Pathway

Innovate

Description

Seek out ways to improve your organization’s sustainability performance by thinking systemically and considering the full lifecycle of your products and services. Develop formal and informal channels to enable your employees to participate in this process.

Practice

Think Systemically

Description

Think systemically: consider the full lifecycle impact of products and services (for example in the design, development, delivery, use, end of life and recommissioning stages) and how decisions made across the business and value chain are connected in terms of their influence on the ecosystems and social systems in which the organization operates

Question

To what extent do you approach understanding your organization's sustainability by assessing connections between environmental and social impacts across the business and the value chain?

Resources


Practice

Explore

Description

Encourage employees to try new things or develop their own solutions, and provide resources to aid them

Question

To what extent do you encourage employees to try new things or develop their own solutions, and provide resources to aid them?

Resources


Practice

Pilot

Description

Make a formal decision to undertake new initiatives or practices as a test or trial with a clear start point, end point, and associated set of evaluative activities

Question

To what extent do you support the formal piloting of sustainability initiatives and projects?

Resources


Practice

Internal Knowledge

Description

Internal knoweldge: encourage the sharing of sustainable ideas and solutions among employees across the organization through internal knowledge networks and communities of practice

Question

To what extent do you encourage and support the exchange of sustainability ideas and solutions among employees across the organization?

Resources

  • Engaging Employees to Create a Sustainable Business

    Drawing on the example of Unilever, authors Paul Polman and CB Bhattacharya discuss what happens when companies encourage and share sustainable ideas and solutions among employees. For example, workers inspired by Unilever’s sustainability slogan “small actions can make a big difference" were able to save  €47,500 and 9.3 tonnes of paper by reducing the end seals of tea bags by 3 millimeters. The article also offers an in-depth explanation of eight important practices for engaging employees in the company’s sustainability journey.
  • Designing Effective Knowledge Networks

    How do leaders leverage knowledge networks to achieve goals? Initial research focused on how knowledge networks could improve the dissemination of evidence regarding childhood and maternal nutrition. The authors then developed a model for knowledge networks, and later validated the model through case studies on ConocoPhillips, the world’s largest independent exploration and production oil company, and Women’s World Banking, a global non-profit that operates in 28 countries. These case studies may provide a useful template for implementing a knowledge network framework within your own organization.

Practice

Improve Operations

Description

Improve operations: improve the sustainability performance of our operations

Question

To what extent have you improved the sustainability performance of your operations?

Resources


Practice

Improve Products and Services

Description

Improve products and services: understand and improve the sustainability of products and services both in terms of their production and their performance

Question

To what extent do you make efforts to understand and improve the sustainability performance of your products and services?

Resources

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