Our Sustainability

It all begins with an idea. Maybe you want to launch a business. Maybe you want to turn a hobby into something more.

To achieve future prosperity, improving corporate sustainability (CS) has become an essential goal for enterprises. The concept of CS originates from the notion of “sustainable development” outlined in the Brundtland Report (WCED, 1987), which defines CS as a form of positive development that meets present needs without compromising the ability of future generations to meet their own needs. 

Since then, the academic community has engaged in extensive research to define and measure CS. Székely and Knirsch (2005) argued that the development of CS goes beyond profit growth and shareholder value, encompassing brand success and ethical practices. Markevich (2009) added that regulatory compliance, incremental mitigation, and mission transformation should also be incorporated into the CS framework. 

Additionally, Marshall and Brown (2003) suggested that the ability to recycle and regenerate both natural and human resources should be considered in the measurement of CS.

In summary, CS is a complex concept, but most analyses are driven by one of four distinct frameworks: the socio-efficiency framework (Wood, 2010; San-Jose, Retolaza, and Lamarque, 2018), the economic-efficiency framework (Girón et al., 2021), the environmental framework (Tyteca et al., 2002; Hernádi, 2012; Caiado et al., 2017), and the triple-bottom-line framework (Gimenez, Sierra, and Rodon, 2012; Kucukvar and Tatari, 2013). 

The socio-efficiency framework typically aims to assess whether corporate activities meet broader social and ethical requirements, such as equity, health, and human rights (Hutchins and Sutherland, 2008; San-Jose, Retolaza, and Lamarque, 2018). 

The economic-efficiency framework focuses on future organizational wealth and financial stability through current strategies, such as cost leadership, risk evaluation, and hedging (Schaltegger, Lüdeke-Freund, and Hansen, 2012; Girón et al., 2021). 

The environmental framework examines whether a firm’s operations and production processes are environmentally sustainable, evaluating indicators like biodiversity loss, air emissions, and climate change impact (Delmas and Blass, 2010; Hernádi, 2012). 

Lastly, the triple-bottom-line framework emphasizes that social, economic, and environmental dimensions should be considered simultaneously in measuring CS performance (Gimenez, Sierra, and Rodon, 2012).

Although these frameworks help enterprises understand the importance of CS, existing guidelines or precedents for establishing sustainability strategies are often difficult to replicate due to the varying conditions of individual companies. For instance, a large-scale survey by Kiron et al. (2017) revealed that while 90% of executives recognize the close connection between sustainability visions and business practices, nearly 30% of companies have yet to develop a sustainability strategy. 

Meuer, Koelbel, and Hoffmann (2020) further noted that it is challenging for companies to effectively integrate sustainability into their core activities due to a lack of clarity about the essence of sustainability. 

To address this gap, we will focus on assessing our current eligibility and capabilities, always prioritizing a scientific and objective approach to implementing sustainability strategies. We will apply 4C-2P model to manage our CS.