Managing Global Sustainability Initiatives with Economic and Social Benefit

In this era of “greenness”, companies both large and small are faced with customer, shareholder, political/regulatory and media demands to protect dwindling natural resources.  Pressure exists to reduce or even reverse impacts on air, water, lands and both human and natural health all while battling competition for growth and profitability.  Companies facing the greatest challenges and complexity are those with global manufacturing and service organizations.
It is relatively simple for top executives to proclaim an edict for leadership in environmental and social agendas.  It is also commonplace to set far reaching goals and track and measure various metrics in an effort to demonstrate sustainability leadership.  The key challenges lie in going beyond corporate public relations to effect true cultural change in company attitudes, expectations and actions relating to sustainability within the context of sound business return on investment.
This paper explores case studies of three Fortune 100 companies in their effort, commitment, successes and difficulties meeting the cultural, social and economic demands of sustainability operating in hundreds of countries around the world.  How did they set their environmental strategic agenda?  What were the key criteria required to implement and reinforce organizational change?  Who provided continuous impetus and persistence to drive needed reforms?  Where around the globe were the challenges and difficulties the most daunting and what was needed to improve or correct?
The lessons learned from the impressive successes and significant disappointments of these well-known companies can provide insights to other companies and partners.