Businesses around the world are increasingly turning to an
exciting new branch of management known as corporate sustainability
management (CSM) to help them better understand and manage their
non-financial performance.
Indeed, what we are witnessing is nothing less than the birth of
a new management function. The main pillar of CSM is the Triple
Bottom Line (TBL), which has been successful as an organizing
principle but a disappointment in practice. This is largely due to
the absence of 'sustainability context' in related measurement,
management and reporting efforts, when for example the monitoring
of a company's use of freshwater resources fails to take into
account the size of related supplies.
This book is the first to introduce a systematic means of
including context in sustainability management and doing effective
CSM. After making the case for why context matters, the book
explains how to do context-based CSM by providing a stepwise,
cyclical blueprint for how to practice it in any organization. This
includes a template for context-based metrics compatible with the
Global Reporting Initiative (GRI), as well as specific examples of
metrics for each of the triple bottom lines.
Practical examples of best practices are presented throughout,
while simultaneously addressing key issues, such as how
organizations can measure performance against context-based
standards when consensus for such standards does not yet exist.
Appendices include tools for developing and applying context-based
metrics, as well as case studies taken from the practice of
context-based CSM at two companies in the United States.
This guide is the essential tool for business and organizational
leaders in all sectors committed to improving their sustainability
performance, with a particular emphasis on measurement, management
and reporting.
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