Sustainability Footprints in SMEs (eBook)

Lowellyne James is the Course Leader for the MSc Quality Management program at the Aberdeen Business School, an Ambassador of the Chartered Management Institute, founding Member of the Institute of Chartered Accountants Scotland Advisory Panel on Sustainability Activities. He has 15 years work experience ranging from Quality and Safety Management in the Manufacturing Sector to Advertising Management. As part of his continuous professional development he reviews management and technical books on behalf of the Chartered Quality Institute, the Institute of Environmental Management and Assessment and the Chartered Management Institute.

Foreword 3

Acknowledgements 6

Contents 10

Glossary of abbreviated terms 13

1. Introduction 15

2. Sustainability and Corporate Social Responsibility- Context and Definition 28

2.1 Introduction 29

2.2 Definitions and historical context 29

2.3 Defining Sustainability 34

2.4 Embedding Sustainability 37

2.5 Corporate Social Responsibility definitions 40

3. The Dilemma of Sustainability & Corporate SocialResponsibility 46

3.1 Introduction 47

3.2 Philosophical Challenge 49

3.3 Corporate Citizenship or Friedman Logic 55

3.4 The Transition 59

3.5 Cultural Challenge 60

3.6 Strategic Challenge 62

3.7 Strategic Frameworks 66

4. Sustainability Footprints - tools for growth105

4.1 Introduction 106

4.2 Conceptual Framework 107

4.3 Kyoto Protocol and Greenhouse Gases 110

4.4 Emissions Trading 112

4.5 Clean Development Mechanism 114

4.6 Joint Implementation 114

4.7Carbon Footprint Reporting and Greenhouse Gas Reporting115

4.8 Types of Carbon Footprints 116

4.9 Carbon Footprint Standards 119

4.10 DEFRA Guidelines 123

4.11 UK Policy Landscape 126

4.12 Water Footprint and Water Accounting 129

4.13 Social Footprint 131

4.14 Social Standards, Social Accounting and the Social Fingerprint132

4.15 Ecological Footprint Analysis 133

4.16 Criticisms of Footprint Methodologies 134

5. Sustainable Strategic Growth Model - a solution to theSustainability/CSR dilemma 141

5.1 Introduction 142

5.2 Sustainable Strategic Growth Model 145

6. The Politics of Sustainability 154

6.1 Introduction 155

6.2 Background 156

6.3 Challenges - transitioning to a Low Carbon economy166

6.4 Contributions to growth 171

6.5 Critical Success Factors 178

6.6 Summary 190

6.7 Cost Impact 190

6.8 Innovation Impact 191

6.9 Environmental Impact 193

6.10 Stakeholder Impact 195

7. Capital Cooling - sustainable refrigeration and airconditioning engineering 197

7.1 Introduction 198

7.2 Context 202

7.3 Environmental and Legal Challenges 205

7.4 Contributions to growth 209

7.5 Sustainable Performance 233

7.6 Critical success factors 239

7.7 Sustainability/CSR Charter - setting the course withsuppliers and sub-contractors 242

7.8 Summary 256

8. The Log House People - low carbon construction262

8.1 Introduction 263

8.2 Context 264

8.3 Contributions to growth 269

8.4 Critical success factors 276

8.5 Summary 281

9. Moffat Golf Club - Greener Golf 284

9.1 Introduction 285

9.2 Context 286

9.3 Contribution to growth 270

9.4 Critical success factors 285

9.5 Summary 288

10. Rabbies Travel - carbon friendly sightseeing andtours 293

10.1 Introduction 294

10.2 Context 296

10.3 Contribution to growth 293

10.4 Critical success factors 309

10.5 Summary 313

Conclusions 337

Bibliography 343

Index 378