Chp 1: S&B OVERVIEW-Definition of Sustainable Development (UN - 1992): Meeting the needs of the present generation without compromising the ability of the future generation to meet their own needs-Corporate Sustainability (Dow Jones Sustainable Indices): Business approach that creates long-term shareholder value by embracing opportunities and managing risks deriving from economic, environmental and social developments-Climate change: 3 wicked witches - coal, natural gas and oil-Strategy used by tobacco companies to defend themselves: 1. Challenging scientific evidence 2. Generating alternative evidence 3. Monitoring public opinion about the issue 4. Disseminating info to influence govt, media and public opinion-GE - ecomagination: -GE’s growth strategy to enhance resource productivity and reduce environmental impact at a global scale through commercial solutions for our customers and through our own operations. - invest in cleaner technology and business innovation, developing solutions to enable economic growth while avoiding emissions and reducing water consumption, committing to reduce the environmental impact in our own operations, and developing strategic partnerships to solve some of the toughest environmental challenges at scale to create a cleaner, faster, smarter tomorrow

Chp 2: SUSTAINABILITY CHALLENGES CONFRONTING BUSINESS-5 capital model of sustainability: Manufactured C, Financial C, Social C, Human C and Natural C-Resource Constrained Economy (RCE): will be the future state of affairs which will be characterized by 1.economic, political and social uncertainty; 2. depletion of natural resources; 3. public pressure to maintain and improve standards of living, economic growth; 4. abundant opportunities to invest, innovate and create breakthrough technologies -we do not know how to organize and operate an RCE-energy is not always interchangeable: energy in photovoltaic cells is difficult to store compared to energy from petrol-Environmental challenges are interconnected - further complicating the situation-Battery Electric Vehicle (BEV) manufacturer - Think (Norway):

-Bought by Ford; sold by Ford after 6 years to Swiss Company; Swiss Company went Bankrupt; Acquired by Norwegian investors in 2006 -In 2008, Think launched BEVs in Norway and focuses on markets with condussive regulatory environment (congestion charges, free parking and other incentives are provided for low-emission vehicles) and eco-aware public; enters into partnerships with electric utilities and non-traditional automotive distribution network. The price before tax of the car is USD 25,000. -Thus, focusing on those markets which have certain level of eco-awareness, helped the company finally launch its BEV and make money-P&G PUR packets which purify dirty water: -P&G invested >USD10mn in R&D and product testing; but could not sell it for profit to bottom of the pyramid market -Thus, non-conventional marketing (distribution) approach of selling to NGOs, and later, also through its own initiative called 'Live, Learn and Thrive' -Sold 50mn sachets during 2004-06 at cost to emergency relief organizations -aims to provide 2bn litres of clean water by 2020-Vodafone M-PESA initiative in Kenya: -Mobile money transfer initiative; launched by Vodafone and Safaricom -Reasons for success in Kenya: secure, fast, increased access to finance, helped entrepreneurs, -Dept of International Development, UK offered 50% matching funding for the initiative, otherwise, it would not have been implemented -Kenyan microfinance insti Faulu helped in implementation too -Soon M-PESA was considered a big competitior to traditional sources of money (bank, wire transfer - Western Money etc.) -Partnered with Equity Bank and Post Bank to extend subscriber base -Service to be expanded beyond Kenya

Chp 3: BUSINESS IN A RESOURCE CONSTRAINED WORLD -Nike cut its carbon footprint by 75% since 1988 by rethinking design, production and distribution of its products-Per Carstedt (Sweden) + Ford: -Established Bio Alcohol Fuel Foundation to promote ethanol (eco-firendly) fuel in 2000 -Took 10 years to open 1st ethanol-selling petrol station in Sweden and to import 1st ethanol ready cars from Ford -By 2006 opened 1000 ethanol petrol stations in Sweden -Later on, worked with McD and other outlets to create Green Zone where collaborate to reduce footprint of their operations

-Decoupling: Carbon/Energy/Resource usage and economic growth have been traditionally considered a couple (go hand-in-hand). But now the phenomenon has to be 'de-coupled' -Absolute decoupling refers to reduction in total carbon emission or other resource use without affecting economic growth-European Emissions Trading Scheme (ETS): Trades carbon permits -High polluting industries (steel, energy, cement and now maybe airlines) have to buy carbon permits to offset carbon emissions; Low polluting industries can sell their carbon permits -ETS is one of the flagship initiative by EU to combat climate change -After hesitation about the American free-market approach system of ETS, EU adopted the system with open arms and preferred it over carbon taxes and policy initiatives -challenges: permit allocation to different countries -ETF has led to significant reduction in company emissions -It promotes decarbonization within the prospect of economic growth and transparent trading -Points in against ETS/Carbon trading: -carbon trading leads to job-cut (don't know how!) -shifts industries to other countries as such India/China/SE Asia -rising focus on energy efficiency will reduce the value of carbon permits-Businesses are sometimes considered savior, sometimes sinner wrt their impact on environment and society. But businesses should continue to find innovative & efficient solutions

Cases of chp 4 to 6

1. Green venture Capital-Finance leads the wayKPCB-venture capitalists for investement in sustainable start upsAmazon n google followedKPCB-CEO-in 2000 made a $100 mn fundBloom energy-bloom box- energy generation by way of eco friendly technology-$250 mn invested but no results even in 10 yrs so why should there be any investment in green startupsWhen Google started, they got a venture capital fund of $25mn & they were ready for an IPO within 5 yrs.2. HULFor them "Health" along with environment was the major focus when it came to sustainability. They educated the rural population the importance of sanitation and

washing hands. Even though their existing CEO left the new CEO intended to continue the programs as they became a part of core values of HUL3. Herman MillerCradle to cradle case. They replaced their raw material (PVC) with a greener substitute (TPU) even though it was almost twice as expensive as PVC and needed technology enhancement costs to be incurred at their suppliers. They uplifted the entire supply chain in the process.Not only did they change their product, but also revolutionized the entire company by way of changing their existing policies and procedures to reflect sustainable practices in them4. Selco India-bringing energy to the rural poor:Innovation = improving technology economicallyDeveloped Photovoltaic cells for low income households and businessesTechnology-to make clean, more affordable and reliable energyUsage- educated the customer on better usage of technologyCost of installation of "photovoltaic solar home systems" i.e. the apparatus used to capture solar energy, was Rs.18000 so they tied up with banks to make available installment system for public.Currently the company is working on making the use of solar energy in more efficient way