Systematic Review - Network for Business Sustainability

2. Use available tools such as environmental
management systems and life cycle analysis to
integrate sustainability into processes
Sustainability considerations are integrated into firm
processes through the use of such tools as eco-design,
environmental management systems and life cycle
analysis. Many firms use these tools to integrate SOI
into their organizational thinking and practice, often
addressing both product and service considerations
and process issues. This multitude of stylized
approaches, frameworks and assistive tools provide
systematic and structured support for identifying,
reducing and eliminating the life cycle environmental
impacts of products and services.
In Practice
Unilever developed the Brand Imprint tool to
link directly to innovation. Its purpose is to
help brands to effect both incremental and
transformational changes in the way they
source, formulate, manufacture, package
and market products by analyzing the social
and economic value the brand adds and the
negative impacts it causes. Adapted from
Petala et al. (2010).
The tools range in complexity from simple checklists
concerning single issues (e.g. pollution control)
to resource-intensive tools that aim for a more
comprehensive assessment of impact, such as life
cycle analyses. Typically, they benchmark eco-efficiency
to determine resource-efficiency potentials: for example,
the MIPS (Material Input Per unit Service or output) tool
(Lettenmeier, Rohn, Liedtke & Schmidt-Bleek, 2009)
measures the material and energy inputs of a product
throughout its life cycle. The more complex tools assist
the company in more fully integrating sustainability into
core business processes.
By 2007, the proliferation of sustainability assessment
principles, strategies, actions and tools had led to
confusion among managers about which approaches
to choose (Waage, 2007). Today, the literature is still
unclear on which strategy is appropriate for any firm in
any particular context. Studies report on the variable
use of tools and frameworks among firms. The tools
result in TBL benefits (e.g. López-Pérez, Perez-Lopez &
Rodriguez-Ariza, 2007) but may be constraining more
radical innovation (e.g. Könnölä & Unruh, 2007).
We briefly emphasize two tools: environmental
management systems and life cycle analyses.
Environmental management systems (EMSs) are
among the most commonly used environmental
tools. An EMS is defined as a “formal system and
database which integrates procedures and processes
for training personnel, monitoring, summarizing and
reporting of specialized environmental performance
information to internal and external stakeholders”
(Melnyk, Sroufe & Calantone, 2003: 332). EMSs provide
a systematic way of addressing environmental impacts
by developing, implementing, coordinating, monitoring
and evaluating business processes and procedures.
EMS schemes vary, but can include improvements in
management processes, building employee awareness,
systematically documenting procedures and targeted
improvements to production processes. EMSs are a
particularly important determinant of sustainabilityoriented
process but not product innovation.
Formally implemented with certification and informally
implemented with uncertified adaptations, EMSs have
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