“On your mark, get set”…BANG. As a competitive swimmer in my youth, I learned the rhythm of a good start off the blocks, kept my head down and paced myself through to the finish line. I never won the “big” race, but always went for my personal best. It’s that way with sustainability initiatives. Having a good baseline and pushing the limits to improve to the next level.
Back in the late 1990’s I was working with one of my many semi-conductor clients on their ISO 14001 Environmental Management System. A hallmark of ISO 14001 is “continual improvement”, focused primarily on going beyond compliance to reducing the overall environmental impacts and footprints of operations. This particular company had identified hazardous waste generation as a “significant aspect” of its operations and developed some programs and targets intended to reduce generation.
One of the facility engineers was very excited one day when I showed up at the facility, proudly telling me that the company had managed to reduce waste generation by 25% over the past several months since he’d started tracking metrics. “That’s great!” I said. “How’d you do it?” He responded, “Well I ‘m not sure exactly”. So I prodded. “How has production at the plant been the last quarter?” “Well, it’s down…um, about 25%”, he answered in a muted tone. See a problem here? The company didn’t “normalize” the data (pounds of waste generated per number of units produced, for instance). So in effect, there was no “continual improvement. Oh well, back to the drawing boards!
Setting the Sustainability Mark…and Missing It
So it was interesting to read a summary of Green Research’s latest report, “Setting and Managing Sustainability Goals: Trends and Best Practices for Sustainability Executives. I had the pleasure of meeting Green Research’s founder, David Schatsky, at the recent Sustainable Brands ’11 Conference in Monterey California. In this latest report, David seems to have touched on some issues which get to the core of a value-added sustainability initiative…that being, demonstrating “continual improvement”.
As this week’s by Mr. Schatsky article in Environmental Leader notes, while a flood of public and private companies (across many sectors) are “increasingly using public goals to signal their commitment to sustainability and their superiority to rivals…many are unprepared to meet those targets. What the report suggests that sustainability planning, implementation, and performance measurement are still in an early maturation phase compared to financial and other operational goals. Some of the key findings were:
- A quarter of the 32 sustainability executives surveyed in Europe and North America for the study say their companies have set “aspirational” sustainability goals and lack a clear plan to achieve them.
- Over 40 percent said progress on sustainability goals is reported to senior management only semi-annually or annually.
- 57 percent of respondents characterized at least some of their sustainability goals as “stretch goals” – that is, challenging but probably achievable – and 54 percent said at least some of their goals are “realistic”.
“Despite the best of intentions, even some excellent companies are challenged to execute on the sustainability goals they announce,” said David Schatsky, principal at Green Research
As I noted back in August 2010 in a post on Environmental Leader, there are two old axioms:
1) “You are what you measure”, and
2) “What gets measured gets managed.”
So as Green Research’s study revealed, without an effective strategy to establish an internal benchmark for continual improvement, it becomes harder to innovate, advance and proactively respond to stakeholder expectations. Finally, good metrics if applied properly will foster innovation and growth. It’s vital that there be a systematic process in place that maintains focus on continuous improvement. Continual improvement is the primary driver for monitoring and measuring performance. If metrics don’t add value, they will not support continual improvement and eventually will not be used. It’s a vicious cycle that can be avoided if the proper system is firmly implanted in organizational strategy and operations.