The Triple Bottom Line: How Today's Best-Run Companies Are Achieving Economic, Social and Environmental Success - and How You Can Too, Revised and Updated

Table of contents

1. Cover Page
2. Praise for The Triple Bottom Line
3. Title Page
4. Copyright
5. Dedication
6. Contents
7. Introduction
8. Part One: The Sustainability Imperative
   1. Chapter 1: A Bitter Aftertaste
      1. Utopia of Chocolate
      2. The Dark Side of an Icon
      3. A Habit of Secrecy
      4. The Hershey Heritage Goes Up for Sale
      5. The Chocolate Hits the Fan
      6. About-Face
      7. Lessons from the Chocolate Mess
   2. Chapter 2: The Sustainability Sweet Spot
      1. Where Profit Meets the Common Good
      2. “Prove It!”
      3. Three Ways Sustainability Enhances Your Business
      4. Additional Business Benefits of Sustainability
      5. Hard Cases
      6. Why Now?
   3. Chapter 3: The Age of Sustainability
      1. Sustainable Business—an Old Idea Made New Again
      2. New Pressures on Business
      3. A Freer World
      4. A More Interdependent World
      5. A Networked World
      6. An Imperiled World
      7. A Socially Conscious World
      8. A Corporate World
      9. A World of Empowered Employees
      10. A World of Investor Activists
      11. A World of Stakeholders
      12. When Global Trends Arrive on Your Doorstep
   4. Chapter 4: Business Responds
      1. Sustainability Reaches the C-Suite
      2. Organizational Support for the Sustainability Movement
      3. Sustainability—a Story of Success and Failure
      4. Reasons for Failure
      5. From Superficial to Systemic Change
      6. A Challenge for Every Manager and Every Department
   5. Chapter 5: The Backlash Against Sustainability
      1. The Cynics: “Sustainability Is Corporate Hype”
      2. The Skeptics: “The Business of Business Is Business”
   6. Chapter 6: Renewing the Penobscot
      1. Giving a Voice to the Critters
      2. Who Owns the Penobscot?
      3. The Industrialization of the Penobscot
      4. “We Are the Penobscot River”
      5. Warfare over the Penobscot
      6. Change in Ownership, Change in Attitude
      7. Swimming Upstream Together
      8. Hammering Out Consensus
      9. Promises Kept
      10. Lessons of the Penobscot Partnership
9. Part Two: How Sustainability Can Work for You
   1. Chapter 7: Where Do You Stand Today?
      1. Determining Where You Stand
      2. Who You Are
      3. What You Do
      4. How You Do It
      5. How Sustainability Applies to Your Industry
   2. Chapter 8: Sustainability Jiu-Jitsu
      1. Risks and Opportunities—the Yin and Yang of Sustainability
      2. Look for Low-Hanging Fruit
      3. Turn Crises into Opportunities
   3. Chapter 9: Shaping Your Sustainability Strategy
      1. Finding the Sweet Spot: Putting Sustainability at the Heart of Your Corporate Strategy
      2. A Map to the Sweet Spot
      3. Minimization and Optimization
      4. Minimization: Pursuing Sustainability by Being Less Bad
      5. Life-Cycle Assessment: Perfecting Business Processes
      6. From Minimization to Optimization: The Sustainable Path to New Profits, New Products, and New Markets
   4. Chapter 10: Implementing Your Sustainability Program
      1. Making Sustainability Operational: Goals, Processes, and Key Performance Indicators
      2. Getting Organized
      3. The Virtual Sustainability Department
      4. Integrating Sustainability into Every Department
      5. Sustainability and Human Resources
   5. Chapter 11: Managing Stakeholder Engagement
      1. Why Stakeholder Engagement Is Essential
      2. Stakeholders Have a Vote on Your Future
      3. Seeing Through Your Stakeholders' Eyes
      4. Who Are Your Stakeholders, Anyhow?
      5. What Do Your Stakeholders Care About?
      6. How Do You Prioritize Your Stakeholders?
      7. Advanced Stakeholder Strategy
   6. Chapter 12: Dealing with Special Stakeholder Challenges
      1. The Many Faces of NGOs
      2. Managing Partnerships with NGOs
      3. Creating Your Own Stakeholders
      4. Engagement with Your Value Chain
      5. Complexities of Responsible Value-Chain Management
      6. Customers as Stakeholders: The Power of Information
      7. Employees as Stakeholders
      8. Using Social Media to Enhance Your Stakeholder Relationships
   7. Chapter 13: Measuring and Reporting Your Progress
      1. Sustainability Metrics—the Unacknowledged Driver
      2. The Global Reporting Initiative
      3. The Costs and Benefits of Reporting
      4. The Hidden Risks of Sustainability Reporting
      5. The Rise of Online and Integrated Reporting
   8. Chapter 14: Aligning Your Culture to Support Sustainability
      1. Sustainability and Corporate Culture
      2. Why Corporate Culture Resists Sustainability
      3. The Three Levels of Corporate Culture
      4. Evaluating Your Existing Culture
      5. Identifying and Overcoming Underlying Assumptions That Hold You Back
      6. Corporate Capabilities That Nurture Sustainability
   9. Chapter 15: The Emerging Multipurpose Company
      1. Sustainability: An Evolving Concept
      2. The Multipurpose Business: Merging Private Profit and Public Good
      3. Big Business and the Multipurpose Model
      4. New Ways to Finance Multipurpose Businesses
      5. New Ways of Measuring Value
      6. Global Problems and Business Opportunities
   10. Appendix: Creating a Sustainability Management System
       1. Key Action Steps
10. Notes
11. Acknowledgments
12. About the Authors
13. Index