Page 78 - Design for Environment A Guide to Sustainable Product Development
P. 78

Business Value Drivers     57


                 Category    Element          Definition
                             4. Shareholder   Securing a competitive return
                               Value          on investment, protecting the
                               Creation       company’s assets, and enhanc-
                                              ing the company’s reputation
                                              and brand image through inte-
                                              gration of sustainable develop-
                                              ment thinking into business
                 Economic
                                              practices.
                             5. Economic      Building capacity for economic
                               Development    development in the communi-
                                              ties, regions, and countries in
                                              which the company operates or
                                              would like to operate.
                             6. Environmental   Minimizing and striving to elimi-
                               Impact         nate the adverse environmental
                               Reduction      impacts associated with opera-
                                              tions, products, and services.
                 Environ-    7. Natural       Promoting the sustainable use
                 mental        Resource       of renewable natural resources
                               Protection     and conservation and sustain-
                                              able use of nonrenewable
                                              natural resources, including
                                              ecosystem services.

               TABLE 4.2  Elements of Sustainable Development [8] (continued)

                   One of GEMI’s major contributions has been to establish a
               business case for sustainability, including an understanding of how
               intangible value drivers, such as leadership, brand equity, and human
               capital, create shareholder value. Intangibles include people, rela-
               tionships, skills, and ideas that add value but are not traditionally
               ac counted for on the balance sheet. It is estimated that between 50%

               and 90% of a company’s market value can be explained by intan-
               gibles rather than traditional measures, such as earnings and tangible
               assets [9]. As shown in Figure 4.3, there are three major pathways
               whereby sustainability contributes to shareholder value.
                    1.  Sustainable business practices can contribute directly to tan-
                      gible financial value by enabling top-line growth, reducing
                      operating costs, conserving capital, and decreasing risks.
                      For example, DuPont plans to expand into new markets by
                      developing products that focus on human safety and per-
                      sonal protection (see Chapter 13). Many companies are im -
                      plementing GHG emission reduction programs that will also
                      reduce energy costs.
   73   74   75   76   77   78   79   80   81   82   83