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3 Paths to Operationalize Sustainability Through Life Cycle
Management in a Company: Illustrated Applications
3.1 Sustainability as a Motivation Generator
3.1.1 What Leading Companies Are Saying About Sustainability
Value Creation Through Employees Engagement?
Employees are increasingly considered as a key stakeholder group in driving
companies to take action on sustainability issues (Accenture and United Nations
Global Compact 2013 ). For example. Beiersdorf ’s Sustainability report clearly
illustrates this pathway of value creation for companies: Nowadays, employees
express a strong interest in sustainability issues. They want to work for a company
that shares their values and actively engages them in its sustainability commitment.
This is becoming an ever more important requirement to attract, retain and motivate
employees. We fi rmly believe that we can only increase our sustainability commitment with the support of our employees. In order for our sustainability strategy to
be effective and achieve its targets, our employees need to understand what sustainability means to them in private and in business terms and how they can actively
contribute. This in turn leads to increased motivation and enhanced performance,
which benefi ts our business. (Beiersdorf 2013 ).
Starbucks is also a leading example illustrating the integration of employees,
called “partners” by Starbucks, as key stakeholders for the company and its value:
The management of Starbucks considers that one of the major reasons for Starbucks
success is the “partners” and the relationship they form each day with the customers, and not the coffee itself. Starbucks thus invests a lot in its employees through
equal treatment, a strong internal communication and feedbacks politic as well as
social measures. This creates an interactive structure with “partners” in the center
that makes the employees commit and identify themselves with the company.
Starbucks sells the concept of the brand to their employees fi rst, making them part
of the story and ensuring their personal investment in the company’s development,
as they believe in the company and contribute to its success out of self-interest.
(Starbucks, Global responsibility report 2013 ). “We built the Starbucks brand fi rst
with our people, not with consumers. Because we believed the best way to meet and
exceed the expectations of our customers was to hire and train great people, we
invested in employees.” (Starbucks 2013 ).
3 Life Cycle Management as a Way to Operationalize Sustainability Within…
3 Paths to Operationalize Sustainability Through Life Cycle
Management in a Company: Illustrated Applications
3.1 Sustainability as a Motivation Generator
3.1.1 What Leading Companies Are Saying About Sustainability
Value Creation Through Employees Engagement?
Employees are increasingly considered as a key stakeholder group in driving
companies to take action on sustainability issues (Accenture and United Nations
Global Compact 2013 ). For example. Beiersdorf ’s Sustainability report clearly
illustrates this pathway of value creation for companies: Nowadays, employees
express a strong interest in sustainability issues. They want to work for a company
that shares their values and actively engages them in its sustainability commitment.
This is becoming an ever more important requirement to attract, retain and motivate
employees. We fi rmly believe that we can only increase our sustainability commitment with the support of our employees. In order for our sustainability strategy to
be effective and achieve its targets, our employees need to understand what sustainability means to them in private and in business terms and how they can actively
contribute. This in turn leads to increased motivation and enhanced performance,
which benefi ts our business. (Beiersdorf 2013 ).
Starbucks is also a leading example illustrating the integration of employees,
called “partners” by Starbucks, as key stakeholders for the company and its value:
The management of Starbucks considers that one of the major reasons for Starbucks
success is the “partners” and the relationship they form each day with the customers, and not the coffee itself. Starbucks thus invests a lot in its employees through
equal treatment, a strong internal communication and feedbacks politic as well as
social measures. This creates an interactive structure with “partners” in the center
that makes the employees commit and identify themselves with the company.
Starbucks sells the concept of the brand to their employees fi rst, making them part
of the story and ensuring their personal investment in the company’s development,
as they believe in the company and contribute to its success out of self-interest.
(Starbucks, Global responsibility report 2013 ). “We built the Starbucks brand fi rst
with our people, not with consumers. Because we believed the best way to meet and
exceed the expectations of our customers was to hire and train great people, we
invested in employees.” (Starbucks 2013 ).
3 Life Cycle Management as a Way to Operationalize Sustainability Within…