Majority of businesses approach sustainability in an incremental approach i.e taking cautious calculated low risk steps. This is commendable and recommended approach. It is advised that organizations start small and carry out multiple pilot projects to understand issues, identify barriers and gradually build up their expertise and skills in implementing sustainability programs and projects. However, sustainability cannot operate at the periphery of the organization. It must eventually form the core of what the organization does and that means scaling up sustainability programs and objectives. Sustainability must be approached and aligned with overall business strategy. Indeed, every business strategy must be approached and examined through sustainability lens.

Visit our 3.0 Develop Plan process module to learn more on how to align sustainability objectives with business objectives

How should sustainability be managed? What is the ideal governance structure to manage sustainability programs in the organization? There is no ‘one size fits all’ solution to these questions. However, one thing is certain. Sustainability should not be siloed into a department excluded from core activities of the business particularly, strategy and innovation. Whatever governance structure is adapted, it must ensure that it a is a key driver pushing strategy, innovation, operations and mindsets within the organization.

One recommended solution is to set up a core team of sustainability experts. These are usually cross functional team. Include all departments and functional lines in the core team. The key challenge is involving the sustainability core team in key aspects of organizational operations i.e. new product design and development, strategy crafting and implementation, maintenance and operations and more. The core team must be engaged to provide sustainability perspective in all operational areas of the firm.

So how does an organization embrace and imbibe sustainability within its very fabric of operations? The answer is embedding sustainability into key organizational processes. Technically, sustainability much like quality should be all pervasive. However, for organizations fresh on their sustainability journey, it is recommended that sustainability concerns should be embedded into the key organizational processes of the firm. Let this be a starting point. The challenge lies in identifying key processes. Key processes are processes associated with the core of the business. For example for a manufacturing firm core of the business is manufacturing and design. Likewise for an educational service institute the core processes are admissions, placements, infrastructure maintenance and operations etc. These than should be the focus areas initially. As the organization gains expertise and knowledge, it can be scaled to include support processes as well.

We strongly recommend you review the following two tools. We are certain it can result in new insight and perspective on your current practices.

• Value chain analysis tool
• ISO self assessment tool

Perhaps the biggest challenge here is developing a holistic and systematic approach in managing sustainability concerns. The biggest danger is having a portfolio of fragmented, disconnected sustainability programs and projects with no clear objectives and rationale on how they cumulatively create value for the business. We have designed and created this project precisely to address this concern. Based on ISO 26000-Guidance to Business Social Responsibility and ISO high level structure, our project is process-centric. We have taken great pains to create a simple yet profoundly impactful process model that incorporates not only ISO 26000 requirements but also recommendations and best practices from various sustainability standards i.e. Global Reporting initiative (GRI) as well as traditional business methods and tools i.e. Porter’s value chain model.

We strongly recommend that you review our process model and process modules. It is guaranteed that it will help you improve and scale up your sustainability operations.

• Learn more about Our Project, its vision, mission, values and principles.
• Learn more about the process model
• Learn about the various process modules

Embedding sustainability into the organizational culture is one of the most challenging tasks in integrating sustainable practices. Redefining and incorporating sustainable values and principles is a step in that direction but research shows that it is not sufficient. There is no silver bullet solution to the problem. Rather it is a myriad of initiatives coming together. One thing is certain – organizations must adopt a very pragmatic and real approach to sustainability. Education, training, incentives and reward structures all provide means for initiating and embedding sustainability into the organization.

Another key area is leadership support. The importance of leadership support is perhaps articulated best by these words.

The following are set off pointers to assist in this area.

Walk the talk: leadership within the organization must walk the talk. They need to live up to the sustainability values and principles. This may mean “Dropping projects or activities that — although profitable — are problematic on ESG dimensions.”

Educate and train: Perhaps the biggest hurdle in the sustainability journey is selling the concept of sustainability. It is highly likely that many employees including the leadership are prone to skepticism as to the benefits of pursuing sustainable practices.

Visit our page on the biggest concerns concerning sustainability.

Hence, awareness building via education is key. Such awareness programs should focus on tangible monetized benefits arising from sustainable practices. It means creating the necessary baselines, defining metrics and indicators, and setting in place the required processes to organize, collate and analyze these data.

• Visit our business case page on how to frame a compelling business case for sustainable practices.
• Visit our crafting business strategy page on guidance on how to integrate business strategy with sustainable strategies – aligning the business and sustainability priorities of the firm.

A very important component of education is training. It is crucial that organizations train employees in appropriate frameworks, methodologies and tools.

Visit our resource page on frameworks, methodologies and tools

Have Sustainability Champions in the organization: Generally, having sustainability champions in leadership positions will boost the program and effectiveness and efficacy of the program significantly. This means sustainability must be understood and valued by the senior management of the organization. This can be achieved through leadership orientation programs. Such orientation should be customized for each department and their role. Focus should be on long and short term benefits of such initiatives rather than on technicalities. Focus on the Whys more than the Hows. Remember to monetize all benefits – tangibles and intangibles. Review our guide on making a business case for sustainability <>

Engage with stakeholders: One of the core principles of sustainable business practices is engagement with stakeholders and this the organization must do. Challenge lies in identifying and prioritizing the multitude of stakeholders and defining the level of engagement.

Visit our page for guidance on stakeholder identification, prioritization and engagement.