©Centre for Sustainable Action introduces investment opportunities for a sustainable future

©Centre for Sustainable Action is a cooperative created to support small to medium enterprises (SMEs) to embed sustainability within their business plans. 

We aim to support the wellbeing of entrepreneurs and business leaders to help achieve profitability and a social purpose through the development of products and services that are inherently sustainable. As a cooperative, we have the ability to raise £10 million in funding but we cannot do this alone we need the help of brilliant minds to make our mission possible. 

Join our #brilliant minds campaign at the Centre for Action to learn more register for the event by clicking on the link below.

REGISTER FOR THE WEBINAR

American Society for Quality (ASQ) Sustainability Survey

ASQ Sustainability Survey

Scan the QR Code to benchmark your Sustainability & CSR performance against best practice within your industry 

https://www.surveymonkey.co.uk/r/ASQSustainabilitySurvey
 

#quality #sustainability #csr #climatechange #environment

Quality and Essesntial Element of Sustainable Development - American Society for Quality EED Summer Newsletter 2020

 

American Society for Quality EED Sutstainability Committee Strategic Plan - ASQ EED Summer Newsletter 2020

 

 

 

Sustainability Footprint: A Case of Persception in Two SMEs - American Society for Quality EED Summer Newsletter 2020

 

Garthdee Field Allotments and Community Garden Project

Garden allotments are often an overlooked mechanism to foster sustainability connecting individuals to the environment by growing food and building community engagement. In this episode I showcase the work of Stuart Oram Chairman of the Garthdee Field Allotments and Community Garden. To learn more on how you can incorporate CSR in to your business strategy, register for the upcoming Certificate in Sustainability Strategy and Diploma in Sustainability Strategy course www.SustainabilityStrategy.org 

Takata recall - Quality more than just an airbag of hot air

We often take it for granted in the 21^st century that if a product is presented in a “new box” or a service at “new location” quality is inherent or explicit. The case of Takata airbag recall refutes this premise.

Takata supplies automotive safety systems controlling 22% of the global automotive airbag market. The company’s mission statement emphasises their commitment to quality which is to “Develop innovative products and provide superlative quality and services to achieve total customer satisfaction”.

 

This emphasis on quality is reinforced by an organisational approach the “Takata Way” that supports open effective communication openly and effectively and an adherence to Sangen-shugi the exploration of three “realities” which is comprised of Gen-ba or going to the location of the activity/problem e.g. the factory floor, Gen-butsu looking at problem first hand and Gen-jitsu gathering the facts to make a decision - realitybased decision making.

Despite this organisational philosophy Takata finds itself asleep at the wheel. Its flagship automotive airbag has allegedly been linked with the deaths of at least five motorists and over 139 injuries. The problem being a product defect that is only realised during the deployment of the airbag resulting in the rupturing of the inflator, sending metal fragments that have fatally injured unsuspecting users it was intended to protect. Potential causes for the airbag defects range from poor product handling, incorrect gas specifications, humid conditions, faulty welding to malfunctioning manufacturing equipment. 

The company was fully aware of the potential for the airbag to rupture during deployment 10 years prior to the recall but opted not to face the “reality” subsequently requesting the destruction of in-house test results and disposal of any evidence in essence creating a climate of fear amongst employees. Top management rather than implementing corrective action chose a default strategy of “do nothing” focusing on the bottom line not the triple bottom-line.

This strategic decision has resulted in the recall of over 14 million airbags from 11 different automakers and the allocation of over $655 million for quality costs. The reputational damage suffered by Takata is contributing to investor unease arising from reduced profit outlook and customer dissatisfaction with market share set to decline to 11% by 2020. Fortunately Takata has decided to “wake up to reality” taking steps to refocus the organisation efforts on quality by constituting an expert panel to examine the quality and safety issues. Quality not perception is reality.

To learn more visit our website www.sustainabilitycsr.com 

The four swans of sustainability

 

On a recent visit to Edinburgh Napier Business School for a meeting with Dr. Ian Smith the sustainability program course leader. I noticed four origami swans on his desk. Upon enquiring further he intimated that the items were found at the end of one of his lectures on the seat vacated by an anonymous student.  Jokingly he suggested it is symbolic of the quality of his lecture which one of his students found origami more interesting!

But why swans?

Swans in mythology have helped Greek gods move across the sky and is considered by many ancient and indigenous peoples to symbolise transformation, balance and elegance. Swans depending on colour e.g. black swans symbolise mystery or uncertainty.

My own research into the phenomenon of sustainbility footprints (i.e. the use of carbon footprint, water footprint, ecological footprint and the emerging concept of social footprints to evaluate the present non-financial consequences and future risk implications of strategic decisions) - indicates Sustainability footprint methodology is at the nexus of three management theories:

·         Risk – sustainability footprint risk must incorporate environmental impact and its effect on cost structure and revenue streams

·         Natural Resource Based View – sustainability footprint measurement contributes to strategy through pollution prevention, product stewardship and sustainable development

·         Shared Value – as indicators sustainability footprint assists firms in the mitigation of environmental impacts arising from value chain activities

These theories reveal four key areas within which sustainability footprints can contribute to the success of the firm in terms of cost dimension, innovation dimension, environmental dimension and stakeholder dimension...... the four swans of sustainability

Results of our pilot case study suggest that sustainability footprints can transform stakeholder perceptions of waste from being a cost centre to a profit centre, reduce carbon emissions by diverting waste from landfill and stimulate innovation through the search for potential energy savings.

Firms that do not measure their carbon, social and water footprint expose themselves to uncertainty and risk especially within the context of climate change as they fail to adopt behaviours or make decisions which are expressly sustainable.

To learn more about quality, safety and environmental management visit www.sustainabilitycsr.com