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“I am not a product of my circumstances. I am a product of my decisions.”
~ Stephen Covey
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Decisions, decisions, decisions – and they don’t stop with Sustainability. In fact, they place executives and executive decisions on the carpet each time they make financial corporate decisions. Although the complexity of the enterprise can be simplified, decision-making that considers more than financial consequences can put social and environmental levels in a tug of war – moving away from a financial centric decision to a Sustainability decision that reflects a holistic perspective.

Most of today’s executives were indoctrinated under the economic doctrine of Dr. Milton Friedman. Friedman, who has argued that the primary responsibility of business is to make a profit for its owners, albeit while complying with the law. According to this view, the self-interested actions of millions of participants in free markets will, from a utilitarian perspective, lead to positive outcomes for society. If the operation of the free market cannot solve a social problem, it becomes the responsibility of government, not business, to address the issue.[1]

Friedman also argued against CSR. He believed that management is to make as much money as possible within the limits of the law and ethical customs. He argued that the primary responsibility of business is to make a profit for its owners, albeit while complying with the law. According to Friedman, an agency theory perspective implies that CSR was a misuse of corporate resources that would be better spent on valued-added internal projects or returned to shareholders. It also suggested that CSR was an executive perk, in the sense that managers use CSR to advance their careers or other personal agendas[2]. If the operation of the free market cannot solve a social problem, it becomes the responsibility of government, not business, to address the issue[3].

So why would any executive or owner want to take a journey that could be more complex, filled with harder decisions, juggle the tensions between stakeholders and shareholders and for what? I think Ray Anderson said it best; “And I have not mentioned the value of a tree and removing carbon dioxide, a greenhouse gas, from the atmosphere, sequestering carbon, and producing oxygen for us to breathe, nor the songs of birds that are heard no more where the forests used to be. Neither have I mentioned the disease spreading insects that now proliferate unchecked because of the birds, their predators are gone, resulting in an increase in encephalitis in the children of the region. So you see, there are serious questions to be raised about the traditional calculation a profit on the sale of timber harvested from clear-cut forest.”[4] So, we are all products of our decisions and Sustainability is a commitment to do the right thing.

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[1] CORPORATE SOCIAL RESPONSIBILITY, Reference for Business; Encyclopedia of Small Business; Retieved: 12 Sep 2011
[2] McWilliams, Abagail; Siegel, Donald S. and Wright, Patrick M.; Corporate Social Responsibility: Strategic Implications; Journal of Management Studies 43:1 January 2006
[3] Corporate Social Responsibility, Reference for Business; Encyclopedia of Small Business; Retrieved: 12 Sep 2011
[4] Anderson, Ray C.; Mid-Course Correction, Chelsea Green publishing Company, White River Junction, Vermont, 3rd printing September 2005

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Owners, Executive and other Leaders are investigating a global world concerned about Sustainability, that type of understanding can be difficult to obtain. In early December 2013, I published my second book entitled “Building a Bridge to Benefits”. If you are interested in reading about the book or want to purchase copies today, here is the link to CreateSpace, an Amazon company, go to: Building a Bridge to Benefits –  Password: book2013  Discount: A37ZVRKK
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Contact information and Services
A Certified Sustainability and Quality consultancy
•    Sustainability and Quality Consulting
•    Sustainability and Quality Workshops
•    Sustainability and Quality Speaking Engagements

Jarvis Business Solutions, LLC

Toll Free: (888) 743-3128
Email: Ralph.Jarvis@JarvisBusinessSolutions.com
Web site: http://www.JarvisBusinessSolutions.com

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“Effective leadership is not about making speeches or being liked;
leadership is defined by results not attributes.” ~Peter Drucker
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United States leadership, policies and strategies must be forthcoming not only to renew the American Economy, but eliminate uncertainties in our country that has hindered our economic restart. America needs to examine the major national security issues, provide opportunities to domestic and global challenges, apply pro-US foreign policy and applying sage policies supporting Sustainability facing the United States in global marketplace.

The Real Challenges to Growth by Michael Spence looks at many of these issues and asks what could be addressed in a increasing competitive global marketplace that would also lay the underpinnings for future prosperity and influence.

Michael Spence is a Nobel laureate in economics, is professor of economics at NYU’s Stern School of Business, and a distinguished visiting fellow at the Council on Foreign Relations: http://blogs.cfr.org/renewing-america/2014/01/23/the-real-challenges-to-growth/

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Building a bridge to benefits thumbnail

Owners, Executive and other Leaders are investigating a global world concerned about Sustainability, that type of understanding can be difficult to obtain. In early December 2013, I published my second book entitled “Building a Bridge to Benefits”. If you are interested in reading about the book or want to purchase copies today, here is the link to CreateSpace, an Amazon company, go to: https://www.createspace.com/4532590
______________________________________

Contact information and Services
A Certified Sustainability and Quality consultancy
•    Sustainability and Quality Consulting
•    Sustainability and Quality Workshops
•    Sustainability and Quality Speaking Engagements

Jarvis Business Solutions, LLC

Toll Free: (888) 743-3128
Email: Ralph.Jarvis@JarvisBusinessSolutions.com
Web site: http://www.JarvisBusinessSolutions.com

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“There’s an awful lot of talented people in this country and a lot of them put their own money into trying to break through. But because they haven’t got the knowledge or the business expertise to do it, they fail.” ~Steve Betts
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Originating from NSA and US military needs of analyzing a changing environment in today’s world, VUCA is a methodology that helps assess the environment. It is based on these four phases:

  • Volatility. The nature and dynamics of change, and the nature and speed of change forces and change catalysts.
  • Uncertainty. The lack of predictability, the prospects for surprise, and the sense of awareness and understanding of issues and events.
  • Complexity. The multiplex of forces, the confounding of issues and the chaos and confusion that surround an organization.
  • Ambiguity. The haziness of reality, the potential for misreads, and the mixed meanings of conditions; cause-and-effect confusion.

Understanding the VUCA World
September 16, 2013
Bob Johansen, of the Institute for the Future, with David Small, VP of Global Talent at McDonald’s Corporation, introduce the concept of the VUCA (volatile, uncertain, complex, ambiguous) World, and the four strategies to counteract it.

Follow this link: http://www.cvdl.org/blog/understanding-vuca-world/
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Building a bridge to benefits thumbnail

Owners, Executive and other Leaders are investigating a global world concerned about Sustainability, that type of understanding can be difficult to obtain. In early December 2013, I published my second book entitled “Building a Bridge to Benefits”. If you are interested in reading about the book or want to purchase copies today, here is the link to CreateSpace, an Amazon company, go to: https://www.createspace.com/4532590
______________________________________

Contact information and Services
A Certified Sustainability and Quality consultancy
•    Sustainability and Quality Consulting
•    Sustainability and Quality Workshops
•    Sustainability and Quality Speaking Engagements

Jarvis Business Solutions, LLC
Toll Free: (888) 743-3128
Email: Ralph.Jarvis@JarvisBusinessSolutions.com
Web site: http://www.JarvisBusinessSolutions.com

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“The energy of the mind is the essence of life.” ~Aristotle
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Photovoltaic (PV) panels are commonly considered inefficient with future hopes for improved construction, design and efficiencies to accumulate available solar energy and convert to into electricity. It is considered a panacea for energy needs and provide electricity to remote areas around the world. But one state, Hawaii, is becoming a testbed and example of the needs of customers and the role of the public energy utility.

Please read this article in Scientific American for more details: http://www.scientificamerican.com/article.cfm?id=a-solar-boom-so-successfull-its-been-halted

______________________________________

Building a bridge to benefits thumbnail

Owners, Executive and other Leaders are investigating a global world concerned about Sustainability, that type of understanding can be difficult to obtain. In early December 2013, I published my second book entitled “Building a Bridge to Benefits”. If you are interested in reading about the book or want to purchase copies today, here is the link to CreateSpace, an Amazon company, go to: https://www.createspace.com/4532590

______________________________________

Contact information and Services
A Certified Sustainability and Quality consultancy
•    Sustainability and Quality Consulting
•    Sustainability and Quality Workshops
•    Sustainability and Quality Speaking Engagements

Jarvis Business Solutions, LLC
Toll Free: (888) 743-3128
Email: Ralph.Jarvis@JarvisBusinessSolutions.com
Web site: http://www.JarvisBusinessSolutions.com

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“To be thrown upon one’s own resources, is to be cast into the very lap of fortune; for our faculties then undergo a development and display an energy of which they were previously unsusceptible” ~ Benjamin Franklin


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A study from the US Department of Energy answered many questions discussed in the article cited below and highlight future needs for more investigation to help power generation owners insight on deciding to retrofit or rebuild power plants. Even though system-wide impacts of cycling are modest, an individual unit could suffer higher than average cycling. Plant owners in this situation will want to know whether they should retrofit their unit or change their operations to better manage cycling at a lower overall cost. Ongoing work includes research on potential retrofits or operational strategies to increase the flexibility of fossil-fueled generators. This includes analysis of the costs and benefits of retrofitting existing plants for options such as lower minimum generation levels or faster ramp rates.

Additional analysis work that would illuminate the impacts of cycling and further compare wind and solar includes the following:

  • Market impacts on fossil-fueled plants: How do increased O&M (operations and maintenance) costs and reduced capacity factors affect cost recovery for fossil-fueled plants? What market structures might need revision in a high wind and solar paradigm? How do the economics look for those plants that were most affected?
  • Fuel-price sensitivities: How are operations and results affected by different fuel prices for coal and gas?
  • Different retirement scenarios: How are operations and results affected if significant coal capacity is retired or if the balance of plants is flexible versus inflexible?
  • Storage: Does storage mitigate cycling and is it cost effective?
  • Impacts of dispersed versus centralized PV (photovoltaic): How does rooftop versus utility-scale PV affect the grid?
  • Reserves requirement testing to fine tune flexibility reserves: What confidence levels of flexibility reserves are most cost effective and still retain reliable grid operation?
  • Scenarios with constrained transmission build-outs: If transmission is constrained, what is grid performance and how is cycling affected?
  • Reserve-sharing options: How do different reserve-sharing options affect grid operations?
  • Increased hydro flexibility and modeling assumptions: How does flexibility in the hydro fleet affect grid operations and what is the impact on cycling?
  • Hurdle rates to represent market friction: With higher hurdle rates to mimic less BA (balancing authority) cooperation, how are grid operations and cycling affected?
  • Comparison of the detailed 5-minute production simulation modeling with cycling costs to hourly production simulation modeling without cycling costs: How much more accurate is the detailed modeling?
  • Gas supply: Is additional gas storage needed? How does increased wind/solar affect gas scheduling and supply issues?

Dr. Greg Unruh tells me that in years past the financial benefits of energy management might have “looked minor compared to investing in new product development or a new marketing campaign.” But now, he says, with the price of energy going up, the economics of energy management become “much more interesting.” As a unit of energy goes up in price, “it cuts the payback period” for an energy-management project[1].

For more information, read this article for more information: How to save $7 billion by greening up the grid

Footnote:
[1] Al Bredenberg; Energy and Carbon Management Are Increasingly on Manufacturers’ Radar; ThomasNet http://news.thomasnet.com/green_clean/2012/08/27/energy-and-carbon-management-are-increasingly-on-manufacturers-radar/; August 27th, 2012

When Science and Business Create Cleaner Energy:  How to save $7 billion by greening up the grid

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“As application inter-operability and cloud computing become new IT standards, expect Sustainability applications that harness big data by integrating with existing business systems to become commonplace.” ~ Patti Prairie, author of “Biomimicry”
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In today’s world of analytics from intelligence gathering, to business analysis, to gathering data on rain forests and its inhabitants; Big Data has been acknowledged for decades. For example, in Biosphere 2, an Earth research facility that is now owned by the University of Arizona, data is collected in each environmental habitat. Whether it is water, electricity used, humidity, water salination in their pools, or other habitat variables; they are all measured to understand how ecosystems work.

Biosphere 2 contained representative biomes: a 1,900 square meter rainforest, an 850 square meter ocean with a coral reef, a 450 square meter mangrove wetlands, a 1,300 square meter savannah grassland, a 1,400 square meter fog desert, a 2,500 square meter agricultural system, a human habitat, and a below-ground infrastructure. Heating and cooling water circulated through independent piping systems and passive solar input through the glass space frame panels covering most of the facility, and electrical power was supplied into Biosphere 2 from an onsite natural gas energy center. [see footnote]

 
For more information, read this article from HBR’s Blog: Does Bigger Data Lead to Better Decisions?

Footnote: UASCIENCE Fast Facts

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 “Usually, if you’re greening an industrial process, it means you’re turning waste into profit.”
~ Amory Lovins
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William McDonough, one the co-authors of Cradle-to-Cradle that is widely acknowledged a one of the most important environmental manifestos of our time, once said; “You don’t filter smokestacks or water. Instead, you put the filter in your head and design the problem out of existence.” Whether you are designing a new LEED building, designing an end-of-life process or simply integrating CSR into your Strategic Planning framework, the idea is the same; “you put the filter in your head and design the problem out of existence.”

The percentage of companies reporting a profit from their Sustainability efforts rose 23 percent last year, to 37 percent, according to the most recent global study by the MIT Sloan Management Review (MIT SMR) and the Boston Consulting Group (BCG[1]).

The extent to which a company incorporates Sustainability concerns into its business model often correlates with its increase in profit, the survey found. For example, 50 percent of respondents said they profited by changing three or four business model elements to reflect more sustainable practices, while 60 percent said they profited by including Sustainability as a permanent fixture in their management agenda[2].

This is an excerpt of my new book “Building a Bridge to Benefits”. Publication date is scheduled for November 2013 and is planned to be available on Amazon. More to come …
_____________________________________________________________________
Jarvis Business Solutions, LLC
Contact Information
Email: Ralph.Jarvis@JarvisBusinessSolutions.com
Blog: http://horizons.JarvisBusinessSolutions.com
Web site: http://www.JarvisBusinessSolutions.com
LinkedIn: http://www.linkedin.com/in/corporatesocialresponsibility/

Lead Smart, Endless Opportunities when Sustainability is driven by Lean Six Sigma
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Footnotes
[1] Kiron, David; Kruschwitz, Nina; Haanaes, Knut; Reeves, Martin and Goh, Eugene; Companies Profit From Embracing Sustainability; MIT Sloan Management Review; March 12, 2013
[2] Kiron, David; Kruschwitz, Nina; Haanaes, Knut; Reeves, Martin and Goh, Eugene; Ibid.

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“Pollution is nothing but the resources we are not harvesting. We allow them to disperse because we’ve been ignorant of their value.”  ~  Richard Buckminster Fuller (US engineer and architect)
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As a methodology that pursued to improve an enterprise, Sustainability has been available for about two decades. Its savings come from reducing wastes, conserving energy and water; while ensuring compliance. On the other hand, Quality has been applied and institutionalized in corporations around the globe for over a century. Its savings come from removing waste of time, eliminating defects, identifying where the issues are, and fixing it one time to eliminate “fire fighting”. Why wouldn’t any executive want to consider Sustainability with Qaulity as the spine for expanding that functionality? A survey from the UN Global Compact and Accenture found what contemporary CEOs are thinking:
•    96% of CEOs believe that Sustainability issues should be fully integrated into the strategy and operations of a company.
•    93% of CEOs believe that Sustainability issues will be critical to the future success of their business.
•    91% of CEOs report that their company will employ new technologies to address Sustainability issues over the next five years.
•    88% of CEOs believe that they should be integrating through their supply chain.
•    86% of CEOs believe see “accurate valuation by investors of Sustainability in long-term investments” as important to reaching the tipping point in Sustainability[1].

From a Sustainability viewpoint, your organization must recognize how it may be detrimental to the environment and society, but more importantly how those behaviors and practices are costly to your enterprise. The acknowledgement of this waste may be surprising. That means looking at a variety of Sustainability considerations (waste, carbon footprint, water, energy, etc.) that are present in your organization and aware to those living in the community.

Now, let us look at the Quality perspective (e.g., Lean and Six Sigma). These methodologies remove other wastes from your organization and compliments your efforts with eliminating Sustainability wastes. In a business context, it is removing other unwanted wastes, unwanted logistics, improving Customer relations, etc. and often times compliment certifications, whether ongoing or planned.

It also ensures that changes are not adrift, but secured and retain gains already identified. Peter Drucker is remembered by this famous quote; “You can only manage what you can measure.” By measuring refinements changes, by your projects that are effectively implemented, your true gains will hit your bottom line. Remember this simple equation for each project:

Optimizing Profitability = Sustainable Development + Quality +Continuous Improvement + Secured Gains

The results address current CEOs beliefs, as well as, uncovering new opportunities that had not been anticipated. Strategies will be better integrated, establish a common understanding of how Sustainability and Qaulity will be critical to their success in the future, leverage new technology, integrate methodologies into supply chain processes, and favorably impact the financial investment image of your corporation. As Drucker also said; “What’s measured improves.”

Sustainability indicators have proliferated globally. More than 3,500 organizations in more than 60 countries, for example, use the Global Reporting Initiative’s (GRI) voluntary Sustainability standards report on their environmental, social, and governance (ESG) performance. Sustainability and related certification standards have met important needs. They have heightened corporations’ awareness of their impact on society and triggered meaningful improvements in social and environmental performance.[2]

This is an excerpt of my new book “Building a Bridge to Benefits”. Publication date is scheduled for November 2013 and is planned to be available on Amazon. More to come …
_____________________________________________________________________
Jarvis Business Solutions, LLC
Contact Information
Email: Ralph.Jarvis@JarvisBusinessSolutions.com
Blog: http://horizons.JarvisBusinessSolutions.com
Web site: http://www.JarvisBusinessSolutions.com
LinkedIn: http://www.linkedin.com/in/corporatesocialresponsibility/

Lead Smart, Endless Opportunities when Sustainability is driven by Lean Six Sigma
_____________________________________________________________________

Footnotes
[1] A New Era of Sustainability, UN Global Compact – Accenture CEO Study 2010
[2] Porter, Michael E.; Hills, Greg; Pfitzer, Marc; Patscheke, Sonja and Hawkins, Elizabeth; Measuring Shared Value
How to Unlock Value by Linking Social and Business Results; June 2011, p. 9

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“Courage is of no value unless accompanied by justice; yet if all men became just, there would be no need for courage.”
~ Agesilaus the Second 443 ~ 359 BC, King of Sparta 401-360 BC
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I have had my graduate students ask what are non-governmental organizations (NGOs) and why should they be considered as an externality to a corporate organization? A better question might be: Does a business-to-NGO (B2N) relationship exist and should we beware of outside agendas?

First, what is an NGO? The term originated from the United Nations, and normally refers to organizations that are not a part of a government and are not conventional for-profit businesses. In the United States, NGOs are typically nonprofit organizations. The term is usually applied only to organizations that pursue wider social aims that have political aspects, but are not openly political organizations such as political parties.

Second, the term “externality” originated from an economic perspective: a side effect or consequence of an industrial or commercial activity that affects other parties without this being reflected in the cost of the goods or services involved, such as the pollination of surrounding crops by bees kept for honey.

In a Sustainability context, it takes another meaning: Externalities occur when a third party incurs unintended consequences from the market behaviors of others. Externalities can be either negative (pollution, waste clean-up fees that a community must bear, rather than the generator of the waste), or they can be positive (The Clean Water Act generates positive effects for many who were not involved in enacting the bill).

Sustainability is in its infancy and understanding how to manipulate or replace one technology with another, or use a different best practice over another, or even find a better energy source that is reliable, safe, practical and cost effective can be very complex set of decisions and often require innovative approaches. Business must currently utilize existing energy resources to produce goods and services and create jobs and investments.

But, business is always looking for better ways of working. It now recognizes that energy will have a significant impact on our economy in the next 20-50 years. The 18 September issue of the WSJ states; “Companies are increasingly choosing to generate their own power, rather than buying it from a utility, spurred by falling prices for solar panels and natural gas, and fears of outages.”

Executives clearly understand that continuing to rely on local utilities is a risky decision. They also recognize that alternatives can produce significant tangible benefits for the corporation and energy efficiency is one of  those opportunities. So, when costs for alternative energy sources are available, business will migrate.

There is a raging debate about the importance of carbon energy usage. It is neither clear-cut, nor clearly understood. It is often a discussed in simplified terms, but in reality is interwoven into our biosphere and interacts with other recognized issues: global warming, climate change and increasing rise of emissions. But this is an issue that NGOs, like CDP, embrace and often distort to fit their agenda.

“Companies can only reduce their carbon emissions if they know how and when they are emitting”; says Frances Way, Co-Chief Operating Officer, of the Carbon Disclosure Project (CDP). That may sound good, but as an executive of an NGO, her perspective is neither objective, nor recognizes what has been implemented and successful without her rhetoric.  She sees CDP as the one change agent for businesses and highlights the importance of reducing carbon emissions. The Guardian journalist, Jo Cafino wrote; “Shame on all of you and the other 90 of the 500 largest listed companies in the world that chose not to give CDP the data it requested.”

So, why didn’t business furnish the data? From an executive’s point of view, compliance is not an NGO-business (B2N) function or purpose. Compliance is based on laws and regulations within governments (B2G) that corporations are legally incorporated and obliged to fulfill. But the drum beat by CDP seems to ignore what many of these companies have successfully done. In many ways they are the leaders of change and have begun the journey of reducing their carbon footprint. Had Cafino and Way actually researched a few of the 90 who didn’t report to CDP, they would have found much more.

If CDP read between the lines, Business is saying you are wasting our time. Sustainability is eliminating all waste: waste from external sources, waste from internal sources and waste from external demands that have already been actively pursued. From a Business perspective, their time has already been expended to resolve all of their Sustainability issues, not only carbon. Here are the their top three and what I found through simple searches on the web:

Amazon’s has demonstrated their commitment to energy reduction, thus reducing their carbon footprint:

  • Energy efficient buildings – usually 35-40 percent of energy use is consumed by buildings. Amazon has constructed six new LEEDs Gold certified buildings.
  • Corporate offices in Munich, Germany have been Gold-certified as environmentally friendly by the German Sustainable Building Council
  • Amazon’s fulfillment centers in Indiana, Pennsylvania and Arizona received LEED certification for their commercial interiors.
  • Beijing, China maximizes the use of natural lighting, saving thousands of kilowatt-hours of power usage each month.

Amazon’s program summary: http://www.amazon.com/b?ie=UTF8&node=13786321

Apple: Since 2009, Apple has measured their Environmental Footprint, not only in their buildings, but they approach it systematically. It included their products, supply chain and end of life cycle. It was a holistic approach. A former executive from EPA was brought in to organize and develop those strategies that would effectively benefit Apple not only in terms of carbon reduction, but included benefits in cost reduction, waste elimination, sales opportunities, brand image and incorporating Sustainability into product development and differentiation. In addition, their data centers (which also consumes 25-40 percent of energy in most corporations) are now powered 100 percent by renewable sources (e.g., solar, wind, hydro, and geothermal). Apple’s program: http://www.apple.com/environment/

Facebook is often controversial. Its privacy policies and lack of transparency are often problematic. So, when the issue regarding carbon usage or even applying Sustainability is not clear; therefore, their organization is easy to target its brand image.

So, what is an NGO? CDP is an organization that pursues wider social aims that have political aspects. It could also be viewed as an organization with an suspicious agenda. In this case, it demands information without authority, one that duplicates efforts from the business-government relationship model (B2G). So, in this context, what is the value-added? Maybe CDP should be obliged to apply Transparency themselves?

For those interested in the original articles, their links are provided below:

Original articles

An NGO opinion: Report shows companies still don’t take climate change seriously – CDP analysis reveal lack of action on emissions by top FTSE Global 500 corporations

http://www.theguardian.com/sustainable-business/blog/cdp-report-companies-emissions-failing?goback=.gmp_59299.gde_59299_member_273381545#!

Another NGO opinion: Full disclosure on carbon emissions is the only way to save the planet. Shame on you, Apple, Facebook and Amazon. It is nothing short of a disgrace these three brands and 94 other major corporations refuse to divulge carbon emissions data to global NGO CDP. Read about the 97 brands, including Apple, Facebook and Amazon, which refuse to disclose their carbon emissions

http://www.theguardian.com/sustainable-business/apple-facebook-amazon-carbon-emissions-reporting

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“Productivity is never an accident. It is always the result of a commitment to excellence, intelligent planning, and focused effort.”  ~Paul J. Meyer
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According to Porter and Kramer, “shared value could reshape capitalism and its relationship to society.” It does not replace capitalism, rather it refocuses the areas of responsibilities and opportunities a corporation truly can have. Shared value is directly linked to how Sustainability, blended in Business and Government organizations will be the next wave of transformation. Our complete understanding of shared value is still in its genesis, but the potential is obvious and intuitive. It could very well open doors for efficiency and increased productivity.

It will leverage ingrained methods of innovation and productivity to stem the promote new growth in the global economy. It will be that magic moment, not by screaming “Eureka, I found it!” Rather it will be observed and when the analytical executives opens their eyes to immense human needs that must be met, large new markets to be served, and the internal costs of social deficits and then they will say; “now that’s funny!”

Then, shared value will be recognized as a catalyst for a competitive advantages available for the progressive corporation. Attaining it will require managers to develop new skills and knowledge and governments to learn how to regulate in ways that enable shared value, rather than work against it.

Porter has always thought through ideas and the concept of shared value was a very astute observation to our Sustainability paradigm shift. It is a very good article, well worth the time to read.  Please take a few minutes and read this well written article in the Harvard Business Review: Innovating for Shared Value

_____________________________________________________________________
Jarvis Business Solutions, LLC
Contact Information
Email: Ralph.Jarvis@JarvisBusinessSolutions.com
Blog: http://horizons.JarvisBusinessSolutions.com
Web site: http://www.JarvisBusinessSolutions.com
LinkedIn: http://www.linkedin.com/in/corporatesocialresponsibility/

Lead Smart, Endless Opportunities when Sustainability is driven by Lean Six Sigma
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