Renewables

Showing 1-8 of 8

Dave Stangis, vice president of corporate social responsibility and sustainability for Campbell Soup

Using Creative Tension to Reach Big Goals

Setting long-term sustainability goals gives managers and employees permission to think about what’s really possible, says Dave Stangis, vice president of corporate social responsibility and sustainability at Campbell Soup. “It’s a much more effective way to drive system-wide, enterprise change.”
Christian Rynning-Tønnesen, President and CEO of Statkraft

The Power to Adapt: Building One of the World’s Largest Renewables Power Producers

The ability to create strategies and adapt to changing conditions quickly is critical for maintaining a competitive edge, says Christian Rynning-Tønnesen, the CEO of Statkraft, one of the largest power producers in the world. Building the organizational structures to support that demands shared values and solid management.

Jim Rogers, Chairman, President and CEO of Duke Energy.

Duke Energy’s Plan To Take Over Your Kitchen — and Take Down Your Energy Use

Can a company that supplies electricity really become a partner in helping customers optimize their electric use? Absolutely, says Jim Rogers, chairman, president and CEO of Duke Energy: “We can make it totally back of mind for you, and we can create huge productivity gains in the process.”

advertisement

Image courtesy of Flickr user indywriter

New Sustainability Study: The ‘Embracers’ Seize Advantage

How fast are businesses adopting sustainability-driven management? The new Sustainability & Innovation Study identifies two distinct camps — ‘embracers’ and ‘cautious adopters’ — and offers a snapshot of how the management future will look.

Image courtesy of Flickr user Lee Jordan.

From “Trust Me” to “Show Me”: Moving Sustainability at Shell Oil From “Priority” to “Core Value”

The timeline of energy development projects now is largely driven by sustainability and social performance issues, says Marvin Odum, president of Shell Oil. That’s prompting innovations in how the company involves external stakeholders, incentivizes employees and drives changes throughout the entire energy industry.
sust-report-2011-500
Free Article

Sustainability: The ‘Embracers’ Seize Advantage

This report on the second annual Sustainability & Innovation Global Executive Study by MIT Sloan Management Review and The Boston Consulting Group reveals two distinct camps of companies: “embracers” — those who place sustainability high on their agenda — and “cautious adopters,” who focus more on energy cost savings, material efficiency, and risk mitigation. The report identifies seven practices exhibited by embracers, which together begin to define sustainability-driven management.

Showing 1-8 of 8