News

Building the Business Case for Sustainability

One of the key components in getting senior management to green light strategic and tactical work in environmental and social responsibility is a well-supported business case. Some areas of sustainability are readily subject to a fairly traditional ROI-based business case, but in some other instances you’ll need to make some “soft” arguments as well. And in some areas, your case will rest heavily on the risk mitigation and/or brand value benefits from your sustainability work. Let’s look at best practices in building your business case in each of these situations.

Erb Institute Speaker Series

Robert Kuhn speaks about Value Chain GHG Emissions Accounting February 7, 2012  as part of the Erb Institute's Speaker Series

The talk will set the context for corporate value chain GHG emissions accounting and reporting as it relates to corporate sustainability goals. A significant portion of the presentation will review requirements for adhering to the Standard. The talk will also outline how companies are gearing up to use the Standard as a part of their sustainability program and the challenges they face in accomplishing this goal. For more details, click here.

Professional Development Meeting North

January 18, 2012

Robert W. Kuhn speaks at the APICS Professional Development Meeting North about Value Chain GHG Emissions Accounting

This presentation will explore the reasons for and history of the development of the Value Chain Standard, as well as review key requirements for adhering to the Standard. The talk will also outline how companies should prepare to use the Standard as a part of their sustainability program.

Some say that H20 is the next CO2 … and they’re not far off.

There’s an increasing amount of attention being paid by regulators, academics, NGOs and consumers worldwide about water availability and quality. Naturally, some of this attention is directed at businesses. Why? The answer is that a company’s impacts on water availability and quality can be significant, but also complex and not well understood. These impacts stem from a company’s people, its facilities, the processes it employs and even the products or services it sells. All of these water impacts, collectively, constitute a company’s “water footprint.”