at&t sustainability assessment by cesar marolla

M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r

ATampT Corporate Sustainability Assessment

and

Pathway for Improvement

Prepared by

Cesar Marolla

HUID 30779339

In partial fulfillment of the requirements for

E-135 CORPORATE SUSTAINABILITY STRATEGY

Harvard University

51 Brattle Street Cambridge MA 02138 USA

January 30 2012

M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 2

TABLE OF CONTENTS

10 INTRODUCTION 3

11 Company Description3

12 Business Case3

13 Positive View 3

20 BACKGROUND4

21 Sustainability Footprint 4

22 Corporate Regulatory Compliance amp Governance hellip5

23 Stakeholder Engagementhelliphellip6

30 DISCUSSION 8

31 Environmental Responsibility 8

32 Social Responsibility8

33 Economic Responsibility9

331 Better Management of Business Riskshelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphellip10

34 Corporate Sustainability Strategy10

341 ProductService Differentiationhelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphellip11

342 Product Stewardship Policyhelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphellip11

35 Corporate Sustainability Management System12

36 Internal and External Communication 13

37 Supply Chain Management 14

38 Product Design Marketing and Stewardship15

40 RESULTS 17

41 Outcomes17

42 Metrics17

421 ATampT Conversion from Lagging to Leading Indicators to Improve SMShelliphelliphelliphelliphelliphellip19

43 Ensure Transparency and Accountabilityhelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphellip20

50 REFERENCES 21

LIST OF CHARTS

Chart 1 ATampT GHG Emissions by Scope 4

Chart 2 Strategic Materiality Assessment 6

Chart 3 ATampT Environment Health and Safety Management System

ISO 14001 EMS Elementshelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphellip12

Chart 4 CO2e Reduction Potential of ICT Industry Solutions 13

Chart 5 Key Materiality Matrixhelliphelliphelliphelliphelliphelliphelliphelliphellip 18


10 INTRODUCTION

11 Company Description

ATampT Inc common stock is listed on the New York Stock Exchange and is registered as a

Fortune 500 Remarkably the organization is one of the 30 stocks that make up the Dow Jones

Industrial Average Last year it reported consolidated revenue of $123 billion and is currently

serving 955 million wireless subscribers They have licensing for spectrum in all 50 US states

the District of Columbia Puerto Rico and the US Virgin Islands Furthermore they have the

best worldwide coverage of any US carrier with voice coverage in more than 220 countries

data roaming in more than 200 countries and mobile broadband in more than 130 countries

(Atampt company information 2011)

12 Business Case

ATampT is dedicated within the organization to sustainable business practices They are now

included in the 2010 Dow Jones Sustainability North America Index (DJSI) One of the worlds

most recognizable sustainability indexes the DJSI North America is based on a meticulous

analysis of corporate economic environmental and social performance The index tracks the

performance of the top 20 percent of the 600 biggest North American companies in the Dow

Jones Global Total Stock Market Index that lead the field in terms of sustainability ( A t ampt

i n c lu d ed i n 2 01 1) The company focuses in three critical outcomes more efficient energy

consumption minimize global GHG emissions and lesser cost They follow the

recommendations contained in the GeSI SMART 2020 report and the specific areas where

ATampT products and services have the potential to harness the network offset effect and have

energy efficiency and diminish environmental impact by reducing CO2e emissions (Networking

for sustainability 2010)

13 Positive View

ATampT is rigorously committed to environmental sustainability The organization is harnessing

the scale of their network to deliver more sustainable solutions as ATampT connects people and

businesses seamlessly highlighting efficiency and minimizing the environmental impact The

environmental sustainability commitment is based on three tenants

Minimizing Our Environmental Impact The commitment is emphasized in reducing the

environmental footprint with the same leadership the organization is focused in every aspect of

the business

Connecting People and Business The company Information Communications Technology (ICT)

products and services enable their customers to boost energy effectiveness and productivity and

at the same time the company reduces carbon emissions

Leading Innovation and Technology Commitment to harnessing technology and innovation to

implement and build forward-looking technologies that meet environmental needs in our

challenging times (Environmental sustainability commitment 2011)


20 BACKGROUND

21 Sustainability Footprint

The sustainability footprint is amalgamated in the complete inventory of all activities products

and services associated with the organization These activities are focused in a very complex

process that begins with a gate-to-gate evaluation of the activities The organization uses energy

water materials that are part of the inventory and other non-product outputs often referred to as

wastes emissions discharges etc The supply chain must be examined and the organization

needs to look to its customers and follow the products and services to their end of life (Pojasek

2011) ATampT has been included since 2010 in the Carbon Disclosure Projectrsquos CDP Carbon

Disclosure Leadership Index (CDLI) and collects data on greenhouse gas (GHG) emissions as

well as risks and opportunities associated with climate change ATampT GHG emissions stayed

relatively steady in 2010 compared to 2009 (Greenhouse gas emissions 2011)

Chart (Greenhouse gas emissions 2011)

Scope 1 (Direct Emissions) The main source of direct emission are from vehicles

and ATampT has established a comprehensive plan to minimize the impact of it and

implemented an action plan to buy 3487 alternative-fuel cars and drastically reduced the

GHG emissions to a 43 The organization has a long term vision of having 15000

alternative-fuel vehicles through 2018 (Greenhouse gas emissions 2011)

Scope 2 (Indirect Emissions) This scope comprise for almost 87 of ATampT

GHG emissions Steam and electricity are the major sources of emission and they stay

firm for the last few years (Greenhouse gas emissions 2011)

Scope 3 (Other emissions) There is a continue focus on minimizing traveling and

conducting business transactions meeting conferences and other sources of operations

trough a commitment in deterring the extra expenses and subsequently the environmental


impact business meeting and moving from one facility to another will have in the

company sustainable business practice (Greenhouse gas emissions 2011)

The company has reached savings of more than $41 million in travel dollars and more

than 2500 metric tons of CO2-e emissions avoided last year Furthermore ATampT is now

part of the Carbon Disclosure Project (CDP) Supply Chain Initiative which provides a

close monitoring of GHG emissions and accurate data that includes suppliers vendors

and third parties operations The organization is looking to provide transparency through

actions and reported measurements of information (Greenhouse gas emissions 2011)

22 Corporate Regulatory Compliance amp Governance

Setting a strategy or organizational oversight is a fundamental task for ATampT It can be

identified as follow ldquoProcedures of the highest governance body for overseeing the

organizationrsquos identification and management of economic environmental and social

performance including relevant risks and opportunities and adherence or compliance with

internationally agreed standards codes of conduct and principlesrdquo (ldquoPojasekamp Farverrdquo 2011)

The company has available the 2010 ATampT Sustainability report framework that summarizes the

corporate compliance addressing its three responsibilities To assess how the company is doing

ATampT established several key performance indicators (KPIs) to measure its progress year-over-

year The organization makes an effort through available reports to identify the important areas to the

stakeholders and the business (Meet the possibility 2011) The codes of conduct ethics and

international compliance are also amalgamated in the report and it is highlighted by the

following procedures that encompass the issues of citizenship and sustainability commitment

Emphasizing the involvement in the communities ATampT reinforce the commitment to a social

cause developing educational programs and generating opportunities for jobs and development

The organization promotes a good work environment where growth and good performance are

accentuated and rewarded Diversity play a big role as it workforce is compose of a variety of

different backgrounds and cultures that enrich the foundation of the company (Workforce

inclusion 2007)

Furthermore integrity and high standards of ethics are implemented in the day by day operations

to secure a sense of responsibility and accountability The focuses on the environmental impact

that affect the communities involved people and their global operations as a whole are very

important for the company as they understand the significance of their actions and its relevance

ATampT connects millions of people worldwide and they have been steady in their commitment to

create innovative and sustainable products to make a harmonious balance between the

environment people and business (The atampt technology 2011) Lastly the company is a leading

force in developing new technologies to make a sustainable difference in society (Six focus

areas 2010) ATampTrsquos philosophy toward corporate social responsibility emphasizes a

commitment to serving their customers stockholders employees suppliers and communities

with attention to quality care and value They have a philosophy of good behavior that is related

according to their statements with good citizenship on a global scale Therefore ATampT Inc is


committed to the highest standards of ethics integrity personal and corporate responsibility and

adherence to laws and regulations that rule its organization (Social responsibility report 2006)

23 Stakeholder Engagement

Identifying the stakeholders is essential to understand its function and get a clear concept on the

individuals that are affected by the organizationrsquos effect on the environment or on social capital

For a multinational corporation these include shareholders creditors regulators employees

customers suppliers business partners governments nongovernment organizations (NGOs)

international business associations and a host of other parties involved (Pojasek R amp Farver S

2011) ATampT is a company with global connotations and stakeholder engagement is

fundamental to become a successful organization particularly in our present time Value creation

for everyone involved in enterprise is essential to creating common reason and concentrate on

the concerns the company is currently facing (Partridge Ket al 2005)

Stakeholder engagement is emphasized in the priorities ATampT is focusing in regards of energy

consumption network reliability customer satisfaction and security diversity at the workplace

volunteerism and how innovative products and services impact the environment All these

factors are consequently influential in the stakeholderrsquos engagement and present the basis of

good corporate governance The following chart represents the aforementioned priorities for the

organization

Hazardous waste reduction Content protection Network equipment recycling Conflict minerals Customer products Recycling

Disaster response Products that enable social amp Disaster response Products that enable social amp environmental benefit Company GHG emissions Supplier standards Supplier performance

Company energy use Network reliability Customer Company energy use Network reliability Customer privacy amp data security Innovation Customer satisfaction Employee diversity Network security privacy amp data security Innovation

Non-hazardous waste reduction

Freedom of expression Deployment for rural amp underserved areas Relationship w government (Law Enforcement)

Education Volunteerism Online risks amp safety Life cycle assessment Water usage Giving amp philanthropy Cell tower impacts Intellectual property rights Talent acquisition amp retention

Supplier diversity Ethics amp integrity Product safety Inclusivity ndash access amp aging

Icreasing Importance

to Stakeholders


Compensation benefits working hours amp wages Off-shoring Outsourcing

Packaging Freedom of association Occupational health amp safety RestructuringDownsizing WorkLife Balance

Paper consumption Employee engagement

C h ar t ( S t r a t eg i c m at e r i a l i t y a s s es smen t 20 11 )

Furthermore external stakeholder engagement became a priority in recent years and they include

the following NGOs EPA Unions government agencies residents local communities The

company engages its stakeholders on a global scale and consequently it is implementing a

stakeholder engagement program that emphasizes connecting the different stakeholders in

activities that benefit not only the company but all the parties involved As a global corporation

the stakeholders engagement take a long distance dimension that needs to be minimize to cut

costs and deter the environmental impact Therefore ATampT is implementing a successful

program to maximize the tools available quantifying the benefits of Telepresence is a good start

that could cut the GHG emissions That is comparable to removing more than 1 million

passenger vehicles from the road for one year (Meet the possibility 2011)

Additionally employees can work with external stakeholders to emphasis the companyrsquos

priorities in regards of environmental issues and prevent or clean up environmental degradation

ATampT has implemented a program to pay employees for a day to volunteer in NGO

environmental programs or directly with environmental organizations that helps the community

and its citizens One of the fundamental reasons for this productive engagement is incorporating

the stakeholdersrsquo perspectives and experiences and strategy design can improve and help to

manage the corporationrsquos external change better (Andriof 2002)

A proactive approach to stakeholdersrsquo engagement needs to be promoted within the company

and ATampT could benefit from it by implementing stakeholders engagement principles that can

provide the companyrsquos expectations in that regards and create a measure for the engagement

process to be evaluated (Blackburn 2008)

ATampT would be benefiting if the company takes three measures to tail a proactive stakeholdersrsquo

engagement

1) Raise awareness within the company leadership about the process and benefits

2) Emphasis and develop appropriate skills and knowledge throughout the organization

3) Send a concise and clear message that a proactive approach to stakeholdersrsquo engagement is

encourage and appropriately reward the managers who follow this path to success (Blackburn

2008)

Increasing Influence on Business Success


Nevertheless creating a position of Stakeholders Relations as the company Novo Nordisk has

created can lead to an effective inter-relation and clear communication between the parties

involved Therefore these actions are going to create value to the stakeholdersrsquo engagement and

enhance the companyrsquos credibility (Blackburn 2008)

30 DISCUSSION

31 Environmental Responsibility

ATampT has implemented for the last 6 years an environmental program that has contributed to

tangible and measurable results However because of the fast pace of technology and

consumerrsquos demand this established parameters change constantly and the need to adapt is

crucial Summarizing those points in regards of how ATampT faces its environmental

responsibility is operating in a way to increase efficiency and minimize the impact to the

environment As of 2010 144 million customers use paperless billing 37 million cell phones

collected for recycling 569 million pounds of network scrap materials kept out of landfills

through reusing selling and recycling materials and 3487 alternative-fuel vehicles deployed in

538 cities as part of our commitment to deploy approximately 15000 alternative-fuel vehicles

through 2018 (Environment 2011)

Furthermore besides the mentioned positive steps toward a concise environmental program

ATampT has implemented the Environment Health and Safety Management System that

incorporates elements of ISO 14001 EMS standard and applies to its

Environment Health and Safety Programs (environment health 2011) ATampT consumes large

amounts of energy and it can gain benefits by emphasizing the use of ISO 50001 that is designed

to help organizations make improve their energy-consuming assets appraise and prioritize the

execution of energy-efficient technology considering that ATampT is a major player in the world

and encourage competence all the way through the supply chain It can be integrated with other

management standards especially ISO 14001 on environmental management and ISO 9001 on

quality management (Iso 50001 energy 2011) Because ATampT carries a large socio-economic

and environmental impact beyond its frontiers of operations (as any global corporation) that

leads to depleting resources and incrementing the issues related to climate change ISO 50001

can improve energy performance and lessen the deteriorating effects of energy consumption

32 Social Responsibility

ATampT materializes its social responsibility seriously with tangible actions The company has

formed the ATampT Business Sustainability Advisory Council dedicated to advising ATampT on the

powerful linkage between information and communications technology (ICT) and helping

customers minimize the environmental impact of their operations The council will work to

further the cause of measurement methodologies and technology use cases to help business

customers better quantify the impact of ICT-enabled solutions for greenhouse gas reduction

(Environmental sustainability2011) Although these efforts are highly valuable social


responsibility has a global context that needs to be implemented without borders and ATampT can

definitely benefit from implementing those great ideas into action from a leadership stand point

The company has operations worldwide and interexchange business in developed and developing

countries providing a great opportunity to become a pioneer in that respect and ISO 2600 can

provide the necessary framework to accomplish that ldquoISO implemented the principle of

twinning (twin leadership between a developed and developing country) in the ISO Working

Group on Social Responsibility (ISOWG SR) to a greater extent than had yet been carried out in

a any ISO standards development group This meant that not only the WG but also each sub-

working group and any other group that was established was headed by representatives of

developing countries and developed countries on an equitable basisrdquo (How developing

countries 2011) This provides the open doors to get involved internationally with a framework

that is highly effective in a global context and leads to a meaningful participation among the

parties involved ISO 2600 help to identify relevant issues and to set its priorities The following

core subjects should be addressed

a) Organizational governance b) Human rights c) Labour practices d) The environment e) Fair

operating practices f) Consumer issues g) Community involvement and development (Guidance

on social 2011)

33 Economic Responsibility

ldquoEconomic responsibility relates to an organizationrsquos impact on the economic wellbeing of its

stakeholders The direct impacts of economic responsibility are measured as monetary flows

between the organization and its stakeholder groupsrdquo (ldquoPojasek R amp Farver Srdquo 2011) ATampT

economic responsibility is addressed by their financial report filed with the US Securities and

Exchange Commission It also identifies resources materials and safety regulation with the

actions taken by the Executive Environmental Council (EEC) This council receives updates on

compliance to minimize risk to the corporation Moreover the EHampS Leadership team in

collaboration with the Legal Department evaluates EHampS programs (based on data collected

from reviews audits new regulatory requirements etc) and develops strategies and plans to

improve the management system and compliance programs as part of the organizational goals

and EHampS plans reducing risk and minimizing operation deficiency ( A t ampt en v i r onm ent

h ea l th 2 01 0 )

The company has been experience a decade long profitability with estimated revenue o f $3148

billion for Q3 2011 The company also added 319000 subscribers in that quarter compared with

the median expectation for 311000 from nine analysts contacted by Reuters (Atampt incs (tn)

2011) The organization used to be the only US carrier to sell the most popular mobile device in

recent memory the iPhone ldquoATampT today announced it activated more than 1 million iPhone

4Srsquo as of Tuesday (Oct 18 2011) making it the most successful iPhone launch in the companyrsquos

historyrdquo (Atampt activates one 2011) This device alone made the company millions of dollars

in revenue by far and even though the phone is carried by other competitors now the iPhone still

is a mega player among the companyrsquos smart phones Nevertheless risk plays an important role

in economic responsibility strategy ldquoReduction of risk is a key part of an organizationrsquos


economic responsibilityrdquo (Pojasek R amp Farver S 2011) There are several improvements in this

area that ATampT can aggressively focus

331 Better Management of Business Risks

The company needs to remain competitive operating in a global marketplace and the importance

of anticipating managing and responding to business risks has become crucial If the corporate

sustainability system incorporates a management team to determine minimize and ensure that

potential risks and liabilities are accounted parallel with the companys entire value chain

decreasing the severity of those risks and even achieving preferred status for financing and

insurance in the process it will benefit and maximize the utility of the system itself (Quadir

2011) Implementing and utilizing ISO 31000 ndash Risk management can drastically improve the

business operation and its corporate sustainability strategy as a toolbox that carries many benefits

(Iso 31000 ndash 2008)

Using this Standard ATampT might focus in the following

Overspending

Delays

Non compliance with policies and regulations

(Iso 31000 ndash 2008)

ATampT has Scalability ndash flexible solutions from low-cost equipment moves to fully-managed no-

downtime transitions which is characteristic of a system model or function that describes its

capability to cope and perform under an increased or expanding workload (What does

scalability 2011) This system can reduce risk and interference as well as i ncreasing

efficiencies and savings but it is mostly used in Internet Data Center Relocations and the

company doesnrsquot include it in a comprehensive sustainability program Therefore implementing

the tools available from ISO 31000 will minimize the ldquobadrdquo risks to maximize the companyrsquos

value and competitive advantage

34 Corporate Sustainability Strategy

The corporationrsquos sustainability strategy shows a consistent direction and currently highlights

three elements Fleet Investments Business Solution to e-Waste and Measuring Electricity

Consumption but the strategy does not stop there Even ATampTrsquos community outreach efforts

focus on causes such as technology training in schools with high dropout rates which has social

connotations (Atampt aligning business 2011) While ATampT is currently taking in hand the

ever-changing business challenges with a strategic approach the company is not addressing the

environmental social and economic impacts of all its activities products and services to

determine the organizationrsquos impact ldquoManagement system planning efforts involve identifying

ALL of the activities and determining their impacts on the environmental social and economic

elements of the sustainability programrdquo (Operations are the 2011) Although the companyrsquos

sustainability strategy is walking a positive path the following suggestions will enhance the

already implemented plan for the long term


341 ProductService Differentiation

Increasing the market share of the organization is a goal of any business venture that carries

many risks and strategic plans with a long term business model ATampT has a large variety of cell

phone devices that are popular and efficient in regards of services effectiveness as well as

innovation The company needs to focus in environmentally and socially responsible products

that will gain a new loyal customer base to solidify growth Consumers want to feel good about

the products and service the buy therefore customers demand for new products will vault to

new dimensions with high expectations on the devices offered Innovating and re-engineering

present devices to sustainable services is crucial to adapt to the new changes in the marketplace

Presenting new cell phones with environmentally friendly materials can provide a competitive

advantage that will differentiate the company from competitors and produce high return on

investment (Productservice differentiation 2011)

Alliances and business deals with manufactures are important to consolidate the production and

distribution of ldquoe-Phonesrdquo These devices are made of recycled products and offered to

consumers for a reasonable competitive price in todayrsquos market ldquoT-Mobile USA Inc and

Motorola today announced the retail availability of the MOTO W233 Renew the ideal mobile

phone for eco-conscious consumers A first of its kind and initially exclusive to only T-Mobilereg

customers the plastic phone housing for the Renew is comprised of recycled water bottles and is

entirely recyclablerdquo (Mototrade w233 renew 2009) The T-Mobile phone can be a predecessor

of a new wave of renewable devices that can attract the consumerrsquos interest and if ATampT adapt a

policy of developing this type of devices and make them marketable the company will expand

its market share wisely and efficiently

342 Product Stewardship Policy

ATampT needs to implement a policy of product stewardship to make sure all those involved in the

life cycle of its products and services are accountable for the environmental impact it causes To

assure of that policy implementation the company should have the following objectives

The company will collect 100 of its electronic waste for reuse and recycling

For every 10 phones the company sells ATampT guarantee to collect 9 phones for reuse or

recycling

ATampT will require its vendorssuppliers and manufacturers to meet the companyrsquos

certification requirements by 2013

All ATampT-branded electronics should meet the companyrsquos scorecard criteria for

environmental design

The company should be committed to procuring 10 of its energy needs from

renewables on a realistic time frame goal

Required its vendors to supply more eco-friendly devices

The company should work with a several environmental organizations to hash out issues

including the reduction of its carbon footprint and improving productsrsquo designndashwith the

recycling devices at the forefront of ATampTrsquos efforts (Sprint establishes first-in-industry

2011)


Telecommunication companies have never placed a policy of this magnitude before until Sprint

published it this year Sprint is so far the only wireless carrier to have a stewardship policy that

set the standards for the industry ldquoTo clearly state Sprintrsquos pledge to responsibly address

electronic waste (e-waste) we have published an Electronics Stewardship Policy A first for the

telecommunications industry this policy outlines how Sprint is focusing on the full lifecycle of

the electronics we buy and sellrdquo (Sprint recycle 2011) Sprint is a leader in that regards and

exemplifies a business action that ATampT can follow and subsequently establish a common

denominator among the wireless industry players

35 Corporate Sustainability Management System

ATampT developed a combined Environment Health and Safety (EHampS) Management System

which is designed to use elements of ISO 14001 EMS standard and applies to Environment

Health and Safety Programs ATampT does not maintain external registrations or certifications

with external registrars for this management system ( Atampt environment health 2010) ATampT

has been utilizing ISO 14001 Standard since 1997 as an important framework in the decision-

making process to face the corporate environmental issues a global company faces in todayrsquos

business climate Integrating ISO 14001 program with the quality management system (ISO

90012000) andor with an occupational health and safety management system such as OHSAS

18001 ANSI Z-10 or the United States Occupational Safety and Health Administrationrsquos

Voluntary Protection Program can create value and establish a comprehensive business model

for the organization (Pojasek 2007) The following chart represents the companyrsquos program

implementing management systems elements

ATampT Environment Health and Safety Management System ISO 14001 EMS Elements

Evaluation of Environmental Aspects The EHampS leadership team consults periodically

with the Legal Department to discuss future programs and risks regarding compliance

programs

Legal and Other Requirements EHampS Technical Support directs the EHampS ldquolegregrdquo

process which tracks and evaluates new and proposed regulation and legislation

Objectives and Targets the EHampS Leadership team develops the objectives and targets for

the EHampS organization as part of ATampTrsquos performance management program ldquoe-

performancerdquo Progress towards achievement of goals is evaluated quarterly by EHampS

associates and supervisors

EMS program Each business unit has an EHampS Plan Target document through which it

implements key business unites and partners-specific requirements and responsibilities

Chart (Programs implementing management 2010)

In 2008 the US Addendum to the Global e-Sustainability Initiative (GeSI) sponsored study

SMART 2020 Enabling the Low Carbon Economy in the Information Age estimated that ICT-

enabled solutions could cut annual CO2 emissions in the US by up to 22 percent in 2020 This

translates to gross energy and fuel savings of as much as $240 billion annually Therefore

ATampT outlined the opportunity to deter its emission through this comprehensive report that

highlights the issues and present practical solutions to the information and communication

technology businesses ( Connecting people and 2011)


The prior statement shows a commitment by the organization to develop programs that follow

the guidance of SMART 2020 report Although ATampT highlights the benefits of meeting

compliance of the standard ISO 14001 and other EHampS programs the implementation of such

programs is still lagging Consequently the following recommendation can be implemented to

enhance the existing program and develop new frameworks to improve in those areas that are

emphasized in the SMART 2020 report

The CO2e reduction potential of ICT industry solutions is examined across four key usage areas

Smart Workplaces Combines innovative video audio and interactive elements to create a

unique virtual presence over the network mdash giving users an immersive in-person experience

Smart Data Centers ldquoThin clientrdquo hardwaresoftware solution allows employees to access full

desktop and file system from any location with secure encrypted 2-way transmission and no

physical storage of data on the employee device Flexible telephony system (provided by Access

Line) allows routing of phone calls to any location desired

Smart Transportation Reduction in Carbon emissions from personal vehicles

Decrease in the traffic load on the road system

Provides incentives for individuals to use more efficient forms of transportation

Encourages a modal shift from privatepersonal transportation to public transport services

Smart Electric Grids Reducing waste generation and improving process efficiencies in its

semiconductor manufacturing operations In order to achieve water and energy savings which

resulted in reduction in associated CO2 emissions the company brought together the following

components

Smart Water amp Electrical Grid

Statistical Process Control

Peak Power Management

Effective use of sensor data

ISO 14001 Compliance

Lean Manufacturing Tools

Employee Participation amp Awareness

Chart amp text (Neves L et al 2008)

The benefits of implementing effectively the guidance developed by The Climate Group in

partnership with the GeSI ldquoSMART 2020 Enabling the Low Carbon Economy in the

Information Agerdquo can be envisioned through increased speed decision-making and improved

employee productivity Nevertheless it also minimizes dependency in physical travel efficiently

maximizes road networks and mitigates traffic carrying capacity (Neves L et al 2008)

36 Internal and External Communication

ldquoAn organization should establish implement and maintain procedures for communicating

internally and externally on its environmental policy performance or other information based on


its own needs and the needs of interested partiesrdquo (Communication 2011) ATampT utilizes its

website online communication posting financial results product services sustainability and

regulatory reports and environmental footprint of the company that are available worldwide to

communicate with the interested parties about the companyrsquos overall performance Taking in

consideration that AampT is a global corporation and it is under constant scrutiny of their

environmental and social policies and performance they are putting in practice a consistent and

effective method to communicate internally and externally

The company emphasis the successes of their approach among employees and management team

using telepresence rooms that help enable ATampT employees to communicate internally as well

as with business associates The fully managed ATampT Telepresence Solution present face to face

interactions with the parties involved that generate collaboration between companies and

employees suppliers partners and customers in an efficient way Cost-savings procedures and

reliability are among the main points for this internal communication and demonstrate how the

company is a pioneer in transforming the business process increasing productivity (Atampt

announces new 2010)

Effective external environmental communications are extremely important in fostering mutually

affirming and respectful relationships with the regionrsquos associates Therefore the following

highlighted factors are areas for ATampT to improve

ldquoIneffective communication with employers

Weak links between on- and off-the-job training

Insufficient involvements of employersrdquo (ldquoCommon inspection areas 2011)

Global organizations have the tendency to spread out external communication via website posts

online marketing tools and relations with shareholders However ATampT lacks of an effective

external communication tool because the company does not effectively emphasis the investors

relations and a coordinated public relationrsquos approach An important component of

communication is the one placed with parties outside of the organization This external

communication may be coordinated by public relations investor relations and marketing The

leadership team has to be engaged in this role in a two way dialog structure (Pojasek R amp Farver

S 2011) Then ATampT needs to take an aggressive approach toward public relations and its

subsequent external communications effectiveness to salvage the ongoing connection needed to

efficiently affirming the relationship with partners in the public and private sectors

37 Supply Chain Management

As a global corporation ATampT economic social and environmental impact goes beyond their

operations The materials used from which the companyrsquos products and services are sourced are

just the beginning in searching for the quality and nature of such materials ATampT has been

working steady in implementing diversity and environmental awareness in their supply chain and

leading to actions to be more proactive The organization has engaged their suppliers with

Supplier Citizenship and Sustainability survey (2009 and 2010) This survey included key

questions about energy consumption efficiency environmental protection health and safety

labor rights ethics confidentiality and water usage (Getting smart about 2011) This particular


method had helped ATampT in understanding and react positively to sustainable business practices

in its supply chain Because suppliers action can be detrimental to an extent that can affect the

main business and its operations encouraging suppliers to measure and disclose emissions

information can determine the quality and business environment ATampT is currently working and

the company will be able to understand and minimize risks as well as identify opportunities

Partnering with the 2011 Carbon Disclosure Project (CDP) Supply Chain Initiative will lead to

transparency and accountability in the supply chain (Getting smart about 2011)

Furthermore ATampT has established its new Domain Supplier Program and as a result the

chosen vendors will be responsible for a lot more than their own products in terms of the

amalgamation and operations management of network equipment and software solutions

Additionally marketing retail channels and online sales integrate the chain One area where to

focus could be suppliersrsquo accountability for delivering environmental friendly non-virgin

materials ( A t ampt r ead ie s i t s 2 01 1 ) The company has created an efficient management

department that engages with parties involved in the supply chain operations efficiency program

Supplier Quality Management is responsible for working with Stakeholders and Suppliers to

assure ATampT receives world-class products and services It is based from the global

telecommunications TL 9000 requirements as well as good business practice and helps evaluate

the effectiveness of quality implementation and improvement programs This quality

management system is designed to meet quality standards of the global communication industry

and it is built from the ISO 9001 and the eight quality principles aiming directly to the

telecommunication industry (Supplier quality 2011) ISO 9001Standard provides a solid

guidance and strong procedures that achieve consistency to the management program ldquoA quality

management system (eg ISO 9001) provides us with a tool to track where all the parts

components andor constituents come from This is called product traceabilityrdquo (ldquoPojasek R amp

Farver S productrdquo 2011)

ATampT is conducting a fair method of supply chain management but there are several factors of

that program that needs to improve Corporations around the world are trying to have

sustainability initiatives in their supply chain management simply because of meeting established

regulations or because it can have a positive impact on their customerrsquos base giving the

company a competitive advantage There are four good supply chain strategies that can be used

to reduce waste and considering ATampT has a global outreach it can make a difference in their

operations and create a cost-savings strategy as well as deterring their environmental footprint

(Kaplan 2009)

Nearsourcing Sourcing internationally from Mexico or Latin America as opposed to Asia can

be a good start to minimize transportation costs that subsequently leads to large amounts of CO2

emissions due to fossil fuels consumption It also establishes a strong cooperation of the

Americas that can integrate collaboration in technological advances and environmental

stewardship emphasizing ethics that embody responsible planning and management of resources

(Kaplan 2009)

Ship to point-of-use Shipping or transporting raw materials to the assembly line for production

is a strategy that can be utilized in the telecommunicationrsquo sector Protective packaging costs are

reduced with this strategy as well as transportationrsquos expenditure (Kaplan 2009)


Green procurement guidelines ISO 9001 can be a framework to be utilized and ATampT has

already implemented it However establishing supply chain criteria for materials products

packaging systems and logistics will drastically improve their supply chain management

Obtaining better deals with suppliers is an immediate benefit Furthermore it helps avoiding

ldquonon greenrdquo contracts and purchasing Leveraging the spending information can provide savings

and a long term business relationship with suppliers (Kaplan 2009)

Supplier environmental performance Certification to ISO 14001 a support for ACORN

programme to encourage local businesses to incorporate sustainability into their business model

requirements for all contractors to undergo environmental health and safety training and product

suppliers need to be required to meet ATampT internal standards for banned and restricted toxic

substances as mobile phones parts and accessories carry a large amount of toxic waste (Charter

M et al 2001)

38 Product Design Marketing and Stewardship

Product Design The Company has a program that has been established since 2001 to get

actively involved and subsequently listening to their customers throughout the design process

This particular process amalgamates the need to focus in incorporating less toxic components as

well as recycled parts affecting the design of those products and therefore changing the way they

are marketed (Atampt universal design 2009) ATampT is applying ldquogreen accountingrdquo throughout

the organization to avoid potential environmental liabilities but also it helps in reducing costs

deterring the environmental impact of products and lay out a steady product design program with

the customer in mind The manufacture of each product carries an environmental cost that

consequently impacts the product design and its marketing approach Acquiring environmental

cost data provides the company to make decisions that is in harmony with the environment and

the business model (Green accounting at 2006)

Marketing The marketing campaign focuses in the transition to smaller and more eco-friendly

packaging for the wireless device accessories it sells to the public In addition ATampT unveiled

requirements for manufacturers of mobile phones to reduce the environmental impact of future

handsets ATampT website focuses on educating the consumers about their products with an

environmental conscience approach that attracts certain demographic groups particular a mid to

high level incomes that have the propensity of consuming high-end phones Many of those

phones come with a universal charger that translates into a single charger providing energy

efficiency usage (Atampt slims down 2010)

Stewardship Reusing and recycling mobile devices has become a priority for ATampT and last

year the company has collected more than 37 million phones These numbers reflect a decline in

the amount of recycled phones from 2009 Nonetheless batteries and other accessories account

for much of the toxic materials dump in fields therefore the organization has collected 18

million pounds of those items (Atampts environmental sustainability 2011)

ATampT is still struggling to spread out the message for customers to become environmentally

friendly and reuserecycle their devices Drop-off bins were placed in numerous locations across


the country and prepaid labels for shipping recycled phones is available However ATampT needs

to establish a solid recycling program in every store and train the proper retail associates to

efficiently implement those green initiatives (Product stewardship 2011) As an improvement to

the already established programs ATampT can train its existing retail employees and any other

workforce that makes a direct or indirect impact to the environment through an online learning

management system That action will assure to educate the workforce to maximize the

environmental stewardship approach the company wants to achieve (Training and awareness

2011)

40 RESULTS

41 Outcomes

The telecommunications sector represent a vast a diverse force group of companies that globally

generates revenues of approximately 37 billion as of 2009 (Normand S amp Morales R 2010)

and it keeps increasing due to a high market demand and necessities of communication on a

personal and business level alike Innovation plays a big role in the industry and that will be

crucial for ATampT to outcome business risks and deter its environmental impact which is closely

related to the performance of its sustainability management system ATampT implemented its SMS

and added a steady sustainability approach to business since 1995 although it was placed with

inconsequential steps in the first years of inception The implementation of ISO Standards can

lead to a sustainable management system that has already solid roots as it was presented in this

paper and could impel its SMS to a leadership position ldquoFor most organizations the path to

finding this overarching business management system starts with integrating the management

standards covering quality (ISO 9001) environment (ISO 14001) and occupational health and

safety (OHSAS 18001) (ldquoPojasekrdquo 2006) The last paragraph highlights the importance of those

standards and how ATampT can benefit from its implementation

The outcome if the sustainability management system is in place in its total execution will be to

allow the system to conduct a systematic internal review that is essential for an ever-changing

wireless communication industry leader with a global presence Monitoring and taking corrective

actions for continual improvement will be a critical achievement that will carry long-term

benefits for the company As presented above the sustainability management system creates and

propagates a commitment to continual improvement for the system to develop efficiently

(Pojasek R amp Farver S 2011)

42 Metrics

Expanding and improving the metrics ATampT already reports can be accomplished by utilizing

the Environmental Performance Evaluation (EPE) that correlates to the motto ldquowhat gets

measured gets managedrdquo (Iso 14031 Environmental 2011) The goal is to improve

environmental performance with a focus on performance benchmarking compliance to rules and


regulations on a local federal and international arena and competence in operational

management (Iso 14031 Environmental 2011) ATampT lacks of a sustainability management

system that amalgamate all the sectors and department with an efficient business alignment of all

departments and operations The company focuses primarily in the economic responsibility and

secondary the social responsibility and the business model appears too fragmentized as the

environmental responsibility doesnrsquot get the same level of urgency

Nevertheless a GRI report and becoming a Carbon Disclosure Program (CDP) partner will

increase transparency and accountability attached to metrics that can be measured and

consequently improved ATampT by now uses the G3 Guidelines the cornerstone of GRIs

Sustainability Reporting Framework (What are the 2011) to determine the types of data to

report in its 2010 Citizenship and Sustainability Report as well as Key Performance Indicators

(KPIs ) that have already been implemented (key performance indicators 2011)These are

lagging indicators and are valuable to know where the company stands and therefore ATampT can

be able to seeking improvements and correct faulty operations but they are not an assurance of

positive outcomes

The inventory of the combined activities of the company was stated in section 21 and

subsequently after proceeding with the identification and evaluation of the sustainability

footprint ATampT should conduct a materiality analysis The main reason is to highlight

efficiently the issues spotted in relation to their concern to stakeholders and subsequently the

effect they have on the organization The following Materiality Matrix chart shows the

categorized issues and prevailing potential conditions in each box accordingly to the potential

impact on the company and the increasing concern to stakeholders respectively

a) Low Impact a) Medium Impact a) High Impact

High Concern High Concern High Concern

Increasing

Concerns b) Low Impact b) Medium Impact b) High Impact

To Medium Concern Medium Concern Medium Concern


Stakeholders

c) Low Impact c) Medium Impact c) High Impact

Low Concern Low Concern Low Concern

Increasing current or potential impact on the company

Chart (Materiality matrix 2011)

The above materiality matrix can be utilized by identifying material issues at each level and

efficiently addressing them in a timely manner A sense of urgency is needed at the

corresponding stage of the issuesrsquo level (Materiality matrix 2011)

To summarize the representative elements of the materiality analysis process the following

aspects needs to be underscored

1 ldquoIdentification of a universe of relevant economic social environmental and

policygovernance issues for consideration

2 Evaluation and ranking of the level of internal and external stakeholder concerns

regarding each issue

3 Evaluation and ranking of the potential impact on the company of each issue

4 Development of a matrix-based prioritization of the issues and

5 Execution of a structured collaborative strategy planning implementation and reporting

processrdquo (A roadmap to 2011)

The prior representation of the materiality analysis will lead to a rigorous evaluation of the three

responsibilities significant to the company and its stakeholders The analysis can provide to

ATampT with beneficial insight information guiding the organization to a strategic direction as

well as a tactical change management in sustainability that translates into a purposeful process to

help the organizations succeed (A roadmap to 2011)

43 ATampT conversion from lagging to leading indicators to improve the SMS

ATampT is using lagging indicators that are not helpful in identifying and revealing potential

problems that can carry severe process upset with irreversible consequences It may lack of

presenting solutions and consequently implementing corrective actions (Pojasek R lagging

2009) In contrast leading indicators are useful to check the efficiency of control systems and

provide crucial warning of disadvantages before any issues is present (Pojasek R leading

indicators 2009) ATampT needs to use both indicators to drive sustainability performance


consequently the company needs to implement as well as emphasize leading indicators on the

following areas for full effectiveness

i There must be a connection between the leading indicators and the outcomes that are of

interest

ii The reasons for using the indicators and the benefits they offer must be understood by

line management and by the employees affected

iii The indicators must provide information that can guide future actions

(Pojasek RUsing Leading 2009)

Therefore a mix of lagging and leading indicators that are pertinent and efficiently linked to the

system amalgamating the three responsibilities in one single measure with an accessible data for

lagging indicators as well as objective data for leading indicators will be crucial for continue

improvement and the company will be able to include a culture of sustainability within the

organization (Pojasek R amp Farver S effective indicators 2011) Nonetheless a framework tool

that can quantify leading indicators is the Australian Business Excellence Frameworkrsquos ADRI

(approach deployment results and improvement) scoring method (Pojasek R ADRI Scoring

2009) Consequently ATampT can drastically increase value and accurate information to develop

an efficient sustainability management system that amalgamates all the tools necessary to

become a leader in a highly competitive telecommunications market

44 Ensure transparency and accountability

Ensuring transparency and accountability is crucial in todayrsquos global business environment to

keep the company competitive The question that arrives addressing this issue is how to convince

the management leadership of ATampT to change the system that appears to be working for them

in the current business environment

Shareholders and stakeholders pressure complying with laws and regulations competitive

advantage and public relations can also be drivers for transparency and accountability

Nonetheless individuals and companies from the private and public sectors can create the

atmosphere for ATampT to create the necessary reports on the organizationrsquos sustainability

performance because that can highly influence their investment options and decisions that are

correlated to ATampT overall performance (Pojasek 2009) Therefore a sustainability reporting

review and assurance would be needed and the data should be subjected to internal controls and

processes associated with an internal audit Additionally after the requirements of internal

assurance are met ATampT could extend that report to an external assurance process as the

AccountAbilityrsquos AA1000 Stakeholder Engagement Standard (Pojasek R Sustainability

reporting 2009)

The ATampT research assessment and followed recommendations have shown an integrated

corporate sustainability assessment that can adopt business strategies and activities to meet the

stakeholdersrsquo objectives while protecting sustaining and enhancing the human and natural

resources that will be needed in the future (Sustainable development a 2007)


50 References

Andriof J (2002) Unfolding stakeholder thinking theory responsibility and engagement

Retrieved from

httpbooksgooglecombooksid=THtznfpayXoCamppg=PA205amplpg=PA205ampdq=ATampT

external stakeholder NGOsampsource=blampots=ye28xPUa-Kampsig=xRRKKteuu9fWgEUH-

NCBizrYDnYamphl=enampei=WvmxTvzrI5TXiQKjuP0Bampsa=Xampoi=book_resultampct=resultampresnu

m=1ampved=0CB8Q6AEwADgK

A r oadm ap t o p e r f o r m s up p l y ch a i n - focu s ed m at e r i a l i t y a s s es sm en t s

( 2 01 1 ) V al ues t ream i ng R e t r i ev ed f r om

h t t p v a l u es t r eam 20 0 9 wo r dp r es s co m 20 11 0 2 0 2 a - ro adm ap - to - pe r f o r m -

s up p l y- ch a i n - f o cu sed -m a t e r i a l i t y - a s s es sm e n t s

Atampt activates one million iphone 4s (2011) ATampTcompress Retrieved from

h t t p w w w a t t co m gen p r es s -

r o om pid =21 79 8 ampcd v n=n ews amp n ew s ar t i c l e id =33 13 5 ampm apco d e=co ns um er | f

i n an c i a l

Atampt aligning business and sustainability strategy (2011) TriplePundit Retrieved from

h t t p w w w t r i p l epu n d i t com 2 00 9 0 8 a t t - a l i gn i n g -b us in es s - an d -

s us t a in ab i l i t y - s t r a t eg y

Atampt announces new telepresence facilities in atampt bangalore offices (2010) ATampT Retrieved

from httpwwwattcomgenpress-roompid=18067ampcdvn=newsampnewsarticleid=30911

Atampt company information (2011) ATampT Corporate Retrieved from

h t t p w w w a t t co m gen in v es t o r - r e l a t i o ns p i d =5 71 1

Atampt environment health and safety management system (2010) Retrieved from

h t t p do cs go o g le co mv i ew er a=v ampq=cach e a6p l l J Uk q6YJ w w w a t t co m


C omm on abo u t _u s c i t i z ens h i p EMS _mat r ix pd f +AT 26 T+en v i ro nm ent a l +

an d +s a f e t y+ r egu l a t i on s amphl =en ampgl =usampp i d=b l amps r c id =A DG E ES hm5 H KkC i

0 5 4CY E Zv d aG XP HG 2 d3 f i 2_ es7 V gBs wd 2 - t oz J aMPW 9 Bu mG T ss _Q MP Q_ -

t yp - e N - eO Ui _6 oV lJ Q X V LV 6 rz gM HxO S I -

S 8 j wW3R wJ uT d9 Vx yr 2 x T _lz MY 1t cK cp M ND i FLamps i g=A HIE t b Q G V tX q Qq 6

r R qU kY lX yeM M _M G X IL

A t ampt s en v i r onm enta l s us t a i n ab i l i t y i n i t i a t i v es (2 01 1 ) Ma r ke t Wa t ch

R e t r i ev ed f r om h t tp w w wm ar ke tw a tch co ms to r y a t t - add s -b a t t e r y-

ch a r ge r - pa r t i a l l y- m ad e - f rom - r ecyc l ed - w a t e r - bo t t l e s - to -p ro d uc t - l i ne - up -

2 0 11 -1 1 -1 4

Atampt included in carbon disclosure projects carbon disclosure (2011) PR Newswire Retrieved

from h t t p ww w p rnew s wi r e com n ew s - r e l eas es a t t - i n c l ud ed - in - ca r bo n -

d i s c l os u r e - p ro j ec t s - ca r bo n -d i s c l os u r e - l e ade r sh i p - i nd ex - 10 3 44 09 94 h t ml

A t ampt i n c s ( t n ) q ua r t e r l y r ev en u e (20 1 1) T ho m so n R eu t e r s R e t r i ev ed

f r om h t tp w w w r eu t e r s com a r t i c l e 20 1 1 1 0 20 us - a t t -

i d USTR E 79J 2M H 20 1 11 02 0

A t ampt r ead i e s i t s s up p l y ch a in fo r t h e fu tu r e (2 01 1 ) AT ampT R e t r i ev ed

f r om h t tp w w w a t t com gen p r e s s -

r o om pid =48 00 ampcdv n =n ews ampn ews a r t i c l e i d =2 70 88

A t ampt s l im s do w n acce s so r y p ack ag i n g an no un ces n ew eco - f r i end l y

s t an da r ds fo r h an dse t s ( 20 10 ) AT ampT I n t e l l e c t ua l Pro p er t y R e t r i ev ed



T h e a t ampt t e ch no lo gy an d env i r on m ent aw a r ds p r o gr am (20 1 1) AT ampT

R e t r i ev ed f r om h t tp w w w a t t co m gen co rp o r a t e - c i t i z ens h i p p id =1 24 34

Atampt universal design policy adopted in 1998 background (2009) ATampT Retrieved from

h t t p w w w a t t co m gen gen e r a l p id =10 1 91

Blackburn W (2008) The sustainability handbook (p 378) Washington DC Environmental

Law Institute


C h ar t e r M e t a l Su p p l y ch a i n s t r a t egy ( 2 0 01 ) Th e S I GM A P ro j ec t

R e t r i ev ed f r om h t tp do cs go o gl e com v i ew er a=v ampq =cach e FG -

R FkS1 m ZsJ p ro j ec t s i gma co u k R n DSt r eams R D_s up p l y_ ch a in _s t r a t eg y p

d f +Th i s + r es ea rch +in v es t i ga t ed +t h e+eco n omi c +so c i a l +and +env i r on m ent a l

+ im p ac t s + in +s up p ly+ch a i n +m an agem en t amphl =en ampgl =us amppi d =b l amps r c i d =A D

G E ESj T6 j BY3 QR cz6 Bo u L_ p uT kP y_ h T1 Lw N Z7 G p 8 6 IT j f cb S g23 FaP u gP RC

9 tp 41 7x g9 A kx m -

O m YR HS HRS5 BY d6 ZY o 9m H B_ M Nb 6G 9 A XG R0 bN sNx x kU n voJ W1 Lb 6 n T

E Rv Zu 5_ 79 Zq T cyamp s i g=A H IE t bQ pW ZId T vG 2 Y - 9 Gj3 Ts v eK 2 h yC R Ig

C omm on i ns pec t io n a r eas fo r im pr ov em ent (2 01 1 ) L ea rn in g an d S k i l l s

I m pr o vem en t S er v i ce R e t r i ev ed f rom

h t t p w w w ex ce l l en cega t ewa y o r g u k p age a spx o =1 08 214

C omm un ica t io n (20 1 1) C om mu ni ca t i on Excerp t s f r om A us t r a l i an N ew

Z ea la nd S ta nd ar d 14 0 04 R e t r i ev ed f r om

h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 09 68 f i l e s Su p p l em en t a l

Fo ld e r Com mEx er p t IS O 1 40 04 p d f

C on n ec t i n g p eo p l e an d bu s i n ess e s ( 201 1 ) M edi a K i t Su s t a i na b i l i t y

R e t r i ev ed f r om h t tp w w w a t t co m gen p r es s - r oo m pid =2 6 44

Environment ATampT Sustainability (2011) Retrieved from

h t t p w w w a t t co m gen co rp or a t e - c i t i z en sh i p p id =85 06

E n vi ro nm en t h ea l th an d s a fe t y ( eh amps ) m an agem ent s ys t em ( 20 11 ) A ampT

Ci t i z ens h i p EH S Re t r i ev ed f r om

h t t p do cs go o g le co mv i ew er a=v ampq=cach e wu w 3ib l2 eK 4J ww w a t t com

C omm on abo u t _u s c i t i z ens h i p EHS _Man agem en t pd f A TampT IS O 1 40 01 ndash

E n v i ro nm en t a l

M an agem ent amphl =en ampgl =us amppi d =b l ampsr c id =A D GE ESj BN bj X a3 j j s w hU Q v Fh

C dD A nf E A ag yIN n b lW MX MT cXx -

Q bR 3 BU1 ol j ikJ _ yq x f l f aG vb yD yl F l v 3 ah 3C ws hz fE br T Uj vY eM uf tD FtQ i G G 7

d D 9oR qt D IA s 4 vzSM gPt p Ax C0 rfW Bcamps i g=A H IE t bR Q NrZe5 o Tm nt sV g6 H Z

1 v G7 j rzC yw

Environmental sustainability (2011) ATampT Media Kit Sustainability Retrieved from

h t t p w w w a t t co m gen p r es s - r oom pid =26 4 4


Environmental sustainability commitment is based on three tenants (2011) ATampT

environmental sustainability Retrieved from h t tp ww w a t t com gen p re s s -

r o om pid =26 44

G e t t i n g s m ar t abo u t o u r su p p l y ch a in ( 2 01 1 ) M eet t h e P os s i b i l i t y

E con o m y 2 01 0 ATampT S u s ta i na b i l i t y R epo r t 74 R e t r i eved f rom

h t t p w w w a t t co mC om mo n ab ou t_ us f i l e s c s r _2 01 1 20 10 _CS R_R epo r t p

d f

G r een acco un t i n g a t a t ampt ( 20 06 ) Wi s t a En v i ro n men t A cco un t in g

R e t r i ev ed f r om

h t t p w w w wi t t s o rg E v a_ acc env _ acco u n t_ 5_ f eb0 6 wi s t a_ ev a_ aac_ cas es t

u d y h tm

Greenhouse gas emissions (2011) ATampT Retrieved from httpwwwattcomgencorporate-

citizenshippid=17895

Guidance on soci a l respons ib i l i t y co re subjects (2011) ENVR E -135

Discover ing our Socia l Respons ib i l i t i e s Ret r i eved f rom

ht tp m yex tens ion harvard edu i cb icb dokeyword=ex tampsubkeyword=k807

71amppageid=icb page427497amppageContent Id=icb pagecontent901687ampview=

viewdoampviewParam_di rector y=Supplementa l Folder

How developing cou nt r i es cont r ibu ted to i so 26000 (2011) ISO Ret r i eved

f rom

ht tp wwwi so o rg i so i so_ca ta loguemanagement_and_leadersh ip_s tandard

s soci a l_ respons ib i l i t y s r_news -and-

ar t i c l es s r_developing_count r ies_cont r ibut ion h tm

Iso 50001 energy management standard published (2011) Environmental Leader LLC

Retrieved from ht tp wwwenvi ronmenta l leader com201106 15 i so -50001-

energy-management -s tandard -publ i shed

I s o 1 4 03 1 E nv i r onm ent a l p e r fo rm an ce ev a lu a t io n (2 01 1) E NV R E -1 35

S us ta in ab i l i t y M e t r i c s R e t r i ev ed f ro m

h t t p m y ex t ens io n h a rv a rd ed u i cb i cb do ke yw o r d =ex tamps u bk e yw o r d =k8

0 7 71 ampp an e l = icb p ageco n ten t 90 17 21 r fo r um fo r um_ id =105 1 69 ampp age i d =i c

b page4 27 50 4 ampp ageC ont en t Id = i cb p ageco n t en t9 01 70 1 ampview =vi ew do ampv ie

w P aram_ di r ec to r y= S up p l em en t a l R ead in g Fo l d er


Is o 3 1 00 0 ndash r i sk man agem en t s t an d ar d (2 00 8 ) U ni ver s i t y o f Wa t e r lo o -

I n s t i t u t e f o r R i s k Res ear ch R e t r i ev ed f r om

h t t p do cs go o g le co mv i ew er a=v ampq=cach e yS f Ml jv D_eYJ w ww i r r -

n e r am ca p d f_ f i l e s IS O 2 0 31 00 0 p df IS O 3 1 00 0 ndash R i s k m an agem ent

O v e rs p en d i n g D el ays N o n com pl i an ce w i t h po l i c i es an d

r egu l a t i on s amphl =enampgl =u s amppid =b l amps rc i d =A D GE ES hR1P4J uW H eP aBS 5x sG

9x V rSY 3 Ow bE V Qz8 8 nA gs g_S 5 Yd Qo rFa1 e f w B6 yQ 7 z u rh hRW H LT U 4 a7G G

_ Em _ c5 Y 0ms hRu yU B_ 4j Q5 T viM IBp h 4 9s 5x J ipbW _Rh lzM B3W 8M -

T pm iT hQ b A amps i g=A H IE t b Q O QM i Zi V9 ycC D aPP cUh fo LE w z_ - w

K ap l an J W a ys to g r een yo u r s up p l y ch a in (2 00 9 ) E cop r en eur i s t

R e t r i ev ed f r om h t tp e cop r en eu r i s t co m 20 09 10 1 3 5 - wa ys - t o - g r e e n -

yo u r - s u pp l y- ch a i n

K e y p e r f o rm an ce in d i ca t o r s (2 01 1 ) 2 0 10 AT ampT S u s ta ina b i l i t y R epor t



d f

M ate r i a l i t y m a t r ix ( 20 11 ) F or d su s ta in ab i l i t y r epo r t 20 1 0 2 01 1

R e t r i ev ed f r om h t tp co rp or a t e fo r d co mm i cr os i t es su s t a i n ab i l i t y - r ep o r t -

2 0 10 -1 1 i s s u es -m ate r i a l i t y - m a t r ix

Meet the possibility economy (2011) 2010 ATampT Sustainability Report Retrieved from

h t t p do cs go o g le co mv i ew er a=v ampq=cach e zx e4 t N v7 AJ MJ w w w a t t com

C om mo n ab ou t_ us f i l e s c s r _2 01 1 20 10 _CS R_R epo r t p d f+a t 2 6t +sus t a in a

b i l i t y+ r ep o r t +2 01 0amph l =en ampgl =us amppi d=b l amps r c i d =AD G EES g6 yD k G G u ZC4

A O b0 P1 gPh 2 rm YYG D _ GPWU u Fn_ eP 6W_ r 0 ix 0 E6j 29 L1 v ReF l 5 De l r FFN 9 Fb

m 8S Nh 4T L_ X i 0_ r f8 8 f LZBh 8 t G 5 cG G 5N gk H -

b f G F5i Vw CQ kx H etG M U GA C gA cG D qcA Zamps i g=A H IE t b T U3 V _ aJ ow 9P aQ t a

h O egU bPlPx -S w

Monitoring supplier performance and providing feedback (2011) TI Retrieved from

h t t p w w w t i comco r p d o cs com p an y c i t i z en e sh s c r e l a t i on sh ip sh tml

M ot otrade w 23 3 r en ew no w av a i l ab l e f ro m t - mo b i l e u sa ( 20 0 9) T - M obi l e

U S A In c R e t r i ev ed f rom h t tp w w w t -

m ob i l e com comp an y P r e s sR e l ea se s_A r t i c l e aspx as se tN am e=P rs _Pr s_ 20 0

9 0 20 5 ampt i t l e=M OTO W 23 3 R en ew Now Av a i l ab l e F ro m T - Mo bi l e USA


Networking for sustainability (2010) ATampT Intellectual Property Retrieved from

h t t p w w w a t t co m gen p r es s - r oom pid =26 44

N ev es L e t a l ( 200 8 ) Repo r t s um mary 8 amp9 S M ART 2 02 0 En ab l in g th e

l ow car bo n econ omy in t h e i n fo r mat ion ag e R e t r i ev ed f ro m

h t t p do cs go o g le co mv i ew er a=v ampq=cach e wi bRo E OJ Vn QJ ww w ges i o r

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N o rm and S amp M ora l es R ( 20 10 ) T e l eco mmu ni ca t io ns in a s i a

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P a r t r i d ge K e t a l ( 2 00 5 ) S t ak eho ld er r es ea r ch Th e S t akeh o l de r

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Sustainability Retrieved from

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I1hRsJisitesharvardedufsdocsicbtopic849748filesOct18PojasekHour2pdf Is risk part of

corporate sustainability strategy Robert

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GD9IR6qzkqFzRC4LS1OySGIfHHbRfUs_VMMn63bT7CMFQEqzB5KoYYroa7e5PXKin_W-

0AQ8_8AQM9skANdvKbk9hyiOIwl4pxKampsig=AHIEtbS-

O3zHn1Dx9H_M9WTuEEFlhMuCYw

Pojasek R amp Farver S Mainstreaming sustainability (2011) 1 ed Vol 1 p 162 Woody

Creek CO Mainstreaming Sustainability


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from

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p df

Pojasek R amp Farver S Sustainability requirements for communications (2011) Mainstreaming


httpisitesharvardedufsdocsicbtopic930968filesChpt12Communicationpdf

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R eas on s -Wh y- Y o u -N eed - On eampid =1 73 61 0 7

Product stewardship (2011) ATampT Retrieved from httpwwwattcomgencorporate-


Programs implementing management system elements (2010) ATampT Environment Health and

Safety Management System Retrieved from

Policy and practice 2011report card on banks and mountaintop removal (2011) Rainforest

action network 5 Retrieved from

httpdocsgooglecomviewera=vampq=cacheznZFoDiTQ_0Jranorgnode2602 2011Report

Card on Banks and Mountaintop

Removalamphl=enampgl=usamppid=blampsrcid=ADGEESiGYaCcDf0sYT657_WMylU-

AzBvwDWdvKoDUF5Lez-KtWO9YhejdYwACsq-6CXAbxzbAmTyUajNjjNni03M0EauGnzt-

EA_hYjdHzEPd8YpJDHkPenRn3ntYTqLuOiNAUICUlTKampsig=AHIEtbRF10DajUTOCRYda

pnhO3rnT1vwEQ

Quadir JCorporate sustainability strategy - top five reasons why you need one (2011)

EzineArticles Retrieved from httpezinearticlescomCorporate-Sustainability-Strategy---Top-

Five-Reasons-Why-You-Need-Oneampid=1736107



Six focus areas (2010) ATampT Citizenship and Sustainability Report Retrieved from

httpwwwsocialfundscomsharedreports1308027026_ATT_2009_CitizenshipSustainabilityR

eportpdf

Social responsibility report (2006) Corporate Research Center Retrieved from

h t t p w w w so c i a l fu n ds com cs r p r o f i l e cg i id =1 8


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from httpwwwtriplepunditcom201105sprint-establishes-first-industry-product-stewardship-

policy

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httpdocsgooglecomviewera=vampq=cacheFiS_bp4ePaMJwwwattcomCommonabout_usf

ilescsr_2011ATT_2010_strategic_materiality_assessmentpdf Hazardous waste reduction

ATampTamphl=enampgl=usamppid=blampsrcid=ADGEESic8Uk_3kx9gSsNQ2sSwVb7O-

lrCDiSrJS9KmI06W8qbqk8t15CI8l2s06D7uz0_edt5ul1NsFCjFzyj7u-5EB1B7PL-

SD4vb6eDMnw1eCC9FtS7Zn4-

tzdiwG_CBvQZ_lXVySRampsig=AHIEtbShU1fUgNQtQdilp4HdvkvjJjX-EQ

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qdmiaRduq0ieJzyPUe7A9K8kCqPIjZZI9YRdVBWvP2if5Cq4pS1cvG2NX_02rKxqnfkJG8Zm1

D1AKKeLdBdeTzvMr05OithF1ampsig=AHIEtbQC4qGc2VrGdk1PsR7hIVbO3zcCOg

(2011) Training and awareness Sprint Retrieved from

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Vision statement (2011) ATampT sustainability vision Retrieved from

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C omm on abo u t _u s f i l e s p d f cs r _p ape r_ p o l i cy p d f +A T 26 T +s us t a in ab i l i t y

+v i s i on amphl =en ampgl=u s amppid =b l amps r c id=A D G EES gH 0 -

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aJ amps i g=A H IE t b T yO smx D3j Crx 3 G 5w g6J l k LC 3 bpx A


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30938_ATTcsr_0623pdf ATampT reinforce the commitment to a

socialamphl=enampgl=usamppid=blampsrcid=ADGEESjQalPiV_TGsaNvqmVBhqfnqytuxjvKhQIEmkG

z_N_3tGEojkaKirI-bMpPR-7Y4KrKSXMmYHlPDbF_qBxUc2g7lAw6tmPdP5jhM-

cEQNyp0Pd8kvqmW9YRqotX_heXs2Vv6dgXampsig=AHIEtbReQdWTz60fpWqKNiSTGukJcB

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TABLE OF CONTENTS

10 INTRODUCTION 3

11 Company Description3

12 Business Case3

13 Positive View 3

20 BACKGROUND4

21 Sustainability Footprint 4

22 Corporate Regulatory Compliance amp Governance hellip5

23 Stakeholder Engagementhelliphellip6

30 DISCUSSION 8

31 Environmental Responsibility 8

32 Social Responsibility8

33 Economic Responsibility9

331 Better Management of Business Riskshelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphellip10

34 Corporate Sustainability Strategy10

341 ProductService Differentiationhelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphellip11

342 Product Stewardship Policyhelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphellip11

35 Corporate Sustainability Management System12

36 Internal and External Communication 13

37 Supply Chain Management 14

38 Product Design Marketing and Stewardship15

40 RESULTS 17

41 Outcomes17

42 Metrics17

421 ATampT Conversion from Lagging to Leading Indicators to Improve SMShelliphelliphelliphelliphelliphellip19

43 Ensure Transparency and Accountabilityhelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphellip20

50 REFERENCES 21

LIST OF CHARTS

Chart 1 ATampT GHG Emissions by Scope 4

Chart 2 Strategic Materiality Assessment 6

Chart 3 ATampT Environment Health and Safety Management System

ISO 14001 EMS Elementshelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphellip12

Chart 4 CO2e Reduction Potential of ICT Industry Solutions 13

Chart 5 Key Materiality Matrixhelliphelliphelliphelliphelliphelliphelliphelliphellip 18


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13 Positive View







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ET5g













(Iso 31000 ndash 2008)


Overspending

Delays


(Iso 31000 ndash 2008)



















































recycling











2011)


























programs






































components
































announces new 2010)



























































(Kaplan 2009)






(Kaplan 2009)
















M et al 2001)




































2011)

40 RESULTS

41 Outcomes






















42 Metrics




















positive outcomes










Increasing




Stakeholders


































interest






























reporting 2009)






50 References


Retrieved from












i n an c i a l




















2 0 11 -1 1 -1 4






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ET5g






























recycling











2011)


























programs






































components
































announces new 2010)



























































(Kaplan 2009)






(Kaplan 2009)
















M et al 2001)




































2011)

40 RESULTS

41 Outcomes






















42 Metrics




















positive outcomes










Increasing




Stakeholders


































interest






























reporting 2009)






50 References


Retrieved from












i n an c i a l




















2 0 11 -1 1 -1 4






i d USTR E 79J 2M H 20 1 11 02 0













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ET5g


























programs






































components
































announces new 2010)



























































(Kaplan 2009)






(Kaplan 2009)
















M et al 2001)




































2011)

40 RESULTS

41 Outcomes






















42 Metrics




















positive outcomes










Increasing




Stakeholders


































interest






























reporting 2009)






50 References


Retrieved from












i n an c i a l




















2 0 11 -1 1 -1 4






i d USTR E 79J 2M H 20 1 11 02 0













Law Institute








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ET5g






















components
































announces new 2010)



























































(Kaplan 2009)






(Kaplan 2009)
















M et al 2001)




































2011)

40 RESULTS

41 Outcomes






















42 Metrics




















positive outcomes










Increasing




Stakeholders


































interest






























reporting 2009)






50 References


Retrieved from












i n an c i a l




















2 0 11 -1 1 -1 4






i d USTR E 79J 2M H 20 1 11 02 0













Law Institute








9 tp 41 7x g9 A kx m -























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r o om pid =26 44




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ET5g
















announces new 2010)



























































(Kaplan 2009)






(Kaplan 2009)
















M et al 2001)




































2011)

40 RESULTS

41 Outcomes






















42 Metrics




















positive outcomes










Increasing




Stakeholders


































interest






























reporting 2009)






50 References


Retrieved from












i n an c i a l




















2 0 11 -1 1 -1 4






i d USTR E 79J 2M H 20 1 11 02 0













Law Institute








9 tp 41 7x g9 A kx m -























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ET5g


































(Kaplan 2009)






(Kaplan 2009)
















M et al 2001)




































2011)

40 RESULTS

41 Outcomes






















42 Metrics




















positive outcomes










Increasing




Stakeholders


































interest






























reporting 2009)






50 References


Retrieved from












i n an c i a l




















2 0 11 -1 1 -1 4






i d USTR E 79J 2M H 20 1 11 02 0













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M et al 2001)




































2011)

40 RESULTS

41 Outcomes






















42 Metrics




















positive outcomes










Increasing




Stakeholders


































interest






























reporting 2009)






50 References


Retrieved from












i n an c i a l




















2 0 11 -1 1 -1 4






i d USTR E 79J 2M H 20 1 11 02 0













Law Institute








9 tp 41 7x g9 A kx m -























1 v G7 j rzC yw






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2011)

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41 Outcomes






















42 Metrics




















positive outcomes










Increasing




Stakeholders


































interest






























reporting 2009)






50 References


Retrieved from












i n an c i a l




















2 0 11 -1 1 -1 4






i d USTR E 79J 2M H 20 1 11 02 0













Law Institute








9 tp 41 7x g9 A kx m -























1 v G7 j rzC yw






r o om pid =26 44




d f




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f rom





























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positive outcomes










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50 References


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i n an c i a l




















2 0 11 -1 1 -1 4






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Law Institute








9 tp 41 7x g9 A kx m -























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2 0 11 -1 1 -1 4






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2 0 11 -1 1 -1 4






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2 0 11 -1 1 -1 4






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2 0 11 -1 1 -1 4






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ET5g










ET5g

at&t sustainability assessment by cesar marolla

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