By Jonathan H. Westover, PhD
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Abstract: This article presents a holistic, multi-pronged approach to effectively implementing sustainability initiatives within an organization. The article argues that sustainability efforts often fail without establishing a solid foundation, including gaining executive commitment by emphasizing the business case and defining clear, measurable goals. Next, internal and external stakeholders must be educated and engaged to build understanding and support. Sustainability should then be systematically integrated into core operations through practices like sustainable procurement and facilities management. Regular measurement and reporting of progress indicators keeps sustainability visible and ensures accountability. Ultimately, the author asserts that sustainability must be cultivated as an enduring part of organizational culture through ongoing communication, recognition of champions, and incentive structures to survive changes in priorities over time. With persistent, strategic work establishing these foundational elements, the article concludes that organizations can meaningfully advance their sustainability performance.
Sustainability has become increasingly crucial for organizations but moving from good intentions to real impact can feel like trying to move a mountain - it's a long, slow process of persistent effort. However, as someone with over a decade of experience consulting with organizations and researching sustainable business practices, I've seen how steady, strategic work over time can meaningfully shift culture and operations.
Today we will explore a holistic, multi-pronged approach grounded in evidence and applied lessons to help sustainability gain momentum in your organization.
Establishing a Strong Foundation
Most efforts to promote sustainability flounder without a solid foundation. The first step is gaining leadership commitment and establishing clear definitions. Research shows executive support is vital, as leaders set organizational priorities and allocate resources (Georgallis, 2017). I've found the most effective way to earn buy-in is through a business case that emphasizes risks and opportunities (Marsiglio et al, 2017). Focusing on cost savings, risk mitigation, brand reputation and attracting talent helps frame sustainability as strategically critical rather than merely philanthropic.
With leadership onboard, the next step is defining what "sustainability" means for your specific organization and setting measurable goals (Recker et al, 2017). Vague aspirations yield little progress, so clarify priorities like renewable energy use, carbon emissions reduction or sustainable product offerings. Goals must be ambitious yet attainable to build confidence and momentum. Internally publish the definitions and goals to communicate priorities and provide a framework for incremental wins.
Educating and Engaging Stakeholders
Once foundations are set, shift focus to educating and involving internal stakeholders. Studies show engaging employees increases sustainability commitment and performance (Lamm et al, 2013). I've found scheduling lunch-and-learns, informative emails and discussion forums helps spread sustainability understanding across departments in low-key ways. Additionally, recognize champions through initiatives like "Sustainability Superstar" awards to incentivize leadership.
External stakeholder engagement is also crucial. Partners, suppliers, investors and customers increasingly demand sustainability and can be powerful forces for change (Barnes et al, 2018). Map stakeholder interests to cultivate priority relationships through tailored communications and collaborative projects. Pursue certifications or publish voluntary reports demonstrating sustainability progress to interested groups (Boiral et al, 2018). Transparency builds trust that supports long-term partnerships critical for moving sustainability from the periphery to the core.
Integrating Sustainability into Daily Operations
The next step is integrating sustainability systematically into operations. Though logistically complex, embedding sustainability criteria into core business functions like procurement, facilities management and product development moves it beyond marginal initiatives (Melville, 2010). For example, in facilities:
Set energy reduction targets and invest in efficiency upgrades like LED lighting and motion sensors.
Switch to renewable energy through on-site solar panels or purchasing renewable energy credits.
Improve waste management through composting and improved recycling infrastructure.
In procurement:
Prioritize local and sustainable suppliers through a ranked vendor evaluation process.
Phase out single-use plastics in cafeterias, offices and shipping in favor of compostable or recyclable alternatives.
In product development:
Design with the end of product life in mind through strategies like designing for disassembly, recyclability or compostability.
Substitute petroleum-based materials for bio-based or recycled content alternatives where possible.
Such operational integration yields significant sustainability gains at relatively low cost compared to later retrofits or non-compliance penalties. The key is slowly weaving sustainability criteria into standard processes through collaborative pilots, rather than top-down mandates (Daily et al, 2012).
Measuring and Reporting Progress
Any journey requires periodic check-ins to ensure travelers stay on course. The same is true for sustainability. Establishing metrics and transparent reporting provides visibility into progress and challenges, and accountability for follow-through (Searcy, 2012). Choose high-level, outcome-based indicators relevant to defined goals, balanced with business priorities. Standard reporting tools include annual sustainability reports referencing recognized frameworks like GRI.
Additionally, implement ongoing performance tracking. For example:
Monthly energy and emissions monitoring through smart meters and utility data analysis.
Quarterly waste diversion rates from internal audits of facilities and cafeterias.
Annual surveys gauging employee understanding and engagement with sustainability initiatives.
Transparently share results across departments and with external stakeholders. Celebrate progress publicly while also highlighting lessons learned from setbacks. Ongoing measurement backed by data-driven reporting moves sustainability from an abstract concept to concrete reality, builds credibility, and sparks continuous improvement.
Cultivating Sustainability as an Enduring Culture
The most difficult yet impactful piece is cultivating sustainability as an integral part of organizational culture. This takes consistently linking sustainability to business values like integrity, responsibility and innovation through routine reminders and symbols (Aguinis & Glavas, 2012). For example:
Profile "Sustainability Superstars" in internal communications to depict sustainability as core to the company story.
Incorporate sustainability check-ins into regular leadership and team meetings beyond siloed "green teams."
Recognize long-serving sustainability champions through promotion opportunities where possible.
Display sustainability accomplishments and ongoing goals prominently on websites and in lobbies.
More deeply, carefully adapt incentive structures to reward cross-functional collaboration on sustainability. For instance, link executive bonuses modestly to achieving sustainability targets (Orlitzky et al, 2003). Also foster two-way knowledge sharing on best practices between organizations to cultivate peer networks that support ongoing progress (Kim et al, 2017). Sustainability must become ingrained organically through subtle cultural evolution, not top-down mandate, to endure shifts in priorities and leadership.
Conclusion
Sustainability presents vast opportunities but moving the needle requires steady, system-wide progress over years. By cultivating leadership commitment, educating stakeholders, integrating operations, measuring impact and cultivating culture, step by step your organization can meaningfully advance sustainability priorities from the periphery to the core. Commit to the journey - incremental wins along the way will reinforce momentum towards a stronger, more resilient future. With diligence and patience, you have the power to shift your organization onto a truly sustainable path.
References
Aguinis, H., & Glavas, A. (2012). What we know and don’t know about corporate social responsibility: A review and research agenda. Journal of management, 38(4), 932-968. https://journals.sagepub.com/doi/10.1177/0149206311436079
Barnes, J., Reshidi, N., Naim, M., & Jackson, T. (2018). Modelling business case for improving sustainability of complex supply networks. Journal of cleaner production, 172, 1673-1684. https://www.sciencedirect.com/science/article/pii/S0959652617317071
Boiral, O., Heras-Saizarbitoria, I., & Brotherton, M. C. (2018). Corporate sustainability and voluntary auditing for small and medium-sized enterprises: a question of ownership and management. Business Strategy and the Environment, 27(8), 1571-1583. https://onlinelibrary.wiley.com/doi/full/10.1002/bse.2205
Daily, B. F., Bishop, J. W., & Govindarajulu, N. (2012). The strategic practices of sustainable business: An organizational behaviour perspective. International Journal of Management Reviews, 14(2), 241-254. https://onlinelibrary.wiley.com/doi/abs/10.1111/j.1468-2370.2011.00307.x
Georgallis, P. (2017). Quality of sustainability reports as an indicator of actual sustainability performance: An empirical analysis. Social Indicators Research, 130(3), 1229-1248. https://link.springer.com/article/10.1007/s11205-016-1253-1
Kim, J. Y., Kim, H. Y., & Lee, M. (2017). Organizational learning, environmental management systems, and sustainability performance: An ethnographic case study. Sustainability, 9(4), 538. https://www.mdpi.com/2071-1050/9/4/538
Lamm, E., Tosti-Kharas, J., & King, C. E. (2013). Empowering employee sustainability: Perceived organizational support toward the environment. Journal of business ethics, 128(1), 207-220. https://link.springer.com/article/10.1007/s10551-013-1827-5
Marsiglio, S., Mancinelli, S., Mancino, A., & Giacoma, C. (2017). Social sustainability in winery businesses: An analysis of Italian case studies. Sustainability, 9(11), 1952. https://www.mdpi.com/2071-1050/9/11/1952
Melville, N. P. (2010). Information systems innovation for environmental sustainability. MIS quarterly, 34(1). https://www.jstor.org/stable/20721426?seq=1#metadata_info_tab_contents
Orlitzky, M., Schmidt, F. L., & Rynes, S. L. (2003). Corporate social and financial performance: A meta-analysis. Organization studies, 24(3), 403-441. https://journals.sagepub.com/doi/10.1177/0170840603024003910
Recker, J., Rosemann, M., Indulska, M., & Green, P. (2017). How does business process management positively impact organizational performance? Creating a hypothesis. In Strategic alignment and business value (pp. 27-55). Springer, Cham. https://link.springer.com/chapter/10.1007/978-3-319-59536-7_2
Searcy, C. (2012). Corporate sustainability performance measurement systems: A review and research agenda. Journal of Business Ethics, 107(3), 239-253. https://link.springer.com/article/10.1007/s10551-011-1038-z
Jonathan H. Westover, PhD is Chief Academic & Learning Officer (HCI Academy); Chair/Professor, Organizational Leadership (UVU); OD Consultant (Human Capital Innovations). Read Jonathan Westover's executive profile here.
Suggested Citation: Westover, J. H. (2024). Moving Sustainability from the Periphery to the Core in Your Organization. Human Capital Leadership Review, 12(1). doi.org/10.70175/hclreview.2020.12.2.4
