9780865717121

The New Sustainability Advantage: Seven Business Case Benefits of a Triple Bottom Line, 10th Anniversary Edition

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  • ISBN13:

    9780865717121

  • ISBN10:

    0865717125

  • Edition: Original
  • Format: Paperback
  • Copyright: 4/17/2012
  • Publisher: Consortium Book Sales & Dist
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Summary

The New Sustainability Advantageshows how the benefits of the "triple bottom line" can increase a typical company's profits by fifty-one to eighty-one percent within five years, depending on the company's size and industry sector, while avoiding risks that could jeopardize its financial well-being. Fully revised and updated, this tenth anniversary edition clearly demonstrates that, by focusing on seven powerful yet easy to grasp sustainability strategies, businesses can: Increase revenue Improve productivity Reduce expenses Decrease risks Expressed in clear business language and presented in an appealing, graphically rich format, this practical guide and the accompanying online Sustainability Advantage Simulator Dashboard enables executives to enter their own data and quickly identify the high-leverage benefit areas for their organization. More detailed downloadable spreadsheets help them drill down into specific areas of interest and fine-tune the assumptions to their specific situation. An indispensable tool for both sustainability champions and senior management, The New Sustainability Advantageproves that the quantified business case for sustainability is more compelling than ever before. Bob Willardgave up an award-winning successful career in senior management at IBM to devote himself full-time to building corporate commitment to sustainability. Widely in demand as a speaker, he has delivered hundreds of presentations demonstrating the business case for sustainability to companies, consultants, academics, and NGOs worldwide. Bob is the author of The Sustainability Champion's Guidebook, The Next Sustainability Wave, and the original edition of The Sustainability Advantage.

Author Biography

Bob Willard gave up an award-winning, successful career in senior management at IBM to devote himself full-time to building corporate commitment to sustainability. He has delivered hundreds of presentations worldwide demonstrating the business case for sustainability and was recently appointed an inaugural member of the Sustainability Hall of Fame by the International Society of Sustainability Professionals. Bob is the author of The Sustainability Champion's Guidebook, The Next Sustainability Wave, and the original edition of The Sustainability Advantage.

Table of Contents

Acknowledgmentsp. xv
Preface to the Second Editionp. xvi
Prefacep. xviii
Introductionp. 1
Sustainability Strategies Are Smart Business Strategiesp. 2
The Premisep. 4
Definitions, Terminology, and Frameworksp. 6
Definitions of a Sustainable Societyp. 8
Snorkeling in the Terminology Swampp. 10
Our Unsustainable Take-Make-Waste Business Modelp. 12
Elephant #1 in the Board Room: Growthp. 14
Elephant #2 in the Board Room: Overconsumptionp. 16
A Sustainable Borrow-Use-Return Business Modelp. 18
The Five-Stage Sustainability Journey to a Sustainable Enterprisep. 20
Stages 4 and 5: Similar Behaviors, Different Motivationsp. 22
The Four-Step Transformation from Stage 3 to Stage 4p. 24
The Need for a Relevant, Aligned Business Casep. 26
Aligned with Existing Business Prioritiesp. 28
Aligned with the Standard Value Chain Frameworkp. 30
Aligned with the Income Statement Frameworkp. 32
Possibilities for Two Typical Companiesp. 34
Increased Revenue and Market Sharep. 37
Revving-Up Revenuep. 38
More B2C and B2B Revenue from a More Sustainable Brandp. 40
New Revenue from New Green Productsp. 42
New Revenue from Services and Leasingp. 44
Potential Top-Line Totalsp. 46
Reduced Energy Expensesp. 49
The Lowest-Hanging Fruitp. 50
Saving Energy in Buildings: An Inside Jobp. 52
Computing Energy Savings in ITp. 54
Driving Energy Savings in Transportationp. 56
Renewing Energy Savings with Substitutionsp. 58
The Secret Sauce of Eco-Efficiency Savings: Engaged Employeesp. 60
Potential Energy Expense Savingsp. 62
Reduced Waste Expensesp. 65
In Bed with Embedded Wastep. 66
Tim Four-Factor Formula for the Full Cost of Wastep. 68
Company Efforts to Avoid Wastep. 70
Bonus: Revenue from Selling Wastep. 72
Potential Waste Savings Help Build a Sustainability Capital Reservep. 74
Reduced Materials and Water Expensesp. 77
Saving Natural Capital Saves Financial Capitalp. 78
Savings from Dematerializationp. 80
Savings from Substitutionsp. 82
Savings from Recycling and Reusing Onsite Wastep. 84
Savings from Product Take-Back/Closed-Loop Systemsp. 86
Savings on Waterp. 88
Savings on Consumables and Paperp. 90
Potential Materials Savings Help Build a Sustainability Capital Reservep. 92
Increased Employee Productivityp. 95
Purpose Powers Performancep. 96
Engagement Drives Business Resultsp. 98
Engagement Enables Productivity and Innovationp. 100
CSR Programs Promote Productivity and Engagementp. 102
Volunteerism Vaults Employee Engagement and Productivityp. 104
Increased Productivity from Reduced Absenteeismp. 106
Increased Productivity from More Telecommuting and Less Travelp. 108
Increased Productivity from Green Buildingsp. 110
Increased Productivity and Innovation from Improved Collaborationp. 112
Increased Productivity and Innovation from Higher Engagementp. 114
Potential Increased Employee Productivity and Innovationp. 116
Reduced Hiring and Attrition Expensesp. 119
The War for Talent Still Ragesp. 120
A Sustainable Enterprise Is a Talent Magnetp. 122
Paying the Price for Voluntary Turnoverp. 124
Reduced Risksp. 127
Standard Two-Part Business Casep. 128
Four Categories of Riskp. 130
Mitigating Strategic Risks That Could Erode Revenuep. 132
Risk to Revenue from Poor Reputation on Energy and Carbon Managementp. 134
Risk to Revenue from Poor Reputation on Water Managementp. 136
Risk to Revenue from Poor Reputation on Materials and Waste Managementp. 138
Risk to Revenue from Poor Reputations of Suppliers or Customersp. 140
Risk to Revenue from Poof Reputation on Ecosystem Damagesp. 142
Risk to Revenue from Less Competitive Pricesp. 144
Risk to Revenue from Sudden Disruptions in the Value Chainp. 146
Mitigating Operational Risk That Could Increase Expensesp. 148
Risk of Higher Cost of Energyp. 150
Risk of a Price on Carbonp. 152
Risk of Increased Cost of Wastep. 154
Risk of Higher Cost of Water and Materialsp. 156
Risk of Higher Cost of Capitalp. 158
Risk of Higher Voluntary Turnover and Lower Employee Productivityp. 160
Mitigating Compliance Riskp. 162
Mitigating Financial/Stock Price Riskp. 164
Potential Burning Platform of Risksp. 166
Conclusionp. 169
Potential Bottom-Line Benefits for M&D Corpp. 170
Potential Bottom-Line Benefits for Sam's Solutionsp. 172
What's In It for Me (WII-FM)?p. 174
What about the Costs?p. 176
Why the Business Case Is Hopelessp. 178
Why the Business Case Is the Perfect Path to the Tipping Pointp. 180
Notesp. 183
Indexp. 193
About the Authorp. 203
Table of Contents provided by Ingram. All Rights Reserved.

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