a<br />
board subcommittee<br />
• Assign responsibility <strong>for</strong> <strong>susta<strong>in</strong>ability</strong> to the CEO<br />
• Assign responsibility <strong>for</strong> <strong>susta<strong>in</strong>ability</strong> to roles with<strong>in</strong> the senior<br />
leadership (create a VP Susta<strong>in</strong>ability, <strong>for</strong> <strong>in</strong>stance)<br />
For more practices, visit the full systematic review.<br />
the rema<strong>in</strong><strong>in</strong>g practices have been suggested by researchers, consultants or<br />
your peers as researchers as hav<strong>in</strong>g the potential to build or support a <strong>culture</strong><br />
of <strong>susta<strong>in</strong>ability</strong>. they have undergone little or no test<strong>in</strong>g to evaluate their<br />
effectiveness. we suggest you consider try<strong>in</strong>g these practices, but that you<br />
monitor and assess their effectiveness on a regular basis.<br />
<strong>in</strong>cent<br />
• Include <strong>susta<strong>in</strong>ability</strong> metrics <strong>in</strong> employees’ per<strong>for</strong>mance appraisals and<br />
assessments<br />
• L<strong>in</strong>k compensation to <strong>susta<strong>in</strong>ability</strong> per<strong>for</strong>mance<br />
• Redesign promotions, raises, bonuses and benefits to reward susta<strong>in</strong>able<br />
per<strong>for</strong>mance<br />
• Be clear how people will be measured and ensure that the targets are<br />
with<strong>in</strong> that person’s control<br />
report<br />
• Implement a corporate environmental report<strong>in</strong>g system<br />
• Publish <strong>in</strong>ternal and external environmental, <strong>susta<strong>in</strong>ability</strong> or CSR reports<br />
• Report on <strong>susta<strong>in</strong>ability</strong> progress, address<strong>in</strong>g previously set goals<br />
• Report on future plans and commitments
Build<strong>in</strong>g Momentum <strong>for</strong> Change<br />
In<strong>for</strong>mal Practices <strong>for</strong> Innovation<br />
Practices <strong>in</strong> this quadrant aim to support a <strong>culture</strong> of susta<strong>in</strong>able <strong>in</strong>novation by develop<strong>in</strong>g new ideas needed to br<strong>in</strong>g your organization closer to its long<br />
term <strong>susta<strong>in</strong>ability</strong> goals. these practices <strong>in</strong>spire and reassure employees so that they can experiment, try new th<strong>in</strong>gs, and build on each other’s ideas.<br />
the categories <strong>in</strong> this quadrant are: awareness rais<strong>in</strong>g; champion<strong>in</strong>g; <strong>in</strong>vit<strong>in</strong>g; experiment<strong>in</strong>g; re-envision<strong>in</strong>g; and shar<strong>in</strong>g.<br />
raise awareness champion <strong>in</strong>vite experiment re-envision share<br />
frame champion ask experiment def<strong>in</strong>e <strong>susta<strong>in</strong>ability</strong> share knowledge<br />
<strong>in</strong>ternally<br />
trigger listen back-cast share knowledge<br />
externally<br />
seek external help collaborate with others<br />
suPPOrted Practices PraCtICeS wItH PoteNtIal<br />
these practices have been researched and, based on this research,<br />
appear effective. they are your ‘go to’ practices. when assembl<strong>in</strong>g<br />
a portfolio of activities, try to <strong>in</strong>clude at least a few practices from this<br />
category.<br />
frame <strong>susta<strong>in</strong>ability</strong><br />
• as a f<strong>in</strong>ancial opportunity, or try<br />
to put it <strong>in</strong> quantitative terms<br />
• <strong>in</strong> everyday bus<strong>in</strong>ess language;<br />
avoid emotional language<br />
• as urgent<br />
• as <strong>in</strong>novation or about be<strong>in</strong>g<br />
cutt<strong>in</strong>g edge<br />
• as be<strong>in</strong>g about quality<br />
• <strong>in</strong> terms of ma<strong>in</strong>ta<strong>in</strong><strong>in</strong>g a license<br />
to operate<br />
• as good publicity / contribut<strong>in</strong>g<br />
to reputation<br />
• as ‘the right th<strong>in</strong>g to do’<br />
• <strong>in</strong> terms of its benefits <strong>for</strong><br />
employees<br />
experiment<br />
• Encourage research and<br />
experimentation that is aligned<br />
with the company’s <strong>susta<strong>in</strong>ability</strong><br />
values<br />
• Provide autonomy to workers<br />
and managers to develop<br />
new solutions to <strong>susta<strong>in</strong>ability</strong><br />
challenges<br />
• Allow self-started projects to<br />
germ<strong>in</strong>ate<br />
• Allow employees some flexibility<br />
<strong>in</strong> implementation<br />
the rema<strong>in</strong><strong>in</strong>g practices have been suggested by researchers, consultants or<br />
your peers as researchers as hav<strong>in</strong>g the potential to build or support a <strong>culture</strong><br />
of <strong>susta<strong>in</strong>ability</strong>. they have undergone little or no test<strong>in</strong>g to evaluate their<br />
effectiveness. we suggest you consider try<strong>in</strong>g these practices, but that you<br />
monitor and assess their effectiveness on a regular basis.<br />
seek external help<br />
• Br<strong>in</strong>g <strong>in</strong> <strong>in</strong>dustry experts to<br />
provide tra<strong>in</strong><strong>in</strong>g or assistance<br />
with <strong>susta<strong>in</strong>ability</strong> issues<br />
• Get guest speakers to talk about<br />
environmental and social issues<br />
• Consult with your suppliers or<br />
your customers <strong>for</strong> ideas<br />
back-cast<br />
• Imag<strong>in</strong>e a desired future <strong>in</strong> which<br />
your organization is ‘susta<strong>in</strong>able’<br />
• Work backwards from the<br />
future vision to determ<strong>in</strong>e the<br />
necessary steps to get there<br />
• Set dist<strong>in</strong>ct milestones to help<br />
construct the path to the future<br />
For more practices, visit the full systematic review.<br />
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12<br />
Instill<strong>in</strong>g Capacity <strong>for</strong> Change<br />
Formal Practices <strong>for</strong> Innovation<br />
Practices <strong>in</strong> this quadrant aim to create structures or supports that will <strong>for</strong>m a foundation <strong>for</strong> future changes <strong>in</strong> the organization. they represent rules<br />
and procedures that lead to <strong>in</strong>novation. the categories <strong>in</strong> the quadrant are learn<strong>in</strong>g and develop<strong>in</strong>g.<br />
learn develop<br />
scan develop new bus<strong>in</strong>ess processess<br />
and systems<br />
benchmark develop new products and services<br />
pilot<br />
learn from failure<br />
reflect<br />
suPPOrted Practices PraCtICeS wItH PoteNtIal<br />
these practices have been<br />
researched and, based on this<br />
research, appear effective.<br />
they are your ‘go to’ practices.<br />
when assembl<strong>in</strong>g a portfolio<br />
of activities, try to <strong>in</strong>clude at<br />
least a few practices from this<br />
category.<br />
None of the practices <strong>in</strong> this<br />
quadrant have been the focus<br />
of academic research.<br />
For more practices, visit the full systematic review.<br />
the rema<strong>in</strong><strong>in</strong>g practices have been suggested by researchers, consultants or your peers as researchers as hav<strong>in</strong>g<br />
the potential to build or support a <strong>culture</strong> of <strong>susta<strong>in</strong>ability</strong>. they have undergone little or no test<strong>in</strong>g to evaluate their<br />
effectiveness. we suggest you consider try<strong>in</strong>g these practices, but that you monitor and assess their effectiveness on a<br />
regular basis.<br />
scan<br />
• Attend <strong>in</strong>dustry and environmental conferences<br />
• Jo<strong>in</strong> a <strong>susta<strong>in</strong>ability</strong> group <strong>in</strong> which members share<br />
<strong>in</strong><strong>for</strong>mation and best practices<br />
• Observe your competitors’ <strong>susta<strong>in</strong>ability</strong> activity<br />
• Develop diverse <strong>in</strong>ternal and external knowledge and<br />
networks<br />
• Research stakeholder needs and values<br />
• Scan <strong>for</strong> changes <strong>in</strong> legislation and upcom<strong>in</strong>g regulatory<br />
requirements<br />
develop new products and services<br />
• Develop new products and services with m<strong>in</strong>imal negative<br />
impacts on the natural environment<br />
• Develop new products and services that meet unmet<br />
<strong>susta<strong>in</strong>ability</strong> needs<br />
pilot<br />
• Adopt <strong>in</strong>itiatives that orig<strong>in</strong>ated at the grassroots<br />
level as <strong>for</strong>mal pilot projects<br />
• Welcome suggestions and follow through by<br />
allocat<strong>in</strong>g resources to pilot<strong>in</strong>g the best ideas<br />
• Set <strong>in</strong>ternal targets <strong>for</strong> f<strong>in</strong>d<strong>in</strong>g and execut<strong>in</strong>g<br />
pilot projects<br />
benchmark<br />
• Select <strong>susta<strong>in</strong>ability</strong> metrics used by others to<br />
facilitate benchmark<strong>in</strong>g<br />
• Decide which <strong>in</strong><strong>for</strong>mation you will make public<br />
so your per<strong>for</strong>mance can be compared with<br />
that of other companies<br />
• Consider benchmark<strong>in</strong>g <strong>in</strong>ternally between<br />
divisions, bus<strong>in</strong>ess units or locations
Case Studies from Lead<strong>in</strong>g Organizations<br />
“It’s the k<strong>in</strong>d of th<strong>in</strong>g that<br />
we’re asked about <strong>in</strong> public<br />
meet<strong>in</strong>gs and we feel good<br />
to respond actively as<br />
opposed to say<strong>in</strong>g ‘climate<br />
change is the government’s<br />
responsibility.’”<br />
Tembec, a <strong>for</strong>est products company, realized benefits <strong>for</strong> its employees through external<br />
engagement and partnership activities. This has helped to embed <strong>susta<strong>in</strong>ability</strong> <strong>in</strong> a<br />
company founded on strong social values.<br />
While many firms are reluctant to share proprietary data—especially on issues fac<strong>in</strong>g<br />
regulatory uncerta<strong>in</strong>ty—Tembec has embraced transparency and collaboration. It has<br />
partnered with the World Wildlife Fund and Natural Resources Canada to share data and<br />
evaluate the impact of various types of <strong>for</strong>estry practices on carbon management. The<br />
results are publicly shared so that other companies, environmental groups, government<br />
agencies and researchers can observe and learn from the <strong>in</strong>itiative.<br />
“Our people are very pleased to be <strong>in</strong>volved <strong>in</strong> someth<strong>in</strong>g that is quite different from<br />
their core responsibilities and yet <strong>in</strong>tegral to the future of our bus<strong>in</strong>ess,” expla<strong>in</strong>ed Chris<br />
McDonell, Tembec’s Manager of Environmental and Aborig<strong>in</strong>al Relations. “It’s the k<strong>in</strong>d<br />
of th<strong>in</strong>g that we’re asked about <strong>in</strong> public meet<strong>in</strong>gs and we feel good to respond actively<br />
as opposed to say<strong>in</strong>g ‘climate change is the government’s responsibility.’ We learn about<br />
emerg<strong>in</strong>g issues that were not part of our education, which <strong>in</strong>creases our professional<br />
credibility. In this economic climate, there isn’t a lot of space to learn and <strong>in</strong>novate but<br />
we make it work.”<br />
Practices:<br />
develop metrics, monitor/track, report, share knowledge<br />
externally, collaborate with others, benchmark, reflect<br />
13
14<br />
Case Studies from Lead<strong>in</strong>g Organizations<br />
“... our CEO made<br />
<strong>susta<strong>in</strong>ability</strong> leadership<br />
one of his top five goals <strong>for</strong><br />
the year, which was our<br />
call to action. But, first we<br />
needed to def<strong>in</strong>e where we<br />
wanted to go.”<br />
Teck, a m<strong>in</strong><strong>in</strong>g company, has created a cross-functional work<strong>in</strong>g group to develop its <strong>susta<strong>in</strong>ability</strong><br />
vision, strategy and action plan. This has resulted <strong>in</strong> an active, company-wide engagement <strong>in</strong><br />
<strong>susta<strong>in</strong>ability</strong>.<br />
“We had begun hear<strong>in</strong>g from our employees and <strong>susta<strong>in</strong>ability</strong> report review panel. They wanted a<br />
clearer vision and strategy <strong>for</strong> <strong>susta<strong>in</strong>ability</strong>,” expla<strong>in</strong>ed Carmen Turner, Leader, Susta<strong>in</strong>ability at<br />
Teck. “Then our CEO made <strong>susta<strong>in</strong>ability</strong> leadership one of his top five goals <strong>for</strong> the year, which was<br />
our call to action. But, first we needed to def<strong>in</strong>e where we wanted to go. People represent<strong>in</strong>g all parts<br />
of the organization need to have a say <strong>in</strong> such decisions.” So, Teck <strong>in</strong>vited Göran Carstedt, <strong>for</strong>mer<br />
president of Volvo and IKEA, to galvanize employees. “He asked us what k<strong>in</strong>d of company we want<br />
to be. After that presentation, I had such good feedback—people wanted to be part of creat<strong>in</strong>g a<br />
susta<strong>in</strong>able future.” Teck also conducted <strong>in</strong>-depth <strong>in</strong>terviews with employees across Canada to ga<strong>in</strong><br />
even more <strong>in</strong>put on how to develop a clear vision and strategy and ga<strong>in</strong> buy-<strong>in</strong>.<br />
Teck’s <strong>susta<strong>in</strong>ability</strong> group then populated a cross-functional work<strong>in</strong>g group. “Participants were<br />
<strong>in</strong>vited by our CEO. This set the tone <strong>for</strong> engagement, and they’ve embraced the task. They meet on<br />
weekends and work late. They run with it because we <strong>in</strong>vited them to engage <strong>in</strong> someth<strong>in</strong>g that has<br />
mean<strong>in</strong>g and purpose—someth<strong>in</strong>g they want to be a part of.”<br />
Turner recalled an anecdote that summed up how work<strong>in</strong>g groups were help<strong>in</strong>g push their th<strong>in</strong>k<strong>in</strong>g<br />
on <strong>susta<strong>in</strong>ability</strong>. “We were discuss<strong>in</strong>g our ef<strong>for</strong>ts to create a <strong>culture</strong> of <strong>susta<strong>in</strong>ability</strong>, much like we’ve<br />
created a <strong>culture</strong> of safety. It was noted that one difference between how we view safety and climate<br />
change is that with safety it’s unacceptable to have a fatality, but with climate change we talk only<br />
about how to reduce emissions <strong>in</strong>crementally. Why is it acceptable to have any emissions? The issue<br />
was about def<strong>in</strong><strong>in</strong>g success, and it was a totally different m<strong>in</strong>d frame that resonated with everyone.<br />
Sett<strong>in</strong>g stretch goals <strong>in</strong>itiates long-term th<strong>in</strong>k<strong>in</strong>g and creates room <strong>for</strong> <strong>in</strong>novation and creativity to f<strong>in</strong>d<br />
new solutions.”<br />
Practices:<br />
seek external help, ask, listen, def<strong>in</strong>e <strong>susta<strong>in</strong>ability</strong>, back-cast,<br />
frame, champion, educate, <strong>in</strong>tegrate <strong>in</strong>to exist<strong>in</strong>g roles
Case Studies from Lead<strong>in</strong>g Organizations<br />
“... <strong>in</strong>dividual employees<br />
to feel they can participate<br />
and make a difference and<br />
see a connection much<br />
broader than one job and<br />
one task—to a greater<br />
community and a greater<br />
benefit.”<br />
Canadian Pacific (CP), a logistics and shipp<strong>in</strong>g company, implemented a campaign to reduce the<br />
use of bottled water and educate employees about broader <strong>susta<strong>in</strong>ability</strong> issues.<br />
Grete Bridgewater, Director, Environmental Management Systems at CP, recalls: “We launched with<br />
presentations and walk-abouts—you could see discarded water bottles all over. The need to reduce our<br />
use was clear.” CP used many tactics to get employees engaged. “We provided <strong>in</strong><strong>for</strong>mation about the<br />
consequences of waste from bottles through our newsletter and our <strong>in</strong>tranet. Employees saw pictures<br />
of mounta<strong>in</strong>s of water bottles and associated dollar amounts. We featured <strong>in</strong>terviews on our <strong>in</strong>tranet<br />
with employees say<strong>in</strong>g ‘now I understand and I’m glad to be support<strong>in</strong>g the environment’. But not<br />
everyone <strong>in</strong> the company has a desk and a computer, so other messag<strong>in</strong>g and presentations come <strong>in</strong><br />
handy.”<br />
Bridgewater and her team made a conscious ef<strong>for</strong>t to l<strong>in</strong>k actions at work and actions at home. “We<br />
drew lessons from ‘th<strong>in</strong>k globally, act locally’. You need to make a personal commitment. [We got]<br />
<strong>in</strong>dividual employees to feel they can participate and make a difference and see a connection much<br />
broader than one job and one task—to a greater community and a greater benefit.” Encouragement<br />
and rewards were also employed. “We gave feedback about reduced consumption and encouraged<br />
[employees] to see that it’s doable. We translated that <strong>in</strong>to so many fewer emissions, less waste to<br />
landfills, etc. We have a conference once a year with regional awards. Employees get recognized by<br />
com<strong>in</strong>g to Calgary <strong>in</strong> front of senior management <strong>for</strong> a day.” Senior managers also demonstrated their<br />
commitment to the <strong>in</strong>itiative by mak<strong>in</strong>g the switch to tap water at their meet<strong>in</strong>gs.<br />
Bridgewater concluded: “We can modify our behaviour—our employees reduced [bottled water<br />
consumption] by 30%!”<br />
Practices:<br />
educate, l<strong>in</strong>k, recognize, model, tell stories, customize, repeat,<br />
monitor/track, report, share knowledge <strong>in</strong>ternally, ask<br />
15
16<br />
Case Studies from Lead<strong>in</strong>g Organizations<br />
“... By deploy<strong>in</strong>g different<br />
technology, Suncor can<br />
improve our operations<br />
and reduce our<br />
environmental footpr<strong>in</strong>t”<br />
Suncor, an <strong>in</strong>tegrated energy company, wanted to ensure they were consistently meet<strong>in</strong>g their<br />
environmental commitments at various facilities. Given that Suncor merged with Petro-Canada <strong>in</strong><br />
August 2009, adopt<strong>in</strong>g one company-wide approach was critical <strong>for</strong> def<strong>in</strong><strong>in</strong>g the <strong>culture</strong> of the “new”<br />
Suncor.<br />
The first step <strong>in</strong> the process was a strong management commitment to Operational Excellence,<br />
comprised of four elements: personal & process safety; reliability; people development; and<br />
<strong>susta<strong>in</strong>ability</strong> & environmental excellence. Operational Excellence became a key strategic priority,<br />
and now all employees have goals associated with each element. In addition to this overarch<strong>in</strong>g<br />
<strong>in</strong>ternal approach, Suncor also publicly declared four environmental per<strong>for</strong>mance goals to focus its<br />
<strong>susta<strong>in</strong>ability</strong> ef<strong>for</strong>ts.<br />
One aspect of Operational Excellence <strong>in</strong>volves improved <strong>in</strong>tegration of compliance <strong>in</strong>to exist<strong>in</strong>g<br />
bus<strong>in</strong>ess processes and roles, and the development of new bus<strong>in</strong>ess processes and systems to identify<br />
and track compliance across the organization. Suncor sent a strong signal that compliance was<br />
important by plac<strong>in</strong>g senior managers with strong operational compliance records <strong>in</strong> key positions.<br />
These managers took a hands on approach by ‘walk<strong>in</strong>g the walk’. Tra<strong>in</strong><strong>in</strong>g tools were developed and an<br />
ef<strong>for</strong>t is presently underway to ensure compliance tra<strong>in</strong><strong>in</strong>g takes place across the organization. F<strong>in</strong>ally,<br />
compliance targets were embedded <strong>in</strong>to per<strong>for</strong>mance evaluations at all levels of the organization.<br />
“Our <strong>in</strong>vestment <strong>in</strong> technology is a good example of operational excellence with<strong>in</strong> Suncor’s <strong>culture</strong>.<br />
By deploy<strong>in</strong>g different technology, Suncor can improve our operations and reduce our environmental<br />
footpr<strong>in</strong>t”, said Peter MacConnachie, Sr Susta<strong>in</strong>ability Issues Management Specialist. “A recent<br />
example is the development of our new tail<strong>in</strong>gs technology, TRO, which will allow us to reduce tail<strong>in</strong>gs<br />
reclamation time by decades.”<br />
Practices:<br />
commit, model, allocate resources, set goals, <strong>in</strong>tegrate <strong>in</strong>to<br />
bus<strong>in</strong>ess processes and systems, <strong>in</strong>tegrate <strong>in</strong>to exist<strong>in</strong>g roles,<br />
create new roles, tra<strong>in</strong>, <strong>in</strong>cent, monitor/track, develop new<br />
bus<strong>in</strong>ess processes
about the research<br />
This research was <strong>in</strong>spired by the NBS Leadership Council, which gathers annually to identify the<br />
Priorities <strong>for</strong> Bus<strong>in</strong>ess Susta<strong>in</strong>ability. The research team, led by Dr. Stephanie Bertels at Simon Fraser<br />
University, reviewed 13,756 academic and practitioner articles, narrow<strong>in</strong>g them down to 179 relevant<br />
sources. These sources <strong>in</strong>cluded 96 relevant materials on <strong>embedd<strong>in</strong>g</strong> <strong>susta<strong>in</strong>ability</strong> (82 academic<br />
articles and 14 practitioner articles and books). Also <strong>in</strong>cluded were 83 sources exam<strong>in</strong><strong>in</strong>g other types<br />
of <strong>organizational</strong> <strong>culture</strong>, such as safety and <strong>in</strong>novation. Us<strong>in</strong>g this set of sources, the researchers<br />
conducted extensive, detailed analysis and synthesis of the materials to extract the various practices<br />
that may support <strong>embedd<strong>in</strong>g</strong> <strong>susta<strong>in</strong>ability</strong>.<br />
17
18<br />
this review of previous research and<br />
practice reveals the follow<strong>in</strong>g issues:<br />
• Embedd<strong>in</strong>g <strong>susta<strong>in</strong>ability</strong> <strong>in</strong> <strong>organizational</strong> <strong>culture</strong> is<br />
still an emerg<strong>in</strong>g field of research. There has been a very<br />
limited amount of research that addresses the issue of<br />
<strong>embedd<strong>in</strong>g</strong> <strong>susta<strong>in</strong>ability</strong> <strong>in</strong>to <strong>organizational</strong> <strong>culture</strong>. This<br />
is an area where practice often leads theory.<br />
• The research that has been conducted on <strong>embedd<strong>in</strong>g</strong><br />
<strong>susta<strong>in</strong>ability</strong> cont<strong>in</strong>ues to be dom<strong>in</strong>ated by exploratory,<br />
case-based research with an emphasis on success stories.<br />
• There is a lack of clear def<strong>in</strong>itions (what academics call<br />
construct clarity) <strong>in</strong> this field—terms are used somewhat<br />
<strong>in</strong>terchangeably and are often not def<strong>in</strong>ed.<br />
We encourage you to visit the full systematic review (www.nbs.<br />
net/knowledge/<strong>culture</strong>) <strong>for</strong> a detailed discussion of practices,<br />
case studies, and implications <strong>for</strong> research and practice.<br />
basel<strong>in</strong>e/gap analysis or<br />
new Program implementation<br />
Use the Portfolio Assessment Tool to conduct a basel<strong>in</strong>e<br />
assessment and gap analysis <strong>for</strong> the organization as a whole.<br />
or, use the framework to plan what practices you will use to<br />
support the implementation of a particular program.<br />
steP 1<br />
When conduct<strong>in</strong>g a basel<strong>in</strong>e/gap analysis, place a check<br />
mark next to the practices that you already employ. If you<br />
are plann<strong>in</strong>g a new program, place a check mark beside<br />
those that you plan to employ.<br />
steP 2<br />
Take a look at the distribution. Do you make use of a<br />
sub-set of practices from each quadrant? are you mak<strong>in</strong>g<br />
use of the supported practices? Do you expend too much<br />
energy <strong>in</strong> one quadrant at the expense of others?<br />
steP 3<br />
Circle additional practices that you might want to consider,<br />
emphasiz<strong>in</strong>g those that have been demonstrated to be<br />
effective. See the full systematic review <strong>for</strong> more details<br />
mak<strong>in</strong>g use of the framework.
assessment tool <strong>for</strong><br />
<strong>embedd<strong>in</strong>g</strong> <strong>susta<strong>in</strong>ability</strong><br />
In<strong>for</strong>mal<br />
Practices that aect<br />
values and behaviours<br />
commit<br />
model<br />
allocate resources<br />
self-regulate<br />
adhere to standards<br />
accommodate work-life<br />
balance<br />
<strong>in</strong>vest <strong>in</strong> community<br />
support<br />
educate<br />
l<strong>in</strong>k<br />
challenge<br />
leverage<br />
capture quick w<strong>in</strong>s<br />
recognize<br />
knowledge <strong>in</strong>ternally<br />
knowledge externally<br />
collaborate with others<br />
dene <strong>susta<strong>in</strong>ability</strong><br />
back-cast<br />
Supported practices are listed <strong>in</strong> green<br />
Engage<br />
Share<br />
experiment<br />
tell stories<br />
customize<br />
Signal<br />
Re-envision<br />
Experiment<br />
ask<br />
listen<br />
seek external help<br />
recruit people<br />
allocate people<br />
promote people<br />
Communicate<br />
Invite<br />
Manage Talent<br />
Re<strong>in</strong><strong>for</strong>ce<br />
Foster<strong>in</strong>g Commitment Clarify<strong>in</strong>g Expectations<br />
Build<strong>in</strong>g Momentum<br />
<strong>for</strong> Change<br />
champion<br />
Champion<br />
Fulllment<br />
Practices <strong>for</strong> deliver<strong>in</strong>g on<br />
current <strong>susta<strong>in</strong>ability</strong><br />
commitments<br />
<strong>in</strong><strong>for</strong>m<br />
repeat<br />
follow-up<br />
Raise Awareness<br />
frame<br />
trigger<br />
create policies<br />
set goals<br />
operationalize<br />
Codify<br />
Instill<strong>in</strong>g Capacity<br />
<strong>for</strong> Change<br />
Innovation<br />
Practices that move the<br />
organization further along<br />
the path to <strong>susta<strong>in</strong>ability</strong><br />
Integrate<br />
Develop<br />
bus<strong>in</strong>ess processes<br />
products & services<br />
product design and life cycle<br />
mission, vision and values<br />
strategy and bus<strong>in</strong>ess plans<br />
bus<strong>in</strong>ess processes and systems<br />
exist<strong>in</strong>g roles<br />
Assign<br />
senior leaders<br />
create new roles<br />
Tra<strong>in</strong><br />
Incent<br />
tra<strong>in</strong><br />
Assess<br />
Verify / Audit<br />
Learn<br />
<strong>in</strong>cent<br />
<strong>in</strong>ventory<br />
develop metrics<br />
monitor / track<br />
report<br />
verify<br />
audit<br />
scan<br />
benchmark<br />
pilot<br />
learn from failure<br />
reect<br />
Formal<br />
Practices that establish<br />
rules and procedures<br />
19
20<br />
about the network<br />
A Canadian non-profit established <strong>in</strong> 2005, the <strong>Network</strong> <strong>for</strong> Bus<strong>in</strong>ess Susta<strong>in</strong>ability produces authoritative resources on important <strong>susta<strong>in</strong>ability</strong> issues<br />
— with the goal of chang<strong>in</strong>g management practice. We unite thousands of researchers and professionals worldwide who believe <strong>in</strong> research-based<br />
practice and practice-based research.<br />
The <strong>Network</strong> is funded by the Social Sciences and Humanities Research Council of Canada, the Richard Ivey School of Bus<strong>in</strong>ess (at The University of<br />
Western Ontario), the Université du Québec à Montréal, and our Leadership Council.<br />
nbs leadership council<br />
The <strong>Network</strong>’s Leadership Council is a group of Canadian <strong>susta<strong>in</strong>ability</strong> leaders from diverse sectors. At an annual meet<strong>in</strong>g, these leaders identify their<br />
top priorities <strong>in</strong> bus<strong>in</strong>ess <strong>susta<strong>in</strong>ability</strong>—the issues on which their organizations need authoritative answers and reliable <strong>in</strong>sights. Their <strong>susta<strong>in</strong>ability</strong><br />
priorities prompt each of the <strong>Network</strong>’s research projects.<br />
nbs Knowledge centre<br />
For additional resources visit the <strong>Network</strong>’s Knowledge Centre at nbs.net/knowledge<br />
<strong>Network</strong> <strong>for</strong> Bus<strong>in</strong>ess Susta<strong>in</strong>ability<br />
c/o Richard Ivey School of Bus<strong>in</strong>ess,<br />
University of Western Ontario<br />
1151 Richmond St.,<br />
London, Ontario, Canada N6A 3K7<br />
519-661-2111 x80094<br />
Réseau entreprise et développement durable<br />
Département stratégie, responsabilité sociale<br />
et environnementale,<br />
École des Sciences de la gestion,<br />
Université du Québec à Montréal<br />
315, rue Ste-Cather<strong>in</strong>e Est, Montréal, Québec,<br />
Canada H2X 3X2<br />
514-987-3000 x 7898