MARC details
| 000 -LEADER |
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| fixed length control field |
06088 a2200229 4500 |
| 008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION |
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160803b2012 xxu||||| |||| 00| 0 eng d |
| 020 ## - INTERNATIONAL STANDARD BOOK NUMBER |
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| International Standard Book Number |
9780865717121 |
| 082 ## - DEWEY DECIMAL CLASSIFICATION NUMBER |
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| Classification number |
658.4083 |
| Item number |
W4N3-2012 |
| 100 ## - MAIN ENTRY--PERSONAL NAME |
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| Personal name |
Willard, Bob |
| 9 (RLIN) |
335306 |
| 245 ## - TITLE STATEMENT |
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| Title |
The New sustainability advantage: seven business case benefits of a triple bottom line |
| Statement of responsibility, etc. |
Willard, Bob |
| 250 ## - EDITION STATEMENT |
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| Edition statement |
10th ed |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. |
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| Place of publication, distribution, etc. |
Canada |
| Name of publisher, distributor, etc. |
New Society Publications |
| Date of publication, distribution, etc. |
2012 |
| 300 ## - PHYSICAL DESCRIPTION |
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| Extent |
xix, 203 p. |
| 504 ## - BIBLIOGRAPHY, ETC. NOTE |
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| Bibliography, etc. note |
Table of Contents:<br/><br/>Introduction<br/>Sustainability Strategies Are Smart Business Strategies <br/>The Premise <br/>Definitions, Terminology, and Frameworks <br/>Definitions of a Sustainable Society <br/>Snorkeling in the Terminology Swamp <br/>Our Unsustainable Take-Make-Waste Business Model <br/>Elephant #1 in the Board Room: Growth <br/>Elephant #2 in the Board Room: Overconsumption <br/>A Sustainable Borrow-Use-Return Business Model <br/>The Five-Stage Sustainability Journey to a Sustainable Enterprise <br/>Stages 4 and 5: Similar Behaviors, Different Motivations <br/>The Four-Step Transformation from Stage 3 to Stage 4 <br/>The Need for a Relevant, Aligned Business Case <br/>Aligned with Existing Business Priorities <br/>Aligned with the Standard Value Chain Framework <br/>Aligned with the Income Statement Framework <br/>Possibilities for Two Typical Companies <br/><br/>Benefit 1 Increased Revenue and Market Share <br/><br/>Revving-Up Revenue <br/>More B2C and B2B Revenue from a More Sustainable Brand <br/>New Revenue from New Green Products <br/>New Revenue from Services and Leasing <br/>Potential Top-Line Totals <br/>Benefit 2 Reduced Energy Expenses <br/>The Lowest-Hanging Fruit <br/>Saving Energy in Buildings: An Inside Job <br/>Computing Energy Savings in IT <br/>Driving Energy Savings in Transportation <br/>Renewing Energy Savings with Substitutions <br/>The Secret Sauce of Eco-Efficiency Savings: Engaged Employees <br/>Potential Energy Expense Savings <br/><br/>Benefit 3 Reduced Waste Expenses <br/><br/>In Bed with Embedded Waste <br/>The Four-Factor Formula for the Full Cost of Waste <br/>Company Efforts to Avoid Waste <br/>Bonus: Revenue from Selling Waste <br/>Potential Waste Savings Help Build a Sustainability Capital Reserve <br/><br/>Benefit 4 Reduced Materials and Water Expenses <br/><br/>Saving Natural Capital Saves Financial Capital <br/>Savings from Dematerialization <br/>Savings from Substitutions <br/>Savings from Recycling and Reusing Onsite Waste <br/>Savings from Product Take-Back/Closed-Loop Systems <br/>Savings on Water <br/>Savings on Consumables and Paper <br/>Potential Materials Savings Help Build a Sustainability Capital Reserve <br/><br/>Benefit 5 Increased Employee Productivity <br/><br/>Purpose Powers Performance <br/>Engagement Drives Business Results <br/>Engagement Enables Productivity and Innovation <br/>CSR Programs Promote Productivity and Engagement <br/>Volunteerism Vaults Employee Engagement and Productivity <br/>Increased Productivity from Reduced Absenteeism <br/>Increased Productivity from More Telecommuting and Less Travel <br/>Increased Productivity from Green Buildings <br/>Increased Productivity and Innovation from Improved Collaboration <br/>Increased Productivity and Innovation from Higher Engagement <br/>Potential Increased Employee Productivity and Innovation <br/><br/>Benefit 6 Reduced Hiring and Attrition Expenses <br/><br/>The War for Talent Still Rages <br/>A Sustainable Enterprise Is a Talent Magnet <br/>Contents note continued: Paying the Price for Voluntary Turnover <br/><br/>Benefit 7 Reduced Risks <br/><br/>Standard Two-Part Business Case <br/>Four Categories of Risk <br/>Mitigating Strategic Risks That Could Erode Revenue <br/>Risk to Revenue from Poor Reputation on Energy and Carbon Management <br/>Risk to Revenue from Poor Reputation on Water Management <br/>Risk to Revenue from Poor Reputation on Materials and Waste Management <br/>Risk to Revenue from Poor Reputations of Suppliers or Customers <br/>Risk to Revenue from Poor Reputation on Ecosystem Damages <br/>Risk to Revenue from Less Competitive Prices <br/>Risk to Revenue from Sudden Disruptions in the Value Chain <br/>Mitigating Operational Risk That Could Increase Expenses <br/>Risk of Higher Cost of Energy <br/>Risk of a Price on Carbon <br/>Risk of Increased Cost of Waste <br/>Risk of Higher Cost of Water and Materials <br/>Risk of Higher Cost of Capital <br/>Risk of Higher Voluntary Turnover and Lower Employee Productivity <br/>Mitigating Compliance Risk <br/>Mitigating Financial/Stock Price Risk <br/>Potential Burning Platform of Risks <br/>Conclusion <br/>Potential Bottom-Line Benefits for M&D Corp <br/>Potential Bottom-Line Benefits for Sam's Solutions <br/>What's In It for Me (WII-FM)? <br/>What about the Costs? <br/>Why the Business Case Is Hopeless <br/>Why the Business Case Is the Perfect Path to the Tipping Point.<br/><br/> |
| 520 ## - SUMMARY, ETC. |
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| Summary, etc. |
The New Sustainability Advantage shows 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 Advantage proves that the quantified business case for sustainability is more compelling than ever before. <br/><br/>(http://www.newsociety.com/content/advancedsearch) |
| 650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM |
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| Topical term or geographic name entry element |
Management - Environmental aspects |
| 650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM |
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| Topical term or geographic name entry element |
Sustainable development reporting |
| 650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM |
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| Topical term or geographic name entry element |
Business enterprises - Environmental aspects |
| 650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM |
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| Topical term or geographic name entry element |
Environmental protection - Economic aspects |
| 650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM |
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| Topical term or geographic name entry element |
Sustainable development |
| 942 ## - ADDED ENTRY ELEMENTS (KOHA) |
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| Source of classification or shelving scheme |
Dewey Decimal Classification |
| Koha item type |
Book |
