Sustainability Footprints in SMEs: Strategy and Case Studies for Entrepreneurs and Small Business

Reviews the evolution and theory of Sustainability Footprints e.g. carbon footprint and examines the critical success factors and contributions to small to medium sized enterprises (SME) growth Sustainable Footprints in SMEs explores the evolution and theory of Sustainability Footprints and examines the critical success factors and contributions to small to medium sized enterprises (SME) growth. It critically analyses the context, perceptions of contribution of sustainability footprint tools to growth and potential to assist firms in achieving further sustainable growth in four key areas Innovation Impact, Cost Impact, Environmental Impact, and Stakeholder Impact. Sustainable Footprints in SMEs features: – Identifying the challenges and Critical Success Factors (CSFs) in the use of sustainability footprint methodology within small businesses by the use of case studies – Proposing a strategic model suitable for the deployment of sustainability strategy and initiatives within business – Additional learning resources are: Case study PowerPoint slides, Podcasts to accompany case study slides, An interactive online Sustainable Strategic Model Analysis Tool, PowerPoint’s and lesson plans for each chapter, and Links to the authors blog The topics covered are applicable internationally, highlight the role of government policy, and propose a strategic model to guide implementation using case study examples.

Foreword 3 Acknowledgements 6 Contents 10 Glossary of abbreviated terms 13 1. Introduction 15 2. Sustainability and Corporate Social Responsibility – Context and Definition 28 2.1 Introduction 29 2.2 Definitions and historical context 29 2.3 Defining Sustainability 34 2.4 Embedding Sustainability 37 2.5 Corporate Social Responsibility definitions 40 3. The Dilemma of Sustainability & Corporate Social Responsibility 46 3.1 Introduction 47 3.2 Philosophical Challenge 49 3.3 Corporate Citizenship or Friedman Logic 55 3.4 The Transition 59 3.5 Cultural Challenge 60 3.6 Strategic Challenge 62 3.7 Strategic Frameworks 66 4. Sustainability Footprints – tools for growth 105 4.1 Introduction 106 4.2 Conceptual Framework 107 4.3 Kyoto Protocol and Greenhouse Gases 110 4.4 Emissions Trading 112 4.5 Clean Development Mechanism 114 4.6 Joint Implementation 114 4.7Carbon Footprint Reporting and Greenhouse Gas Reporting 115 4.8 Types of Carbon Footprints 116 4.9 Carbon Footprint Standards 119 4.10 DEFRA Guidelines 123 4.11 UK Policy Landscape 126 4.12 Water Footprint and Water Accounting 129 4.13 Social Footprint 131 4.14 Social Standards, Social Accounting and the Social Fingerprint 132 4.15 Ecological Footprint Analysis 133 4.16 Criticisms of Footprint Methodologies 134 5. Sustainable Strategic Growth Model – a solution to the Sustainability/CSR dilemma 141 5.1 Introduction 142 5.2 Sustainable Strategic Growth Model 145 6. The Politics of Sustainability 154 6.1 Introduction 155 6.2 Background 156 6.3 Challenges – transitioning to a Low Carbon economy 166 6.4 Contributions to growth 171 6.5 Critical Success Factors 178 6.6 Summary 190 6.7 Cost Impact 190 6.8 Innovation Impact 191 6.9 Environmental Impact 193 6.10 Stakeholder Impact 195 7. Capital Cooling – sustainable refrigeration and air conditioning engineering 197 7.1 Introduction 198 7.2 Context 202 7.3 Environmental and Legal Challenges 205 7.4 Contributions to growth 209 7.5 Sustainable Performance 233 7.6 Critical success factors 239 7.7 Sustainability/CSR Charter – setting the course with suppliers and sub–contractors 242 7.8 Summary 256 8. The Log House People – low carbon construction 262 8.1 Introduction 263 8.2 Context 264 8.3 Contributions to growth 269 8.4 Critical success factors 276 8.5 Summary 281 9. Moffat Golf Club – Greener Golf 284 9.1 Introduction 285 9.2 Context 286 9.3 Contribution to growth 270 9.4 Critical success factors 285 9.5 Summary 288 10. Rabbies Travel – carbon friendly sightseeing and tours 293 10.1 Introduction 294 10.2 Context 296 10.3 Contribution to growth 293 10.4 Critical success factors 309 10.5 Summary 313 Conclusions 337 Bibliography 343 Index 378

Lowellyne James is the Course Leader for the MSc Quality Management program at the Aberdeen Business School, an Ambassador of the Chartered Management Institute, founding Member of the Institute of Chartered Accountants Scotland Advisory Panel on Sustainability Activities. He has 15 years work experience ranging from Quality and Safety Management in the Manufacturing Sector to Advertising Management. As part of his continuous professional development he reviews management and technical books on behalf of the Chartered Quality Institute, the Institute of Environmental Management and Assessment and the Chartered Management Institute.