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Preface
The world around us is changing rapidly. Technology continues to evolve at an exponential rate; populations are booming, economies rise and fall. Amidst all this, our precious energy and water resources are becoming more and more strained, creating enormous challenges for utilities across the globe. Sustaining the world around us, from its people to its natural wonders, can be a daunting challenge. But it also presents an incredible opportunityan opportunity to make the world a better place for us all. In recent years, as corporations and governments have increasingly been confronted with managing the expectations of a society newly alerted to the social and environmental risks of economic development, recognition is dawning that achieving a sustainable world is dependent upon the democratic management and equitable distribution of these risks for now, and for the future. Sustainable development involves meeting the needs of the present without compromising the ability of future generations to meet their own needs. With more and more stakeholders being environmentally conscious today, businesses are being moulded to develop and incorporate sustainability at every stage. At many companies, being socially responsible has typically meant handing out compensation to victims of natural disasters, environmental groups, or producers of green TV commercials. Now the corporate sustainability movement has a simple premise: Saving the planet can save big bucks. Executives are trying to realize meaningful cost savings by coming up with innovative ways to go easier on the environment Sustainability has emerged as a factor in determining which companies win in the marketplace, and smart CEOs are investing in a more rigorous approach to the environment. The contents of this course recognize the complex and contested nature of both sustainability and governance, and that these key concepts have been redefined considerably over time. Management strategies driven by shareholder value objectives have been highly successful for businesses of all sizes in the past fifty years. Focusing on shareholder return fostered the creation of a fast-moving, responsive business culture in which the priorities were clear and the measure of success was apparent. As a result, such objectives have been a powerful engine in creating value. But, despite the clear benefits of this traditional model, driving businesses by shareholder value alone is now also a largely unsustainable one. The weight traditionally placed on shareholder return means a whole range of concerns that shouldnt be overlooked as frequently have been in the past. This emphasis made it hard for executives to effect real change in areas that didnt affect the share price, no matter how deeply they may have desired it. Growth sectors such as telecom, infrastructure, transport, retail are not only relevant for their double digit growth rates, but also for their significant sustainability footprint. In a business as usual scenario, these sectors could have a lopsided impact; impressive economic benefits at the cost of environmental degradation and social unrest. Use of resources, waste management, pollution, climate change and biodiversity are all issues of XIMB Environment & Sustainability 27/06/2011 Page 1
Businesses across the world are recognizing the need to address the environmental and social impacts of their activities which, together with profits are popularly known as the 'triple bottom line' issues of Sustainable Development. Thus, the sustainable business debate is shifting from public relations to questions of competitive advantage and corporate governance. Approach to Corporate Sustainability Management includes: a) Balance between the market economy, environmental efficiency and social upliftment. b) Manage sustainability agenda as an integral part of the competitive strategy by building confidence and trust among their stakeholders. Develop a strategic perspective on 'Sustainability'. Identify critical success factors that determine business results with a sustainability approach. Develop knowledge and skills to leverage leadership capability to inculcate the sustainability culture Create sustainable business strategies and world-class execution capability to actualize sustainability.
Strategy and Leadership Rapid geopolitical shifts, resource constraints, rising consumer and investor expectations, and social and environmental legacy issues; all these are occurring at the same time as XIMB Environment & Sustainability 27/06/2011 Page 5
In a recent survey carried out by the Asian Governance Association, which ranks the top 10 Asian countries on corporate governance parameters, India has consistently ranked among the top three along with Singapore and Hong Kong, for the last eight years. In recent years, the world has witnessed a shift in what constitutes a business asset. The ownership of physical assets, like manufacturing facilities, is only part of the market capitalization of a company today. Its value and the ability to grow in the long term is highly influenced by the natural, social and human capital including intangible assets such as management skills, reputation, human and intellectual capital, and the ability to work in partnership with stakeholders. Yet these capitals and assets are excluded from the balance sheet because of the difficulty in objectively valuing them. Globally, there is a trend towards businesses providing economic, environment and social information into the public domain through Sustainability Reports. It has also been internationally established that sustainability reporting leads to improved business performance through communication of information with stakeholder groups like customers, suppliers, employees, financial institutions, regulators and communities on a company's economic, environmental and social management and performance.
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Sustaining global economic development will demand a substantial shift in the role of industry by bringing innovation to drive sustainability and profit. Indias rapid emergence as a global economic player is being propelled in large substance by its business and industry sector, which is increasingly contributing innovative solutions for integration of development and environmental sustainability. The fact that rapid economic growth is the only realistic means to lift the poor out of extreme poverty and the fact that most economic activities depend on products and services provided by the ecosystems, necessitates the ushering of a new business paradigm which enables rapid economic growth without compromising the capacity of the ecosystem to sustain, nurture and fuel economic development and human well-being. In the 21st century, poverty and natural resource constraints will be two of the most important challenges humanity must come to grips with. Instead of seeing this as a problem, a new generation of companies across the developed and developing countries have already begun to transform these needs into opportunities. With a third of the population under the poverty line and natural resources below the global average, India in many ways is not only a miniature version of the global economy, but is already in a situation that the world will face in a not too distant future. So solutions that can be used in a sustainable way in India are likely to be extremely important for the world and also anticipated by it in the years to come. After enjoying the benefits of low-hanging fruits - like switching to energy-saving lighting, buying recycled office supplies, printing double-sided and providing support through philanthropy- what is the next step? There is no doubt that the low hanging fruits are a good start, but more is needed to mainstream these measures. If we are to meet the poverty and environmental challenge, mere add-on measures will not be enough, innovation regarding both production and markets is required. Sustainability can, for example, drive cost savings through efficiencies, creating new markets and securing competitive advantage. However, companies must use the limits of the planet and needs of the people as the starting point to an even larger degree and ensure that the core business is delivering on these challenges. It is no longer only about compliance with regulations or securing positive press coverage, the next generation companies that are leaders in the area of sustainability have already realized that what is good for the environment and the society, should also be good for business. These are the companies that will remain relevant for future. The world is getting better, but it is not getting better fast enough, and it is not getting better for everyone, argued Bill Gates at the World Economic Forum, Davos 2008. He called for creative capitalism: an approach where governments, businesses and nonprofits work XIMB Environment & Sustainability 27/06/2011 Page 10
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Faculty
Bushen Raina Chairman, JUSCO Limited. Mr.Bushen Raina is Chairman at JUSCO Limited. He has the rich experience of working with Tata Steel and its associate companies in a career that has spanned Manufacturing, Marketing and General Management. He served as Director, International Trade for Tata Steel for a period ranging from 1993 to 1997. Mr.Raina has over 4 decades of experience in Tata Steel, credited with establishing its international steel trading business as well as turning around its subsidiary the Tinplate Company of India Ltd.(TCIL) into a market leader for tinplate products in India and West/South East Asia. Pursuit of charge management initiatives transformed a heavy loss making company into an EVA +ve company with three fold increase in productivity, doubling of domestic market share and 25% of its production exported on a sustained basis to discerning markets. This was recognized widely and the Indian Institute of Management, Ahmedabad featured the unprecedented turnaround of TCIL as a case study. TCIL was awarded the coveted JRDQV Award in 2007; one amongst the only 7 companies at that time, in the 92 Tata Group companies to have received it since its inception in 1995. It has also won CII EXIM Bank Prize in 2008. In addition to carrying out his job responsibilities, the current Board and Governing body positions held by Mr.Raina comprise of:
Chairman & Non Executive Director on Board of Jusco Limited, A Tata Enterprise(from 2009) Director on Board of The Tinplate Company of India, A Tata Enterprise(from 2009) Chairman, India Tinplate Manufactures Association(from 2007) Founder & Chairman of The Tinplate Promotion Council(from 2001) Member, Board of Governors & President, Alumni Association, XLRI, Jamshedpur (from 2000) Chairman, Seva Sadan(from 2008)
Mr.Raina has also been the Chairman, CII (Eastern Region) (2006-07), India and Chairman, India Institute of Packaging (2005-07), India. XIMB Environment & Sustainability 27/06/2011 Page 13
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Program Overview
A) Program Agenda - 27th-29th June 2011
SESSION -1:
SESSION -2:
o o o
Social Inclusion Affirmative Action Social Entrepreneurship BOP From Obligation to Opportunity
SESSION -4:
o o o
Sustainability as a driver for Innovation Innovation Inclusive Business Models ITC Case Study
o Reference Books Capitalism at the Crossroads Stuart Hart The Fortune at the Bottom of the Pyramid C.K.Prahalad How to change the World David Bornstein The Sustainable Company Chris Laszlo
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