Sustainability Whitepapers |
Leading organizations view sustainability the same way they look at any other game-changing business opportunity that forces them to think differently about their operations. These organizations are taking another look at the core business through a sustainability lens and finding new ways to transform common operations and investments that clear the return on investment hurdle. And in the process, they are creating competitive differentiation and long-term value. Curious? Explore the articles below to learn how your organization might profit.
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Sustainability in business today: A cross-industry view Sustainability has received a great deal of attention from the media and the business community for a number of years. Yet there are still those that believe sustainability is more of a public relations play than an issue with real implications for business performance. To explore these and other issues around the view businesses have of sustainability today, Deloitte interviewed sustainability leaders at the U.S. headquarters of 48 large companies across five major industry sectors: automotive, consumer products, process and industrial, technology and telecommunications. |
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Sustainability Strategy 2.0: Next-generation driver of innovation Leading organizations today understand that sustainability is about more than managing resource use and waste production within their four walls. It’s also about understanding how their suppliers and customers are approaching these issues – and the impact of their decisions on a company’s own strategy and operations. Sustainability Strategy 2.0 explores how companies can better understand the interaction of financial and sustainability-related risks and opportunities across their value chains. |
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The high-profit supply chain: A resource-focused approach While many organizations have long recognized they can realize cost benefits by asking suppliers to reduce the cost of their operations, some leading organizations are going even further to pursue untapped savings. They are re-looking at their supply chain to reduce the use and production of five metrics that are ubiquitous within it – energy, carbon, water, materials and waste. These organizations realize if their supply chain partners use too much energy, water or materials, or if they produce too much carbon or waste, then they are spending too much money. And that extra expense is being passed on to you. |
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Energy management strategy: Energizing profits and insulating risk U.S. businesses may no longer be able to count on the stable and predictable electricity prices they have enjoyed for the past decade. Is your organization doing enough to insulate itself from potential risk exposure driven by increased energy price volatility? “Energy management strategy: Energizing profits and insulating risk,” describes how organizations can help offset the effect of future energy price increases by adopting a holistic, enterprise-wide strategy that treats energy as a manageable asset. By increasing the energy efficiency of its facilities and operations, an organization can create additional economic value with limited new risk. |
