The Sustainable Economy Dialogue: Report and Reflections

The Prince of Wales’s Business & the Environment Programme (BEP)

BEP is the premier executive learning programme on sustainable business. The aim of the Programme is to help organisations integrate the concepts of sustainable development into their business thinking and practice. Senior Executives’ Seminars run four times a year in different parts of the world, and have helped over 1000 business leaders understand both the challenges and opportunities of sustainable development. The Programme’s active alumni network comprises some of the most senior decision makers in business and civil society worldwide and through its activities provides further inspiration, encouragement, support and advice to those wishing to help their organisations take a lead on sustainability issues.

BEP Programme Co-Directors

• Polly Courtice
• University of Cambridge Programme for Industry

Jonathon Porritt CBE Forum for the Future

BEP Management Committee

Sir Nick Scheele KCMG (Chairman)

• Elizabeth Buchanan LVO
• HRH The Prince of Wales’s Office
• Neil Carson
• Johnson Matthey

Mike Clasper BAA plc

• William McDonough
• William McDonough + Partners/MBDC

Jeremy Pelczer RWE Thames Water

Fred Phaswana Transnet

Professor Alison Richard University of Cambridge

Hugh Scott-Barrett ABN AMRO Bank

• James Smith
• Shell International

Contents

Acknowledgements

Contents

We would like to thank all those who took part in the Sustainable Economy Dialogues (SED), either as participants or as facilitators. The Core Faculty of the BEP helped us think through the idea and pilot the process, and then facilitated many Dialogues in different parts of the world. Jorgen Randers played a particularly key role in shaping the Dialogues and also acted as lead facilitator on many occasions.

Introduction

Other SED session facilitators are listed at the end of the report alongside the Core Faculty see page 58.

Editorial team: Polly Courtice, Lindsay Hooper, Professor Jorgen Randers, Wayne Visser, Peter Willis.

Polly Courtice and Jonathon Porritt

4

• Setting the Context:
• The Five Capitals Model

6

Key Findings

Question 1: Fundamental Goal Question 2: Current Failings Question 3: Business Action

8 9 10 12

Reflections on the Outcome

14

SED Failings as a Complex Causal System

22

What the SED Means for the Future

30

Appendix 1

33

Appendix 2

34

Appendix 3

36

Appendix 4

41

Core Faculty

58

B u s i n e ss & t h e E n v i r o n m e n t P r o g r a m m e : T H E S U STA I N A B L E ECO N OMY D I A LO G U E

Introduction

If progress in society were measured purely in terms of economic growth (as many seem to think it is) then the global economy over the past 30 years has delivered a remarkable success story. Since 1970, the world gross national product (GNP) has more than doubled, and the average growth of around three percent per year seems set to continue.

But we need to ask the question as to whether this growth has been, to put it rather crudely, smart growth or dumb growth? Smart growth brings improved quality of life in a way that is socially equitable and environmentally sustainable. Dumb growth brings prosperity to some at the expense of the world’s poor and the planet’s life support systems.

Growth Isn’t Working report states that between 1990 and 2001, for every $100 of growth in the world’s income per person, just $0.60 contributed to reducing poverty for those living on less than a dollar a day – which is 73 percent less than in the 1980s.

The picture on the environmental impacts of growth is equally sobering. According the Millennium Ecosystem Assessment, conducted by 1,300 experts from 95 countries and released in 2005, approximately 60 percent of the ecosystem services that support life on Earth – such as fresh water, capture fisheries, air and water regulation, and the regulation of regional climate, natural hazards and pests – are being degraded or used unsustainably. Scientists warn that the harmful consequences of this degradation will grow significantly worse in the next 50 years.

So, has economic growth of the past decades been smart or dumb? The question is rhetorical. A more interesting and pressing question is what needs to happen to get us to switch So how does the global economy perform? Let’s look at from our obsession with dumb growth to a more sustainable quality of life first. All the evidence from national quality of life path of smart growth? Clearly business has a crucial role to indicators such as the Index for play, but it cannot act alone. Sustainable Economic Welfare “We need to ask the question: Has economic Broader reforms – systemic and the Genuine Progress changes – in the global economy Indicator suggests that, in high growth been smart growth or dumb growth?” and global markets are needed to income countries like the USA facilitate this transition. In other words, the rules of the game and the UK, there has been an increasing divergence between need to change if companies are to respond effectively to the growth in income and growth in the quality of life, roughly challenge of smart growth. since the 1970s. The latter has stagnated.

What about social equity? Has recent growth helped the world’s poor? According to the 2005 UNDP Human Development Report, the poorest 40 percent of the world’s population – 2.5 billion people, living on less than $2 a day – account for just five percent of all global income. And seemingly, this trend is also in the wrong direction. The New Economics Foundation’s 2006

This has been the consistent message by participants in the Business & the Environment Programme’s Senior Executives’ Seminars over the past ten years. And it was this challenge which led us to create the Sustainable Economy Dialogue - a rolling dialogue with the Programme’s delegates and alumni to discuss the nature of a sustainable economy, to examine

Introduction failings of the current system, and to explore ways in which business might contribute solutions.

The Dialogue kicked off in 2003, and by April 2006 had been run 16 1 times, involving more than 400 people in five countries – including Austria, Kenya, South Africa, the UK and USA.

Finally, there was no shortage of ideas for how business might be part of the solution, ranging from proposals for improved leadership, the use of alternative metrics and lobbying for policy reforms, to embracing ‘base of the pyramid’ strategies in low income markets, adopting socially responsible investment and making step changes in eco-efficiency.

In addition to capturing the detailed findings, we have included two fascinating thought-pieces about what the results mean within the bigger picture of sustainability. Professor Jorgen Randers, a futures research specialist and co-author of the influential Limits to Growth study which challenged the wisdom of unchecked economic growth in the 1970s, critically reviews the findings in terms of prevailing sustainability debates and world trends. Professor Tom Gladwin, an expert in the application of systems thinking, then analyses the results from the perspective of the economy being a complex causal network, nested within society and nature.

Participants were asked to respond to the following three questions in sequence:

• ■ What is the fundamental goal or purpose of a good economy?
• ■ Why do current economies fail to achieve this fundamental goal?
• ■ What can business do to help eliminate these failings?

The results show a remarkable consensus about what a smart economy should be about – essentially, that a good economy delivers improved wellbeing, now and in the future, in a way that is socially equitable, environmentally sustainable and based on effective participation.

Failure to achieve these high-level objectives was ascribed to a variety of causes, including strategic issues such as a lack of shared purpose, values and short-termism, structural issues dealing with governance and incentives and operational issues in terms of what gets measured and costed. Underlying all of these was a concern about education and awareness.

From the outset our intention was that the process itself – and the insights gained by those who participated – was as important as the conclusions. And the overwhelming feedback has been that participants found the experience both stimulating and revealing. This report is presented as a platform for further engagement, debate and, ultimately, action. We hope that we will convince you not only that smart economic growth is needed, but also that it is possible.

• Polly Courtice and Jonathon Porritt
• Co-Directors
• Business & the Environment Programme

B u s i n e ss & t h e E n v i r o n m e n t P r o g r a m m e : T H E S U STA I N A B L E ECO N OMY D I A LO G U E

Setting the Context: The Five Capitals Model

At the heart of the Sustainable Economy Dialogue (SED) process was a recognition that the dumb growth of the recent decades needs to be replaced with a much more sustainable development. This new direction must ensure a much less one-dimensional focus (on financial capital). It must seek balanced development taking into account various forum of capital.

Natural Capital refers to the natural resources (matter and energy) and processes that are required to produce and deliver goods and services. They include renewable and non-renewable resources, sinks that absorb, neutralise or recycle wastes, and processes such as climate regulation that maintain life. Natural capital covers such issues as freshwater availability, land use and biodiversity, oceans and fisheries, energy usage, climate and atmosphere, and pollution and wastes.

Human Capital consists of people’s health, knowledge, skills, motivation and capacity for relationships. All these things The Five Capitals Model provides a useful means for are needed for productive work, and the creation of a better conceptualising sustainable development. In terms of this quality of life. Human capital can be fostered through model, the crisis of sustainability improving opportunities for “In a sustainable society, we live off the is seen to arise from the fact that learning, creativity, stimulation and we are consuming our stocks of income rather than depleting the capital” enhanced health. Human capital natural, human and social capital covers such issues as levels of faster than they are being produced. Unless this rate of wealth and poverty, life expectancy and human health, hunger consumption is effectively controlled, these essential stocks and food security, education, employment and housing. cannot be sustained over the long term. With this in mind, society should seek to identify and implement practices that Social Capital concerns the institutions that help us either increase the stocks of these capital assets – by living off maintain and develop human capital in partnership with the income rather than depleting the capital – or (to a limited others. It includes such institutions as families, communities, extent only) substitute one form of capital for another. businesses, trade unions, schools and voluntary organisations.

There are five types of sustainable capital from which we derive the goods and services that we need to improve the quality of our lives:

A critical component of social capital is the development of trust. Social capital covers such issues as levels of democracy and good governance, corporate accountability, human rights, gender equity and urbanisation.

Setting the Context: The Five Capitals Model

Manufactured Capital comprises material goods or fixed assets that contribute to the production process or the provision of services, rather than being part of the output itself. It includes, for example, tools, machinery, buildings and infrastructure. From a sustainability perspective, useful indicators of manufactured capital include levels of technology and innovation, the nature of the digital divide and current trends regarding the growth in transport and mobility.

Financial Capital plays a critical role in our economy, enabling the other types of capital to be owned and traded, for example through shares, bonds or banknotes. Unlike the other types of capital, it has no intrinsic value itself, but is representative of natural, human, social or manufactured capital. Financial capital is the traditional primary measure – the ‘single bottom line’ – of business performance and success. Financial capital covers such issues as global economic growth, investment in developing countries, market access for developing countries, debt sustainability, socially responsible investment and micro-financing activities.

An overview of the Five Capitals Model 2 is given in Figure 1. The rest of this SED report shows how various of these elements of the five capitals interact as a dynamic system, and inform the ideal purpose of a good economy, the failings of the current economy and possible actions to move towards a sustainable economy.

Figure 1: The Five Capitals Model

B u s i n e ss & t h e E n v i r o n m e n t P r o g r a m m e : T H E S U STA I N A B L E ECO N OMY D I A LO G U E

Key Findings

Figure 2: Findings of the Sustainable Economy Dialogue Process

Key Findings

Ten Goals of a Good Economy

This chapter summarises the findings of the SED. More detailed information is presented in Appendix 2 and 3.

Question 1: Fundamental Goal

What is the fundamental goal or purpose of a good economy?

The various SED sessions arrived at numerous formulations of the fundamental goal of a good economy. Typically a subgroup of 5 – 10 participants would agree on a formulation within a short hour of work. In some sessions the plenary group then managed to agree on a common ‘aggregate’ formulation, but often this was not attempted, and the session leader would then do so after the session.

Although there were a range of formulations and priorities, the following concepts appeared time and again in the various goal statements The economy should be:

Focusing on:

1.

Fulfilling

Wellbeing, quality of life

2.

Inclusive

Sharing, global benefits

3.

Farsighted

Consequences, future generations

4.

Developing

Progress, improvement over time

5.

Equitable

Fairness, even distribution

6.

Sustainable

Nature, life support systems

7.

Participatory

Engagement, stakeholder democracy

8.

Innovative

Creativity, rewarding achievement

9.

Diverse

Variety, equal opportunities

10. Accessible

Openness, providing opportunity

The list is tentatively sorted in descending order of emphasis, and the ‘consensus answer’ to SED Question 1 can be formulated as follows:

Purpose of a Good Economy (Consensus)

The fundamental goal or purpose of a good economy is to steadily improve the wellbeing of all people, now and in the future, with due regard to equity, within the constraints of nature, through the active engagement of all its participants.

Purpose of a Good Economy (Variations) Despite the strong consensus on the purpose of a good economy, the following examples give a sense of the distinctive flavour of each of the 36 variants that were captured over the Dialogue process:

B u s i n e ss & t h e E n v i r o n m e n t P r o g r a m m e : T H E S U STA I N A B L E ECO N OMY D I A LO G U E SED 3 (Maryland USA 2003) The purpose of a good economy is to engage all of its participants in order to continually improve the quality of life for everyone, whilst preserving nature.

Question 2: Current Failings

SED 5 (Nairobi Kenya 2004) Group 3: To sustainably improve the quality of life beyond basic needs for all citizens, now and in the future through the creation of wealth, in harmony with the environment, while respecting cultural diversity.

Each subgroup in each SED session identified its own set of failings. These are the failings that the subgroup considered to be the main reasons why current economies do not achieve their fundamental goal. Interestingly, no subgroup expressed the view that current economies do (or are about to) achieve the fundamental goal.

SED 6 (Cambridge UK 2004) The fundamental purpose of a good economy is to improve and sustain the quality of life for all, now and in the future, with due regard to equity and within the constraints of nature.

SED 9 (Salzburg Austria 2004) Group 6: An open social market economy that provides for basic human needs and a better quality of life by way of a respect for human rights, open democratic government and equality of opportunity with due regard for natural system limits.

SED 12-16 (Austria, UK and South Africa 2005-2006) These more recent workshops reached consensus around similar themes, yet each with their own distinctive perspective.

Why do current economies fail to achieve this fundamental goal?

The subgroups were asked to aggregate their failings under – at most – 10 headings, but did not always follow this request rigorously. Furthermore, some SED sessions combined the results of the subgroups into one master set of failings, while others left the original recommendations of their subgroups intact. In the latter case, the SED session leader combined these results into a single output for the session simply by including those failings that were mentioned most frequently by the subgroups.

Key Findings

12

Ten Failings of Current Economies

Failing

Description

1. Lack of education

There is a lack of education and awareness around the links between the economy and sustainability

2. Governance failings

Governments and institutions are ineffective in providing good governance and appropriate policies

3. Short-term focus

Political processes, economic pressures and financial markets prejudice against long-term thinking

4. Unfair distribution

The economy creates and maintains inequity in opportunity, power, wealth and wellbeing

5. Human weakness

Traits such as selfishness and greed are encouraged and exacerbated by the capitalist system

6. Inappropriate incentives

Market failure and protectionist interventions create incentives for unjust and unsustainable trade

7. Cost externalisation

Prices fail to capture social and environmental costs and therefore undervalue people and nature

8. Divided purpose

There is a lack of collective consensus on the long-term purpose or goals of a good economy

9. Unsuitable values

The values underlying the current economic system may be incompatible with sustainability

10. Misleading measures

Current economic measures are poor indicators of quality of life, social wellbeing and environmental integrity

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0

Lack of

Number of SEDs identifying this failing

10

Note: Other failings included weak leadership, external events, resource constraints, poor governance, economics focus and excessive consumption. See Appendix 2 for details.

Figure 3: Top Ten Failings of Current Economies

B u s i n e ss & t h e E n v i r o n m e n t P r o g r a m m e : T H E S U STA I N A B L E ECO N OMY D I A LO G U E Failings of Current Economies (Variations) Once again, it is useful to illustrate the variety of responses identified by the different Dialogue sessions by selecting a few examples:

SED 12-16 (Austria, UK and South Africa 2005-2006) Once again, these more recent workshops confirmed similar findings, yet with encouraging diversity.

Further details on the main failings are included in Appendix 2.

SED 1 (Calcot Manor UK 2003) Our present economy is failing because it: is too short-term in focus; does not sufficiently value nature; creates and maintains inequity; does not reflect the weighted interests of the people; embodies no common understanding or shared purpose; and does not properly prepare citizens to take wise (sustainable) decisions.

SED 4 (Cape Town SA 2004) Current failings include: bad governance; no common purpose; inequity; inadequate economics; human imperfection; short-termism; no full costing; insufficient education; and inefficient labour markets.

SED 7 (London UK 2004) Current failings include: unequal distribution; wrong economic model; lack of education and awareness; bad governance; failing in human nature; pressure on natural resources.

SED 10 (Maryland USA 2004) Current failings include: corporate control of governmental decision making, lobbying; government and business corruption; ignorance or lack of education; inadequate global governance; short-termism, cost externalisation; self interest, greed, human nature; legacy, unequal starting points, unequal distribution of natural resources; prejudice; inadequate observance of human rights; and inadequate legal or property rights systems.

Question 3: Business Action

What can business do to help eliminate these failings?

Having defined the fundamental goals and identified the current failings, the SED sessions went on to produce ideas for business action that could contribute to a good economy by addressing some of the failings. A summary of these ideas (several hundred in all) is presented below.

Business Actions for a Sustainable Economy Broadly speaking, business can take action to promote a sustainable economy through its direct impacts – by aligning its management and operational systems with sustainability values and aspirations – and its indirect impacts – by influencing governments and partnering with civil society to deliver policies and programmes that promote sustainability outcomes.

Key Findings

Ten Business Actions for a Sustainable Economy

Theme

Action

1. Education

Promote sustainability literacy and awareness among company’s stakeholders

2. Governance

Hold governments to account on sustainability through lobbying and partnerships

3. Long Termism

Educate politicians and financiers on the longterm nature of sustainability risks and returns

4. Equity

Promote diversity and equity at the corporate, community, national and international levels

5. Responsibility

Commit to an agenda of accountability, transparency and social and environmental responsibility

6. Incentives

Pressure governments to create a level playing field for fair and sustainable international trade

7. Externalities

• Incorporate full cost accounting into long-term
• investment decisions and begin to report on externalities

8. Purpose

Engage in dialogue and partnership processes to create a shared vision for a sustainable economy

9. Values

• Embed values consistent with a sustainability
• approach into the company’s culture and operations

10. Measures

Measure and report on the indicators of governance, social, ethical and environmental performance

Further details on possible business actions are included in Appendix 3.

In the next section of this report, Professor Jorgen Randers reflects on the findings of the SED process.

B u s i n e ss & t h e E n v i r o n m e n t P r o g r a m m e : T H E S U STA I N A B L E ECO N OMY D I A LO G U E

Reflections on the Outcome

Professor Jorgen Randers, lead SED process facilitator and member of the Business & the Environment

Programme Core Faculty

Jorgen holds a PhD in management from the Massachusetts

Institute of Technology. He specialises in policy analysis, futures research and environmental issues. Jorgen has served as president of the Norwegian School of Management from 1981-89; worked in

Norwegian business from 1989-93; and served as Deputy Director

General of WWF International in Switzerland from 1994–99.

Currently Jorgen is a professor at the Norwegian School of

Management, where he teaches scenario analysis and corporate responsibility. He serves on a number of corporate boards in

Norway and abroad, including the ‘sustainability councils’ boards of British Telecom and the City of Rotherham. He has co-written several books, including the well-known The Limits to Growth (1972) and Limits to Growth – The 30 Year Update (2004).

Reflections on the Outcome early SEDs that the participants needed to partake in the whole The results of the SED represent one perspective on the global process in order to enjoy it fully. They engaged much less fully challenge at the beginning of the 21st century, namely a business when provided with a ready made set of fundamental goals, perspective on how to make the modern economy more helpful or a collection of failings pre-selected by someone else. in achieving the fundamental goals of society. Over the last Real engagement was only achieved when participants took several decades, many similar outlooks have been produced by the time to go through all three SED questions. There proved different groups worrying about the long-term future of humanity. to be no direct route to a fruitful discussion on good ideas for Perhaps most famous was the Club of Rome’s musings over the future business action. feasibility of unending economic growth on a finite planet in 1972, and The Brundtland Commission’s effort in 1987 to push Having completed 16 sessions of the SED, it is clear that there sustainable development as ‘the’ tool to reduce world problems is a surprising degree of agreement among corporate executives of poverty and environmental degradation. More recently in about the fundamental goal of a good economy. Of course 1997 the World Business Council for Sustainable Development there are differences, for instance produced its three famous scenarios for the corporate “These failings have one thing in common: a higher attention to corruption environment toward 2050. And they are deeply embedded in the structure in areas where this corruption is widespread, and more emphasis many nations and communities of modern society” on entrepreneurship in fledgling have produced their Agenda 21 economies. But still the similarities reports: planning for a more outnumber the differences. There is also widespread, albeit sustainable future for their section of the planet. These studies somewhat less consistent, agreement on what keeps humanity all had less impact than desired, but they all contributed to a from attaining the fundamental goal of a good economy. higher awareness about the future challenges of humanity. Participants identified 36 major failings, but 10-15 were consistently prioritised. These failings have one thing in common: The SED design certainly helped increase awareness, since it had the special attribute of involving a large number of business they are deeply embedded in the structure of modern society. leaders in the generation of the central content of the study. It will take more than business action to resolve issues like The almost unanimous feedback was that the business people greed, corruption, short-termism and global inequity. greatly valued the opportunity to take a broad look at the ultimate purpose of an economy, and at potential means to improve the way it functions. Interestingly, we learned from the B u s i n e ss & t h e E n v i r o n m e n t P r o g r a m m e : T H E S U STA I N A B L E ECO N OMY D I A LO G U E But there is a lot business can do, and as we have seen, the participants offered a rich palate of ideas of business actions that could help to address current failings.

does not deviate significantly in ambition from the standard definition of ‘sustainable development’, for instance the one provided by the Brundtland Commission in 1987 (page 43): Sustainable development is development that meets the needs of the present without compromising the ability of future generations to meet their own needs.

The fact that the SED arrived at a relatively convergent set of views, in spite of drawing on participants from many parts of the world, is not surprising But the SED consensus goal is more given that most were well-educated, “The consensus goal does not concrete in its specification of which middle income, business managers deviate substantially in ambition detailed values humanity should seek (with a small minority of NGO and from the definition of sustainable to sustain into the future. government representatives). Nonetheless, the results demonstrate development” that there is a lot of common ground And the SED result is surprisingly similar across cultural and national boundaries. to the goal promoted by the American architect and systems thinker William McDonough in 2003:

Fundamental goal

As we have seen, the fundamental goal of a good economy identified by the SED contains no real surprises. The only surprise is the high degree of alignment and consensus among business people from Europe, North America and Southern Africa. Which perhaps shouldn’t be a surprise given the increasingly agreed global values within the business sector of the world.

Interestingly, the consensus goal emerging from the SED

Our goal is a delightfully diverse, safe, healthy and just world. With clean water, clean air, clean soil and clean power – economically, equitably, ecologically and elegantly enjoyed.

Interestingly, McDonough highlights diversity, which was less frequently mentioned in the SED.

Reflections on the Outcome

Main failings

There is much more dynamite in the failings identified by the SED than in the fundamental goal. Taken together, the highestranking failings constitute a fairly fundamental attack on the current world order. It is not certain that the participants truly appreciated the fundamental change that would be necessary if these failings were to be eliminated; or if they did, whether they would feel free to express their views freely to colleagues inside their organisations.

One explanation is that the participants were attempting to dig beneath the surface of these issues, to something more akin to root causes and systemic pressures.

This lack of worry about ‘science’ indicates that SED participants believe that the scientific community holds, or can rapidly obtain, sufficient information to ensure that lack of knowledge would never become a bottleneck in the progress towards sustainable development. At the same time the participants generally seem to believe that too little of the available knowledge is being communicated to the public, or enters into the educational system (where, according to modern principles, Furthermore, the ten main failings selected by the SED are science should not be taught in an authoritarian manner, not necessarily the only, or even the real forces keeping society but be blended into the world from attaining the fundamental “There is dynamite in the failings identified view of the students through a goal of a sustainable economy. The list of ten failings was comby the SED. Taken together, they constitute participatory approach). piled by the simple combination a fairly fundamental attack on the current It is equally remarkable that of output from the SED sessions, ‘limited natural resources’ and and may well include biases and world order” other failings related to the omissions. Still, the list of failings external physical world, did not make it to the top ten failings. is of substantial interest, as it reveals what educated business The grim fact of the finiteness of fossil fuel resources and of the people currently believe is holding back societal progress. absorptive capacity for greenhouse gases are not seen as prime reasons why current economies do not achieve their fundamental One surprise rests with what is missing from the list. It is goals. The reasoning may be that resource constraints have not noteworthy that the SED participants did not conclude that a limited economic growth during the 1900s, and thus might not lack of scientific information is hampering the resolution of world be expected to do so in the foreseeable future. Or there may be challenges. Interestingly, the participants thought that lack of a fundamental belief that future scarcity will be preceded by price awareness of scientific knowledge in the public was of much increases, which in turn will trigger sufficient technological greater concern. Secondly it is interesting to note how rarely advance to solve the problem in time. This at least would be topical issues like terrorism, high oil prices, climate change and consistent with the lack of concern about sufficient science. religious strife were cited as fundamental problems, despite the huge attention placed on these concerns in the media.

B u s i n e ss & t h e E n v i r o n m e n t P r o g r a m m e : T H E S U STA I N A B L E ECO N OMY D I A LO G U E A final observation is that very few business leaders viewed the (internal) governance of the business sector as a main failing. There were arguments that poor incentive systems encourage businesses and their leaders to move in non-sustainable directions, and there was some mention that the vested interest of business is a problem, but there was no fundamental critique of the capitalist model. This is possibly because of a lack of a better alternative, supported by an ingrained business In this context it is noteworthy that the possible failing scepticism towards governmental interference (i.e. collective ‘excessive obsession with growth’ did not emerge as important. solutions). Only a few viewed ‘excessive competition both Actually it did not emerge as a suggestion at all. There may be between firms and individuals’ several reasons for this. One may “SED participants believe that the failings as a central failing. be that the participating business leaders actually do not see growth are mainly human and solvable through Indications that the fundamental as the root cause of several of the human efforts” goal is unachievable did not feature other failings that they highlight. highly. Failings like ‘system inertia is unstoppable’,‘global Another is that they may see unbridled growth as a problem, problem too big to manage’,‘natural and external forces could but view it as an unchangeable fact of life – closely linked to overwhelm us’,‘the future is unknowable, so wait and see’ did (and a consequence of?) the frequently mentioned human not find much support. Thus, in summary, the participants in imperfections of greed and self-interest. The term ‘overthe SED basically appear to believe that the failings are mainly consumption’ occurred a few times, but not often enough to human and solvable through human efforts – with particular make this failing move much from the lowest priority. efforts required in the area of global organisation.

This low level of emphasis on science and natural resources as constraints reinforces the sense that the participants believe the main obstacles lie in the political arena. They see the current inability to move towards the fundamental goal as an organisational challenge in the broadest sense. It is not seen as caused by lack of resources or knowledge.

Reflections on the Outcome to higher investment, which leads to even higher GDP’ but a growing GDP has other effects: on energy and resource use, on service availability and the level of ecological damage. In this vein, participants went on to propose many ideas for This illustrates the first systems conclusion: any action has business action. Some ideas were mentioned infrequently, and multiple effects. The intended effect of this GDP-investment others were raised only as possibilities, rather than definite loop is to increase disposable income and the level of education, solutions. It is also worth noting that numerous ideas were health and awareness. But there are presented to reduce failings that “All change begins with the actions also unintended effects, such as the were not given high priority when concomitant increase in humanity’s answering SED Question 2. Fewer of individuals – often small numbers ecological footprint, which (if not ideas emerged on how to solve some of people – with substantial levels of addressed and’repaired’) will ultimately of the thornier failings. Given that reduce the quality of the environment. passion and commitment” many of the failings are so deeply

Business Action embedded in the structure of modern society, they are unlikely to be resolved unless through the most concerted process of transformational change. All change, however, begins with the actions of individuals, often small numbers of people, with substantial levels of passion and commitment.

Causes and Effects

Another way to review the SED findings is to place them within the closely knit web of causes and effects that makes up the global economy, as illustrated in Figure 4. The central self-reinforcing loop represents the fact that ‘higher GDP leads

The result will be a downward pressure on the quality of life, counteracting and possibly overwhelming the positive effects of higher disposable income. This leads to a second systems conclusion: the root cause of environmental damage cannot be completely eliminated through increases in eco-efficiency. Something has to be done to regulate ever-increasing volumes. It can be hoped that in the long run higher levels of education and awareness will lead to broad acceptance of the benefits of a stable ecological footprint and higher levels of equity – benefits that are particularly important when living on a finite planet.

B u s i n e ss & t h e E n v i r o n m e n t P r o g r a m m e : T H E S U STA I N A B L E ECO N OMY D I A LO G U E Figure 4:

Dynamics of The Economy: Cause and Effect Relationships

Reflections on the Outcome

Illustrated System Conditions

The web of causal links in Figure 4 finally illustrates a third systems conclusion: the emergence of a solution is often significantly delayed relative to the problem it is intended to solve. For a long while (decades?) tradition and the continuation of past trends tends to strengthen the problem faster than it strengthens the solution.

1. Most actions have multiple effects
2. The root cause of environmental damage cannot be completely eliminated through increases in eco-efficiency

“To get global society (including the economy) onto a self-reinforcing positive track towards sustainability, the whole world system needs to be redirected into a different behaviour mode”

This could happen either by discovering a sensitive leverage point (e.g. planned increases in energy prices to trigger necessary R&D which will often meet solid democratic resistance) or through simultaneous parallel changes in a number of sectors (e.g. changes in consumer preferences away from gas guzzling cars, accompanied by changes in zoning regulations to support more uniform geographical blends of jobs and homes).

3. Solutions are often significantly delayed relative to the problem they are intended to solve.

In short, solving the world problematique is not a question of identifying a simple set of business actions that will remove the obstacles to a good economy. What is needed is to take a number of ideas, and combine them into a ‘Work Plan for a Sustainable Economy’. The real challenge is to arrive at a plan which is acceptable to the majority – before crisis strikes.

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SED Failings as a Complex Causal System

Professor Tom Gladwin, member of the Business & the Environment

Programme Core Faculty

Tom Gladwin is the Max McGraw Professor of Sustainable Enterprise, jointly in the Ross Business School and School of Natural Resources

& Environment, at the University of Michigan. He is the Co-Director of the University’s new Sustainable Mobility and Accessibility

Research and Transformation (SMART) Project, working with the

US auto industry. Tom is also the Director of the Erb Institute for

Global Sustainable Enterprise, which promotes innovative and transdisciplinary research and education on ecologically and socially sustainable business. He received a Faculty Pioneer Award for Lifetime Achievement in the Beyond Grey Pinstripes 2003 report, compiled by the Aspen Institute and the World Resources Institute.

SED Failings as a Complex Causal System

Introduction

For convenience, the Sustainable Economy Dialogue (SED) captured the consensus failings (i.e. SED participants’ responses to Question 2: ‘Why do current economies fail to achieve this fundamental goal?’) as a vote-prioritised list of separate factors.

In reality, of course, the main failings identified are highly interdependent:

There is reciprocal causality between the failings and unsustainability

This methodology is highly subjective and qualitative. It is typically employed to determine causal feedback loops worthy of further investigation, via more detailed and quantitative modelling. The value of the approach lies in forcing the analyst to show how behaviour or performance in a complex system may actually be generated or produced.

Figure 5 provides a schematic summary of the possible workings of 91 strong and direct causal relationships that BEP delegates suggested may be working interdependently and dynamically to produce unsustainable human economies.

• The SED cross-impact results indicate that the delegates situated
• much of the blame for unsustainable economies on the human
• The impacts of the failings are typically non-linear (outputs are
• mind (i.e. cognitive, perceptual, emotional, values-based)
• not proportional to inputs)
• and on institutions (i.e. goals, structures), the logical precursors
• Significant time and feedback delays
• of unsustainable behaviours and
• characterise most of the relationships
• “SED delegates placed much of the
• conditions.

The power or influence of different failings varies over time and space blame for unsustainable economies on Of the top ten failings, the five that With the assistance of BEP delegates the human mind and on institutions” may be most influential in shaping participating in ‘systems thinking’ the fate of the entire system were workshops at recent BEP Seminars, a deemed by the analysis to include poor or, more precisely, cross-impact analysis was conducted in order to construct a undemocratic governance (considered the most frequent and crude model of how the top 16 SED failings appear to relate to possibly most influential cause or effect at work in the entire each other causally. A cross-impact approach shifts explanation system), followed by socio-economic inequality, cost/risk from a correlational (or ‘laundry list’) view of how things seem externalisation, self-interest/egocentrism and illiteracy/unawareness. to work to an operational one. The methodology requires the The last four variables have about equal causal power via their analyst to ask: ‘If variable A increases, what happens to variable appraised connectedness. B and for what reasons, in what direction, through what processes, with what strength and at what speed?’

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Strong causal relationship

Moderate causal relationship

Weak causal relationship

Long-time lag

Figure 5: Current Failings of the Economy:

Cause and Effect Relationships

SED Failings as a Complex Causal System

Whilst this is a crude starting point, we can already suggest that deep and long-lasting changes towards sustainability will most likely necessitate transformations in all five of these most influential variables, which serve to control much of the feedback behaviour at work in the whole system. Attempted ‘solutions’ that ignore these ‘big five’ system controllers are likely to be superficial and short-lived. 3

Mental failings

Minds and institutions

• The red arrow in Figure 5 flowing from MINDS to INSTITUTIONS
• indicates seven strong and direct causal relationships. For
• example, citizen and consumer illiteracy allows vested interests
• to capture the political process, and to garner massive subsidies
• and tax breaks that perversely work against sustainability.
• Materialism and short-termism combine to shape performance
• metrics that emphasise getting bigger (as fast as possible)
• rather than better (at the right pace). We end up with an
• economic system that rewards actors for doing destructive
• things and punishes them for doing the right things.

The cross-impact assessment indicates that mental failings appear to be very tightly interconnected: self-interest, short-termism, materialism Just below this flow is a smaller “Corporate and government leaders, handsomely one, running from INSTITUTIONS and illiteracy support and feed off each other to create rewarded by the ‘rules of the game’, which bring to MINDS , suggesting that deeply entrenched institutions (which are largely greater success to the already successful, have ‘unsustainable minds’. shaped by human thinking and very little motivation to change these rules” Mental predispositions are valuing) feed back to reinforce deeply programmed and are the unsustainable thinking not easily or quickly changed. They serve to pit short-term that allows corrupt or perverse institutional power and individual rationality (of firms, consumers, citizens, incentive structures to strengthen their grip on the economy. governments, etc.) against long-term collective rationality, For example, reward systems that emphasise expansionist perhaps the core dilemma we face in pursuing sustainable metrics reinforce a conception of the good life that is materialist human development. and novelty- or status-seeking. Lack of consensus on society’s purpose (i.e. whether this purpose should be to advance the common good) further justifies the rationality of maximising self-interest in the short or near term.

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Behaviours

The causal mapping suggests strong causal flows running from both MINDS and INSTITUTIONS to BEHAVIOURS . Chasing the dream of greater consumption to satisfy wants, and the concomitant growth in physical (energy and material) throughput, appears to be what human minds have been programmed to pursue and what institutions are designed to encourage. The externalisation of environmental and social costs and risks, especially onto generations distant in time or space – perhaps the fundamental behavioural cause of unsustainability – is supported, facilitated or rewarded by virtually every mental and institutional variable on the SED list of main failings.

facilitating factors are associated with this ultimate consequence of the whole system, such as illiteracy about the ‘life-support services’ of nature, subsidies encouraging destruction, metrics that ignore destruction or perversely count it as progress, and undemocratic governance that fails to prevent the destruction.

Socio-economic inequality increases as the beneficiaries of the system are able to externalise the costs of their behaviours onto less powerful or more distant peoples. But inequality is also greatly facilitated by mental discounting, selfishness, neglect of the common good, and expansionist metrics of societal success that downplay matters of justice.

Feedback on the system’s adverse consequences

Why internalise in order to arrive at ‘prices that tell the truth’ The causal mapping suggests that ecological destruction and when consumerist minds don’t want (and captured governments instability, motivated by insecurity/inequality, feed back to alter don’t demand) such painful truth and higher prices? Corporate MINDS , INSTITUTIONS and BEHAVIOURS , but (perhaps typically) only and government leaders, handsomely rewarded by the ‘rules of with very long time lags. Feedback on adverse consequences is the game’, which bring greater success to the already successful, variously delayed, discounted, diluted, distorted and ignored. have very little motivation to change these rules (indicated in The system’s informational the diagram by very little causal connectivity flowing from “The system’s informational structure seems structure seems to encourage actors to deny unpleasant or behaviours back to MINDS or to encourage actors to deny unpleasant or inconvenient information. INSTITUTIONS ). inconvenient information”

The causal mapping suggests that socio/economic/natural CONDITIONS are mainly shaped by BEHAVIOURS , along with some direct and considerable indirect support from MINDS and INSTITUTIONS . Over-consumption, physical growth exceeding natural limits, and the capacity to shift costs onto distant humans and the rest of nature directly explain much ecological destruction. However, many other

Even when signs of ecological scarcity or social instability are acknowledged, the system appears to encourage those who benefit disproportionately from the status quo to perversely ramp up their behaviours, further increasing scarcity or instability (e.g. invading foreign countries to secure access to climate-changing fossil fuels, extracting natural resources from ever more distant pristine

SED Failings as a Complex Causal System ecological areas, blaming the victims of the system and reducing aid or welfare to them, converting communities and entire nations into ‘guarded compounds’ to reduce threats of terrorism).

These ‘denial and flight’ behaviours address only the symptoms of ecological and social unsustainability, not the underlying causes.

the logic of growth as the answer to all problems, and the acceptance of an elite plutocracy as the inevitable form of societal governance, remain intact. Those who believe that growth-oriented plutocracy can be easily undone through simple changes in metrics or rules are most likely fooling themselves. Even attempts to change parts of thinking alone (e.g.‘We’ll solve this by making people more literate and aware’) are doomed if they are disconnected from genuine changes in values and ethics.

Why we need a whole systems perspective

All of this is not to deny the positive necessity and potential for restructuring institutions, modifying behaviours, or ameliorating social and ecological conditions. Rather, it emphasises the need In the very tentative causal model presented here, BEHAVIOURS for a ‘whole systems’ perspective that gives holistic and special and CONDITIONS appear to derive largely from MINDS (mindsets) attention to the underlying human motivational, cognitive, and INSTITUTIONS . This suggests that interventions focusing only perceptual, ethical, emotional and spiritual factors that ultimately on changing behaviours (e.g.‘We’ll solve this through more shape our institutions, behaviours and living conditions. The enlightened leaders or reduced SED results suggest that unless advertising’) or on altering “The SED results suggest that unless we we change minds, we are unlikely conditions (e.g.‘We’ll solve this change minds, we are unlikely to significantly to significantly change much of though greater redistribution anything else. or more national parks’) are change much of anything else” likely to have limited impact or value. The more elemental and powerful motivational mental and institutional programming will tend to work as hard as possible to resist, reduce and negate ‘deviant outcomes’ that are incompatible with the explicit or implicit intentions of the system’s deep-seated driving forces.

We can also suggest that intervening to change institutions (e.g.‘We’ll solve this by substituting sustainability metrics for growth metrics, or by eliminating corporate contributions to politicians’) may also have limited transformational power if

The whole systems perspective tells us that ‘there is no blame’. Our unsustainable economy is the result of countless ‘boundedly’ rational decisions taken over many centuries by actors caught up in systems that have made it almost impossible to act responsibly to all the affected stakeholders. The system encourages us to externalise costs onto nature and communities. It motivates us to pursue endless growth on this finite planet, and it tolerates the concentration of wealth and power.

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The dilemma of free-market capitalism

The SED has produced a profound critique of free-market capitalism, which has become the central organising principle, consuming passion and dominant imperative of modern existence. The SED results implicitly acknowledge that this form of capitalism was simply not designed to provide satisfying lives for all, within the means of nature. That was not (and still is not) its aim or logic or justification. Thus, it should not be criticised for failing to produce what it was not intended to produce. We have collectively and systemically invented and adopted free-market capitalism to achieve efficient resource allocation according to price signals from people with spending power – not to ensure just distribution or an optimal scale relative to natural carrying capacity.

“The SED has produced a profound critique of free-market capitalism, which has become the central organising principle, consuming passion and dominant imperative of modern existence”

Our form of capitalism was intentionally and/or unintentionally designed to:

Boost returns by externalising costs

Keep wages and prices low

Maximise the logic of accumulation

Exploit the desire for conspicuous consumption

Generate the greatest wealth accumulation for the least possible investment

Dominate politics in order to reduce competition, uncertainty, redistribution and restriction

Maximise the dynamic and creative recycling of capital

Commodify as much of life as possible

Redirect wealth and power from the many to the few, and from the future to the present

Remain indifferent to the intangibles of life that have the greatest meaning

Ensure freedom from responsibility

• This is a strong assertion, and surely worthy of much debate.
• Yet it is not a new discovery. We are still caught up in the
• dilemma described by John Maynard Keynes many years ago:
• ‘[Capitalism] is not a success. It is not intelligent, it is not
• beautiful, it is not just, it is not virtuous – and it doesn’t deliver
• the goods. In short, we dislike it, and we are beginning to
• despise it. But when we wonder what to put in its place,
• we are extremely perplexed.’

SED Failings as a Complex Causal System may differ from its short-run response. High-leverage interventions may thus cause worse-before-it-gets-better behaviour, whilst low-leverage interventions may generate Coping with perplexity, complexity and the challenge of transitory improvements, only to be followed by a deepening sustainability is the central challenge of our time. We must be of the original problem. With a bit of luck, small interventions extraordinarily humble in offering any wisdom concerning how may create tipping points that induce large-scale cascading to transform what is possibly the largest, most self-reinforcing, changes. Slowing or weakening the positive feedback loops that and most seductive and addictive system ever invented. drive a huge self-reinforcing system typically requires a mix of informational, social and institutional As we collectively approach this “We must be extraordinarily humble in interventions. Transformational task, the ‘folk wisdom’ of systems change is unlikely to come from offering any wisdom concerning how to thinking tells us that inertia, within the current system; momentum and rigidity in the transform what is possibly the largest, exogenous shocks may be necessary. unsustainable economic system

The ‘folk wisdom’ of systems theory most self-reinforcing, and most seductive are huge forces. Thus, expect We need to concentrate on fostering and addictive system ever invented” interventions to be delayed, the adaptive capacities of the system. diluted and defeated by the There are no optimal solutions or best system designs, so we system’s defensive responses to attempted interventions. must anticipate surprise and dynamic evolution. This dose of Intuitively obvious solutions may do more harm than good. humility, when confronting the most daunting transformational High-leverage policies will be hard to discern unless we truly challenge confronting humanity, may seem disheartening understand the (typically, small number of) critical or controlling and disempowering. We hope, however, that by emphasising processes that shape the dynamics of the whole system, which the necessity for systemic wisdom we may all be a bit wiser, the appraisal above suggests lie above all in the realm of smarter and more effective in intervening to the best of our mental models.There are no simple solutions. Substantive abilities to ensure a sustainable human future. change is rarely incremental or linear. Time delays in feedback imply that a system’s long-run response to an intervention B u s i n e ss & t h e E n v i r o n m e n t P r o g r a m m e : T H E S U STA I N A B L E ECO N OMY D I A LO G U E

What the SED Means for the Future

As will now be abundantly clear from this SED report, sustainability and capitalism do not automatically make natural bedfellows.

Sustainability is all about the long-term, about working within limits, about making more from less, about accommodation with others to secure equilibrium – and it demands a deep and often disconcerting re-engagement with the natural world. Contemporary capitalism responds to the shortest of short-terms, abominates the very notion of limits, celebrates excess, accepts that its ‘invisible hand’ will end up creating as many losers as winners – and has no real interest in the natural world other than as a dumping ground and a store of raw materials.

What the SED Means for the Future

However, the bipolar challenges of, on the one hand, the biophysical limits to growth and, on the other, of the profound damage being done to the human spirit through the pursuit of unbridled materialism, will inevitably compel a profound transformation of contemporary capitalism – and sooner rather than later if we want to avoid dramatic social and economic disruption. There is, therefore, a case to be made for a rapid transition to a very different variant of capitalism: capitalism as if the world matters.

That means working with the grain of markets and free choice, not against it. It means working with capitalism as the only over-arching system capable of achieving any kind of reconciliation between ecological sustainability and social justice on the one hand, and the pursuit of prosperity and personal wellbeing on the other.

That said, today’s particular model of capitalism is clearly incapable of delivering that kind of reconciliation, dependent as it is on the accelerating liquidation of the natural capital on which we depend, and on This notion of ‘capitalism “Capitalism as if the world matters is an evolved, worsening divides between as if the world matters’ the rich and the poor the is driven by a reform intelligent and elegant form of capitalism that puts agenda, however radical it the Earth at its very centre (as our one and only world) world over. may appear to some, not a revolutionary agenda. For and ensures that all people are its beneficiaries in At its heart, therefore, all that it’s a compromise, recognition of our interdependence on each other sustainable development profound and urgent comes right down to one and on the Earth itself” transformation of the all important challenge: worst dysfunctionalities of contemporary capitalism must is it possible to conceptualise and then operationalise an therefore constitute a more realistic strategy than urging people alternative model of capitalism? One that allows for the to take to some anti-capitalist barricade. sustainable management of all the different capital assets we rely on (financial, manufactured, social, human and natural), It must also do a lot more than threatening people with yet so that the yield from those different assets, sustains us now more ecological doom and gloom. The necessary changes have as well as in the future. also to be seen as desirable changes, good for people, their health, their quality of life – and not just good for ‘the The case for sustainable development must be reframed if that environment’ or for the prospects of future generations. This is is to happen. It must be as much about new opportunities for a ‘here and now’ agenda, as well as an agenda for tomorrow. responsible wealth creation as about outlawing irresponsible wealth creation; it must draw on a core of ideas and values that speaks directly to people’s desire for a higher quality of life, emphasising fairness, enlightened self-interest and personal wellbeing of a different kind.

B u s i n e ss & t h e E n v i r o n m e n t P r o g r a m m e : T H E S U STA I N A B L E ECO N OMY D I A LO G U E It is only sustainable development that can provide both the It is only this combination (sustainable development seen as intellectual foundations and the operational pragmatism upon answering the unavoidable challenge of living within natural which to base such a transformation. This is why sustainable limits, providing unprecedented opportunities for responsible development remains the only seriously ‘big idea’ that can bear and innovative wealth creators, and offering people a more just, balanced and rewarding the weight of that challenge, “Sustainable development remains the only seriously and why the core values way of life) which is likely to provide any serious ‘big idea’. It is only sustainable development that can that underpin sustainable political alternative to development – interdeprovide both the intellectual foundations and the today’s economic and pendence, empathy, equity, operational pragmatism upon which to base the political orthodoxy. personal responsibility and intergenerational justice – required transformation” The politics of sustainability are the only foundation makes change necessary: we literally don’t have any choice upon which any viable vision of a better world can possibly unless we want to see the natural world collapse around us, be constructed. and with it our dreams of a better world for humankind. The politics of wellbeing makes change desirable: we really do have All things considered, what’s the alternative anyway? a choice in finding better ways of improving people’s lives than If not genuinely sustainable development, then what? those we are currently relying upon. Responding to both those And if not now, when? challenges will generate extraordinary opportunities for the wealth creators of the future. When something is both Jonathon Porritt necessary and desirable, and can be pitched to demanding Co-Director, Business & the Environment Programme, electorates in terms of both opportunity and progress, then it Founder Director, Forum for the Future becomes politically viable – and that’s the threshold that I believe we have now, at long last, reached. Based on extracts from ‘Capitalism as if the World Matters’ by Jonathon Porritt, Earthscan 2005

Appendices

Appendix 1

• SED 9:
• 7-10 Sept 2004

Sustainable Economy Dialogue sessions – When and where

41 delegates

BEP Alumni Workshop, London, UK

22 alumni

BEP Seminar, Wye River, Maryland, USA

36 delegates

BEP Seminar, Cape Town, South Africa

34 delegates

BEP Seminar, Cambridge, UK

43 delegates

SLN Seminar, Cambridge, UK

30 delegates

• SED 15:
• 13-16 Sept 2005

BEP Seminar, Salzburg, Austria

31 delegates

• SED 16:
• 28-31 March 2006

BEP Seminar, Cambridge, UK

49 delegates

• SED 10:
• 20-21 Sept 2004

The dialogue was completed at the occasions shown below

SED 1: 7 July 2003

BEP Seminar, Salzburg, Austria

Pilot workshop, Calcot Manor, Gloucestershire, UK

34 alumni

• SED 11:
• 19-22 Oct 2004

16-19 Sept 2003

BEP Seminar, Salzburg, Austria

39 delegates

• SED 12:
• 12-15 April 2005

SED 3: 11-13 Oct 2003 BEP Seminar, Wye River,

37 delegates

SED 2:

Maryland, USA

SED 4: 3-5 Feb 2004 SED 5: 1-2 April 2004 SED 6: 27-29 April 2004 SED 7: 4-5 May 2004 SED 8: 29-30 July 2004

BEP Seminar, Cape Town, South Africa

45 delegates

BEP Seminar, Cambridge, UK

39 delegates

Mini-BEP Seminar, Nairobi, Kenya

22 delegates

Session for the Sustainability Learning Networks Programme, London, UK

34 delegates

BEP Alumni Workshop, London, UK

26 alumni

• SED 13:
• 12-15 April 2005
• SED 14:
• 3-4 May,
• 8-10 June &
• 25-27 Sept 2005

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Appendix 2

Summary details on the main failings of the current economy Below follows a summary listing of the numerous expressions used by participants to describe the main failings of the current economic system.

1. Lack of education

Inadequate educational focus on the challenges and opportunities of sustainable development; limited understanding of sustainability issues by the public; misleading or limited media coverage of sustainability; unwillingness to act on accepted knowledge; insufficient knowledge for good decision-making; sustainable development is boring or ‘uncool’; need special education focus on children and consumers; no coherent discussion in schools or media; poor development of human capital.

2. Governance failings

Corrupt, dishonest, unethical, unbalanced, irresponsible or ineffective government – at micro and macro levels; illegitimate or unresponsive institutions that do not further the interests of the ‘average’ citizen; unrepresentative institutions, incapable of forming public-private partnerships; failure to generate solidarity and consensus among diverse interests; institutions that reinforce the disconnect between market prices and true costs; too much or too little regulation; systems that do not learn, or which are insensitive to feedback.

3. Short-term focus

• Short planning horizon in politics; focus on next quarter in
• business; high discount rates (which means that long-term
• effects are given little weight in economic analyses); short tenure
• in elected office (which means that little weight is given to
• projects with delayed benefits); lack of long-term vision, ambition
• and plans in governmental and business decision making.

4. Unfair distribution

• Skewed distribution of power, wealth, health, welfare, education
• and opportunity, within and between nations; inequitable
• distribution of environmental hazards and threats; vested
• interests of business; corporate dominance.

5. Human weakness

Selfishness, greed, corruption and prejudice; excessive focus needs of self, family and ‘cronies’, sometimes at the expense of the common good; amoral and lacking in ethics; genetically programmed egoism; insensitive to cultural values; wilful denial of knowledge.

6. Inappropriate incentives

Wrong incentives; distorting subsidies; unhelpful trade agreements; protectionist patent laws; exclusion of some groups; ineffective labour markets; uneven playing field; poor direction of investment; stifling long-term vision; perpetuates inequity; reinforces self interest; gives incentives for unsustainable ends.

7. Cost externalisation

Lack of full costing; lack of full life costing; disregard of cost impacts in future and elsewhere; under-valuation of nature; prices to not reflect true cost; destruction of value is not measured and factored in; environmental damage too cheap.

Appendices

8. Divided purpose
13. Resource constraints

No common definition of the long-term goal for society; lack of agreed sustainability goals in central religious, political and scientific dogma; no commonly agreed values that support sustainable development; incompatible success measures; long-term consensus goals not discussed; lack of consensus even when knowledge is available.

Depletion of natural resources; disruption of biosphere; inefficient resource use; resource intensive activity; waste; climate change and other effects of impending global limits; instability from exploitation of ecosystems; system limits not understood.

14. Poor governance

CEOs incentivised to do the wrong thing; formal or informal rules of business conduct that counteract a move towards sustainability.

9. Unsuitable values

Disregard of human rights; individualism, urbanism, spiritualism; wrong value system; intolerant value systems.

15. Economics focus
10. Misleading measures

Lack of integrated solutions; excessive emphasis on money and income; weak status of non-financial ministries; lacking emphasis on non-economic values; government narrowly focused on increasing prosperity.

Excessive emphasis on GDP, profits and other monetary measures; lacking measures of social and environmental impacts; money income and wealth as common indicator of status; misuse of existing measures; accidents add to GDP; we measure the wrong things.

16. Excessive consumption
11. Weak leadership

Risk averse and timid leadership, which knows but fails to take necessary action; insufficient indication of the route towards sustainability from the political or business elite; poverty in business ambition; lack of role models; leaders beset by moral and economic corruption.

12. External events

Major accidents; superhuman catastrophes.

• Conspicuous consumption satisfying no basic need in Maslow’s
• hierarchy; consumption requiring inordinate amounts of
• resources; consumption with unnecessarily high footprint
• per unit consumed.

17. Other failings

• Corruption; lacking democracy; unrealistic expectations;
• polarisation of groups; alienation; democracy gives wrong
• answer; lack of trust; system inertia; problem too big; future
• is unknowable; lack of infrastructure; poverty; excessive
• competition; vested interest of business; lacking capacity in
• small companies or NGOs or governments; high cost of R&D;
• health and safety issues; conflict and people exploitation; misuse
• of technology; and excess connectivity leading to instability.

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Appendix 3

Summary details on possible business actions towards a sustainable economy

1. Education

Communicate what is already being done within the company to move towards sustainability.

Clarify and communicate the business case for sustainability to all the company’s stakeholders.

Promote the importance of sustainability in all forums and contexts – with perseverance!

Present a toolkit of best practice in corporate sustainability.

2. Governance

Provide more information on the sustainability impacts of products and services; publicise these impacts.

Encourage influential business and political leaders to commit to forming a common sustainability vision and a strategy for business action.

Organise sustainability literacy training for employees and seminars for opinion formers in the media and policy makers in education.

Use partnerships to achieve systemic solutions to market and economic failures – a level playing field not disfavouring sustainability.

Choose and promote more ‘sexy’ language – ‘our company’s impact on the society’, rather than sustainability.

Create partnerships of similar-thinking organisations (businesses, government, NGOs, academic institutions) to reduce the risks of pursuing sustainability objectives.

Look for sustainability awareness when hiring CEOs, senior management and other staff.

Help to fund educational institutions to teach sustainability, or support courses on sustainability, either through sponsorship or in-kind.

Help create a World Environmental Organisation to match the World Trade Organisation.

Support strengthening of the EU’s sustainability procedures and toolkits.

Create sustainability forums that promote sustainability dialogue, e.g. CEO panels, virtual sustainability colleges.

Establish an annual sustainable development event at the World Economic Forum.

Create and market ‘edutainment’ products that incorporate sustainability, e.g. new versions of ‘Soul City’ and ‘Sim City’.

Identify the stakeholders with whom common ground can be established; use an honest broker and publish the consensus view.

Identify and promote sustainability role models in the media and in local communities.

Target shareholders and financial analysts for sustainability awareness and education campaigns.

Lobby against eco-inefficient (or ‘perverse’) subsidies, taxes and economic structures.

Appendices

Establish a pact with government involving fiscal or other incentives for corporate action on sustainability.

Establish a pact between business, government and NGOs to work towards a 20-year vision.

Encourage business and political leaders to commit to a common sustainability vision and strategy for business action.

Define long-term (20 year) sustainability goals and then sell them inside the corporation.

Volunteer staff to government to improve capacity, either through mentoring, secondments, elections to local council, etc.

4. Equity

Link bonuses to long-term corporate performance.

Ensure that there is equity within the company, including equal pay for equal work, equal opportunities, safety nets, child care, tolerable gaps between the highest and lowest paid employees.

Make senior managers’ pensions strictly dependent on future share price.

Commit to the development of people in communities where companies are located.

Restrict voting on strategic issues to shareholders who have held stock more than three years.

Argue for progressive taxation on income and wealth, in order to redistribute benefits to low income groups.

Seek a mechanism for articulating the voice of future generations in major decision making; put young people on the board.

Empower genders equally and encourage feminine values (in the dominant masculine culture of business).

3. Long-termism

Support allocation of identical (non-tradable) per capita rights to emit greenhouse gases across the globe.

Promote long-term perspectives in corporate reporting and advertising; discourage reliance on quarterly reporting.

Seek business opportunities involving those at the bottom of the pyramid (i.e. people who live on less than two dollars a day).

Encourage employees to take a long-term approach to their careers.

Form a vision for the long-term, plan for how to get there and try to bring government and civil society along.

Promote long election periods in business and government.

Work with pension funds to emphasise long-term value creation, e.g. mutual funds that report annually and do not seek to beat the competition every month.

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5. Responsibility

Speak out against greed, selfishness and prejudice.

Support the creation of a corruption register.

Establish the full costs of companies’ major inputs and consider them when investment decisions are made.

Form a corporate alliance against corruption, with agreed standards, and encourage transparency.

Price products and services to reflect their full environmental cost.

Support getting corruption on the G8 agenda.

Label products and services to provide environmental and social information (e.g. CO 2 emitted during production and use, wages paid to providers of raw materials).

Encourage participation in socially responsible activities and corporate volunteering.

Lobby for decent wages to people working in public services, e.g. police.

Encourage new rules for advertising – placing limitations on selling instant gratification.

6. Incentives

Support green taxes on under-priced resources.

Support increases in energy taxation to trigger energy efficiency and R&D.

Argue for adequate charges for the use of nature, to cover the full cost of regeneration.

Factor updated insurance premiums into full cost prices.

Actively lobby to change the balance of taxation and regulation so they reward sustainable behaviour.

Promote adoption of full cost accounting consistently across the world.

More specifically, argue in favour of taxes on fossil fuels to encourage transition to low-carbon energy sources, and on resource use and emissions rather than on employment.

Use full cost prices and whole life valuations as the normal basis for corporate decision making.

Introduce transfer prices within companies that reflect full costs of social and environmental impacts.

Promote understanding within the financial community of the long-term benefits of pursuing sustainability.

Assess the full sustainability impact when making investment decisions.

Argue against simplistic, one-track lowest price bidding.

Demand ‘sustainability values’ from suppliers and expect customers to ask the same of you.

7. Externalities

Design products for complete recycling.

Appendices

8. Purpose
10. Measures

Support the pursuit of a common societal purpose (e.g. contribute to the development of a common vision; lead by example; exert influence through partnerships and alliances; engage in national and local debates on common rules for a sustainable society; create partnerships as a basis for gaining recognition for these actions).

Support the development, publication and use of different measures of human well-being.

Highlight discrepancies between per capita income (or GDP) and indicators of human well-being.

Define, measure and publish companies’ ecological footprint.

Measure and address the total costs and benefits of products and services over their whole life cycle (‘from cradle to cradle’).

Include non-financial measurements in annual reporting (e.g. human capital accounts, resource consumption, other social impacts).

Develop relevant audit mechanisms and work towards getting auditors to take this area seriously.

Report on the percentage of profits arising from ‘good’ products versus ‘bad’.

9. Values

Make sustainable goods attractive to personal values and align sustainability with personal values.

Establish common values in partnership with key stakeholders.

Publish the corporation’s values and report on incidents of non-compliance.

Present financial reports based on full costs (e.g. energy costs including future quota costs, water costs including clean-up costs, labour costs in poor countries based on a living wage) in parallel with normal accounts.

Argue for revision of statutory corporate financial reporting to include full cost accounting.

Develop tools and information systems that make visible what is currently invisible (e.g. ecological footprints, carbon budgets).

Establish partnerships to create and promote a metric for the triple bottom line.

Promote ‘personal footprint accounting’ parallel to corporate sustainability reporting.

Help make sustainability a mainstream topic in industry by connecting to current corporate values like safety, protection of the environment and social responsibility, and framing it as risk mitigation.

B u s i n e ss & t h e E n v i r o n m e n t P r o g r a m m e : T H E S U STA I N A B L E ECO N OMY D I A LO G U E

11. Leadership

Have your CEO and peers make a more forceful case that they are responsible not only to shareholders, but also a wider range of stakeholders.

Help make sustainable development a mainstream topic in industry through individual example and initiatives.

Help your CEO become: willing to break the mould; willing to be unpopular; willing to take risks; transparent about views and decisions; willing to set up and adhere to strong ethical standards.

12. Resources

Stick to the precautionary principle.

Go carbon neutral.

Support the polluter pays principle, e.g. taxes on harmful impacts.

Establish a national ‘Fed’ which decides on energy prices, modelled after the Reserve Bank’s authority to set interest rates, in order to raise energy prices ahead of time, triggering desirable demand shift and R&D.

Lobby against consumption with unnecessarily high footprint per unit consumed.

13. Management

Report on the long-term sustainability vision, ambition and plan of the corporation.

Take time to analyse your business’s current and potential future impacts on society and the environment.

Establish performance measures and reward systems around sustainability objectives.

Create a new synthesis between stakeholder rights and long-term shareholder value.

Put stakeholders on the board. Obtain board level commitment to any output.

Require knowledge of sustainability as a necessary qualification to run a listed company.

Expect senior management to walk the talk on sustainability.

Organise induction training for sustainability values, sustainability reporting and sustainability housekeeping.

Publish what issues the corporation is lobbying for and against.

Publish industry standards (‘charters’ of good practice) and report on the corporation’s performance.

Disclose transfer pricing policies and geographic jurisdiction.

Promote sustainability as a next shared objective in the corporate world, copying the rise of safety as a shared objective in the oil industry, transparency in the mining sector, and the jointly agreed HIV/Aids agenda in South Africa.

Create champions for the sustainability cause – at all levels in the organisation.

Appendices

Appendix 4

SED participants

Mr Paul Abberley Global Head of Fixed Income, ABN AMRO Bank Mr Raul Adalberto de Campos Executive Manager, Investor Relations, Petrobas Petroleo Brasileiro Mr Mark Adderley Business Services Director, Scottish Water Mr Nigel Alcock Sales Director, npower Mr Andrew Alli Country Manager, Nigeria, International Finance Corporation

Ms Lucy Avery

• Mr Ken Back
• Chief Operating Officer, ISIS Asset Management
• Mr Jonathan Bailey
• Director of Customer Relations, Severn Trent Water Ltd

Mr Chris Bale Director of Performance & Innovation, Environment Agency (UK)

Mrs Grace Balfour

• Mrs Maria Balinska
• Editor, Current Affairs, Radio, BBC

Miss Liz Almond

• Dr Oldemiro Baloi
• Executive Director, Banco International de Moáambique

Dr Ali Hamed Al-Mulla Executive Manager, Environment & Sustainable Development, Qatar Petroleum

• Mr Ludo Bammens
• Vice-President Public Affairs,
• Coca-Cola Enterprises Europe Ltd

Dr Jim Anderson Site Manager, Avlon Works, AstraZeneca

• Mr Luc Bardin
• Group Vice-President, Strategic Account BP plc

Ms Lavinia Andrei President, Terra Millennium III cancee

• Mr Ian Barker
• Head of Water Resources, Environment Agency UK

Mr Gijsbert Appels Manager, KPMG

Mr Simon Barnes

Mr Pascal Appere Country Manager for France & North Africa, RWE Thames Water plc Mr Steve Argyle People Capabilities Director - Supply Chain, Cadbury Schweppes plc Mr Trevor Arran General Manager Corporate Affairs & Investor Relations, Kumba Resources Professor Rod Aspinwall Strategic Advisor, Enviros Group Ltd Mr James Atkins Partner, Vertis Environmental Finance

• Mrs Sylvie Barr
• Head of Marketing, Cafédirect

Dr Robert Barrington Director, Governance & Socially Responsible Investment, ISIS Asset Management

• Mr Stephen Baxter
• Managing Director, BAA Scotland, BAA plc
• Mr Brian Beamish
• Executive Vice-President, Anglo American plc
• Mr Robert Beavis
• Vice-President Operations, AMEC Oil & Gas

Mr Colin Beesley Team Leader, Environmental Technology, Rolls-Royce plc

B u s i n e ss & t h e E n v i r o n m e n t P r o g r a m m e : T H E S U STA I N A B L E ECO N OMY D I A LO G U E Ms Paula Bell Finance and Property Director, BAA plc Ms Gunver Bennekou Director, Danish Society for the Conservation of Nature Mr Jorn Berget Regional Production Director - EP Americas, Shell Energy Resources Company

• Mr Chris Boyd
• General Manager, Iafarge Adriasebina
• Mr Tim Boylin
• HR Director, RWE Thames Water plc

Ms Viviana Bernardes Coelho Downstream EHS, Petrobras

• Mr Peter Bracher
• Head of Corporate Responsibility, ASDA Wal Mart

Ms Ann Bernstein Executive Director, Centre for Development and Enterprise

Mr James Brainard Mayor, City of Carmel

Dr Thierry Berthoud Vice-President, International Relations & Government Affairs, Alcan Inc.

• Mr Dave Bramley
• Head of Customer Service & Operations, npower

Dr Michael Biddle Chief Executive Officer and Chairman, MBA Polymers, Inc.

Mr Tom Bigg Senior Research Associate, Global Governance International Institute for Environment and Development

Dr Simon Bilsborough

Mr Malcolm Bird Director Process Improvement, GKN Automotive Driveline Division Mr Sumit Biswas Programme Director, Vodafone UK Mrs Janet Blake Head of Global Corporate Social Responsibility, British Telecommunications plc

Ms Janet Boston Director of Communications, International Institute for Environment and Development

• Ms Susan Brennan
• Director of Manufacturing, Ford Motor Company
• Mr Michael Brinch-Pedersen
• Managing Director, The Nordic Group
• Mr Jerzy Brniak
• Finance Director, BP Poland
• Mr Nigel Brotherton
• Corporate Affairs Director, John Lewis plc

Mr Lynn Brown Vice-President, Strategy & Business Development, Hydro Aluminum North America

Mr Richard Brown Head of Agriculture, Environment & Rural Policy, HM Treasury (UK)

Mr Nick Brown

Mr Dermot Blastland Managing Director, First Choice Holidays plc

• Mr Leigh Bruce
• Director, Corporate Communications, Barclays plc

Ms Giselle Bodie Managing Director, Echo Research Ltd

• Mr Jordi Bruno
• Managing Director, Enviros Spain

Ms Liz Bogie Senior Manager, Scottish Enterprise

• Mr Fred Buenrostro
• Chief Executive Officer, CalPERS

Appendices

Mr Simon Burall Executive Director, The One World Trust

• Ms HaydÇe Celaya
• Director, Sub-Saharan Africa International Finance Corporation

Mr Duncan Burke Vice-President, Corporate Image & Reputation, GlaxoSmithKline plc

• Ms Svetlana Cenic
• Adviser to the President, Presidency of Republika Srpska

Mr Richard Burrett Managing Director, ABN AMRO Bank

Ms Paula Chakkar

Mr Ivan Burrowes Senior Vice-President, Severn Trent Services Inc

• Mr Stephen Chilcott
• Editor Business Current Affairs Radio, BBC

Mr Patrick Burrows Purchasing Director, Tesco plc

• Mr Joel Chimhanda
• Regional Director, Stanbic Africa

Mr Allan Busse Commercial Director, Enviros Consulting

• Mr Naseem Chohan
• Manager Sustainable Development, De Beers Group

Mr Philip Byrne General Manager, BHP Billiton Petroleum

Mr Jaroslaw Cholodecki Senior Advisor, Corporate Social Responsibility in Stakeholder Relations PKN Orlen

Mr Philip Callaghan

Mr Richard Calland Executive Director, Open Democracy Advice Centre (IDASA)

Mr Alastair Camp Corporate Responsibility Director, Barclays plc Mr Martin Capstick Head of Aviation Environmental Division, Department for Transport (UK)

Mr Luis Felix Cardamone Neto, Executive Director ABN AMRO Bank Mr Brock Carlton Director, Federation of Canadian Municipalities Ms Karen Case Group Senior Vice-President, LaSalle Bank Corporation Mr Michel Catinat Head of Unit, European Commission Directorate General Enterprise Policy

Mrs Alice Chapple

Ms Helena Cizkova Deputy Director, Department of Strategies, Ministry of the Environment (Czech Republic)

• Mr John Clark
• Director SSHE, ICI plc
• Ms Sue Clark
• Director Corporate Affairs, SAB Miller plc

Mr Nigel Clark

• Ms Anne Clarke
• Divisional Manager, Group Corporate Affairs Daimler Chrysler AG
• Ms Ginny Clarke
• Director, Safety Standards & Research, Highways Agency (DfT)

Mr Steve Clearwater Executive Director, Global Desktop Services Manager, Shell Information Technology International SB

Ms Betina Cavalheiro Mario

• Dr Tony Cocker
• Managing Director, Energy Wholesale, E.ON UK plc

Mr Andrew Cave

Ms Chris Collier

B u s i n e ss & t h e E n v i r o n m e n t P r o g r a m m e : T H E S U STA I N A B L E ECO N OMY D I A LO G U E Mr Arthur Connelly Global Operational Systems Director, GKN Driveline

• Mr Will Day
• National Director UK, Care International

Mr Andrew Connold Managing Director, Synergy Computing (Pty) Ltd

Mr Matthijn De Boer

Mrs Yvonne Constance Non Executive Director, Innogy

Mr Richard Coope

Ms Joi Corrado

Mrs Polly Courtice Director, University of Cambridge Programme for Industry Mr Stephen Crawford Senior Manager Resources Strategy, Accenture Mr Steve Creed Director of Business and Procurement, Waste Resources Action Programme Mr Jerry Cresswell Head of UK Regulation, Thames Water Utilities Ltd Dr Rod Crompton Deputy Director-General, Department of Minerals & Energy Ms Jessica Cronje Associate Director: Merchant Banking Division, Barclays plc

Mr Paul Cuppen

Professor James Curran Environmental Futures Manager, Scottish Environment Protection Agency

• Mr Jan de Ruiter
• Joint Chief Executive, ABN AMRO Bank
• Mrs Miriam de Wolff-Janssen
• Global Head of Public Affairs, ING Group

Dr Chris Dederen

Mr Jeremy del Strother Divisional Director, Personnel & Development, Nationwide Building Society

Ms Pat Delbridge Director, PDA Partners

Mr Matt DeMars Executive Director, Pick-Up Trucks and Commercial Vehicle Platforms, Ford Motor Company

• Mr Geoffrey Dennis
• Chief Executive, Care International

Mr Tim Dexter

• Ms Sumithra Dhanarajan
• Head, Private Sector Team, Oxfam
• Mr Philip Dilley
• Chairman Europe Region, Arup Group Ltd

Ms Carlotta dal Lago Minister's Technical Consultant, Italy: Ministry of Welfare

• Ms Anna Dixelius
• Director of Planning, Swedish Environmental Protection Agency

Dr Tom Dalziel

• Mr Keith Doig
• Director - Corporate Finance & Development, SAB Miller plc

Mr Howard Davidson Head of Process (Acting Regional Director), Environment Agency (UK)

Mr Jonathan Davies Commercial Director, Enviros Consulting Mr Mike Davis Director of Public Policy, Barclays plc

• Mr Maarten de Pous
• Executive Director - Europe, Caux Round Table
• Mr Richard Donkin
• Trustee, Earthwatch Institute (Europe)

Mrs Elspeth Donovan Associate Director: MBA, University of Cape Town Graduate School of Business

Appendices

Mr Stephen Douglas Managing Director, Royal Bank of Canada Europe Ltd

• Mr Ira Feldman
• President, Greentrack Strategies

Mr John Dowsett

• Dr Garry Felgate
• Director, Delivery and External Relations, The Carbon Trust

Mr Mark Drewell Head, Corporate Communications, Barloworld

Mrs Polly Dryden

• Mr Leif Fenger Jensen
• Managing Director, The World Diabetes Foundation

Mr Claes Du Rietz Vice-President, Global Environment, Tetra Pak

• Mr Szabolcs Ferencz
• Director Corporate Communications, MOL Hungarian Oil and Gas plc

Mr Declan Duff Director, Infrastructure Department, International Finance Corporation

• Dr Johan Ferreira
• Group Head: Food Technology, Woolworths Group plc

Mr Andrew Dunnett

Mr Reyad Fezzani General Manager, Strategy and Planning, Refining and Marketing, BP plc

Mr Robert East Programme Director, Productivity & Cost Programme, Barclays plc

Ms Ulrike Ebert

Mr Dorian Emmett Head of Sustainable Development, Anglo American plc

Ms Martha Emneus

Mr Jeremy Eppel Head of Sustainable Energy Policy Division, Department for the Environment, Food & Rural Affairs (UK)

Ms Charlotte Ersbõll Vice-President of Corporate Branding, Novo Nordisk AS

Mr Martin Ffitch

• Mr Dietrich Firnhaber
• Senior Vice-President, Strategy and Planning, American Water
• Mr Anthony Fitzhenry
• Chief Executive Officer, Axiz (Pty) Ltd

Mr David Fitzsimmons Group Vice-President, BP plc

• Ms Helga Flores Trejo
• Director, Heinrich Boll Foundation North America

Ms Pamela Forbes

Mr Albert K. Essien Managing Director, Ecobank Ghana Limited

• Ms Trina Foster
• Vice-President, Corporate Communications, ABB Inc.

Mr John Evans Divisional Marketing Director, RWE Thames Water plc

• Mr Toni Fourie
• Managing Director, Optimisation,
• Innovation & Group Strategy, African Bank

Mr Robert Evans Director of Public & Government Affairs, Johnson Matthey plc

Ms Kate Everitt

Mr Hans Faber Senior Manager Corporate Communications, Nike Europe

• Ms Jo Fox
• Senior Manager, Campaigns and Policy Department, Oxfam

Miss Celia Frank Assistant Director Regional Policy, Transport & Planning, Department of Trade and Industry (UK)

Mr Ken Farrer Director, MWH B u s i n e ss & t h e E n v i r o n m e n t P r o g r a m m e : T H E S U STA I N A B L E ECO N OMY D I A LO G U E Mr Peter Gaines Global Vice-President – Oxygenated Chemicals, Lyondell Chemical Europe Inc.

Ms Cynthia Green Global Business Director – Fluoropolymer & Nafion©, DuPont Company

Mrs Rose Gardner

• Ms Nika Greger
• Head of Office, Deutscher Naturschutzring (DNR)

Dr Duncan Garrood Divisional Managing Director, BAA plc Ms Johanne Gelinas Commissioner of the Environment, Office of the Auditor General of Canada Dr Stanley Gembicki Vice-President and Chief Technology Officer of Corporate Research, UOP

Mr Alexander Grieve

• Dr Clive Grundy
• Group Human Resources Director, Compass Group plc

Mr Philip Guildford Director of Research, Department of Engineering, University of Cambridge

Mrs Lynda Guthkelch

Mr Brendan Geraghty

Dr Peter Hager

Mr Florian Gheorghe Owner, FG Legal

• Mr Richard Halderman
• President, Halderman Farm Management & Real Estate Services

Mr Paul Gibbs Director of Waste Water Operations, Anglian Water Services Ltd

• Mr Michael Hampson
• Director of Corporate Services, AWG plc

Mr Andrew Gibson Managing Director, Severn Trent Laboratories Ltd

• Mr Danny Hann
• Head of Strategic Planning, npower

Mr Michael Gilbert Chief Executive, British Cement Association

• Mr Wayne Hartmann
• General Manager Refinery, Engen Petroleum Limited

Mrs Oyejoke Giwa Chief Corporate Affairs Officer, MTN Nigeria

Mr Clive Harward Head of Water Quality and Environmental Performance, Anglian Water Services Ltd

Professor Tom Gladwin Professor of Sustainable Enterprise, Ross Business School and School of National Resources & Environment, University of Michigan Mr Frank Glaviano Gulf of Mexico East Asset Manager, Shell Exploration & Production Company Mr Niel Golightly Director, Environmental Strategy, Ford Motor Company Mr Gary Gray Head of Community Relations, British Airways plc

• Dr Dimitrios Hatzis
• Corporate Planning Director, Amey plc
• Mr Dai Hayward
• Director and General Manager, Thomas Swan & Co Ltd

Mr Jonathan Hefford

• Miss Anne Hemming
• Head of Buildings Division, Office of the Deputy Prime Minister
• Mr Paul Henry
• General Manager, Anglo American plc

Mrs Carys Henshaw

Appendices

Mr Eric Hepburn Director of Infrastructure, Cabinet Office (UK)

Ms Kirsten Margrethe Hovi Personal Adviser to Executive Vice-President Organisation and Competence, Norsk Hydro ASA

Ms Deidre Herbst Environmental Manger, Generation Division, Eskom

• Mr Andy Howard
• Managing Principal, Ove Arup & Partners

Mr Michael Herron Deputy Director, Cabinet Office (UK)

Dr Mindy Howard

Mr Colin Hicks Director General, British National Space Centre

Dr Marita Hilgenstock

Ms Emma Howard Boyd Head of Socially Responsible Investment, Director, Jupiter Asset Management

Mr Terry Hill Chairman of Infrastructure Division, Ove Arup and Partners

• Ms Catherine Hue Bi
• Legal Counsel, International Finance Corporation

Mr Terrence Hines

• Mr Tim Hughes
• Head of External Affairs, Nationwide Building Society

Dr Reg Hinkley Chief Financial Officer, BP plc

Ms Veronika Hunt - Safrankova Deputy Director Head of Unit EU Coordination, Ministry of the Environment (Czech Republic)

Mr John Hobson Director General Energy Efficiency Office, Department of the Environment (UK)

• Mr Dave Huson
• Vice-President Fragrance Materials, Quest International

Mr Mike Hogan Senior Vice-President Upstream Gas & Power Generation, Centrica North America

Mr Daniel Instone Head, Water Quality Division, Department of the Environment, Transport and the Regions UK

Mr Christian Holmes Executive Director Shell Centre for Sustainability, Rice University

• Mrs Alison Jackson
• Division Head (Agriculture), Welsh Office

Mr Alexander Holst Manager, Accenture GmbH Mr Peter Horekens President & Chief Operating Officer, Chiquita Fresh Group – Europe

Mr Neeraj Jain Principal Investment & Strategy Officer, International Finance Corporation

Professor Frank Horwitz Director, University of Cape Town Graduate School of Business

Mr Hendrick Jan Laseur Personal Assistant to the Chairman & Senior Vice-President, ABN AMRO Bank

Mr Adrian Hosford Social Policy Director, British Telecommunications plc

Mr Matthew Janssen

Mr Aart Houwink Managing Director, ABN AMRO Bank

Dr Neil Jenkins

• Mr Pumezo Jonas
• General Manager Operations Support, Umgeni Water

Mr Rob Jones

B u s i n e ss & t h e E n v i r o n m e n t P r o g r a m m e : T H E S U STA I N A B L E ECO N OMY D I A LO G U E

Ms Sandra Joy

Mr Dana Kaas Vice-President Operating Services, Severn Trent Services Inc Mr Khwezi Kadalie Chief Operating Officer, Department of Trade & Industry South Africa Ms Rhoda Kadalie Executive Director, Impumelelo Innovations Award Trust Mr Mo Kajee Chief Executive Officer, Premier Fishing Mr Phaldie Kalam Group Executive: Corporate Affairs, Iscor Limited

• Mr Tim Kiy
• Marketing Operations Director, Barclays
• Dr Ann Knight
• Group Head, Corporate Affairs, SAB Miller plc

Dr Valerie Kohler Head of Asset, Planning, Investment and Risk, British Energy plc

• Mrs Janis Kong
• Executive Chairman – Heathrow, BAA plc

Mr Jorg Kasprowski Manager Business Strategy, Ford Motor Company Ltd

Mr David Korslund Executive Vice-President, Group Finance Strategic Decision Support, ABN AMRO Bank

Mr Lutaf Kassam Managing Director, Industrial Promotion Services, Kenya

• Mr Jaroslaw Kowalewski
• Investment Analyst, Environmental Investment Partners

Mr Philip Kear

Mr Themba Koza

Mr Ivo Kejzar Partner, Head of EIA and Industrial Ecology, Oikos Inc., Environmental Consulting

Mr R. Andreas Kraemer Director, Ecologic

Mr Baudouin Kelecom Corporate Public Affairs, ExxonMobil Corporation Mr Daniel Kelleher Senior Vice-President External Affairs, American Water Ms Marcy Kelley Deputy Vice-President for Programs, Inter-American Foundation Mr Michael Kelly Director, KPMG LLP UK Ms Nomsa Kganakga HR Director, SC Johnson Dr Snowy Khoza Executive Manager, Development Bank of Southern Africa Mr Steve Killeen Head of Air and Chemicals Policy, Environment Agency (UK)

• Dr Henry King
• Risk Manager, Unilever plc
• Mr Michael Kraus
• Management Board Member, RMC Readymix Kies-Union AG
• Ms Lisa Kropman
• Head of Social Investment, Investec Bank Ltd
• Mr Frank Kuijlaars
• Global Head of Oil & Gas, ABN AMRO Bank

Ms Ellen Kullman Group Vice-President – DuPont Safety & Protection, E.I. DuPont de Nemours & Co.

Mr Roland Kupers Vice-President Sustainable Development, Shell International Ltd

• Mr Torgeir Kydland
• Senior Vice-President, Norsk Hydro ASA
• Mr Tim Lancaster
• Operations Director, Carbon Trust

Appendices

Ms Natasha Landell-Mills Adviser, OTP Fund Management

• Mr Mark Long
• European Public Affairs Manager, Rohm and Haas Company

Mr John Langdell Group Managing Director, SC Johnson

Mr Matt Loose

Mr David Lawrence Deputy Chairman, Investec Bank Ltd

• Dr Ron Loveland
• Chief Technology Officer, Welsh Office

Mr Christopher Lawrence Partner, PricewaterhouseCoopers

Mr Robert Lowson Director of Communications, Ministry of Agriculture Fisheries and Food (UK)

Ms Jennifer Layke Director, Business Engagement Sustainable Enterprise Program, World Resources Institute Mr Robbie Lazare General Manager, AngloGold Ms Suellen Lambert Lazarus, Senior Adviser to Vice-President of Operations, International Finance Corporation

Mr Ian Loveday

Mr Carl Ludvig Kjelsen Senior Vice-President/Chief Technology Officer, Hydro Aluminium Rolled Products

Mr John Luff Head of Global Corporate Social Responsibility, British Telecommunications plc

Ms Jane Leavens Assistant Director, Department of Trade and Industry (UK)

Mr Peter Lukey Chief Operating Officer, Department of Environmental Affairs and Tourism South Africa

Mr Chris Leese Commercial Director, Enviros Consulting

• Mr Goodwell Lungu
• Executive Director, Transparency International

Mr Jason Leonard

Mr Kent Lupberger Senior Manager, Mining Investments, International Finance Corporation

Mr Stan Leslie General Manager Leadership & Organisational Development, Old Mutual

Mrs Jennifer Lewis

Mr Thomas Lingard

Ms Clarissa Lins Director, Brazilian Foundation for Sustainable Development Ms Debbie Lippert Regional Director External Affairs, American Water Ms Jiggy Lloyd Director of Sustainable Development, AWG plc

• Ms Sazi Lutseke
• Operations Leader, Dow AgroSciences Southern Africa
• Mr Rodney MacAlister
• Manager, Federal Affairs, Conoco Corporation

Mrs Sue Macdonald Director Sustainable Development, Department of Trade and Industry UK

Mr Calum MacDonald Environmental Development Manager, Scottish Environment Protection Agency

Dr Don Lloyd

B u s i n e ss & t h e E n v i r o n m e n t P r o g r a m m e : T H E S U STA I N A B L E ECO N OMY D I A LO G U E Mr Peter Madden Head of Environmental Policy, Environment Agency (UK)

^ Ms Mirjana Mate sic Director, Croatian BCSD

Mr Andre Madec Project Director Chad, ExxonMobil Coporation

• Mr James Mathenge
• Managing Director, The Magadi Soda Company Kenya

Mr Mayur Madhvani Chief Executive Officer, Madhvani Group

Mr Joe Matome Group Corporate Development Manager, Debswana Diamond Company

Mr Mpho Makwana Chief Executive Officer, Marketing Federation of South Africa Mr John Malcolm Managing Director, Petroleum Development Oman Miss Mahnaz Malik Founder, British Pakistan Law Council Mr Brian Malnak Vice-President Government Affairs, Shell Oil Company Ms Pumla Mannya Manager Limpopo Operations, DBSA Southern Africa Mrs Barbara Manson Communications Manager, Engen Petroleum Ltd Mr Emanuel Maravic Director of the Accession Countries Department, European Investment Bank

Mr Jimi Matthews Head, SABC TV News

• Mr Ehud Matya
• Managing Director, Eskom
• Dr Gilingwe Mayende
• Chief Executive Officer, Sekunjalo Industrial Holdings
• Dr Richard Mayson
• Director, Energy Unit, British Nuclear Fuels plc
• Mr Nick Mbuvi
• East Africa Treasurer, Barclays
• Mr Ian McAulay
• Managing Director, MWH
• Mr Michael McBreen
• Director, Global Sourcing & Corporate Resp., Nike Inc.

Mr Olivier Marie Partner, Accenture

• Mr Colin McCormack
• Managing Director, Development Finance Company, Uganda

Mr Blackie Marole Senior Manager, Producer Relations, De Beers Group

• Mr Alastair McDermid
• Group Planning & Environmental Director, BAA Plc

Ms Helen Marquard Head European Environment Division, Department for the Environment, Food & Rural Affairs (UK)

Mr Frederick McDonogh Vice-President Strategy & Performance, Hydro Alumnium Deutschland Gmbh

Mr Kevin Marsh Editor ‘Today’ Programme Radio 4, BBC

• Mr Kieron McFadyen
• Technical Director Europe, Shell UK Ltd

Dr Joost Martens Regional Director, Oxfam GB

• Mr Ross McLean
• Chief Executive Officer, Dow Southern Africa

Ms Carole Mason Group Head, Corporate Affairs, Investec

• Mr Douglas McLeish
• Director of Business Development, npower

Appendices

Ms Aileen McLeish Director of Resources, WWF UK

• Mr Phil Molefe
• Head, South African Broadcasting Corporation

Mr Ashley McLeod Metallurgical Manager, Black Mountain Mine, Anglo Base Metals Division

• Ms Carol Monoyios
• Marketing Director, Care International

Mr David McMillan Director of Civil Aviation, Department for Transport (UK)

Mr Patrick McNeil Senior Vice-President, Nuclear Strategy & Support, Ontario Power Generation Inc

• Dr Diana Montgomery
• Head of Corporate Responsibility, British Gas, Centrica plc
• Mr Chris Moorhouse
• Group Vice-President, Human Resources, BP plc

Mr Mohammed Valli Moosa

Mr Stuart Mee

• Mr Kevin Moran
• Director Washington DC Office, Western Governors' Association

Mr Roland-Jan Meijer Vice-President, Holcim Ltd

• Ms Susan Morgan
• Sustainability Manager, British Telecommunications plc

Dr Wallace Mgoqi City Manager, City of Cape Town

• Mr John Morgan
• General Manager, Competitive Intelligence, BP plc

Ms Charlotte Middleton Manager Sustainable Future Unit, National Business Initiative

• Ms Jennifer Morgan
• Director, Climate Policy Programme International, WWF Germany

Mr Andy Middleton Director, TYF Group Ltd.

• Mr Nick Morris
• Business Development Director, Amec Group Ltd

Ms Anna Miller

• Mr Douglas Morton
• Commercial Director, ENTEC UK Ltd

Mr Willie J. Miller, Jr. Chief Legal Officer & Executive Vice-President, LaSalle Bank Corporation Viscount Chris Mills Head of Wildlife Recreation & Navigation, Environment Agency (UK)

Mr John Mills Director of Rural Policy, Department for the Environment, Food & Rural Affairs (UK)

Ms Anne Minto Group Director Human Resources, Centrica plc Mr Godfrey Moagi General Manager – Aviation, Sub-Saharan Africa, BP South Africa

Ms Sam Mostyn Group Executive, Culture & Reputation, Insurance Australia Group

• Mr Prasad Motaparti
• President Directeur General, West African Cement, Ghana
• Mr Michael Mowlam
• Director of UK Trade & Investment, UK Trade & Investment
• Ms Zunee Muhtashim
• Head of Office, International Finance Corporation
• Father Clavel Mulenga
• Development Coordinator, Catholic Archdiocese of Kasama
• Mr Sascha MÅller-Kraenner
• Director, Europe, North America, Heinrich-Bîll Foundation

B u s i n e ss & t h e E n v i r o n m e n t P r o g r a m m e : T H E S U STA I N A B L E ECO N OMY D I A LO G U E Mrs Mabel Mungomba Vice-Chairperson, The Forum for Business & Social Partners in Zambia

• Mr Ron Nielsen
• Director, Sustainability and Strategic Partnerships, Alcan Inc.

Mrs Nicola Munro Head of Environment Group, Scottish Executive

Ms Dailah Nihot Global Head Corporate Responsibility & Sustainable Development, ING Group

Mr Sam Mupanemunda Regional Vice-President Africa, BP South Africa Mr David Mureithi Supply Chain Director, Unilever Mr Kimanthi Mutua Managing Director, K-Rep Bank Mr Mwaghazi Mwachofi Associate Director, Sub-Saharan Africa, International Finance Corporation Ms Maureen Mwanawasa Founder, MMCI Mr Joe Mwase Market Research Manager, Old Mutual plc Mr Titus Naikuni Group Managing Director and Chief Executive Officer, Kenya Airways Mr Likolo Ndalamei Managing Director, Zambia National Commercial Bank plc Hon Peter Neilson Chief Executive Officer, New Zealand Business Council for Sustainable Development

Ms Nosizwe Nokwe Director, Health, Safety, Environment & Quality, Engen Petroleum Limited

• Mr Angus Norman
• Project Director 2012, EDF
• Mr David Nussbaum
• Chief Executive, Transparency International
• Ms Tshidi Nyama
• General Manager, Spoornet
• Mr Ladi Nylander
• Managing Director, SC Johnson

Professor Tim O'Riordan Environmental Sciences & Associate Director CSERGE, University of East Anglia

• Ms Kathryn Oakley
• Head of Public Affairs, RWE Thames Water plc
• Mr Timothy O'Brien
• Vice-President Corporate Relations, Ford Motor Company

Ms Debra Neuman Vice-President External Relations, Care International

• Mr Philip Odera
• Managing Director, Stanbic Kenya

Mr Philip New Vice-President Fuel Management Group, BP plc

• Mr Dermot O'Gorman
• Deputy Director Asia Pacific Programme, WWF International

Mr Richard Newton Senior Associate, University of Cambridge Programme for Industry

• Mr Giovanni Olgiati
• Head of the Logistics Department, Swiss Re

Ms Melanie Ng

• Mr Henk Paardekooper
• Managing Director, ABN AMRO Bank

Mr Martin Nield Head of Communications – Corporate Social Responsibility, Rolls-Royce plc

• Mr Ian Noble
• Director, MWH Global
• Mr Nicholas Pansic
• Vice-President & Director of Strategic Planning, MWH

Appendices

Mr Mark Paper General Manager, Business Partners Limited

Mr John Plowman Chairman, DVO Executive Board, Department of Transport Local Government & the Regions (UK)

Mr Gordon Parsons Trading Partnerships Manager, TXU Europe Energy Trading

• Dr David Pocklington
• Director Industry Affairs, British Cement Association

Mr Robert Pasley Corporate Strategy Director, Vodacom

• Mr Chris Pomfret
• International Marketing and Environment Co-ordinator, Unilever plc

Mrs Anne Pattberg

• Mr Gerhard Potgieter
• Senior Vice-President, Business Development, AngloVaal Mining Ltd

Mr Simon Patten

Dr Charles Pattinson Head of Planning & Reporting, Environment Agency (UK)

Mr Jean Philippe Prosper, Manager, Business Development Financial Markets, International Finance Corporation

Mr Gunter Pauli

Ms Fiona Paulus Global Head of Integrated Energy, ABN AMRO Bank

• Ms Klara Quasnitzova
• Deputy Director, Ministry of the Environment (Czech Republic)

Mrs Diana Pearce Director for the Built Environment, Government Office for North East Mr Mike Peirce Deputy Director, University of Cambridge Programme for Industry

Mrs Laura Rai

• Mr Mitch Ramsay
• Communications Manager, SAB Miller plc

Mr Stuart Pennington

Mr Nick Penston Public Policy Business Development Manager, Cisco Systems

• Professor Jorgen Randers
• Norwegian School of Management

Ms Siv Persson Manager Corporate Partnership, WWF Sweden

• Dr Nandan Rao
• Director Planning & Technology, DuPont Engineering Polymers

Mr Richard Petrie Group Technical Director, BAA Heathrow

Ms Usha Rao-Monari Manager of Utilities, Infrastructure Department, International Finance Corporation

Dr Helen Phillips Director, Environment Agency Wales

• Reverent Matthew Reed
• Associate Director, Christian Aid

Mr Tony Phillips Chief Executive Officer, Barloworld Ms Rachel Pickering Consulting Group Director, Sustainable Business, Enviros Consulting Ms Maria Luiza Pinto Executive Director, Education and Sustainable Development Directorate, ABN Amro Bank

• Mr K F Rahman
• Technical Director, Gul Ahmed Textile Mills Ltd
• Mr Phil Reeves
• Director of Purchasing, Norwich Union (AVIVA)

Mr Thomas Reigle Vice-President & Executive Director - SC Johnson Fund Inc., SC Johnson

B u s i n e ss & t h e E n v i r o n m e n t P r o g r a m m e : T H E S U STA I N A B L E ECO N OMY D I A LO G U E Ms Jo Render Senior Programme Officer, First Nations Development Institute Dr Jake Reynolds Assistant Director, University of Cambridge Programme for Industry Mr Eddie Rich Head, Multinational Enterprises Engagement Team, Department for International Development (UK)

• Mr Gerhard Schwander
• Chief Executive Officer, Isovolta AG
• Dr Ellen Seidensticker
• Special Adviser to the President, Oxfam America
• Ms Khumo Seopela
• Head of Transformation, De Beers Group

Mr Jim Rickleton Assistant Auditor General, National Audit Office

• Mr Augustine Seyuba
• Chairman of the Board, Zambia National Broadcasting Corporation

Mr Deryl Roberts Consulting Group Director, Enviros Consulting

• Mr Jayesh Shah
• Group Managing Director, Sumaria Group Tanzania Limited

Mr Brian Robertson Group General Manager, HSBC Holdings plc

• Mr Vimal Shah
• Chief Executive Officer, Bidco Oil Refineries Ltd., Kenya

Mr Peter Rosen Chief Executive Officer, Bovince Ltd

Mr Andrew Shakalis Associate General Counsel – Environmental & Safety, Unilever United States Inc

Dr Cornelius Ruiters Chief Director: Water Use, Department of Water Affairs and Forestry South Africa Ms Beth Russell Head of Environment & Transport Tax, HM Treasury (UK)

Mr Robert Ryan Director Planning & Corporate Affairs, Shell Exploration & Production; Americas Region Ms Beverly Ryder Corporate Secretary & Vice-President Community Involvement, Edison International Mr Wolfgang Sachs Scientist, Wuppertal Institute for Climate, Environment and Energy Mr Michael Salter Chief Operating Officer, Abbott Group plc Mr Bill Sandford Division Director, Johnson Matthey plc Dr Lorenzo Sassoli De Bianchi Chief Executive Officer, Valsoia

Mr Carsten Schirmeisen

Mr Tim Sharp Development Director, University of Cambridge Programme for Industry

• Mr Chris Sheedy
• Senior Director, Development Management, Brixton plc
• Professor Jianming Sheng
• Director, University of International Business & Economics
• Mr Isaac Shongwe
• Chairman, Business Map Foundation
• Mr William Shor
• Vice-President Strategic Investments, SUAL Holding
• Mr Pepi Silinga
• Chief Executive Officer, Coega Development Corporation
• Dr Eugenio Singer
• Chairman of the Board, Instituto Pharos
• Mr David Singleton
• Chair Global Infrastructure Business, Arup Group Ltd
• Dr Jan Helge Skogen
• General Manager, Norsk Hydro Angola

Appendices

Mr Andrew Smith Managing Director, Veolia Water UK plc

• Mr Iqbal Surve
• Chief Executive, Sekunjalo Investments

Mr Chris Smith Public Affairs Manager, Standard Chartered Bank

• Mr Tord Svedberg
• Vice-President, AstraZeneca

Mr Douglas Smith Senior Vice-President, MWH Global Inc

Mr Hans Synhaeve Vice-President, SC Beverages & Managing Director Lipton Ltd, Unilever NV

Ms Jennifer Smith Grubb Executive Director, Sustainable Silicon Valley Mr Romesh Sobti Country Executive – India, ABN AMRO Bank

• Mrs Marta Szigeti Bonifert
• Executive Director, Regional Environmental Center

Ms Mercedes Sotoca Covaleda

• Mr Isaac Takawira
• Country Managing Director, Barclays Africa

Mr Mark Spelman Global Managing Partner, Business Growth & Strategic, Accenture

• Ms Meg Taylor
• Compliance Adviser/Ombudsman, International Finance Corporation

Minister Masoom Stanekzai Adviser to the President, Islamic Republic of Afghanistan

Mr Ian Taylor Centre for Procurement Performance Director, Department for Education and Skills

Mr Jonathan Startup Director, Sustainable Development, Department of Trade & Industry (UK)

• Mr Nick Tennant
• Head of Communications, RWE Thames Water plc

Mr Michael Stauffer Director of Corporate Responsibility, Verizon Communications

• Mr Sumeet Thakur
• Principal Investment Officer, World Bank/IFC Municipal Fund

Mr Paul Steele Chief Operating Officer, WWF International

• Mr Ceri Thomas
• Head of BBC News, Radio 5 Live, BBC

Ms Kristina Steenbock Spokesperson of the Advisery Board, Heinrich Boll Foundation

Mrs Susan Thomas Director General, Corporate Services & Development, Department for Education and Skills

Mr Jan Steenkamp Chief Executive Officer, Anglovaal Mining Ltd.

Miss Elizabeth Stokes

Mr Michael Stopford Senior Issues Adviser, ExxonMobil Ms Monica Straughan Head of Communications, Scottish Environment Protection Agency Mr Robert Sully Director Strategic Projects, Carmarthenshire County Council Mr Peter Surgey Executive Director, Barloworld Ltd

• Dr Malcolm Thomas
• Director Technology, Rolls-Royce Corporation
• Ms Julia Thompson
• Chief Executive Officer, Common Purpose South Africa
• Mr Greg Thompson
• Director of Corporate Strategic Planning, UOP

Mr Chris Thompson

• Mr Mark Thomson
• Managing Director Sales & Customer Services, Royal Mail

B u s i n e ss & t h e E n v i r o n m e n t P r o g r a m m e : T H E S U STA I N A B L E ECO N OMY D I A LO G U E Dr Andrew Thomson Chief Executive Officer, Business Environment Council

• Mr Willem Van Schalkwyk
• Group Compiance Officer, Metropolitan

Ms Lynette Thorstensen Head of Community Engagement, Insurance Australia Group

• Ms Sylvia Van Waveren-Severs
• Manager Corporate Governance & Sustainable Investment, PGGM

Mr David Titterton Head of Marketing, npower

• Dr Andrew Venter
• Chief Executive Officer, Wildlands Conservation Trust

Mr Paul Tolhurst Director Network Operations, Royal Mail

• Mr Javier Vilaplana Oliva
• Member of the Board of Directors, Partner, Triple A Group

Mr Mike Toms Group Planning & Regulatory Affairs Director, BAA plc

• Dr Konrad von Szczepanski
• Director of Strategic Analysis, Alcoa

Ms Cynthia Trames Global Director Socks and Sports Accessories, Nike Inc

• Mr Stewart Wallis
• Chief Director, New Economics Foundation

Mr Geoff Tudhope Managing Director, Fluorochemicals Business, ICI Chemicals & Polymers Ltd

• Ms Sarah Ward
• Executive Director, Sustainable Energy Africa

Miss Dubravka Turkalj Director - Strategic Planning, Croatia Airlines Mr Guy Turner Consulting Group Director, Climate Change Policy, Enviros Mr Christian Turner First Secretary, Energy & Environment, British Embassy Mr Antony Turner Founder & Managing Director, Carbonsense Mr John Turzynski Principal, Arup Ms Pauline Van Esterik-Plasmeijer Senior Vice-President, Private Clients & New growth Markets, ABN AMRO Ms Petra Van Hoeken Head of WCS Risk Management North America, ABN AMRO Bank Mr Adrian Van Klaveren Head of Newsgathering, BBC Dr Rutger Van Nouhuys Managing Director, ABN AMRO Bank

• Mr David Way
• Director, Technology Strategy, Department of Trade and Industry (UK)

Mr Mark Way

Mr Martin Webb General Manager Environment, Health and Safety, WMC Resources Ltd

• Mr Keith Webster
• Managing Director, Enviros Consulting
• Ms Anne Weir
• Senior Adviser Sustainable Development, Unilever NV

Mr Sandrijn Weites Senior Vice-President, Head of Strategy & Sustainability Reporting, ABN AMRO Bank

• Mr Christopher Welsh
• Managing Director,Yorkshire Environmental

Mr Mauricio Werneck Head of Investor Relations & Treasury Planning, Aracruz Celulose South Africa

• Mr Hans Wesseling
• Manager Corporate Affairs, Heineken International

Appendices

Ms Andrea Westall

Mr Jeremy Western Environment Protection and Planning Manager, Nuclear Electric plc Mr Stephen Westwell President & Chief Executive Officer, BP Solar

• Mr Ian Wood
• Commercial Director & General Manager, Centrica Energy
• Mr Charlie Woods
• Strategy Director, Scottish Enterprise

Miss Elaine White

• Mr Paul Worland
• Business Development Director, AMEC Group Ltd

Mr Michael Whitehouse Assistant Auditor General, National Audit Office

• Mr Matthew Wright
• Marketing Director, Energy Saving Trust

Mr Roger Wicks Executive Vice-President, Global Strategy, Marketing and Sustainable Development, Anglo Coal

• Ms Mary Ann Wright
• Director Sustainable Mobility Technologies, Ford Motor Company

Mr John Wilkinson Managing Director, RMC Materials Mr Tim Wilkinson PA & Communications Director, Coco-Cola GB Mr Luke Williams Head of Corporate Social Responsibility, Accenture

• Mr Martin Wyatt
• Chief Executive, BRE Group
• Mr Adrian Wyatt
• Chief Executive Officer, Quintain Estates
• Mr Peter Young
• Strategy Director, Enviros Group Ltd

Mr Merfyn Williams Executive Director, Sustainable Development Forum for Wales

Mr Khosrow Zamani Director, Southern Europe & Central Asia, International Finance Corporation

Dr Ruth Williams Wales Policy Manager, National Trust

• Mr Roberto Zangrandi
• Head of Corporate Social Responsibility, Enel Spa

Mr Peter Willis Southern Africa Seminar Director, Business & the Environment Programme

Madame Baige Zhao Vice Minister, National Population and Family Planning Commission, People’s Republic of China

Ms Jessica Wilson Programme Manager, Trade & Environmental Governance, Environmental Monitoring Group

• Mr Paul Zielinski
• Director of Water Quality, Pennsylvania – American Water Company

Mr Rory Wilson Group Chief Executive Officer, Juta Group

• Mr Vukile Zondani
• Head of Corporate Affairs, Engen Petroleum Ltd

Dr Emma Wilson

Ms Hilary Wilton Group Risk Manager, Barloworld B u s i n e ss & t h e E n v i r o n m e n t P r o g r a m m e : T H E S U STA I N A B L E ECO N OMY D I A LO G U E

Core Faculty

Many of the Core Faculty played a crucial role as session facilitators in the SED.

Imoni Akpofure Country Manager, Ghana, International Finance Corporation

• Suellen Lambert Lazarus
• Senior Advisor, ABN AMRO Bank

Matt Arnold Partner, Sustainable Finance

Karina Litvack Head of Governance and Socially Responsible Investment, F&C Asset Management

Jean Brittingham Executive Director of Programs, EcoMedia

• Wendy Luhabe
• Chair, Vodacom South Africa

Polly Courtice Director, University of Cambridge Programme for Industry

Dr Vanja Markovic Independent Consultant

Vivienne Cox Chief Executive Officer, BP

• Richard Newton
• Senior Associate, University of Cambridge

Dr Angelika Dammann HR Director & IT Infrastructure, Shell IT International

• Professor Tim O'Riordan
• University of East Anglia, UK Sustainable Development Commissioner

Will Day Senior Associate, University of Cambridge

• Chris Pomfret
• Food Standards Agency and UK Sustainable Consumption Round Table

Karen Flanders Director, Sustainability, The Coca-Cola Company

Jonathon Porritt CBE Chair, UK Sustainable Development Commission and Founder Director, Forum for the Future

Paul Gilding Founding Partner & Chief Executive, Ecos Corporation Professor Tom Gladwin Director, ERB Institute for Global Sustainable Enterprise, University of Michigan

• Professor Jorgen Randers
• Norwegian School of Management
• Sarah Severn
• Director, Sustainable Business Development, Nike

Emma Howard Boyd Head of Socially Responsible Investment, Jupiter Asset Management

• Paul Steele
• Chief Operating Officer, WWF International

Martin Kalungu-Banda Senior Policy Advisor, Oxfam

• Dr Iqbal, Survé
• Chief Executive, Sekunjalo Investments

Margie Keeton Executive Director, Tshikululu Social Investment

Peter Willis Southern Africa Director, University of Cambridge Programme for Industry

Lise Kingo Executive Vice-President, Novo Nordisk

• Dr Melissa Lane
• Senior Lecturer in History, University of Cambridge

Additional SED session facilitators In addition to the Core Faculty, the following individuals contributed into the SED as session facilitators.

The University of Cambridge Programme for Industry

The University of Cambridge Programme for Industry

(CPI) aims to help leaders make sense of the social, Mr David Aeron-Thomas Professor Charles M Ainger Professor Rod Aspinwall, OBE Ms Stephanie Draper Mr Jonathon Hanks Mr Rupert Howes Ms Emma Hunt Ms Madeleine Jacobs Dr Jake Reynolds Dr Wolfgang Sachs Dr Wolfgang Schneider Mr Isaac Shongwe Ms Penny Walker Dr Mike Wright environmental and economic context in which they work, helping them to act in ways that benefit both their organisations and society.

Our leadership development courses, strategic dialogues and other services bring together experts and executives from private, public and not-for-profit organisations to share knowledge and experience, to address sustainability challenges and opportunities, and to develop creative responses to global challenges.

A network of over 1,500 leaders, from across the world, have worked with us and remain in touch with

Endnotes

1

The 2005 results have not been captured in this report.

2

For a compendium of issues, data and trends relating to the Five Capitals Model, see the CPI Report Backgroud Briefing, The State of the Planet and its People. each other through our programmes.

CPI is a department of the University of Cambridge, and offers outstanding access to leading thinkers across the disciplines at the University of Cambridge

3

As major failings, material growth, population growth, economic globalisation, industrialisation, adverse technologies and advertising did not make it into the top ten although they were recognised implicitly in lower ranked failings. Many current (especially academic and activist) explanations of unsustainability emphasise these failings. It would therefore be useful to explore why they are missing from the SED top ten. If they had been fully included in the cross-impact appraisal, the derived results and insights would have been very different. and other universities and research bodies worldwide.

For further information visit: www.cpi.cam.ac.uk

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