Full Document Text
Report prepared in collaboration
with Deloitte Touche Tohmatsu and the World Economic Forum
January 2011
Leverage Points for Accelerating Sustainable Growth
The Consumption Dilemma
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The Consumption Dilemma | 3
Preface/Project Background 4
1 Introduction 5
1.1 The Contextual Challenge 5
1.2 Rethinking Growth 6
1.3 Decoupling GDP Growth from Resource Use 8
1.4 From Incrementalism to Transformation: Speed and Scale 9
2 Consumers: Changing the Terms of Engagement 13
2.1 Why Engage Consumers? 13
2.2 Rethinking How to Engage 15
2.3 From Behaviours to Values 17
2.4 From Consumers to Citizens 18
2.5 A New World of Consumer Engagement 19
2.6 Engaging for Change 21
3 Mobilizing Business Opportunities: Life Cycle Thinking 25
3.1 From Compliance to Competitive Strategy 26
3.2 Current Drivers of Sustainability for Businesses 28
3.3 Leveraging Life Cycle Metrics 29
3.4 From Life Cycle Assessment to Life Cycle Collaboration 32
3.5 Accelerating Business Innovation through Collaboration 32
3.6 Exploiting Leverage, Enacting Change 33
4 Enabling Transformation: Innovation in Public Policy 37
4.1 Why Public Policy Innovation? 37
4.2 Areas for Innovation 38
4.3 The Shifting Geography of Innovation 40
4.4 Barriers to Public-Private Innovation 41
4.5 Collaborative Sharing of Leading Policies
4.6 Policy Innovation for Sustainable Consumption 43
5 Moving ahead 47
5.1 Areas for Action 47
5.2 Leverage Points Requiring Business Innovation 47
5.3 Leverage Points Requiring Policy Innovation 50
5.4 Proposed Policy Innovation Platform 51
6 Conclusion 53
7 Annex 54
A. Inventory of Life Cycle Tools 54
B. Authors and Acknowledgements 58
C. References and Endnotes 62
Contents
4 | The Consumption Dilemma
The World Economic Forum’s work on sustainable consumption has gained momentum over the last three years.
The issue has moved up the agenda of governments and businesses while acceptance of the need for “sustainable
consumption” has become more widespread. Following a strong commitment to sustainable consumption from CEOs
at the World Economic Forum Annual Meeting 2010 in Davos-Klosters, this year’s work has moved beyond asking what
the issue is and why it is important to exploring how it can be addressed.
There are plenty of examples of individual success stories on sustainability. These should be celebrated. But, in
aggregate, these still do not add up to the change we need. Globally, the pace of change remains too slow to step up
the escalating use of natural resources and the rising tide of environmental degradation. In the future, we need strategies
which deliver transformative change at the systemic level, with speed and at scale.
This report identifies some of the leverage points which offer the greatest opportunities to tip the economy as a whole
towards sustainable consumption. It considers the levers available to businesses, governments and the wider global
community. It also sets the stage for a new phase of the World Economic Forum’s work on sustainability: a platform for
policy innovation.
The World Economic Forum’s sustainability initiative has drawn on a wide network of partners and experts over the
last twelve months. Some 250 individuals have attended meetings – both virtual and live workshops in Amsterdam,
Brussels, London, Sydney, Tianjin, New York and Dubai – to discuss the sustainability challenge, share ideas and build
partnerships to meet the challenge. This report has been produced with the support of Deloitte, project advisers for this
initiative.
The following companies have been closely involved in the World Economic Forum’s sustainability work through its
project board of Industry Partners, contributing their expertise and support: Aegis Media, Agility, Alcoa, Best Buy,
Edelman, Kraft, Maersk, Marks and Spencer, Nestle, Nike, Novozymes, PepsiCo, Publicis, S.C. Johnson, SAB Miller,
SAP, SAS Institute, Sealed Air, Unilever, Wal-Mart, Wipro and WPP. We owe particular thanks to these companies which
have supported our three working groups on sustainable consumption in 2010 and to the experts serving on the Global
Agenda Council on Consumer Industries. Collectively, their insights have been invaluable.
Going forward, we hope that a shift in focus from defining the case for sustainable consumption to identifying the tools
and policies needed to achieve it will drive the change that is required. This shift towards public-private innovation will
catalyse the transformation needed, with scale and at speed.
Robert Greenhill Sarita Nayyar
Managing Director and Chief Business Officer Senior Director, Head of Consumer Industries
World Economic Forum World Economic Forum USA
Randall Krantz
Director, Sustainability Initiative
World Economic Forum
Preface/Project Background
The Consumption Dilemma | 5
1 Introduction
Sustainable development was
defined in 1987 by the United
Nations’ World Commission
on the Environment – the
Brundtland Commission – as
“development that meets the
needs of the present without
compromising the ability of
future generations to meet
their own needs.” We define
sustainable consumption in
these terms: as consumption
which meets the needs of the
present without compromising
the ability of future generations
to meet their own needs.
Two principles are the core
of these concepts. First,
development – qualitative
improvements in people’s
lives – is more important than
narrow definitions of growth –
quantitative increases in the size
of an economy or in the scale
of its throughputs. Second, our
economic imperative should
be to meet consumers’ needs
rather than create wants.
Sufficiency trumps efficiency.
As an African elder at the
Rio+10 Conference phrased
it, sustainable development is
“enough, for all, for ever.”
What is sustainable
consumption?
1.1 The Contextual Challenge
By almost any measure, human prosperity is greater now than at any
previous time in world history. In the last 30 years, absolute poverty has fallen
at an unprecedented rate – even as global population has increased from 4
billion to nearly 7 billion. A transformation is taking place now, as hundreds
of millions of people move from a subsistence existence to one based on
their integration in global webs of production and consumption. Even as
economic disparities between countries and within countries increase, and
even as the bottom billion risks being left behind, globalization has created
new markets and new consumers.
Sustaining and extending this prosperity, however, depends on decoupling
global consumption from both its use of natural resources and its broader
environmental impacts. Current trends are not promising. A combination of
increasing scarcity of some natural resources, climate change and growth
in global population to 9 billion by 2050 are creating the conditions for
a “perfect storm”.
1
As it stands, humanity’s ecological footprint is 50%
greater than earth’s capacity to support it. Unchecked, humanity’s ecological
footprint could rise by a further third by 2030.
2
Without more sustainable consumption, stresses on the natural environment
will increase, the politics of equitable development will become acute and the
dream of generalized global prosperity will become even more unattainable.
Instead of the widening opportunity of the last 50 years, humanity will face
more unstable and uncertain prospects.
Sustainable consumption is, therefore, imperative. It requires a fundamentally
transformed system of production and consumption. Even where immediate,
partial solutions may be local – in coping with water scarcity for example –
sustainable consumption ultimately cuts across the global economy as a
whole. And while sustainable consumption starts with the citizen – as the
central actor in the global economy, as consumer, as investor, as voter and as
employee – it does not end there. Sustainable consumption is not only about
how much we consume, but also about what we consume, how we consume
and who consumes. It is only achievable with the integration of sustainability
into business models, production and design. This is not about incremental
improvements in the efficient use of particular inputs – conserving water,
reducing carbon emissions or saving energy. It is about redefining value.
3
Achieving sustainable consumption will be disruptive. It implies a
transformation of the global economy as all encompassing as the
globalization of production and consumption that has made it necessary.
It will create winners and it will create losers. Some companies will adapt
better than others: discovering new opportunities, engaging new consumers,
innovating new products and making new markets. Some countries will fare
better than others: positioning their economies to be hubs of sustainability
and securing a new form of competitive advantage. Companies and
countries that become part of the transformation of the global economy are
far more likely to prosper than those who do not.
Systemic change will not occur by itself – either on the scale necessary or
in the time frame available. This report, the third to be published as part of
the Sustainability Initiative of the World Economic Forum, is about identifying
leverage points in the global economy which can tip the system as a whole,
and highlighting the role that innovation can play at all levels of the economy.
4
6 | The Consumption Dilemma
Figure 1: Consumption needs to be decoupled from quantitative GDP growth as well as from
environmental degradation
The main criticism of GDP, as a measure, is that it focuses on throughput
of materials, capital and labour rather than the outcome of improved lives.
Targeting GDP growth tends to encourage greater resource use; but this
use may not translate into improved well-being, particularly in the developed
world.
Above a certain level, quantitative increases in GDP no longer signify greater
human prosperity. The returns of GDP growth – and its associated resource
use – to well-being may fall, or even become negative. As the map below
shows, countries in the developed world are often worse at delivering
long, happy lives in terms of the planetary inputs that they use than some
developing countries.
7
1 Introduction
Figure 2: Map of the world according to the Happy Planet Index
8
This map shows the overall scores given
to each country based on a traffic light
score on each of the three components
of the Index (life expectancy, life
satisfaction and ecological footprint)
Key
All 3 components good
2 components good, 1 middling
1 component good, 2 middling
3 components middling
Any with 1 component poor
2 components poor, or ‘blood red’ footprint
1.2 Rethinking Growth
For several decades, growth in the Gross Domestic Product (GDP) has been
the primary goal of economic and development policy. The appropriateness of
rising GDP as a measure of success (a task for which it was not designed
5
) is
now seriously in question. The systemic transformation of the global economy
implied by sustainable consumption forces us to rethink what we mean by
growth. To decouple consumption from natural resource use and environmental
degradation, we need to purposefully decouple narrow concepts of GDP growth
from broader qualitative objectives: prosperity and well-being. This is not to
suggest that there necessarily are “limits to growth” in a pessimistic perspective,
but there is a trend towards qualitative growth.
6
The implications for capitalism
are yet to be seen.
“The growth economy is
failing. In other words, the
quantitative expansion of
the economic subsystem
increases environmental
and social costs faster than
production benefits, making
us poorer not richer. ”
– Herman Daly, Senior
Economist, World Bank
(1988-1994)
The Consumption Dilemma | 7
1 Introduction
The Genuine Progress Indicator (GPI) is an alternative metric to GDP, an
attempt to measure whether a country’s growth, increased production of
goods and expanding services have actually resulted in the improvement of
the welfare of the people in the country. While GDP is a measure of current
income, GPI is designed to measure the sustainability of that income through
economic, social and environmental indicators. GPI uses the same personal
consumption data as GDP but makes deductions to account for income
inequality and costs of crime, environmental degradation, loss of leisure and
additions to account for the services from consumer durables and public
infrastructure, as well as the benefits of volunteering and housework.
Year 2000 US Dollars
GPI Per Capita
$40,000
$35,000
$30,000
$25,000
$20,000
$15,000
$10,000
$5,000
1950 1956 1962 1968 1974 1980 1986 1992 1998 2004
GDP Per Capita
Figure 3: Real GDP and GPI per capita in the US, 1950-2004
8
Figure 3 shows that despite steady growth in GDP, the US economy,
measured by GPI, has actually stagnated since the late 1970s. Addressing
both is difficult but not impossible: shifting away from GDP growth and
towards a concept of “dynamic equilibrium” – maximizing units of well-being
delivered per unit planet input – will make decoupling prosperity from natural
resource use easier
9
.
The need to move away from a narrow focus on GDP, price externalities
much better and shift development objectives from quantitative growth to
qualitative improvements in life outcomes has resulted in a number of high-
level initiatives in recent years.
10
Recently, the use of wellbeing and GPI as
benchmarks of progress have been supported by the OECD.
11
Some G20
governments have indicated their intention to broaden the sets of data that
guide policy. In the United Kingdom, the Office of National Statistics will start
collecting data on “happiness” in 2011. In the developed world, we need
a new definition of development; in the developing world, we need a new
trajectory for achieving it.
In an attempt to define an
indicator that measures quality
of life or social progress in
more holistic and psychological
terms than GDP, the term
Gross National Happiness
(GNH) was coined in 1972 by
Bhutan’s former King Jigme
Singye Wangchuck, who
opened Bhutan to the age of
modernization.
In 2008, a GNH Comission
was founded at the same time
as Bhutan transformed itself
from an absolute monarchy
to a multi-party democracy.
Since then, the Centre for
Bhutan Studies, developed a
sophisticated survey instrument
to measure the population’s
general level of well-being.
12
GNH, like the Genuine Progress
Indicator, refers to the concept
of a quantitative measurement
of well-being and happiness.
Based on solid empirical
research, the survey uses 72
weighted indicators within
nine dimensions, including
time use, community vitality
and environmental diversity.
Another version of the survey
instrument, based on the same
body of work, is being applied in
Canada.
Gross National Happiness
8 | The Consumption Dilemma
1 Introduction
1.3 Decoupling GDP Growth from Resource Use
For a variety of reasons, GDP growth has implied higher levels of extraction,
processing and use of materials which, in turn, has led to increasing levels of
environment degradation. Reducing this negative impact requires decoupling
GDP growth and consumption from the cycle of resource extraction, use and
disposal.
Historically, even as the material intensity of GDP has fallen, the rate of
increase in GDP has undermined any potential aggregate reductions in
material use. In some cases, increases in the efficiency of use of particular
resources has not resulted in them being used less, but being used more
(also known as Jevons’ paradox). In short, decoupling GDP growth from the
rate of resource extraction via efficiency gains has not worked to the degree
economists and environmentalists have been counting on.
Figure 4 illustrates this point. In 2007, 26% less natural resources were
necessary to produce one dollar of economic output than in 1980. However,
because material intensity decreased to a lower extent than economic
growth, no absolute decoupling was achieved and resource extraction
continues to grow in absolute terms.
Between 1990 and 2007 global energy intensity per dollar of output fell by
only 0.7% per annum.
14
Under current economic growth rates, global carbon
intensity (defined as unit of CO2 equivalent per unit of GDP) needs to fall
by 11% per annum between now and 2050 if we are to achieve the 450
ppm level of atmospheric carbon accepted as the upper limit to keep global
warming to 2ºC. Recently, many scientists suggested that atmospheric
carbon should be lowered to 350 ppm to prevent climate spiralling out of
control.
15
The consequences of this are stark: a need to radically shift away from
throughput-based measures of growth (which promote continued growth in
consumption without regard to well-being) and the need to change business
models at unprecedented speed and on unprecedented scale.
Index : 1980 = 100
GDP
225
200
175
150
125
100
75
50
1980 1985 1990 1995 2000 2005
Resource extraction
Population Material intensity
© SERI 2010
Figure 4: Trends in global resource extraction, population, GDP and material intensity
13
“As a CEO, if you want
to plan for success, you
need to decouple your
growth strategy from your
environmental impact.”
– Paul Polman, CEO,
Unilever
The Consumption Dilemma | 9
1 Introduction
1.4 From Incrementalism to Transformation:
Speed and Scale
Businesses are experimenting with new business models; some
governments have undertaken radical policy measures. Both are being
pulled and pushed by a growing niche of consumers demanding more
sustainable products. Technological improvements are reducing the intensity
of resource use. These are important steps in the right direction. Yet, they are
not happening with sufficient speed or at sufficient scale. They do not add up
to the transformation we need.
Consumption is a fundamental human cultural expression, whether of
hospitality, wealth, celebration or success. Yet, if the trend of growing
consumption continues without any fundamental changes in the way we
think and how we consume, we face a very challenging future.
We have two choices – reconsider what consumption means in a
proactive way and start designing a transition now, or wait until we are
forced to react and adapt.
Changing the systems of “stuff” is a good place to start – designing
for modularity or reuse, advocating life cycle ownership of products by
manufacturers, creating policy that supports better material decisions
and closing recycling loops, prototyping new business and accounting
models, etc.
We may be missing a critical opportunity though. We intuitively know that,
after a certain level of need is met, the acquisition of more stuff creates a
happiness that is very transactional. New research demonstrates that our
desire for stuff actually makes us less satisfied and happy. But if we are
consuming experiences, we are happier – material purchases bring more
concern and less happiness than experiential ones, according to a study
from Cornell University, published in the Journal of Personality and Social
Psychology.
There are examples, of course – services like Netflix or Pandora turned
media into a use rather than an ownership model. Car-sharing services
eliminate the hassle of ownership. Software services in the cloud can
provide better performance while reducing the carbon footprint of IT by up
to 90%. Disruptions have emerged when consumers can get better value
from the service rather than ownership.
But how might we start with designing for experience rather than
transitioning as the value proposition appears? If we are to fundamentally
alter how we consume, let us begin with designing for experience rather
than acquisition.
Consumption in transition
“We must make the
aspirational attainable, the
attainable sustainable, and
the sustainable affordable.”
– Lars Olofsson, CEO,
Carrefour
10 | The Consumption Dilemma
1 Introduction
Many barriers retard economic transformation or prevent it: perverse
incentives, poor policies and pricing of natural resources without reference
to externalised costs. Removing these barriers would help – providing
immediate competitive advantages to those engaging in sustainable
practices. But there are more positive leverage points that can help tip the
whole system towards sustainable consumption. In the view of the World
Economic Forum Partners, identifying these leverage points – interventions
where small changes can produce broad, system-wide results – is the only
answer to the scale of the challenge, its systemic character and the speed
needed to address it.
This report focuses on three sets of stakeholders, and the leverage points
pertaining to each – separately and together:
• Consumers are key shapers of the global economy not only through
their product choices but also through their engagement as members of
their social networks and communities, and as global citizens.
• Businesses are the builders of a sustainable consumption economy
through their investments and innovation. The strategic use of life cycle
thinking offers an opportunity to re-engineering business models and
value chains.
• Governments are the enablers of sustainability. Public policy innovation
can drive markets and mobilize stakeholders leading to actions and
outcomes at scale.
The report will explore the roles for each of these stakeholders, and potential
points of leverage for them to act now.
4
•The power to transcend paradigms
The Ability to Change Mindsets
•The mindset or paradigm out of which the system arises
•The goals of the system
Understanding the Goal and the Mindset of the System
•The power to add, change, evolve, or self–organize system structure
•The rules of the system (such as incentives, punishments or constraints)
The Rules that Set up the System
•The structure of information flows
•The gain around driving positive feedback loops
•The strength of negative feedback loops
•The length of delays, relative to the rate of system change
The System Drivers
•The structure of material stocks and flows (such as transport networks)
•The sizes of buffers and other stabilizing stocks, relative to their flows
•Constants, parameters, numbers (such as subsidies, taxes, standards)
Parts (Parameters) of the System
E
f
fectiveness
Low Leverage
High Leverage
Figure 5: A hierarchy of the effectiveness of leverage points – places to intervene in a system
16
The Consumption Dilemma | 11
1 Introduction
Systemic change requires more open innovation: allowing businesses
to co-innovate new business models, share expertise and ensure
that innovative ideas and processes currently locked within a single
organization – and possibly unused by it – become agents of
transformation. Open Innovation should not replace competition; it should
complement it.
For example in 1998 Nike began researching environmentally preferred
rubber and developing formulations that could be applied to footwear.
In FY2009, 76% of Nike shoes contained environmentally preferred
rubber, while incurring cost savings. While it makes perfect sense to keep
this intellectual property out of the hands of competitors, many of the
same rubber compounds are used in the tire industry, an industry that
uses 75% of the rubber produced in the world
17
. Using the platform of
the GreenXchange, Nike’s patent for “Rubber Compositions with Non-
Petroleum Oils” can be licensed for other applications, reducing R&D for a
licensee and generating licensing revenue for Nike.
While new technologies have enabled accelerated information exchange
between consumers and companies, many companies have not yet
engaged in open innovation processes with other businesses across the
value chain, or fully explored the benefits of co-generating business ideas
with their consumers. The potential upside is underrated – static cost-
benefit analysis suggests companies have more to lose than to gain. Too
often, sharing is seen as uncompetitive.
Yet, successful knowledge cultures are frequently those that are most
interactive. In an increasingly fast-moving world – where disruptive
technologies and trends are a part of the business and social landscape –
predicting future needs is highly complex. The ability to learn – in real time
– from customers or business partners through open innovation, often
facilitated by social networking can confer a radical advantage – and it can
speed up the systemic shift towards sustainable consumption.
This requires shifts in two directions: first, from the generation of
proprietary knowledge to shared and collaborative knowledge and,
eventually, open or mutual knowledge; second, a shift from mutual
dependency between consumers and businesses centred on products to
a more empowering relationship based on servicing human needs.
The role of open innovation
Consumers
Changing the Terms
of Engagement
The Consumption Dilemma | 13
2 Consumers:
Changing the Terms of Engagement
‘‘In the public mind,
marketing and
communications skills are
naturally most associated
with the encouragement of
consumer consumption. But
they’ve also proved their
worth many times over in
the promotion of public
services: in Government
health campaigns,
recruitment and the raising
of money for charities, for
example. As the need for
our planet to graduate
from super consumption to
sustainable consumption
becomes ever more urgent,
marketing skills will be key
in persuading the world of
the resulting benefits - to
both individuals and society
as a whole.’’
– Sir Martin Sorrell, CEO,
WPP, United Kingdom
2.1 Why Engage Consumers?
Consumer choices are key determinants of what the global economy
produces, and how it does so. Fundamentally, while all consumer choices
are individual, their aggregate effect makes markets and drives businesses.
Understanding how consumers choose is the prerequisite to harnessing their
choices in transformative change.
Recently, leadership opinion has pointed to the need for a new approach: a
need to shift from an era of “super consumption” – in which consumption of
ever-greater numbers of quickly obsolescent goods is viewed and marketed
as an end in itself – to a “new normal” of consumption emphasizing value
above “stuff”
18
. Engaging consumers, and “nudging” their choices towards
sustainable consumption, is essential to creating a more sustainable global
economy.
19
However as it stands, consumer engagement is not shifting the global
economy towards sustainable consumption with enough speed or at scale.
A minority of consumers are proactive in creating a sustainable economy
– fostering markets for sustainable products and driving better consumer
and corporate awareness. Their numbers are too small, however, to tip the
economy as a whole towards sustainable consumption. Many consumers
remain confused about claims to sustainability of particular products
and services, and doubtful as to their ability to affect the workings of the
economy as a whole through their individual purchases.
The issue may be as much about where consumers are engaged as how
they are engaged and who they are. An understanding of how consumers
choose and interact has been growing with advances in technology and data
collection over the past 10 years, offering an opportunity for businesses to
engage more genuinely with their consumers. It also suggests that some of
the most powerful leverage points for consumer engagement in sustainable
consumption may not lie in traditional marketing, but in the broader social
context. The challenge is that the sophistication of modern marketing needs
to be applied to new models of consumption rather than promotion of super
consumption.
14 | The Consumption Dilemma
2 Consumers: Changing the Terms of Engagement
Consumer choices are shaped by a wide variety of factors, both before
purchase and in-store. Which factors predominate in consumer choices
vary by product category, level of consumer awareness, the nature and
extent of regulatory intervention as well as by geography, culture and
income level.
Choosing is a complex act, influenced by social context, cultural attitudes
and education as well as the availability of product information, the range
of choice and how goods and services are marketed.
Ultimately, consumer decision-making operates at three levels:
• Rational: conscious decisions based on information about the price,
attributes and performance of products and services – some of
which may relate to utility to an individual, some of which may be
more social. Though price is the single greatest factor in consumer
decision-making, purely rational decisions are rare. Most of the
information presented to consumers is confusing.
• Emotional: beliefs, emotions, brand image, established habits,
social influences and heuristics – mental short cuts – all play a
role here. A large part of consumer decision-making depends on
emotion, intuition or habit. Some 70% of items purchased every
week are repeat purchases, with little or no conscious consideration
of alternatives. Behaviour breakers tend to relate to price and
promotions.
• Contextual: choice is also influenced by the environment in which
a consumer makes a decision, both the immediate physical
environment and the broader social and cultural context. Social
norms matter, particularly when the choice of a particular product or
service is visible to others. Personal recommendations can be highly
influential.
How consumers choose
The Consumption Dilemma | 15
2 Consumers: Changing the Terms of Engagement
2.2 Rethinking How to Engage
Consumer engagement strategies need to reflect the complexity of the ways
in which consumers choose, spanning the three levels of consumer decision-
making: rational, emotional and contextual. This, in turn, has implications on
how consumers are engaged in sustainability, and which leverage points may
produce transformative change.
Price
Choice
Information
Contextual
Emotional
Rational
S
o
c
i
a
l
N
o
r
m
s
Sit
uation
Emot
io
n
s
M
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n
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s
B
r
a
n
d
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a
b
i
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h
e
r
P
e
o
ple
P
r
o
d
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C
o
m
municat
io
n
Figure 6: Influencers of consumer choice
20
RecycleBank uses a carrot rather than a stick approach to motivate
consumers and communities to take positive environmental actions
that lead to a more sustainable future. Through its kerbside recycling
programme and digital platform, RecycleBank incentivizes environmentally
preferable behaviours with points that can be redeemed for discounts and
rewards from participating local and national business partners.
21
Case study: recycling incentives
16 | The Consumption Dilemma
2 Consumers: Changing the Terms of Engagement
Below are a few lessons that have come from interviews conducted as part
of the research for the Consumer Engagement workstream.
Lessons/Guidelines
22
Implication
Choices are about identity:
the purchase of a wide range of
products is as much about identity
and lifestyle of the purchaser or the
intended recipient, as about the
qualities of the product.
Relating sustainability to a range
of products and services, and
to a broader lifestyle or values
choice may be an effective means
of effecting consumer behaviour.
Providing the empowerment and
tangible actions to support a
purpose or value set will be vital.
Establishing social norms is key:
nearly all consumption choices
are subject to some kind of
social influence – either personal
recommendations, ideas of social
acceptability, awareness of others’
purchasing habits or visibility of one’s
own.
Dialogue and engagement on
sustainability, social norm setting
and leveraging of social networks of
consumer practice are likely to drive
changes in consumer behaviour
in the long term. Key to this will be
messaging on what sustainability
means and how it relates to the
consumer’s role in the wider world.
More information is not
necessarily good: consumers
rarely balance the costs and benefits
of each purchase. Habit, emotion
and intuition are more important as
information – increasing the value of
brands and easily recognizable and
trusted labels.
More detailed and complex
information will not necessarily lead
to a change in consumer choices.
Credible, simple and trusted
information may be more effective.
Social labels, which describe the
impact of purchase on another set of
stakeholders, may be key.
Consumers have short time
horizons: consumers tend to focus
on upfront benefits of products
rather than long-term costs.
Relative efficiency of products rarely
outweighs relative initial outlay in
affecting decision-making.
Encouraging purchases of more
sustainable goods may require
that upfront costs more adequately
reflect long-term costs, or that
long-term costs are more explicitly
displayed. Engagement strategies
that pay back quickly – such as
RecycleBank (see box) – are likely to
be more effective.
Greater choice tends to lead
to quicker, less reflective
decisions: consumers take less
time considering their purchase
when faced with an extensive range
of choices than when faced with a
more limited range.
23
Choice-editing at the level of the
retailer (or policy-maker) rather than
at the level of the consumer, may
be necessary to exclude some
products. Research suggests this
may be expected or even welcomed
by consumers.
24
Unilateral retailer
choice-editing (such as Marks and
Spencer’s “Plan A”) may help build an
environmentally positive brand image.
The Consumption Dilemma | 17
2 Consumers: Changing the Terms of Engagement
2.3 From Behaviours to Values
Traditionally, the focus of efforts to change consumer behaviour has
been at the point of purchase and pre-purchase, with mixed results. A
deeper upstream shift in consumer values may be a more effective long-
term approach
25
– and suggest a more authentic way of engaging with
consumers, in a pre-competitive environment.
Consumer behaviours in-store tend to be highly transactional and heavily
influenced by price. But values, if sufficiently deeply embedded, can alter the
consumer calculus decisively (e.g. fair-trade bananas vs cheap bananas).
However, values are relatively hard to create or change: they are often
instilled in childhood, through families and early education systems. So while
transforming consumer choice through changing consumer values may offer
the greatest long-term leverage, it implies a long-term shift involving media,
businesses, public policy and education.
26
Women are known to wield significant influence in consumer decision-
making: In the US, studies show that women are responsible for buying
80% of household goods, and the Consumer Electronics Association
(CEA) reports that women are the primary consumers when it comes to
wireless gadgets and gizmos. According to CEA officials, women are
outspending men in electronics purchases US$55 billion to US$41 billion.
The trade organization also reports that women influence 90 percent of
consumer electronics purchases.
Among the poor, women are usually responsible for collecting water,
firewood and feeding their families. On the ground, they see the impacts
of consumption on rivers, forests and croplands. Grassroots activism,
such as Wangari Maathai’s Green Belt Movement is empowering women
to plant trees and take a stand for their local environment. Gender gaps in
education, employment, health and political representation are narrowing.
At the same time, laws and social norms that have discriminated against
women are shifting in some countries.
Together, these factors are giving women greater influence and decision-
making power within households and markets. Empowered women can
become a secret weapon in a shift to sustainable consumption.
There is some evidence from different fields (behavioural economics,
finance, psychology) that women are more risk-averse than men, display
web-thinking rather than linear thinking, are more likely to think of long-
term interests rather than short-term compensation and tend to take more
inclusive decisions. These traits are precisely those which sustainability
leaders have argued for in business and government – planning for
implications, systems thinking, long termism, and informed decisionmaking
– all of which are necessary for a shift to sustainable consumption.
To capitalise on this potential will require moving beyond focus groups
to include women and gender in the design, marketing, advertising
and delivery of the experiences of the future based on sustainable,
healthy products and services. By leveraging women as citizens
and ambassadors of the cultural imperative, the shift to sustainable
consumption can be accelerated and the long-desired “consumer pull” for
sustainability could see increased traction.
Women as ambassadors of the cultural imperative
18 | The Consumption Dilemma
2 Consumers: Changing the Terms of Engagement
2.4 From Consumers to Citizens
The shift from behaviours to values suggests a new way of engaging with
consumers – as citizens and as members of broader communities.
27
Companies and governments spend considerable sums to influence consumers.
But research indicates that the strongest influence on consumer behaviour and
values comes from the broader social community. Trust is central.
28
The re-conceptualization of the consumer as citizen is not radical in itself,
but actually changing the interaction that institutions have with the consumer
is fundamentally more challenging. The essence of marketing over several
decades has been the disaggregation of individual consumers from society
as a whole, in a process of continuous market segmentation.
Engaging consumers as citizens is the reverse. It will involve:
• Recognizing the broad societal networks which provide meaning to and
influence the values of consumers and citizens: families, friends, places
of worship and schools;
• Capitalising on renewed impetus of communities and networks – virtual
or otherwise, driven by communications technologies;
• Understanding and acting upon a cultural shift from “me” to “we”;
• Engaging the consumer through shared responsibilities to society and
the co-creation of products and services.
One recent example is the “10:10” campaign that the British government
initiated to reduce carbon emissions by 10% by the end of 2010. The
campaign has caught the public’s imagination and engaged individuals and
communities in hundreds of thousands of activities.
“We are sensing a return
to citizen, rather than
consumer, values – proof
positive that it is citizenship,
not consumerism, that is
the more enduring ethos.
In short, we are sensing a
citizen renaissance.”
– Robert Phillips, President
& CEO, Edelman, EMEA
A concrete example of active community building is through collaborative
or collective consumption
29
. Through this collaborative consumption a
community gets together through organized sharing, swapping, bartering,
etc. to get the same pleasure of ownership with reduced personal cost
and burden, and lower environmental impact. These exchanges happen
mostly on a local or neighbourhood level.
Collaborative consumption is not a niche trend, and it is not a reactionary
blip to the recession. It is a socio-economic groundswell that will
transform the way companies think about their value propositions and
the way people fulfil their needs. One example in the form of fractional
ownership, is the renting of cars being executed by Zipcar, which owns
cars and allows individuals to rent them by the hour, and Whipcar, which
is a platform which lowers the transaction costs for individuals to rent out
their own cars to friends or neighbours. Both Hertz and Mercedes are
now exploring fractional ownership models.
The collaborative consumer is also an engaged citizen, one who both
owns and spreads messages and values. As the business models start to
change, so too must the mental models of how consumers and citizens
are influenced. This will most clearly be seen through deeper two-way
engagement and the emergence of a more active consumer.
Collaborative consumption
The Consumption Dilemma | 19
2 Consumers: Changing the Terms of Engagement
However, there remains a strong tension, almost a schizophrenia, in the
role of governments. While there are many programs run by departments
of environment promoting sustainable consumption, they are consistently
out-resourced by the mandate for growth and jobs. Until these perverse
imbalances are reconciled and governments make a transparent shift in their
priorities, the mixed signals will continue to undermine trust by consumers
and business.
Above all, change will involve recognizing that while the applicability of
specific leverage points may vary from culture to culture, the greatest long-
term leverage points for consumer engagement are always likely to lie at
the social and cultural level. The following graphic takes a snapshot of the
emerging drivers that influence actions and enact behaviour shifts.
2.5 A New World of Consumer Engagement
The real potential of consumer engagement – to shift business models, to
transform consumption and to offer new opportunities for businesses – is
only now being recognized. The scope for innovation is huge.
Unlocking consumer engagement offers opportunities for new kinds of
relationship and a different form of competitive advantage. Trust, co-creation
and authentic consumer engagement will complement price and logistics as
the characteristics of successful businesses in this new world of consumer
engagement.
One radical form of consumer engagement is co-creation of goods and
services enabled by new communications technologies. For example
Threadless, an online start-up, allows users to submit T-shirt designs which
are then voted on through the Internet, with winning designs going into
production. There are limits to how widely this can be applied, depending
on the type of product and services and the availability of the supply side of
consumer innovation.
• Choice-editing
• Investors
• Leading companies
associations
• Social/mainstream media
• Labour unions
• NGOs
Ou
r World
Gouvernments
• Education
• Branding
• Pricing
• Promotions
Companies
• Family
• Friends/Peers
• Culture/Values
Social
Influencers
• Choice-editing
• Regulation
• Taxation/subsides
Figure 7: Illustration of the interrelationships of different stakeholders
on citizen values and engagement
20 | The Consumption Dilemma
2 Consumers: Changing the Terms of Engagement
Even where co-creation is not possible, consumer engagement can become
far more collaborative and more socially driven, building far stronger brands
in the process. The Pepsi Refresh project is shifting up to one-third of
PepsiCo’s overall marketing budget to interactive and social media.
30
Sustainability has a strong role to play in the new world of consumer
engagement – building social values of sustainability and businesses’ trust
with consumers around those values.
Crowd sourcing initiatives may
be a next step in engaging
consumers who look to
their values when making
purchasing decisions. New
information communities, such
as GoodGuide.com, will play a
crucial role by leveraging new
data (such as life cycle metrics
and health hazard assessment)
and new technologies (smart
phones and social networks)
to enact changes in consumer
demands and awareness.
“Fellow citizens” can find
products that match their values,
share these products with their
social network, switch between
products and send signals in the
marketplace about what they
want from companies.
Nike has conducted in-depth qualitative research on attitudes towards
sustainability among young people aged between 17 and 25 in the United
States, Brazil, the United Kingdom and China
31
. Five messages emerge
from this research:
1. Young people are acutely aware of global social and environmental
issues. An entire generation senses itself to be living on “orange alert”
– with a constant feeling of uncertainty.
2. For many of them the word “sustainability” has negative
connotations. More optimistic, positive, forward-looking language
may be needed to promote engagement.
3. Changing young people’s behaviour is most likely if it can be
connected to or inspired by particular social leverage points: sport,
music, art, film, fashion, etc.
4. While cynical about brands in some respects, young people
recognize that governments do not have all the answers, and brands
have a role to play in changing the world.
5. For young people, business transparency and honesty is the
prerequisite for trust.
Case study: the power of
networks (I)
Signals from the next generation
The Consumption Dilemma | 21
2 Consumers: Changing the Terms of Engagement
2.6 Engaging for Change
From the above, it is easy to conclude that engaging consumers is
unpredictable. However, this also provides an opportunity while consumers
are currently looking at new options and questioning their values. Engaging
consumers and citizens on sustainable choice through the social context of
their decision-making will be a generational investment. There are positive
signs, however, that a broad generational shift in values is not only possible,
but that the foundations for it are already there.
The implications are powerful: better sustainability narratives, if backed by
high levels of trust, can tip the next generation of citizens towards a world
where more sustainable models of consumption become accepted as a
global social norm.
Governments and businesses have key roles to play:
• Governments – through education, regulation of markets and other
public policy measures – can create an environment in which sustainable
choices are supported. They can be instrumental in creating new social
norms and values that influence consumer behaviour both long before
purchase and long after it. At the same time, active citizens provide the
support that policy-makers need to commit to sustainable policies.
• Companies can have an opportunity to lead rather than follow
consumer awareness of sustainability: through upstream education
programmes reflecting the social dimensions of consumption; through
collaboration along value chains; and by communicating sustainable
value propositions, products and services to their customers. Crucially,
this depends on businesses doing what they do best: creating and
capturing value. Transparency in marketing will be key to building trust,
and standards such as the International Chamber of Commerce (ICC)
Framework for Responsible Environmental Marketing Communications
will provide much-needed guidelines accessible to all companies.
32
• Both governments and companies have a role to play in choice-editing
for consumers based on sustainability.
33
This editing of consumer choices
can be actioned by manufacturers or retailers as an expression of their
corporate values, i.e. by not offering certain products or ingredients to
consumers, such as blue fin tuna; or by governments, by regulating or
phasing out certain products, such as incandescent light bulbs.
Transformational change cannot happen without broad collaboration between
stakeholders, a focus on the pre-competitive contextual level of consumer
values rather than competitive in-store decision-making and open innovation
to create the learning systems that enable a seismic shift in values. This cannot
happen without re-conceptualising the consumer as citizen.
The leverage points for tipping the global economy towards sustainable
consumption are increasingly clear. The challenge now is to activate them
purposefully. Below is a summary of leverage points explored through
discussions over the past year.
The following table is intended to serve as a qualitative dashboard to
highlight the points of highest leverage, based on the insights of this chapter.
Some of these may challenge conventional thinking, which was indeed the
purpose of the workshops and interviews through which they were collected.
22 | The Consumption Dilemma
2 Consumers: Changing the Terms of Engagement
Shifting mindset on what is socially acceptable (Understanding the Goal of the System)
Social influencers can stigmatize products and services to make them socially unacceptable, often having far
greater impact than regulation or price signals. Stigmatization influences deeply embedded values. This shift is
extremely difficult and often takes decades, but results in a deeper change that has impact on the longer term
versus changes in behaviour which are often only transactional.
Transparency and authenticity of business values (Systems Driver: Information Flow)
Sustainability embedded in the core value proposition of a company needs not only to be reflected through
products but also through the way the company is organized, behaves, communicates, etc. Transparency
and resulting consumer perception of the degree of sustainability of an organization will be key in engaging
them on sustainability.
Consumer-led information communities (The Power to Add, Evolve, Self-organise System Structure)
New and strengthened interactions with consumer-based information communities (e.g.GoodGuide) will allow
new collaborations to take place and evolve. Such interactions will allow for better brand management,
increased stakeholder value and the improvement of data in the sharing of collective resources.
Breaking habits through collaboration (System Driver: Positive Feedback Loop)
Most purchases are done based on habit. It is important to understand what will enable an individual to try
something new. Past and first experiences are very powerful to start (or continue) engaging consumers on
sustainability. Through industry-wide collaboration companies can encourage the consumer to test or buy
sustainable products and this first experience is crucial.
Influencing values through early education (Ability to Change Mindsets)
The gain from the education of a child accrues not only to the child or to his/her parents but to other
members of the society. Governments have the ability to nudge the long-term values of a society by
structuring education accordingly. Social influencers such as NGOs might act as a neutral party in evaluating
education programmes for sustainable values.
Choice-editing: making only sustainable choices available (The Rules of the System; Constraints)
Choice-editing can be done by the industry (including retailers) by removing unsustainable or less sustainable
products. Governments can introduce roadmaps for elimination of unsustainable products and can intervene
and ban certain less sustainable products from the market (e.g. China is phasing out incandescent light bulbs).
Business association collaboration on messaging (The Power to Add, Evolve, Self Organize System Structure)
Business associations have the power to act as a platform and to engage with their members and influence
them in taking specific actions when it comes to sustainability. This can happen through standardization of
messaging, defining performance requirements, sustainability certification, environmental performance
reporting and community engagement standards.
Labelling – Accreditation and Certification (System Driver: Structure of Information Fows)
Instead of confusing the consumer with more data, it is often more effective to target the values of a
consumer through a label of environmental or social assurance (e.g. P&G with their future friendly label, Body
Shop and animal testing, or the Fair-trade label). Use of such labels can help to create a trust relationship
between the consumer and the company or sector.
Pricing signals (Subsidies /Taxation) (The Rules of the System; Incentives / Punishments)
Through use of fiscal incentives, governments can nudge citizens towards sustainable lifestyles by closing the
price gap for more sustainable products or engaging significant tax rebates for their use. Companies can also
work on pricing to influence consumer behaviour by identifying loss leaders to precipitate a change in
consumer purchasing habits. These actions, however, only have an effect when the price change resulting
from their measure is sufficiently important.
Labelling – Data and Information (System Driver: The Structure of Information Flows)
There is so much noise in terms of labeling that such information flows might never be as strong as they could
be in terms of impact. Providing product information to influence purely rational drivers only motivates a small
percentage of people, and impact on end consumers is often overestimated.
34
Potential Impact Ease of implementation Replicability Scalability
Leverage Points / What can be done
High
High
High
Med
High
High
High
Med
High
High
High
Med
High
Med
Low
Low
High
Med
Low
Low
Med
High
Med
Med
Med
High
High
Low
Med
Med
Med
Low
Low
Med
Med
Low
Low
Med
High
Med
The Consumption Dilemma | 23
Impact
Ease of implementation
High
Low
Low
High
Choice
editing
Transparency of
business values
Breaking
habits
Values
education
Mindsets of
acceptability
Labeling –
Data
Collaboration on
messaging
Labeling –
Accreditation
Pricing
signals
Consumer-led
information
communities
The icons from the 2010 Redesigning Business Value report, are used to classify the various types of leverage points found in the graph.
High Medium Low
Impact Can trigger a fundamental
shift in the way the system
operates
Can reinforce positive
behaviours or can break
down barriers for progress
Important steps to take but
doesn’t enable a fundamental
change in the system
Ease of
implementation
Change can happen fast with
incremental costs and few
political barriers
Change desired but only
on a longer time horizon
due to inherent political and
economic barriers
Requires disruptive shifts in
organisational systems due to
divisive or polarised mindsets
Replicability Easy to copy and non-
exclusive. Can be emulated in
various geographies globally
Needs better regulatory
and business environment
to gain momentum across
geographies
Difficult to replicate or
implement beyond regional or
national context
Scalability Can be easily scaled between
municipal, national, regional
and global levels
Accessible by large entities
but difficult to enact on a
regional or global scale
Costly to scale requiring large
investments in order to grow
beyond local pilot phase
This key explains the qualitative rating system used for leverage points on the table opposite and graph below:
Mobilizing Business
Opportunities
Life Cycle Thinking
The Consumption Dilemma | 25
3 Mobilizing Business Opportunities:
Life Cycle Thinking
3.1 From Compliance to Competitive Strategy
Until relatively recently, business attitudes towards sustainability tended to
be reactive and focused on compliance. Companies’ principal focus was
on mitigating risk, addressing concerns raised by NGOs and attempting to
avoid or influence government regulation.
The context for business has begun to change. Awareness of environmental
sustainability issues has increased among consumers, governments and
businesses, heralding an increased role for accurate data and information on
environmental impacts. Consumer demands for transparent and sustainable
sourcing have grown. Investors are increasingly holding companies
to account and looking to sustainability as a possible source of future
higher shareholder return. Increasing resource scarcity and related costs
have increased the costs of raw materials and energy. Governments are
becoming aware of the need to move beyond GDP growth as the definition
of economic development. Tighter regulatory frameworks have emerged,
supporting incremental change but not yet enabling the transformative shift
to sustainable consumption that we need.
As the context has changed, so have business attitudes. Chief executive
officers are increasingly recognizing the importance of sustainability to the
future of their businesses. According to one report, over 90% of CEOs see
sustainability as important for their company’s future success.
35
Sustainability is also increasingly being elevated from an issue of operational
management to one that influences product design and corporate strategy.
For example the Sustainability Board of METRO Group, chaired by the CEO,
recommends binding targets, guidelines, standards and measures to the
management board and, in this manner, continues to further develop the
corporate sustainability strategy.
36
This section of the report argues that life cycle thinking and the metrics
that inform it may have a powerful role to play in accelerating this shift from
compliance to strategy and in opening possibilities for innovation within
businesses and across value chains.
Life cycle metrics (LCMs) – data which track resource use and environmental
impacts of goods and services from resource extraction and production
through to how goods are used and disposed of – are already providing
companies with a much better understanding of key resource inputs along
the entire value chain. This can be a powerful tool, both at the operational
and the strategic level. Nestlé’s Environmental Management System has
explored indirect and direct water use along the value chain and has been
able to reduce the company’s risks and input costs by doing so.
37
But LCMs and associated life cycle thinking have even greater potential
– as a leverage point for businesses, value chains, industries and the
global economy as a whole. Scaling up sustainability with speed means
helping more and more firms to raise life cycle thinking from the shop floor
to the boardroom, using it to drive corporate research, development and
innovation, and in building broader sustainable business ecosystems.
Fully exploited, life cycle thinking has the ability to mobilize disruptive,
transformative change with both speed and scale in the board room and
along the value chain.
“To realise sustainable
consumption, it is crucial to
leverage lifecycle thinking
at a strategic level as a
driver of business and policy
innovation.”
– Steen Riisgaard, CEO,
Novozymes
26 | The Consumption Dilemma
3 Mobilizing Business Opportunities: Life Cycle Thinking
3.2 Current Drivers of Sustainability for Businesses
Corporate approaches to sustainability are being driven by a number of
factors – consumer behaviour, government procurement and regulation, and
decisions made by market leaders and market makers as well as investor
behaviour:
• Consumer Engagement: increasing social awareness of sustainability
issues, coupled with the growing importance of civil society and
consumer empowerment through technology has led to baseline
demands for transparency about the environmental and social impact of
goods and services. Companies unwilling or unable to provide this are
at risk of losing brand equity and market share.
• Employee Engagement: engaging employees in a company’s
sustainability journey is not only critical for the integration of new values
into the DNA of a company, but also for attracting and retaining talent in
an increasingly competitive market. In addition, as part of the shift from
consumers to citizens, employees can serve as a testing ground for new
products, services and strategies.
• Government Procurement: a rising trend towards the introduction of
sustainability criteria in government procurement is driving companies
to consider their own processes from a life cycle perspective. The
European Union has introduced a target that half of the public tendering
processes must be “green” by 2011. In the United Kingdom alone,
this is estimated to have the potential to create an annual £110
billion market for sustainable goods and services, through changes in
Government Buying Standards to come into effect in 2011.
38
In the
United States, both the federal government and state governments
have adopted measures that use the purchasing power of the state to
create new market incentives. A new Executive Order requires agencies
of the federal government to report their GHG emissions and to reduce
them over time.
39
Tipping the government market towards green
procurement will help drive down the price of sustainable products as
their manufacture is scaled up.
• Regulation: the trend to sustainable procurement is complemented
by changes in regulation. In different ways, regulations such as the
European Union’s Waste Electrical and Electronic Equipment (WEEE)
directive and Registration, Evaluation, Authorization and Restriction of
Chemicals (REACH) are changing the way in which companies design
and manufacture their products and how they consider disposal,
driving research and development budgets towards more sustainable
alternatives. Extended producer responsibility (EPR) – or product
stewardship – encourages manufacturers to design environmentally
friendly products by holding them liable for costs at the end of the
product’s life.
GoodGuide uses life cycle
metrics to identify what matters
most in a product’s supply chain
– essentially the scientific “hot
spots” – and what matters most
to consumers – the “hot button”
issues. GoodGuide delivers
information to consumers on the
life cycle impacts of products
and supply chains, including
environmental, social and
health impacts – right at the
moment a consumer is making
a decision about a product in a
store or online. This information
community enables positive
feedback loops for sustainable
products and services, and
incentivizes much greater
transparency from companies.
Case study: the power of
networks (II)
The Consumption Dilemma | 27
3 Mobilizing Business Opportunities: Life Cycle Thinking
• Market Leaders and Market Makers: some purchasers of goods
and services, particularly large retailers, are using their scale in the
marketplace to influence practices within their supply chain and
triggering shifts in the economy as a whole. In some cases, purchasing
scale is the key factor. Wal-Mart has been a market maker by engaging
across the supply chain to decrease the environmental impact of
its products, reducing inputs and creating a cascading incentive for
suppliers to explore their own environmental (and other) impacts. In
others, the power of example is enough. Marks and Spencer and
Tesco have been market leaders through “Plan A” and carbon labelling,
respectively. A combination of GE’s scale and innovation, coupled with
government regulation, has made a new market for LED lighting that
barely existed a few years ago.
• Sustainable Investors: an increasing number of investors integrate
long-term environmental, social and governance (ESG) criteria in their
investment and ownership decision-making processes with the objective
of generating superior risk-adjusted financial returns. These extra-
financial criteria are used alongside traditional financial criteria such as
cash flow and price-to-earnings ratios. As large institutional investors
become more focused on sustainability issues from a risk-adjusted
financial return perspective, this will further accelerate the transition
towards sustainable business practices. The trend towards sustainable
investing is also driven by the increasing demand of asset owners (as
universal owners) and international initiatives such as the UN-backed
Principles for Responsible Investment.
• Resource Scarcity: increasing constraints on the supply of natural
resources relative to demand is driving businesses to better manage
their resource inputs or even to exit resource-intensive sectors where
uncertainties about future availability are too high. Increasing resource
scarcity implies the potential for rising costs and dislocations. However,
it can also be a driver of innovation and a driver of future value and
markets (e.g. from waste materials). Above all, it can help decouple
global prosperity from resource use.
40
• Minimizing externality risks: sustainability matters to business because
it reduces exposure to the risk of increased scarcity of resources and
to the risk that these (carbon, water, waste) are radically repriced in the
future. Embracing models of sustainable consumption across the value
chain will provide stronger resilience against external shocks.
41
These drivers have been and will continue to be effective in helping to
build sustainability into the DNA of individual companies, markets and the
economy as a whole.
The WWF – World Wide Fund
for Nature identified 35 places
on earth richest in biodiversity
and most important from an
ecosystem perspective – and
then highlighted 15 commodities
that posed the greatest threat
to these places. It turned
out that 300-500 companies
controlled 70% of the trade
in these commodities. Just
100 companies controlled
one-quarter of trade in these
commodities, a powerful
leverage point. Rapidly, WWF’s
focus was able to move from
an almost impossibly complex
challenge – global biodiversity
– to a more manageable
issue – how to persuade 100
companies to adopt more
sustainable practices for 15
commodities. The key message
is that large market players can
be tremendously important
points of leverage in value
chains and in transforming the
dynamics of global markets.
Thinking strategically:
identifying leverage for
sourcing
28 | The Consumption Dilemma
3 Mobilizing Business Opportunities: Life Cycle Thinking
3.3 Leveraging Life Cycle Metrics
The context and drivers described above have created powerful incentives
for businesses to gain a much better understanding of their own resource use
and of resource use and environmental impacts along the value chain. Life
cycle metrics have become an integral tool of business. In a Global Reporting
Initiative survey, 86% of respondents rated “the ability of businesses to trace
products through their entire life cycle” as “important” or “very important.”
42
Life cycle metrics can and will be used more.
43
More extensive and more
detailed data can be collected and collated, and the data can be made more
rigorous. But LCMs can also be used differently – with far greater scope and
at a far higher level in companies. Leveraging LCMs means moving from
a purely technical analysis of past environmental impacts to making them
useful as a driver of strategic decision-making and innovation. It means
moving the tool from the shop floor to the boardroom.
However, the full potential of LCMs to leverage change will only be realized
if the metrics are applied beyond the corporate entity and across the value
chain. As the Walkers’ case study demonstrates, exploring the value chain
can reveal and release enormous business value, as well as reducing
resource use and aggregate environmental impacts. LCMs need to be easier
to use in this way: more legible and more interoperable. Producing best
practice scorecards against which to measure relative success and failure
may be one way of exploiting this potential.
A standardised life cycle mark-up language (LCML) could facilitate sharing
among stakeholders along the supply chain by making it easier for firms
to collect and share data useful to all. Leveraging LCMs across the value
chain cannot only unlock further value incrementally but also help transform
product design, the structure of the value chain and the way in which
companies design and sell products and services.
With the help of the Carbon Trust, Walkers Crisps (a PepsiCo brand) set
out to measure the carbon footprint of a bag of crisps. The original intent
of the exercise was for a product carbon label targeted at the consumer;
however it emerged that the benefits went far deeper into the supply
chain. The study found that the most energy-intensive part of the process
of making crisps was involved in drying raw potatoes – which had been
soaked with water by farmers to increase their revenue due to a price
structure based on weight of potatoes.
Both farmers and Walkers won by aligning incentives in the form of a new
price structure based on volume. Energy efficiency was improved. Energy
use per kilogram (kg) of crisps produced has fallen almost 33%, from 4.6
kWh/kg to 3.1 kWh/kg 2000-2007, achieved through improved shutdown
and start-up processes, optimized lighting systems and a range of
investments in new technologies
44
. PepsiCo UK reduced its overall carbon
intensity (CO2e per kg of production) by 5.9% during 2007.
Engagement between Walkers and its suppliers was enhanced through
better communication and by working to find varieties of potatoes which
required less water. By looking at the supply chain of all commodities
and unit processes, new business value was uncovered and aggregate
resource inputs were reduced.
Case study: Walkers Crisps
The Consumption Dilemma | 29
3 Mobilizing Business Opportunities: Life Cycle Thinking
3.4 From Life Cycle Assessment to Life Cycle
Collaboration
Understanding the different ways in which LCMs can create value can be
usefully represented along two axes. On one axis, the use of life cycle metrics
can be classified as passive or active, with active use of LCMs implying their
application to business models and strategic value creation. On a second axis,
the use of life cycle metrics can be classified as principally for internal use, or
also for the purposes of external collaboration along the value chain.
Strategic
V
alue Creation
Internal
Processes
Data
Collection
External Stakeholder
Engagement
Collaborate along
your value chain &
build shared
strategies with
customers and
suppliers
Compliance
Embed sustainability
into your organization
& strategy
Gather
appropriate life
cycle data and
perform life cycle
assessment
Engage with
certification
partner
Report and
benchmark
performance
(internal, ISO
investors)
Inform the
consumer
Figure 8: Enabling life cycle thinking within organizations and along the value chain
45
In the first quadrant – life cycle assessment – the core challenge is to scale
up data collection and to make it cheaper and more focused. In the second
quadrant – life cycle information – data is transformed into information for
communication with consumers and stakeholders, meeting their demands
for transparency, mitigating reputational risk and creating new opportunities
for engagement. In the third quadrant – life cycle strategy – LCM data
becomes a tool for strategic decision-making, allowing sustainability to be
a driver of innovation through new strategies, business models, products
and services. In the final quadrant – life cycle collaboration – those strategic
conversations are extended across the value chain including, ideally, the
involvement of value chains, consumers and competitors.
The practical measures below represent a pathway, with many intermediary
steps, from individual company-level life cycle assessment to life cycle
collaboration across an industry or an entire product life cycle. Each step
represents part of the evolution laid out in the matrix above: 1) Simplified
Life Cycle Assessments; 2) Information to Communication; 3) Information to
Corporate Strategy; 4) Corporate Strategy to Life Cycle Collaboration.
Each measure, by itself, offers incremental improvement in the application of
LCMs. Taken together, these measures constitute a potentially transformative
set of tools.
30 | The Consumption Dilemma
3 Mobilizing Business Opportunities: Life Cycle Thinking
Traditional life cycle assessments have
tended to be highly technical and
either designed for internal use relating
to a single product or set of products,
or as a means to complying with
external reporting requirements. Some
companies have outsourced LCMs
– others, such as Unilever and Nike
have developed their own techniques
internally. Some standardization has
emerged – with an ISO guideline
emerging as a favourite way forward for many – but the processes tend to
remain expensive and complex, limiting their applicability.
This could change. Simplified life cycle assessments – such as those now
being undertaken by Levis, Patagonia or Timberland – create rules of
thumb and aim to capture relative sustainability rather than comprehensive
impacts. The availability of clear, simple information can help drive design
within the business, as through Nike’s Considered Index which highlights
environmentally preferred materials. At the same time, the availability of
such information will enable more companies to take step changes in their
processes instead of individual products.
While not a substitute for the rigour of full LCA, they are complementary and
could broaden the use of life cycle analysis within the company through the
identification of “hot spots” across entire product ranges. Policy-makers can
play a role in helping to identify potential target areas.
46
By itself LCM-based assessments
produces no direct change on
business models and little change of
products or processes. The data must
be communicated to and interpreted
into information by consumers and
other stakeholders in a way that can
easily be understood and acted on.
In order for data to be used to drive
changes in behaviour, the information
and its implications need to be fed
back to improve information flows. Broader information communities and
open source systems, coupled with greater standardization in LCM-driven
labelling will help by creating new information flows for greater sustainability.
The Ahold retail chain’s “Puur & Eerlijk” products (Pure & Honest) were
launched in 2010. The clear labels across goods’ categories have made
it easier for customers to choose products produced, grown and sourced
sustainably.
47
Simplified
Life-Cycle
Assessments
From
Information to
Communication
3.4.1 Simplified Life Cycle Assessments
3.4.2 From Data to Information
Wal-Mart engaged suppliers
of seven products in a project
to identify, and capitalize
on, sustainable innovation
opportunities across their
products’ life cycles. The
suppliers, working with Wal-Mart
and the Environmental Defense
Fund (EDF), used the open
source Earthster tool (earthster.
org) to generate a graphical
and numeric portrait of the
environmental and social hot
spots in product supply chains,
using basic information from
inputs to final production. They
then identified opportunities for
innovations that would reduce
impacts as well as costs.
The assessments generated
some surprising results. For
example for canned tomato
sauce, Earthster and its
underlying life cycle inventory
data showed steel can be a
source of greater environmental
impact overall than the tomato
sauce itself. In short, the biggest
opportunities for Wal-Mart
to change the environmental
footprint of the product lay
several steps back along
the value chain. Earthster
enables suppliers across the
supply chain to collaborate
in generating and sharing
information about innovation
opportunities and to report on
their success at capitalizing on
them.
Case study: Earthster
The Consumption Dilemma | 31
3 Mobilizing Business Opportunities: Life Cycle Thinking
Life cycle metrics have generally been
used as measures of risk exposure, but
they can also be a spur to innovating
products and business practices. If
LCMs are as visible as costs across an
organization they will change corporate
culture, becoming integral to core
business models and signposts to new
growth opportunities.
Upon recognizing that the greatest
environmental impact of all product ranges is consumer use of washing
powders at high temperatures, both Unilever and Procter and Gamble have
created new lines of detergent targeted to reduce life cycle impact through cold
water washing. This is also being encouraged on a national level in countries
such as Denmark, which has set up a knowledge centre to assist public and
private companies gain competitive advantage through better understanding
and integration of life cycle metrics.
48
Sustainability cannot only help lower costs,
it can also increase volumes of sales and increase margins based on higher
quality products. DSM, a Dutch chemicals company, contributes to solutions
that help to improve fuel efficiency, such as low weight plastics to replace
heavier metallic components in a car, and second generation biofuels based on
cellulosic raw materials that are not used for food or feed.
49
Life cycle metrics can also help
create change across the broader
value chain, where 80-90% of most
products’ environmental impacts
occur. Extending collaboration across
the value chain can be difficult,
bringing into play concerns about
competition and disclosure. Traceability
of some goods can also be difficult.
Small and medium size enterprises
(SMEs) may not have the financial
capacity to undertake their own life cycle assessments. However, rewards
and opportunities are potentially significant, as demonstrated by the Carbon
Trust’s new certification standard for SMEs
50
. Scorecards allowing retailers
to monitor progress on environmental and social measures on behalf of their
suppliers may be one tool to enhancing value chain visibility and collaboration.
Wal-Mart has surveyed suppliers on environmental practices and performance
since 2009, with the use of a relatively simple set of questions relating to
sustainability. It created the Sustainability Consortium (TSC) to develop industry
standard metrics for conducting life cycle analyses of products and publicly
announced it will create a Sustainability Index.
51
The retailer now also requires
full formulation disclosure for chemical-based products.
Ultimately, however, the objective is to create a business ecosystem joined by a
common understanding of LCMs. Such an ecosystem would have far greater
awareness of both individual and aggregate impacts on both the environment and
social systems, but, crucially, would also possess the tools to share information
and collectively improve mechanisms that ensure such impacts are contributing
to sustainable prosperity. Industrial symbiosis projects could be a model for
entire value chains on a global scale. The challenge is that, to be of most use to
business, standardization should be done once, done right and done globally.
From
Information
to Corporate
Strategy
3.4.3 From Information to Corporate Strategy
3.4.4 From Corporate Strategy to Life Cycle Collaboration
From Corporate
Strategy to Life
Cycle
Collaboration
32 | The Consumption Dilemma
3 Mobilizing Business Opportunities: Life Cycle Thinking
3.5 Accelerating Business Innovation through
Collaboration
Shifting life cycle metrics from operations to strategy within the company,
and then to collaboration along and across value chains, involves harnessing
breakthrough innovation. It is not about greening existing business models
but accelerating the creation of entirely new models. The imperatives of scale
and speed cannot be met without disruption. Again, they demand a much
broader model of open innovation.
The starting point for open innovation is enhanced sharing of existing know-
how and technologies, with mutual benefits and overall improvements in
sustainability. Organizations should make far greater use of external ideas
and innovations in their own practices, while making their own unused
and underused ideas and technologies more widely available. Individual
organizations are often wasteful of the knowledge they possess. Barely one
in 10 German patents is currently used by the patent holder, with the other 9
remaining unused.
52
Beyond sharing existing knowledge, ideas and processes, open innovation
implies the co-creation of new technologies – along value chains, between
companies and consumers and, under certain circumstances, even with
competitors.
This is not about undercutting the principle of protection for intellectual
property (IP). It is about recognizing that co-generation and systemic sharing
will often create far more value than individual programmes of research. This
is particularly the case for sustainability, where so much potential value is
locked in the structure and processes of the value chain. Open innovation
is not about making oneself uncompetitive, it is about adapting to a new
knowledge environment to make oneself more competitive and responsive
to change. In the end, it is about making business smarter, as well as about
making business more sustainable.
Valuable ideas do not have to come from internal research and development
programmes – they can also come from outside. Open innovation places
external ideas and pathways to market on the same level of importance as
internal ideas and market pathways. At the same time, much know-how –
which companies themselves may not view as IP – could be usefully made
available elsewhere, potentially creating new streams of income and bringing
collective benefits. Principles of open innovation allow ideas rather than
structures to predominate.
The Consumption Dilemma | 33
3 Mobilizing Business Opportunities: Life Cycle Thinking
3.6 Exploiting Leverage, Enacting Change
Businesses are the builders of the sustainable consumption economy.
That economy is currently under construction, but there are powerful and
potentially transformative leverage points, which could accelerate the
process – emphasizing innovation, collaboration, scale and speed.
In addition to traditional IP, there are increasing amounts of data becoming
available that are often being thrown away by companies. As technologies
such as radio-frequency identification (RFID) evolve and become ubiquitous,
the capacity to collect data will continue to grow. That data is not intellectual
property, and is not really intellectual capital or know-how. It is also only
worth something if processed and analysed. While it is hard to see how
a consumer products company might sell such life cycle data, if it can be
placed in the commons, it will definitely be an asset to someone else.
To engage in the sharing part of open innovation, companies will need
to analyse and understand their IP better than many do today. They
need to conduct a “knowledge audit”, placing potential IP into one of
three categories:
1. Intellectual property to be guarded closely as a core competitive
advantage (currently the category in which most IP is implicitly
placed).
2. To be shared or licensed on a case-by-case basis, perhaps in
different industries or geographies which do not compete. In some
cases, reducing license fees for patents will unlock income streams
which make licensing more cost effective than attempting to
prevent abuse.
3. In other cases, pre-competitive open innovation may be necessary
for an idea to reach the scale necessary for it to be a marketable
opportunity. In this case IP should be placed in the global
commons for all to use, possibly to be leveraged to shift a market
towards a certain technology through which all can benefit through
scale or standardization or the creation of a new market.
Open innovation – where do the ideas come from?
34 | The Consumption Dilemma
3 Mobilizing Business Opportunities: Life Cycle Thinking
Life Cycle Thinking at the board level (Rules of the System/Mindset)
Incentive systems and performance evaluations need to be designed to reward life cycle thinking. These need
to go right to the top – the accountability of the board and CEOs needs to be broadened to incorporate
sustainability measures with demonstrable linkage to the short- and long-term interests of the company.
Simplified LCA methodologies (The Power to Add, Evolve, Self-organise System Structure)
Simplified Life-Cycle Assessments (LCAs) and product category rules of thumb will enable more informed
decisions. Coupled with scenario analysis and strategic risk / opportunity assessment, simplified LCAs will
allow companies to evolve their business models as they reorganize, especially in the design phase.
Consumer-led information communities (The Power to Add, Evolve, Self-Organise System Structure)
New and strengthened interactions with consumer-based information communities (e.g.GoodGuide) will allow
new collaborations to take place and evolve. Such interactions will allow for better brand management,
increased stakeholder value and the improvement of data in the sharing of collective resources.
Sustainability criteria integrated into sourcing decisions (Systems Driver: Positive Feedback Loop)
The impact of sourcing and procurement criteria is multiplied downstream - retailers on manufacturing
companies and those manufacturers on their suppliers. Governments also play a leading role through their
procurement power – up to 15% of GDP in some economies.
Standardisation of sustainability scorecards (Rules of the System: Constraints)
There remains a need for an agreed set of standards for sustainability scorecards, as several retailers are
pushing independent sets of criteria up their respective supply chains. Ideally, collaboration would take place
at an industry level to create a global set of criteria that would set the rules of the game.
Platforms for sharing innovations (The Power to Add, Evolve, Self-Organise System Structure)
Platforms to share and track sustainability impacts along value chains will enable the identification of hot spots
where companies can compete to maximize efficiencies. Governments also have a role to play in promoting
research and disclosing information to all interested parties
Mainstreaming of sustainability in financial indexes (Rules of the System)
Investor and holding company accountability on measures broader than shareholder return is in its infancy.
With greater transparency in sustainability performance and increases in popularity of in the likes of the Dow
Jones Sustainability Index or FTSE4Good, will lead to a greater responsibility for companies to change.
Innovative regulation: Materials recovery and life-cycle responsibility (Rules of the System: Incentives)
Product stewardship, Extended Producer Responsibility use financial incentives, such as unit pricing, to
ultimately encourage manufacturers to design environmentally-friendly products by holding producers liable
for the costs of managing their products at end of life.
Creation of a 'Life-Cycle Mark-up Language' (The Structure of Information Flows)
A Lifecycle Markup Language could be used to share outcomes of lifecycle analyses along a value chain, and
would allow organizations to publish the lifecycle analyses of their products in a machine-readable format,
leading to system-to-system communication.
Targeted public procurement (Positive Feedback Loops)
Governments create market signals for suppliers by actively sourcing more sustainable and fairer products
and services through improved procurement policies. As business models evolve to cater to new criteria, the
resulting ripple effect will raise industry standards for adopting sustainable practices and life cycle metrics.
Market-Maker demand (Positive Feedback Loops)
Market makers who use their scale to influence practices within their supply chain (i.e. through supplier
scorecards) create positive feedback loops in industry behaviors. Critical to this is the position of market
makers as supporters of independent organisations that advocate sustainable business models.
Labeling – Data and information (The Structure of Information Fows)
There is so much noise in terms of labeling that such information flows might never be as strong as they could
be in terms of impact. Providing product information to influence purely rational drivers only motivates a small
percentage of people, and impact on end consumers is often overestimated
Potential Impact Ease of implementation Replicability Scalability
Leverage Points / What can be done
High
High
High
Med
High
High
Med
Med
High
High
High
Med
High
High
Med
Med
High
Low
Med
Med
High
High
High
Med
High
High
High
Low
Med
Med
Med
Med
Med
Med
High
Med
Med
Low
Low
Med
Med
Med
High
Low
Low
Med
High
Med
The Consumption Dilemma | 35
3 Mobilizing Business Opportunities: Life Cycle Thinking
Impact
Ease of implementation
High
Low
Low
High
Life Cycle
regulation
Innovation
platforms
Market maker
demand
Sustainable
Sourcing
Information
communities
Life Cycles at
Board Level
Scorecard
Standardisation
Financial
indexes
Life Cycle
Mark-up
language
Simplified
LCAs
Public
procurement
Labelling –
Data & information
The icons from the 2010 Redesigning Business Value report, are used to classify the various types of leverage points found in the graph.
High Medium Low
Impact Can trigger a fundamental
shift in the way the system
operates
Can reinforce positive
behaviours or can break
down barriers for progress
Important steps to take but
doesn’t enable a fundamental
change in the system
Ease of
implementation
Change can happen fast with
incremental costs and few
political barriers
Change desired but only
on a longer time horizon
due to inherent political and
economic barriers
Requires disruptive shifts in
organisational systems due to
divisive or polarised mindsets
Replicability Easy to copy and non-
exclusive. Can be emulated in
various geographies globally
Needs better regulatory
and business environment
to gain momentum across
geographies
Difficult to replicate or
implement beyond regional or
national context
Scalability Can be easily scaled between
municipal, national, regional
and global levels
Accessible by large entities
but difficult to enact on a
regional or global scale
Costly to scale requiring large
investments in order to grow
beyond local pilot phase
This key explains the qualitative rating system used for leverage points on the table opposite and graph below:
Enabling
Transformation
Innovation in
Public Policy
The Consumption Dilemma | 37
4 Enabling Transformation:
Innovation in Public Policy
4.1 Why Public Policy Innovation?
As this report has made clear, getting public policy right is essential to
building the sustainable economy we need. Good public policy can create
markets, incentivize businesses and transform consumer behaviour
in support of sustainable consumption. Bad policy can help entrench
perverse incentives, destroy opportunities for sustainable value creation and
discourage innovation.
The different roles of government – as enablers of markets, as incentive
providers and as enforcers of compliance with regulation – are critically
important to unlocking business innovation and to guiding markets’
allocation of scarce capital. Changes to policy can help build better
alignment between private returns and sustainability objectives. Policy
frameworks can make markets work in the private and the public interest.
In short, policy and politics matter.
As previously mentioned, public education on environmental issues can
help guide citizens in their consumption choices. In the Kyrgyz Republic,
the concept of sustainable environmental education has been developed by
environmental experts from universities, the relevant government ministries
and non-governmental organizations, seeking to incorporate sustainability
into education from preschool through to those in the workplace.
53
Political
elections are increasingly becoming opportunities for public awareness
raising and debate on the environment, as in Brazil’s 2010 presidential
elections.
Public policy can also establish the right price signals for sustainable
goods and services, and level the playing field for businesses by setting
standardized requirements for sustainable practices. Governments’ support
for social and environmental standards and labelling has grown rapidly
in recent decades, from the European Union’s extensive and technically
focused disclosure requirements on chemicals (REACH) through to more
recent US legislation requiring companies to report on the origins of selected
mineral components from conflict countries and a number of consumer-
facing fair trade labels.
Open innovation applies to policy-making as much as it does to collaborative
business innovation. Effective public policies can and should learn from
examples from communities, civil society and businesses – as well as
from policy innovations elsewhere. While not a government policy, the
development of ISO SR 26000 by the International Organization for
Standardization has brought together governments, businesses, NGOs
and international organizations in shaping the world’s first truly international
standard to encourage environmentally and socially sustainable activities.
Such policy innovations are important. Without them sustainable
consumption will either remain a niche market or become the market
paradigm too slowly to mitigate the environmental and resource risks facing
the world and the associated economic, social and political disruption which
they may bring.
Policy innovations are those
policy levers needed to catalyse
increased profitability of
business through sustainable
consumption strategies and
practices.
Understanding the potential
for public innovation, barriers
to realizing such potential and
how best to overcome these
barriers was a critical element
of the work of the initiative
during 2010.
Two specific questions were
addressed at this early stage:
• What policy innovations
would enable businesses
to profitably advance
closed loop practices?
• How best might
collaborative action
advance such policy
innovations?
Exploring Policy Innovation
38 | The Consumption Dilemma
4 Enabling Transformation: Innovation in Public Policy
4.2 Areas for Innovation
Progressive governments are increasingly recognizing the role of
sustainability in their national economies. In some countries this is principally
a matter of securing future competitive advantage – in Brazil’s vision of a
bioeconomy for example, or in China’s drive to develop its international
position in clean tech, or in Morocco’s decision to attempt to become a
clean energy hub for North Africa and Europe. For others the focus is more
basic – in some cases it is a matter of survival, such as in Jordan’s drive
to secure affordable energy as a means to overcoming extreme water
shortages and associated food security challenges.
The range of policy instruments available to governments is wide and varied.
Most, directly or indirectly, seek to reshape businesses and the economy as
a whole towards closed loop strategies that optimize natural resource use
and secure environmental stewardship:
• Public Procurement Criteria: the decision to incorporate sustainability
criteria into government procurement – whether at the national or the
local level – can instantly create significant markets for sustainable
products and services, helping tip the economy as a whole towards
sustainability. Having originated in Europe and North America the idea
is now global. The Green Purchasing Network India for example is
an association of professionals supported by the Japanese-founded
International Green Purchasing Network, developing green procurement
strategies and practices, especially across the public sector.
54
• Publicly-Funded Research: government support for research in
sustainable consumption pathways is key. China has recently completed
an initial investigation into how it can progress its “sustainable trade”
strategy by accelerating the development of its service sector and
encouraging inward investment in ‘green growth’ sectors. Governments
in every major economy are funding research into the development and
diffusion of environmental technologies.
• Public Awareness Campaigns: campaigns in support of
environmentally friendly behaviour, either directly sponsored by
governments or by other public bodies, have become increasingly
commonplace. The Brazilian government’s public awareness campaign
on the negative environmental effects of plastic bags has reduced use
to 800 million units in one year. On behalf of US non-profit organizations
and government agencies, the Ad Council conducted campaigns on
recycling. The amount of total waste recycled in the US increased by
24.4% from 1995 to 2000 after the launch of the campaign, proposed
by the NGO Environmental Defense
55
.
The Consumption Dilemma | 39
4 Enabling Transformation: Innovation in Public Policy
• Setting, Implementing and Enforcing Standards: whether set
by governments or by industry associations, standards – covering
everything from sustainable forestry to labour friendly production to
energy efficiency ratings – have become a powerful tool in driving
transformative change. Though promoted by industry associations
rather than specific public policy, sales of certified sustainable coffee
rose by a factor of five between 2004 and 2009.
56
• Regulation: environmental objectives, and sustainability objectives
more broadly, are increasingly reflected in a broad range of regulatory
frameworks:
• Incentives and Market Mechanisms: in some cases these
regulations are indirect in effect: through carbon pricing or taxes for
example. At times, policy reversals are also required, such as the
end to incentives that, in effect, reward unsustainable businesses
relative to their more sustainable counterparts. Despite the 2009
G20 commitment to phase out fossil fuel subsidies over the medium
term, the International Energy Agency estimates energy subsidies to
be running at over US$ 550 billion per annum worldwide.
• Prescriptive regulations: in other cases, the regulations are
embedded: in corporate governance, reporting and stock-exchange
listing requirements. The US’s Securities Exchange Commission
has recently mandated corporate disclosure of carbon emissions,
arguing its relevance from an investor risk management perspective
irrespective, technically, of the science. Since 2002, larger French
companies have been required to publish annual sustainability
reports, just as the China’s State-owned Assets Supervision and
Administration Commission now requires all central state-owned
enterprises to report on their CSR performance.
• Global Collaborative Visioning: this has become a far more significant
aspect of change-making in recent years, with initiatives, such as
UN Secretary-General Ban Ki-moon’s High Level Panel on Global
Sustainability, co-chaired by the presidents of South Africa and Finland,
providing directional focus for governments and businesses and helping
to catalyse the dynamic for action on the ground.
Getting the selection and application of policy instruments right is not
straightforward. Single policy instruments and measures rarely suffice,
even for relatively simple environmental impacts, businesses or markets.
Interventions at multiple levels – local, national and international – are often
needed.
It is also important to explore which policies have not been effective, or
have not been transferable or scalable. Over-simplistic, heavy-handed
interventions can prove ineffective or even counter-productive, raising
domestic costs, confusing consumers, advantaging businesses that can
evade measures, incentivizing substitution into equally problematic but
unregulated areas or unintentionally generating widespread compliance
failure.
40 | The Consumption Dilemma
4 Enabling Transformation: Innovation in Public Policy
4.3 The Shifting Geography of Innovation
Beyond the boundaries of any single state, governments have a role to play in
shaping the international rules of the game. In some cases, the sheer size of a
sub-sovereign (California), national (United States, China) or regional economy
(the European Union) means that internal decisions on regulation or procurement
can have global market impacts. More broadly, local, regional and national
governments, and their international counterparts, can and must play a central role
in establishing international frameworks that will allow tomorrow’s eco-sensitive
businesses, markets and international political economy to flourish.
Policy leadership on environmental and social issues is most often associated with
Northern Europe – notably the Nordic countries, Netherlands and Germany – and
to some extent North America. Waste recycling rates in Switzerland, Germany and
Norway are among the highest in the world at 52%, 48% and 40% respectively.
Recycling targets, take-back legislation and eco-labelling exemplify what were
once extraordinary policy innovations when they were first introduced, and
illustrate the potential scaled impacts that such innovations can have if they are
implemented effectively and are well understood across governments and nations.
But patterns of policy leadership and innovation are changing. China has taken
a leading role in investing in the development of the critical battery technology
required to advance electric vehicles, with private sector leaders such as BYD and
has driven down the global price of solar panels through volume effects on costs.
South Korea has perhaps most visibly positioned green growth as its national
strategic framework going forward, while countries such as India and South
Africa are progressing ambitious renewables initiatives, with India’s Solar Mission
initiative involving the development of 20 GW of solar generating capacity by
2022. Meanwhile, new cities in the Middle East and across Asia are establishing
new benchmarks in urban design for sustainable living. Japan’s “Top Runner”
programme
57
for example is a ratcheting energy efficient label, with best practice
by product category defining the bar for those wanting to achieve visible success
under the programme.
The shift in policy innovation is accentuated by the political difficulties in
establishing significant policy innovations in Europe and North America during
a period of extended economic vulnerability and acute concern about what the
economic outlook means for citizens, families and communities.
Importantly, however, the shift in the geography of policy innovations is
complemented by a shift in the geography of policy impacts. Policy leadership
in small European nations is likely to produce less leverage for global policy
innovation now than in the past and will have a less substantial aggregate effect on
the global environment than in the past. The impacts of policy innovation in major
emerging nations – both in terms of environmental impacts and in terms of global
markets – are far greater than before.
The Consumption Dilemma | 41
4 Enabling Transformation: Innovation in Public Policy
Emerging economies have expressed growing concerns over many existing
sustainability-related standards, especially private voluntary standards with
international scope but developed principally by Western businesses and civil
society organizations, often with support from their respective governments.
In some instances, concerns are focused on the specifics of the standards
themselves, especially where they relate to labour and broader human rights
issues. More often, however, the underlying concern is perceived biases in how
they were developed, who governs them and whom they benefit over others.
Western businesses and civil society organizations, in turn, express concern over
both the unwillingness of emerging nations’ businesses to comply with such
standards, and yet often have inadequate capabilities to engage in domestic,
emerging nations’ standards development processes.
4.4 Barriers to Public-Private Innovation
Policy innovation is a considerable challenge. There are understandable concerns
that forcing the pace will disadvantage some domestic business in international
markets and slow down the rate of growth. Lobbying by those with interests in a
business-as-usual approach can serve to prevent or even reverse much-needed
policy developments. Governments too often do not have the expertise – or the
adequate connections between their many policy-making functions – to know
which blend of policies will catalyse the desired business innovation to beneficial
national effect. Reaching out to external expertise comes with its own challenges,
with politicians and officials stretched to judge which advisers have which biases
or support what interests.
Of course governments can and do interact with and learn from each other.
However, the dynamism and complexity of the sustainable consumption space
makes traditional learning models redundant. These typically focus on specific
policy levers – such as how to legislate for take-back. But the challenge ahead is
much broader: to create a broader policy ecology with many moving parts.
Such an ecology, involving diverse and interrelated policies, will generally require
a spectrum of policy instruments with emphasis on convening, mobilization,
procurement, incentives and standards, as well as more conventional regulatory
responses.
Understanding what it takes to stimulate the business innovation required to scale
up sustainability at speed is key. Yet, most officials are deeply uncomfortable
engaging directly with business. This discomfort and lack of confidence is all
the greater where disruptive business models and associated technologies are
involved – in fact precisely in those areas where the potential for rapid, scaled
change is greatest.
42 | The Consumption Dilemma
4 Enabling Transformation: Innovation in Public Policy
4.5 Collaborative Sharing of Leading Policies
Policy innovations are needed to enable innovation and smart investment
of businesses to drive forward profitable strategies aligned to sustainable
consumption. However, the textbook separation of business strategy and
public policy is less relevant today given the complexities and dynamics
of intensely competitive global markets. Co-design and collaboration in
implementation are increasingly essential to securing smart policies that do the
job rather than reinforce old problems.
Two examples of collaboration can be cited. The European Food Roundtable
on Sustainable Consumption and Production was created to raise awareness
and advance co-designed voluntary and statutory action along the global food
value chain. Involving the farming community, food retailers and non-profit
organizations, the roundtable is co-chaired by the European Commission and
Nestle, and has been effective in influencing a range of European policies and
is active in promoting life cycle analysis and other standards. The Sustainability
Consortium, similarly, has focused on comparable range of issues but has a
lower involvement of public institutions as core members.
Co-design is increasingly the international norm in the analysis of public
policy options aligned to sustainable consumption. The China Council for
International Cooperation for Environment and Development (CCICED) is made
up of Chinese and international experts from business, governments, research
institutions and international agencies. Established to advise the State Council
on public policy options to advance sound environmental practices, it has over
18 years covered a wide range of key areas, currently including low-carbon
economics and trade, investment and the environment. Similarly, since the
end of apartheid, South Africa has established many public-private forums
mandated to advise on policy developments across many spheres.
Sustainability standards, including consumer-facing labels, are commonly
not only developed collaboratively but are governed and promoted through
public-private partnerships. The Forest Stewardship Council for example has
business, government and non-profit members from many countries, as do
other initiatives designed to promote sustainable consumption practices.
The Consumption Dilemma | 43
4 Enabling Transformation: Innovation in Public Policy
4.6 Policy Innovation for Sustainable Consumption
Policy innovation is a prerequisite to the rapid scaling of business practices,
consumer behaviours and market conditions aligned to sustainable
consumption. Exemplary progress has been made in specific policy areas in
particular countries. The barriers to leveraging these leadership cases are,
however, considerable. Without overcoming them, little further progress can be
made and, indeed, some sources of inertia, such as competitive fears, could
actually reverse positive achievements.
Distrust between business and policy-makers, combined with lack of
knowledge and often capabilities on both sides, makes progress difficult.
Weak knowledge transfers between governments creates further problems,
not least because of a lack of integrated approaches within governments.
And the historic shift in leadership towards emerging nations, while ultimately
opening new opportunities, creates further frictions in the short term, especially
given the generally embryonic stage of development of intergovernmental
collaboration and, even more so, public-private collaboration. Across the
following page are potential leverage points which came out of recent
conversations.
“Our greatest potential
will come from embracing
sustainable consumption
as an opportunity to
collaborate on solutions
that will leap frog us into
the future.”
– Mark Parker, CEO, Nike
44 | The Consumption Dilemma
4 Enabling Transformation: Innovation in Public Policy
Multi-stakeholder policy design (The Power to Add Change and Evolve )
Governments that can evolve and enable multiple stakeholders to collaborate and take part in the design will
be essential in securing smart policies. The European Food Roundtable on Sustainable Consumption is an
ideal example of a multistakeholder collaboration that is successful in influencing a broad range of EU policies.
Policy leadership (The Power to Transcend Paradigms)
Large emerging economies that have greater leverage for global policy innovation have a growing sphere of
influence (and responsibility) to provide solutions within their own borders but also in sharing best practices for
advancing policies globally.
Fiscal business & capital market incentives (The Rules of The System (Incentives, Punishments, Constraints)
Asset owner accountability to broader measures than shareholder return will be driven by greater transpa-
rency in sustainable investing, increases in popularity of sustainability indices, and demand for information
such as carbon emissions risk by security exchanges, and a trend towards integrated reporting.
Reducing fossil fuel and related subsidies (The Rules of the System: Incentives, Punishments, Constraints)
There remains a significant market failure where it is extremely important to tackle this perverse incentive if
there is significant change to be made. This certainly applies to energy and fossil fuels but also to many other
unsustainable resources that are politically sensitive because of culture or job creation.
Trade policy aligned to sustainable consumption
(The Rules of the System: Incentives, Punishments, Constraints)
National carbon trading and taxation schemes have elevated the debate on trade and the role of the WTO in
regard to national environmental measures and their compatibility with international trade law. Advancing a
coordinated approach on setting international norms will allow for an acceleration of policy innovation.
Targeted public procurement (Positive Feedback Loops)
When governments actively source more sustainable products and services by changing procurement
policies, this creates a market signal for suppliers who engage with the government. Once the new business
model is in place to cater to these new criteria, it will have a ripple effect within the industry.
Public awareness campaigns (The Structure of Information Flows )
Through the development of new school curricula or political election campaigns, governments have an
opportunity to share with their citizens the necessary knowledge for them to make informed decisions on
sustainable consumption.
Innovative life cycle regulation: (Constants, Parameters, Numbers such as Subsidies, Taxes, Standards)
Product stewardship, Extended Producer Responsibility and “Pay As You Throw” use financial incentives,
such as unit pricing, to ultimately encourage manufacturers to design environmentally friendly products by
holding producers liable for the costs of managing their products at end of life.
Choice-editing policies (Constants, Parameters, Numbers such as Subsidies, Taxes, Standards)
Governments can introduce roadmaps for elimination of unsustainable products and can intervene and ban
certain unethical/unsustainable products from hitting the market. NGOs can also act at as a third party to
evaluate the sustainability level of products being sold on the market.
End of life recovery and recycling infrastructure
Besides setting high-level targets for recycling and recovery, governments need to put in place the
appropriate infrastructure, which must be demographic and location-specific. This may include technologies
such as mixed recovery facilities for sorting or specific collection infrastructure for household and industrial
waste collection.
Eco-design and production standards
(Constants, Parameters, Numbers such as Subsidies, Taxes, Standards)
Elevating criteria in the design process will trigger automatic change along the value chain as it will force all
players to rethink the use and sourcing of certain materials. This will trigger stakeholder collaboration along the
life cycle of products and redesigned products to fit within new production standards while remaining profitable.
58
Potential Impact Ease of implementation Replicability Scalability
Leverage Points / What can be done
High
High
High
Med
High
Med
High
Low
High
Med
High
Low
High
Med
High
Low
Med
High
Med
Med
Med
High
Med
Med
Med
Med
High
Low
Med
Med
Med
Med
Med
Med
High
Med
Med
Low
Med
Low
Med
Med
High
Low
The Consumption Dilemma | 45
4 Enabling Transformation: Innovation in Public Policy
Ease of implementation
High
Low
Low
High
Stakeholder trust
in policy design
Trade
policy
Reducing
subsidies
Innovative
regulation
Choice-editing
policies
Impact
Business
incentives
Policy
leadership
Recycling
Infrastructure
Public
awareness
Eco-design
standards
Public
procurement
The icons from the 2010 Redesigning Business Value report, are used to classify the various types of leverage points found in the graph.
High Medium Low
Impact Can trigger a fundamental
shift in the way the system
operates
Can reinforce positive
behaviours or can break
down barriers for progress
Important steps to take but
doesn’t enable a fundamental
change in the system
Ease of
implementation
Change can happen fast with
incremental costs and few
political barriers
Change desired but only
on a longer time horizon
due to inherent political and
economic barriers
Requires disruptive shifts in
organisational systems due to
divisive or polarised mindsets
Replicability Easy to copy and non-
exclusive. Can be emulated in
various geographies globally
Needs better regulatory
and business environment
to gain momentum across
geographies
Difficult to replicate or
implement beyond regional or
national context
Scalability Can be easily scaled between
municipal, national, regional
and global levels
Accessible by large entities
but difficult to enact on a
regional or global scale
Costly to scale requiring large
investments in order to grow
beyond local pilot phase
This key explains the qualitative rating system used for leverage points on the table opposite and graph below:
Moving ahead
The Consumption Dilemma | 47
5 Moving ahead
5.1 Areas for Action
In each of the sections of this report, we have looked at key leverage points
which can be used to tip the system. In addition to evaluating the potential
impact, the scale and the speed of each of these, it is also important to
consider what the practical next steps for each of these might be.
Broadly, the points of highest leverage are those that transcend the physical
systems in value chains – the values of citizens, the strategies of business
and the policies of governments. With the obvious disclaimer that each of
these leverage points will require different stakeholders, this section attempts
to identify which of these might be actioned by different stakeholders and
stakeholder groups.
5.2 Leverage Points Requiring Business Innovation
As sustainability trends increasingly shape the competitive landscape,
businesses are grappling with the simultaneous need to de-risk their
operations and find new models for value creation. This future constellation
of business interactions demands new business models across the value
chain and a simultaneous shift to decouple value generation from resource
use. As concluded, this requires more than just a new set of metrics; it also
requires the mindsets to understand the implications and implement the
strategies.
Through board level strategies on authentic citizen engagement and life
cycle thinking, companies will be better prepared to take up the challenge
of sustainability. This will require a positive future vision to enable a common
direction for all employees, consumers and business partners, embracing
closed loop systems and zero waste as long-term objectives.
48 | The Consumption Dilemma
5 Moving ahead
It is important to note that there is still much that can be done today
through business leadership. The business innovation to achieve this can be
triggered on three levels: company-specific, industry-wide and along value
chains.
At a company level, CEOs can adopt simplified life cycle assessment at the
executive and board level as a tool for identifying key risks and opportunities
by product or product category. This will also aid strategic decision-making
and communication with stakeholders across the value chain. This life cycle
assessment may integrate both environmental and financial information, and
include scenario analyses that incorporate future constraints on resources
and market signals such as a carbon price.
• Transparency and authenticity of business values
Sustainability embedded in the core value proposition of a company
needs not only to be reflected through products but also through
the way the company is organized, behaves, communicates, etc.
Transparency and resulting consumer perception of the degree of
sustainability of an organization will be key in engaging them on
sustainability.
• Life Cycle Thinking at the board level of the company
Incentive systems and performance evaluations need to be designed
to reward life cycle thinking. These need to go right to the top – the
accountability of the board and CEOs needs to be broadened to
incorporate sustainability measures with demonstrable linkage to the
short- and long-term interests of the company.
• Strategic use of simplified and more accessible LCAs
Simplified life cycle assessments (LCAs) and product category rules
of thumb will enable more informed decisions. Coupled with scenario
analysis and strategic risk / opportunity assessment, simplified LCAs
will allow companies to evolve their business models as they reorganize,
especially in the design phase.
• Sustainability criteria integrated into sourcing decisions
The impact of sourcing and procurement criteria is multiplied
downstream - retailers on manufacturing companies and those
manufacturers on their suppliers. Governments also play a leading
role through their procurement power – up to 15% of GDP in some
economies.
• Choice-editing: making only more sustainable choices available
Choice-editing can be done by the industry (including retailers) by
removing unsustainable or less sustainable products. Governments can
introduce roadmaps for elimination of unsustainable products and can
intervene and ban certain less sustainable products from the market
(e.g. China is phasing out incandescent light bulbs).
The Consumption Dilemma | 49
5 Moving ahead
Across an industry, actions such as providing a common measurement
standard for Greenhouse Gas Emissions, standards for environmental
product labelling, and improved data sharing along value chains require high-
level collaboration between manufacturers and retailers. These can - among
other activities - be effectively driven through such leading institutions as the
Consumer Goods Forum.
• Standardisation of sustainability scorecards
There remains a need for an agreed set of standards for sustainability
scorecards, as several retailers are pushing independent sets of criteria
up their respective supply chains. Ideally, collaboration would take place
at an industry level to create a global set of criteria that would set the
rules of the game.
• Business association collaboration on messaging
Business associations have the power to act as a platform and to
engage with their members and influence them in taking specific
actions when it comes to sustainability. This can happen through
standardization of messaging, defining performance requirements,
sustainability certification, environmental performance reporting and
community engagement standards.
• Labelling: accreditation and certification
Instead of confusing the consumer with more data, it is often more
effective to target the values of a consumer through a label of
environmental or social assurance (e.g. P&G with their future friendly
label, Body Shop and animal testing, or the Fair-trade label). Use of such
labels can help to create a trust relationship between the consumer and
the company or sector.
Along the value chain, leading companies representing many sectors
will need to work together, for which effective communication is critical.
Companies can create value chain “visualizations” – visual, dynamic
representations of the value chain (supported by rigorous supply chain data)
where suppliers can see the impacts of their design decisions and test
changes in behaviour or design to examine benefits shared by companies
across the value chain. Through company-specific, industry-wide and cross-
industry strategies, the private sector can continue to act on the following:
• Support of consumer-led information communities
New and strengthened interactions with consumer-based information
communities (e.g.GoodGuide) will allow new collaborations to take place
and evolve. Such interactions will allow for better brand management,
increased stakeholder value and the improvement of data in the sharing
of collective resources.
• Mainstreaming of sustainability in financial indexes
Investor and holding company accountability on measures broader
than shareholder return is in its infancy. With greater transparency in
sustainability performance and increases in popularity of the likes of the
Dow Jones Sustainability Index or FTSE4Good, will lead to a greater
responsibility for companies to change.
• Creation of a ‘Life Cycle Mark-up Language’
A life cycle markup language could be used to share outcomes of life
cycle analyses along a value chain, and would allow organizations to
publish the life cycle analyses of their products in a machine-readable
format, leading to system-to-system communication.
‘‘In an increasingly
connected world, we have
a responsibility to lead our
industry by bringing various
stakeholders together
to develop sustainable
solutions that benefit
consumers around the
globe.’’
‘Brian J. Dunn, CEO,
Best Buy Co., Inc.’
50 | The Consumption Dilemma
5 Moving ahead
5.3 Leverage Points Requiring Policy Innovation
Understanding what it takes for governments to stimulate the business
innovation required is key; yet, most officials are deeply uncomfortable
engaging directly with business in a coherent, neutral and transparent way.
This lack of confidence is all the greater where disruptive business models
and associated technologies are involved, exactly where the potential for
rapid, scaled change is most possible. These areas are precisely where the
World Economic Forum is best placed to act.
Drawing from the tables in each of the chapters, potential leverage points for
the Forum to advance include the following:
• Multi-stakeholder policy design and implementation
Governments that can evolve and enable multiple stakeholders to
collaborate and take part in the design will be essential in securing smart
policies. The European Food Roundtable on Sustainable Consumption
is an ideal example of a multistakeholder collaboration that is successful
in influencing a broad range of EU policies.
• Policy leadership by key countries of influence
Large emerging economies that have greater leverage for global policy
innovation have a growing sphere of influence (and responsibility) to
provide solutions within their own borders but also in sharing best
practices for advancing policies globally.
• Trade policy aligned to sustainable consumption
National carbon trading and taxation schemes have elevated the debate
on trade and the role of the WTO in regard to national environmental
measures and their compatibility with international trade law. Advancing
a coordinated approach on setting international norms will allow for an
acceleration of policy innovation.
• Targeted green public procurement
When governments actively source more sustainable products and
services by changing procurement policies, this creates a market signal
for suppliers who engage with the government. Once the new business
model is in place to cater to these new criteria, it will have a ripple effect
within the industry.
To make substantive progress, each of these will require unprecedented
levels of collaboration. One way to explore this deeper is by taking open
innovation as an accelerator and laying it across business and policy
boundaries – open public-private innovation. This will require a blend of
competencies, influencing pathways and the highest levels of trust.
Through all this, citizens will continue to be the currency of change. The
Forum can help catalyse this change on the operational elements of
business strategy and policy innovation.
The Consumption Dilemma | 51
5 Moving ahead
5.4 Proposed Policy Innovation Platform
The creation of a “Policy Innovation Platform” would supply reliable and
unbiased guidance to advance public policies in a high-trust environment
that effectively catalyse transformative business practices and citizen
behaviours aligned to sustainable consumption.
The intent of the proposed platform would be to shake up the system of
policy-making to enable a more transformative shift in green business friendly
policies. Initiated, incubated and facilitated by the World Economic Forum,
such a platform would be expected to have a finite lifespan of two years.
There would be every hope and expectation that such a policy innovation
platform, if helpful in policy formation, would cascade and over time establish
self-sufficiency requiring diminishing input from the World Economic Forum.
Such a platform would focus on a small number of policy ecologies, which
might for example include how best to raise citizens’ awareness about
sustainable consumption, encourage investment in reduced footprint
materials, or how best to create downstream take-back and recycling.
In each area, the aim would be for governments to advance their own
policies in the area alongside businesses and civil organizations, with
practical advice to offer based on their own experience on the ground. At the
same time, governments would develop their internal competencies and a
support network of trusted organizations.
Key to the success of such a proposal will be getting the right people
involved, both in terms of position and propensity. The World Economic
Forum looks forward to catalysing this challenge with CEOs from a range
of companies as well as heads of state and ministers from progressive
governments. This topic will be central to discussions in the Annual Meeting
2011 in Davos and throughout 2011.
Conclusion
The Consumption Dilemma | 53
6 Conclusion
This report contains a wide range of suggestions for taking the issue of
sustainable consumption from a business imperative and vision to a tangible
set of actions.
Building trust with consumers and engaging them as citizens in the context
of sustainable values is one important step in this process. There are
also myriad opportunities for individual firms and industry associations to
take steps to shift mindsets and embed life cycle thinking in the “DNA”
of organizations and entire industries. Achieving these will require the
support of innovative policy environments that make use of progressive and
well-designed market mechanisms, regulation, incentives and education
programmes.
However, as many experts have emphasized, implementing these ideas is
neither straightforward nor costless. The way forward involves far greater
collaboration to share the best insights and policies as well as sharing the
cost of transforming systems to be truly sustainable. While this project
has succeeded in bringing together a subset of stakeholders from multiple
industries, geographic regions and expert perspectives, the challenge of
sustainable consumption requires collaboration between consumer voices,
businesses and policy-makers from around the world on a far larger scale.
The proposed Policy Innovation Platform will be an important step in
this process. The Forum’s regional events will provide the physical and
intellectual basis for this to be developed over the coming year. Through
its Sustainability Initiative and ongoing work, the Forum continues to be
committed to realizing the promise of sustainable consumption.
54 | The Consumption Dilemma
7 Annex
The Ecoinvent Centre
www.ecoinvent.ch
• Non-profit organisation
• Multi-impact assessment
The world’s leading database with consistent and transparent, up-to-date life cycle
inventory (LCI) data, containing more than 4.000 LCI datasets covering several
business areas. The LCI datasets are based on industrial data and have been
compiled by internationally renowned research institutes and LCA consultants.
The data is compatible with all major LCA and eco-design software tools.
SimaPro 7
www.pre.nl/simapro
• Private software supplier
• Multi-impact assessment
SimaPro is a professional LCA software tool that contains several impact
assessment methods and several inventory databases (including Ecoinvent),
which can be edited and expanded without limitation. It can compare and
analyse complex products with complex life cycles. SimaPro and GABI are the
most commonly used software and approximately share the market.
GaBi 4
www.gabi-software.com
• Private software supplier
• Multi-impact assessment
An all-in-one software tool for modelling products and systems from a life cycle
perspective. It contains databases with worldwide coverage as well as the Ecoinvent
database. Different versions are available, ranging from an educational to a
professional use of life cycle analysis that can evaluate life cycle environmental, cost
and social profiles of products, processes and technologies. SimaPro and GABI are
the most commonly used software and approximately share the market.
Earthster
www.earthster.org
• Non-profit organization
• Multi-impact assessment
• Open source platform
Web-based tool for tracking environmental and social data, for turning them into
life cycle assessments and for sharing this information across supply chains.
Earthster will build an open data commons for sustainability information that
will provide an easy LCA entry for small and medium size companies It is being
piloted by Wal-Mart, Seventh Generation and Tetra Pak.
A. Inventory of Life Cycle Tools
The strategic use of life cycle assessments (LCAs) can be instrumental for
the long-term success of an organization; however there are a multitude of
softwares, labels and platforms that exist for companies and individuals to
use. This inventory aims to illustrate some common and emerging product
specific tools for life cycle metrics and highlights how they can be used
and differentiated (other tools that focus more on organizations have been
omitted, such as the Carbon Disclosure Project).
As in Chapter 3, the set of life cycle metrics initiatives can be classified along
two dimensions. On one axis, the use of life cycle metrics can be classified
as passive or active, with active use of LCMs implying their application to
business models as a whole. On a second axis, the use of life cycle metrics
can be classified as principally for internal use, or also for the purposes of
external collaboration along the value chain.
Those two dimensions define four quadrants, as demonstrated on page 29:
• Life Cycle Assessment: Tools (and software) to perform life cycle
assessments
• Life Cycle Information: Certification partners and labels
• Life Cycle Strategy: Life cycle tools and standards that enable
reporting, benchmarking and collaboration
• Life Cycle Collaboration: Life cycle initiatives on strategic engagement
with consumers
Life Cycle Assessment: Tools to Perform Life Cycle Assessments
This selection includes Earthster, an innovative open source tool that enables
life cycle assessments (LCA) across supply chains, SimaPro and GaBi, which
are common softwares to perform LCA, and the Ecoinvent Centre that is the
world’s leading database of life cycle inventory data.
The Consumption Dilemma | 55
7 Annex
Carbon Label
www.carbon-label.com
• Non-profit organisation
• Single-attribute label
The Carbon Reduction Label helps educate the consumer as to which products
are working on reducing their carbon footprints. Brands that want to “wear” the
label are required to calculate the exact footprint of their product in accordance
to the PAS 2050 standard. This standard was developed in 2007 by the Carbon
Trust in partnership with the United Kingdom Department for Environment, Food
and Rural Affairs (DEFRA) and BSI British Standards.
Energy Star
www.energystar.gov
• Government supported
• Single-attribute label
Energy Star is a labelling program designed to identify and promote energy
efficient products to reduce greenhouse gas emissions. Energy Star provides a
trustworthy label on over 60 products for the home and office. These products
deliver the same or better performance as comparable models while using less
energy and saving money. Joint programme of the US Environmental Protection
Agency and the US Department of Energy.
People 4 Earth
www.people4earth.org
• Non-profit organization
• Multi-attribute label
The People 4 Earth Sustainability Index is a visual representation of how well a
product meets the standards’ criteria which may be used on the product itself
as a label, on the company website or anywhere the product is depicted. The
standard behind the sustainability index is built on four pillars of sustainability
that fall into two broad headings: PEOPLE and EARTH. The four pillars are:
PURE, FAIR, LIFE and RENEW. Remains to reach adequate scale for high
impact.
USDA Organic Label
www.ams.usda.gov/AMSv1.0/nop
• Government Supported
• Single-attribute label
Accreditation for private businesses, organizations and state agencies to certify
producers and handlers of agricultural products according to the National
Organic Program regulations. Products labelled as “100% organic” must contain
only organically produced ingredients and processing aids (excluding water
and salt). Products labelled “organic” must consist of at least 95% organically
produced ingredients (excluding water and salt).
European Union Eco-label
www.ecolabel.eu
• Government Supported
• Multi-attribute label
A voluntary scheme by the European Environment Commission to encourage
businesses to market products and services that are kinder to the environment.
The Eco-label criteria is based on studies that analyse the impact of the product
or service on the environment throughout its life cycle, starting from raw material
extraction in the pre-production stage, through production, distribution and
disposal.
Cradle to Cradle
®
www.mbdc.com
• Proprietary methodology
• Private consulting structure
• Multi-attribute label
Cradle to Cradle models a holistic economic, industrial and social framework
that seeks to create systems that are not just efficient but essentially waste-free.
Concerns have been raised by experts and LCA practitioners in regard to the
practicability of the concept, the technical implementation and the claims around
recycling that need to be further reviewed. One should consider its use in
tandem with more quantitative and more adapted tools regarding product types.
Life Cycle Information: Certification Partners and Labels
Currently, more than 360 eco-labels have been identified globally; therefore
this is a sample selection of certification partners and the labels they offer.
At the moment, several labels are being developed at a country level,
while some are appearing at regional levels, such as Energy Star and the
European Union Eco-label. New labels range from either quantifying a single
attribute (e.g. carbon emissions) to having a more global life cycle view where
both the environmental and the social impacts of a product are taken into
consideration
59
.
56 | The Consumption Dilemma
7 Annex
Life Cycle Strategy: Life Cycle Tools and Standards that enable Reporting,
Benchmarking and Collaboration
In this quadrant, we can find initiatives meant for developing standards for
reporting, such as ISO, and those can most of the time be used as a way of
benchmarking the environmental performance of companies. Ultimately, new
initiatives are being developed that will allow different players in the supply
chain to share their life cycle information and engage in innovation and
collaborative thinking.
International Organization for
Standardization (ISO)
www.iso.org
• Network of nat’l standards
institutes
• Proprietary
International standard-setting body composed of representatives from various
national standards organizations. ISO has recently launched the ISO 26000,
a new guidance standard on social responsibility. ISO 14040:2006 describes
the principles and framework for life cycle assessments, while ISO 14044:2006
specifies requirements and provides guidelines for LCAs.
The Greenhouse Gas Protocol
www.ghgprotocol.org
• Non-profit support
• Single-attribute standard
The GHG Protocol is the international accounting tool, created by the
World Resources Institute and the World Business Council for Sustainable
Development, designed to understand, quantify and manage greenhouse gas
emissions. In November 2010, WRI and WBCSD released the second draft of
the new GHG Protocol standard for Product Accounting and Reporting. “The
primary goal of this standard is to support companies to reduce these emissions
by making informed choices about the products they design, manufacture, sell,
purchase or use.”
European Food Sustainable
Consumption
www.food-scp.eu
• Government support
Co-chaired by the European Commission, Food SCP aims to establish the food
chain as a major contributor towards sustainable consumption and production
in Europe. Their key objectives are the Identification of scientifically reliable and
uniform environmental assessment methodologies for food and drink products,
the identification of suitable communication tools to consumers and other
stakeholders, and the promotion of and reporting on continuous environmental
improvement.
String Together
www.stringtogether.com
• Multi-impact assessment
An online traceability service which allows companies within a supply chain
to receive and send complete and accurate traceability information, file
attachments and custom datasets (including certificates, specifications, images,
video, etc.) relating to any type of product. Designed and developed by Historic
Futures Limited.
The Sustainability Consortium
www.sustainabilityconsortium.org
• Non-profit
• Multi-attribute tools
An independent organization of diverse global participants (universities, NGOs,
manufacturers, retailers) contributing to a more sustainable world through better
products, consumption and supply chains. They are developing and promoting
science and integrated tools that improve informed decision-making for product
sustainability.
Global Packaging Project
globalpackaging.mycgforum.com
• Industry Association support
• Collaboration packaging
industry
This project, part of the Consumer Goods Forum sustainability pillar, addresses
the need in the packaging industry for a common language to enable intelligent
and informed discussion on sustainable packaging. The team working on the
project includes experts and practitioners across the entire packaging chain:
retailers, manufacturers, converters and associations.
The Consumption Dilemma | 57
7 Annex
Life Cycle Collaboration: initiatives on strategic engagement with
consumers
Consumers are getting engaged in new communities to support and enable
change, which then get mobilized by looking for and demanding more
transparent information. The inevitable growth of crowd-sourcing projects
and a growing market segment of consumers focused on health and the
environment will be a game changer for enterprises.
GoodGuide is currently the best case example of a game changing solution
that provides information which allows both consumers and businesses to
better understand products that they respectively consume and produce.
This understanding thereby enables them to change their behaviours and
practices.
GoodGuide
www.goodguide.com
• ‘For benefit’ organization
GoodGuide provides authoritative information about the health, environmental
and social performance of products (personal care, food, household chemicals
and toys) and companies. Their mission is to help consumers make purchasing
decisions that reflect their preferences and values. Companies that engage with
GoodGuide will get a better understanding of their products and consumer
base. Funded by several prominent venture capital funds.
Strategic
V
alue Creation
Internal
Processes
Data
Collection
External Stakeholder
Engagement
Compliance
58 | The Consumption Dilemma
7 Annex
B. Authors and Acknowledgements
World Economic Forum – Project Team and Authors
Randall Krantz Jason Shellaby
Director, Environment Initiatives Project Associate, Environment Initiatives
randall.krantz@weforum.org jason.shellaby@weforum.org
Sarita Nayyar Nicholas Davis
Senior Director, Consumer Industries Associate Director, Scenario Planning
sarita.nayyar@weforum.org nicholas.davis@weforum.org
Other Forum contributors and reviewers : Belinda Bonazzi, Sebastian Buckup, Nathalie Chalmers, Claire De Araujo,
Helena Leurent, Begoña Martinez, Marcello Mastioni, Kiana Ranjbar, Florian Reber, Bernd Jan Sikken, Dominic
Waughray
Deloitte - Project Advisers
We wish to thank Simon Zadek as advisor for the overall Driving Sustainable Consumption Initiative, and in particular
for his leadership on the Policy Innovation work.
Beyond his role as writer of this report, Charles Emmerson has been a valuable contributor to the content and the
structure of this document.
Nick Main
Global Managing Director Sustainability
and Climate Change Services
Deloitte (United Kingdom)
nimain@deloitte.co.uk
Ralph Thurm
Director Sustainability Strategies and Innovation
Deloitte (Netherlands)
RThurm@deloitte.nl
Laura de Francisco Campillo
Senior Consultant, Strategy & Operations
Deloitte (Netherlands)
ldefrancisco@deloitte.nl
Lawrence Hutter
Global Consumer Business Leader
Deloitte (United Kingdom)
lhutter@deloitte.co.uk
Koen De Staercke
EMEA Consumer Products Leader
Deloitte (Belgium)
kdestaercke@deloitte.com
Peter Capozucca
Sustainability Practice Leader, Consumer Products
Deloitte (USA)
pcapozucca@deloitte.com
Thomas Donck (seconded to the Forum)
Senior Manager, Strategy & Operations
Deloitte (Belgium)
tdonck@deloitte.com
The Consumption Dilemma | 59
7 Annex
The World Economic Forum would like to extend appreciation to the following for their efforts and
contribution to this report.
To the individual members of the Project Board:
To the Members of our Consumer Industry Agenda Council:
Nigel Morris Aegis, Media
Frank Clary, Agility
Kevin McKnight, Alcoa
Kalendu Patel, Best Buy Co. Inc.
Bryan Dierlam, Cargill
Winfried Haeser, Deutsche Post DHL
Howard Pulchin, Edelman
Alison Eyles Owen, Hill & Knowlton
Dan Pettit, Kraft Foods Inc.
John Kornerup, Bang Maersk
Mike Barry, Marks & Spencer
Claus Conzelmann, Nestlé SA
Hannah, Jones Nike Inc.
Nickie Spile, Novozymes A/S
Eve Magnant, Publicis Groupe
Jane M. Hutterly, S. C. Johnson & Son Inc.
Kelly M. Semrau, S. C. Johnson & Son Inc.
Andrew Wales, SABMiller PLC
Peter Graf, SAP AG
Thomas Spiller, SAS
Mary Coventry, Sealed Air Corp.
Thomas Lingard, Unilever
Rahul Koul, Wipro
Helio Mattar, Akatu Institute for Conscious Consumption
Sonia Chapman, BASF SA
Kalendu Patel, Best Buy Co. Inc.
Aron Cramer, Business for Social Responsibility (BSR)
Mindy S. Lubber, Ceres
Bjarne Pedersen, Consumers International
John Wilbanks, Creative Commons
Natalia Allen, Design FuturistSM
Ted Howes, IDEO Inc.
Hannah Jones, Nike Inc.
Olivier M. Weber, PepsiCo Brazil
Peter R. White, Procter & Gamble Technical Centres Ltd
Robert Hahn, Sustainable Consumption Institute,
University of Manchester
Michael Kuhndt, UNEP/Wuppertal Institute Collaborating
Centre on Sustainable Consumption and Production
Jean M. Brittingham, University of Cambridge
Andrea Thomas, Wal-Mart Stores Inc.
Liz Goodwin, WRAP
60 | The Consumption Dilemma
7 Annex
Graham Allan, Yum! Restaurants International
Dan Ariely, Author
Dan Atkins, Shaper Group
Matthew Ayres, Lend Lease
Mark G. Barthel, WRAP
Christophe Beck, Ecolab Inc.
Martha Bejar, Wipro Technologies
Sylvie Benard, LVMH Moët Hennessy - Louis Vuitton
Uwe Bergman, Henkel AG & Co. KGaA
Michael Biddle, MBA Polymers Inc.
Darren Bilsborough, Parsons Brinckerhoff
Keith Bishop, OneSteel
Olle Blidholm, IKEA Group
Michael Blowfield, London Business School
Tim de Boer, Ketchum Pleon
Chris Bradshaw, Autodesk Inc.
Charlie Brown, Nike Inc.
Andrea Brown, World Business Council for Sustainable
Development (WBCSD)
Mary Capozzi, Best Buy Co. Inc.
Arne Cartridge, Yara International ASA
Scot Case, UL Environment Inc.
Jorge Casimiro, The Coca-Cola Company
Jeff Chahley, Kraft Foods Inc.
Ed Chan, Wal-Mart China
Dan Cherian, Nike Inc.
Henry Chesbrough, University of California, Berkeley
Jason Clay, WWF
Dave Cobban, Nike Inc.
Maurie J. Cohen, New Jersey Institute of Technology
Cristóbal Conde, Sungard
David Cook, The Natural Step
Sebastian Csaki, LVMH Moët Hennessy - Louis Vuitton
Claire Davies, Hill & Knowlton
Christopher Deri, Edelman
Tonny Dierckx, SAS
Paul Dobson, Deloitte
Erin Dobson, Nike Inc.
Sally Domingo-Jones, Hill & Knowlton
Renaud Dutreil, LVMH Moët Hennessy - Louis Vuitton
Cashion East, The Sustainability Consortium
Richard W. Edelman, Edelman
Iftekhar Enayetullah, Waste Concern
Andrew Erratt, Cisco Systems
James Farrar, SAP AG
Alyssa Farrell, SAS Institute Inc.
Mike Faupel, The Sustainability Consortium
Mark Fookes, GPT Group
Ralf Frank, DVFA
Peter Glazebrook, Rio Tinto
Jay Golden, Duke University, Nicholas Institute for
Environmental Policy Solutions
Dan Goleman, Author
Ron Gonen, RecycleBank
Brad Gordon, Intrepid Mines
Kelly Groehler, Best Buy Co. Inc.
Jochen Guntrum, METRO AG
Martin C. Halusa, Apax Partners LLP
Harish Hande, SELCO Solar Light (P) Limited
Anna Harper, Cultural Shapeshifters
Joergen Ole Haslestad, Yara International ASA
Raji Hattar, Aramex
William V. Hickey, Sealed Air Corp.
Cheryl Hicks, UNEP/Wuppertal Institute Collaborating
Centre on Sustainable Consumption and Production
Bill Hoffman, Best Buy Co. Inc.
John Hontelez, European Environmental Bureau (EEB)
Dieter Horst, World Business Council for Sustainable
Development (WBCSD)
Del Hudson, Nike Inc.
Truus Huisman, Unilever
Joichi Ito, Creative Commons
Mohammad Jaafar, The Kuwaiti Danish Dairy Company
KCSC
Richard A. Jefferson, Cambia
Elizabeth Keck, Wal-Mart Stores Inc.
David W. Kenny, VivaKi
Frank Kirkhaar, Aegis Media
Andrea Koerselman, IDEO Inc.
Maja Kuzmanovic, FoAM
Kelly Lauber, Nike Inc.
Jerry P. Leamon, Deloitte
Jim Leape, WWF
Additionally, thanks are due to the wide network of experts from business, the public sector, academia and civil
society that have participated in our workshops and events and who have contributed to discussions and interviews.
This list below is alphabetical with affiliations at the time of consultation:
The Consumption Dilemma | 61
7 Annex
Tristan Lecomte, Alter Eco
Wolfgang Lehmacher, Formerly GeoPost Intercontinental
SAS
Chris Librie, S. C. Johnson & Son Inc.
Ernst Ligteringen, Global Reporting Initiative (GRI)
Jack Linard, Unilever United States Inc.
Eugenio Longo, Sealed Air S.r.l.
Michael Lopez, Alcoa
Robert Madelin, Information Society and Media (INFSO)
Afzaal Malik, The Coca-Cola Company
Armineh Mardirossian, Woolworths
Ken Martchek, Alcoa
Hans-Juergen Matern, METRO Group
John Mayerhofer, SAP AG
Doreen McIntire, WRAP
Malini Mehra, Centre for Social Markets (CSM)
Andrea Moffat, Ceres
James Moody, Commonwealth Scientific and Industrial
Research Organisation (CSIRO)
Guy Morgan, Business for Socal Responsability
Lars Mortensen, European Environment Agency
Frans W. Muller, METRO AG
Robin Mürer, Apax Partners LLP
Karen Myers, CA, Inc.
Fernando Nilo, RECYCLA Chile SA
Gregory A. Norris, Earthster (New Earth)
Richard O’Brien, Newmont Mining Corporation
Andrew Ogilvie, Nike Inc.
Velaça Olivier, World Business Council for Sustainable
Development (WBCSD)
Leon Olsen, Deloitte
Dara O’Rourke, GoodGuide
Reed Paget, Belu Water
Nick Palousis, Shaper Group
Jules Peck, Abundancy Partners
Francis-Luc Perret, Ecole Polytechnique Fédérale de
Lausanne (EPFL)
Keith Perrin, Autodesk
Yves Pitton, Kudelski Group
Paula Prahl, Best Buy Co. Inc.
Nadine Pratt, UNEP/Wuppertal Institute Collaborating
Centre on Sustainable Consumption and Production
Peder Michael Pruzan-Jorgensen, Business for Social
Responsibility (BSR)
Fahad Al Raqbani, Abu Dhabi Council for Economic
Development (ADCED)
Leo Raudys, Best Buy Co. Inc.
Ruth Rawling, Cargill
Gee Rittenhouse, Alcatel-Lucent
David G.Rosenberg, Hycrete Inc.
Paul Rowsome, Groupe Carrefour
Chip Salyards, BMC Software Asia Pacific Pte Ltd
Per Sandberg, World Business Council for Sustainable
Development (WBCSD)
Anthony Scaramucci, Challenger Financial Services Group
Urs Schenker, Nestlé SA
Birgit Schleifenbaum, Firmenich SA
James Scott, Metro Cash & Carry International GmbH
Dov L. Seidman, LRN
Sandra Seru, Diageo Plc
Andrew Shapiro, GreenOrder
Paul Simshauser, Australian Gas Light
Anneke Sipkins, People4Earth
Stuart Smith, Hill & Knowlton
Chris Smith, Procter & Gamble
Chris Soderquist, Pontifex Consulting
Marion Sollbach, METRO AG
Steven P. Stanbrook, S. C. Johnson & Son Inc.
Mark Stavro, Bunge Limited
Anna Swaithes, Kraft Foods Inc.
Don Tapscott, nGenera
Virginia Terry, Business for Social Responsibility (BSR)
Burcu Tuncer, UNEP/Wuppertal Institute Collaborating
Centre on Sustainable Consumption and Production
Gregory Unruh, Thunderbird School of Global Management
Vijay Vaitheeswaran, The Economist
Miguel Veiga-Pestana, Unilever
Rutger Verkouw, Global Reporting Initiative (GRI)
Lorrie Vogel, Nike Inc.
Casey Wagner, Alcoa
Mike Wallace, Global Reporting Initiative (GRI)
Stewart Wallis, New Economics Foundation
Ryan Whisnant, Sungard
Joris Wiemer, Global Reporting Initiative (GRI)
Roy Woodhouse, Australian National Recycling Company
Ian Yolles, RecycleBank
Stephen Yucknut, Kraft Foods Inc.
Adriana Zacarias, United Nations Environment Programme
(UNEP)
Andrey Zarur, Kodiak Venture Partners
Zhang Qi, Nestlé
Anthony Zolezzi, Greenopolis
62 | The Consumption Dilemma
7 Annex
C. References and Endnotes
1
See speech of Professor Sir John Beddington, Sustainable Development UK
Conference, March 2009.
2
Figures are taken from Living Planet Report 2010: Biodiversity, Biocapacity and
Development, WWF, 2010.
3
See Redesigning Business Value: A Roadmap for Sustainable Consumption,
World Economic Forum, January 2010, Page 15.
4
See John Grant, Co-Opportunity, 2010.
5
See Peter Victor, “Questioning Economic Growth” in Nature 2010.
6
See Hazel Henderson and Fritjof Capra, Qualitative Growth, 2009.
7
See The Happy Planet Index 2.0, New Economics Foundation, 2009.
8
Talberth, Cobb et al, 2007, World Resources Institute, http://www.oecd.org/
dataoecd/29/6/42613423.pdf.
9
Robert Phillips, Jules Peck. See www.citizenrenaissance.com and see also Tim
Jackson, Prosperity without Growth – Economics for a Finite Planet. London:
Earthscan. 2009.
10
See Report by the Commission on the Measurement of Economic
Performance and Social Progress, 2009, available at www.stiglitz-sen-fitoussi.fr.
11
2010 Roundtable on the Measurement and Use of Data on Social Progress
and People’s Well-Being, Remarks by Angel Gurría, OECD Secretary-General
12
See www.grossnationalhappiness.com
13
SERI (Sustainable Europe Research Institute) www.materialflows.net.
14
See www.citizenrenaissance.com.
15
http://www.happyplanetindex.org/public-data/files/happy-planet-index-2-0.pdf.
16
Leverage points concepts by Donella Meadows.
17
http://www.industrialrubbergoods.com/automobile-industry.html
18
The idea of the “new normal” is defined in detail in Redesigning Business Value:
A Roadmap for Sustainable Consumption, World Economic Forum, January
2010, p 17.
19
Richard Thaler, Cass Sunstein, Nudge: Improving Decisions about Health,
Wealth and Happiness, 2008.
20
Source: Deloitte Analysis
21
http://www.recyclebank.com.
22
Source: Deloitte research
23
See Barry Schwartz, “Designing Policy to Influence Consumers” in The
Paradox of Choice: Why More is Less, 2004, p.17.
24
See www.publications.parliament.uk/pa/cm200809/cmselect/
cmenvaud/243/24305.htm.
25
See John Gerzema and Michael D’Antonio, “Spend Shift: How the Post-Crisis
Values Revolution Is Changing the Way We Buy, Sell, and Live”, 2010
26
See Common Cause: The Case for Working with Our Cultural Values, WWF,
2010 and Weathercocks and Signposts: The Environmental Movement at a
Crossroads, WWF, 2008.
27
See www.citizenrenaissance.com.
28
See Edelman Trust Barometer 2010.
29
See Rachel Botsman and Roo Rogers, What’s Mine Is Yours: The Rise of
Collaborative Consumption, 2010.
The Consumption Dilemma | 63
7 Annex
30
The experimental project involves investing the brand in community-building
projects nominated externally and then supported by PepsiCo.
31
Study conducted by Wieden + Kennedy for Nike, Innovating for a Better World :
Global Consumer Voices and Implications, 2010
32
See ICC Framework for Responsible Environmental Marketing
Communications, 2010
33
See Michael Maniates and John M. Meyer, Eds., The Environmental Politics of
Sacrifice, 2010.
34
Corporate Sustainability Initiative, An Overview of Eco-labels and Sustainability
Certifications in the Global Marketplace, October 2010/Consumentenonderzoek
2010 (Consumer Research 2010), Deloitte Netherlands
35
See A New Era of Sustainability, Accenture/United Nations Global Compact,
June 2010.
36
http://www.metrogroup.de/servlet/PB/menu/1227560_l2/index.html.
37
See for example www.nestle-waters.com/environment/nestle-waters-impact/
global-footprint.html.
38
See ww2.defra.gov.uk/environment/economy/purchasing/
39
Implementation of Executive Order 13514 signed by President Obama on 5
October 2009.
40
See James Bradfield Moody, The Sixth Wave, 2010. Sixthwave.org.
41
See Redesigning Business Value, World Economic Forum, 2010, p12.
42
See The Transparent Economy: Six Tigers Stalk the Global Economy and How
to Tame Them, Global Reporting Initiative/Volans, 2010.
43
See www.interfaceglobal.com/sustainability.
44
See http://business.carbon-label.com/casestudies/Walkers.pd.
45
See Annex 1 for Inventory of Life Cycle Initiatives
46
See the Center for Sustainable Consumption and Production’s Sustainability
Hot Spot Toolbox, Supporting Policies for Business Strategies towards
Sustainable Consumption, 2010.
47
See www.ahold.com/node/3260.
48
http://www.lca-center.dk/cms/site.aspx?p=378.
49
See http://www.dsm.com/en_US/downloads/sustainability/triple_p_2009_en.pdf.
50
See www.carbontruststandard.com/pages/sme.
51
The Sustainability Consortium, see http://www.sustainabilityconsortium.org/
52
See Henry Chesbrough, Open Innovation: The New Imperative for Creating
and Profiting from Technology, 2003.
53
For more information, see UNEP case study, Sustainable Environmental
Education in the Kyrgyz Republic.
54
See gpnindia.org
55
www.adcouncil.org.
56
See Jason Potts, Jessica van der Meer, Jaclyn Daitchman, State of
Sustainability Initiatives Review 2010: Sustainability and Transparency, IISD,
2010.
57
See http://www.asiaeec-col.eccj.or.jp/top_runner/index.html.
58
Directive 2009/125/EC of the European Parliament and the Council of
21 October 2009, establishes a framework for the setting of eco-design
requirements for energy-using products.
59
More information can be found at www.ecolabelling.com.
The World Economic Forum is an independent
international organization committed to improving the
state of the world by engaging leaders in partnerships
to shape global, regional and industry agendas.
Incorporated as a foundation in 1971, and
based in Geneva, Switzerland, the World
Economic Forum is impartial and not-for-profit; it
is tied to no political, partisan or national interests.
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