Mainstreaming Corporate Sustainabiily ‘ray busines & fun around the globe. Polman stated as follows (Con- fino, 2012) ‘Amongst business there is naw a critical mass forming around deforestation and energy for ell, = companies say we cannot fontinue like this. We are entering a very intresting period of Fistory bere the response Business word i running ahead ff the politicians. The political climate is very dificult and to ‘Some extent paralyzed Over the next two to three years, 1 be Fieve there wll be enough cltical mass with groups of countries fan companies stating tangible projets. As with many change programs, when you ereate some sucters around some specie tangiote projects, will attract dhers. There are leaders an fol Towers and laggards in everthing [As with the MIT & BCG embracers versus cautious adopters, the em ‘pacers ae lending the charge and driving innovation, pulling the est of the fitd slong, The cautious adopters will seed to catch up or they may be lett hopelessly behind Customizing the Business Case very company needs to adapt its reasoning for sustainadiity to fit with its own operation cll, od vision. But this dowst have tobe done . ‘Thete are many guides and tools available, bn ane resource that sve early. writen and that har boon well vetted was developed by the SIGMA Proget in 2003, The Sustainability Integrated Guidelines for Management (SIGMA) Pisjct was organized in 1909 with the support of the UR Department of Trade and Intaty It wa lel by three organise tions: the British Standards latttion, a leading standards organization Forum forthe Fotute,# lading sustainabulty charity and think tanks land AccountAbiity. an international profesional body’ for accountabli= iy. ‘The SIGMA Business Cace Too! (2008 offers clear step-by-step process for customizing a business case for an organization. It includes inks 0 ther SIGMA publications ord planning documents to provide 9 more robust planning press. ‘Business Case for Surtoinabi The SIGMA Business Cace Too! outlines a ivestep process (p34 Understand he sgifcntmpacts coi hey soeholerisues Mae it rekvat ink opportune a isk fom t and 2 Back tap provide examples an ca) Keep i amie ond ate (ke srw onpnizaiona pn are updated and are connected to processes) 7 In aon thei eps he sins Cs To cont cha plus examples of inpct aren risks, an! opportanitcy Is hs tool that can aby that ean lp am orgniation ge str ling to anaes Teste ane and evs comprehensive SNS Challenges ‘The 2009 MIT & BCG survey uncovered thre main challenges faced by companies adopting a business case. They include (p. 17} 1, Deeg frstng hat is fod pial oe , pct oe ect ss an compen cred nth thot ren ur returns and fr many sistinaby eft longer erm perpe tive is needed, 7 re sins 2 Undetnting and earn the acl fis of hres: Som companies tuple tentiy and mesa al hen contol cre the tangible eile of thr ssi ert et alone the Fe site ones. Thove serous about satan are wiling in ‘says to quanti the lv tangible cts ado gn abt er Standing the ole 3. Bega pl non aren ftcreny Most tana state pling on ay onl pdt fs ater he Pementation of certain statics. For many sutra efforts the effets are ess etin~fture regulation, customer station market demand, as examples—and st takes a ifleen kid ‘Pang a sate tamer to nperent hese plane ‘The MIT & DCG team recommend an updated framework to meet these laser Dp i figure 3.2 wt ss ta os company jectives can be sorted among cifert timelines, thereby helping to pHlotize and plan acca Pose