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A more active agenda
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Survey 2011
Sustainability
Exhibit 1 of 6
Exhibit title: Moving beyond reputation
Exhibit 1
Company is currently
taking action
63
61
Company is
more effective than
competitors
47
44
57
51
46
43
38
38
50
48
56
46
31
59
28
28
50
26
48
22
61
41
18
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52
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Survey
2011
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Sustainability
Exhibit 2 of 6
Exhibit title: Widespread integration
Exhibit 2
Widespread integration
% of respondents, n = 2,956
Business processes into which sustainability has been completely or mostly integrated
67
57
Strategic planning
External communications
60
Marketing
54
Corporate culture
59
Employee engagement
Internal communications
58
41
Operations
58
Budgeting process
39
50
Survey 2011
Sustainability
Exhibit 3 of 6
Exhibit title: Little change across leadership criteria
Exhibit 3
Most
important
agenda priority
2011, n = 3,203
2010, n = 1,946
31
30
Sustainability is embedded
in business practices,
with a formal program to
address issues
24
22
A formal sustainability
program to address issues
18
16
]!!
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2011,
n = 2,956
18
20
8
8
A topthree agenda
priority
A priority,
but not
top three
Not a
significant
agenda item
2010,
3
n = 1,749
26
45
23
48
22
24
Sustainability is embedded
in business practices,
with no formal program to
address issues
No sustainability activities
2011,
3
n = 2,956
2010,
4
n = 1,705
Very
Somewhat
24
28
Slightly
46
40
Not at all
21
21
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Leading the way with a strategic approach
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Survey 2011
Sustainability
Exhibit 4 of 6
Exhibit title: Leading with action
Exhibit 4
Value-creation
levers
Growth
Company is currently
taking action
Committing R&D resources to
sustainable products
19
61
60
74
44
44
!"#$%&'()$(*%"+,'"-(%+$.$)"/)'(0*"1('+2"'."/('($"'3"*,$"-4'5$2"-.$"('*"%,'+(6
74
43
68
41
73
41
80
53
69
35
64
67
72
43
77
49
19
76
58
36
46
73
40
70
70
44
66
Risk
management
46
44
24
85
50
42
15
78
57
70
35
80
53
58
25
62
28
Leveraging sustainability of
existing products to reach new
customers or markets
48
68
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7'4'7,!9%('!+$(-$'0".!-.$"%#+\!9*.&!&"0&'(!+&-('+!%8!7'-/'(+!-('!9-#-0"#0!$&'"(!)*+"#'++!
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+*+$-"#-)"7"$3!6(%0(-9+!"#!67-.'!$%!('+6%#/!$%!('0*7-$%(3!('Q*"('9'#$+,!.%96-('/!<"$&!!
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Survey 2011
Sustainability
Exhibit 5 of 6
Exhibit title: Fewer barriers for leaders
Exhibit 5
13
15
33
32
31
21
11
28
25
25
24
11
Sustainability department is
disconnected from the rest of the
organization, or is too low to
be influential
16
11
13
21
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-('!8-(!9%('!A#%<7'/0'-)7'!-)%*$!$&'"(!.%96-#"'+@!+*+$-"#-)"7"$3!-.$"4"$"'+:-#/!$&-$!
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Survey 2011
Sustainability
Exhibit 6 of 6
Exhibit title: Value varies by industry
Exhibit 6
Value-creation
levers
Growth
17
Leveraging sustainability of
existing products to reach new
customers or markets
15
20
13
11
13
Retail (1)
10
15
13
20
8
13
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55
Related thinking
How companies
manage sustainability:
McKinsey Global
Survey results
Looking ahead
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Building a sustainable
Ford Motor Company:
An interview with
Bill Ford
Global forces shaping
the future of business
and society
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Survey
2011
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Sustainability
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Exhibit 7 of 8
Exhibit title: Capturing value in three key areas
Exhibit 1
Innovation and
new products
Composition
of business
portfolio
Reaching new
customers and
markets
Growth
Green
sales and
marketing
Regulatory
management
Risk
management
Reputation
management
Operational-risk
management
Returns
on capital
Sustainable
value chains
Sustainable
operations (eg,
reducing
emissions, energy,
waste, water)
5P
Survey 2011
Sustainability
Exhibit 8 of 8
Exhibit title: Industry-specific opportunities
Exhibit 2
Industry-specific opportunities
Potential value from sustainability activities
over the next 5 years, by industry
Energy
Significant value
Extractive
industries1
Modest value
High tech,
telecom
Little to no value
Retail
Growth
Composition of business portfolio
Innovation and new products
New markets
Returns on capital
Green sales and marketing
Sustainable value chains
Sustainable operations
Risk management
Operational-risk management
Reputation management
Regulatory management
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5T
Related thinking
The business
of sustainability:
McKinsey Global
Survey results
The business
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opportunity in water
conservation
Sheila BoniniLVDFRQVXOWDQWLQ0F.LQVH\V6LOLFRQ9DOOH\RIFHDQGStephan Grner!"+!-!
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