“Do good and you will do well!” pundits and companies often assert. While the tagline sounds great, the reality is that many companies struggle to
connect sustainability with core business goals such as increasing sales, reducing
costs, or reducing risks. As a result, sustainability departments are often seen as
tangential to the core business, and annual CSR reports are mostly filled with
anecdotal feel good stories. More often than not, environmental impacts, costs, and risks are mostly hidden and do not show up in companies’ main accounting systems. As long as a CFO or Procurement Officer does not have visibility on such costs and risks in financial terms, the environment will at best remain a Chief Sustainability Officer issue.
The good news is that change is underway, mostly driven by buyers recognizing their
own costs and risks from environmental impacts and asking their suppliers to be a
part of reduction efforts, as seen in recent efforts by large retailers and
organizations like the US Department of Defense.
Download the new white paper from Enviance to learn how a Fortune 100 company is responding to buyer pressure and effectively connecting sustainability and profitability, with a rigorous accounting of sustainability impacts, costs, and risks. You will also learn about the 4 KEY STEPS to make sustainability departments integrated partsof core business operations.
To download the white paper click here.
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