The Triple Bottom Line: How Today's Best-Run Companies Are Achieving Economic, Social and Environmental Success--and How You Can Too
Andrew W. Savitz
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The classic guide to sustainability strategy and implementation—updated for today's businessesTo ensure business success, companies must embrace sustainable management. Firms need to find the overlap between business interests and the interests of society and the environment before they can secure a lasting competitive edge. By making the case for sustainability as a fundamental business practice, The Triple Bottom Line became an instant classic when first published in 2006, showing a generation of business leaders how to find their sustainability sweet spot—where profitability merges seamlessly with the common good. Now updated with ground-breaking stories of successes and failure, this revision of The Triple Bottom Line is a critical resource for all managers and leaders.
• Features in-depth success stories of sustainability practices at major firms such as Wal-Mart, GE, DuPont, American Electric Power, and PepsiCo—and shows why companies such as BP and Hershey continue to fail
• Draws on Andy Savitz's 25 years of pioneering consulting and research in the field
• Includes all-new reporting and analysis on the practice of sustainability and the triple bottom line in business today, providing new insights on where sustainability is headedThe Triple Bottom Line is essential reading for any firm to meet the challenge of creating lasting value for both shareholders and society.
that the company is supposed to inform the union when a major change like a sale is in the works. They never said a word to us.”15 Local folks also wondered: Why had Hershey kept them completely in the dark? That isn't how people in small-town America treat their friends and neighbors . . . unless they are ashamed or embarrassed about what they are doing. In retrospect, some Hershey residents felt that the decision to sell the company must have been in the works for months. CEO Rick Lenny had
than the typical for-profit venture capital firm. The expected payback or exit term for an Acumen investment is seven to ten years. As the fund's website observes, “Patient capital is a third way that seeks to bridge the gap between the efficiency and scale of market-based approaches and the social impact of pure philanthropy.”9 In its decade-plus of operations, Acumen Fund has invested in more than ninety organizations in eight countries, ranging from a Kenya-based company that manufactures
sustainable economic performance on the national level include the Better Life Index created by the Organization for Economic Cooperation and Development, and the UN's Human Development Index, which tracks national progress in health, education, and income. These new macro-economic measures echo the same theme reflected in the proliferation and growing sophistication of multipurpose businesses: The purpose and value of business cannot be measured by profit alone. The confluence of all the trends
wind, hydroelectric, and geothermal power. Both initiatives embody migration toward the northeast corner of the map, where both profitability and social benefit are higher. Both small and large companies have changed their businesses to move further toward the northeast corner of the sustainability map. Country Lanes is a tiny UK tour company that offers day trips and holiday travel, by bicycle or on foot.4 Patrons must somehow find their way to the rendezvous point at which the tour begins.
consumers in Asia is an exciting prospect (and a fantastic business opportunity for the world's automakers). But it's also a daunting economic and environmental challenge. Where will the world get the energy to move all those new cars—to say nothing of the metal, glass, plastic, and other materials needed to manufacture them and the landfill space to dispose of them? The smartest, most strategic way for the auto industry to respond to this planet-altering challenge is to figure out how to design