Sustainable Development framework

The natural step

 Unsustainability
What are the basic problems that make our
global society unsustainable?

How are we contributing to these

problems?

What can we do today and tomorrow to

stop contributing to these problems?
 TNS
T h e C h a r a c te r o f E n v ir o n m e n ta l P r o b le m s
has changed:

Local G lo b a l

F e w L a rg e S o u rce s D if f u s e

S h o r t T im e D e la y L o n g T im e D e la y

L o w C o m p le x it y H ig h C o m p le x it y
 Sustainability in media
2006-2008

Before 2006
Warnings

2006
Inconvenient Truth – threat and darkness

2007
It is here to stay and it is cool

2008 How to create business

Could you handle the complexity?
 Human Population Growth
World Population

9 2050 – 9.1 Billion

7
2007 – 6.56 Billion
6

5
Billions

3
1945 – 2.3 Billion
2

1 1776 – 1 Billion
First 250
250 Million
Million
First Modern
Modern Humans
Humans 1492 – 500 Million
0
160,000 100,000 10,000 7,000 6,000 5,000 4,000 3,000 2,000 1,000 1 1,000 2,000 2,150
B.C. B.C. B.C. B.C. B.C. B.C. B.C. B.C. B.C. B.C. A.D. A.D. A.D. A.D.

Source: United Nations

Sustainability
Sustainability
Wealth Disparity:
Worse Wealth Gap vs. USA

Wellbeing
•2% of population Controls > ½ the World’s Wealth
•50% of population controls < 1% of World’s Wealth
Portugal

UK
•Income gaps between rich and poor > 2X in last 50 years
Wellbeing

Greece
Ireland New Zealand
Austria France Australia

Symptom: Increasing Wealth Inequality

Denmark Germany Canada Italy
Belgium Spain
Finland Switzerland
Netherlands
Norway
Sweden

Japan
Wilkinson & Pickett,
The Spirit Level
v (2009)

v
Better
Low Wealth Gap High

http://www.inhabitat.com/2010/10/14/worlds-largest-and-most-expensive-family-home-completed/
Earth Overshoot!
 Human Development Index &
Ecological Footpring of Nations (2005)
USA, Kuwait,
United Arab
Emirates

Sweden

Mauritius

Source: www.footprintnetwork.org
OVERSHOOT

The global economy now uses up 1.5 times the

earth’s capacity to regenerate the natural capital
upon which the system and life depends.
- The Global Footprint Network
1. Exponential growth is
UNSUSTAINABLE

Anyone who believes exponential

growth can go on forever in a finite
world is either a madman or an
economist

- Kenneth Boulding, Economist, Quaker,

Co-Founder of General Systems Theory
 2 PARTS BUSINESS CASE

Financ ials

NGOs Economists
Employees
Media Global Markets
The Public
No n-Financ ials / Re putatio n Investors
Customers Banks Insurers

Competitors Governments Scientists

 Waves of innovation
Source: The Natural Edge Project (2005)
 Funnel Metaphor
Supply & Demand Declining
resources and ecosystem
services (filtering water/climate
regulation)

Increasing
demand for resources and
ecosystem services (land &
water used by organizations)
The Concept of the Funnel

Natural Capacity:
Decline in Living Systems

Margin for Action ?

Demand:
Population x Affluence x Technology
G lo b a l P e r s p e c tiv e
D e c lin e in L if e S u p p o r t in g R e s o u r c e s

M a r g in f o r A c t io n ?

P o p u la t io n x A f f lu e n c e x T e c h n o lo g y
 Hitting the Wall
• Ecology - species, atmosphere, oceans, land, water
• Health of workers, society, self
• Competition, prices, shortages, insurance
• Social stigmas, recruiting problems
Capacity • Government regulations, standards

Demand
 Investing for the Future
Capacity
• Societal Demands
• Market Demands
Defensive • Nature’s Requirements
Enterprise

Restoration
Long Term
Profitability

Strategic
Enterprise
A defensive enterprise is forced to implement
changes at a later stage at higher cost.

Demand
 Sustainable Future
Capacity and quality of:
• Water, oceans and fisheries
• Arable Land
• Climatic stability
• Capacity of environment to absorb waste
• Forest Cover & capacity to fix CO2
• Food

Sustainability

Today

Need and Demand

 Threats Opportunities
 Forests  Resource management
 Agriculture  Waste management
 Fisheries  Tax, legislation,
 Ground water insurance, loans
 Climate  New markets
 Metals  Innovation/design
 Phosphates  Trust
 POP’s  Productivity,
 Eutrophy  Transaction costs
 Hormones  Brand
 Loss of trust  Stories of meaning
 Segregation  Team building
 Corruption  Community
 Epidemias  …
 Poverty
 ...
P a th to S u s ta in a b ility
O r ig in s o f T h e N a tu r a l S te p

Dr. Kirk-Henrick Robert

The promise of a better world is the promise of sustainable development.

It presents both an enormous opportunity and the greatest challenge of our time
 The Natural Step - TNS
• International NGO
• Scientific approach
• Holistic, generic framework
• Strategic advice &
education
• Leadership and role models
• Innovative tools and
services
• Networks & partnerships
Accelerating the Transition to a Thriving World

Our Vision...

...is a world in which human society thrives within nature’s limits.

Our Mission...

...is to enable the actors within society to use sustainability as a set of

design principles to innovate, succeed and co-create vibrant futures
together.
 Who uses it?
Worked with….

Swedish Eco-
municipalities

City of Madision, WI
 TNS
Could you be strategic?

• Do you have a definition of sustainability?

• What is your gap?
• What are you doing to bridge it?
TNS
TNS
TNS
A “Compass”
Think of the Natural Step
Framework like a compass.
Where a compass helps an
individual know where true
North is and the uses this point
to guide their movements, the
Natural Step Framework helps
organizations or communities
know where sustainability is
and guide their innovation
efforts towards this point.
 Backcasting
...

Vision

2014 Tim
e
Challenge of Alignment

Many individuals in an organization

(and organizations within a community)
with energy and enthusiasm
TNS as a Compass

The Natural Step Framework

is a shared language and

acts as a compass
TNS as a Compass

The Natural Step Framework

is a shared language
and acts as a compass
 The Natural Step concepts
1.The sustainability challenge

2. Backcasting

3. The sustainability principles

4. Backcasting from principles

5. ABCD planning process

 What does it take?

The Natural Step (TNS)

Sustainability
Sustainability Principles
Systems Perspective
Backcasting
Strategic prioritization
 System Overview

Details/Complexity
= leaves

Fundamental
Principles
= trunk and branches

© 2000 The Natural Step. All rights reserved.

SYSTEMS THINKING
1.The earth is a closed system with respect to matter. Nothing enters or leaves (aside from the
odd meteor or rocket), which means everything that was here two billion years ago is still here
today.

There is no away.
Matter can change form, but it doesn’t leave
2. The earth is an open system with respect to
energy. In fact, energy from the sun is the only input
into the system. This energy enters our atmosphere
and is released back into space in the form of heat.

The sun’s energy drives everything

 Cycles of Nature

Open system
for energy

Closed system
for matter
1) Nothing
disappears
«Photosytesis
2) Everything
provides new
disperse
structure »

Slow geological cycles Slow geological cycles

(vulcano eruptions (sedimentation and
and weathering) mineralization)
3. Life exists in the thin layer around the earth called the
biosphere, which is as thin as the skin of an onion.
The biosphere is very fragile –and there is only so much
wear and tear it can take. And it is certainly rare. As far
as we know, there’s only one just like it in the entire
universe, and the more we learn about it, the more
complex and beautiful it turns out to be.

Our biosphere is fragile and rare

5. Photosynthetic organisms (plants and some algae)
capture the sun’s energy and use it to power their
growth. This growth supports the development of
every organism on earth

Photosynthesis pays the bills.

6. All life on earth depends on complex, self-regulating
systems that circulate materials and energy in
closed-loop cycles. Slow geological processes move
materials from deep in the earth’s crust (or lithosphere)
to the biosphere and back again. Ecosystems in the
biosphere rapidly cycle and recycle nutrients, water
and energy from one organism to the next.

Nature works in efficient cycles nothing is

wasted
 Basic science

Nothing disappears

Everything disperses

We consume quality

Plants produce net quality

 Basic science

People
Diversity

Common Human Needs

Self-organisation in social structures

Interdependence

Capability to use Empathy

DEFINING HUMAN NEEDS

Manfred Max-Neef et al
5-level model
What does the system look like in which I
live? How is it constituted?

What is ´success´ in this system? What

definitions apply?

What strategy must I use short term and long

in order to be able to achieve success?

What actions do I need to take to fulfil the

strategy and what actions do I start with?

What tools and resources do I need and

have I got them all sorted?
F iv e L e v e l M o d e l G am e of C hess

1 . S y s te m s L e v e l C h e s s b o a r d , r u le s o f th e g a m e

2. Success Level C a p tu r in g K in g - C h e c k m a te

3 . S tra te g y L e v e l S tr a te g ie s fo r o p e n in g , m id d le a n d e n d g a m e

4 . A c tio n L e v e l T a c t ic s f o r m o v in g p ie c e s

5 . T o o ls L e v e l B o o k s , c la s s e s , c o m p u te r p r o g r a m s
5-level model
Planet earth and cycles that maintain it

To be able to prosper now and in future

Backcasting from sustainability principles

Become a sustainability champion apart from

doing other things –advocate the change

DFE, LCA, ISO 14001, ISO 50001,

cleaner technology, pollution prevention
etc.
What does this mean to me?

What does it mean to business?

What does it mean to communities?

S y s te m C o n d itio n # 1

I n a s u s t a in a b le s o c ie t y , n a t u r e is n o t s u b je c t t o
s y s t e m a t ic a lly in c r e a s in g

… c o n c e n tr a tio n s o f s u b s ta n c e s e x tr a c te d fr o m th e
e a r th ’s c r u s t .
H o w m a n y p o u n d s o f m a te r ia l d o e s it ta k e to m a k e
o n e la p to p c o m p u te r ?

4 0 ,0 0 0 p o u n d s o r 2 0 t o n s
- P aul H aw ken
 Sustainability principle 1

What can we do...?

Fossil Fuels Renewables

Scarce metals Abundant metals
Inefficient Use Efficient Use
Dissipative Use Tight technical Cycles
1a) Does your organization rely on processes that use trace metals and minerals (e.g.
mercury in electronics, cadmium in batteries or paint-dyes, etc)? What ultimately
happens to these metals and minerals?

1b) Does your organization rely on fossil fuel-based energy for operations (e.g. coal-
fired electricity, gas-fired electricity, gas for heating, etc.)?

1c) Does your organization rely on fossil fuel-based transportation to move people
and things (e.g. vehicle fleets, flights for visitors, commuting of employees,
collection of garbage, transport of products and supplies,
etc.)?
1d) Does your organization have any practices or programs in place internally that
reduce energy use and/or flows of trace metals or minerals?

1e) Does your organization offer any products or services that reduce energy use
and/or flows of trace metals or minerals for others?
 Sustainability principle 2

In a sustainable society nature

is not subject to….

…systematically increasing concentrations of substances

produced by society;
 S y s te m C o n d itio n # 2
H A LO G EN A TED c r o t o a ld e h y d e o cta n o n e C 11H 20 O
CO M PO U N D S n -p e n a n a l a c e ta p h e n o n e A LC O H O LS
c h lo r o d if lu o r o m e t h a n e n-hexan al 2 -n o n a n o n e m e th a n o l
c h lo r o t r if lu o r o m e t h a n e f u r a ld e h y d e 2 -d e c a n a n o n e is o p r o p o n a l
d ic h lo r o f lu o r o m e t h a n e n -h e p ta n a l a lk y la t e d la c t o n e 2 - m e t h y l- 2 - p r o p a n o l
c h lo r o m e t h a n e b e n z a ld e h y d e p h th a lid e n -p ro p o n a l
t r ic h lo r o f lu o r o m e t h a n e n -o c ta n a l O X Y G E N A T E D IS O M E R S 1 -b u tan o l
d ic h lo r o e t h y l e n e p h e n y l a c e t a ld e h y d e C4H 6O 1 -p e n ta n o l
F reo n 1 1 3 n-no n an al C4H 8O x - fu r fu r y l a lc o h o l
m e t h y le n e c h lo r id e m e th y l fu r a ld e h y d e C5H 10 O 2 - e t h y l- 1 - h e x a n o l p h e n o l
c h lo r o f o r m n -d e ca n a l C4H 6O 2 2 ,2 , 4 - t r im e t h y lp e n t a - 1 ,3 - d io l
1 ,1 ,1 – t r ic h lo r o e t h a n e n -u n d ec a n a l C6H 12 O x - te r p in e o l
c a r b o n t e t r a c h lo r id e n -d o d ec an a l C7H 10 O A C ID S
t r ic h lo r o e t h y le n e K ETO N ES C7H 14 O 2 a c e t ic a c id
c h lo r o p e n t a n e a c e to n e C6H 6O 2 d e c a n o n i c a c id
c h lo r o b e n z e n e m e th y l e th y l k e to n e C6H 14 O 2 SU LFU R CO M PO U N D S
io d o p e n t a n e m e th y l p ro p y l k e to n e C6H 16 O s u lf u r d io x id e
3 - m e t h y l- 1 - io d o b u t a n c e m e th y l v in y l k e to n e C7H 8O 2 c a r b o n d is u lf id e
c h lo r o e t h y lb e n z e n e e th y l v in y l k e to n e C7H 10 O 2 d im e t h y l d is u lf id e
I n a s u s t a in a b le s o c ie t y , n a t u r e is n o t s u b je c t t o
d i b r o m o d ic h lo r o m e t h a n e 2 -p e n ta n o n e C9H 18 O c a r b o n y l s u lf id e
d ic h lo r o b e n z e n e m e th y l p e n ta n o n e C8H 6O 2 N IT R O G E N C O M P O U N D S
s y s t e m a t ic a lly in c r e a s in g
c h lo r o d e c a n e m e th y l h y d ro fu ra n o n e C 10H 12 O 2 n it r o m e t h a n e
t r ic h lo r o b e n z e n e 2 - m e th y l- 3 - h e x a n o n e C 10H 14 O m e th y l a c e ta m id e
A LD EH Y D ES 4 -h e p ta o n o n e C 10H 16 O b e n z o n it r i l e
a c e t a ld e h y d e 3 -h e p ta o n o n e C 10H 18 O m e t h y l c in n o lin e
… c o n c e n tr a tio n s o f s u b s ta n c e s p r o d u c e d b y s o c ie ty .
m e th y l p ro p a n a l 2 - h e p tao n o n e C 10H 20 O ESTER S
n -b u ta n ta l m e th y l h e p ta o n o n e C 10H 22 O v in y l p r o p io n a t e
m e th y lb u ta n a l fu ry l m e th y l k e to n e C9H 8O 2 e th y l a c e ta te
SustainabilityPrinciple #1
In a s u s ta in a b le s o c ie t y, o u r o rg a n iz a tio n w ill r e d u c e a n d e v e n tu a lly e lim in a te o u r
c o n trib u tio n to th e s ys te m a tic a c c u m u la tio n o f m a te ria ls fr o m th e e a rth ’s c ru s t.
FAVOURING AVOIDING

Metals that are plentiful in nature (aluminium, iron etc…) Metals that are scarce in nature (mercury, cadmium, lead, nickel etc…)
Re-usable, recyclable and recycled-content materials Materials that are disposable, non-recyclable or made from virgin resources

SustainabilityPrinciple #2
In a s u s ta in a b le s o c ie t y, o u r o rg a n iz a tio n w ill r e d u c e a n d e lim in a te o u r
c o n trib u tio n to th e s ys te m a tic a c c u m u la tio n o f s u b s t a n c e s p ro d u c e d b y s o c ie t y.
FAVOURING AVOIDING
Natural, biodegradable materials (glass wood, cotton, water-based etc.) Petroleum-based and synthetic (esp. toxic and hazardous) materials
Materials that are managed in tight technical cycles Materials that are likely to be dispersed into nature
Organically grown, untreated Chemically grown, treated
Re-usable, recyclable and recycled content materials Materials that are disposable, non-recyclable or made from virgin resources

SustainabilityPrinciple #3
In a s u s t a in a b le s o c ie t y, o u r o rg a n iz a tio n w ill r e d u c e a n d e lim in a te o u r
c o n trib u tio n to th e o n g o in g p h ys ic a l d e g ra d a tio n o f n a tu r e .
FAVOURING AVOIDING
Materials from well-managed ecosytems Over-harvested resources
Fast-growing crops (hemp, bamboo etc.) Slow-growing, resource-intensive methods
Use of previously developed lands Use of undeveloped green space
Materials that are disposable, non-recyclable or made from virgin resources
2a) Does your organization use or produce synthetic substances that contain persistent
compounds (e.g. PVC in piping, volatile organic compounds in cleaners, paints and
adhesives, CFCs in refrigerants, brominated fire retardants in electronics and furniture,
etc.)?

2b) Does your organization rely on production processes that use synthetic substances
that contain persistent compounds (e.g. dioxins or furans in the pulp and paper
process)?

2c) Does your organization have any practices or programs in place internally that reduce
flows of persistent compounds?

2d) Does your organization offer any products or services that reduce flows of persistent
compounds for others?
S y s te m C o n d it io n # 3

I n a s u s t a in a b le s o c ie t y , n a t u r e is n o t s u b j e c t t o
s y s t e m a t ic a lly in c r e a s in g

… d e g r a d a tio n b y p h y s ic a l m e a n s
SustainabilityPrinciple #2
In a s u s t a in a b le s o c ie t y, o u r o rg a n iz a tio n w ill r e d u c e a n d e lim in a te o u r
c o n trib u tio n to th e s ys te m a tic a c c u m u la tio n o f s u b s t a n c e s p ro d u c e d b y s o c ie t y.
FAVOURING AVOIDING
Natural, biodegradable materials (glass wood, cotton, water-based etc.) Petroleum-based and synthetic (esp. toxic and hazardous) materials
Materials that are managed in tight technical cycles Materials that are likely to be dispersed into nature
Organically grown, untreated Chemically grown, treated
Re-usable, recyclable and recycled content materials Materials that are disposable, non-recyclable or made from virgin resources

SustainabilityPrinciple #3
In a s u s ta in a b le s o c ie t y, o u r o rg a n iz a tio n w ill r e d u c e a n d e lim in a te o u r
c o n trib u tio n to th e o n g o in g p h ys ic a l d e g ra d a tio n o f n a tu r e .
FAVOURING AVOIDING
Materials from well-managed ecosytems Over-harvested resources
Fast-growing crops (hemp, bamboo etc.) Slow-growing, resource-intensive methods
Use of previously developed lands Use of undeveloped green space
Re-usable, recyclable and recycled content materials Materials that are disposable, non-recyclable or made from virgin resources

SustainabilityPrinciple #4
In a s u s t a in a b le s o c ie t y, o u r o rg a n iz a tio n w ill r e d u c e a n d e lim in a te o u r
c o n trib u tio n to c o n d itio n s th a t s ys te m a tic a lly u n d e rm in e p e o p le ’s a b ilit y to m e e t
th e ir n e e d s .
FAVOURING AVOIDING
Safe working and living conditions Unsafe living and working conditions
Inclusive and transparent decision making Exclusive and closed decision making
Unaffordable products and services; economic barriers
3a) Does your organization use or produce food and fibre from unsustainably
harvested renewable resources (e.g. lumber from non-certified forests, food from
farming practices that result in loss of biodiversity and topsoil)?

3b) Does your organization rely on processes that require continuous direct
encroachment into natural areas (e.g.urban design practices that result in urban
sprawl)?

3c) Does your organization rely on processes that introduce foreign and invasive spe
cies into an ecosystem?

3d) Does your organization rely on processes that modify ecosystems in such a way as
to reduce their biodiversity and productivity? (e.g. clearing land for monocultures)
S y s te m C o n d it io n # 4

I n a s u s t a in a b le s o c ie t y

p e o p le a r e n o t s u b je c t t o c o n d it io n s t h a t s y s t e m a t ic a lly
u n d e r m in e th e ir c a p a c ity to m e e t th e ir n e e d s .
 What can we do?

What barriers might we be

placing in the way of others
meeting their needs?

Unsafe working and Safe working and

living environments living environments

Win/Win Situations
Economic barriers
Enterprise
Development
Political Oppression Political Freedom

Ineffective / inequitable Effective and just resource

resource consumption allocation
In a s u s t a in a b le s o c ie t y, o u r o rg a n iz a tio n w ill r e d u c e a n d e lim in a te o u r
c o n trib u tio n to th e o n g o in g p h ys ic a l d e g ra d a tio n o f n a tu r e .
FAVOURING AVOIDING
Materials from well-managed ecosytems Over-harvested resources
Fast-growing crops (hemp, bamboo etc.) Slow-growing, resource-intensive methods
Use of previously developed lands Use of undeveloped green space
Re-usable, recyclable and recycled content materials Materials that are disposable, non-recyclable or made from virgin resources

SustainabilityPrinciple #4
In a s u s t a in a b le s o c ie t y, o u r o rg a n iz a tio n w ill r e d u c e a n d e lim in a te o u r
c o n trib u tio n to c o n d itio n s th a t s ys te m a tic a lly u n d e rm in e p e o p le ’s a b ilit y to m e e t
th e ir n e e d s .
FAVOURING AVOIDING
Safe working and living conditions Unsafe living and working conditions
Inclusive and transparent decision making Exclusive and closed decision making
Unaffordable products and services; economic barriers
Political freedom Political oppression

FAVOURING AVOIDING
Actions that tie you in to using current technologies
Technical solutions that are adaptable, modular, scalable Partial solutions that cannot be further developed (i.e. dead-ends)
Actions that build broader support for sustainability initiatives Capital investments that lock you in to a single way of doing things

FAVOURING AVOIDING
Quick early wins Actions that tie up too much capital in partial solutions, making future
4a) Does your organization rely on inputs that come from regions or companies where authorities
create obstacles for people to meet their needs? Does your organization have any practices
itself that do so?

4b) Does your organization rely on processes that create economic conditions that hinder people
from meeting their needs?

4c) Does your organization rely on processes that contribute to unsafe and unhealthy work
environments and/or that contribute to unsafe and unhealthy living environments for people in
local communities?

4d) Does your organization have any programs in place internally that reduce or eliminate barriers
to people meeting their needs?

4e) Does your organization offer any products or services that reduce or eliminate barriers to
people meeting their needs?
How do we destroy the system?

Degrade by
physical means

Barriers to
people
meeting their
basic needs

Increase
concentrations

Increase
concentrations
 PLANNNING FOR SUSTAINABILITY
• AWARENESS

• BASELINE ANALYSIS

• COMPELLING VISION

• DOWN TO ACTION
S u s ta in a b ility P la n n in g P r o c e s s

A - A w a re n e ss
W h a t d o y o u k n o w a b o u t s u s t a in a b ilit y a n d w h y it
m a tte rs ?

B - B a s e lin e M a p p in g
W h a t d o e s y o u r o r g a n iz a t io n lo o k lik e t o d a y ?

C - C le a r a n d C o m p e llin g V is io n
W h a t d o e s y o u r o r g a n iz a t io n lo o k lik e in a s u s t a in a b le
s o c ie t y ?

D - D o w n t o a c t io n
H o w w ill y o u m a n a g e a n d p r io r it iz e s t e p s t o s u s t a in a b ilit y ?
S e ction De s cription S ugge s te d tas ks
Assess how prepared your organization 1. Form a team.
Getting Ready is to engage in a sustainability driven 2. Assess governance and decision-making practices.
change initiative.

Establish a shared understanding 3. Evaluate and build awareness of the relevance of

among a core team of people of global sustainability to your organization.
Step A – sustainability challenges and how they 4. Develop a common language and understanding
Awareness are relevant to your organization’s around sustainability.
success.

Analyze at a high-level the social 5. Create an inventory of assets that you can build from in
and environmental impacts of your your sustainability initiative.
Step B – organization. 6. Conduct a sustainability impacts analysis for your
Baseline Analysis organization.
7. Evaluate stakeholder relationships with respect to how
they can help and hinder your organization’s
sustainability initiative.

Step C – Create long-term strategic goals to guide 8. Synthesize your learning from the Step B into ‘strategic
your organization toward sustainability. goals’.
Compelling Vision

Brainstorm potential solutions to bring 9. Set performance indicators and targets.

you closer to your vision;
Step D –
Down to Action to capture short-, medium-, long-term
measures toward success.
10. Brainstorm opportunities for action.
11. Screen and prioritize the potential actions.
12. Create an action implementation table.

Embed strategic planning into Periodic reviews of the plan.

Continuing ongoing processes that support your Report to stakeholders and celebrate success.
the Journey organization’s movement toward Ongoing integration of sustainability concepts.
sustainability.
 Prioritisation of actions

1. Right direction?
2. Flexible platform?
3. Good return on investment?
Strategic prioritization

Handling of trade-offs

Relevant system boundaries

Cross-sectoral collaboration
 The ABCD-process

Awareness
& Vision

Vision
Actions &
solutions
Future

Baseline
analysis
Prioritisation
ABCD methodology
 Sustainability integrated into goals for
companies/value-chains/regions/cities

A. Sustainability principles as boundary conditions

Backcasting Vision

Core Values
D. Prioritize from C
- Flexible platform? Strategic goals
- Enough ROI?

Aktionsprogram C.
B. List
List possible solutions
current
situation
Backcasting from Principles
 Backcasting

Begin with a desired outcome

Future

Present 1. Begin with the end in mind

2. Look backwards from the vision to the present
3. Move step by step towards the vision
 Electrolux
• Largest appliance maker in the world.
• Initially pressured by a large customer.
• Now TNS is part of corporate strategy.
• Sales of environmental appliances has doubled.
 IKEA
• Largest furniture company in the world.
• Educating 25,000 employees worldwide.
• Developed a four year plan.
• Created a furniture line that meets all system
conditions.
 I n te rfa c e , I n c .

• W o r ld ’s la r g e s t c o m m e r c ia l f lo o r c o v e r in g c o m p a n y

• F ir s t U . S . c o m p a n y t o a d o p t T N S p r in c ip le s

• “ M is s io n Z e r o ” - e lim in a t e n e g a t iv e im p a c t b y 2 0 2 0

• F in a n c e lo n g t e r m in v e s t m e n t s w it h s h o r t t e r m s a v in g s
C o llin s P in e

• N W f o r e s t p r o d u c t s f ir m f o u n d e d in 1 8 5 5

• L o n g h is t o r y o f s u s t a in a b le f o r e s t r y p r a c t ic e s

• T r a in e d 6 0 0 K la m a t h F a lls e m p lo y e e s

• U s in g T N S p r in c ip le s f o r a ll c a p it a l p u r c h a s e s
W h is t le r , B .C .

• I n t e r n a t io n a l s k i r e s o r t
• E ffe c t iv e c o m m u n it y d iffu s io n
– E a r ly A d o p t e r s
– S u p p o r t e d b y b u s in e s s , g o v e r n m e n t a n d n o n p r o fit
– C o m m u n it y R o ll O u t
• W h is t le r 2 0 2 0 S u s t a in a b ilit y P la n
– G o a l t o b e fu lly s u s t a in a b le b y 2 0 6 0
– M o v e t o w a r d 1 0 0 % r e n e w a b le e n e r g y & z e r o w a s t e
– P r o v id e a ffo r d a b le lo c a l h o u s in g t o 7 5 % o f w o r k fo r c e
• W o n a w a r d a s “ … o n e o f t h e m o s t liv e a b le c o m m u n it ie s a n d b e s t
in t h e w o r ld in p la n n in g f o r t h e f u t u r e . ” ( N o v 2 0 0 5 )
 Scandic Hotels
• Resource Hunt programme to find ways to cut back
on energy, water and waste-handling costs at its
120+ hotels in Northern Europe
• In first two years
– reduced energy consumption by 12%
– reduced water consumption by 12%
– reduced waste generation by 28%
of why it can be an effective tool for strategic planning.
Consider the following approach to achieve this desired out-
come.
1. Take some time to deepen your own comprehension of
the core TNS concepts. The Natural Step has several online
resources to help with this, including The Sustainability Primer
(www.thenaturalstep.org/en/canada/toolkits) and the Sustain-
ability 101 eLearning Course (www.thenaturalstep.org/elearn-
ing).
2. Create a shared understanding of sustainability within
your group. In most cases, a sustainability initiative will be
more effective when everyone on the team shares the same
understanding of sustainability.
The Natural Step Framework helps develop a common lan-
guage to talk about sustainability within organizations, and
generates awareness and education about key issues. The
four sustainability principles outline the basic criteria for any
organization to become sustainable. This shared understand-
ing of sustainability – what it is and why we need to be moving
toward it – is the foundation of effective, collective action.
Key areas to discuss are:
the current sustainability challenge;
the importance of systems thinking;
the business case for sustainability;
the need to pursue a vision-based path of growth/
development; and
how to move strategically toward success.
In addition to those mentioned above, additional resources,
Success Story
Ziptrek Ecotours is an adventure-tourism company that
blends sustainability education with an exhilarating journey
through Whistler, BC’s coastal temperate rainforest on
suspension bridges, observation platforms and ziplines.
As guests climb through the forest canopy, Ziptrek guides
describe the natural forest eco-systems around them and the
human impacts that threaten their survival. They introduce
The Natural Step system conditions for sustainability and
use examples from the municipality of Whistler and from
their own operations to show guests how sustainability can
be integrated into businesses and communities. As co-
founder and president Charles Steele explains, “We wanted
to get people to start thinking about sustainability. They say
education leads to awareness, and awareness leads to
change, so that’s where we started.”
From Ziptrek’s inception, Steele and co-founder David Udow
have been committed to leading by example. The company’s
infrastructure is built with minimal and moveable bridges,
decks, walkways and cables that are all designed to allow
for the continued natural growth of trees and vegetation.
All electrical power is generated on-site using micro-hydro
and solar renewable power systems and the company
is gradually replacing its vehicles with hybrids as part of
its strategy to reduce and eventually eliminate its carbon
emissions. Additionally, a commitment to an equitable and
healthy society has seen Ziptrek provide extended health and
development and health.
For more on Ziptrek Ecotours, visit http://www.thenaturalstep.
org/en/canada/ziptrek-inc.
atThe action;
aren’t being used can also refer to social, cultural or political returns) zation based on the three questions described in this section.
ntoWho
.t The
youris brainstorm-
responsible for implementing the action;
majorsustain-
practices, tasks or activities involved in implementing Success Story
Appendix VIII – Guidance on Prioritizing Actions will pro- Periodic reviews
the action;
atural Step eLearn- vide support on how to answer these three questions. Using
An implementation a spreadsheet Santropol
will also help Roulant is a Montreal-based
you track meals-on-wheels
your analysis. Ideally, One way to ensure t
.mples and ideas. schedule;
program for individuals living with a loss of autonomy, by establishing a regu
What budget and resource allocations are necessary the measure
to being screened should move the organization
implement
olders the action; and
inventories
seniors and individuals with disabilities. In 2007, the Roulant
toward all four sustainability principles, and if it gets a ‘yes’ on
launched their Eco-Challenge program to help them move Calculatingthe Business Case nal task forces have a
role for these groups c
. The progress
rporate existingofac- all
implementation. In some cases, this will three questions, it’s a good candidate for a priority
beyond short-term food security and toward long-term action.
ldsimply be a blank
be expanded, en-cell that can be checked when the action economic, social and environmental sustainability. They Remember building the business case evaluation of theatimpl
for sustainability
s is completed.
that are emerging. 2. Based on your
In other cases, this cell will record the results begangroup’s assessment,
by conducting determineassessment
a sustainability if the and the beginning of this guide? To develop ful for the task
this further and forces
to
help answer the third question about ’return on investment’,
they can report to th
chofstakeholders
the indicators canand progress toward achieving the action tar- ideasvisioningshouldexercise to determine how to embed sustainability
be considered:
gets. indicators
formance into the services they offer and their plans for the future. accomplished, and w
Roulant staff developed an action plan based on eight priority impact of your sustainability strategy in each of reviews
periodic the seven may
u make progress on areas outlined by author Bob Willard.
here are, of course, any number of forms your table can
ke. The amount of information included in the table will vary
Hints &Tips
areas: energy, water, food, materials, communications and
outreach, transportation, policies and partnerships, and
new ideas for impleme
You can access a sample spreadsheet via his website:
mong plans and organizations, but a simple implementation It is important to keep
Many of the aactions
full-timeyou are screening
Sustainability will involve
Coordinator is responsible for http://www.sustainabilityadvantage.com.One of the key reaso
whotrade-
ction table might look like the chart below. offs. This means
making thatsure
whilethethey mayplan
action support one of the measured,
is implemented,
principles, thisreported
is at theoncost of violating one or more others. plans is a lack of stake
and evaluated on an ongoing basis.
verall, Step D is about creating a prioritized list of actions When you identify these, think of ways to modify the action
rs and
our staff from will adopt. It also provides the means toforovercome the trade-off. Even when you can’t overcome a
organization the planning process i
For more on Santropol Roulant, visit www.thenaturalstep.org/
y to articulate the trade-off, the action may still be appropriate to invest in if (1) it a lack of meaningful m
tegrating backcasting into your ongoing decision making.
one will be able to
ach suggested action or investment can be scrutinized for its
on idea.
creates a
en/canada/santropol-roulant-montreal-quebec-canada.
platform for future actions that can be taken, or (2) Success Story These problems can
otential to move the organization toward sustainability, be a time, resources and m
to take future actions. Only discard actions that move your iNova Credit Union sions about creative
organization away from sustainability in the long-term. residents of Halifax, Nova Scotia for over 70 years.goals.
the strategic The
Action Who Tasks/Activities Schedule Budget/Resources Track credit union’s staff of nine worked with The Natural Step to
See two examples of dealing with trade-offs in the Ikea and educate themselves on sustainability and perform a baseline
Integrate Sustainability - Establish Whistler case studies
May 12, (pages 31-34).$ XXXX for Report tostakeho
Planning startedanalysis of their work to date. One of iNova’s most exciting
sustainability planning Coordinator sustainability 2013 training Dec 1, 2013 new initiatives is the development of a pilot project to embed
n all programs training for sustainability into their lending services. The Energuide Loan
formToday i. In the short-term – ‘easy wins’
department heads
- Create an
(where
X days of staffyou answer yes
time to organize
to all three strategic questions) can be implemented im-
is a ten-year prime rate loan designed toThe help desired outcome
Nova Scotians
pare a sustainability re
morrow
interdepartmental and attend
team to mediately or within the next six months. their homes. Credit union staff provide ation’s progress
blueprint toward
explaining
ii. In the medium-term – attractive and should be imple-
recommend new which renovations offer the best returnhave adopted. These
on investment in
procedures mented in one to two years (for example in the next terms of energy savings and help them that
access government
report on which p
sing development.
annual business planning/budgeting cycle or two). rebates for sustainable home improvements.
(such asThanks to
a newsletter
ble to incorporate
iNova’s initiative, the loan is currently being piloted in every
gies today, it may These actions may require integration with business
branch of the province’s 33 credit union organizations.
the development planning and budgeting processes.
ncorporated once iii. In the long-term – actions that could be implemented To learn more about iNova Credit Union, visit http://www.
In the meantime, in two or more years. These may be too expensive or thenaturalstep.org/en/canada/inova-credit-union.
sealed will reduce
less strategic at this time.
ooling.
iv. Not at all.
 address common sustainability-related challenges?

Success Story Success Story

Backcasting as a planning methodology is adaptive.
Having an understanding of 4. theDoes desiredyouroutcome
organizationallowshave any policies, programs,
people to experiment with new orinitiatives. It can
structures in place that also actsupport its internal stakeholders
as aThereference to help make corrections
Town of Stratford, Nova (employees) along the
Scotia created toa transitionway and
steering to a more sustainable life? The National Film Board (NFB) of Canada is a federal
ensure that the
committee process isresidents
of community on track. Ray Anderson,
to initiate the training the
CEO
agency with a mandate to produce and distribute distinct and
of of
its Interface, applies
staff and council andthe process
help of backcasting
the municipality developtoa his
organization and shares the 5. Does
following your
story organization
about
sustainability plan. Drawing on a vision to become a town thethat have any policies, structures or
Apollo
moon missions described earlier programs to reinforceinthe importance
place that support its external stakeholders founding in 1939, the NFB has created a catalogue of more
of having a clear idea of the destination. While on the way
their responsibility for the well-beingto make
of eachmore sustainable
other, of future choices? For example, can
to the moon, the Apollo rockets were actually off-course 95
generations and of the earth,” the Stratford Sustainability Oscars. In 2008, the NFB formed a Green Committee which
per cent of the time, and were only external
able to stakeholders
arrive to the moon choose between more sustainable worked with The Natural Step to investigate where the NFB
Plan was approved in September 2008. Among Stratford’s
through a series of mid-course corrections.materials These or lesscorrections
sustainable materials to be used in a was leading and lagging with respect to sustainability and
achievements
could be made becausewas the theapproval
crew ofof the
a decision-making
rocket had a very
framework neighbourhood or house? identify strategic opportunities for improvement.
clear idea of to ensure
their that prospective
destination. projects,backcasting
In this sense, policies
and proposals will be evaluated for their contribution to
on sustainability. The Town
their effectiveness 6. Does
in expects
reaching theiryour
to complete a organization
goal, making mid- have in place any policies,
sustainable The sustainability analysis found that the NFB faces
procurement policy in 2009 and has committed
course corrections along the way.structures or programs to publishing wherein it takes full responsibility
a ‘Sustainability Report Card’ as for
part its
of its Annual Report
product, to of its product, from design and
or parts
measure and evaluate its progress toward sustainability. and energy use, but it also found a number of strong assets.
development to end of life / demolition?
For example, the organization included “environmental
stewardship and sustainable modes of operation” as a core
Success S to
7. Does ry
your organization have any policies, structures or
programs in place that help it to identify where it uses
value in their 2008-2013 Strategic Plan, formally establishing
Canmore is a mountain town in southern Alberta that is using fossil fuels or rare and scarce
sustainable development as a key priority for management.
virgin-mined materials,
backcasting to make its vision of a sustainable future a reality.
metals?
To this end, they have created a formal Are these
screening processmaterials
to monitored and cared for content has prompted the NFB to begin to digitize its entire
evaluate all proposed developments through proper recycling or closed-loop systems? If so,
in the community.
are there programs or policies in place to support
Before developers can apply to have a land use amendment
transition that
or permit approved, they must demonstrate away from
their these materials or practices toward
project
more benign ones that do not accumulate in nature?
is aligned with the guiding principles of Canmore’s vision The sustainability analysis is only the beginning. The NFB’s
and contributes to the social, economic and environmental
sustainability of the community.
8. Does your organization have any policies, structures or future sustainability actions. As they learned about the
waste created by industry-standard plastic DVD cases, the
Since the policy came into programs force in 2007, that 5help
all new
in place 0 it to identify toxic or
developments have met green building standards and many organization decided to gradually replace the conventional
developers have partnered withpersistent materials in its product(s)? Are these
community organizations, cases with thinner cardboard sleeves. This had the added
materials
resulting in donations to the town’s affordablemonitored
housing fund,and cared for through proper
formal ‘adoption’ of the local daycare, and support for a local
recycling or closed-loop systems? If so, are there
workshop and art gallery co-operative. shipments. Other initiatives included switching to reusable
programs or policies in place to support transition away dishware in the cafeteria and renewing staff computers on
from these materials or practices toward more benign
For more, visit http://www.thenaturalstep.org/en/canada/ a less frequent basis to reduce the NFB’s contribution to
town-canmore-alberta.
ones that do not accumulate in nature? electronic waste.
COMPETENCIES, AND OPPORTUNITIES

ã 2009 The Natural Step

What if we could create a different kind of
future?
Full of thriving ecosystems and communities?

A world where clean water, safe streets and

meaningful work are the norm rather than the
exception
By taking action at the source, complexity becomes
more manageable, and we are better able to
prevent damage before it occurs

p19
What the world needs now, more than ever before is
Leadership.
Role models.
Champions.
People who are willing to stand up and make a
difference.

p19
Causes instead of effects
Sustainability is more about competence than values
Blekinge Institute of Technology - Natural
The Karl-Henrik
Step Robèrt

Alliance for Strategic Sustainable Development

• Conflict Resolution, Ben-Gurion Univ., Israel
• Product-Service Innovation, BTH, Sweden
• Complementary Currencies, Berkeley Univ., USA
• Green Chemistry, Carneige Mellon Univ., USA
• Industrial Ecology, Graz University, Austria
• Sustainable Travel, KTH, Sweden
• Energy Systems, LiU, Sweden
• Water Management, Radboud University, Netherlands
• Communication Strategies, Sheridan Institute,
Canada
• Rainforest Ecosystems, Univ. of Amazonas, Brazil
 McKinsey study of 2000 CEO:

50% sustainability is very, or extremely, important for the the respective

company’s future.

1% defines what sustainability stands for

Our greatest challenge is not...

Climate change, pollution, deforestation, declining fresh-water tables,

shrinking phosphate reserves, poverty, terrorism, financial crisis, greed…

But...

Incompetent leadership
 Conclusion
•Greatest sustainability problem – incompetent leadership

•Misunderstandings rooted in old paradigm and lack of know-how

•Sustainability – greatest competitive advantage – all categories.

•Organizations now learn about:

(i)Strategic sustainable development as a competitive advantage
(ii)Sustainability is, at last, operationally defined
(iii)A framework with support tools for systematic problem solving, planning, and
leadership exist
(iv)International research program between scientists, companies and
municipalities/cities www.alliance-ssd.org
 Phase out scarce metals

METAL IN TOP SOIL WEATHERING MINING FOSSIL (M+F) / W

(W)
FUELS
(MG/KG) (KTON/YEAR) (M) (F)
(KTON/YEAR) (KTON/YEAR)
Al 72 000 1 100 000 18 000 34 000 0,047

Fe 26 000 390 000 540 000 34 000 1,5

Ti 2 900 44 000 2 500 1 700 0,095

Cr 54 830 3 800 34 4,6

Cu 25 380 9 000 55 24

Pb 19 290 3 300 85 12

Cd 0,35 5,3 20 3,4 4,4

Hg 0,09 1,4 5,2 10 11

”Green Economy”

Economic system is a human construct…

…designed for something else…

…that must be on the table for…

…’economy’ to get a meaning

So ”green economy” ought to mean a modified economic system, not running in
the face of leaders who know what social and ecological sustainability is.

”The role for entrepreneurs to help develop a green economy” before ”The role of
entrepreneurs in a green economy”.
W h a t is th e p u r p o s e o f b u s in e s s ?

• “ B u s in e s s t h a t f o c u s e s j u s t o n m o n e y d o e s n ’t in v e s t in
t h e f u t u r e - - in it s e m p lo y e e s , n e w id e a s , m a r k e t s o r
p r o d u c t s - - a n d w o n ’t b e a r o u n d f o r lo n g . A n y s u c c e s s f u l
b u s in e s s is p a r t o f s o c ie t y , a n d e x is t s t o m e e t s o c ie t y ’s
n e e d s .”

– S ir J o h n B r o w n e , G r o u p C h ie f E x e c u t iv e , B . P .
 FINALWORDS

“Take only memories,

Leave nothing but footprints”
Chief Seattle, 1854
ã 2009 The Natural Step
Natural

Thanks