We in frim implement the ipr strategies and link to the to industries and potential partners via mou/moa. The cases related to the environmental sustainability strategies- mining companies. There are few classic examples. The latest will be in relation to carbon credit over the digitised area of 5.6 ha in frim itself on this coming 10 october 2012.

We in frim implement the ipr strategies and link to the to industries and potential partners via mou/moa. The cases related to the environmental sustainability strategies- mining companies. There are few classic examples. The latest will be in relation to carbon credit over the digitised area of 5.6 ha in frim itself on this coming 10 october 2012.

I work in the tourism industry, which is mainly composed of SMEs. A key factor in the introduction of environmental sustainability strategies has been the guidance issued by professional associations. In Ireland, for example, the Irish Hospitality Institute, the professional association for managers and owners in the industry, runs the 'Greening Irish Hotels' initiative. You can see more details at http://tinyurl.com/97zn8qu. One of the main difficulties for managers, though, is the volume of conflicting advice available and the many companies offering 'green audits' and certification (for a price) without any central standards of reference. If this sector might be of interest to you I'd be happy to provide more links and information.

Sustainability, by any other name, is basically executing conservation measures at all levels and ensuring that staff are also on board, and not just "lip service". As Philip Marston aptly notes, there is also "...conflicting advice available and the many companies offering 'green audits' and certification (for a price) without any central standards of reference" which leaves many small and large company managers scratching their heads.

From my perspective as a seasoned ISO 14001 practitioner (the granddaddy of sustainability efforts and initiatives), relying on specific elements of ISO 14001 is a good way to guide you. As far as the third party services providers go, "caveat emptor" and do your own due dilligence in vetting the firm you choose. I have considerable experience in both areas, and much of my written work, including my long-running book and in-depth articles in Business and the Environment and SP continue to convey this regularly.

Please see my research report on sustainable SMEs:

Design for Sustainable Development - Practical Examples of SMEs

www.eurofound.europa.eu/pubdocs/1998/64/en/1/ef9864en.pdf - In cache - Vergelijkbaar

Practical Examples of SMEs. EUROPEAN FOUNDATION for the Improvement of Living and Working Conditions. Design for Sustainable Development –

Dr. Hans van Weenen

In Brazil there are some initiatives. If you look for Instituto Ethos website you can find interesting material, I highlight the Projeto Vínculos, supported also by FDC, that fosters cooperation among companies in supply chains. CEBDS (Brazilian Council in WBCSD) has the Rede Brasileira de P+L, which focus on eco-efficiency. You can find also a Prize given by Sebrae (Brazilian Agency for SME).

Best Regards, Rafael

As someone who now works in small business, it comes down to two things--financial incentive, and turn-key solution.

Unless there is financial incentive, small businesses are not even remotely interested in implementing sustainability.

Most also wouldn't bother to do anything that doesn't have a turnkey solution ready.

To me the first priority of sustainability at corporate level is obtain profit from whatever the company does, then invest the revenue on issues that will enhance the company's competitive advantage. My research is interest is related to the product service system (PSS) which in simple term, fulfilling consumers' need with intangible service, use the product as a vehicle to provide more service instead of mass production. Might be direction worth looking into

This decision is driven by a large number of factors that drive small businesses (and large ones).

These generic factors are linked to a number of concepts including intention to plan and actual actions taken. The intention is normally driven by such factors as past experience, (critical incidents), acceptability and feasibility, part of strategic mangement criteria that drives stragic decsion making and implementation. There will of course be other factors linked to the specific area of the decision, statutory legal requirements, ethics and maketing decisions related to the outcomes of the implementation.The decision maker is also driven by psychological theories including "the theory of planned behaviour" where behaviour and attitude are driven by beliefs.

The first assumption is a busines-oriented firm is looking for: (i) to survive and (ii) be profitable. Otherwise it will be a short live firm or it would be a non-profit firm. Business Plan should take in account it. Consequently, If the firm has survived and make money can be sustainable. We must quantify it and to see profits as best argument to invest in sustainabilty. This investment shoud be made as part of specific Sustainable Action Plan (part of the Business Plan as marketing plan) including objetives, costs, actions, timing,etc. It will let to know costs, use synergies and see eventual benefits. Sustanaibilty is not just a fashion to seem a good guy.

How we can get profits from sustainaibilty: (i) attending special markets that pay for it; (ii) implementing sustainable actions that in parallel reduce costs as wasting disposal programs; (iii) creating alliances and networks to extend economies of scale; (iv) doing more visible (and marketeable ) SME business. Most important: we should translate in money all these actions to get a Business Plan involving profitabilty as sustainabilty.

1. Take-up the mirror-in function. Be sensitive to the needs of the business environment. 2. Evaluate the implication for not coping up with the changes. also evaluate the advantages. Check if one outweighs the other in order to decide. Remember that stakeholders expectations are to be given extra attention. 3. Check government policies, international policies, new preferences and so on that may support your endeavour. 4. Take-up a strategy either that serves to help you abide to new sustainability laws or that gives you the product differentiation advantage of which it helps you in your sales and marketing. If it is both, that would be remarkable. 5. Execute the strategy then do not forget to blow the horn once finished. Publicity will do it well if you have done it as per the stakeholder expectation. 6. It would be also good for you to get feedback from your customers about their expectations. Also do not replicate projects from large organisations. That would be tragic. Hope this helps. -Mahadevan, Malaysia-

Thanks to everyone for their guidance. My professor just told me that exploring small and medium-sized business strategies about how to implement environmental sustainability is not an appropriate business management, leadership, or marketing topic for a dissertation. What do you think?

Important to remember that part of the small business are undertaken by young people who already have a vision for sustainability. Case studies of these businesses and the biography of these entrepreneurs may be useful for building a sustainable strategy.

In Brazil, a recent survey of SEBRAE (Brazilian Service of Support for Micro and Small Business) shows that 46% of small businesses understand that sustentabildiade is strategic:

http://www1.folha.uol.com.br/mercado/1096059-pequena-empresa-tambem-se-preocupa-com-sustentabilidade.shtml

For small business, there could be various options. It depend what kind of business it is. There are new philosophies such as Cleaner Production which focuses on adopting the techniques in such a wasy that waste generated is minimised rathen than going for the end of pipe treatment philosophies. Likewise, implemenation of ISO 14000 also could be a good idea. These philosophies differ many ways. But these philosphies basically put less stress on the use of material which is important for sustainability purpose.

View the supply chain, identify your location, begin with small initiatives, cost savings may not be obvious at the start but just keep the initiative going. Keep cost minimal. Next, analyse your larger customers if they have the vendor improvement program. Let them know your intention of moving from being efficient and a good coordinating partner to a collaborative entity. This gives them the impression that the SME is interested to develop as they progress. Listen to them being the larger organisations. If SMEs are not working with larger organisations in their supply chain, then listen to the concerns of the end customers or be sensitive to the changes in the industry pertaining to environmental related initiatives. Take a "mirror-in" "window-out" approach. Reducing energy, water and other resources can be taken at the expense of the SME since the cost incurred may be low but when it comes to innovation, that may require some assistance from funding agencies. In some cases, governments have grants allocated for green projects. Remember, it may be more challenging for an SME as compared to a larger entity with limited resources and expertise. Hope this sheds some light.