Metrics, Compensation and Culture in Corporate Sustainability
Sustainability professionals need more than passion and great ideas – they must be experts in all aspects of business operations. A successful change agent understands what drives each department within an organization and what issues are important to individual decision makers. When ideas are framed within the context of each departmentâs goals (e.g. financial, health and safety, brand enhancement), sustainability professionals can make those around them shine, thus increasing support for their initiatives. Finding allies and achieving sustainability goals becomes much easier when people in all departments can easily answer the question, âWhy is sustainability good for me?â
Better Clarity in the Vision
But letâs be real â framing all ideas within the context of the goals of each individual department in an organization is a daunting task and certainly not a long term solution. The metrics of corporate sustainability must change and move beyond traditional revenues and margins. We need to better define sustainability in a holistic way that goes beyond simply reducing waste, water and energy and we must define metrics to support our vision. Corporate sustainability measures must be broadened to include improvements in labour practices, reductions in supply chain toxicity, protection of biodiversity and innovation that leads to cradle-to-cradle solutions.
Grease the Wheels
With this new definition in place and supported in tangible ways by senior leadership, the next step is obvious. Grease the wheels by providing clear signals that reward individuals when they take strides towards making the organization more sustainable. Employees must know with absolute certainty that finding and implementing greater sustainability in their particular job will benefit them directly in terms of compensation and/or the opportunity to be recognized and promoted within the organization. When compensation and vision are clearly aligned, the more intangible benefits of sustainability will emerge; the organization will become more creative and innovative in the way that it conducts business. Connect the dots and youâll find greater profitability.
Itâs the People
There will be little time to rest; competitors will be watching and will quickly copy what they see. But it wonât matter, because the real benefits to the organization are with the social capital that is being developed internally â a culture of innovation. While your competitors are copying your last idea, with no âfirst to marketâ PR benefits, your organization will be well on its way to the next innovation.
Corporate leaders who truly understand the changing economy recognize that there is little need to be possessive of proprietary information that could easily be duplicated by competitors, because true value now lies in a far more elusive commodity, an innovative and engaged workforce. This idea is clearly expressed by Charlie Eitel of Interface, âWeâll give our competitors our whole playbook â but they canât execute it! Iâll tell you every play Iâm going to run against you but you canât beat me! Do you know why? You donât have my people; you donât have my process; you donât have my discipline; and you donât have my culture!â (The Natural Step for Business, Natrass and Altomare, 1999).
The next TSSS event will be April 4, 2012:Moving Beyond Waste, Water, Energy. At the event, Dr. Blair Feltmate, Director of Sustainability Practice, University of Waterloo, will explore this idea as he presents cutting edge research that will soon become the standard used by progressive companies to set goals and drive new behaviors towards greater sustainable performance.
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