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Sustainability: A manager's guide
Resource Review
should help companies justify improved environmental, ethical, and social performance beyond regulatory compliance or risk and impact control. It does so by presenting an approach that focuses on potential business benefits as a key driver for improved company performance in these areas. The publication is built on the premise that a sustainable business strategy will maximise opportunities through higher productivity levels from better trained staff, as well as gaining access to new markets through an improved understanding of consumer needs. There is the further potential benefit of an enhanced reputation, with the potential consequence of greater staff, customer and investor loyalty. However, managers embarking on the process of building a business case for integrating sustainability principles into company practice are advised to be under no illusions. There is no off the peg solution that will fit their own unique set of circumstances, nor examples of irrefutable evidence to prove a business case. Because benefits tend to be industry sector-specific, and more often company-specific, there are clear limitations in drawing general conclusions from company case evidence. No guarantee can be given that a similar course of action in other companies will generate equivalent results.
Michael Jones Associate Editor (Europe), Corporate Environmental Strategy, London, UK.
Sustainability: A Manager’s Guide Adrian Henriques, British Standards Institution, London, UK, 2001, ISBN 058033124, 134 pages, 29 references, £25, www.bsi-global.com As sustainability becomes more and more the focus of attention by companies and others, in turn it is spawning the publication of books tackling its various dimensions. The guide by Adrian Henriques is the second in the Developing Sustainability Management Series published by the British Standards Institution. Mr Henriques makes no claim to offer a new approach to the subject. His aim is rather modestly to clarify and communicate what has been established elsewhere. Although a practical book, it is not based on check-lists of things to do, nor does it promise fundamental or magical change as a result.
In digesting the well-researched work, I was constantly struck by the ideas and recommended approaches being first and foremost good management practice, rather than intrinsically business sustainability. Indeed, it is true to say that the thinking in many quarters about companies pursing a sustainable strategy being in consequence more profitable, is that in reality they are simply better managed.
The book’s first purpose is to explore what sustainability is all about—what it means and especially what it means for business. The second is to provide a map of the possible approaches for moving a company towards sustainability. How can managers help their organisation become more sustainable? How do they discover what is the most appropriate of the various tools, techniques, standards, and methodologies? (I particularly liked the comment that for many, another initiative looks like the final straw rather than the final solution—ready to break the back of the already over-burdened manager.) Other questions addressed include the cost implications—even if cost-free, why should anyone divert their time to it? A key purpose of the book is, therefore, to support the preparation of a business case for moving towards sustainability.
204
Corporate Environmental Strategy, Vol. 9, No. 2 (2002)
The publication is well laid out, with good use of headings, sub-headings, tables and boxes. Its weakest presentational feature is the typeface, which is rather light, and not particularly easy to read.
1066-7938/02/$ - see front matter. 䊚 2002 Elsevier Science Inc. All rights reserved.
Resource Review
The prime target of the book is for those who can make things happen within organisations. Although written for managers, there is recognition that action can be initiated at different levels. The guide is aimed at those who need to develop a mental framework for thinking about the issues, including those in business, and to take action in the light of understanding. Mr Henriques hesitates to detail job functions of potential readers—given the changing structures within companies— but his suggestions are those in charge of corporate responsibility, environmental management, compliance, quality, public affairs, communications, or public relations. He argues that anyone who leads in these areas can become champions in making companies more sustainable. A further qualification of the intended readership is that it is not for experts. A helpful Appendix lists over 30 relevant initiatives, standards and codes. Each is given a brief description, and categorised according to a framework used for the book, namely strategy, management, accounting, and measurement. There is a further useful Appendix suggesting the main environmental, social and economic issues faced by a range of sectors, with an indication of the priority that they should be given. No claim is made that the issues are exhaustive, and they are likely to change with the developing nature of business and technology. But they form a useful starting point for considering which impacts should be included in sustainability accounts. There is an interesting analysis of the evidence for corporate responsibility and sustainability being good for business. In essence, the hard evidence for a robust correlation between good social and financial performance is weak. Of particular note is that the area of social performance most strongly linked to good financial performance is related to employees. However, there is no evidence that good social or environmental performance leads to poor financial performance.
Much attention, and rightfully, is given in the book to indicators, and the importance of being able to compare performance over time and with other organisations. Curiously, no mention is made of the importance of normalisation, that is calculating performance on a per unit basis, for example tonnes of CO2 per unit of production, hours of training per staff member, and so on. On reading the book I am reminded of the responsibility being assumed by—and expected of—companies in achieving sustainability, but with only limited attention being given to the corresponding responsibilities of individuals. Mr Henriques quotes the results of a MORI poll in 1998 which indicated that the public thinks that businesses should pay more attention to their social responsibilities. Elsewhere he makes reference to the role for all to make personal choices—such as what they buy or how much to use a car—which reduce adverse impacts. Mention is also made that there is growing public awareness and interest in these issues—but I’m not sure that I see this being translated into positive action. Business cannot be expected to act alone. In summary, the book presents a good debate on the issues of sustainability, and is a sound primer for those wishing to come to grips with the subject. It is highly readable, being well laid out, using a good typeface, helpful illustrations, and short case-studies, and with helpful use of headings and subheadings. Its compact size is an encouragement to slip it into a brief-case for reading while travelling. Michael Jones Associate Editor (Europe), Corporate Environmental Strategy, London, UK.
Corporate Environmental Strategy, Vol. 9, No. 2 (2002) 1066-7938/02/$ - see front matter. 䊚 2002 Elsevier Science Inc. All rights reserved.
205
should help companies justify improved environmental, ethical, and social performance beyond regulatory compliance or risk and impact control. It does so by presenting an approach that focuses on potential business benefits as a key driver for improved company performance in these areas. The publication is built on the premise that a sustainable business strategy will maximise opportunities through higher productivity levels from better trained staff, as well as gaining access to new markets through an improved understanding of consumer needs. There is the further potential benefit of an enhanced reputation, with the potential consequence of greater staff, customer and investor loyalty. However, managers embarking on the process of building a business case for integrating sustainability principles into company practice are advised to be under no illusions. There is no off the peg solution that will fit their own unique set of circumstances, nor examples of irrefutable evidence to prove a business case. Because benefits tend to be industry sector-specific, and more often company-specific, there are clear limitations in drawing general conclusions from company case evidence. No guarantee can be given that a similar course of action in other companies will generate equivalent results.
Michael Jones Associate Editor (Europe), Corporate Environmental Strategy, London, UK.
Sustainability: A Manager’s Guide Adrian Henriques, British Standards Institution, London, UK, 2001, ISBN 058033124, 134 pages, 29 references, £25, www.bsi-global.com As sustainability becomes more and more the focus of attention by companies and others, in turn it is spawning the publication of books tackling its various dimensions. The guide by Adrian Henriques is the second in the Developing Sustainability Management Series published by the British Standards Institution. Mr Henriques makes no claim to offer a new approach to the subject. His aim is rather modestly to clarify and communicate what has been established elsewhere. Although a practical book, it is not based on check-lists of things to do, nor does it promise fundamental or magical change as a result.
In digesting the well-researched work, I was constantly struck by the ideas and recommended approaches being first and foremost good management practice, rather than intrinsically business sustainability. Indeed, it is true to say that the thinking in many quarters about companies pursing a sustainable strategy being in consequence more profitable, is that in reality they are simply better managed.
The book’s first purpose is to explore what sustainability is all about—what it means and especially what it means for business. The second is to provide a map of the possible approaches for moving a company towards sustainability. How can managers help their organisation become more sustainable? How do they discover what is the most appropriate of the various tools, techniques, standards, and methodologies? (I particularly liked the comment that for many, another initiative looks like the final straw rather than the final solution—ready to break the back of the already over-burdened manager.) Other questions addressed include the cost implications—even if cost-free, why should anyone divert their time to it? A key purpose of the book is, therefore, to support the preparation of a business case for moving towards sustainability.
204
Corporate Environmental Strategy, Vol. 9, No. 2 (2002)
The publication is well laid out, with good use of headings, sub-headings, tables and boxes. Its weakest presentational feature is the typeface, which is rather light, and not particularly easy to read.
1066-7938/02/$ - see front matter. 䊚 2002 Elsevier Science Inc. All rights reserved.
Resource Review
The prime target of the book is for those who can make things happen within organisations. Although written for managers, there is recognition that action can be initiated at different levels. The guide is aimed at those who need to develop a mental framework for thinking about the issues, including those in business, and to take action in the light of understanding. Mr Henriques hesitates to detail job functions of potential readers—given the changing structures within companies— but his suggestions are those in charge of corporate responsibility, environmental management, compliance, quality, public affairs, communications, or public relations. He argues that anyone who leads in these areas can become champions in making companies more sustainable. A further qualification of the intended readership is that it is not for experts. A helpful Appendix lists over 30 relevant initiatives, standards and codes. Each is given a brief description, and categorised according to a framework used for the book, namely strategy, management, accounting, and measurement. There is a further useful Appendix suggesting the main environmental, social and economic issues faced by a range of sectors, with an indication of the priority that they should be given. No claim is made that the issues are exhaustive, and they are likely to change with the developing nature of business and technology. But they form a useful starting point for considering which impacts should be included in sustainability accounts. There is an interesting analysis of the evidence for corporate responsibility and sustainability being good for business. In essence, the hard evidence for a robust correlation between good social and financial performance is weak. Of particular note is that the area of social performance most strongly linked to good financial performance is related to employees. However, there is no evidence that good social or environmental performance leads to poor financial performance.
Much attention, and rightfully, is given in the book to indicators, and the importance of being able to compare performance over time and with other organisations. Curiously, no mention is made of the importance of normalisation, that is calculating performance on a per unit basis, for example tonnes of CO2 per unit of production, hours of training per staff member, and so on. On reading the book I am reminded of the responsibility being assumed by—and expected of—companies in achieving sustainability, but with only limited attention being given to the corresponding responsibilities of individuals. Mr Henriques quotes the results of a MORI poll in 1998 which indicated that the public thinks that businesses should pay more attention to their social responsibilities. Elsewhere he makes reference to the role for all to make personal choices—such as what they buy or how much to use a car—which reduce adverse impacts. Mention is also made that there is growing public awareness and interest in these issues—but I’m not sure that I see this being translated into positive action. Business cannot be expected to act alone. In summary, the book presents a good debate on the issues of sustainability, and is a sound primer for those wishing to come to grips with the subject. It is highly readable, being well laid out, using a good typeface, helpful illustrations, and short case-studies, and with helpful use of headings and subheadings. Its compact size is an encouragement to slip it into a brief-case for reading while travelling. Michael Jones Associate Editor (Europe), Corporate Environmental Strategy, London, UK.
Corporate Environmental Strategy, Vol. 9, No. 2 (2002) 1066-7938/02/$ - see front matter. 䊚 2002 Elsevier Science Inc. All rights reserved.
205