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Sustainable Business of the Year:
This is discretionary award is for a trailblazing business who falls into the top scoring range in each section of the assessment.
This business is clearly a leader in sustainability as described in the Get Sustainable Challenge assessment. They are leaders in the following areas; commitment to sustainability, future thinking, resource use, staffing, business systems, products and services, relationships and influence and communication. (see appendix 1)
Small business: 49 or fewer employees
Large business: Greater than 49 employees
Trailblazer (Small Business and Large Business)
For trailblazing businesses, sustainability is a strategic part of their entire operations, and senior staff are committed to its centrality. Sustainability is approached and implemented in an integrated way. These businesses are innovators and leaders who are considering the long-term, and are able to maintain market advantages while providing both ecological, social, and financial dividends.
Their values include a consideration of society, the economy, the environment and culture - and these values are reflected in staff behaviours and influence external relationships.
These companies have a good awareness of how they can work smarter, and have strategic plans for managing and improving their overall productivity. They report regularly on a wide range of sustainability factors and have a publicly available sustainability report.
They consider the society and the environment when choosing suppliers and making purchasing decisions. They are leaders in sustainable practice and role models for the business community.
In all this, they haven't forgotten the communities they work in and influence, and they are making positive and creative efforts to contribute positively to these.
Emerging (Small Business and Large Business)
Emerging businesses have taken initial steps on their sustainability journey and are committed to, and actively planning for, sustainability improvements over time.
These businesses have been actively working on sustainability programmes for up to two years (if longer than two years, they're likely to be Trailblazer material). They have moved from talking about the business case for sustainability to doing it.
They have identified their key areas of social and environmental impact; and are monitoring and managing these plus other aspects of their business operations. They may be recognising and reporting efficiency gains, and may be making initial steps to report on outcomes.
They may also have an environmental or sustainability policy to underpin this approach along with a set of values (which are written down), and include some social, cultural or environmental factors. These are beginning to be translated into their business practices, influencing aspects of it for examples their supply chain management.
Emerging businesses consider their employment practices to be an important aspect of their sustainability and productivity. They have good relationships with the local communities they work in and influence, and are taking steps to positively contribute to these.
Not for Profit
Definition: A non-profit organization includes a club, society or association organized and operated solely for social welfare, civic improvement, pleasure or recreation, or for any other purpose except for profit, no part of the income of which is payable to, or is otherwise available for the personal benefit of, any proprietor, member or shareholder. This includes government agencies and local Councils.
These organisations have ensured sustainability is a strategic part of their entire operations, and senior staff are committed to its centrality. Sustainability is approached and implemented in an integrated way. These organisations are innovators and leaders who are considering the long-term, and are able balance their day to day work with both ecological, social, and considerations.
Their values include a consideration of society, the economy, the environment and culture - and these values are reflected in staff behaviours and influence external relationships.
They report regularly on a wide range of sustainability factors and have a publicly available sustainability report. They consider the society and the environment when choosing suppliers and making purchasing decisions. They are leaders in sustainable practice and role models for the business community.
In all this, they haven't forgotten the communities they work in and influence, and they are making positive and creative efforts to contribute positively to these.
Sustainable Design and Innovation Award
This is open to both SBN members and non members. It is an online survey separate from the Get Sustainable Challenge process and completed by the business. They do not receive any reports or feedback from SBN staff other than an acknowledgement of their participation and receipt of their entry.
This business has done one of three things:
1. Developed an innovative product that is having proven economic, environmental and/or social benefits, contributing to sustainable development, or
2. Developed an innovative service that is having proven economic, environmental and/or social benefits, contributing to sustainable development.
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Sustainable Product Design
A sustainable design innovation is one where:
The innovation has been proven to be fit for purpose, ideally with scientific or empirical evidence to confirm these claims. The market and/or industry sector has responded with enthusiasm. Consequently the business will have started, or has the potential, to influence their sector with this innovation. The scope of influence is national, and possibly international.
Sustainable products might have one or more of the following characteristics:
• Are made by a business/ organisation with a recognised environmental or sustainable management system
• Create no waste (e.g. they are compostable (biodegradable plates/ bags), made from recycled materials or fully recyclable) and designed to reduce green house gas emissions.
• Use clean energy (e.g. use solar panel, wind turbine, person- powered (like a wind-up radio), rechargeable batteries etc) or produced by renewable energy
• Run with less (e.g. efficient cars, water or energy efficient appliances or collect rain water) and have low embodied energy (i.e. made locally and produced using energy efficient practices) or diminish unnecessary materials use and enhance recyclability.
• Are Safe (e.g. organic, non toxic, low VOC content)
• Care for people (e.g. fair trade, provide information on sustainability such as sustainable building, schools etc)
• Have a recognised third party label (e.g. environmental choice, fair-trade certification, organic label etc)
For more please visit http://www.biothinking.com
Sustainable Service Design
A sustainable service innovation is one where:
The innovation has been proven to be fit for purpose, ideally with scientific or empirical evidence to confirm these claims. The market and/or industry sector has, or is expected to, respond with enthusiasm. Consequently the business will have started, or has the potential, to influence their sector with this innovation. The scope of influence is national, and possibly international.
Sustainable services include developing new services that support sustainability by either:
• Purchasing,
• using,
• advising,
• supporting or promoting,
• sustainable products, practices and/or behaviours.
The service therefore encourages the:
• reduction of waste,
• increased use of clean, renewable energy, (i.e. reduce GHG emissions)
• Efficient use of resources (raw materials, energy water etc)
• Increased use of safe/ non toxic products
• Care for people
• Sustainable practices throughout business operations
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Background: Description of a Sustainable Business
The ultimate sustainable business has all of the following characteristics:
Commitment
• Business leaders and shareholders are committed to applying the principles of sustainable development to core business
• Sustainability is integrated into the businesses values, strategy and plans and is a part of decision making process and policies
• A strategic approach to sustainability is creating opportunities
• The business addresses social, economic, cultural and environmental issues simultaneously
Future Thinking
• There is a clear vision of where the business is heading, and sustainability is central to this
• There is a clear understanding of what sustainability would look like for this business
• The business is thinking for the long term (beyond 10 years), and is incorporating futures trends into its plans
• Potential risks to the business are identified, understood and being managed, including those associated with sustainability.
Resources
• Resources have been assessed for their need and are the most sustainable option available
• Resource use has been reduced through efficiency measures and / or waste reduction
• Resources that contribute to greenhouse gases are being reduced and offset
• The use of buildings, energy and transport is being reduced and the most sustainable options are used
• Sustainability is integrated into the recruitment process
Staff
• Staff have opportunities for development and employment benefits, and this results in job satisfaction and high levels of productivity
• Performance management systems are in place to support high levels of achievement and behaviours that reinforce sustainability
Business Systems
• Systems ensure that resources are used and managed efficiently and responsibly
• Where possible, resources are reused or recycled
• The business protects and promotes the health and safety of its staff
• Sustainability (e.g. social/environmental) accreditation has been achieved where possible
• There is a framework or system to take into account the true social and environmental costs of business activities. Products and Services
• Sustainability is incorporated into product or service design, manufacture and delivery
• The business takes responsibility for the whole of their products life, and has developed closed loop systems
• Sustainability is used as a framework for developing innovative products and services
• The finances generated are being invested into the long-term sustainability of the business, the local and global community, and innovation.
• Financial institutions and investment opportunities are selected based on their contribution to sustainability
Relationships and Influence
• Sustainability is integrated into purchasing policies and supply chain management
• The business works with and supports its suppliers to develop sustainability solutions
• Tender documents include social, environmental and financial criteria, and they hold equal weight in decision making
• The business invests in its local communities through activities which deliver mutual benefits
• Strategic partnerships are actively in place with business, government, educational institutions and the community
Communication
• Sustainability successes and challenges are publicly communicated
• The communication of sustainability performance and on-going strategic planning and performance management are related
• There is two-way communication and education between customers, suppliers and clients about sustainability
• Marketing strategies are ethical
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