Corporate sustainability in practice: a guide for strategy development and implementation
Gespeichert in:
| Weitere Verfasser: | , |
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| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Cham
Springer
[2021]
|
| Schriftenreihe: | Management for professionals
|
| Schlagworte: | |
| Online-Zugang: | HWR01 |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 Online-Ressource (xvii, 235 Seiten) |
| ISBN: | 9783030563448 |
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| 505 | 8 | |a Intro -- Preface -- Acknowledgements -- Contents -- Editors and Contributors -- Corporate Sustainability: The Big Picture -- 1 How Environmental and Social Issues Affect Business Strategy -- Abstract -- 1.1 Introduction -- 1.1.1 The Impact of a Changing Climate on Business -- 1.1.2 The Impact of a Growing Population on Business -- 1.1.3 The Impact of Wealth Disparity on Business -- 1.2 Conclusions -- References -- 2 The Sustainable Development Goals: A Framework for Business -- Abstract -- 2.1 Introduction -- 2.2 Setting the Scene: How a New Universal Agenda for Sustainable Development Came to Light -- 2.3 Where Are We on Our Journey of Delivering the SDGs? a Sustained Call for Transformation -- 2.4 Embracing Complexity, Diversity and Connectivity: The Need for Systems Thinking and Multi-stakeholder Partnerships -- 2.5 Creating a Shared Vision for Cross-Sector Collaboration Effectiveness: How to Reconcile Conflicting Values and Interests -- 2.6 Working Towards the Global Goals: Multi-stakeholder Partnerships in Practice -- 2.7 How Can Business Can Best Contribute to Systems Change: Towards a Strategic Alignment of Business and Social Goals -- 2.8 Conclusions -- References -- 3 Thinking in Systems: The Long-Term Impacts of Short-Term Business growth -- Abstract -- 3.1 Introduction -- 3.2 System Thinking and Complexity -- 3.3 Short-Term and the Long-Term Exponential Dynamics of Growth -- 3.4 The Exponential Dynamics of Material Growth Is Non-sustainable in a Finite World -- 3.5 The Drivers of Economic Growth and Constraints to a Non-growing Economy -- 3.5.1 Debt Money System -- 3.5.2 Financial Markets and Pension Funds Require Growth -- 3.5.3 Productivity and Technology Growth -- 3.5.4 Projections for Population Growth by Region -- 3.6 Ecosystem Negative Feedback on Economic Growth -- 3.6.1 Energy -- 3.6.2 Agriculture -- 3.6.3 Climate | |
| 505 | 8 | |a 3.6.4 Planetary Boundaries -- 3.7 Current State of the Energy Transition -- 3.8 Sustainable Development Goals and Growth -- 3.9 What Should a Corporate Do for Running a Sustainable Business Today? -- References -- The Business Case for Corporate Sustainability -- 4 A Modern Definition of Corporate Sustainability -- Abstract -- 4.1 Introduction -- 4.1.1 The Rise of Corporate Social Responsibility (1950-1990) -- 4.1.2 Corporate Social Responsibility in the 1990s and the Triple Bottom Line Concept -- 4.1.3 The Building Blocks of Corporate Sustainability -- 4.1.3.1 Environmental, Social and Governance (ESG) -- 4.1.3.2 The Concept of Creating Shared Value -- 4.1.3.3 A Sense of Purpose in Business -- 4.1.4 Defining Sustainable Value and 'Modern' Corporate Sustainability -- 4.2 Conclusions -- References -- 5 Sustainability Facts -- Abstract -- 5.1 Introduction -- 5.2 The State of Sustainable Business 2018, 2019-Globescan -- 5.3 CEO Study on Sustainability 2019-Accenture -- 5.4 Sustainability's Deepening Imprint 2017-McKinsey & -- Company -- 5.5 Conclusions -- References -- 6 The Link Between Sustainability Investing and Financial Returns: An Asset Management's Perspective -- Abstract -- 6.1 Introduction -- 6.2 Drivers of ESG Adoption in the Asset Management Industry -- 6.3 What is ESG Investing? It is all in the Definition -- 6.3.1 Align with Personal Beliefs (Values Investing) -- 6.3.2 Using ESG to Improve Financial Performance (ESG Integration) -- 6.3.3 Creating a Positive Social Impact (Impact Investing) -- 6.4 Importance of ESG Data--Data Quality and Materiality -- 6.4.1 Data Quality -- 6.4.2 Data Materiality -- 6.5 The Link Between ESG and Financial Performance -- 6.5.1 Values Investing: A Word on 'Sin Stocks' -- 6.5.2 ESG Integration -- 6.5.2.1 Targeting Companies with a Good ESG Profile -- 6.5.2.2 Targeting Companies with an Improving ESG Profile | |
| 505 | 8 | |a 6.5.2.3 Corporate Engagement and Shareholder Activism -- 6.5.3 Impact Investing -- 6.6 ESG Investing in an Asset Allocation Context -- References -- 7 Sustainable Finance--Integrating Sustainability into Corporate Banking -- Abstract -- 7.1 Introduction -- 7.2 The "Do not" Paradigm--"Excluding" Specific Types of Activities -- 7.2.1 A New Stream of "Excluding" Policies, to Act Against Climate Change -- 7.3 Solutions to Promote Financial Inclusion -- 7.4 The Risk Management Perspective -- 7.4.1 Climate Change Risks and the TCFD -- 7.4.2 Beyond Climate Change, the ESG Framework -- 7.4.3 The Equator Principles for Project Finance -- 7.5 Embedding ESG and Impact Lens into the Credit Value Chain--A Positive Approach to Sustainable Lending -- 7.6 Conclusions--Three Enabling Factors -- 7.6.1 Data Availability -- 7.6.2 Training and Divulgation -- 7.6.3 Governance and CEO Commitment -- References -- Definition and Execution of Sustainable Strategies -- 8 Business' Role in a Changing Society. Key Steps to Deliver a Purpose-Led Strategy that Responds to Climate Change and Social Inequality -- Abstract -- 8.1 Introduction -- 8.2 An Explosion of Challenges -- 8.2.1 The Prominent Challenge of Climate Change -- 8.2.2 Leaving no One Behind -- 8.2.3 Changes in Societal Norms -- 8.2.4 Expectations on Business Have Never Been Greater -- 8.3 Preparing for Change -- 8.3.1 Empowering Employees to Help Design and Deliver Strategic Change -- 8.4 Standing up for Change -- 8.4.1 Advocacy and Integrity-A Way to Earn Trust -- 8.5 Delivering Change Over the Next Decade -- 8.5.1 Business Role in Society and Adopting a Broader Stakeholder Purpose -- 8.5.2 Nurturing Sustainability Competence -- 8.5.3 Mobilising Collaborative Innovation Around a Common Purpose -- 8.6 Conclusion -- References -- 9 How to Approach the Development of a Corporate Sustainability Strategy -- Abstract | |
| 505 | 8 | |a 9.1 Introduction -- 9.2 Pre-work: Capture the Core Business Strategy -- 9.2.1 Establish the Organisation's Sustainability Profile and Approach to Corporate Sustainability -- 9.3 Why -- 9.3.1 Conduct Stakeholder and Industry Analysis -- 9.3.1.1 Customers and Users -- 9.3.1.2 Competitors -- 9.3.1.3 Suppliers and Business Partners -- 9.3.1.4 Government -- 9.3.1.5 Society -- 9.3.1.6 Employees -- 9.3.1.7 Owners and Shareholders -- 9.3.1.8 Investors -- 9.3.2 Build the Business Case -- 9.3.2.1 The Potential Risk of not Engaging More with Sustainability -- 9.3.2.2 What Are the Opportunities of Engaging More with Sustainability? -- 9.4 What -- 9.4.1 Defining the Ambition -- 9.4.2 Identify a Framework to Structure the Strategy -- 9.4.3 Create Strategic Pillars -- 9.4.4 Conduct a Materiality Assessment -- 9.4.5 Design Sustainability Initiatives -- 9.5 How -- 9.5.1 Change Management: How to Successfully Embed Sustainability Within the Organisation -- 9.5.2 Measurement and Reporting -- 9.5.3 Recognition and Reward -- 9.5.4 Marketing and Branding -- 9.5.5 Resource and Organisation -- 9.5.6 Short-Term Versus Long-Term Outlook -- References -- 10 Sustainability Transformations-From Theory to Practice -- Abstract -- 10.1 Introduction -- 10.2 Sustainability and Organisations: An Evolving Relationship -- 10.2.1 Context -- 10.2.2 What Is Sustainability? -- 10.2.3 From Corporate Social Responsibility to Corporate Sustainability -- 10.3 Becoming a Sustainable Organisation -- 10.3.1 Framing Change -- 10.3.2 Why Change-Sustainability Change Drivers -- 10.3.3 Sustainability Transformation Journeys -- 10.4 Sustainability Strategy as Business Strategy -- 10.5 Realigning Structure to Deliver Strategy -- 10.6 Creating a Sustainability Culture -- 10.7 Implementing Sustainability Through Systems -- 10.8 Developing Sustainability Skills and Capabilities -- 10.9 Challenges | |
| 505 | 8 | |a 10.10 Conclusion -- References -- 11 The Evolution of Sustainability Reporting: Integrated Reporting and Sustainable Development Challenges -- Abstract -- 11.1 Introduction -- 11.2 Toward Sustainability Reporting -- 11.2.1 A Historical Perspective -- 11.2.2 Defining Sustainability and Sustainability Reporting -- 11.3 The State of the Art -- 11.3.1 Integrated Reporting -- 11.3.2 Integrated Reporting and Sustainable Development Goals -- 11.4 Final Remarks -- References -- 12 Sustainable Supply Chain Management -- Abstract -- 12.1 Introduction -- 12.2 The Evolution of Sustainable Supply Chain Management -- 12.3 SSCM Strategies and Governance Mechanisms -- 12.3.1 The Role of Collaboration -- 12.3.2 The Role of Formalization -- 12.4 Sustainability Leaders -- 12.5 The Case of Barilla -- 12.5.1 Barilla's Corporate Sustainability Strategy -- 12.5.2 Implementation of Sustainability Strategy: Durum Wheat Supply Chain Contracts -- 12.5.3 Supply Chain Contract Structure, Objective and Elements of Collaboration -- 12.5.4 A Formalized Approach: The Contracting Process -- References -- Index | |
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| 700 | 1 | |a Demartini, Melissa |4 edt | |
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| author2 | Taticchi, Paolo Demartini, Melissa |
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| contents | Intro -- Preface -- Acknowledgements -- Contents -- Editors and Contributors -- Corporate Sustainability: The Big Picture -- 1 How Environmental and Social Issues Affect Business Strategy -- Abstract -- 1.1 Introduction -- 1.1.1 The Impact of a Changing Climate on Business -- 1.1.2 The Impact of a Growing Population on Business -- 1.1.3 The Impact of Wealth Disparity on Business -- 1.2 Conclusions -- References -- 2 The Sustainable Development Goals: A Framework for Business -- Abstract -- 2.1 Introduction -- 2.2 Setting the Scene: How a New Universal Agenda for Sustainable Development Came to Light -- 2.3 Where Are We on Our Journey of Delivering the SDGs? a Sustained Call for Transformation -- 2.4 Embracing Complexity, Diversity and Connectivity: The Need for Systems Thinking and Multi-stakeholder Partnerships -- 2.5 Creating a Shared Vision for Cross-Sector Collaboration Effectiveness: How to Reconcile Conflicting Values and Interests -- 2.6 Working Towards the Global Goals: Multi-stakeholder Partnerships in Practice -- 2.7 How Can Business Can Best Contribute to Systems Change: Towards a Strategic Alignment of Business and Social Goals -- 2.8 Conclusions -- References -- 3 Thinking in Systems: The Long-Term Impacts of Short-Term Business growth -- Abstract -- 3.1 Introduction -- 3.2 System Thinking and Complexity -- 3.3 Short-Term and the Long-Term Exponential Dynamics of Growth -- 3.4 The Exponential Dynamics of Material Growth Is Non-sustainable in a Finite World -- 3.5 The Drivers of Economic Growth and Constraints to a Non-growing Economy -- 3.5.1 Debt Money System -- 3.5.2 Financial Markets and Pension Funds Require Growth -- 3.5.3 Productivity and Technology Growth -- 3.5.4 Projections for Population Growth by Region -- 3.6 Ecosystem Negative Feedback on Economic Growth -- 3.6.1 Energy -- 3.6.2 Agriculture -- 3.6.3 Climate 3.6.4 Planetary Boundaries -- 3.7 Current State of the Energy Transition -- 3.8 Sustainable Development Goals and Growth -- 3.9 What Should a Corporate Do for Running a Sustainable Business Today? -- References -- The Business Case for Corporate Sustainability -- 4 A Modern Definition of Corporate Sustainability -- Abstract -- 4.1 Introduction -- 4.1.1 The Rise of Corporate Social Responsibility (1950-1990) -- 4.1.2 Corporate Social Responsibility in the 1990s and the Triple Bottom Line Concept -- 4.1.3 The Building Blocks of Corporate Sustainability -- 4.1.3.1 Environmental, Social and Governance (ESG) -- 4.1.3.2 The Concept of Creating Shared Value -- 4.1.3.3 A Sense of Purpose in Business -- 4.1.4 Defining Sustainable Value and 'Modern' Corporate Sustainability -- 4.2 Conclusions -- References -- 5 Sustainability Facts -- Abstract -- 5.1 Introduction -- 5.2 The State of Sustainable Business 2018, 2019-Globescan -- 5.3 CEO Study on Sustainability 2019-Accenture -- 5.4 Sustainability's Deepening Imprint 2017-McKinsey & -- Company -- 5.5 Conclusions -- References -- 6 The Link Between Sustainability Investing and Financial Returns: An Asset Management's Perspective -- Abstract -- 6.1 Introduction -- 6.2 Drivers of ESG Adoption in the Asset Management Industry -- 6.3 What is ESG Investing? It is all in the Definition -- 6.3.1 Align with Personal Beliefs (Values Investing) -- 6.3.2 Using ESG to Improve Financial Performance (ESG Integration) -- 6.3.3 Creating a Positive Social Impact (Impact Investing) -- 6.4 Importance of ESG Data--Data Quality and Materiality -- 6.4.1 Data Quality -- 6.4.2 Data Materiality -- 6.5 The Link Between ESG and Financial Performance -- 6.5.1 Values Investing: A Word on 'Sin Stocks' -- 6.5.2 ESG Integration -- 6.5.2.1 Targeting Companies with a Good ESG Profile -- 6.5.2.2 Targeting Companies with an Improving ESG Profile 6.5.2.3 Corporate Engagement and Shareholder Activism -- 6.5.3 Impact Investing -- 6.6 ESG Investing in an Asset Allocation Context -- References -- 7 Sustainable Finance--Integrating Sustainability into Corporate Banking -- Abstract -- 7.1 Introduction -- 7.2 The "Do not" Paradigm--"Excluding" Specific Types of Activities -- 7.2.1 A New Stream of "Excluding" Policies, to Act Against Climate Change -- 7.3 Solutions to Promote Financial Inclusion -- 7.4 The Risk Management Perspective -- 7.4.1 Climate Change Risks and the TCFD -- 7.4.2 Beyond Climate Change, the ESG Framework -- 7.4.3 The Equator Principles for Project Finance -- 7.5 Embedding ESG and Impact Lens into the Credit Value Chain--A Positive Approach to Sustainable Lending -- 7.6 Conclusions--Three Enabling Factors -- 7.6.1 Data Availability -- 7.6.2 Training and Divulgation -- 7.6.3 Governance and CEO Commitment -- References -- Definition and Execution of Sustainable Strategies -- 8 Business' Role in a Changing Society. Key Steps to Deliver a Purpose-Led Strategy that Responds to Climate Change and Social Inequality -- Abstract -- 8.1 Introduction -- 8.2 An Explosion of Challenges -- 8.2.1 The Prominent Challenge of Climate Change -- 8.2.2 Leaving no One Behind -- 8.2.3 Changes in Societal Norms -- 8.2.4 Expectations on Business Have Never Been Greater -- 8.3 Preparing for Change -- 8.3.1 Empowering Employees to Help Design and Deliver Strategic Change -- 8.4 Standing up for Change -- 8.4.1 Advocacy and Integrity-A Way to Earn Trust -- 8.5 Delivering Change Over the Next Decade -- 8.5.1 Business Role in Society and Adopting a Broader Stakeholder Purpose -- 8.5.2 Nurturing Sustainability Competence -- 8.5.3 Mobilising Collaborative Innovation Around a Common Purpose -- 8.6 Conclusion -- References -- 9 How to Approach the Development of a Corporate Sustainability Strategy -- Abstract 9.1 Introduction -- 9.2 Pre-work: Capture the Core Business Strategy -- 9.2.1 Establish the Organisation's Sustainability Profile and Approach to Corporate Sustainability -- 9.3 Why -- 9.3.1 Conduct Stakeholder and Industry Analysis -- 9.3.1.1 Customers and Users -- 9.3.1.2 Competitors -- 9.3.1.3 Suppliers and Business Partners -- 9.3.1.4 Government -- 9.3.1.5 Society -- 9.3.1.6 Employees -- 9.3.1.7 Owners and Shareholders -- 9.3.1.8 Investors -- 9.3.2 Build the Business Case -- 9.3.2.1 The Potential Risk of not Engaging More with Sustainability -- 9.3.2.2 What Are the Opportunities of Engaging More with Sustainability? -- 9.4 What -- 9.4.1 Defining the Ambition -- 9.4.2 Identify a Framework to Structure the Strategy -- 9.4.3 Create Strategic Pillars -- 9.4.4 Conduct a Materiality Assessment -- 9.4.5 Design Sustainability Initiatives -- 9.5 How -- 9.5.1 Change Management: How to Successfully Embed Sustainability Within the Organisation -- 9.5.2 Measurement and Reporting -- 9.5.3 Recognition and Reward -- 9.5.4 Marketing and Branding -- 9.5.5 Resource and Organisation -- 9.5.6 Short-Term Versus Long-Term Outlook -- References -- 10 Sustainability Transformations-From Theory to Practice -- Abstract -- 10.1 Introduction -- 10.2 Sustainability and Organisations: An Evolving Relationship -- 10.2.1 Context -- 10.2.2 What Is Sustainability? -- 10.2.3 From Corporate Social Responsibility to Corporate Sustainability -- 10.3 Becoming a Sustainable Organisation -- 10.3.1 Framing Change -- 10.3.2 Why Change-Sustainability Change Drivers -- 10.3.3 Sustainability Transformation Journeys -- 10.4 Sustainability Strategy as Business Strategy -- 10.5 Realigning Structure to Deliver Strategy -- 10.6 Creating a Sustainability Culture -- 10.7 Implementing Sustainability Through Systems -- 10.8 Developing Sustainability Skills and Capabilities -- 10.9 Challenges 10.10 Conclusion -- References -- 11 The Evolution of Sustainability Reporting: Integrated Reporting and Sustainable Development Challenges -- Abstract -- 11.1 Introduction -- 11.2 Toward Sustainability Reporting -- 11.2.1 A Historical Perspective -- 11.2.2 Defining Sustainability and Sustainability Reporting -- 11.3 The State of the Art -- 11.3.1 Integrated Reporting -- 11.3.2 Integrated Reporting and Sustainable Development Goals -- 11.4 Final Remarks -- References -- 12 Sustainable Supply Chain Management -- Abstract -- 12.1 Introduction -- 12.2 The Evolution of Sustainable Supply Chain Management -- 12.3 SSCM Strategies and Governance Mechanisms -- 12.3.1 The Role of Collaboration -- 12.3.2 The Role of Formalization -- 12.4 Sustainability Leaders -- 12.5 The Case of Barilla -- 12.5.1 Barilla's Corporate Sustainability Strategy -- 12.5.2 Implementation of Sustainability Strategy: Durum Wheat Supply Chain Contracts -- 12.5.3 Supply Chain Contract Structure, Objective and Elements of Collaboration -- 12.5.4 A Formalized Approach: The Contracting Process -- References -- Index |
| ctrlnum | (ZDB-30-PQE)EBC6413221 (ZDB-30-PAD)EBC6413221 (ZDB-89-EBL)EBL6413221 (OCoLC)1224579138 (DE-599)BVBBV048224565 |
| dewey-full | 658.408 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.408 |
| dewey-search | 658.408 |
| dewey-sort | 3658.408 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| format | Electronic eBook |
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-- References -- The Business Case for Corporate Sustainability -- 4 A Modern Definition of Corporate Sustainability -- Abstract -- 4.1 Introduction -- 4.1.1 The Rise of Corporate Social Responsibility (1950-1990) -- 4.1.2 Corporate Social Responsibility in the 1990s and the Triple Bottom Line Concept -- 4.1.3 The Building Blocks of Corporate Sustainability -- 4.1.3.1 Environmental, Social and Governance (ESG) -- 4.1.3.2 The Concept of Creating Shared Value -- 4.1.3.3 A Sense of Purpose in Business -- 4.1.4 Defining Sustainable Value and 'Modern' Corporate Sustainability -- 4.2 Conclusions -- References -- 5 Sustainability Facts -- Abstract -- 5.1 Introduction -- 5.2 The State of Sustainable Business 2018, 2019-Globescan -- 5.3 CEO Study on Sustainability 2019-Accenture -- 5.4 Sustainability's Deepening Imprint 2017-McKinsey &amp -- Company -- 5.5 Conclusions -- References -- 6 The Link Between Sustainability Investing and Financial Returns: An Asset Management's Perspective -- Abstract -- 6.1 Introduction -- 6.2 Drivers of ESG Adoption in the Asset Management Industry -- 6.3 What is ESG Investing? It is all in the Definition -- 6.3.1 Align with Personal Beliefs (Values Investing) -- 6.3.2 Using ESG to Improve Financial Performance (ESG Integration) -- 6.3.3 Creating a Positive Social Impact (Impact Investing) -- 6.4 Importance of ESG Data--Data Quality and Materiality -- 6.4.1 Data Quality -- 6.4.2 Data Materiality -- 6.5 The Link Between ESG and Financial Performance -- 6.5.1 Values Investing: A Word on 'Sin Stocks' -- 6.5.2 ESG Integration -- 6.5.2.1 Targeting Companies with a Good ESG Profile -- 6.5.2.2 Targeting Companies with an Improving ESG Profile</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">6.5.2.3 Corporate Engagement and Shareholder Activism -- 6.5.3 Impact Investing -- 6.6 ESG Investing in an Asset Allocation Context -- References -- 7 Sustainable Finance--Integrating Sustainability into Corporate Banking -- Abstract -- 7.1 Introduction -- 7.2 The "Do not" Paradigm--"Excluding" Specific Types of Activities -- 7.2.1 A New Stream of "Excluding" Policies, to Act Against Climate Change -- 7.3 Solutions to Promote Financial Inclusion -- 7.4 The Risk Management Perspective -- 7.4.1 Climate Change Risks and the TCFD -- 7.4.2 Beyond Climate Change, the ESG Framework -- 7.4.3 The Equator Principles for Project Finance -- 7.5 Embedding ESG and Impact Lens into the Credit Value Chain--A Positive Approach to Sustainable Lending -- 7.6 Conclusions--Three Enabling Factors -- 7.6.1 Data Availability -- 7.6.2 Training and Divulgation -- 7.6.3 Governance and CEO Commitment -- References -- Definition and Execution of Sustainable Strategies -- 8 Business' Role in a Changing Society. Key Steps to Deliver a Purpose-Led Strategy that Responds to Climate Change and Social Inequality -- Abstract -- 8.1 Introduction -- 8.2 An Explosion of Challenges -- 8.2.1 The Prominent Challenge of Climate Change -- 8.2.2 Leaving no One Behind -- 8.2.3 Changes in Societal Norms -- 8.2.4 Expectations on Business Have Never Been Greater -- 8.3 Preparing for Change -- 8.3.1 Empowering Employees to Help Design and Deliver Strategic Change -- 8.4 Standing up for Change -- 8.4.1 Advocacy and Integrity-A Way to Earn Trust -- 8.5 Delivering Change Over the Next Decade -- 8.5.1 Business Role in Society and Adopting a Broader Stakeholder Purpose -- 8.5.2 Nurturing Sustainability Competence -- 8.5.3 Mobilising Collaborative Innovation Around a Common Purpose -- 8.6 Conclusion -- References -- 9 How to Approach the Development of a Corporate Sustainability Strategy -- Abstract</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">9.1 Introduction -- 9.2 Pre-work: Capture the Core Business Strategy -- 9.2.1 Establish the Organisation's Sustainability Profile and Approach to Corporate Sustainability -- 9.3 Why -- 9.3.1 Conduct Stakeholder and Industry Analysis -- 9.3.1.1 Customers and Users -- 9.3.1.2 Competitors -- 9.3.1.3 Suppliers and Business Partners -- 9.3.1.4 Government -- 9.3.1.5 Society -- 9.3.1.6 Employees -- 9.3.1.7 Owners and Shareholders -- 9.3.1.8 Investors -- 9.3.2 Build the Business Case -- 9.3.2.1 The Potential Risk of not Engaging More with Sustainability -- 9.3.2.2 What Are the Opportunities of Engaging More with Sustainability? -- 9.4 What -- 9.4.1 Defining the Ambition -- 9.4.2 Identify a Framework to Structure the Strategy -- 9.4.3 Create Strategic Pillars -- 9.4.4 Conduct a Materiality Assessment -- 9.4.5 Design Sustainability Initiatives -- 9.5 How -- 9.5.1 Change Management: How to Successfully Embed Sustainability Within the Organisation -- 9.5.2 Measurement and Reporting -- 9.5.3 Recognition and Reward -- 9.5.4 Marketing and Branding -- 9.5.5 Resource and Organisation -- 9.5.6 Short-Term Versus Long-Term Outlook -- References -- 10 Sustainability Transformations-From Theory to Practice -- Abstract -- 10.1 Introduction -- 10.2 Sustainability and Organisations: An Evolving Relationship -- 10.2.1 Context -- 10.2.2 What Is Sustainability? -- 10.2.3 From Corporate Social Responsibility to Corporate Sustainability -- 10.3 Becoming a Sustainable Organisation -- 10.3.1 Framing Change -- 10.3.2 Why Change-Sustainability Change Drivers -- 10.3.3 Sustainability Transformation Journeys -- 10.4 Sustainability Strategy as Business Strategy -- 10.5 Realigning Structure to Deliver Strategy -- 10.6 Creating a Sustainability Culture -- 10.7 Implementing Sustainability Through Systems -- 10.8 Developing Sustainability Skills and Capabilities -- 10.9 Challenges</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">10.10 Conclusion -- References -- 11 The Evolution of Sustainability Reporting: Integrated Reporting and Sustainable Development Challenges -- Abstract -- 11.1 Introduction -- 11.2 Toward Sustainability Reporting -- 11.2.1 A Historical Perspective -- 11.2.2 Defining Sustainability and Sustainability Reporting -- 11.3 The State of the Art -- 11.3.1 Integrated Reporting -- 11.3.2 Integrated Reporting and Sustainable Development Goals -- 11.4 Final Remarks -- References -- 12 Sustainable Supply Chain Management -- Abstract -- 12.1 Introduction -- 12.2 The Evolution of Sustainable Supply Chain Management -- 12.3 SSCM Strategies and Governance Mechanisms -- 12.3.1 The Role of Collaboration -- 12.3.2 The Role of Formalization -- 12.4 Sustainability Leaders -- 12.5 The Case of Barilla -- 12.5.1 Barilla's Corporate Sustainability Strategy -- 12.5.2 Implementation of Sustainability Strategy: Durum Wheat Supply Chain Contracts -- 12.5.3 Supply Chain Contract Structure, Objective and Elements of Collaboration -- 12.5.4 A Formalized Approach: The Contracting Process -- References -- Index</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Social responsibility of business</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Taticchi, Paolo</subfield><subfield code="4">edt</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Demartini, Melissa</subfield><subfield code="4">edt</subfield></datafield><datafield tag="776" ind1="0" ind2="8"><subfield code="i">Erscheint auch als</subfield><subfield code="n">Druck-Ausgabe</subfield><subfield code="a">Taticchi, Paolo</subfield><subfield code="t">Corporate Sustainability in Practice</subfield><subfield code="d">Cham : Springer International Publishing AG,c2020</subfield><subfield code="z">9783030563431</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">ZDB-30-PQE</subfield></datafield><datafield tag="999" ind1=" " ind2=" "><subfield code="a">oai:aleph.bib-bvb.de:BVB01-033605298</subfield></datafield><datafield tag="966" ind1="e" ind2=" "><subfield code="u">https://ebookcentral.proquest.com/lib/hwr/detail.action?docID=6413221</subfield><subfield code="l">HWR01</subfield><subfield code="p">ZDB-30-PQE</subfield><subfield code="q">HWR_PDA_PQE_Kauf</subfield><subfield code="x">Aggregator</subfield><subfield code="3">Volltext</subfield></datafield></record></collection> |
| id | DE-604.BV048224565 |
| illustrated | Not Illustrated |
| index_date | 2024-07-03T19:50:39Z |
| indexdate | 2024-07-10T09:32:29Z |
| institution | BVB |
| isbn | 9783030563448 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-033605298 |
| oclc_num | 1224579138 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (xvii, 235 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE_Kauf |
| publishDate | 2021 |
| publishDateSearch | 2021 |
| publishDateSort | 2021 |
| publisher | Springer |
| record_format | marc |
| series2 | Management for professionals |
| spelling | Corporate sustainability in practice a guide for strategy development and implementation Paolo Taticchi, Melissa Demartini (Editors) Cham Springer [2021] ©2021 1 Online-Ressource (xvii, 235 Seiten) txt rdacontent c rdamedia cr rdacarrier Management for professionals Description based on publisher supplied metadata and other sources Intro -- Preface -- Acknowledgements -- Contents -- Editors and Contributors -- Corporate Sustainability: The Big Picture -- 1 How Environmental and Social Issues Affect Business Strategy -- Abstract -- 1.1 Introduction -- 1.1.1 The Impact of a Changing Climate on Business -- 1.1.2 The Impact of a Growing Population on Business -- 1.1.3 The Impact of Wealth Disparity on Business -- 1.2 Conclusions -- References -- 2 The Sustainable Development Goals: A Framework for Business -- Abstract -- 2.1 Introduction -- 2.2 Setting the Scene: How a New Universal Agenda for Sustainable Development Came to Light -- 2.3 Where Are We on Our Journey of Delivering the SDGs? a Sustained Call for Transformation -- 2.4 Embracing Complexity, Diversity and Connectivity: The Need for Systems Thinking and Multi-stakeholder Partnerships -- 2.5 Creating a Shared Vision for Cross-Sector Collaboration Effectiveness: How to Reconcile Conflicting Values and Interests -- 2.6 Working Towards the Global Goals: Multi-stakeholder Partnerships in Practice -- 2.7 How Can Business Can Best Contribute to Systems Change: Towards a Strategic Alignment of Business and Social Goals -- 2.8 Conclusions -- References -- 3 Thinking in Systems: The Long-Term Impacts of Short-Term Business growth -- Abstract -- 3.1 Introduction -- 3.2 System Thinking and Complexity -- 3.3 Short-Term and the Long-Term Exponential Dynamics of Growth -- 3.4 The Exponential Dynamics of Material Growth Is Non-sustainable in a Finite World -- 3.5 The Drivers of Economic Growth and Constraints to a Non-growing Economy -- 3.5.1 Debt Money System -- 3.5.2 Financial Markets and Pension Funds Require Growth -- 3.5.3 Productivity and Technology Growth -- 3.5.4 Projections for Population Growth by Region -- 3.6 Ecosystem Negative Feedback on Economic Growth -- 3.6.1 Energy -- 3.6.2 Agriculture -- 3.6.3 Climate 3.6.4 Planetary Boundaries -- 3.7 Current State of the Energy Transition -- 3.8 Sustainable Development Goals and Growth -- 3.9 What Should a Corporate Do for Running a Sustainable Business Today? -- References -- The Business Case for Corporate Sustainability -- 4 A Modern Definition of Corporate Sustainability -- Abstract -- 4.1 Introduction -- 4.1.1 The Rise of Corporate Social Responsibility (1950-1990) -- 4.1.2 Corporate Social Responsibility in the 1990s and the Triple Bottom Line Concept -- 4.1.3 The Building Blocks of Corporate Sustainability -- 4.1.3.1 Environmental, Social and Governance (ESG) -- 4.1.3.2 The Concept of Creating Shared Value -- 4.1.3.3 A Sense of Purpose in Business -- 4.1.4 Defining Sustainable Value and 'Modern' Corporate Sustainability -- 4.2 Conclusions -- References -- 5 Sustainability Facts -- Abstract -- 5.1 Introduction -- 5.2 The State of Sustainable Business 2018, 2019-Globescan -- 5.3 CEO Study on Sustainability 2019-Accenture -- 5.4 Sustainability's Deepening Imprint 2017-McKinsey & -- Company -- 5.5 Conclusions -- References -- 6 The Link Between Sustainability Investing and Financial Returns: An Asset Management's Perspective -- Abstract -- 6.1 Introduction -- 6.2 Drivers of ESG Adoption in the Asset Management Industry -- 6.3 What is ESG Investing? It is all in the Definition -- 6.3.1 Align with Personal Beliefs (Values Investing) -- 6.3.2 Using ESG to Improve Financial Performance (ESG Integration) -- 6.3.3 Creating a Positive Social Impact (Impact Investing) -- 6.4 Importance of ESG Data--Data Quality and Materiality -- 6.4.1 Data Quality -- 6.4.2 Data Materiality -- 6.5 The Link Between ESG and Financial Performance -- 6.5.1 Values Investing: A Word on 'Sin Stocks' -- 6.5.2 ESG Integration -- 6.5.2.1 Targeting Companies with a Good ESG Profile -- 6.5.2.2 Targeting Companies with an Improving ESG Profile 6.5.2.3 Corporate Engagement and Shareholder Activism -- 6.5.3 Impact Investing -- 6.6 ESG Investing in an Asset Allocation Context -- References -- 7 Sustainable Finance--Integrating Sustainability into Corporate Banking -- Abstract -- 7.1 Introduction -- 7.2 The "Do not" Paradigm--"Excluding" Specific Types of Activities -- 7.2.1 A New Stream of "Excluding" Policies, to Act Against Climate Change -- 7.3 Solutions to Promote Financial Inclusion -- 7.4 The Risk Management Perspective -- 7.4.1 Climate Change Risks and the TCFD -- 7.4.2 Beyond Climate Change, the ESG Framework -- 7.4.3 The Equator Principles for Project Finance -- 7.5 Embedding ESG and Impact Lens into the Credit Value Chain--A Positive Approach to Sustainable Lending -- 7.6 Conclusions--Three Enabling Factors -- 7.6.1 Data Availability -- 7.6.2 Training and Divulgation -- 7.6.3 Governance and CEO Commitment -- References -- Definition and Execution of Sustainable Strategies -- 8 Business' Role in a Changing Society. Key Steps to Deliver a Purpose-Led Strategy that Responds to Climate Change and Social Inequality -- Abstract -- 8.1 Introduction -- 8.2 An Explosion of Challenges -- 8.2.1 The Prominent Challenge of Climate Change -- 8.2.2 Leaving no One Behind -- 8.2.3 Changes in Societal Norms -- 8.2.4 Expectations on Business Have Never Been Greater -- 8.3 Preparing for Change -- 8.3.1 Empowering Employees to Help Design and Deliver Strategic Change -- 8.4 Standing up for Change -- 8.4.1 Advocacy and Integrity-A Way to Earn Trust -- 8.5 Delivering Change Over the Next Decade -- 8.5.1 Business Role in Society and Adopting a Broader Stakeholder Purpose -- 8.5.2 Nurturing Sustainability Competence -- 8.5.3 Mobilising Collaborative Innovation Around a Common Purpose -- 8.6 Conclusion -- References -- 9 How to Approach the Development of a Corporate Sustainability Strategy -- Abstract 9.1 Introduction -- 9.2 Pre-work: Capture the Core Business Strategy -- 9.2.1 Establish the Organisation's Sustainability Profile and Approach to Corporate Sustainability -- 9.3 Why -- 9.3.1 Conduct Stakeholder and Industry Analysis -- 9.3.1.1 Customers and Users -- 9.3.1.2 Competitors -- 9.3.1.3 Suppliers and Business Partners -- 9.3.1.4 Government -- 9.3.1.5 Society -- 9.3.1.6 Employees -- 9.3.1.7 Owners and Shareholders -- 9.3.1.8 Investors -- 9.3.2 Build the Business Case -- 9.3.2.1 The Potential Risk of not Engaging More with Sustainability -- 9.3.2.2 What Are the Opportunities of Engaging More with Sustainability? -- 9.4 What -- 9.4.1 Defining the Ambition -- 9.4.2 Identify a Framework to Structure the Strategy -- 9.4.3 Create Strategic Pillars -- 9.4.4 Conduct a Materiality Assessment -- 9.4.5 Design Sustainability Initiatives -- 9.5 How -- 9.5.1 Change Management: How to Successfully Embed Sustainability Within the Organisation -- 9.5.2 Measurement and Reporting -- 9.5.3 Recognition and Reward -- 9.5.4 Marketing and Branding -- 9.5.5 Resource and Organisation -- 9.5.6 Short-Term Versus Long-Term Outlook -- References -- 10 Sustainability Transformations-From Theory to Practice -- Abstract -- 10.1 Introduction -- 10.2 Sustainability and Organisations: An Evolving Relationship -- 10.2.1 Context -- 10.2.2 What Is Sustainability? -- 10.2.3 From Corporate Social Responsibility to Corporate Sustainability -- 10.3 Becoming a Sustainable Organisation -- 10.3.1 Framing Change -- 10.3.2 Why Change-Sustainability Change Drivers -- 10.3.3 Sustainability Transformation Journeys -- 10.4 Sustainability Strategy as Business Strategy -- 10.5 Realigning Structure to Deliver Strategy -- 10.6 Creating a Sustainability Culture -- 10.7 Implementing Sustainability Through Systems -- 10.8 Developing Sustainability Skills and Capabilities -- 10.9 Challenges 10.10 Conclusion -- References -- 11 The Evolution of Sustainability Reporting: Integrated Reporting and Sustainable Development Challenges -- Abstract -- 11.1 Introduction -- 11.2 Toward Sustainability Reporting -- 11.2.1 A Historical Perspective -- 11.2.2 Defining Sustainability and Sustainability Reporting -- 11.3 The State of the Art -- 11.3.1 Integrated Reporting -- 11.3.2 Integrated Reporting and Sustainable Development Goals -- 11.4 Final Remarks -- References -- 12 Sustainable Supply Chain Management -- Abstract -- 12.1 Introduction -- 12.2 The Evolution of Sustainable Supply Chain Management -- 12.3 SSCM Strategies and Governance Mechanisms -- 12.3.1 The Role of Collaboration -- 12.3.2 The Role of Formalization -- 12.4 Sustainability Leaders -- 12.5 The Case of Barilla -- 12.5.1 Barilla's Corporate Sustainability Strategy -- 12.5.2 Implementation of Sustainability Strategy: Durum Wheat Supply Chain Contracts -- 12.5.3 Supply Chain Contract Structure, Objective and Elements of Collaboration -- 12.5.4 A Formalized Approach: The Contracting Process -- References -- Index Social responsibility of business Taticchi, Paolo edt Demartini, Melissa edt Erscheint auch als Druck-Ausgabe Taticchi, Paolo Corporate Sustainability in Practice Cham : Springer International Publishing AG,c2020 9783030563431 |
| spellingShingle | Corporate sustainability in practice a guide for strategy development and implementation Intro -- Preface -- Acknowledgements -- Contents -- Editors and Contributors -- Corporate Sustainability: The Big Picture -- 1 How Environmental and Social Issues Affect Business Strategy -- Abstract -- 1.1 Introduction -- 1.1.1 The Impact of a Changing Climate on Business -- 1.1.2 The Impact of a Growing Population on Business -- 1.1.3 The Impact of Wealth Disparity on Business -- 1.2 Conclusions -- References -- 2 The Sustainable Development Goals: A Framework for Business -- Abstract -- 2.1 Introduction -- 2.2 Setting the Scene: How a New Universal Agenda for Sustainable Development Came to Light -- 2.3 Where Are We on Our Journey of Delivering the SDGs? a Sustained Call for Transformation -- 2.4 Embracing Complexity, Diversity and Connectivity: The Need for Systems Thinking and Multi-stakeholder Partnerships -- 2.5 Creating a Shared Vision for Cross-Sector Collaboration Effectiveness: How to Reconcile Conflicting Values and Interests -- 2.6 Working Towards the Global Goals: Multi-stakeholder Partnerships in Practice -- 2.7 How Can Business Can Best Contribute to Systems Change: Towards a Strategic Alignment of Business and Social Goals -- 2.8 Conclusions -- References -- 3 Thinking in Systems: The Long-Term Impacts of Short-Term Business growth -- Abstract -- 3.1 Introduction -- 3.2 System Thinking and Complexity -- 3.3 Short-Term and the Long-Term Exponential Dynamics of Growth -- 3.4 The Exponential Dynamics of Material Growth Is Non-sustainable in a Finite World -- 3.5 The Drivers of Economic Growth and Constraints to a Non-growing Economy -- 3.5.1 Debt Money System -- 3.5.2 Financial Markets and Pension Funds Require Growth -- 3.5.3 Productivity and Technology Growth -- 3.5.4 Projections for Population Growth by Region -- 3.6 Ecosystem Negative Feedback on Economic Growth -- 3.6.1 Energy -- 3.6.2 Agriculture -- 3.6.3 Climate 3.6.4 Planetary Boundaries -- 3.7 Current State of the Energy Transition -- 3.8 Sustainable Development Goals and Growth -- 3.9 What Should a Corporate Do for Running a Sustainable Business Today? -- References -- The Business Case for Corporate Sustainability -- 4 A Modern Definition of Corporate Sustainability -- Abstract -- 4.1 Introduction -- 4.1.1 The Rise of Corporate Social Responsibility (1950-1990) -- 4.1.2 Corporate Social Responsibility in the 1990s and the Triple Bottom Line Concept -- 4.1.3 The Building Blocks of Corporate Sustainability -- 4.1.3.1 Environmental, Social and Governance (ESG) -- 4.1.3.2 The Concept of Creating Shared Value -- 4.1.3.3 A Sense of Purpose in Business -- 4.1.4 Defining Sustainable Value and 'Modern' Corporate Sustainability -- 4.2 Conclusions -- References -- 5 Sustainability Facts -- Abstract -- 5.1 Introduction -- 5.2 The State of Sustainable Business 2018, 2019-Globescan -- 5.3 CEO Study on Sustainability 2019-Accenture -- 5.4 Sustainability's Deepening Imprint 2017-McKinsey & -- Company -- 5.5 Conclusions -- References -- 6 The Link Between Sustainability Investing and Financial Returns: An Asset Management's Perspective -- Abstract -- 6.1 Introduction -- 6.2 Drivers of ESG Adoption in the Asset Management Industry -- 6.3 What is ESG Investing? It is all in the Definition -- 6.3.1 Align with Personal Beliefs (Values Investing) -- 6.3.2 Using ESG to Improve Financial Performance (ESG Integration) -- 6.3.3 Creating a Positive Social Impact (Impact Investing) -- 6.4 Importance of ESG Data--Data Quality and Materiality -- 6.4.1 Data Quality -- 6.4.2 Data Materiality -- 6.5 The Link Between ESG and Financial Performance -- 6.5.1 Values Investing: A Word on 'Sin Stocks' -- 6.5.2 ESG Integration -- 6.5.2.1 Targeting Companies with a Good ESG Profile -- 6.5.2.2 Targeting Companies with an Improving ESG Profile 6.5.2.3 Corporate Engagement and Shareholder Activism -- 6.5.3 Impact Investing -- 6.6 ESG Investing in an Asset Allocation Context -- References -- 7 Sustainable Finance--Integrating Sustainability into Corporate Banking -- Abstract -- 7.1 Introduction -- 7.2 The "Do not" Paradigm--"Excluding" Specific Types of Activities -- 7.2.1 A New Stream of "Excluding" Policies, to Act Against Climate Change -- 7.3 Solutions to Promote Financial Inclusion -- 7.4 The Risk Management Perspective -- 7.4.1 Climate Change Risks and the TCFD -- 7.4.2 Beyond Climate Change, the ESG Framework -- 7.4.3 The Equator Principles for Project Finance -- 7.5 Embedding ESG and Impact Lens into the Credit Value Chain--A Positive Approach to Sustainable Lending -- 7.6 Conclusions--Three Enabling Factors -- 7.6.1 Data Availability -- 7.6.2 Training and Divulgation -- 7.6.3 Governance and CEO Commitment -- References -- Definition and Execution of Sustainable Strategies -- 8 Business' Role in a Changing Society. Key Steps to Deliver a Purpose-Led Strategy that Responds to Climate Change and Social Inequality -- Abstract -- 8.1 Introduction -- 8.2 An Explosion of Challenges -- 8.2.1 The Prominent Challenge of Climate Change -- 8.2.2 Leaving no One Behind -- 8.2.3 Changes in Societal Norms -- 8.2.4 Expectations on Business Have Never Been Greater -- 8.3 Preparing for Change -- 8.3.1 Empowering Employees to Help Design and Deliver Strategic Change -- 8.4 Standing up for Change -- 8.4.1 Advocacy and Integrity-A Way to Earn Trust -- 8.5 Delivering Change Over the Next Decade -- 8.5.1 Business Role in Society and Adopting a Broader Stakeholder Purpose -- 8.5.2 Nurturing Sustainability Competence -- 8.5.3 Mobilising Collaborative Innovation Around a Common Purpose -- 8.6 Conclusion -- References -- 9 How to Approach the Development of a Corporate Sustainability Strategy -- Abstract 9.1 Introduction -- 9.2 Pre-work: Capture the Core Business Strategy -- 9.2.1 Establish the Organisation's Sustainability Profile and Approach to Corporate Sustainability -- 9.3 Why -- 9.3.1 Conduct Stakeholder and Industry Analysis -- 9.3.1.1 Customers and Users -- 9.3.1.2 Competitors -- 9.3.1.3 Suppliers and Business Partners -- 9.3.1.4 Government -- 9.3.1.5 Society -- 9.3.1.6 Employees -- 9.3.1.7 Owners and Shareholders -- 9.3.1.8 Investors -- 9.3.2 Build the Business Case -- 9.3.2.1 The Potential Risk of not Engaging More with Sustainability -- 9.3.2.2 What Are the Opportunities of Engaging More with Sustainability? -- 9.4 What -- 9.4.1 Defining the Ambition -- 9.4.2 Identify a Framework to Structure the Strategy -- 9.4.3 Create Strategic Pillars -- 9.4.4 Conduct a Materiality Assessment -- 9.4.5 Design Sustainability Initiatives -- 9.5 How -- 9.5.1 Change Management: How to Successfully Embed Sustainability Within the Organisation -- 9.5.2 Measurement and Reporting -- 9.5.3 Recognition and Reward -- 9.5.4 Marketing and Branding -- 9.5.5 Resource and Organisation -- 9.5.6 Short-Term Versus Long-Term Outlook -- References -- 10 Sustainability Transformations-From Theory to Practice -- Abstract -- 10.1 Introduction -- 10.2 Sustainability and Organisations: An Evolving Relationship -- 10.2.1 Context -- 10.2.2 What Is Sustainability? -- 10.2.3 From Corporate Social Responsibility to Corporate Sustainability -- 10.3 Becoming a Sustainable Organisation -- 10.3.1 Framing Change -- 10.3.2 Why Change-Sustainability Change Drivers -- 10.3.3 Sustainability Transformation Journeys -- 10.4 Sustainability Strategy as Business Strategy -- 10.5 Realigning Structure to Deliver Strategy -- 10.6 Creating a Sustainability Culture -- 10.7 Implementing Sustainability Through Systems -- 10.8 Developing Sustainability Skills and Capabilities -- 10.9 Challenges 10.10 Conclusion -- References -- 11 The Evolution of Sustainability Reporting: Integrated Reporting and Sustainable Development Challenges -- Abstract -- 11.1 Introduction -- 11.2 Toward Sustainability Reporting -- 11.2.1 A Historical Perspective -- 11.2.2 Defining Sustainability and Sustainability Reporting -- 11.3 The State of the Art -- 11.3.1 Integrated Reporting -- 11.3.2 Integrated Reporting and Sustainable Development Goals -- 11.4 Final Remarks -- References -- 12 Sustainable Supply Chain Management -- Abstract -- 12.1 Introduction -- 12.2 The Evolution of Sustainable Supply Chain Management -- 12.3 SSCM Strategies and Governance Mechanisms -- 12.3.1 The Role of Collaboration -- 12.3.2 The Role of Formalization -- 12.4 Sustainability Leaders -- 12.5 The Case of Barilla -- 12.5.1 Barilla's Corporate Sustainability Strategy -- 12.5.2 Implementation of Sustainability Strategy: Durum Wheat Supply Chain Contracts -- 12.5.3 Supply Chain Contract Structure, Objective and Elements of Collaboration -- 12.5.4 A Formalized Approach: The Contracting Process -- References -- Index Social responsibility of business |
| title | Corporate sustainability in practice a guide for strategy development and implementation |
| title_auth | Corporate sustainability in practice a guide for strategy development and implementation |
| title_exact_search | Corporate sustainability in practice a guide for strategy development and implementation |
| title_exact_search_txtP | Corporate sustainability in practice a guide for strategy development and implementation |
| title_full | Corporate sustainability in practice a guide for strategy development and implementation Paolo Taticchi, Melissa Demartini (Editors) |
| title_fullStr | Corporate sustainability in practice a guide for strategy development and implementation Paolo Taticchi, Melissa Demartini (Editors) |
| title_full_unstemmed | Corporate sustainability in practice a guide for strategy development and implementation Paolo Taticchi, Melissa Demartini (Editors) |
| title_short | Corporate sustainability in practice |
| title_sort | corporate sustainability in practice a guide for strategy development and implementation |
| title_sub | a guide for strategy development and implementation |
| topic | Social responsibility of business |
| topic_facet | Social responsibility of business |
| work_keys_str_mv | AT taticchipaolo corporatesustainabilityinpracticeaguideforstrategydevelopmentandimplementation AT demartinimelissa corporatesustainabilityinpracticeaguideforstrategydevelopmentandimplementation |