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CSO Back Story: How Chief Sustainability Officers Reached the C-Suite by Weinreb Group

CSO Back Story: How Chief Sustainability Officers Reached the C-Suite by Weinreb Group

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Published by Ellen Weinreb
This extensive report underlines the emergence of a new executive role in corporate America’s C-suites that is powerful in scope, strategic oversight, and overall management. Featuring companies like UPS, EMC, DuPont, AT&T, SAP, Kellogg, PG&E and Coca-Cola, CSO Back Story offers organizations a real framework on how to leverage a growing consciousness on sustainability for business growth.
This extensive report underlines the emergence of a new executive role in corporate America’s C-suites that is powerful in scope, strategic oversight, and overall management. Featuring companies like UPS, EMC, DuPont, AT&T, SAP, Kellogg, PG&E and Coca-Cola, CSO Back Story offers organizations a real framework on how to leverage a growing consciousness on sustainability for business growth.

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Published by: Ellen Weinreb on Sep 26, 2011
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CSO BACK STORY
How Chie Sustaiabiity OicersReached the C-Suite
September 2011Weireb Group presets
Weireb GroupRecruitig ad CosutigSpeciaists i Sustaiabiity, Suppy Chai, ad Extera Aairs www.WeirebGroup.com
 
2
Weinreb Group
CSO B
aCk
S
tOry
TABlE Of COnTEnTS
Foreword ................................................................................................................................................................3executive Summary: top 10 FindingS & a caLL to action....................................................................4introduction: 29 chieF SuStainabiLity oFFicerS ..................................................................................6the FirSt cSo ......................................................................................................................................................7
CSO Proie: Peter Gra, SAP........................................................................................................................................................................................................9
candidacy: what makeS a cSo?...................................................................................................................10
CSO Proie: Charee lake, AT&T ...................................................................................................................................................................................12
corporate governance and Strategy: where doeS the cSo Fit?..............................................13
CSO Proie: Scott Wicker, UPS...............................................................................................................................................................................................15
organizationaL Structure: the nutS and boLtS oF the cSo’S team .............................................16
CSO Proie: KathriWiker, EMC..................................................................................................................................................................................18
makingS oF a SucceSSFuL cSo .................................................................................................................19
CSO Proie: lida fisher, DuPot.......................................................................................................................................................................................22
beSt practiceS: the cSo ..............................................................................................................................23rankingS vS. titLe: iS green the right meaSure? ..............................................................................25caLL to action: companieS...........................................................................................................................26caLL to action: SuStainabiLity managerS...............................................................................................27methodoLogy ...................................................................................................................................................28acknowLedgementS ......................................................................................................................................29appendix..............................................................................................................................................................30
 
CSO B
aCk
S
tOry
Weinreb Group
foreword ByEe Weireb
CEO, Weireb Group
t s   f ssl   slssl s l, f ll  ll s,  s  f,   ls .as  ssl f    l, s s l f  s l . ts   l “cf Ssl
Ofcer,” which implies the senior-mostsustainability leader in the senior-most
ssl s.t s , 
new york times 
ll s  l  “sll
of the C-suite
1
.” But nothing out theredenes or questions the role’s scope.
as   
2
 s     ssl
eld now for 15 years, I have seenrsthand the evolution of this profession
f  s s   sss. h, ll  s   s l –  , 
denition, no best practices.
i 2010 i   l f
greebiz 
,
where I questioned the denition and
s  s f   “cf
Sustainability Ofcer
3
.” I even made aan early attempt at the denition, which
 js s  sf. i s    f cSo b S s.i fl  s sl   ll ,    ,   l  l  s l .e  ls f cSo’s s  s . i s    cSo bS   s s  1)  cSo ls,  2)  s f     l .t s  s, i 
specic criteria. I decided to focus onU.S.-based individuals who had “ChiefSustainability Ofcer” in their title at a
  ll   uSs.m   i f 29
4
.wl   f  s
required the title “Chief SustainabilityOfcer,” there are many sustainability
ls  l  ls. bsls  s ss ss,s  ls s s f
those in the senior-most role regardlessof their ofcial title.
m s  sl sl
facts and identied a roster of best
s   fss sl
requires.
i   f s,  ll s
the rst-ever data driven report of its
 l  sl ss f  l   l:  cf Ssl
Ofcer. You will understand this role in its
 l  s, l f
examples, see rsthand the evolution
f s fs,   llss   s
dene and implement sustainability.
w   s   l s  l, s,,    f cSob S.
1
Companies Giving Green an Ofcer http://www.nytimes.com/2007/07/03/business/03sustain.html?pagewanted=2
 
2
The Weinreb Group
http://weinrebgroup.com/
 
3
In search of the elusive CSO:http://www.GreenBiz.com/blog/2010/04/01/search-elusive-chief-sustainability-ofcer 
 
4
We included Georgia Pacic even though it is not publicly traded. We felt compelled to include GP because of its sheer size and the fact that it had been public until 2005, when it was acquired by KochIndustries for $21 Billion.

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