practical tools for mainstreaming and measuring sustainability in organizations

19-Feb-09

1

Presented by

Robert Steele

Director - Systainability Asia

Senior Associate - AtKisson Group International

The AtKisson Sustainability

AcceleratorTools and Processes for Mainstreaming Sustainability

Alan AtKisson, StockholmAuthor, “Believing Cassandra” PARTICIPATING LICENSED ORGANIZATIONS

ATKISSON INC. (USA) *

ATKISSON EUROPE AB (Sweden) *

CHANGE AGENT, INC. (Japan)

JAPAN FOR SUSTAINABILITY

LEAD INDONESIA

NATURAL EDGE (Australia)

SYSTAINABILITY ASIA (Thailand)

SUSTINOVA (Portugal)

SUSTAINUS (UK)

UNIVERSITY NEW SOUTH WALES / FBE

UPPSALA UNIVERSITY / CENTER FOR

SUSTAINABLE DEVELOPMENT (Sweden)

... and other Independent Licensees

* AtKisson-owned company

Supporting Leaders and Innovators in

Sustainability Since 1992

SELECTED CLIENTS (Past & Current)

ANTAM, Ptk, Indonesia - via LEAD Indonesia

Asian Productivity Organization

AwA (Risk Capital Fund, Seattle USA)

Baltic 21 - The 11 nations of Northern Europe

Brother, Inc. (Japan) - via Change Agent, Inc.

City of Edinburgh (and many other cities)

Earth Charter International (Global NGO)

Government of Latvia

Greater New Orleans

Imperial College London

Levi Strauss Europe

Nantucket Sustainable Development Corp.

Nike

Port of Brisbane Corporation

Randwick City (Sydney, Australia) - via UNSW

Riau Andalan Pulp & Paper Indoneisa

SEIYU (Japan) - via Change Agent, Inc.

SERDP - Strategic Envi Research & Devel

Prog, US Dept of Defense

Singapore National Environment Agency- via

Systainability Asia

State of Queensland, Australia - Sustainable

Industries Division

State of Victoria, Australia

Stockholm Läns Landsting (County Government)

Sustainable Pittsburgh

Sustainable Seattle

The Heinz Endowments, USA

Triple Logic (Sustainable Business Incubator)

Toyota Japan - via Japan for Sustainability

UNEP – Regional Office for Asia –Pacific via

Systainability Asia

US Army (Installation Sustainability Program)

David Berry, Paris & WashingtonFormer US White House Official

Lee Hatcher, Seattle Engineer & Expert Evaluator

Junko Edahiro, Tokyo Japan‟s Leading Sustainability

Communicator and Translator

Robert Steele, BangkokAsia CSR Expert, Sr Trainer

ASSOCIATES INCLUDE ...

www.AtKisson.com

Core Services

Position Analysis

Planning & Training

Stakeholder Dialogue

Performance Tracking

Reporting

What do we need to know in

order to successfully do

sustainable development?

Question . . .

Let’s simplify

What can a Hula Hoop teach us about

Sustainability?

19-Feb-09

2

Sustainable Development is ...

A strategic process of continuous change in

the direction of sustainability

“Sustainability”

Too much

Not enough

. . . a set of system conditions that can

continue indefinitely.

Sustainability is . . .

Why is this important?

4 Basic Criteria for Sustainability

• N: Living within the Earth‟s physical and biological limits

• E: Maintaining a vital, prosperous economy

• S: Supporting social stability, equity, and development

• W: Making individual opportunity, fulfillment, and happiness possible

9 Steps ( and Skills ) for Sustainable

Development1. Understand systems in

general

2. Understand sustainability in general

3. Distinguish between "development" and "growth” in goal-setting

4. Have adequate information on current developments and trends for the system in question (“Indicators”)

5. Understand the dynamics of the specific system in question (“Systems Analysis”)

6. Identify best-practice changes to make in the system (“Innovation”)

7. Understand how to make change in that system (“Strategy”)

8. Successfully implement change(“Agreements and Actions”)

9. Continuous monitoring and adaptation (“Strategic Evaluation”)

2

67

53

81 9

42

6 75

381 9

42

67

53

81 9

41

2

4 6 75

9

38

A sustainable business . . .

Understands its own systems,

and the systems in which it is

embedded

Looks for and responds to long-

term systemic trends that affect

its ability to achieve its goals

Changes internally to meet and

take advantage of external

conditions and trends

Is resilient enough to withstand

short-term shocks

Does not undermine the

conditions of its own existence

N

W

S

E

Sustainability asks us

to look at the world

differently ... and to

look for ways to make

doing sustainable

development

participatory, not too

difficult (with some

training), and

effective.

19-Feb-09

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An overview of

ACCELERATOR

Tools, Methods and Processes

for Mainstreaming Sustainable Development

Supporting Leaders and Innovators in

Sustainability Since 1992

Origins of AcceleratorSustainable Seattle

Indicators Report (1993/95)

Plus

Theoretical work of Herman

Daly and Donella Meadows

Plus

Consultative Group on

Sustainable Development

Indicators (IISD)

Plus

Discussions, conversations

and a little creativity at

Balaton Group Meeting in

1992

ACCELERATOR

The AtKisson Accelerator Sustainability

“Theory of Change”

Doing sustainable development requires:

A comprehensive description or operating definition of sustainability, and the sustainable outcome you wish to create

Gathering information and data to produce interpretive indicators of relevant trends

Using those indicators to develop a sufficient systems understandingof key dynamics and leverage points

Identifying beneficial sustainability innovations to introduce into the system that will improve its overall condition

Creating strategies for diffusion and adoption of those innovations

Securing the agreement of critical actors to implement the strategies

Monitoring impact with the indicators, and regularly cycling through an evaluative planning process to adjust course appropriately

ACCELERATOR Tools

Indicators

Defining

Measuring

Assessing

Engaging

Systems

Training

Planning

Teambuilding

Building Consensus

Innovation

Training for Change

Strategizing Change

Spreading

Replicating

Strategy

Formal Planning

Organizing

Finding Niches

Evaluating

NatureEconomy

SocietyWellbeing

Each ―Tool‖ is actually a set of tools — processes, applications & manuals —

designed to support deep-going change toward sustainability

Indicators

Defining

Measuring

Assessing

Engaging

Systems

Training

Planning

Teambuilding

Building Consensus

Innovation

Training for Change

Strategizing Change

Spreading

Replicating

Strategy

Formal Planning

Organizing

Finding Niches

Evaluating

NatureEconomy

SocietyWellbeing

ACCELERATOR TOOLS... can be used as stand-alone applications, or in sequence, as part of a

comprehensive program for sustainability

The tools can be adapted to virtually any sustainability framework, organization,

or cultural context ... as demonstrated in practice in Asia, Australia, Europe and the US

Our Core Methodology

Indicators > Systems > Innovation > StrategyMethodology developed by AtKisson, published in ―The Natural Advantage of Nations,‖ Hargroves and Smith, eds., Earthscan, 2005

ACCELERATOR

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“ISIS” =

Indicators

Measurement and Assessment of Sustainability & Related Performance

Systems

Understanding Linkages, Dynamics, and Leverage Points

Innovation

Creating and Diffusing Change:

A Cultural Systems Approach

Strategy

Commitment to Integrated Implementation and Follow-Through

ACCELERATOR

Assist organisations to do all of the following…

Create better understanding of sustainability

Create a sustainability vision

Manage stakeholders in a sustainability process

Create or manage a set of sustainability indicators

Create an Overall Sustainability Index

Assess the sustainability profile of a company

COMPASS

ACCELERATOR

N = Nature

Environment, resources, habitat, climate

E = Economy

Business model, market impacts, innovation

S = Society

Workforce, stakeholders, equity, ethics

W = Well-Being

Health, safety, work environment, quality of life

... + Integration

Sustainability embedded in management and in company values, e.g. extended responsibility, engaged citizenship, lifecycle perspective

COMPASSSUSTAINABILITY INDICATORS & ASSESSMENT

External Corporate Assessment:

Design Principles

• Comprehensive and Integrated Approach

• Based in Sustainability Systems Theory

• Tests for Policy and Metrics

• Absolute (not Incremental) Standards

• Harmonized with GRI, Natural Step, etc.

ACCELERATORThe ―External Corporate Assessment‖ is just one of

the applications in the Compass suite

Excerpt: Sample COMPASS Assessment

ACCELERATORScoring for Compass applications is converted to a 100-point

scale, where ―100‖ is ideal sustainability performance,

and ―0‖ is system collapse.

For the External Assessment, we test for visible (1) goal- and policy-setting; and (2) metrics and accountability mechanisms.

Excerpt: Sample COMPASS Assessment

ECONOMY Money, markets, capital, jobs, innovation, business development

FINANCIAL Existence of clearly stated strategy for maintaining financial performance while making transition to sustainability

0 Existence of goal / policy No such policy

0 Existence of metric / indicator / progress accountingNo relevant data

ACCOUNTING Policy to account for the economic value of social, human, and natural capital stocks on which the company depends



PRODUCTIVITY Policy to increase efficiency of production relative to social and natural capital stocks

1 Existence of goal / policy General efficiency policy

0 Existence of metric / indicator / progress accountingNot clear from data presented

EMPLOYMENT Goal to have overall positive impacts on employment (goal to create livable wage jobs, or to find jobs for workers who must be laid off)

1 Existence of goal / policy Safe and positive work environment

1 Existence of metric / indicator / progress accountingSome indication of awareness, no clear indicators presented

INNOVATION Policies for directing company’s innovation processes to support overall sustainability (and measure of extent to which this is the case)

1 Existence of goal / policy One line of innovative "eco" clothing

0 Existence of metric / indicator / progress accountingNo data on the penetration / sales of this product

MARKETING Policy of using company marketing to promote sustainability (and measure of how much)



BUSINESS MODEL Goal of creating new products and business models that are more supportive of sustainability outcomes

1 Existence of goal / policy One such program, not clear if this is a policy

0 Existence of metric / indicator / progress accountingNo accounting for development of product lines/business models

5 SUBTOTAL

Note: For the advanced 100-parameter version, traditional financials and

other ―normal‖ business metrics are also included (as in the GRI).

ACCELERATORAll parameters — including economic parameters

— are framed in terms of contribution to long-term

global sustainability outcomes.

[SAMPLE COMPANY 1]

OVERALL SCORE: 63.8 / 100

• SAMPLE has a very well developed, and very public, program to support its sustainability transition

• It scores lower on Wellbeing because of a relative lack of published data to back up strong policy positions

• Environmental performance is not the strongest, but does include clear policies and targets on (e.g.) toxics, climate, etc.

• There is clear evidence that sustainability is becoming integrated into the business model and into overall management (though there is a way to go)

• Partly in response to intense public scrutiny, SAMPLE has adapted into an innovative industry leader in all dimensions of sustainability, and is reaping business benefits

COMPASS INDEX SCORES

64.3

73.8

57.161.961.9

0

10

20

30

40

50

60

70

80

90

100

INTEGRA T IO N NA TURE ECO NO M Y SO C IETY WELL BEING

COMPASS POINT SCORES

0

10

20

30

40

50

60

70

80

90

100

1

2

3

4

NATURE

SOCIETY

WELL BEING ECONOMY

SYSTEM

INTEGRATIO

0

20

40

60

80

100

Results are presented in summary-graphic form; detailed reports are benchmarked against other leaders in the same sector

ACCELERATOR

COMPASS-manual.doc

COMPASS-manual.doc

COMPASS-manual.doc

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[SAMPLE COMPANY 2]

OVERALL SCORE: 33.8 / 100

• SAMPLE 2 performs adequately on social issues, safety, worker quality of life, and related issues, and believes that it has a good CSR image

• However, although it tries to profile itself positively, it it has been attacked and criticized by watchdog groups

• Environmental sustainability is clearly not a visible priority

• In terms of business and economic sustainability (transitioning its vision, pushing innovation, evolving the business model etc.) SAMPLE 2 lags very far behind other companies in its sector

• These scores reflect significant risks to the company, especially as the market evolves and the market leaders continue to race ahead

COMPASS POINT SCORES

0

10

20

30

40

50

60

70

80

90

100

1

2

3

4

NATURE

SOCIETY

WELL BEING ECONOMY

SYSTEM

INTEGRATIO

0

20

40

60

80

100

COMPASS INDEX SCORES

26.2

52.4

28.6

50.0

11.9

0

10

20

30

40

50

60

70

80

90

100

INTEGRA T IO N NA TURE ECO NO M Y SO C IETY WELL BEING

Provides an objective check on internal myths and public relations image; gives clear feedback and highlights priority action areas

ACCELERATOR


Run a sustainability training workshop

Run a collaborative planning process

Design a sustainability project or initiative

Plan and manage a longer sustainability course

Create a team-building event

Use the Pyramid process as school curriculum

PYRAMID

ACCELERATOR

Building the PYRAMID

Mjölby kommun, Sweden

Balaton Group, Hungary

Brisbane City Council, Australia

US Army - Fort Lewis

Imperial

College

London

United Nations Environment ProgramSponsored by Tetrapak

www.AtKisson.com

PYRAMID is a powerful training and

planning workshop method that

accelerates systems thinking and

sustainability using ISIS, while creating

a 3D visual record of workshop results

ACCELERATOR

PYRAMID: How it Works Takes Groups through ISIS Step-by-Step to Build a Systems Understanding

... Built on Your Preferred Sustainability Framework

What do we mean by sustainability?

What is our vision for the future?

STEP 0:

PREPARE

THE

GROUND

EARTH CHARTER

NATURAL STEP

“OTHER”

VISION STATEMENT

SELF-DEFINITION OF SUSTAINABILITY

COMPASS OF SUSTAINABILITY

TRIPLE BOTTOM LINE

ACCELERATOR

PYRAMID: How it Works

STEP 1: INDICATORS

What is happening?

What are the trends and forecasts if nothing changes?

Quickly Educates All Participants on the Trends

Affecting Your Company, Organization, City, Country ...

ACCELERATOR

Level 1: Indicators

Each Compass Sector team will

identify and agree on a set of „System

Status Indicators‟ for each

Area/Aspect.

Usually between 9-20 indicators for

each Compass Sector, for a total of

b/w 36-80 total indicators.

ACCELERATOR

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Sustainability Indicator Indexing

Indicator Index Scaling Consists of two steps:

1. Scaling the indicators

2. Aggregating the indicators

0

2,000

4,000

6,000

8,000

10,000

12,000

14,000

Gig

aW

att-H

ours

(G

WH

)

1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002

Electrical Energy Use (Duquesne Pow er)

Residential (GWH) Commercial (GWH) Industrial & Other (GWH)

Sustainability Indicator Report Card


INDICATORS

STEP 2: SYSTEMS

Why is it happening? What causes what?

Where can change be made?

Identifies Critical Links and Leverage Points

Where Change will Bring the Most Effective Results

ACCELERATOR

1. Use the indicators, systems

theory, and direct experience to

analyze how the pieces and

trends fit together

2. Identify the most powerful

leverage points for change --

places in the system where

change and innovation can

have the most powerful

positive impact

ACCELERATOR

Level 2: Systems


INDICATORS

SYSTEMS

What kinds of change would be most effective ... for the whole system?

www.AtKisson.com

Generates New Ideas with the Power to Create

Transformative System Change

STEP 3: INNOVATIONS

ACCELERATOR


INDICATORS

SYSTEMS

INNOVATIONS

STEP 4: STRATEGIES

How do we effectively implement?

What will it take to succeed?

Connects Directly to Implementation Planning

using Cultural Change Theory

!

?

ACCELERATOR

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INDICATORS

SYSTEMS

INNOVATIONS

STRATEGIES

STEP 5: AGREEMENTS & ACTIONS

BALTIC 21 used PYRAMID to successfully create

a new sustainable development strategy for

the entire 11-nation region of Northern Europe

Concludes with Firm Agreement

and Enhanced Team Understanding

ACCELERATOR


INDICATORS

SYSTEMS

INNOVATIONS

STRATEGIES

AGREEMENTS & ACTIONS

Builds Trust, Commitment, and Disciplined Follow-Through

The new strategy was approved by the eleven

Prime Ministers in 2004 and is still producing

excellent results (says Baltic 21’s new Director)

ACCELERATOR


Run a short Change Agent training workshop

Run a longer Change Agent training course

Assess an innovation and plan for diffusion

AMOEBA

ACCELERATOR

AMOEBA: Training for Culture Change

AMOEBA includes a simulation exercise that

illuminates culture and innovation processes

— as well as tools for planning for successful

change agentry for

sustainability within

any organization or

cultural system

ACCELERATOR

AMOEBA: Training for Culture Change

Detailed manuals

make it possible

for any

experienced

facilitator to run

many Accelerator

applications

without additional

training

www.AtKisson.com

ACELERATOR


Create a strategic plan

Develop and test your “Theory of Change”

Assess who is doing what, strategically, in your

area of interest, and identify gaps

Create targets and monitor performance indicators

Evaluate the strategic capacity of an organization

STRATESPHERE

ACCELERATOR

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Overall Scores for Success Factors

0.0 1.0 2.0 3.0 4.0 5.0

Skillbase

Leadership

Cultural Strategy

Political Strategy

Timelines

Resource Mgmt

Strategic Links

Strategic Reflection

OVERALL AVERAGE

Analysis by Change Lever and Alignment with Heinz Objectives

0

5

10

15

20

25

30

35

40

45

Information Models Policy Advocacy Tech Assist Subsidy

Nu

mb

er

of

En

trie

s

Entries Rated 5

Entries Rated 4

Entries Rated 3

Entries Rated 2

Entries Rated 1

Entries Rated 0

[Sample Topic]

Many information campaigns, good alignment

Significant policy work, low alignment

STRATESPHEREFinding strategic niches, assessing capacity and

impact ... and changing course

STRATESPHERE is a suite of

sophisticated strategic planning

and assessment methods for

sustainability change initiatives

— initially designed for major

funding agencies

ACCELERATORACCELERATOR

Using ISIS to Accelerate Sustainability

Case Studies

ACCELERATOR

Sustainable Development Training

Asia Pacific Leadership Programme on Environment for Sustainable

Development, Shanghai, China 2004-2008

Singapore Youth Environmental Envoy

Training & Project Development

Singapore National

Environment AgencyYouth Environmental Envoy Programme

2004-2009

Five Years Collaboration with NEA

Over 275 Youth Leaders from high

schools, polytechnics, universities

and business trained

Provide conceptual and practical

training on the process of sustainable

development, with emphasis being

put on cooperative teamwork,

communication, networking and

systems thinking

Provide a framework and

launching point for the YEEs to

develop environmental sustainability

related projects

provide tools and skills to

encourage environmental

sustainability projects and actions.

Thailand Eco-School Planning

Organised by the Thai Department

of Environmental Quality

Promotion from March to May 2008

Pilot project with 41 schools in all

five regions of Thailand

Application of AtKisson tools (in five

4-day workshops) to assist schools

in their pre eco-school planning

by aligning eco-school indicators

and strategies with community

sustainable development issues

and trends.

Currently, schools are implementing

their respective plans and

assessment is on-going.

Green Office Training and Planning

Project of Singapore Ministry of

Foreign Affairs and Singapore

Environment Institute (SEI) as

part of Initiative for ASEAN

Integration August – November

2008.

Cambodia, Laos, Myanmar and

Vietnam

Training for government officials

on how to plan for , develop

and implement a sustainable

„green office‟ culture through

resource and energy

conservation and efficiency.

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Incorporating Sustainability in

University Community Outreach

University of New South Wales, Faculty of Built Environment,

community engagement unit - FBEOutThere! Strategic Planning,

December 2005

Corporate Sustainability Assessment

with Indonesia Business Sectors

• The project is aimed to promote

sustainability scheme to business

community and assist the companies to

have long term commitment toward

sustainability, measurable progress, and

more accountable sustainability report.

Three Indonesian national companies joined this pilot project from mining, electric power and pulp & paper manufacturing sectors

PT ANTMA tbk (mining industry)

Indah Kiat Pulp & Paper

Indonesia Power

Result: All 3 companies were able to develop their own specifically tailored Sustainability Indicators to support companies‟ performance in Sustainability from planning, monitoring, evaluation, and towards Sustainability reporting

Corporate Sustainability Assessment,

Planning and Reporting - Indonesia

Result of project with AtKisson

Accelerator:

- Increasing awareness on

sustainability

- Integrated division program

- Establishment of a CSR Division.

This would be the first CSR Division

at Corporate Level for ANTAM under

Director of General Affairs & CSR in

Indonesia

- Pongkor (Gold mining) final

proposal on Learning Center for Gold

Mining and Ecotourism (It concern on

mining closure)

- Pomalaa (Nickel mining) final

proposal on Green Initiatives

(concern on mining operation)

PT ANTAM Indonesia, Jan –June

2008

Regional Policy Making

Eleven Baltic nations in a cooperative initiative for regional sustainable development

Mandate from the Prime Minister level

Driven through government ministries, but multi-stakeholder in character and governance

Seeking a new strategic mandate for 2004-2010

Adopted ISIS / Pyramid to develop a new strategy

Process to culiminate with Prime Ministers summit in June 2004

Baltic Countries’ Environmental Ministers

The Riga Proposal:

Agenda 21 for the Baltic Sea Region

The U.S. Army Installation

Sustainability Program

Individual bases (e.g. Fort Lewis) pursuing 25-yearsustainability initiatives

Bases and base commanders leading surrounding communities and other federal agencies to adopt innovations (e.g. energy, water, community involvement, smart growth)

Installation Sustainability Program won Presidential Award in 2003

Base Stakeholders Brainstorming

Sustainability Indicators

Fort Lewis Army Base, USA

Sustainable Community Development

Nine work groups met three times to develop “visions, goals, and metrics

All work groups brought together for intensive one-day working session using Pyramid

Results:

Rough draft of indicator report

Estimate of long-term trends

Rough draft systems analysis

100s of ideas for innovation

Consensus list of top 25 initiatives

Community Development of

Multi-sector stakeholders

Molby, Sweden

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10

Sustainability Indicator Projects

Orlando: Healthy Community Initiative

Compass Index

Pyramid Strategy

Expert Forums on Linkages

Sustainability Awards Program

Results:

Local funders use results to set

funding priorities

Political leaders use to focus

attention on system drivers

Sustainability Indicator Projects

Sustainable Pittsburgh ...

Regional Outreach Strategy

Compass Report and

Community Indicators

Handbook

Source: http://www.sustainablepittsburgh.org/

Results:Contributed to Launch of Smart

Growth Partnership

Pyramid Workshop to Train

Partnership Founders in S.D. and

Generate Strategic Options

Sustainability Indicator Projects New Orleans/SE Louisiana: Top 10 by 2010

Process

Regional multi-

stakeholder dialogue

process

Compass-based indicator

system

Pyramid-based strategic

planning (behind the

scenes)

Results to Date:

Direct impact on regional economic development strategy and foundation

giving as well as new insights on key challenges facing region ... and the

leverage points to address them

The ResultCompass Indicator

Report

Clear, compelling,

well-organized:

Indicator

Status

Trend

What we measure

What it means

What it connects to

What we don’t know

Data sources

Compass Index in

Pittsburgh, USA

www.sustainablepittsburgh.org

Compass Indicator ReportOrientation, Engagement,

Indicators & Assessment

Sustainability Reporting

Long experience with sustainability reporting and indicators (we helped to create the movement)

Multi-sectoral, international experience

From concept to data to web-based report

Seiyu Sustainability Report

Supported by

Japan for Sustainability

(Network Partner)

Sustainable Pittsburgh

Compass Index

Websites

Nike Report 2004

19-Feb-09

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How does the AtKisson Accelerator relate of

other prominent frameworks?

Informed by The Natural

Step process of back-

casting from Vision to

objectives and strategies

Aligns and supports

progress towards full

Global Reporting

Initiative (GRI) reporting

by providing the

management system and

process.

Can be integrated into a

„Balanced Scorecard’

Management System.

Is a Strategic

Management Systems

based on System and

Performance Indicators

(metric driven

incentives) and

Systems linkages,

similar to Balanced

Recent Booksthat include Alan AtKisson as a contributing author

The Future of Sustainability

• Compendium of essays

• AtKisson essay / manifesto: “Sustainability is Dead - Long Live Sustainability”

• Other essays by Mathis Wackernagel, Dennis & Dana Meadows, Mikhail Gorbachev etc.

(M. Keiner, Ed., Springer, 2006)

WorldChanging: A User’s Guide to the 21st Century

• State-of-the-art in sustainability (see www.WorldChanging.com)

• Hundreds of solutions, examples, and Big Ideas

• Forward by Al Gore

• Introduction by Bruce Sterling

(Alex Steffen, Ed., Abrams, 2006)

The Natural Advantage of Nations

• Compendium of theory and practice in sustainable business and government

• Forward and two chapters, other forwards by Michael Porter, Amory Lovins, William McDonough

• Introduces new methodology for sustainability training and assessment

• See http://www.naturaledgeproject.net

(K. Hargroves & M. Smith, Eds., Earthscan, 2005)

www.AtKisson.com

Believing CassandraAn Optimist Looks at a Pessimist’s World

by Alan AtKisson

• Highly readable introduction to sustainability

history, theory, practice

• Purchased in bulk for internal distribution by

U.S. Army, Nike, Queensland Government, etc.

• Bestseller in its category on Amazon.com

(1999)

US, Australian, Japanese Editions

Original Publisher:

Chelsea Green Publishing, 1999

www.AtKisson.com

The ISIS Agreement How sustainability can improve organizational performance

and transform the world (In bookstores in November)

The long-awaited follow-up to the 1999 sustainability

bestseller Believing Cassandra Published by

Earthscan, London, and now available for purchase

• „AtKisson's Accelerator tools and ISIS Method are powerful --

I've seen them in action. This book is the essential guide,

while also being an inspiring and informative read for just

about anybody.‟ — Hunter Lovins, President and founder of

Natural Capitalism Solutions; co-author of Natural Capitalism

• „There is no ancient ritual to restore Earth to wholeness and

life, but Alan AtKisson offers a credible operating manual for

making our new century an era of recovery and

regeneration.‟ — John Elkington, co-founder of SustainAbility

and Volans Ventures, and co-author of The Power of

Unreasonable People: How Social Entrepreneurs Create

Markets That Change the World

• „An excellent combination of theory, situational analysis, real

life examples and tested tools. This is a mustread book for all

who want to move the sustainability agenda forward in the

21st century.‟ — Manuel Baigorri, Director Social and

Environmental Sustainability, Levi Strauss Europe, Middle

East and Africa

www.AtKisson.com

Practical Tools for Mainstreaming

CSR & Sustainability

3-day AtKisson ISIS Accelerator

Intensive• 31 March – 2 April 2009 / Kuala Lumpur, Malaysia

http://www.regonline.com/atkisson_Malaysia_MarApr2009

• 13 -15 May 2009 / Bangkok, Thailand

www.atKisson.com

Robert Steele, Senior Associate

Tel: +662 246 7036

Mob: +6681 920 2215

[email protected]

www.AtKisson.com

Contact Us

For information on our other tools and processes,

and for more information on Compass ...