The more time I spend ‘doing sustainability’, i.e. being involved both as a professional as well as as an individual in cajoling, motivating, convincing and helping companies – and the individuals therein - to become ‘better citizens’, the more I realised that … actually, in would not be that hard to do better.
Or let me reformulate more accurately: it is equally hard as many other things in businesses.
On November 12 and 13, 2013 the yearly Textile Exchange conference took place in Istanbul, Turkey.
I was invited to run a workshop on Scenario Work as one of the 'Strategy' break out session on the first day. The workshop was fully booked with 25 highly interested and active participants. In 90 challenging minutes they experienced a compressed version of a Scenario Planning workshop.
Does sustainability, or not, impact share price? Does it, or not, make for a profitable bottom line business case? Does it, or not, help increase efficiencies? Here the insights from research, and what they mean.
In Europe, SMEs make up 99% of all companies, and provide 67% of employment a much higher percentage of jobs in developing countries.
Research has shown that they generate around 50% of the private sector’s turn over, and that SMEs contribute at least 80% to the national GDPs.
Yet less than 20% of policies, government investments etc. are made with them in mind.
Where Kate Fletcher's books are the ultimate handbooks for fashion creatives, this is the first book that makes - at least in parts - a serious attempt at creating a compelling business case for sustainability in the fashion industry.