LONDON – Sales of ethical clothing in the UK have been hindered by the recession – they fell 15 per cent to £150 million between 2010 and 2011, according to the Cooperative Group’s Ethical Consumer Markets Report 2012.
NEW YORK — In 2013, small business owners will contend with many of the same issues that made it hard to run their companies over the last 12 months. They're also heading into the new year with a lot of uncertainty.
Growing consumer awareness of food production methods and sustainability issues has led to the rise in recent years of ecolabels in the food industry; over 200 seals and logos currently represent some ecological, ethical, ingredient or...
Baptisé Pulse, le nouveau concept imaginé par Body Shop pour ses magasins (déjà appliqué par 300 d’entre eux) propose un Mur des Valeurs où sont affichés ses différents partenariats avec les ONG ainsi qu’un Mur de la Communauté mettant en scène les actions bénévoles de l’équipe de chaque magasin sur sa zone de chalandise.
A Greenpeace study looked into a number of different hazardous chemicals within a broad range of fashion clothes, as either components of materials incorporated within the product, or as residues remaining from the manufacturing process.
Management spotlight: Mike Barry, Marks & Spencer Mike Barry is head of sustainable business at Marks & Spencer. He is part of the team that oversees Plan A, the eco and ethical programme with the ambition to make the company the world’s most sustainable major retailer by 2015. He is also Chair of the World Environment Centre, following six years on the WWF programme committee.
Intégrer des indicateurs de développement durable dans les bilans comptables : tel est l'objectif des défenseurs de la comptabilité verte ou universelle. Une démarche explorée par McDonald's France et Puma.
We are at least 10 years into the corporate sustainability journey now, so what really significant changes have we achieved?
Perhaps the business world has focused on the wrong tasks? Could it be that, despite all the carbon neutrality claims, hundreds of Global Reporting Initiative [GRI] A+ reports and sustainability teams of ten or more people, companies have still not radically redesigned their core products and business models?
I believe that there has been far too much focus on companies wanting to look good, and not nearly enough attention paid to actually performing well.
It’s in the blood of companies to compete, to strive to be better than their peers. That has been the reason for the success of corporate sustainability, because businesses like to vie with each other to be the best in this area. But the end result of all the competition has been to encourage companies to give the impression of looking good while barely changing their ‘business as usual’ model. It’s hard to change the direction of a business, especially in the short term, but a disappointingly low level of achievement has nonetheless characterized the corporate sustainability beauty contest.
An entire industry has been created around this beauty contest, including thousands of labels, corporate responsibility (CR) report design agencies, boutique assurance providers, hundreds of awards with infinite categories, materiality matrix mavericks, investor questionnaires consultants, professional stakeholders looking to ‘engage’ with companies and all manner of membership organizations offering support networks for a hefty fee.
Que pensent les entreprises de l’imprévisible et de ses éventuelles conséquences ? Selon une étude, "l’imprévisible" nous amène sur des terrains inconnus, où nous sentons bien que nos théories habituelles, ont de plus en plus de mal, à être efficaces.
Pretty useful ‘node diagram’ from research paper by Isaksson and Steimle mapping some of the interconnections and interdependencies, and complex relationships, between environmental, social and economic issues.
Changer de paradigme : passer de la « corporate social responsibility » à la « creation of shared value ».
Il y aurait d’un côté la valeur économique, et de l’autre les valeurs sociales, les deux n’entrant que très rarement en contact – sauf pour une lutte à mort.
C’est à cette vision binaire que s’est attaqué Michael Porter, un des professeurs de stratégie d’entreprise les plus reconnus dans le monde, en faisant paraitre, à l’étonnement général, en 2011 un article fondamental intitulé « Creating shared value » dans la Harvard Business Review. Il y faisait deux constats principaux.
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