Sustainability Footprints in SMEs

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.

• Foreword xiAcknowledgments xiiiGlossary of Abbreviated Terms xvii1 Introduction 11.1 The Concept of Customer Satisfaction, 41.2 The Decoupling of Quality from Sustainable Development, 51.3 The Inability to Respond to the Dilemma Inherent in the Principal–Agent Relationship, 5References, 72 Sustainability and Corporate Social Responsibility—Context and Definition 92.1 Introduction, 92.2 Definitions and Historical Context, 102.3 Defining Sustainability…, 122.4 Embedding Sustainability…, 142.5 CSR Definitions…, 15References, 183 The Dilemma of Sustainability and Corporate Social Responsibility 223.1 Introduction, 223.2 The Philosophical Challenge, 233.3 Corporate Citizen or Friedman Logic, 273.4 The Transition, 293.5 The Cultural Challenge, 293.6 The Strategic Challenge, 303.7 Strategic Frameworks, 323.7.1 Sustainability Partnerships, 343.7.2 Integrative Sustainability Triangle, 363.7.3 Model of Sustainable Organisation, 373.7.4 Sustainable Value Model, 383.7.5 Carbon-Informed Complexity Management Model, 403.7.6 Carbon Management Framework, 423.7.7 Ecoenterprise Strategy, 443.7.8 Sustainability Footprint Model, 453.7.9 Balanced Scorecard-Based Sustainability Frameworks, 463.7.10 The Natural Step Framework or Framework for Strategic Sustainable Development, 513.7.11 ISO 26000: An International Guide to Sustainability/CSR Strategy, 523.7.12 BS 8900 Standard: Guidance for Managing Sustainable Development, 55References, 564 Sustainability Footprints: Tools for Growth 614.1 Introduction, 614.2 Conceptual Framework, 624.3 Kyoto Protocol and GHG, 634.4 Emission Trading, 644.5 CDM, 654.6 JI, 654.7 Carbon Footprint Reporting and GHG Accounting, 654.8 Types of Carbon Footprints, 664.9 Carbon Footprint Standards, 674.10 DEFRA Guidelines, 704.11 U.K. Policy Landscape, 714.12 Water Footprint and Water Accounting, 724.13 Social Footprint, 744.14 Social Standards, Social Accounting,and the Social Fingerprint, 754.15 Ecological Footprint Analysis, 754.16 Criticisms of Footprint Methodologies, 76References, 795 Sustainable Strategic Growth Model: A Solution to the Sustainability/CSR Dilemma 845.1 Introduction, 845.2 Sustainable Strategic Growth Model, 86References, 906 The Politics of Sustainability 936.1 Introduction, 936.1.1 SEPA, 946.1.2 SBC, 946.2 Background, 956.3 Challenges: Transitioning to a Low-Carbon Economy, 1006.4 Contributions to Growth, 1036.5 Critical Success Factors, 1086.6 Summary, 1166.6.1 Cost Impact, 1166.6.2 Innovation Impact, 1166.6.3 Environmental Impact, 1176.6.4 Stakeholder Impact, 118References, 1197 Capital Cooling: Sustainable Refrigeration and Air-Conditioning Engineering 1217.1 Introduction, 1217.2 Context, 1247.3 Environmental and Legal Challenges, 1267.4 Contributions to Growth, 1287.5 Sustainable Performance, 1457.6 Critical Success Factors, 1507.7 Sustainability/CSR Charter: Setting the Course with Subcontractors and Suppliers, 1527.8 Summary, 161References, 1638 The Log House People: Low-Carbon Construction 1668.1 Introduction, 1668.2 Context, 1678.3 Contribution to Growth, 1708.4 Critical Success Factors, 1758.5 Summary, 178References, 1809 Moffat Golf Club: Greener Golf 1829.1 Introduction, 1829.2 Context, 1839.2.1 Crichton Carbon Centre, 1839.2.2 Moffat CAN, 1849.2.3 Let’s Live Local, 1849.3 Contributions to Growth, 1879.4 Critical Success Factors, 1989.5 Summary, 201References, 20310 Rabbie’s Trail Burners Carbon-Friendly Sightseeing and Tours 20510.1 Introduction, 20510.2 Context, 20610.3 Contributions to Growth, 20710.4 Critical Success Factors, 21210.5 Summary, 213References, 21511 Conclusion 217Index 222