M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 1
ATampT Corporate Sustainability Assessment
and
Pathway for Improvement
Prepared by
Cesar Marolla
HUID 30779339
In partial fulfillment of the requirements for
E-135 CORPORATE SUSTAINABILITY STRATEGY
Harvard University
51 Brattle Street Cambridge MA 02138 USA
January 30 2012
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 2
TABLE OF CONTENTS
10 INTRODUCTION 3
11 Company Description3
12 Business Case3
13 Positive View 3
20 BACKGROUND4
21 Sustainability Footprint 4
22 Corporate Regulatory Compliance amp Governance hellip5
23 Stakeholder Engagementhelliphellip6
30 DISCUSSION 8
31 Environmental Responsibility 8
32 Social Responsibility8
33 Economic Responsibility9
331 Better Management of Business Riskshelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphellip10
34 Corporate Sustainability Strategy10
341 ProductService Differentiationhelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphellip11
342 Product Stewardship Policyhelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphellip11
35 Corporate Sustainability Management System12
36 Internal and External Communication 13
37 Supply Chain Management 14
38 Product Design Marketing and Stewardship15
40 RESULTS 17
41 Outcomes17
42 Metrics17
421 ATampT Conversion from Lagging to Leading Indicators to Improve SMShelliphelliphelliphelliphelliphellip19
43 Ensure Transparency and Accountabilityhelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphellip20
50 REFERENCES 21
LIST OF CHARTS
Chart 1 ATampT GHG Emissions by Scope 4
Chart 2 Strategic Materiality Assessment 6
Chart 3 ATampT Environment Health and Safety Management System
ISO 14001 EMS Elementshelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphellip12
Chart 4 CO2e Reduction Potential of ICT Industry Solutions 13
Chart 5 Key Materiality Matrixhelliphelliphelliphelliphelliphelliphelliphelliphellip 18
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 3
10 INTRODUCTION
11 Company Description
ATampT Inc common stock is listed on the New York Stock Exchange and is registered as a
Fortune 500 Remarkably the organization is one of the 30 stocks that make up the Dow Jones
Industrial Average Last year it reported consolidated revenue of $123 billion and is currently
serving 955 million wireless subscribers They have licensing for spectrum in all 50 US states
the District of Columbia Puerto Rico and the US Virgin Islands Furthermore they have the
best worldwide coverage of any US carrier with voice coverage in more than 220 countries
data roaming in more than 200 countries and mobile broadband in more than 130 countries
(Atampt company information 2011)
12 Business Case
ATampT is dedicated within the organization to sustainable business practices They are now
included in the 2010 Dow Jones Sustainability North America Index (DJSI) One of the worlds
most recognizable sustainability indexes the DJSI North America is based on a meticulous
analysis of corporate economic environmental and social performance The index tracks the
performance of the top 20 percent of the 600 biggest North American companies in the Dow
Jones Global Total Stock Market Index that lead the field in terms of sustainability ( A t ampt
i n c lu d ed i n 2 01 1) The company focuses in three critical outcomes more efficient energy
consumption minimize global GHG emissions and lesser cost They follow the
recommendations contained in the GeSI SMART 2020 report and the specific areas where
ATampT products and services have the potential to harness the network offset effect and have
energy efficiency and diminish environmental impact by reducing CO2e emissions (Networking
for sustainability 2010)
13 Positive View
ATampT is rigorously committed to environmental sustainability The organization is harnessing
the scale of their network to deliver more sustainable solutions as ATampT connects people and
businesses seamlessly highlighting efficiency and minimizing the environmental impact The
environmental sustainability commitment is based on three tenants
Minimizing Our Environmental Impact The commitment is emphasized in reducing the
environmental footprint with the same leadership the organization is focused in every aspect of
the business
Connecting People and Business The company Information Communications Technology (ICT)
products and services enable their customers to boost energy effectiveness and productivity and
at the same time the company reduces carbon emissions
Leading Innovation and Technology Commitment to harnessing technology and innovation to
implement and build forward-looking technologies that meet environmental needs in our
challenging times (Environmental sustainability commitment 2011)
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 4
20 BACKGROUND
21 Sustainability Footprint
The sustainability footprint is amalgamated in the complete inventory of all activities products
and services associated with the organization These activities are focused in a very complex
process that begins with a gate-to-gate evaluation of the activities The organization uses energy
water materials that are part of the inventory and other non-product outputs often referred to as
wastes emissions discharges etc The supply chain must be examined and the organization
needs to look to its customers and follow the products and services to their end of life (Pojasek
2011) ATampT has been included since 2010 in the Carbon Disclosure Projectrsquos CDP Carbon
Disclosure Leadership Index (CDLI) and collects data on greenhouse gas (GHG) emissions as
well as risks and opportunities associated with climate change ATampT GHG emissions stayed
relatively steady in 2010 compared to 2009 (Greenhouse gas emissions 2011)
Chart (Greenhouse gas emissions 2011)
Scope 1 (Direct Emissions) The main source of direct emission are from vehicles
and ATampT has established a comprehensive plan to minimize the impact of it and
implemented an action plan to buy 3487 alternative-fuel cars and drastically reduced the
GHG emissions to a 43 The organization has a long term vision of having 15000
alternative-fuel vehicles through 2018 (Greenhouse gas emissions 2011)
Scope 2 (Indirect Emissions) This scope comprise for almost 87 of ATampT
GHG emissions Steam and electricity are the major sources of emission and they stay
firm for the last few years (Greenhouse gas emissions 2011)
Scope 3 (Other emissions) There is a continue focus on minimizing traveling and
conducting business transactions meeting conferences and other sources of operations
trough a commitment in deterring the extra expenses and subsequently the environmental
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 5
impact business meeting and moving from one facility to another will have in the
company sustainable business practice (Greenhouse gas emissions 2011)
The company has reached savings of more than $41 million in travel dollars and more
than 2500 metric tons of CO2-e emissions avoided last year Furthermore ATampT is now
part of the Carbon Disclosure Project (CDP) Supply Chain Initiative which provides a
close monitoring of GHG emissions and accurate data that includes suppliers vendors
and third parties operations The organization is looking to provide transparency through
actions and reported measurements of information (Greenhouse gas emissions 2011)
22 Corporate Regulatory Compliance amp Governance
Setting a strategy or organizational oversight is a fundamental task for ATampT It can be
identified as follow ldquoProcedures of the highest governance body for overseeing the
organizationrsquos identification and management of economic environmental and social
performance including relevant risks and opportunities and adherence or compliance with
internationally agreed standards codes of conduct and principlesrdquo (ldquoPojasekamp Farverrdquo 2011)
The company has available the 2010 ATampT Sustainability report framework that summarizes the
corporate compliance addressing its three responsibilities To assess how the company is doing
ATampT established several key performance indicators (KPIs) to measure its progress year-over-
year The organization makes an effort through available reports to identify the important areas to the
stakeholders and the business (Meet the possibility 2011) The codes of conduct ethics and
international compliance are also amalgamated in the report and it is highlighted by the
following procedures that encompass the issues of citizenship and sustainability commitment
Emphasizing the involvement in the communities ATampT reinforce the commitment to a social
cause developing educational programs and generating opportunities for jobs and development
The organization promotes a good work environment where growth and good performance are
accentuated and rewarded Diversity play a big role as it workforce is compose of a variety of
different backgrounds and cultures that enrich the foundation of the company (Workforce
inclusion 2007)
Furthermore integrity and high standards of ethics are implemented in the day by day operations
to secure a sense of responsibility and accountability The focuses on the environmental impact
that affect the communities involved people and their global operations as a whole are very
important for the company as they understand the significance of their actions and its relevance
ATampT connects millions of people worldwide and they have been steady in their commitment to
create innovative and sustainable products to make a harmonious balance between the
environment people and business (The atampt technology 2011) Lastly the company is a leading
force in developing new technologies to make a sustainable difference in society (Six focus
areas 2010) ATampTrsquos philosophy toward corporate social responsibility emphasizes a
commitment to serving their customers stockholders employees suppliers and communities
with attention to quality care and value They have a philosophy of good behavior that is related
according to their statements with good citizenship on a global scale Therefore ATampT Inc is
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 6
committed to the highest standards of ethics integrity personal and corporate responsibility and
adherence to laws and regulations that rule its organization (Social responsibility report 2006)
23 Stakeholder Engagement
Identifying the stakeholders is essential to understand its function and get a clear concept on the
individuals that are affected by the organizationrsquos effect on the environment or on social capital
For a multinational corporation these include shareholders creditors regulators employees
customers suppliers business partners governments nongovernment organizations (NGOs)
international business associations and a host of other parties involved (Pojasek R amp Farver S
2011) ATampT is a company with global connotations and stakeholder engagement is
fundamental to become a successful organization particularly in our present time Value creation
for everyone involved in enterprise is essential to creating common reason and concentrate on
the concerns the company is currently facing (Partridge Ket al 2005)
Stakeholder engagement is emphasized in the priorities ATampT is focusing in regards of energy
consumption network reliability customer satisfaction and security diversity at the workplace
volunteerism and how innovative products and services impact the environment All these
factors are consequently influential in the stakeholderrsquos engagement and present the basis of
good corporate governance The following chart represents the aforementioned priorities for the
organization
Hazardous waste reduction Content protection Network equipment recycling Conflict minerals Customer products Recycling
Disaster response Products that enable social amp Disaster response Products that enable social amp environmental benefit Company GHG emissions Supplier standards Supplier performance
Company energy use Network reliability Customer Company energy use Network reliability Customer privacy amp data security Innovation Customer satisfaction Employee diversity Network security privacy amp data security Innovation
Non-hazardous waste reduction
Freedom of expression Deployment for rural amp underserved areas Relationship w government (Law Enforcement)
Education Volunteerism Online risks amp safety Life cycle assessment Water usage Giving amp philanthropy Cell tower impacts Intellectual property rights Talent acquisition amp retention
Supplier diversity Ethics amp integrity Product safety Inclusivity ndash access amp aging
Icreasing Importance
to Stakeholders
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 7
Compensation benefits working hours amp wages Off-shoring Outsourcing
Packaging Freedom of association Occupational health amp safety RestructuringDownsizing WorkLife Balance
Paper consumption Employee engagement
C h ar t ( S t r a t eg i c m at e r i a l i t y a s s es smen t 20 11 )
Furthermore external stakeholder engagement became a priority in recent years and they include
the following NGOs EPA Unions government agencies residents local communities The
company engages its stakeholders on a global scale and consequently it is implementing a
stakeholder engagement program that emphasizes connecting the different stakeholders in
activities that benefit not only the company but all the parties involved As a global corporation
the stakeholders engagement take a long distance dimension that needs to be minimize to cut
costs and deter the environmental impact Therefore ATampT is implementing a successful
program to maximize the tools available quantifying the benefits of Telepresence is a good start
that could cut the GHG emissions That is comparable to removing more than 1 million
passenger vehicles from the road for one year (Meet the possibility 2011)
Additionally employees can work with external stakeholders to emphasis the companyrsquos
priorities in regards of environmental issues and prevent or clean up environmental degradation
ATampT has implemented a program to pay employees for a day to volunteer in NGO
environmental programs or directly with environmental organizations that helps the community
and its citizens One of the fundamental reasons for this productive engagement is incorporating
the stakeholdersrsquo perspectives and experiences and strategy design can improve and help to
manage the corporationrsquos external change better (Andriof 2002)
A proactive approach to stakeholdersrsquo engagement needs to be promoted within the company
and ATampT could benefit from it by implementing stakeholders engagement principles that can
provide the companyrsquos expectations in that regards and create a measure for the engagement
process to be evaluated (Blackburn 2008)
ATampT would be benefiting if the company takes three measures to tail a proactive stakeholdersrsquo
engagement
1) Raise awareness within the company leadership about the process and benefits
2) Emphasis and develop appropriate skills and knowledge throughout the organization
3) Send a concise and clear message that a proactive approach to stakeholdersrsquo engagement is
encourage and appropriately reward the managers who follow this path to success (Blackburn
2008)
Increasing Influence on Business Success
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 8
Nevertheless creating a position of Stakeholders Relations as the company Novo Nordisk has
created can lead to an effective inter-relation and clear communication between the parties
involved Therefore these actions are going to create value to the stakeholdersrsquo engagement and
enhance the companyrsquos credibility (Blackburn 2008)
30 DISCUSSION
31 Environmental Responsibility
ATampT has implemented for the last 6 years an environmental program that has contributed to
tangible and measurable results However because of the fast pace of technology and
consumerrsquos demand this established parameters change constantly and the need to adapt is
crucial Summarizing those points in regards of how ATampT faces its environmental
responsibility is operating in a way to increase efficiency and minimize the impact to the
environment As of 2010 144 million customers use paperless billing 37 million cell phones
collected for recycling 569 million pounds of network scrap materials kept out of landfills
through reusing selling and recycling materials and 3487 alternative-fuel vehicles deployed in
538 cities as part of our commitment to deploy approximately 15000 alternative-fuel vehicles
through 2018 (Environment 2011)
Furthermore besides the mentioned positive steps toward a concise environmental program
ATampT has implemented the Environment Health and Safety Management System that
incorporates elements of ISO 14001 EMS standard and applies to its
Environment Health and Safety Programs (environment health 2011) ATampT consumes large
amounts of energy and it can gain benefits by emphasizing the use of ISO 50001 that is designed
to help organizations make improve their energy-consuming assets appraise and prioritize the
execution of energy-efficient technology considering that ATampT is a major player in the world
and encourage competence all the way through the supply chain It can be integrated with other
management standards especially ISO 14001 on environmental management and ISO 9001 on
quality management (Iso 50001 energy 2011) Because ATampT carries a large socio-economic
and environmental impact beyond its frontiers of operations (as any global corporation) that
leads to depleting resources and incrementing the issues related to climate change ISO 50001
can improve energy performance and lessen the deteriorating effects of energy consumption
32 Social Responsibility
ATampT materializes its social responsibility seriously with tangible actions The company has
formed the ATampT Business Sustainability Advisory Council dedicated to advising ATampT on the
powerful linkage between information and communications technology (ICT) and helping
customers minimize the environmental impact of their operations The council will work to
further the cause of measurement methodologies and technology use cases to help business
customers better quantify the impact of ICT-enabled solutions for greenhouse gas reduction
(Environmental sustainability2011) Although these efforts are highly valuable social
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 9
responsibility has a global context that needs to be implemented without borders and ATampT can
definitely benefit from implementing those great ideas into action from a leadership stand point
The company has operations worldwide and interexchange business in developed and developing
countries providing a great opportunity to become a pioneer in that respect and ISO 2600 can
provide the necessary framework to accomplish that ldquoISO implemented the principle of
twinning (twin leadership between a developed and developing country) in the ISO Working
Group on Social Responsibility (ISOWG SR) to a greater extent than had yet been carried out in
a any ISO standards development group This meant that not only the WG but also each sub-
working group and any other group that was established was headed by representatives of
developing countries and developed countries on an equitable basisrdquo (How developing
countries 2011) This provides the open doors to get involved internationally with a framework
that is highly effective in a global context and leads to a meaningful participation among the
parties involved ISO 2600 help to identify relevant issues and to set its priorities The following
core subjects should be addressed
a) Organizational governance b) Human rights c) Labour practices d) The environment e) Fair
operating practices f) Consumer issues g) Community involvement and development (Guidance
on social 2011)
33 Economic Responsibility
ldquoEconomic responsibility relates to an organizationrsquos impact on the economic wellbeing of its
stakeholders The direct impacts of economic responsibility are measured as monetary flows
between the organization and its stakeholder groupsrdquo (ldquoPojasek R amp Farver Srdquo 2011) ATampT
economic responsibility is addressed by their financial report filed with the US Securities and
Exchange Commission It also identifies resources materials and safety regulation with the
actions taken by the Executive Environmental Council (EEC) This council receives updates on
compliance to minimize risk to the corporation Moreover the EHampS Leadership team in
collaboration with the Legal Department evaluates EHampS programs (based on data collected
from reviews audits new regulatory requirements etc) and develops strategies and plans to
improve the management system and compliance programs as part of the organizational goals
and EHampS plans reducing risk and minimizing operation deficiency ( A t ampt en v i r onm ent
h ea l th 2 01 0 )
The company has been experience a decade long profitability with estimated revenue o f $3148
billion for Q3 2011 The company also added 319000 subscribers in that quarter compared with
the median expectation for 311000 from nine analysts contacted by Reuters (Atampt incs (tn)
2011) The organization used to be the only US carrier to sell the most popular mobile device in
recent memory the iPhone ldquoATampT today announced it activated more than 1 million iPhone
4Srsquo as of Tuesday (Oct 18 2011) making it the most successful iPhone launch in the companyrsquos
historyrdquo (Atampt activates one 2011) This device alone made the company millions of dollars
in revenue by far and even though the phone is carried by other competitors now the iPhone still
is a mega player among the companyrsquos smart phones Nevertheless risk plays an important role
in economic responsibility strategy ldquoReduction of risk is a key part of an organizationrsquos
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 10
economic responsibilityrdquo (Pojasek R amp Farver S 2011) There are several improvements in this
area that ATampT can aggressively focus
331 Better Management of Business Risks
The company needs to remain competitive operating in a global marketplace and the importance
of anticipating managing and responding to business risks has become crucial If the corporate
sustainability system incorporates a management team to determine minimize and ensure that
potential risks and liabilities are accounted parallel with the companys entire value chain
decreasing the severity of those risks and even achieving preferred status for financing and
insurance in the process it will benefit and maximize the utility of the system itself (Quadir
2011) Implementing and utilizing ISO 31000 ndash Risk management can drastically improve the
business operation and its corporate sustainability strategy as a toolbox that carries many benefits
(Iso 31000 ndash 2008)
Using this Standard ATampT might focus in the following
Overspending
Delays
Non compliance with policies and regulations
(Iso 31000 ndash 2008)
ATampT has Scalability ndash flexible solutions from low-cost equipment moves to fully-managed no-
downtime transitions which is characteristic of a system model or function that describes its
capability to cope and perform under an increased or expanding workload (What does
scalability 2011) This system can reduce risk and interference as well as i ncreasing
efficiencies and savings but it is mostly used in Internet Data Center Relocations and the
company doesnrsquot include it in a comprehensive sustainability program Therefore implementing
the tools available from ISO 31000 will minimize the ldquobadrdquo risks to maximize the companyrsquos
value and competitive advantage
34 Corporate Sustainability Strategy
The corporationrsquos sustainability strategy shows a consistent direction and currently highlights
three elements Fleet Investments Business Solution to e-Waste and Measuring Electricity
Consumption but the strategy does not stop there Even ATampTrsquos community outreach efforts
focus on causes such as technology training in schools with high dropout rates which has social
connotations (Atampt aligning business 2011) While ATampT is currently taking in hand the
ever-changing business challenges with a strategic approach the company is not addressing the
environmental social and economic impacts of all its activities products and services to
determine the organizationrsquos impact ldquoManagement system planning efforts involve identifying
ALL of the activities and determining their impacts on the environmental social and economic
elements of the sustainability programrdquo (Operations are the 2011) Although the companyrsquos
sustainability strategy is walking a positive path the following suggestions will enhance the
already implemented plan for the long term
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 11
341 ProductService Differentiation
Increasing the market share of the organization is a goal of any business venture that carries
many risks and strategic plans with a long term business model ATampT has a large variety of cell
phone devices that are popular and efficient in regards of services effectiveness as well as
innovation The company needs to focus in environmentally and socially responsible products
that will gain a new loyal customer base to solidify growth Consumers want to feel good about
the products and service the buy therefore customers demand for new products will vault to
new dimensions with high expectations on the devices offered Innovating and re-engineering
present devices to sustainable services is crucial to adapt to the new changes in the marketplace
Presenting new cell phones with environmentally friendly materials can provide a competitive
advantage that will differentiate the company from competitors and produce high return on
investment (Productservice differentiation 2011)
Alliances and business deals with manufactures are important to consolidate the production and
distribution of ldquoe-Phonesrdquo These devices are made of recycled products and offered to
consumers for a reasonable competitive price in todayrsquos market ldquoT-Mobile USA Inc and
Motorola today announced the retail availability of the MOTO W233 Renew the ideal mobile
phone for eco-conscious consumers A first of its kind and initially exclusive to only T-Mobilereg
customers the plastic phone housing for the Renew is comprised of recycled water bottles and is
entirely recyclablerdquo (Mototrade w233 renew 2009) The T-Mobile phone can be a predecessor
of a new wave of renewable devices that can attract the consumerrsquos interest and if ATampT adapt a
policy of developing this type of devices and make them marketable the company will expand
its market share wisely and efficiently
342 Product Stewardship Policy
ATampT needs to implement a policy of product stewardship to make sure all those involved in the
life cycle of its products and services are accountable for the environmental impact it causes To
assure of that policy implementation the company should have the following objectives
The company will collect 100 of its electronic waste for reuse and recycling
For every 10 phones the company sells ATampT guarantee to collect 9 phones for reuse or
recycling
ATampT will require its vendorssuppliers and manufacturers to meet the companyrsquos
certification requirements by 2013
All ATampT-branded electronics should meet the companyrsquos scorecard criteria for
environmental design
The company should be committed to procuring 10 of its energy needs from
renewables on a realistic time frame goal
Required its vendors to supply more eco-friendly devices
The company should work with a several environmental organizations to hash out issues
including the reduction of its carbon footprint and improving productsrsquo designndashwith the
recycling devices at the forefront of ATampTrsquos efforts (Sprint establishes first-in-industry
2011)
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 12
Telecommunication companies have never placed a policy of this magnitude before until Sprint
published it this year Sprint is so far the only wireless carrier to have a stewardship policy that
set the standards for the industry ldquoTo clearly state Sprintrsquos pledge to responsibly address
electronic waste (e-waste) we have published an Electronics Stewardship Policy A first for the
telecommunications industry this policy outlines how Sprint is focusing on the full lifecycle of
the electronics we buy and sellrdquo (Sprint recycle 2011) Sprint is a leader in that regards and
exemplifies a business action that ATampT can follow and subsequently establish a common
denominator among the wireless industry players
35 Corporate Sustainability Management System
ATampT developed a combined Environment Health and Safety (EHampS) Management System
which is designed to use elements of ISO 14001 EMS standard and applies to Environment
Health and Safety Programs ATampT does not maintain external registrations or certifications
with external registrars for this management system ( Atampt environment health 2010) ATampT
has been utilizing ISO 14001 Standard since 1997 as an important framework in the decision-
making process to face the corporate environmental issues a global company faces in todayrsquos
business climate Integrating ISO 14001 program with the quality management system (ISO
90012000) andor with an occupational health and safety management system such as OHSAS
18001 ANSI Z-10 or the United States Occupational Safety and Health Administrationrsquos
Voluntary Protection Program can create value and establish a comprehensive business model
for the organization (Pojasek 2007) The following chart represents the companyrsquos program
implementing management systems elements
ATampT Environment Health and Safety Management System ISO 14001 EMS Elements
Evaluation of Environmental Aspects The EHampS leadership team consults periodically
with the Legal Department to discuss future programs and risks regarding compliance
programs
Legal and Other Requirements EHampS Technical Support directs the EHampS ldquolegregrdquo
process which tracks and evaluates new and proposed regulation and legislation
Objectives and Targets the EHampS Leadership team develops the objectives and targets for
the EHampS organization as part of ATampTrsquos performance management program ldquoe-
performancerdquo Progress towards achievement of goals is evaluated quarterly by EHampS
associates and supervisors
EMS program Each business unit has an EHampS Plan Target document through which it
implements key business unites and partners-specific requirements and responsibilities
Chart (Programs implementing management 2010)
In 2008 the US Addendum to the Global e-Sustainability Initiative (GeSI) sponsored study
SMART 2020 Enabling the Low Carbon Economy in the Information Age estimated that ICT-
enabled solutions could cut annual CO2 emissions in the US by up to 22 percent in 2020 This
translates to gross energy and fuel savings of as much as $240 billion annually Therefore
ATampT outlined the opportunity to deter its emission through this comprehensive report that
highlights the issues and present practical solutions to the information and communication
technology businesses ( Connecting people and 2011)
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 13
The prior statement shows a commitment by the organization to develop programs that follow
the guidance of SMART 2020 report Although ATampT highlights the benefits of meeting
compliance of the standard ISO 14001 and other EHampS programs the implementation of such
programs is still lagging Consequently the following recommendation can be implemented to
enhance the existing program and develop new frameworks to improve in those areas that are
emphasized in the SMART 2020 report
The CO2e reduction potential of ICT industry solutions is examined across four key usage areas
Smart Workplaces Combines innovative video audio and interactive elements to create a
unique virtual presence over the network mdash giving users an immersive in-person experience
Smart Data Centers ldquoThin clientrdquo hardwaresoftware solution allows employees to access full
desktop and file system from any location with secure encrypted 2-way transmission and no
physical storage of data on the employee device Flexible telephony system (provided by Access
Line) allows routing of phone calls to any location desired
Smart Transportation Reduction in Carbon emissions from personal vehicles
Decrease in the traffic load on the road system
Provides incentives for individuals to use more efficient forms of transportation
Encourages a modal shift from privatepersonal transportation to public transport services
Smart Electric Grids Reducing waste generation and improving process efficiencies in its
semiconductor manufacturing operations In order to achieve water and energy savings which
resulted in reduction in associated CO2 emissions the company brought together the following
components
Smart Water amp Electrical Grid
Statistical Process Control
Peak Power Management
Effective use of sensor data
ISO 14001 Compliance
Lean Manufacturing Tools
Employee Participation amp Awareness
Chart amp text (Neves L et al 2008)
The benefits of implementing effectively the guidance developed by The Climate Group in
partnership with the GeSI ldquoSMART 2020 Enabling the Low Carbon Economy in the
Information Agerdquo can be envisioned through increased speed decision-making and improved
employee productivity Nevertheless it also minimizes dependency in physical travel efficiently
maximizes road networks and mitigates traffic carrying capacity (Neves L et al 2008)
36 Internal and External Communication
ldquoAn organization should establish implement and maintain procedures for communicating
internally and externally on its environmental policy performance or other information based on
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 14
its own needs and the needs of interested partiesrdquo (Communication 2011) ATampT utilizes its
website online communication posting financial results product services sustainability and
regulatory reports and environmental footprint of the company that are available worldwide to
communicate with the interested parties about the companyrsquos overall performance Taking in
consideration that AampT is a global corporation and it is under constant scrutiny of their
environmental and social policies and performance they are putting in practice a consistent and
effective method to communicate internally and externally
The company emphasis the successes of their approach among employees and management team
using telepresence rooms that help enable ATampT employees to communicate internally as well
as with business associates The fully managed ATampT Telepresence Solution present face to face
interactions with the parties involved that generate collaboration between companies and
employees suppliers partners and customers in an efficient way Cost-savings procedures and
reliability are among the main points for this internal communication and demonstrate how the
company is a pioneer in transforming the business process increasing productivity (Atampt
announces new 2010)
Effective external environmental communications are extremely important in fostering mutually
affirming and respectful relationships with the regionrsquos associates Therefore the following
highlighted factors are areas for ATampT to improve
ldquoIneffective communication with employers
Weak links between on- and off-the-job training
Insufficient involvements of employersrdquo (ldquoCommon inspection areas 2011)
Global organizations have the tendency to spread out external communication via website posts
online marketing tools and relations with shareholders However ATampT lacks of an effective
external communication tool because the company does not effectively emphasis the investors
relations and a coordinated public relationrsquos approach An important component of
communication is the one placed with parties outside of the organization This external
communication may be coordinated by public relations investor relations and marketing The
leadership team has to be engaged in this role in a two way dialog structure (Pojasek R amp Farver
S 2011) Then ATampT needs to take an aggressive approach toward public relations and its
subsequent external communications effectiveness to salvage the ongoing connection needed to
efficiently affirming the relationship with partners in the public and private sectors
37 Supply Chain Management
As a global corporation ATampT economic social and environmental impact goes beyond their
operations The materials used from which the companyrsquos products and services are sourced are
just the beginning in searching for the quality and nature of such materials ATampT has been
working steady in implementing diversity and environmental awareness in their supply chain and
leading to actions to be more proactive The organization has engaged their suppliers with
Supplier Citizenship and Sustainability survey (2009 and 2010) This survey included key
questions about energy consumption efficiency environmental protection health and safety
labor rights ethics confidentiality and water usage (Getting smart about 2011) This particular
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 15
method had helped ATampT in understanding and react positively to sustainable business practices
in its supply chain Because suppliers action can be detrimental to an extent that can affect the
main business and its operations encouraging suppliers to measure and disclose emissions
information can determine the quality and business environment ATampT is currently working and
the company will be able to understand and minimize risks as well as identify opportunities
Partnering with the 2011 Carbon Disclosure Project (CDP) Supply Chain Initiative will lead to
transparency and accountability in the supply chain (Getting smart about 2011)
Furthermore ATampT has established its new Domain Supplier Program and as a result the
chosen vendors will be responsible for a lot more than their own products in terms of the
amalgamation and operations management of network equipment and software solutions
Additionally marketing retail channels and online sales integrate the chain One area where to
focus could be suppliersrsquo accountability for delivering environmental friendly non-virgin
materials ( A t ampt r ead ie s i t s 2 01 1 ) The company has created an efficient management
department that engages with parties involved in the supply chain operations efficiency program
Supplier Quality Management is responsible for working with Stakeholders and Suppliers to
assure ATampT receives world-class products and services It is based from the global
telecommunications TL 9000 requirements as well as good business practice and helps evaluate
the effectiveness of quality implementation and improvement programs This quality
management system is designed to meet quality standards of the global communication industry
and it is built from the ISO 9001 and the eight quality principles aiming directly to the
telecommunication industry (Supplier quality 2011) ISO 9001Standard provides a solid
guidance and strong procedures that achieve consistency to the management program ldquoA quality
management system (eg ISO 9001) provides us with a tool to track where all the parts
components andor constituents come from This is called product traceabilityrdquo (ldquoPojasek R amp
Farver S productrdquo 2011)
ATampT is conducting a fair method of supply chain management but there are several factors of
that program that needs to improve Corporations around the world are trying to have
sustainability initiatives in their supply chain management simply because of meeting established
regulations or because it can have a positive impact on their customerrsquos base giving the
company a competitive advantage There are four good supply chain strategies that can be used
to reduce waste and considering ATampT has a global outreach it can make a difference in their
operations and create a cost-savings strategy as well as deterring their environmental footprint
(Kaplan 2009)
Nearsourcing Sourcing internationally from Mexico or Latin America as opposed to Asia can
be a good start to minimize transportation costs that subsequently leads to large amounts of CO2
emissions due to fossil fuels consumption It also establishes a strong cooperation of the
Americas that can integrate collaboration in technological advances and environmental
stewardship emphasizing ethics that embody responsible planning and management of resources
(Kaplan 2009)
Ship to point-of-use Shipping or transporting raw materials to the assembly line for production
is a strategy that can be utilized in the telecommunicationrsquo sector Protective packaging costs are
reduced with this strategy as well as transportationrsquos expenditure (Kaplan 2009)
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 16
Green procurement guidelines ISO 9001 can be a framework to be utilized and ATampT has
already implemented it However establishing supply chain criteria for materials products
packaging systems and logistics will drastically improve their supply chain management
Obtaining better deals with suppliers is an immediate benefit Furthermore it helps avoiding
ldquonon greenrdquo contracts and purchasing Leveraging the spending information can provide savings
and a long term business relationship with suppliers (Kaplan 2009)
Supplier environmental performance Certification to ISO 14001 a support for ACORN
programme to encourage local businesses to incorporate sustainability into their business model
requirements for all contractors to undergo environmental health and safety training and product
suppliers need to be required to meet ATampT internal standards for banned and restricted toxic
substances as mobile phones parts and accessories carry a large amount of toxic waste (Charter
M et al 2001)
38 Product Design Marketing and Stewardship
Product Design The Company has a program that has been established since 2001 to get
actively involved and subsequently listening to their customers throughout the design process
This particular process amalgamates the need to focus in incorporating less toxic components as
well as recycled parts affecting the design of those products and therefore changing the way they
are marketed (Atampt universal design 2009) ATampT is applying ldquogreen accountingrdquo throughout
the organization to avoid potential environmental liabilities but also it helps in reducing costs
deterring the environmental impact of products and lay out a steady product design program with
the customer in mind The manufacture of each product carries an environmental cost that
consequently impacts the product design and its marketing approach Acquiring environmental
cost data provides the company to make decisions that is in harmony with the environment and
the business model (Green accounting at 2006)
Marketing The marketing campaign focuses in the transition to smaller and more eco-friendly
packaging for the wireless device accessories it sells to the public In addition ATampT unveiled
requirements for manufacturers of mobile phones to reduce the environmental impact of future
handsets ATampT website focuses on educating the consumers about their products with an
environmental conscience approach that attracts certain demographic groups particular a mid to
high level incomes that have the propensity of consuming high-end phones Many of those
phones come with a universal charger that translates into a single charger providing energy
efficiency usage (Atampt slims down 2010)
Stewardship Reusing and recycling mobile devices has become a priority for ATampT and last
year the company has collected more than 37 million phones These numbers reflect a decline in
the amount of recycled phones from 2009 Nonetheless batteries and other accessories account
for much of the toxic materials dump in fields therefore the organization has collected 18
million pounds of those items (Atampts environmental sustainability 2011)
ATampT is still struggling to spread out the message for customers to become environmentally
friendly and reuserecycle their devices Drop-off bins were placed in numerous locations across
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 17
the country and prepaid labels for shipping recycled phones is available However ATampT needs
to establish a solid recycling program in every store and train the proper retail associates to
efficiently implement those green initiatives (Product stewardship 2011) As an improvement to
the already established programs ATampT can train its existing retail employees and any other
workforce that makes a direct or indirect impact to the environment through an online learning
management system That action will assure to educate the workforce to maximize the
environmental stewardship approach the company wants to achieve (Training and awareness
2011)
40 RESULTS
41 Outcomes
The telecommunications sector represent a vast a diverse force group of companies that globally
generates revenues of approximately 37 billion as of 2009 (Normand S amp Morales R 2010)
and it keeps increasing due to a high market demand and necessities of communication on a
personal and business level alike Innovation plays a big role in the industry and that will be
crucial for ATampT to outcome business risks and deter its environmental impact which is closely
related to the performance of its sustainability management system ATampT implemented its SMS
and added a steady sustainability approach to business since 1995 although it was placed with
inconsequential steps in the first years of inception The implementation of ISO Standards can
lead to a sustainable management system that has already solid roots as it was presented in this
paper and could impel its SMS to a leadership position ldquoFor most organizations the path to
finding this overarching business management system starts with integrating the management
standards covering quality (ISO 9001) environment (ISO 14001) and occupational health and
safety (OHSAS 18001) (ldquoPojasekrdquo 2006) The last paragraph highlights the importance of those
standards and how ATampT can benefit from its implementation
The outcome if the sustainability management system is in place in its total execution will be to
allow the system to conduct a systematic internal review that is essential for an ever-changing
wireless communication industry leader with a global presence Monitoring and taking corrective
actions for continual improvement will be a critical achievement that will carry long-term
benefits for the company As presented above the sustainability management system creates and
propagates a commitment to continual improvement for the system to develop efficiently
(Pojasek R amp Farver S 2011)
42 Metrics
Expanding and improving the metrics ATampT already reports can be accomplished by utilizing
the Environmental Performance Evaluation (EPE) that correlates to the motto ldquowhat gets
measured gets managedrdquo (Iso 14031 Environmental 2011) The goal is to improve
environmental performance with a focus on performance benchmarking compliance to rules and
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 18
regulations on a local federal and international arena and competence in operational
management (Iso 14031 Environmental 2011) ATampT lacks of a sustainability management
system that amalgamate all the sectors and department with an efficient business alignment of all
departments and operations The company focuses primarily in the economic responsibility and
secondary the social responsibility and the business model appears too fragmentized as the
environmental responsibility doesnrsquot get the same level of urgency
Nevertheless a GRI report and becoming a Carbon Disclosure Program (CDP) partner will
increase transparency and accountability attached to metrics that can be measured and
consequently improved ATampT by now uses the G3 Guidelines the cornerstone of GRIs
Sustainability Reporting Framework (What are the 2011) to determine the types of data to
report in its 2010 Citizenship and Sustainability Report as well as Key Performance Indicators
(KPIs ) that have already been implemented (key performance indicators 2011)These are
lagging indicators and are valuable to know where the company stands and therefore ATampT can
be able to seeking improvements and correct faulty operations but they are not an assurance of
positive outcomes
The inventory of the combined activities of the company was stated in section 21 and
subsequently after proceeding with the identification and evaluation of the sustainability
footprint ATampT should conduct a materiality analysis The main reason is to highlight
efficiently the issues spotted in relation to their concern to stakeholders and subsequently the
effect they have on the organization The following Materiality Matrix chart shows the
categorized issues and prevailing potential conditions in each box accordingly to the potential
impact on the company and the increasing concern to stakeholders respectively
a) Low Impact a) Medium Impact a) High Impact
High Concern High Concern High Concern
Increasing
Concerns b) Low Impact b) Medium Impact b) High Impact
To Medium Concern Medium Concern Medium Concern
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 19
Stakeholders
c) Low Impact c) Medium Impact c) High Impact
Low Concern Low Concern Low Concern
Increasing current or potential impact on the company
Chart (Materiality matrix 2011)
The above materiality matrix can be utilized by identifying material issues at each level and
efficiently addressing them in a timely manner A sense of urgency is needed at the
corresponding stage of the issuesrsquo level (Materiality matrix 2011)
To summarize the representative elements of the materiality analysis process the following
aspects needs to be underscored
1 ldquoIdentification of a universe of relevant economic social environmental and
policygovernance issues for consideration
2 Evaluation and ranking of the level of internal and external stakeholder concerns
regarding each issue
3 Evaluation and ranking of the potential impact on the company of each issue
4 Development of a matrix-based prioritization of the issues and
5 Execution of a structured collaborative strategy planning implementation and reporting
processrdquo (A roadmap to 2011)
The prior representation of the materiality analysis will lead to a rigorous evaluation of the three
responsibilities significant to the company and its stakeholders The analysis can provide to
ATampT with beneficial insight information guiding the organization to a strategic direction as
well as a tactical change management in sustainability that translates into a purposeful process to
help the organizations succeed (A roadmap to 2011)
43 ATampT conversion from lagging to leading indicators to improve the SMS
ATampT is using lagging indicators that are not helpful in identifying and revealing potential
problems that can carry severe process upset with irreversible consequences It may lack of
presenting solutions and consequently implementing corrective actions (Pojasek R lagging
2009) In contrast leading indicators are useful to check the efficiency of control systems and
provide crucial warning of disadvantages before any issues is present (Pojasek R leading
indicators 2009) ATampT needs to use both indicators to drive sustainability performance
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 20
consequently the company needs to implement as well as emphasize leading indicators on the
following areas for full effectiveness
i There must be a connection between the leading indicators and the outcomes that are of
interest
ii The reasons for using the indicators and the benefits they offer must be understood by
line management and by the employees affected
iii The indicators must provide information that can guide future actions
(Pojasek RUsing Leading 2009)
Therefore a mix of lagging and leading indicators that are pertinent and efficiently linked to the
system amalgamating the three responsibilities in one single measure with an accessible data for
lagging indicators as well as objective data for leading indicators will be crucial for continue
improvement and the company will be able to include a culture of sustainability within the
organization (Pojasek R amp Farver S effective indicators 2011) Nonetheless a framework tool
that can quantify leading indicators is the Australian Business Excellence Frameworkrsquos ADRI
(approach deployment results and improvement) scoring method (Pojasek R ADRI Scoring
2009) Consequently ATampT can drastically increase value and accurate information to develop
an efficient sustainability management system that amalgamates all the tools necessary to
become a leader in a highly competitive telecommunications market
44 Ensure transparency and accountability
Ensuring transparency and accountability is crucial in todayrsquos global business environment to
keep the company competitive The question that arrives addressing this issue is how to convince
the management leadership of ATampT to change the system that appears to be working for them
in the current business environment
Shareholders and stakeholders pressure complying with laws and regulations competitive
advantage and public relations can also be drivers for transparency and accountability
Nonetheless individuals and companies from the private and public sectors can create the
atmosphere for ATampT to create the necessary reports on the organizationrsquos sustainability
performance because that can highly influence their investment options and decisions that are
correlated to ATampT overall performance (Pojasek 2009) Therefore a sustainability reporting
review and assurance would be needed and the data should be subjected to internal controls and
processes associated with an internal audit Additionally after the requirements of internal
assurance are met ATampT could extend that report to an external assurance process as the
AccountAbilityrsquos AA1000 Stakeholder Engagement Standard (Pojasek R Sustainability
reporting 2009)
The ATampT research assessment and followed recommendations have shown an integrated
corporate sustainability assessment that can adopt business strategies and activities to meet the
stakeholdersrsquo objectives while protecting sustaining and enhancing the human and natural
resources that will be needed in the future (Sustainable development a 2007)
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 21
50 References
Andriof J (2002) Unfolding stakeholder thinking theory responsibility and engagement
Retrieved from
httpbooksgooglecombooksid=THtznfpayXoCamppg=PA205amplpg=PA205ampdq=ATampT
external stakeholder NGOsampsource=blampots=ye28xPUa-Kampsig=xRRKKteuu9fWgEUH-
NCBizrYDnYamphl=enampei=WvmxTvzrI5TXiQKjuP0Bampsa=Xampoi=book_resultampct=resultampresnu
m=1ampved=0CB8Q6AEwADgK
A r oadm ap t o p e r f o r m s up p l y ch a i n - focu s ed m at e r i a l i t y a s s es sm en t s
( 2 01 1 ) V al ues t ream i ng R e t r i ev ed f r om
h t t p v a l u es t r eam 20 0 9 wo r dp r es s co m 20 11 0 2 0 2 a - ro adm ap - to - pe r f o r m -
s up p l y- ch a i n - f o cu sed -m a t e r i a l i t y - a s s es sm e n t s
Atampt activates one million iphone 4s (2011) ATampTcompress Retrieved from
h t t p w w w a t t co m gen p r es s -
r o om pid =21 79 8 ampcd v n=n ews amp n ew s ar t i c l e id =33 13 5 ampm apco d e=co ns um er | f
i n an c i a l
Atampt aligning business and sustainability strategy (2011) TriplePundit Retrieved from
h t t p w w w t r i p l epu n d i t com 2 00 9 0 8 a t t - a l i gn i n g -b us in es s - an d -
s us t a in ab i l i t y - s t r a t eg y
Atampt announces new telepresence facilities in atampt bangalore offices (2010) ATampT Retrieved
from httpwwwattcomgenpress-roompid=18067ampcdvn=newsampnewsarticleid=30911
Atampt company information (2011) ATampT Corporate Retrieved from
h t t p w w w a t t co m gen in v es t o r - r e l a t i o ns p i d =5 71 1
Atampt environment health and safety management system (2010) Retrieved from
h t t p do cs go o g le co mv i ew er a=v ampq=cach e a6p l l J Uk q6YJ w w w a t t co m
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 22
C omm on abo u t _u s c i t i z ens h i p EMS _mat r ix pd f +AT 26 T+en v i ro nm ent a l +
an d +s a f e t y+ r egu l a t i on s amphl =en ampgl =usampp i d=b l amps r c id =A DG E ES hm5 H KkC i
0 5 4CY E Zv d aG XP HG 2 d3 f i 2_ es7 V gBs wd 2 - t oz J aMPW 9 Bu mG T ss _Q MP Q_ -
t yp - e N - eO Ui _6 oV lJ Q X V LV 6 rz gM HxO S I -
S 8 j wW3R wJ uT d9 Vx yr 2 x T _lz MY 1t cK cp M ND i FLamps i g=A HIE t b Q G V tX q Qq 6
r R qU kY lX yeM M _M G X IL
A t ampt s en v i r onm enta l s us t a i n ab i l i t y i n i t i a t i v es (2 01 1 ) Ma r ke t Wa t ch
R e t r i ev ed f r om h t tp w w wm ar ke tw a tch co ms to r y a t t - add s -b a t t e r y-
ch a r ge r - pa r t i a l l y- m ad e - f rom - r ecyc l ed - w a t e r - bo t t l e s - to -p ro d uc t - l i ne - up -
2 0 11 -1 1 -1 4
Atampt included in carbon disclosure projects carbon disclosure (2011) PR Newswire Retrieved
from h t t p ww w p rnew s wi r e com n ew s - r e l eas es a t t - i n c l ud ed - in - ca r bo n -
d i s c l os u r e - p ro j ec t s - ca r bo n -d i s c l os u r e - l e ade r sh i p - i nd ex - 10 3 44 09 94 h t ml
A t ampt i n c s ( t n ) q ua r t e r l y r ev en u e (20 1 1) T ho m so n R eu t e r s R e t r i ev ed
f r om h t tp w w w r eu t e r s com a r t i c l e 20 1 1 1 0 20 us - a t t -
i d USTR E 79J 2M H 20 1 11 02 0
A t ampt r ead i e s i t s s up p l y ch a in fo r t h e fu tu r e (2 01 1 ) AT ampT R e t r i ev ed
f r om h t tp w w w a t t com gen p r e s s -
r o om pid =48 00 ampcdv n =n ews ampn ews a r t i c l e i d =2 70 88
A t ampt s l im s do w n acce s so r y p ack ag i n g an no un ces n ew eco - f r i end l y
s t an da r ds fo r h an dse t s ( 20 10 ) AT ampT I n t e l l e c t ua l Pro p er t y R e t r i ev ed
f r om h t tp w w w a t t com gen p r e s s -
r o om pid =48 00 ampcdv n =n ews ampn ews a r t i c l e i d =3 05 99
T h e a t ampt t e ch no lo gy an d env i r on m ent aw a r ds p r o gr am (20 1 1) AT ampT
R e t r i ev ed f r om h t tp w w w a t t co m gen co rp o r a t e - c i t i z ens h i p p id =1 24 34
Atampt universal design policy adopted in 1998 background (2009) ATampT Retrieved from
h t t p w w w a t t co m gen gen e r a l p id =10 1 91
Blackburn W (2008) The sustainability handbook (p 378) Washington DC Environmental
Law Institute
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 23
C h ar t e r M e t a l Su p p l y ch a i n s t r a t egy ( 2 0 01 ) Th e S I GM A P ro j ec t
R e t r i ev ed f r om h t tp do cs go o gl e com v i ew er a=v ampq =cach e FG -
R FkS1 m ZsJ p ro j ec t s i gma co u k R n DSt r eams R D_s up p l y_ ch a in _s t r a t eg y p
d f +Th i s + r es ea rch +in v es t i ga t ed +t h e+eco n omi c +so c i a l +and +env i r on m ent a l
+ im p ac t s + in +s up p ly+ch a i n +m an agem en t amphl =en ampgl =us amppi d =b l amps r c i d =A D
G E ESj T6 j BY3 QR cz6 Bo u L_ p uT kP y_ h T1 Lw N Z7 G p 8 6 IT j f cb S g23 FaP u gP RC
9 tp 41 7x g9 A kx m -
O m YR HS HRS5 BY d6 ZY o 9m H B_ M Nb 6G 9 A XG R0 bN sNx x kU n voJ W1 Lb 6 n T
E Rv Zu 5_ 79 Zq T cyamp s i g=A H IE t bQ pW ZId T vG 2 Y - 9 Gj3 Ts v eK 2 h yC R Ig
C omm on i ns pec t io n a r eas fo r im pr ov em ent (2 01 1 ) L ea rn in g an d S k i l l s
I m pr o vem en t S er v i ce R e t r i ev ed f rom
h t t p w w w ex ce l l en cega t ewa y o r g u k p age a spx o =1 08 214
C omm un ica t io n (20 1 1) C om mu ni ca t i on Excerp t s f r om A us t r a l i an N ew
Z ea la nd S ta nd ar d 14 0 04 R e t r i ev ed f r om
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 09 68 f i l e s Su p p l em en t a l
Fo ld e r Com mEx er p t IS O 1 40 04 p d f
C on n ec t i n g p eo p l e an d bu s i n ess e s ( 201 1 ) M edi a K i t Su s t a i na b i l i t y
R e t r i ev ed f r om h t tp w w w a t t co m gen p r es s - r oo m pid =2 6 44
Environment ATampT Sustainability (2011) Retrieved from
h t t p w w w a t t co m gen co rp or a t e - c i t i z en sh i p p id =85 06
E n vi ro nm en t h ea l th an d s a fe t y ( eh amps ) m an agem ent s ys t em ( 20 11 ) A ampT
Ci t i z ens h i p EH S Re t r i ev ed f r om
h t t p do cs go o g le co mv i ew er a=v ampq=cach e wu w 3ib l2 eK 4J ww w a t t com
C omm on abo u t _u s c i t i z ens h i p EHS _Man agem en t pd f A TampT IS O 1 40 01 ndash
E n v i ro nm en t a l
M an agem ent amphl =en ampgl =us amppi d =b l ampsr c id =A D GE ESj BN bj X a3 j j s w hU Q v Fh
C dD A nf E A ag yIN n b lW MX MT cXx -
Q bR 3 BU1 ol j ikJ _ yq x f l f aG vb yD yl F l v 3 ah 3C ws hz fE br T Uj vY eM uf tD FtQ i G G 7
d D 9oR qt D IA s 4 vzSM gPt p Ax C0 rfW Bcamps i g=A H IE t bR Q NrZe5 o Tm nt sV g6 H Z
1 v G7 j rzC yw
Environmental sustainability (2011) ATampT Media Kit Sustainability Retrieved from
h t t p w w w a t t co m gen p r es s - r oom pid =26 4 4
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 24
Environmental sustainability commitment is based on three tenants (2011) ATampT
environmental sustainability Retrieved from h t tp ww w a t t com gen p re s s -
r o om pid =26 44
G e t t i n g s m ar t abo u t o u r su p p l y ch a in ( 2 01 1 ) M eet t h e P os s i b i l i t y
E con o m y 2 01 0 ATampT S u s ta i na b i l i t y R epo r t 74 R e t r i eved f rom
h t t p w w w a t t co mC om mo n ab ou t_ us f i l e s c s r _2 01 1 20 10 _CS R_R epo r t p
d f
G r een acco un t i n g a t a t ampt ( 20 06 ) Wi s t a En v i ro n men t A cco un t in g
R e t r i ev ed f r om
h t t p w w w wi t t s o rg E v a_ acc env _ acco u n t_ 5_ f eb0 6 wi s t a_ ev a_ aac_ cas es t
u d y h tm
Greenhouse gas emissions (2011) ATampT Retrieved from httpwwwattcomgencorporate-
citizenshippid=17895
Guidance on soci a l respons ib i l i t y co re subjects (2011) ENVR E -135
Discover ing our Socia l Respons ib i l i t i e s Ret r i eved f rom
ht tp m yex tens ion harvard edu i cb icb dokeyword=ex tampsubkeyword=k807
71amppageid=icb page427497amppageContent Id=icb pagecontent901687ampview=
viewdoampviewParam_di rector y=Supplementa l Folder
How developing cou nt r i es cont r ibu ted to i so 26000 (2011) ISO Ret r i eved
f rom
ht tp wwwi so o rg i so i so_ca ta loguemanagement_and_leadersh ip_s tandard
s soci a l_ respons ib i l i t y s r_news -and-
ar t i c l es s r_developing_count r ies_cont r ibut ion h tm
Iso 50001 energy management standard published (2011) Environmental Leader LLC
Retrieved from ht tp wwwenvi ronmenta l leader com201106 15 i so -50001-
energy-management -s tandard -publ i shed
I s o 1 4 03 1 E nv i r onm ent a l p e r fo rm an ce ev a lu a t io n (2 01 1) E NV R E -1 35
S us ta in ab i l i t y M e t r i c s R e t r i ev ed f ro m
h t t p m y ex t ens io n h a rv a rd ed u i cb i cb do ke yw o r d =ex tamps u bk e yw o r d =k8
0 7 71 ampp an e l = icb p ageco n ten t 90 17 21 r fo r um fo r um_ id =105 1 69 ampp age i d =i c
b page4 27 50 4 ampp ageC ont en t Id = i cb p ageco n t en t9 01 70 1 ampview =vi ew do ampv ie
w P aram_ di r ec to r y= S up p l em en t a l R ead in g Fo l d er
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 25
Is o 3 1 00 0 ndash r i sk man agem en t s t an d ar d (2 00 8 ) U ni ver s i t y o f Wa t e r lo o -
I n s t i t u t e f o r R i s k Res ear ch R e t r i ev ed f r om
h t t p do cs go o g le co mv i ew er a=v ampq=cach e yS f Ml jv D_eYJ w ww i r r -
n e r am ca p d f_ f i l e s IS O 2 0 31 00 0 p df IS O 3 1 00 0 ndash R i s k m an agem ent
O v e rs p en d i n g D el ays N o n com pl i an ce w i t h po l i c i es an d
r egu l a t i on s amphl =enampgl =u s amppid =b l amps rc i d =A D GE ES hR1P4J uW H eP aBS 5x sG
9x V rSY 3 Ow bE V Qz8 8 nA gs g_S 5 Yd Qo rFa1 e f w B6 yQ 7 z u rh hRW H LT U 4 a7G G
_ Em _ c5 Y 0ms hRu yU B_ 4j Q5 T viM IBp h 4 9s 5x J ipbW _Rh lzM B3W 8M -
T pm iT hQ b A amps i g=A H IE t b Q O QM i Zi V9 ycC D aPP cUh fo LE w z_ - w
K ap l an J W a ys to g r een yo u r s up p l y ch a in (2 00 9 ) E cop r en eur i s t
R e t r i ev ed f r om h t tp e cop r en eu r i s t co m 20 09 10 1 3 5 - wa ys - t o - g r e e n -
yo u r - s u pp l y- ch a i n
K e y p e r f o rm an ce in d i ca t o r s (2 01 1 ) 2 0 10 AT ampT S u s ta ina b i l i t y R epor t
R e t r i ev ed f r om
h t t p w w w a t t co mC om mo n ab ou t_ us f i l e s c s r _2 01 1 20 10 _CS R_R epo r t p
d f
M ate r i a l i t y m a t r ix ( 20 11 ) F or d su s ta in ab i l i t y r epo r t 20 1 0 2 01 1
R e t r i ev ed f r om h t tp co rp or a t e fo r d co mm i cr os i t es su s t a i n ab i l i t y - r ep o r t -
2 0 10 -1 1 i s s u es -m ate r i a l i t y - m a t r ix
Meet the possibility economy (2011) 2010 ATampT Sustainability Report Retrieved from
h t t p do cs go o g le co mv i ew er a=v ampq=cach e zx e4 t N v7 AJ MJ w w w a t t com
C om mo n ab ou t_ us f i l e s c s r _2 01 1 20 10 _CS R_R epo r t p d f+a t 2 6t +sus t a in a
b i l i t y+ r ep o r t +2 01 0amph l =en ampgl =us amppi d=b l amps r c i d =AD G EES g6 yD k G G u ZC4
A O b0 P1 gPh 2 rm YYG D _ GPWU u Fn_ eP 6W_ r 0 ix 0 E6j 29 L1 v ReF l 5 De l r FFN 9 Fb
m 8S Nh 4T L_ X i 0_ r f8 8 f LZBh 8 t G 5 cG G 5N gk H -
b f G F5i Vw CQ kx H etG M U GA C gA cG D qcA Zamps i g=A H IE t b T U3 V _ aJ ow 9P aQ t a
h O egU bPlPx -S w
Monitoring supplier performance and providing feedback (2011) TI Retrieved from
h t t p w w w t i comco r p d o cs com p an y c i t i z en e sh s c r e l a t i on sh ip sh tml
M ot otrade w 23 3 r en ew no w av a i l ab l e f ro m t - mo b i l e u sa ( 20 0 9) T - M obi l e
U S A In c R e t r i ev ed f rom h t tp w w w t -
m ob i l e com comp an y P r e s sR e l ea se s_A r t i c l e aspx as se tN am e=P rs _Pr s_ 20 0
9 0 20 5 ampt i t l e=M OTO W 23 3 R en ew Now Av a i l ab l e F ro m T - Mo bi l e USA
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 26
Networking for sustainability (2010) ATampT Intellectual Property Retrieved from
h t t p w w w a t t co m gen p r es s - r oom pid =26 44
N ev es L e t a l ( 200 8 ) Repo r t s um mary 8 amp9 S M ART 2 02 0 En ab l in g th e
l ow car bo n econ omy in t h e i n fo r mat ion ag e R e t r i ev ed f ro m
h t t p do cs go o g le co mv i ew er a=v ampq=cach e wi bRo E OJ Vn QJ ww w ges i o r
g Li n k Cl i ck a spx 3 Ff i l e t i ck e t 3 D cOA r p r Yn XWY 25 3D 2 6t ab id 3 D 60
+SM AR T +2 02 0 E2 80 93 +Ben ef i t s+ i n c lu d e+in c r eas ed+em plo yee+p r o d
u c t iv i t y + i n cr ea s ed+co l l ab o ra t i on +acce l e r a t ed +d ec i s io n -
m ak in g+an d +r edu ced +d ep end en c y+o n +p h ys i ca l + t r ave l amph l =en ampgl =us amppi d
=b l amps r c i d =AD G EESj T Fi 7 fWY Lr 4 4 a r Aw K 4b N U fMx 8 Mi wis lp j w yFM 4 m Nl Z
t aS D aBV QmT Y n eLX BF7 cW b Y yU E f u Vrx esA N kW8u H rC 3qA sP X BTM 6 c5 A
A D Pu 9SA 5 L6 O G 19L2 IFb T E 5Sz pv r dCR q9 O Zl6 qJ amps i g=AH IE t bS h lW Bu du F
z AO K 5b qauP a8 f yo O 3 cQ
N o rm and S amp M ora l es R ( 20 10 ) T e l eco mmu ni ca t io ns in a s i a
R esp on s i b l e R es earch Re t r i ev ed f ro m
h t t p do cs go o g le co mv i ew er a=v amp q=cach e ju LX d u eY TS IJ w w w r es po ns
i b l e r es ea r ch com Te l eco mm uni ca t io ns_ in _ As i a__ _ Is s u es_ f o r_R esp on s ib l e
_ In v es to r s_ __ Ex ecu t i ve_S umm ar y p d f T e l ecomm uni ca t ion s in A s i a
R esp ons ib l e R es ea rch i s an i nd ep en den t p ro v id e r o f s ec to r a l an d th em a t i c
A s i an
en v i ro nm ent amph l =en ampgl =us amppi d =b l ampsr c id =A D GE ESi yM k l 5 ZecW Io p O O 5C
j iG V b7 N Iq I0 P 3 i j Z5 o 9rx LQ h Y ZY 0 vw sK n j yE D 7 zzs 5z6 w yp ao6W 31 p GT kw E
h d wv BT ILl d k ym k M b Do 5w q N evPm gqZo 9 _ O Alp lMt h2 l0 g l J d Q ekJ t pRY eU Iamp
s i g=A H IE t bR3 CSi _D f c f 9 Bt Q5 Bq 5Q crK 4 nG k0 A
O p er a t i on s a r e t h e ldquoac t i v i t i e s rdquo (2 01 1) Ma in s t r eam in g Sus ta i n ab i l i t y
R e t r i ev ed f r om
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 09 95 f i l e s Ch p t 10S t ra t eg y p d f
P a r t r i d ge K e t a l ( 2 00 5 ) S t ak eho ld er r es ea r ch Th e S t akeh o l de r
E n ga gem en t M an ua l R e t r i ev ed f rom
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c9 3 10 41 f i l e s Su p p l em en t a l
R ead in g Fo l d er fo r W eek 5 A ccou n t ab i l i t y S t ak eh o l d er Vo l 1 pd f
Pojasek R ADRI Scoring (2009)Adri scoring of leading indicators Environmental Quality
Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 27
Pojasek R Corporate sustainability footprint (2011) Mainstreaming Sustainability Retrieved
from httpisitesharvardedufsdocsicbtopic930967filesChapter4SustFootprintpdf
Pojasek R amp Farver S Discover ing our economic respons ib i l i t i es (2011)
Mains treaming Sus ta inabi l i t y Ret r ieved f rom
ht tp m yex tens ion harvard edu i cb icb dokeyword=ex tampsubkeyword=k807
71amppageid=icb page427498 amppageContent Id=icb pagecontent901699ampview=
viewdoampviewParam_di rector y=Supplementa l Folder
(2011) What does scalability mean Investopedia ULC Retrieved from
httpwwwinvestopediacomtermssscalabilityasp
Pojasek R amp Farver S Envr e-135 leading indicators (2011) Corporate sustainability strategy
Retrieved from
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 09 81 f i l e s E1 3 5Po j a s ek Ho u r2
S t r a t eg yO c t 2 4 p d f
Pojasek R Envr e-135 Sustainability reporting (2009) Mainstreaming Sustainability
Retrieved from
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 10 01 f i l e s Ch p t 16 Repo r t in g pd
f
Pojasek R amp Farver S Identifying and engaging key stakeholders (2011) Mainstreaming
Sustainability Retrieved from
httpmyextensionharvardeduicbicbdokeyword=extampsubkeyword=k80771amppageid=icbpag
e427495
Pojasek R amp Farver S Important economic considerations (2011) Economic responsibility and
operationalizing corporate sustainability strategy Retrieved from
httpdocsgooglecomviewera=vampq=cacheIOdMb-
I1hRsJisitesharvardedufsdocsicbtopic849748filesOct18PojasekHour2pdf Is risk part of
corporate sustainability strategy Robert
Pojasekamphl=enampgl=usamppid=blampsrcid=ADGEESgx1NqcCcopU0SLiQrosDnLz5x74I3rTWG4K
GD9IR6qzkqFzRC4LS1OySGIfHHbRfUs_VMMn63bT7CMFQEqzB5KoYYroa7e5PXKin_W-
0AQ8_8AQM9skANdvKbk9hyiOIwl4pxKampsig=AHIEtbS-
O3zHn1Dx9H_M9WTuEEFlhMuCYw
Pojasek R amp Farver S Mainstreaming sustainability (2011) 1 ed Vol 1 p 162 Woody
Creek CO Mainstreaming Sustainability
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 28
Pojasek R amp Farver S Product perspective (2011) Mainstreaming Sustainability 6 Retrieved
from
h t t p i s i t e s h a rv a rd ed u f s d o c s i cb to p i c93 09 73 f i l e s Ch p t 13S up p l yC h a in
p df
Pojasek R amp Farver S Sustainability requirements for communications (2011) Mainstreaming
Sustainability Retrieved from
httpisitesharvardedufsdocsicbtopic930968filesChpt12Communicationpdf
Pojasek R Improve infuse integrate (2007) Introducing ISO 14001 III Retrieved from
httpisitesharvardedufsdocsicbtopic931012filesSupplemental Reading Folder for Week
10ISO 14001 Enhancedpdf
Pojasek R Is your integrated management system really integrated (2006) Environmental
Quality Management Retrieved from
httpisitesharvardedufsdocsicbtopic931012filesSupplemental Reading Folder for Week
10Integrated MS Really Integratedpdf
Pojasek R Lagging indicators (2009) Environmental Quality Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
Pojasek R leading indicators Understanding leading indicators (2009) Environmental Quality
Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
Pojasek RUsing Leading Using leading indicators properly (2009) Environmental Quality
Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 29
Pojasek R Sustainability reporting reviews and assurance (2009) Sustainability Reporting
Retrieved from
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 10 01 f i l e s Ch p t 16 Repo r t in g pd
f
Productservice differentiation (2011) EzineArticlescom Retrieved from
h t t p ez in ea r t i c l e s com Co rp o r a t e -Su s t a i n ab i l i t y - S t r a t eg y- - - T o p - Fi v e -
R eas on s -Wh y- Y o u -N eed - On eampid =1 73 61 0 7
Product stewardship (2011) ATampT Retrieved from httpwwwattcomgencorporate-
citizenshippid=17914
Programs implementing management system elements (2010) ATampT Environment Health and
Safety Management System Retrieved from
Policy and practice 2011report card on banks and mountaintop removal (2011) Rainforest
action network 5 Retrieved from
httpdocsgooglecomviewera=vampq=cacheznZFoDiTQ_0Jranorgnode2602 2011Report
Card on Banks and Mountaintop
Removalamphl=enampgl=usamppid=blampsrcid=ADGEESiGYaCcDf0sYT657_WMylU-
AzBvwDWdvKoDUF5Lez-KtWO9YhejdYwACsq-6CXAbxzbAmTyUajNjjNni03M0EauGnzt-
EA_hYjdHzEPd8YpJDHkPenRn3ntYTqLuOiNAUICUlTKampsig=AHIEtbRF10DajUTOCRYda
pnhO3rnT1vwEQ
Quadir JCorporate sustainability strategy - top five reasons why you need one (2011)
EzineArticles Retrieved from httpezinearticlescomCorporate-Sustainability-Strategy---Top-
Five-Reasons-Why-You-Need-Oneampid=1736107
(2011) What does scalability mean Investopedia ULC Retrieved from
httpwwwinvestopediacomtermssscalabilityasp
Six focus areas (2010) ATampT Citizenship and Sustainability Report Retrieved from
httpwwwsocialfundscomsharedreports1308027026_ATT_2009_CitizenshipSustainabilityR
eportpdf
Social responsibility report (2006) Corporate Research Center Retrieved from
h t t p w w w so c i a l fu n ds com cs r p r o f i l e cg i id =1 8
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 30
Sprint establishes first-in-industry product stewardship policy (2011) TriplePundit Retrieved
from httpwwwtriplepunditcom201105sprint-establishes-first-industry-product-stewardship-
policy
Sprint recycle (2011) Sprint Retrieved from
httpwwwsprintcomresponsibilitycommunities_acrosseco_opshtml
(2009) Supply chain revolutionary atampt leads procurement zone adoption TechTarget
Retrieved from h t t p s ea r ch t e l ecom t ech ta r ge t co m t i p S up p l y - ch a i n -
r ev o lu t i on a r y- A T T - l ead s -p ro cu r em en t - zo n e - ado p t i on
Strategic materiality assesment (2011) 2010 ATampT Sustainability Report Retrieved from
httpdocsgooglecomviewera=vampq=cacheFiS_bp4ePaMJwwwattcomCommonabout_usf
ilescsr_2011ATT_2010_strategic_materiality_assessmentpdf Hazardous waste reduction
ATampTamphl=enampgl=usamppid=blampsrcid=ADGEESic8Uk_3kx9gSsNQ2sSwVb7O-
lrCDiSrJS9KmI06W8qbqk8t15CI8l2s06D7uz0_edt5ul1NsFCjFzyj7u-5EB1B7PL-
SD4vb6eDMnw1eCC9FtS7Zn4-
tzdiwG_CBvQZ_lXVySRampsig=AHIEtbShU1fUgNQtQdilp4HdvkvjJjX-EQ
Supplier quality (2011) ATampT Retrieved from httpwwwattsupplierscom
Sustainable development a business definition (2007) Business strategies for sustainable
development Retrieved from
httpdocsgooglecomviewera=vampq=cachebSBLJLGuMgcJwwwiisdorgbusinesspdfbusin
ess_strategypdf Incorporating the recommended steps to a sustainable
futureamphl=enampgl=usamppid=blampsrcid=ADGEESjGotAq8rNBuHjBrsbzQMroUOfuJDVipoB7_ks
qdmiaRduq0ieJzyPUe7A9K8kCqPIjZZI9YRdVBWvP2if5Cq4pS1cvG2NX_02rKxqnfkJG8Zm1
D1AKKeLdBdeTzvMr05OithF1ampsig=AHIEtbQC4qGc2VrGdk1PsR7hIVbO3zcCOg
(2011) Training and awareness Sprint Retrieved from
httpwwwsprintcomresponsibilityouroperationsenvironmentalpolicyhtml
Vision statement (2011) ATampT sustainability vision Retrieved from
h t t p do cs go o g le co mv i ew er a=v ampq=cach e _S4 r OP 5U lw IJ w ww a t t co m
C omm on abo u t _u s f i l e s p d f cs r _p ape r_ p o l i cy p d f +A T 26 T +s us t a in ab i l i t y
+v i s i on amphl =en ampgl=u s amppid =b l amps r c id=A D G EES gH 0 -
4 f v NQJ Q s OY oY D 8L_ 0 D H gp u cT pa -
LcG cQ Q B yO _ l Cb u lb 2 Vt Um FX r a7 N V52 6 TK X r rD h w3l 8 f9 -
p gH F4 j in h KA f k gRQ P5 oC BMX 8 XA f Gs LIE J K f Rzh LZE k E aC s gOM Fw Q7 X f5
aJ amps i g=A H IE t b T yO smx D3j Crx 3 G 5w g6J l k LC 3 bpx A
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 31
What are the g3 guidelines (2011) Global reporting initiative Retrieved from
httpwwwglobalreportingorgreportingframeworkg3guidelines
Workforce inclusion (2007) Social Responsibility Report Retrieved from
httpdocsgooglecomviewera=vampq=cacheo_6Rwfb4lBsJwwwattcomCommonfilespdf3
30938_ATTcsr_0623pdf ATampT reinforce the commitment to a
socialamphl=enampgl=usamppid=blampsrcid=ADGEESjQalPiV_TGsaNvqmVBhqfnqytuxjvKhQIEmkG
z_N_3tGEojkaKirI-bMpPR-7Y4KrKSXMmYHlPDbF_qBxUc2g7lAw6tmPdP5jhM-
cEQNyp0Pd8kvqmW9YRqotX_heXs2Vv6dgXampsig=AHIEtbReQdWTz60fpWqKNiSTGukJcB
ET5g
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 2
TABLE OF CONTENTS
10 INTRODUCTION 3
11 Company Description3
12 Business Case3
13 Positive View 3
20 BACKGROUND4
21 Sustainability Footprint 4
22 Corporate Regulatory Compliance amp Governance hellip5
23 Stakeholder Engagementhelliphellip6
30 DISCUSSION 8
31 Environmental Responsibility 8
32 Social Responsibility8
33 Economic Responsibility9
331 Better Management of Business Riskshelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphellip10
34 Corporate Sustainability Strategy10
341 ProductService Differentiationhelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphellip11
342 Product Stewardship Policyhelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphellip11
35 Corporate Sustainability Management System12
36 Internal and External Communication 13
37 Supply Chain Management 14
38 Product Design Marketing and Stewardship15
40 RESULTS 17
41 Outcomes17
42 Metrics17
421 ATampT Conversion from Lagging to Leading Indicators to Improve SMShelliphelliphelliphelliphelliphellip19
43 Ensure Transparency and Accountabilityhelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphellip20
50 REFERENCES 21
LIST OF CHARTS
Chart 1 ATampT GHG Emissions by Scope 4
Chart 2 Strategic Materiality Assessment 6
Chart 3 ATampT Environment Health and Safety Management System
ISO 14001 EMS Elementshelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphellip12
Chart 4 CO2e Reduction Potential of ICT Industry Solutions 13
Chart 5 Key Materiality Matrixhelliphelliphelliphelliphelliphelliphelliphelliphellip 18
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 3
10 INTRODUCTION
11 Company Description
ATampT Inc common stock is listed on the New York Stock Exchange and is registered as a
Fortune 500 Remarkably the organization is one of the 30 stocks that make up the Dow Jones
Industrial Average Last year it reported consolidated revenue of $123 billion and is currently
serving 955 million wireless subscribers They have licensing for spectrum in all 50 US states
the District of Columbia Puerto Rico and the US Virgin Islands Furthermore they have the
best worldwide coverage of any US carrier with voice coverage in more than 220 countries
data roaming in more than 200 countries and mobile broadband in more than 130 countries
(Atampt company information 2011)
12 Business Case
ATampT is dedicated within the organization to sustainable business practices They are now
included in the 2010 Dow Jones Sustainability North America Index (DJSI) One of the worlds
most recognizable sustainability indexes the DJSI North America is based on a meticulous
analysis of corporate economic environmental and social performance The index tracks the
performance of the top 20 percent of the 600 biggest North American companies in the Dow
Jones Global Total Stock Market Index that lead the field in terms of sustainability ( A t ampt
i n c lu d ed i n 2 01 1) The company focuses in three critical outcomes more efficient energy
consumption minimize global GHG emissions and lesser cost They follow the
recommendations contained in the GeSI SMART 2020 report and the specific areas where
ATampT products and services have the potential to harness the network offset effect and have
energy efficiency and diminish environmental impact by reducing CO2e emissions (Networking
for sustainability 2010)
13 Positive View
ATampT is rigorously committed to environmental sustainability The organization is harnessing
the scale of their network to deliver more sustainable solutions as ATampT connects people and
businesses seamlessly highlighting efficiency and minimizing the environmental impact The
environmental sustainability commitment is based on three tenants
Minimizing Our Environmental Impact The commitment is emphasized in reducing the
environmental footprint with the same leadership the organization is focused in every aspect of
the business
Connecting People and Business The company Information Communications Technology (ICT)
products and services enable their customers to boost energy effectiveness and productivity and
at the same time the company reduces carbon emissions
Leading Innovation and Technology Commitment to harnessing technology and innovation to
implement and build forward-looking technologies that meet environmental needs in our
challenging times (Environmental sustainability commitment 2011)
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 4
20 BACKGROUND
21 Sustainability Footprint
The sustainability footprint is amalgamated in the complete inventory of all activities products
and services associated with the organization These activities are focused in a very complex
process that begins with a gate-to-gate evaluation of the activities The organization uses energy
water materials that are part of the inventory and other non-product outputs often referred to as
wastes emissions discharges etc The supply chain must be examined and the organization
needs to look to its customers and follow the products and services to their end of life (Pojasek
2011) ATampT has been included since 2010 in the Carbon Disclosure Projectrsquos CDP Carbon
Disclosure Leadership Index (CDLI) and collects data on greenhouse gas (GHG) emissions as
well as risks and opportunities associated with climate change ATampT GHG emissions stayed
relatively steady in 2010 compared to 2009 (Greenhouse gas emissions 2011)
Chart (Greenhouse gas emissions 2011)
Scope 1 (Direct Emissions) The main source of direct emission are from vehicles
and ATampT has established a comprehensive plan to minimize the impact of it and
implemented an action plan to buy 3487 alternative-fuel cars and drastically reduced the
GHG emissions to a 43 The organization has a long term vision of having 15000
alternative-fuel vehicles through 2018 (Greenhouse gas emissions 2011)
Scope 2 (Indirect Emissions) This scope comprise for almost 87 of ATampT
GHG emissions Steam and electricity are the major sources of emission and they stay
firm for the last few years (Greenhouse gas emissions 2011)
Scope 3 (Other emissions) There is a continue focus on minimizing traveling and
conducting business transactions meeting conferences and other sources of operations
trough a commitment in deterring the extra expenses and subsequently the environmental
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 5
impact business meeting and moving from one facility to another will have in the
company sustainable business practice (Greenhouse gas emissions 2011)
The company has reached savings of more than $41 million in travel dollars and more
than 2500 metric tons of CO2-e emissions avoided last year Furthermore ATampT is now
part of the Carbon Disclosure Project (CDP) Supply Chain Initiative which provides a
close monitoring of GHG emissions and accurate data that includes suppliers vendors
and third parties operations The organization is looking to provide transparency through
actions and reported measurements of information (Greenhouse gas emissions 2011)
22 Corporate Regulatory Compliance amp Governance
Setting a strategy or organizational oversight is a fundamental task for ATampT It can be
identified as follow ldquoProcedures of the highest governance body for overseeing the
organizationrsquos identification and management of economic environmental and social
performance including relevant risks and opportunities and adherence or compliance with
internationally agreed standards codes of conduct and principlesrdquo (ldquoPojasekamp Farverrdquo 2011)
The company has available the 2010 ATampT Sustainability report framework that summarizes the
corporate compliance addressing its three responsibilities To assess how the company is doing
ATampT established several key performance indicators (KPIs) to measure its progress year-over-
year The organization makes an effort through available reports to identify the important areas to the
stakeholders and the business (Meet the possibility 2011) The codes of conduct ethics and
international compliance are also amalgamated in the report and it is highlighted by the
following procedures that encompass the issues of citizenship and sustainability commitment
Emphasizing the involvement in the communities ATampT reinforce the commitment to a social
cause developing educational programs and generating opportunities for jobs and development
The organization promotes a good work environment where growth and good performance are
accentuated and rewarded Diversity play a big role as it workforce is compose of a variety of
different backgrounds and cultures that enrich the foundation of the company (Workforce
inclusion 2007)
Furthermore integrity and high standards of ethics are implemented in the day by day operations
to secure a sense of responsibility and accountability The focuses on the environmental impact
that affect the communities involved people and their global operations as a whole are very
important for the company as they understand the significance of their actions and its relevance
ATampT connects millions of people worldwide and they have been steady in their commitment to
create innovative and sustainable products to make a harmonious balance between the
environment people and business (The atampt technology 2011) Lastly the company is a leading
force in developing new technologies to make a sustainable difference in society (Six focus
areas 2010) ATampTrsquos philosophy toward corporate social responsibility emphasizes a
commitment to serving their customers stockholders employees suppliers and communities
with attention to quality care and value They have a philosophy of good behavior that is related
according to their statements with good citizenship on a global scale Therefore ATampT Inc is
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 6
committed to the highest standards of ethics integrity personal and corporate responsibility and
adherence to laws and regulations that rule its organization (Social responsibility report 2006)
23 Stakeholder Engagement
Identifying the stakeholders is essential to understand its function and get a clear concept on the
individuals that are affected by the organizationrsquos effect on the environment or on social capital
For a multinational corporation these include shareholders creditors regulators employees
customers suppliers business partners governments nongovernment organizations (NGOs)
international business associations and a host of other parties involved (Pojasek R amp Farver S
2011) ATampT is a company with global connotations and stakeholder engagement is
fundamental to become a successful organization particularly in our present time Value creation
for everyone involved in enterprise is essential to creating common reason and concentrate on
the concerns the company is currently facing (Partridge Ket al 2005)
Stakeholder engagement is emphasized in the priorities ATampT is focusing in regards of energy
consumption network reliability customer satisfaction and security diversity at the workplace
volunteerism and how innovative products and services impact the environment All these
factors are consequently influential in the stakeholderrsquos engagement and present the basis of
good corporate governance The following chart represents the aforementioned priorities for the
organization
Hazardous waste reduction Content protection Network equipment recycling Conflict minerals Customer products Recycling
Disaster response Products that enable social amp Disaster response Products that enable social amp environmental benefit Company GHG emissions Supplier standards Supplier performance
Company energy use Network reliability Customer Company energy use Network reliability Customer privacy amp data security Innovation Customer satisfaction Employee diversity Network security privacy amp data security Innovation
Non-hazardous waste reduction
Freedom of expression Deployment for rural amp underserved areas Relationship w government (Law Enforcement)
Education Volunteerism Online risks amp safety Life cycle assessment Water usage Giving amp philanthropy Cell tower impacts Intellectual property rights Talent acquisition amp retention
Supplier diversity Ethics amp integrity Product safety Inclusivity ndash access amp aging
Icreasing Importance
to Stakeholders
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 7
Compensation benefits working hours amp wages Off-shoring Outsourcing
Packaging Freedom of association Occupational health amp safety RestructuringDownsizing WorkLife Balance
Paper consumption Employee engagement
C h ar t ( S t r a t eg i c m at e r i a l i t y a s s es smen t 20 11 )
Furthermore external stakeholder engagement became a priority in recent years and they include
the following NGOs EPA Unions government agencies residents local communities The
company engages its stakeholders on a global scale and consequently it is implementing a
stakeholder engagement program that emphasizes connecting the different stakeholders in
activities that benefit not only the company but all the parties involved As a global corporation
the stakeholders engagement take a long distance dimension that needs to be minimize to cut
costs and deter the environmental impact Therefore ATampT is implementing a successful
program to maximize the tools available quantifying the benefits of Telepresence is a good start
that could cut the GHG emissions That is comparable to removing more than 1 million
passenger vehicles from the road for one year (Meet the possibility 2011)
Additionally employees can work with external stakeholders to emphasis the companyrsquos
priorities in regards of environmental issues and prevent or clean up environmental degradation
ATampT has implemented a program to pay employees for a day to volunteer in NGO
environmental programs or directly with environmental organizations that helps the community
and its citizens One of the fundamental reasons for this productive engagement is incorporating
the stakeholdersrsquo perspectives and experiences and strategy design can improve and help to
manage the corporationrsquos external change better (Andriof 2002)
A proactive approach to stakeholdersrsquo engagement needs to be promoted within the company
and ATampT could benefit from it by implementing stakeholders engagement principles that can
provide the companyrsquos expectations in that regards and create a measure for the engagement
process to be evaluated (Blackburn 2008)
ATampT would be benefiting if the company takes three measures to tail a proactive stakeholdersrsquo
engagement
1) Raise awareness within the company leadership about the process and benefits
2) Emphasis and develop appropriate skills and knowledge throughout the organization
3) Send a concise and clear message that a proactive approach to stakeholdersrsquo engagement is
encourage and appropriately reward the managers who follow this path to success (Blackburn
2008)
Increasing Influence on Business Success
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 8
Nevertheless creating a position of Stakeholders Relations as the company Novo Nordisk has
created can lead to an effective inter-relation and clear communication between the parties
involved Therefore these actions are going to create value to the stakeholdersrsquo engagement and
enhance the companyrsquos credibility (Blackburn 2008)
30 DISCUSSION
31 Environmental Responsibility
ATampT has implemented for the last 6 years an environmental program that has contributed to
tangible and measurable results However because of the fast pace of technology and
consumerrsquos demand this established parameters change constantly and the need to adapt is
crucial Summarizing those points in regards of how ATampT faces its environmental
responsibility is operating in a way to increase efficiency and minimize the impact to the
environment As of 2010 144 million customers use paperless billing 37 million cell phones
collected for recycling 569 million pounds of network scrap materials kept out of landfills
through reusing selling and recycling materials and 3487 alternative-fuel vehicles deployed in
538 cities as part of our commitment to deploy approximately 15000 alternative-fuel vehicles
through 2018 (Environment 2011)
Furthermore besides the mentioned positive steps toward a concise environmental program
ATampT has implemented the Environment Health and Safety Management System that
incorporates elements of ISO 14001 EMS standard and applies to its
Environment Health and Safety Programs (environment health 2011) ATampT consumes large
amounts of energy and it can gain benefits by emphasizing the use of ISO 50001 that is designed
to help organizations make improve their energy-consuming assets appraise and prioritize the
execution of energy-efficient technology considering that ATampT is a major player in the world
and encourage competence all the way through the supply chain It can be integrated with other
management standards especially ISO 14001 on environmental management and ISO 9001 on
quality management (Iso 50001 energy 2011) Because ATampT carries a large socio-economic
and environmental impact beyond its frontiers of operations (as any global corporation) that
leads to depleting resources and incrementing the issues related to climate change ISO 50001
can improve energy performance and lessen the deteriorating effects of energy consumption
32 Social Responsibility
ATampT materializes its social responsibility seriously with tangible actions The company has
formed the ATampT Business Sustainability Advisory Council dedicated to advising ATampT on the
powerful linkage between information and communications technology (ICT) and helping
customers minimize the environmental impact of their operations The council will work to
further the cause of measurement methodologies and technology use cases to help business
customers better quantify the impact of ICT-enabled solutions for greenhouse gas reduction
(Environmental sustainability2011) Although these efforts are highly valuable social
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 9
responsibility has a global context that needs to be implemented without borders and ATampT can
definitely benefit from implementing those great ideas into action from a leadership stand point
The company has operations worldwide and interexchange business in developed and developing
countries providing a great opportunity to become a pioneer in that respect and ISO 2600 can
provide the necessary framework to accomplish that ldquoISO implemented the principle of
twinning (twin leadership between a developed and developing country) in the ISO Working
Group on Social Responsibility (ISOWG SR) to a greater extent than had yet been carried out in
a any ISO standards development group This meant that not only the WG but also each sub-
working group and any other group that was established was headed by representatives of
developing countries and developed countries on an equitable basisrdquo (How developing
countries 2011) This provides the open doors to get involved internationally with a framework
that is highly effective in a global context and leads to a meaningful participation among the
parties involved ISO 2600 help to identify relevant issues and to set its priorities The following
core subjects should be addressed
a) Organizational governance b) Human rights c) Labour practices d) The environment e) Fair
operating practices f) Consumer issues g) Community involvement and development (Guidance
on social 2011)
33 Economic Responsibility
ldquoEconomic responsibility relates to an organizationrsquos impact on the economic wellbeing of its
stakeholders The direct impacts of economic responsibility are measured as monetary flows
between the organization and its stakeholder groupsrdquo (ldquoPojasek R amp Farver Srdquo 2011) ATampT
economic responsibility is addressed by their financial report filed with the US Securities and
Exchange Commission It also identifies resources materials and safety regulation with the
actions taken by the Executive Environmental Council (EEC) This council receives updates on
compliance to minimize risk to the corporation Moreover the EHampS Leadership team in
collaboration with the Legal Department evaluates EHampS programs (based on data collected
from reviews audits new regulatory requirements etc) and develops strategies and plans to
improve the management system and compliance programs as part of the organizational goals
and EHampS plans reducing risk and minimizing operation deficiency ( A t ampt en v i r onm ent
h ea l th 2 01 0 )
The company has been experience a decade long profitability with estimated revenue o f $3148
billion for Q3 2011 The company also added 319000 subscribers in that quarter compared with
the median expectation for 311000 from nine analysts contacted by Reuters (Atampt incs (tn)
2011) The organization used to be the only US carrier to sell the most popular mobile device in
recent memory the iPhone ldquoATampT today announced it activated more than 1 million iPhone
4Srsquo as of Tuesday (Oct 18 2011) making it the most successful iPhone launch in the companyrsquos
historyrdquo (Atampt activates one 2011) This device alone made the company millions of dollars
in revenue by far and even though the phone is carried by other competitors now the iPhone still
is a mega player among the companyrsquos smart phones Nevertheless risk plays an important role
in economic responsibility strategy ldquoReduction of risk is a key part of an organizationrsquos
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 10
economic responsibilityrdquo (Pojasek R amp Farver S 2011) There are several improvements in this
area that ATampT can aggressively focus
331 Better Management of Business Risks
The company needs to remain competitive operating in a global marketplace and the importance
of anticipating managing and responding to business risks has become crucial If the corporate
sustainability system incorporates a management team to determine minimize and ensure that
potential risks and liabilities are accounted parallel with the companys entire value chain
decreasing the severity of those risks and even achieving preferred status for financing and
insurance in the process it will benefit and maximize the utility of the system itself (Quadir
2011) Implementing and utilizing ISO 31000 ndash Risk management can drastically improve the
business operation and its corporate sustainability strategy as a toolbox that carries many benefits
(Iso 31000 ndash 2008)
Using this Standard ATampT might focus in the following
Overspending
Delays
Non compliance with policies and regulations
(Iso 31000 ndash 2008)
ATampT has Scalability ndash flexible solutions from low-cost equipment moves to fully-managed no-
downtime transitions which is characteristic of a system model or function that describes its
capability to cope and perform under an increased or expanding workload (What does
scalability 2011) This system can reduce risk and interference as well as i ncreasing
efficiencies and savings but it is mostly used in Internet Data Center Relocations and the
company doesnrsquot include it in a comprehensive sustainability program Therefore implementing
the tools available from ISO 31000 will minimize the ldquobadrdquo risks to maximize the companyrsquos
value and competitive advantage
34 Corporate Sustainability Strategy
The corporationrsquos sustainability strategy shows a consistent direction and currently highlights
three elements Fleet Investments Business Solution to e-Waste and Measuring Electricity
Consumption but the strategy does not stop there Even ATampTrsquos community outreach efforts
focus on causes such as technology training in schools with high dropout rates which has social
connotations (Atampt aligning business 2011) While ATampT is currently taking in hand the
ever-changing business challenges with a strategic approach the company is not addressing the
environmental social and economic impacts of all its activities products and services to
determine the organizationrsquos impact ldquoManagement system planning efforts involve identifying
ALL of the activities and determining their impacts on the environmental social and economic
elements of the sustainability programrdquo (Operations are the 2011) Although the companyrsquos
sustainability strategy is walking a positive path the following suggestions will enhance the
already implemented plan for the long term
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 11
341 ProductService Differentiation
Increasing the market share of the organization is a goal of any business venture that carries
many risks and strategic plans with a long term business model ATampT has a large variety of cell
phone devices that are popular and efficient in regards of services effectiveness as well as
innovation The company needs to focus in environmentally and socially responsible products
that will gain a new loyal customer base to solidify growth Consumers want to feel good about
the products and service the buy therefore customers demand for new products will vault to
new dimensions with high expectations on the devices offered Innovating and re-engineering
present devices to sustainable services is crucial to adapt to the new changes in the marketplace
Presenting new cell phones with environmentally friendly materials can provide a competitive
advantage that will differentiate the company from competitors and produce high return on
investment (Productservice differentiation 2011)
Alliances and business deals with manufactures are important to consolidate the production and
distribution of ldquoe-Phonesrdquo These devices are made of recycled products and offered to
consumers for a reasonable competitive price in todayrsquos market ldquoT-Mobile USA Inc and
Motorola today announced the retail availability of the MOTO W233 Renew the ideal mobile
phone for eco-conscious consumers A first of its kind and initially exclusive to only T-Mobilereg
customers the plastic phone housing for the Renew is comprised of recycled water bottles and is
entirely recyclablerdquo (Mototrade w233 renew 2009) The T-Mobile phone can be a predecessor
of a new wave of renewable devices that can attract the consumerrsquos interest and if ATampT adapt a
policy of developing this type of devices and make them marketable the company will expand
its market share wisely and efficiently
342 Product Stewardship Policy
ATampT needs to implement a policy of product stewardship to make sure all those involved in the
life cycle of its products and services are accountable for the environmental impact it causes To
assure of that policy implementation the company should have the following objectives
The company will collect 100 of its electronic waste for reuse and recycling
For every 10 phones the company sells ATampT guarantee to collect 9 phones for reuse or
recycling
ATampT will require its vendorssuppliers and manufacturers to meet the companyrsquos
certification requirements by 2013
All ATampT-branded electronics should meet the companyrsquos scorecard criteria for
environmental design
The company should be committed to procuring 10 of its energy needs from
renewables on a realistic time frame goal
Required its vendors to supply more eco-friendly devices
The company should work with a several environmental organizations to hash out issues
including the reduction of its carbon footprint and improving productsrsquo designndashwith the
recycling devices at the forefront of ATampTrsquos efforts (Sprint establishes first-in-industry
2011)
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 12
Telecommunication companies have never placed a policy of this magnitude before until Sprint
published it this year Sprint is so far the only wireless carrier to have a stewardship policy that
set the standards for the industry ldquoTo clearly state Sprintrsquos pledge to responsibly address
electronic waste (e-waste) we have published an Electronics Stewardship Policy A first for the
telecommunications industry this policy outlines how Sprint is focusing on the full lifecycle of
the electronics we buy and sellrdquo (Sprint recycle 2011) Sprint is a leader in that regards and
exemplifies a business action that ATampT can follow and subsequently establish a common
denominator among the wireless industry players
35 Corporate Sustainability Management System
ATampT developed a combined Environment Health and Safety (EHampS) Management System
which is designed to use elements of ISO 14001 EMS standard and applies to Environment
Health and Safety Programs ATampT does not maintain external registrations or certifications
with external registrars for this management system ( Atampt environment health 2010) ATampT
has been utilizing ISO 14001 Standard since 1997 as an important framework in the decision-
making process to face the corporate environmental issues a global company faces in todayrsquos
business climate Integrating ISO 14001 program with the quality management system (ISO
90012000) andor with an occupational health and safety management system such as OHSAS
18001 ANSI Z-10 or the United States Occupational Safety and Health Administrationrsquos
Voluntary Protection Program can create value and establish a comprehensive business model
for the organization (Pojasek 2007) The following chart represents the companyrsquos program
implementing management systems elements
ATampT Environment Health and Safety Management System ISO 14001 EMS Elements
Evaluation of Environmental Aspects The EHampS leadership team consults periodically
with the Legal Department to discuss future programs and risks regarding compliance
programs
Legal and Other Requirements EHampS Technical Support directs the EHampS ldquolegregrdquo
process which tracks and evaluates new and proposed regulation and legislation
Objectives and Targets the EHampS Leadership team develops the objectives and targets for
the EHampS organization as part of ATampTrsquos performance management program ldquoe-
performancerdquo Progress towards achievement of goals is evaluated quarterly by EHampS
associates and supervisors
EMS program Each business unit has an EHampS Plan Target document through which it
implements key business unites and partners-specific requirements and responsibilities
Chart (Programs implementing management 2010)
In 2008 the US Addendum to the Global e-Sustainability Initiative (GeSI) sponsored study
SMART 2020 Enabling the Low Carbon Economy in the Information Age estimated that ICT-
enabled solutions could cut annual CO2 emissions in the US by up to 22 percent in 2020 This
translates to gross energy and fuel savings of as much as $240 billion annually Therefore
ATampT outlined the opportunity to deter its emission through this comprehensive report that
highlights the issues and present practical solutions to the information and communication
technology businesses ( Connecting people and 2011)
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 13
The prior statement shows a commitment by the organization to develop programs that follow
the guidance of SMART 2020 report Although ATampT highlights the benefits of meeting
compliance of the standard ISO 14001 and other EHampS programs the implementation of such
programs is still lagging Consequently the following recommendation can be implemented to
enhance the existing program and develop new frameworks to improve in those areas that are
emphasized in the SMART 2020 report
The CO2e reduction potential of ICT industry solutions is examined across four key usage areas
Smart Workplaces Combines innovative video audio and interactive elements to create a
unique virtual presence over the network mdash giving users an immersive in-person experience
Smart Data Centers ldquoThin clientrdquo hardwaresoftware solution allows employees to access full
desktop and file system from any location with secure encrypted 2-way transmission and no
physical storage of data on the employee device Flexible telephony system (provided by Access
Line) allows routing of phone calls to any location desired
Smart Transportation Reduction in Carbon emissions from personal vehicles
Decrease in the traffic load on the road system
Provides incentives for individuals to use more efficient forms of transportation
Encourages a modal shift from privatepersonal transportation to public transport services
Smart Electric Grids Reducing waste generation and improving process efficiencies in its
semiconductor manufacturing operations In order to achieve water and energy savings which
resulted in reduction in associated CO2 emissions the company brought together the following
components
Smart Water amp Electrical Grid
Statistical Process Control
Peak Power Management
Effective use of sensor data
ISO 14001 Compliance
Lean Manufacturing Tools
Employee Participation amp Awareness
Chart amp text (Neves L et al 2008)
The benefits of implementing effectively the guidance developed by The Climate Group in
partnership with the GeSI ldquoSMART 2020 Enabling the Low Carbon Economy in the
Information Agerdquo can be envisioned through increased speed decision-making and improved
employee productivity Nevertheless it also minimizes dependency in physical travel efficiently
maximizes road networks and mitigates traffic carrying capacity (Neves L et al 2008)
36 Internal and External Communication
ldquoAn organization should establish implement and maintain procedures for communicating
internally and externally on its environmental policy performance or other information based on
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 14
its own needs and the needs of interested partiesrdquo (Communication 2011) ATampT utilizes its
website online communication posting financial results product services sustainability and
regulatory reports and environmental footprint of the company that are available worldwide to
communicate with the interested parties about the companyrsquos overall performance Taking in
consideration that AampT is a global corporation and it is under constant scrutiny of their
environmental and social policies and performance they are putting in practice a consistent and
effective method to communicate internally and externally
The company emphasis the successes of their approach among employees and management team
using telepresence rooms that help enable ATampT employees to communicate internally as well
as with business associates The fully managed ATampT Telepresence Solution present face to face
interactions with the parties involved that generate collaboration between companies and
employees suppliers partners and customers in an efficient way Cost-savings procedures and
reliability are among the main points for this internal communication and demonstrate how the
company is a pioneer in transforming the business process increasing productivity (Atampt
announces new 2010)
Effective external environmental communications are extremely important in fostering mutually
affirming and respectful relationships with the regionrsquos associates Therefore the following
highlighted factors are areas for ATampT to improve
ldquoIneffective communication with employers
Weak links between on- and off-the-job training
Insufficient involvements of employersrdquo (ldquoCommon inspection areas 2011)
Global organizations have the tendency to spread out external communication via website posts
online marketing tools and relations with shareholders However ATampT lacks of an effective
external communication tool because the company does not effectively emphasis the investors
relations and a coordinated public relationrsquos approach An important component of
communication is the one placed with parties outside of the organization This external
communication may be coordinated by public relations investor relations and marketing The
leadership team has to be engaged in this role in a two way dialog structure (Pojasek R amp Farver
S 2011) Then ATampT needs to take an aggressive approach toward public relations and its
subsequent external communications effectiveness to salvage the ongoing connection needed to
efficiently affirming the relationship with partners in the public and private sectors
37 Supply Chain Management
As a global corporation ATampT economic social and environmental impact goes beyond their
operations The materials used from which the companyrsquos products and services are sourced are
just the beginning in searching for the quality and nature of such materials ATampT has been
working steady in implementing diversity and environmental awareness in their supply chain and
leading to actions to be more proactive The organization has engaged their suppliers with
Supplier Citizenship and Sustainability survey (2009 and 2010) This survey included key
questions about energy consumption efficiency environmental protection health and safety
labor rights ethics confidentiality and water usage (Getting smart about 2011) This particular
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 15
method had helped ATampT in understanding and react positively to sustainable business practices
in its supply chain Because suppliers action can be detrimental to an extent that can affect the
main business and its operations encouraging suppliers to measure and disclose emissions
information can determine the quality and business environment ATampT is currently working and
the company will be able to understand and minimize risks as well as identify opportunities
Partnering with the 2011 Carbon Disclosure Project (CDP) Supply Chain Initiative will lead to
transparency and accountability in the supply chain (Getting smart about 2011)
Furthermore ATampT has established its new Domain Supplier Program and as a result the
chosen vendors will be responsible for a lot more than their own products in terms of the
amalgamation and operations management of network equipment and software solutions
Additionally marketing retail channels and online sales integrate the chain One area where to
focus could be suppliersrsquo accountability for delivering environmental friendly non-virgin
materials ( A t ampt r ead ie s i t s 2 01 1 ) The company has created an efficient management
department that engages with parties involved in the supply chain operations efficiency program
Supplier Quality Management is responsible for working with Stakeholders and Suppliers to
assure ATampT receives world-class products and services It is based from the global
telecommunications TL 9000 requirements as well as good business practice and helps evaluate
the effectiveness of quality implementation and improvement programs This quality
management system is designed to meet quality standards of the global communication industry
and it is built from the ISO 9001 and the eight quality principles aiming directly to the
telecommunication industry (Supplier quality 2011) ISO 9001Standard provides a solid
guidance and strong procedures that achieve consistency to the management program ldquoA quality
management system (eg ISO 9001) provides us with a tool to track where all the parts
components andor constituents come from This is called product traceabilityrdquo (ldquoPojasek R amp
Farver S productrdquo 2011)
ATampT is conducting a fair method of supply chain management but there are several factors of
that program that needs to improve Corporations around the world are trying to have
sustainability initiatives in their supply chain management simply because of meeting established
regulations or because it can have a positive impact on their customerrsquos base giving the
company a competitive advantage There are four good supply chain strategies that can be used
to reduce waste and considering ATampT has a global outreach it can make a difference in their
operations and create a cost-savings strategy as well as deterring their environmental footprint
(Kaplan 2009)
Nearsourcing Sourcing internationally from Mexico or Latin America as opposed to Asia can
be a good start to minimize transportation costs that subsequently leads to large amounts of CO2
emissions due to fossil fuels consumption It also establishes a strong cooperation of the
Americas that can integrate collaboration in technological advances and environmental
stewardship emphasizing ethics that embody responsible planning and management of resources
(Kaplan 2009)
Ship to point-of-use Shipping or transporting raw materials to the assembly line for production
is a strategy that can be utilized in the telecommunicationrsquo sector Protective packaging costs are
reduced with this strategy as well as transportationrsquos expenditure (Kaplan 2009)
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 16
Green procurement guidelines ISO 9001 can be a framework to be utilized and ATampT has
already implemented it However establishing supply chain criteria for materials products
packaging systems and logistics will drastically improve their supply chain management
Obtaining better deals with suppliers is an immediate benefit Furthermore it helps avoiding
ldquonon greenrdquo contracts and purchasing Leveraging the spending information can provide savings
and a long term business relationship with suppliers (Kaplan 2009)
Supplier environmental performance Certification to ISO 14001 a support for ACORN
programme to encourage local businesses to incorporate sustainability into their business model
requirements for all contractors to undergo environmental health and safety training and product
suppliers need to be required to meet ATampT internal standards for banned and restricted toxic
substances as mobile phones parts and accessories carry a large amount of toxic waste (Charter
M et al 2001)
38 Product Design Marketing and Stewardship
Product Design The Company has a program that has been established since 2001 to get
actively involved and subsequently listening to their customers throughout the design process
This particular process amalgamates the need to focus in incorporating less toxic components as
well as recycled parts affecting the design of those products and therefore changing the way they
are marketed (Atampt universal design 2009) ATampT is applying ldquogreen accountingrdquo throughout
the organization to avoid potential environmental liabilities but also it helps in reducing costs
deterring the environmental impact of products and lay out a steady product design program with
the customer in mind The manufacture of each product carries an environmental cost that
consequently impacts the product design and its marketing approach Acquiring environmental
cost data provides the company to make decisions that is in harmony with the environment and
the business model (Green accounting at 2006)
Marketing The marketing campaign focuses in the transition to smaller and more eco-friendly
packaging for the wireless device accessories it sells to the public In addition ATampT unveiled
requirements for manufacturers of mobile phones to reduce the environmental impact of future
handsets ATampT website focuses on educating the consumers about their products with an
environmental conscience approach that attracts certain demographic groups particular a mid to
high level incomes that have the propensity of consuming high-end phones Many of those
phones come with a universal charger that translates into a single charger providing energy
efficiency usage (Atampt slims down 2010)
Stewardship Reusing and recycling mobile devices has become a priority for ATampT and last
year the company has collected more than 37 million phones These numbers reflect a decline in
the amount of recycled phones from 2009 Nonetheless batteries and other accessories account
for much of the toxic materials dump in fields therefore the organization has collected 18
million pounds of those items (Atampts environmental sustainability 2011)
ATampT is still struggling to spread out the message for customers to become environmentally
friendly and reuserecycle their devices Drop-off bins were placed in numerous locations across
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 17
the country and prepaid labels for shipping recycled phones is available However ATampT needs
to establish a solid recycling program in every store and train the proper retail associates to
efficiently implement those green initiatives (Product stewardship 2011) As an improvement to
the already established programs ATampT can train its existing retail employees and any other
workforce that makes a direct or indirect impact to the environment through an online learning
management system That action will assure to educate the workforce to maximize the
environmental stewardship approach the company wants to achieve (Training and awareness
2011)
40 RESULTS
41 Outcomes
The telecommunications sector represent a vast a diverse force group of companies that globally
generates revenues of approximately 37 billion as of 2009 (Normand S amp Morales R 2010)
and it keeps increasing due to a high market demand and necessities of communication on a
personal and business level alike Innovation plays a big role in the industry and that will be
crucial for ATampT to outcome business risks and deter its environmental impact which is closely
related to the performance of its sustainability management system ATampT implemented its SMS
and added a steady sustainability approach to business since 1995 although it was placed with
inconsequential steps in the first years of inception The implementation of ISO Standards can
lead to a sustainable management system that has already solid roots as it was presented in this
paper and could impel its SMS to a leadership position ldquoFor most organizations the path to
finding this overarching business management system starts with integrating the management
standards covering quality (ISO 9001) environment (ISO 14001) and occupational health and
safety (OHSAS 18001) (ldquoPojasekrdquo 2006) The last paragraph highlights the importance of those
standards and how ATampT can benefit from its implementation
The outcome if the sustainability management system is in place in its total execution will be to
allow the system to conduct a systematic internal review that is essential for an ever-changing
wireless communication industry leader with a global presence Monitoring and taking corrective
actions for continual improvement will be a critical achievement that will carry long-term
benefits for the company As presented above the sustainability management system creates and
propagates a commitment to continual improvement for the system to develop efficiently
(Pojasek R amp Farver S 2011)
42 Metrics
Expanding and improving the metrics ATampT already reports can be accomplished by utilizing
the Environmental Performance Evaluation (EPE) that correlates to the motto ldquowhat gets
measured gets managedrdquo (Iso 14031 Environmental 2011) The goal is to improve
environmental performance with a focus on performance benchmarking compliance to rules and
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 18
regulations on a local federal and international arena and competence in operational
management (Iso 14031 Environmental 2011) ATampT lacks of a sustainability management
system that amalgamate all the sectors and department with an efficient business alignment of all
departments and operations The company focuses primarily in the economic responsibility and
secondary the social responsibility and the business model appears too fragmentized as the
environmental responsibility doesnrsquot get the same level of urgency
Nevertheless a GRI report and becoming a Carbon Disclosure Program (CDP) partner will
increase transparency and accountability attached to metrics that can be measured and
consequently improved ATampT by now uses the G3 Guidelines the cornerstone of GRIs
Sustainability Reporting Framework (What are the 2011) to determine the types of data to
report in its 2010 Citizenship and Sustainability Report as well as Key Performance Indicators
(KPIs ) that have already been implemented (key performance indicators 2011)These are
lagging indicators and are valuable to know where the company stands and therefore ATampT can
be able to seeking improvements and correct faulty operations but they are not an assurance of
positive outcomes
The inventory of the combined activities of the company was stated in section 21 and
subsequently after proceeding with the identification and evaluation of the sustainability
footprint ATampT should conduct a materiality analysis The main reason is to highlight
efficiently the issues spotted in relation to their concern to stakeholders and subsequently the
effect they have on the organization The following Materiality Matrix chart shows the
categorized issues and prevailing potential conditions in each box accordingly to the potential
impact on the company and the increasing concern to stakeholders respectively
a) Low Impact a) Medium Impact a) High Impact
High Concern High Concern High Concern
Increasing
Concerns b) Low Impact b) Medium Impact b) High Impact
To Medium Concern Medium Concern Medium Concern
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 19
Stakeholders
c) Low Impact c) Medium Impact c) High Impact
Low Concern Low Concern Low Concern
Increasing current or potential impact on the company
Chart (Materiality matrix 2011)
The above materiality matrix can be utilized by identifying material issues at each level and
efficiently addressing them in a timely manner A sense of urgency is needed at the
corresponding stage of the issuesrsquo level (Materiality matrix 2011)
To summarize the representative elements of the materiality analysis process the following
aspects needs to be underscored
1 ldquoIdentification of a universe of relevant economic social environmental and
policygovernance issues for consideration
2 Evaluation and ranking of the level of internal and external stakeholder concerns
regarding each issue
3 Evaluation and ranking of the potential impact on the company of each issue
4 Development of a matrix-based prioritization of the issues and
5 Execution of a structured collaborative strategy planning implementation and reporting
processrdquo (A roadmap to 2011)
The prior representation of the materiality analysis will lead to a rigorous evaluation of the three
responsibilities significant to the company and its stakeholders The analysis can provide to
ATampT with beneficial insight information guiding the organization to a strategic direction as
well as a tactical change management in sustainability that translates into a purposeful process to
help the organizations succeed (A roadmap to 2011)
43 ATampT conversion from lagging to leading indicators to improve the SMS
ATampT is using lagging indicators that are not helpful in identifying and revealing potential
problems that can carry severe process upset with irreversible consequences It may lack of
presenting solutions and consequently implementing corrective actions (Pojasek R lagging
2009) In contrast leading indicators are useful to check the efficiency of control systems and
provide crucial warning of disadvantages before any issues is present (Pojasek R leading
indicators 2009) ATampT needs to use both indicators to drive sustainability performance
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 20
consequently the company needs to implement as well as emphasize leading indicators on the
following areas for full effectiveness
i There must be a connection between the leading indicators and the outcomes that are of
interest
ii The reasons for using the indicators and the benefits they offer must be understood by
line management and by the employees affected
iii The indicators must provide information that can guide future actions
(Pojasek RUsing Leading 2009)
Therefore a mix of lagging and leading indicators that are pertinent and efficiently linked to the
system amalgamating the three responsibilities in one single measure with an accessible data for
lagging indicators as well as objective data for leading indicators will be crucial for continue
improvement and the company will be able to include a culture of sustainability within the
organization (Pojasek R amp Farver S effective indicators 2011) Nonetheless a framework tool
that can quantify leading indicators is the Australian Business Excellence Frameworkrsquos ADRI
(approach deployment results and improvement) scoring method (Pojasek R ADRI Scoring
2009) Consequently ATampT can drastically increase value and accurate information to develop
an efficient sustainability management system that amalgamates all the tools necessary to
become a leader in a highly competitive telecommunications market
44 Ensure transparency and accountability
Ensuring transparency and accountability is crucial in todayrsquos global business environment to
keep the company competitive The question that arrives addressing this issue is how to convince
the management leadership of ATampT to change the system that appears to be working for them
in the current business environment
Shareholders and stakeholders pressure complying with laws and regulations competitive
advantage and public relations can also be drivers for transparency and accountability
Nonetheless individuals and companies from the private and public sectors can create the
atmosphere for ATampT to create the necessary reports on the organizationrsquos sustainability
performance because that can highly influence their investment options and decisions that are
correlated to ATampT overall performance (Pojasek 2009) Therefore a sustainability reporting
review and assurance would be needed and the data should be subjected to internal controls and
processes associated with an internal audit Additionally after the requirements of internal
assurance are met ATampT could extend that report to an external assurance process as the
AccountAbilityrsquos AA1000 Stakeholder Engagement Standard (Pojasek R Sustainability
reporting 2009)
The ATampT research assessment and followed recommendations have shown an integrated
corporate sustainability assessment that can adopt business strategies and activities to meet the
stakeholdersrsquo objectives while protecting sustaining and enhancing the human and natural
resources that will be needed in the future (Sustainable development a 2007)
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 21
50 References
Andriof J (2002) Unfolding stakeholder thinking theory responsibility and engagement
Retrieved from
httpbooksgooglecombooksid=THtznfpayXoCamppg=PA205amplpg=PA205ampdq=ATampT
external stakeholder NGOsampsource=blampots=ye28xPUa-Kampsig=xRRKKteuu9fWgEUH-
NCBizrYDnYamphl=enampei=WvmxTvzrI5TXiQKjuP0Bampsa=Xampoi=book_resultampct=resultampresnu
m=1ampved=0CB8Q6AEwADgK
A r oadm ap t o p e r f o r m s up p l y ch a i n - focu s ed m at e r i a l i t y a s s es sm en t s
( 2 01 1 ) V al ues t ream i ng R e t r i ev ed f r om
h t t p v a l u es t r eam 20 0 9 wo r dp r es s co m 20 11 0 2 0 2 a - ro adm ap - to - pe r f o r m -
s up p l y- ch a i n - f o cu sed -m a t e r i a l i t y - a s s es sm e n t s
Atampt activates one million iphone 4s (2011) ATampTcompress Retrieved from
h t t p w w w a t t co m gen p r es s -
r o om pid =21 79 8 ampcd v n=n ews amp n ew s ar t i c l e id =33 13 5 ampm apco d e=co ns um er | f
i n an c i a l
Atampt aligning business and sustainability strategy (2011) TriplePundit Retrieved from
h t t p w w w t r i p l epu n d i t com 2 00 9 0 8 a t t - a l i gn i n g -b us in es s - an d -
s us t a in ab i l i t y - s t r a t eg y
Atampt announces new telepresence facilities in atampt bangalore offices (2010) ATampT Retrieved
from httpwwwattcomgenpress-roompid=18067ampcdvn=newsampnewsarticleid=30911
Atampt company information (2011) ATampT Corporate Retrieved from
h t t p w w w a t t co m gen in v es t o r - r e l a t i o ns p i d =5 71 1
Atampt environment health and safety management system (2010) Retrieved from
h t t p do cs go o g le co mv i ew er a=v ampq=cach e a6p l l J Uk q6YJ w w w a t t co m
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 22
C omm on abo u t _u s c i t i z ens h i p EMS _mat r ix pd f +AT 26 T+en v i ro nm ent a l +
an d +s a f e t y+ r egu l a t i on s amphl =en ampgl =usampp i d=b l amps r c id =A DG E ES hm5 H KkC i
0 5 4CY E Zv d aG XP HG 2 d3 f i 2_ es7 V gBs wd 2 - t oz J aMPW 9 Bu mG T ss _Q MP Q_ -
t yp - e N - eO Ui _6 oV lJ Q X V LV 6 rz gM HxO S I -
S 8 j wW3R wJ uT d9 Vx yr 2 x T _lz MY 1t cK cp M ND i FLamps i g=A HIE t b Q G V tX q Qq 6
r R qU kY lX yeM M _M G X IL
A t ampt s en v i r onm enta l s us t a i n ab i l i t y i n i t i a t i v es (2 01 1 ) Ma r ke t Wa t ch
R e t r i ev ed f r om h t tp w w wm ar ke tw a tch co ms to r y a t t - add s -b a t t e r y-
ch a r ge r - pa r t i a l l y- m ad e - f rom - r ecyc l ed - w a t e r - bo t t l e s - to -p ro d uc t - l i ne - up -
2 0 11 -1 1 -1 4
Atampt included in carbon disclosure projects carbon disclosure (2011) PR Newswire Retrieved
from h t t p ww w p rnew s wi r e com n ew s - r e l eas es a t t - i n c l ud ed - in - ca r bo n -
d i s c l os u r e - p ro j ec t s - ca r bo n -d i s c l os u r e - l e ade r sh i p - i nd ex - 10 3 44 09 94 h t ml
A t ampt i n c s ( t n ) q ua r t e r l y r ev en u e (20 1 1) T ho m so n R eu t e r s R e t r i ev ed
f r om h t tp w w w r eu t e r s com a r t i c l e 20 1 1 1 0 20 us - a t t -
i d USTR E 79J 2M H 20 1 11 02 0
A t ampt r ead i e s i t s s up p l y ch a in fo r t h e fu tu r e (2 01 1 ) AT ampT R e t r i ev ed
f r om h t tp w w w a t t com gen p r e s s -
r o om pid =48 00 ampcdv n =n ews ampn ews a r t i c l e i d =2 70 88
A t ampt s l im s do w n acce s so r y p ack ag i n g an no un ces n ew eco - f r i end l y
s t an da r ds fo r h an dse t s ( 20 10 ) AT ampT I n t e l l e c t ua l Pro p er t y R e t r i ev ed
f r om h t tp w w w a t t com gen p r e s s -
r o om pid =48 00 ampcdv n =n ews ampn ews a r t i c l e i d =3 05 99
T h e a t ampt t e ch no lo gy an d env i r on m ent aw a r ds p r o gr am (20 1 1) AT ampT
R e t r i ev ed f r om h t tp w w w a t t co m gen co rp o r a t e - c i t i z ens h i p p id =1 24 34
Atampt universal design policy adopted in 1998 background (2009) ATampT Retrieved from
h t t p w w w a t t co m gen gen e r a l p id =10 1 91
Blackburn W (2008) The sustainability handbook (p 378) Washington DC Environmental
Law Institute
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 23
C h ar t e r M e t a l Su p p l y ch a i n s t r a t egy ( 2 0 01 ) Th e S I GM A P ro j ec t
R e t r i ev ed f r om h t tp do cs go o gl e com v i ew er a=v ampq =cach e FG -
R FkS1 m ZsJ p ro j ec t s i gma co u k R n DSt r eams R D_s up p l y_ ch a in _s t r a t eg y p
d f +Th i s + r es ea rch +in v es t i ga t ed +t h e+eco n omi c +so c i a l +and +env i r on m ent a l
+ im p ac t s + in +s up p ly+ch a i n +m an agem en t amphl =en ampgl =us amppi d =b l amps r c i d =A D
G E ESj T6 j BY3 QR cz6 Bo u L_ p uT kP y_ h T1 Lw N Z7 G p 8 6 IT j f cb S g23 FaP u gP RC
9 tp 41 7x g9 A kx m -
O m YR HS HRS5 BY d6 ZY o 9m H B_ M Nb 6G 9 A XG R0 bN sNx x kU n voJ W1 Lb 6 n T
E Rv Zu 5_ 79 Zq T cyamp s i g=A H IE t bQ pW ZId T vG 2 Y - 9 Gj3 Ts v eK 2 h yC R Ig
C omm on i ns pec t io n a r eas fo r im pr ov em ent (2 01 1 ) L ea rn in g an d S k i l l s
I m pr o vem en t S er v i ce R e t r i ev ed f rom
h t t p w w w ex ce l l en cega t ewa y o r g u k p age a spx o =1 08 214
C omm un ica t io n (20 1 1) C om mu ni ca t i on Excerp t s f r om A us t r a l i an N ew
Z ea la nd S ta nd ar d 14 0 04 R e t r i ev ed f r om
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 09 68 f i l e s Su p p l em en t a l
Fo ld e r Com mEx er p t IS O 1 40 04 p d f
C on n ec t i n g p eo p l e an d bu s i n ess e s ( 201 1 ) M edi a K i t Su s t a i na b i l i t y
R e t r i ev ed f r om h t tp w w w a t t co m gen p r es s - r oo m pid =2 6 44
Environment ATampT Sustainability (2011) Retrieved from
h t t p w w w a t t co m gen co rp or a t e - c i t i z en sh i p p id =85 06
E n vi ro nm en t h ea l th an d s a fe t y ( eh amps ) m an agem ent s ys t em ( 20 11 ) A ampT
Ci t i z ens h i p EH S Re t r i ev ed f r om
h t t p do cs go o g le co mv i ew er a=v ampq=cach e wu w 3ib l2 eK 4J ww w a t t com
C omm on abo u t _u s c i t i z ens h i p EHS _Man agem en t pd f A TampT IS O 1 40 01 ndash
E n v i ro nm en t a l
M an agem ent amphl =en ampgl =us amppi d =b l ampsr c id =A D GE ESj BN bj X a3 j j s w hU Q v Fh
C dD A nf E A ag yIN n b lW MX MT cXx -
Q bR 3 BU1 ol j ikJ _ yq x f l f aG vb yD yl F l v 3 ah 3C ws hz fE br T Uj vY eM uf tD FtQ i G G 7
d D 9oR qt D IA s 4 vzSM gPt p Ax C0 rfW Bcamps i g=A H IE t bR Q NrZe5 o Tm nt sV g6 H Z
1 v G7 j rzC yw
Environmental sustainability (2011) ATampT Media Kit Sustainability Retrieved from
h t t p w w w a t t co m gen p r es s - r oom pid =26 4 4
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 24
Environmental sustainability commitment is based on three tenants (2011) ATampT
environmental sustainability Retrieved from h t tp ww w a t t com gen p re s s -
r o om pid =26 44
G e t t i n g s m ar t abo u t o u r su p p l y ch a in ( 2 01 1 ) M eet t h e P os s i b i l i t y
E con o m y 2 01 0 ATampT S u s ta i na b i l i t y R epo r t 74 R e t r i eved f rom
h t t p w w w a t t co mC om mo n ab ou t_ us f i l e s c s r _2 01 1 20 10 _CS R_R epo r t p
d f
G r een acco un t i n g a t a t ampt ( 20 06 ) Wi s t a En v i ro n men t A cco un t in g
R e t r i ev ed f r om
h t t p w w w wi t t s o rg E v a_ acc env _ acco u n t_ 5_ f eb0 6 wi s t a_ ev a_ aac_ cas es t
u d y h tm
Greenhouse gas emissions (2011) ATampT Retrieved from httpwwwattcomgencorporate-
citizenshippid=17895
Guidance on soci a l respons ib i l i t y co re subjects (2011) ENVR E -135
Discover ing our Socia l Respons ib i l i t i e s Ret r i eved f rom
ht tp m yex tens ion harvard edu i cb icb dokeyword=ex tampsubkeyword=k807
71amppageid=icb page427497amppageContent Id=icb pagecontent901687ampview=
viewdoampviewParam_di rector y=Supplementa l Folder
How developing cou nt r i es cont r ibu ted to i so 26000 (2011) ISO Ret r i eved
f rom
ht tp wwwi so o rg i so i so_ca ta loguemanagement_and_leadersh ip_s tandard
s soci a l_ respons ib i l i t y s r_news -and-
ar t i c l es s r_developing_count r ies_cont r ibut ion h tm
Iso 50001 energy management standard published (2011) Environmental Leader LLC
Retrieved from ht tp wwwenvi ronmenta l leader com201106 15 i so -50001-
energy-management -s tandard -publ i shed
I s o 1 4 03 1 E nv i r onm ent a l p e r fo rm an ce ev a lu a t io n (2 01 1) E NV R E -1 35
S us ta in ab i l i t y M e t r i c s R e t r i ev ed f ro m
h t t p m y ex t ens io n h a rv a rd ed u i cb i cb do ke yw o r d =ex tamps u bk e yw o r d =k8
0 7 71 ampp an e l = icb p ageco n ten t 90 17 21 r fo r um fo r um_ id =105 1 69 ampp age i d =i c
b page4 27 50 4 ampp ageC ont en t Id = i cb p ageco n t en t9 01 70 1 ampview =vi ew do ampv ie
w P aram_ di r ec to r y= S up p l em en t a l R ead in g Fo l d er
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 25
Is o 3 1 00 0 ndash r i sk man agem en t s t an d ar d (2 00 8 ) U ni ver s i t y o f Wa t e r lo o -
I n s t i t u t e f o r R i s k Res ear ch R e t r i ev ed f r om
h t t p do cs go o g le co mv i ew er a=v ampq=cach e yS f Ml jv D_eYJ w ww i r r -
n e r am ca p d f_ f i l e s IS O 2 0 31 00 0 p df IS O 3 1 00 0 ndash R i s k m an agem ent
O v e rs p en d i n g D el ays N o n com pl i an ce w i t h po l i c i es an d
r egu l a t i on s amphl =enampgl =u s amppid =b l amps rc i d =A D GE ES hR1P4J uW H eP aBS 5x sG
9x V rSY 3 Ow bE V Qz8 8 nA gs g_S 5 Yd Qo rFa1 e f w B6 yQ 7 z u rh hRW H LT U 4 a7G G
_ Em _ c5 Y 0ms hRu yU B_ 4j Q5 T viM IBp h 4 9s 5x J ipbW _Rh lzM B3W 8M -
T pm iT hQ b A amps i g=A H IE t b Q O QM i Zi V9 ycC D aPP cUh fo LE w z_ - w
K ap l an J W a ys to g r een yo u r s up p l y ch a in (2 00 9 ) E cop r en eur i s t
R e t r i ev ed f r om h t tp e cop r en eu r i s t co m 20 09 10 1 3 5 - wa ys - t o - g r e e n -
yo u r - s u pp l y- ch a i n
K e y p e r f o rm an ce in d i ca t o r s (2 01 1 ) 2 0 10 AT ampT S u s ta ina b i l i t y R epor t
R e t r i ev ed f r om
h t t p w w w a t t co mC om mo n ab ou t_ us f i l e s c s r _2 01 1 20 10 _CS R_R epo r t p
d f
M ate r i a l i t y m a t r ix ( 20 11 ) F or d su s ta in ab i l i t y r epo r t 20 1 0 2 01 1
R e t r i ev ed f r om h t tp co rp or a t e fo r d co mm i cr os i t es su s t a i n ab i l i t y - r ep o r t -
2 0 10 -1 1 i s s u es -m ate r i a l i t y - m a t r ix
Meet the possibility economy (2011) 2010 ATampT Sustainability Report Retrieved from
h t t p do cs go o g le co mv i ew er a=v ampq=cach e zx e4 t N v7 AJ MJ w w w a t t com
C om mo n ab ou t_ us f i l e s c s r _2 01 1 20 10 _CS R_R epo r t p d f+a t 2 6t +sus t a in a
b i l i t y+ r ep o r t +2 01 0amph l =en ampgl =us amppi d=b l amps r c i d =AD G EES g6 yD k G G u ZC4
A O b0 P1 gPh 2 rm YYG D _ GPWU u Fn_ eP 6W_ r 0 ix 0 E6j 29 L1 v ReF l 5 De l r FFN 9 Fb
m 8S Nh 4T L_ X i 0_ r f8 8 f LZBh 8 t G 5 cG G 5N gk H -
b f G F5i Vw CQ kx H etG M U GA C gA cG D qcA Zamps i g=A H IE t b T U3 V _ aJ ow 9P aQ t a
h O egU bPlPx -S w
Monitoring supplier performance and providing feedback (2011) TI Retrieved from
h t t p w w w t i comco r p d o cs com p an y c i t i z en e sh s c r e l a t i on sh ip sh tml
M ot otrade w 23 3 r en ew no w av a i l ab l e f ro m t - mo b i l e u sa ( 20 0 9) T - M obi l e
U S A In c R e t r i ev ed f rom h t tp w w w t -
m ob i l e com comp an y P r e s sR e l ea se s_A r t i c l e aspx as se tN am e=P rs _Pr s_ 20 0
9 0 20 5 ampt i t l e=M OTO W 23 3 R en ew Now Av a i l ab l e F ro m T - Mo bi l e USA
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 26
Networking for sustainability (2010) ATampT Intellectual Property Retrieved from
h t t p w w w a t t co m gen p r es s - r oom pid =26 44
N ev es L e t a l ( 200 8 ) Repo r t s um mary 8 amp9 S M ART 2 02 0 En ab l in g th e
l ow car bo n econ omy in t h e i n fo r mat ion ag e R e t r i ev ed f ro m
h t t p do cs go o g le co mv i ew er a=v ampq=cach e wi bRo E OJ Vn QJ ww w ges i o r
g Li n k Cl i ck a spx 3 Ff i l e t i ck e t 3 D cOA r p r Yn XWY 25 3D 2 6t ab id 3 D 60
+SM AR T +2 02 0 E2 80 93 +Ben ef i t s+ i n c lu d e+in c r eas ed+em plo yee+p r o d
u c t iv i t y + i n cr ea s ed+co l l ab o ra t i on +acce l e r a t ed +d ec i s io n -
m ak in g+an d +r edu ced +d ep end en c y+o n +p h ys i ca l + t r ave l amph l =en ampgl =us amppi d
=b l amps r c i d =AD G EESj T Fi 7 fWY Lr 4 4 a r Aw K 4b N U fMx 8 Mi wis lp j w yFM 4 m Nl Z
t aS D aBV QmT Y n eLX BF7 cW b Y yU E f u Vrx esA N kW8u H rC 3qA sP X BTM 6 c5 A
A D Pu 9SA 5 L6 O G 19L2 IFb T E 5Sz pv r dCR q9 O Zl6 qJ amps i g=AH IE t bS h lW Bu du F
z AO K 5b qauP a8 f yo O 3 cQ
N o rm and S amp M ora l es R ( 20 10 ) T e l eco mmu ni ca t io ns in a s i a
R esp on s i b l e R es earch Re t r i ev ed f ro m
h t t p do cs go o g le co mv i ew er a=v amp q=cach e ju LX d u eY TS IJ w w w r es po ns
i b l e r es ea r ch com Te l eco mm uni ca t io ns_ in _ As i a__ _ Is s u es_ f o r_R esp on s ib l e
_ In v es to r s_ __ Ex ecu t i ve_S umm ar y p d f T e l ecomm uni ca t ion s in A s i a
R esp ons ib l e R es ea rch i s an i nd ep en den t p ro v id e r o f s ec to r a l an d th em a t i c
A s i an
en v i ro nm ent amph l =en ampgl =us amppi d =b l ampsr c id =A D GE ESi yM k l 5 ZecW Io p O O 5C
j iG V b7 N Iq I0 P 3 i j Z5 o 9rx LQ h Y ZY 0 vw sK n j yE D 7 zzs 5z6 w yp ao6W 31 p GT kw E
h d wv BT ILl d k ym k M b Do 5w q N evPm gqZo 9 _ O Alp lMt h2 l0 g l J d Q ekJ t pRY eU Iamp
s i g=A H IE t bR3 CSi _D f c f 9 Bt Q5 Bq 5Q crK 4 nG k0 A
O p er a t i on s a r e t h e ldquoac t i v i t i e s rdquo (2 01 1) Ma in s t r eam in g Sus ta i n ab i l i t y
R e t r i ev ed f r om
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 09 95 f i l e s Ch p t 10S t ra t eg y p d f
P a r t r i d ge K e t a l ( 2 00 5 ) S t ak eho ld er r es ea r ch Th e S t akeh o l de r
E n ga gem en t M an ua l R e t r i ev ed f rom
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c9 3 10 41 f i l e s Su p p l em en t a l
R ead in g Fo l d er fo r W eek 5 A ccou n t ab i l i t y S t ak eh o l d er Vo l 1 pd f
Pojasek R ADRI Scoring (2009)Adri scoring of leading indicators Environmental Quality
Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 27
Pojasek R Corporate sustainability footprint (2011) Mainstreaming Sustainability Retrieved
from httpisitesharvardedufsdocsicbtopic930967filesChapter4SustFootprintpdf
Pojasek R amp Farver S Discover ing our economic respons ib i l i t i es (2011)
Mains treaming Sus ta inabi l i t y Ret r ieved f rom
ht tp m yex tens ion harvard edu i cb icb dokeyword=ex tampsubkeyword=k807
71amppageid=icb page427498 amppageContent Id=icb pagecontent901699ampview=
viewdoampviewParam_di rector y=Supplementa l Folder
(2011) What does scalability mean Investopedia ULC Retrieved from
httpwwwinvestopediacomtermssscalabilityasp
Pojasek R amp Farver S Envr e-135 leading indicators (2011) Corporate sustainability strategy
Retrieved from
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 09 81 f i l e s E1 3 5Po j a s ek Ho u r2
S t r a t eg yO c t 2 4 p d f
Pojasek R Envr e-135 Sustainability reporting (2009) Mainstreaming Sustainability
Retrieved from
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 10 01 f i l e s Ch p t 16 Repo r t in g pd
f
Pojasek R amp Farver S Identifying and engaging key stakeholders (2011) Mainstreaming
Sustainability Retrieved from
httpmyextensionharvardeduicbicbdokeyword=extampsubkeyword=k80771amppageid=icbpag
e427495
Pojasek R amp Farver S Important economic considerations (2011) Economic responsibility and
operationalizing corporate sustainability strategy Retrieved from
httpdocsgooglecomviewera=vampq=cacheIOdMb-
I1hRsJisitesharvardedufsdocsicbtopic849748filesOct18PojasekHour2pdf Is risk part of
corporate sustainability strategy Robert
Pojasekamphl=enampgl=usamppid=blampsrcid=ADGEESgx1NqcCcopU0SLiQrosDnLz5x74I3rTWG4K
GD9IR6qzkqFzRC4LS1OySGIfHHbRfUs_VMMn63bT7CMFQEqzB5KoYYroa7e5PXKin_W-
0AQ8_8AQM9skANdvKbk9hyiOIwl4pxKampsig=AHIEtbS-
O3zHn1Dx9H_M9WTuEEFlhMuCYw
Pojasek R amp Farver S Mainstreaming sustainability (2011) 1 ed Vol 1 p 162 Woody
Creek CO Mainstreaming Sustainability
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 28
Pojasek R amp Farver S Product perspective (2011) Mainstreaming Sustainability 6 Retrieved
from
h t t p i s i t e s h a rv a rd ed u f s d o c s i cb to p i c93 09 73 f i l e s Ch p t 13S up p l yC h a in
p df
Pojasek R amp Farver S Sustainability requirements for communications (2011) Mainstreaming
Sustainability Retrieved from
httpisitesharvardedufsdocsicbtopic930968filesChpt12Communicationpdf
Pojasek R Improve infuse integrate (2007) Introducing ISO 14001 III Retrieved from
httpisitesharvardedufsdocsicbtopic931012filesSupplemental Reading Folder for Week
10ISO 14001 Enhancedpdf
Pojasek R Is your integrated management system really integrated (2006) Environmental
Quality Management Retrieved from
httpisitesharvardedufsdocsicbtopic931012filesSupplemental Reading Folder for Week
10Integrated MS Really Integratedpdf
Pojasek R Lagging indicators (2009) Environmental Quality Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
Pojasek R leading indicators Understanding leading indicators (2009) Environmental Quality
Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
Pojasek RUsing Leading Using leading indicators properly (2009) Environmental Quality
Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 29
Pojasek R Sustainability reporting reviews and assurance (2009) Sustainability Reporting
Retrieved from
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 10 01 f i l e s Ch p t 16 Repo r t in g pd
f
Productservice differentiation (2011) EzineArticlescom Retrieved from
h t t p ez in ea r t i c l e s com Co rp o r a t e -Su s t a i n ab i l i t y - S t r a t eg y- - - T o p - Fi v e -
R eas on s -Wh y- Y o u -N eed - On eampid =1 73 61 0 7
Product stewardship (2011) ATampT Retrieved from httpwwwattcomgencorporate-
citizenshippid=17914
Programs implementing management system elements (2010) ATampT Environment Health and
Safety Management System Retrieved from
Policy and practice 2011report card on banks and mountaintop removal (2011) Rainforest
action network 5 Retrieved from
httpdocsgooglecomviewera=vampq=cacheznZFoDiTQ_0Jranorgnode2602 2011Report
Card on Banks and Mountaintop
Removalamphl=enampgl=usamppid=blampsrcid=ADGEESiGYaCcDf0sYT657_WMylU-
AzBvwDWdvKoDUF5Lez-KtWO9YhejdYwACsq-6CXAbxzbAmTyUajNjjNni03M0EauGnzt-
EA_hYjdHzEPd8YpJDHkPenRn3ntYTqLuOiNAUICUlTKampsig=AHIEtbRF10DajUTOCRYda
pnhO3rnT1vwEQ
Quadir JCorporate sustainability strategy - top five reasons why you need one (2011)
EzineArticles Retrieved from httpezinearticlescomCorporate-Sustainability-Strategy---Top-
Five-Reasons-Why-You-Need-Oneampid=1736107
(2011) What does scalability mean Investopedia ULC Retrieved from
httpwwwinvestopediacomtermssscalabilityasp
Six focus areas (2010) ATampT Citizenship and Sustainability Report Retrieved from
httpwwwsocialfundscomsharedreports1308027026_ATT_2009_CitizenshipSustainabilityR
eportpdf
Social responsibility report (2006) Corporate Research Center Retrieved from
h t t p w w w so c i a l fu n ds com cs r p r o f i l e cg i id =1 8
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 30
Sprint establishes first-in-industry product stewardship policy (2011) TriplePundit Retrieved
from httpwwwtriplepunditcom201105sprint-establishes-first-industry-product-stewardship-
policy
Sprint recycle (2011) Sprint Retrieved from
httpwwwsprintcomresponsibilitycommunities_acrosseco_opshtml
(2009) Supply chain revolutionary atampt leads procurement zone adoption TechTarget
Retrieved from h t t p s ea r ch t e l ecom t ech ta r ge t co m t i p S up p l y - ch a i n -
r ev o lu t i on a r y- A T T - l ead s -p ro cu r em en t - zo n e - ado p t i on
Strategic materiality assesment (2011) 2010 ATampT Sustainability Report Retrieved from
httpdocsgooglecomviewera=vampq=cacheFiS_bp4ePaMJwwwattcomCommonabout_usf
ilescsr_2011ATT_2010_strategic_materiality_assessmentpdf Hazardous waste reduction
ATampTamphl=enampgl=usamppid=blampsrcid=ADGEESic8Uk_3kx9gSsNQ2sSwVb7O-
lrCDiSrJS9KmI06W8qbqk8t15CI8l2s06D7uz0_edt5ul1NsFCjFzyj7u-5EB1B7PL-
SD4vb6eDMnw1eCC9FtS7Zn4-
tzdiwG_CBvQZ_lXVySRampsig=AHIEtbShU1fUgNQtQdilp4HdvkvjJjX-EQ
Supplier quality (2011) ATampT Retrieved from httpwwwattsupplierscom
Sustainable development a business definition (2007) Business strategies for sustainable
development Retrieved from
httpdocsgooglecomviewera=vampq=cachebSBLJLGuMgcJwwwiisdorgbusinesspdfbusin
ess_strategypdf Incorporating the recommended steps to a sustainable
futureamphl=enampgl=usamppid=blampsrcid=ADGEESjGotAq8rNBuHjBrsbzQMroUOfuJDVipoB7_ks
qdmiaRduq0ieJzyPUe7A9K8kCqPIjZZI9YRdVBWvP2if5Cq4pS1cvG2NX_02rKxqnfkJG8Zm1
D1AKKeLdBdeTzvMr05OithF1ampsig=AHIEtbQC4qGc2VrGdk1PsR7hIVbO3zcCOg
(2011) Training and awareness Sprint Retrieved from
httpwwwsprintcomresponsibilityouroperationsenvironmentalpolicyhtml
Vision statement (2011) ATampT sustainability vision Retrieved from
h t t p do cs go o g le co mv i ew er a=v ampq=cach e _S4 r OP 5U lw IJ w ww a t t co m
C omm on abo u t _u s f i l e s p d f cs r _p ape r_ p o l i cy p d f +A T 26 T +s us t a in ab i l i t y
+v i s i on amphl =en ampgl=u s amppid =b l amps r c id=A D G EES gH 0 -
4 f v NQJ Q s OY oY D 8L_ 0 D H gp u cT pa -
LcG cQ Q B yO _ l Cb u lb 2 Vt Um FX r a7 N V52 6 TK X r rD h w3l 8 f9 -
p gH F4 j in h KA f k gRQ P5 oC BMX 8 XA f Gs LIE J K f Rzh LZE k E aC s gOM Fw Q7 X f5
aJ amps i g=A H IE t b T yO smx D3j Crx 3 G 5w g6J l k LC 3 bpx A
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 31
What are the g3 guidelines (2011) Global reporting initiative Retrieved from
httpwwwglobalreportingorgreportingframeworkg3guidelines
Workforce inclusion (2007) Social Responsibility Report Retrieved from
httpdocsgooglecomviewera=vampq=cacheo_6Rwfb4lBsJwwwattcomCommonfilespdf3
30938_ATTcsr_0623pdf ATampT reinforce the commitment to a
socialamphl=enampgl=usamppid=blampsrcid=ADGEESjQalPiV_TGsaNvqmVBhqfnqytuxjvKhQIEmkG
z_N_3tGEojkaKirI-bMpPR-7Y4KrKSXMmYHlPDbF_qBxUc2g7lAw6tmPdP5jhM-
cEQNyp0Pd8kvqmW9YRqotX_heXs2Vv6dgXampsig=AHIEtbReQdWTz60fpWqKNiSTGukJcB
ET5g
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 3
10 INTRODUCTION
11 Company Description
ATampT Inc common stock is listed on the New York Stock Exchange and is registered as a
Fortune 500 Remarkably the organization is one of the 30 stocks that make up the Dow Jones
Industrial Average Last year it reported consolidated revenue of $123 billion and is currently
serving 955 million wireless subscribers They have licensing for spectrum in all 50 US states
the District of Columbia Puerto Rico and the US Virgin Islands Furthermore they have the
best worldwide coverage of any US carrier with voice coverage in more than 220 countries
data roaming in more than 200 countries and mobile broadband in more than 130 countries
(Atampt company information 2011)
12 Business Case
ATampT is dedicated within the organization to sustainable business practices They are now
included in the 2010 Dow Jones Sustainability North America Index (DJSI) One of the worlds
most recognizable sustainability indexes the DJSI North America is based on a meticulous
analysis of corporate economic environmental and social performance The index tracks the
performance of the top 20 percent of the 600 biggest North American companies in the Dow
Jones Global Total Stock Market Index that lead the field in terms of sustainability ( A t ampt
i n c lu d ed i n 2 01 1) The company focuses in three critical outcomes more efficient energy
consumption minimize global GHG emissions and lesser cost They follow the
recommendations contained in the GeSI SMART 2020 report and the specific areas where
ATampT products and services have the potential to harness the network offset effect and have
energy efficiency and diminish environmental impact by reducing CO2e emissions (Networking
for sustainability 2010)
13 Positive View
ATampT is rigorously committed to environmental sustainability The organization is harnessing
the scale of their network to deliver more sustainable solutions as ATampT connects people and
businesses seamlessly highlighting efficiency and minimizing the environmental impact The
environmental sustainability commitment is based on three tenants
Minimizing Our Environmental Impact The commitment is emphasized in reducing the
environmental footprint with the same leadership the organization is focused in every aspect of
the business
Connecting People and Business The company Information Communications Technology (ICT)
products and services enable their customers to boost energy effectiveness and productivity and
at the same time the company reduces carbon emissions
Leading Innovation and Technology Commitment to harnessing technology and innovation to
implement and build forward-looking technologies that meet environmental needs in our
challenging times (Environmental sustainability commitment 2011)
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 4
20 BACKGROUND
21 Sustainability Footprint
The sustainability footprint is amalgamated in the complete inventory of all activities products
and services associated with the organization These activities are focused in a very complex
process that begins with a gate-to-gate evaluation of the activities The organization uses energy
water materials that are part of the inventory and other non-product outputs often referred to as
wastes emissions discharges etc The supply chain must be examined and the organization
needs to look to its customers and follow the products and services to their end of life (Pojasek
2011) ATampT has been included since 2010 in the Carbon Disclosure Projectrsquos CDP Carbon
Disclosure Leadership Index (CDLI) and collects data on greenhouse gas (GHG) emissions as
well as risks and opportunities associated with climate change ATampT GHG emissions stayed
relatively steady in 2010 compared to 2009 (Greenhouse gas emissions 2011)
Chart (Greenhouse gas emissions 2011)
Scope 1 (Direct Emissions) The main source of direct emission are from vehicles
and ATampT has established a comprehensive plan to minimize the impact of it and
implemented an action plan to buy 3487 alternative-fuel cars and drastically reduced the
GHG emissions to a 43 The organization has a long term vision of having 15000
alternative-fuel vehicles through 2018 (Greenhouse gas emissions 2011)
Scope 2 (Indirect Emissions) This scope comprise for almost 87 of ATampT
GHG emissions Steam and electricity are the major sources of emission and they stay
firm for the last few years (Greenhouse gas emissions 2011)
Scope 3 (Other emissions) There is a continue focus on minimizing traveling and
conducting business transactions meeting conferences and other sources of operations
trough a commitment in deterring the extra expenses and subsequently the environmental
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 5
impact business meeting and moving from one facility to another will have in the
company sustainable business practice (Greenhouse gas emissions 2011)
The company has reached savings of more than $41 million in travel dollars and more
than 2500 metric tons of CO2-e emissions avoided last year Furthermore ATampT is now
part of the Carbon Disclosure Project (CDP) Supply Chain Initiative which provides a
close monitoring of GHG emissions and accurate data that includes suppliers vendors
and third parties operations The organization is looking to provide transparency through
actions and reported measurements of information (Greenhouse gas emissions 2011)
22 Corporate Regulatory Compliance amp Governance
Setting a strategy or organizational oversight is a fundamental task for ATampT It can be
identified as follow ldquoProcedures of the highest governance body for overseeing the
organizationrsquos identification and management of economic environmental and social
performance including relevant risks and opportunities and adherence or compliance with
internationally agreed standards codes of conduct and principlesrdquo (ldquoPojasekamp Farverrdquo 2011)
The company has available the 2010 ATampT Sustainability report framework that summarizes the
corporate compliance addressing its three responsibilities To assess how the company is doing
ATampT established several key performance indicators (KPIs) to measure its progress year-over-
year The organization makes an effort through available reports to identify the important areas to the
stakeholders and the business (Meet the possibility 2011) The codes of conduct ethics and
international compliance are also amalgamated in the report and it is highlighted by the
following procedures that encompass the issues of citizenship and sustainability commitment
Emphasizing the involvement in the communities ATampT reinforce the commitment to a social
cause developing educational programs and generating opportunities for jobs and development
The organization promotes a good work environment where growth and good performance are
accentuated and rewarded Diversity play a big role as it workforce is compose of a variety of
different backgrounds and cultures that enrich the foundation of the company (Workforce
inclusion 2007)
Furthermore integrity and high standards of ethics are implemented in the day by day operations
to secure a sense of responsibility and accountability The focuses on the environmental impact
that affect the communities involved people and their global operations as a whole are very
important for the company as they understand the significance of their actions and its relevance
ATampT connects millions of people worldwide and they have been steady in their commitment to
create innovative and sustainable products to make a harmonious balance between the
environment people and business (The atampt technology 2011) Lastly the company is a leading
force in developing new technologies to make a sustainable difference in society (Six focus
areas 2010) ATampTrsquos philosophy toward corporate social responsibility emphasizes a
commitment to serving their customers stockholders employees suppliers and communities
with attention to quality care and value They have a philosophy of good behavior that is related
according to their statements with good citizenship on a global scale Therefore ATampT Inc is
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 6
committed to the highest standards of ethics integrity personal and corporate responsibility and
adherence to laws and regulations that rule its organization (Social responsibility report 2006)
23 Stakeholder Engagement
Identifying the stakeholders is essential to understand its function and get a clear concept on the
individuals that are affected by the organizationrsquos effect on the environment or on social capital
For a multinational corporation these include shareholders creditors regulators employees
customers suppliers business partners governments nongovernment organizations (NGOs)
international business associations and a host of other parties involved (Pojasek R amp Farver S
2011) ATampT is a company with global connotations and stakeholder engagement is
fundamental to become a successful organization particularly in our present time Value creation
for everyone involved in enterprise is essential to creating common reason and concentrate on
the concerns the company is currently facing (Partridge Ket al 2005)
Stakeholder engagement is emphasized in the priorities ATampT is focusing in regards of energy
consumption network reliability customer satisfaction and security diversity at the workplace
volunteerism and how innovative products and services impact the environment All these
factors are consequently influential in the stakeholderrsquos engagement and present the basis of
good corporate governance The following chart represents the aforementioned priorities for the
organization
Hazardous waste reduction Content protection Network equipment recycling Conflict minerals Customer products Recycling
Disaster response Products that enable social amp Disaster response Products that enable social amp environmental benefit Company GHG emissions Supplier standards Supplier performance
Company energy use Network reliability Customer Company energy use Network reliability Customer privacy amp data security Innovation Customer satisfaction Employee diversity Network security privacy amp data security Innovation
Non-hazardous waste reduction
Freedom of expression Deployment for rural amp underserved areas Relationship w government (Law Enforcement)
Education Volunteerism Online risks amp safety Life cycle assessment Water usage Giving amp philanthropy Cell tower impacts Intellectual property rights Talent acquisition amp retention
Supplier diversity Ethics amp integrity Product safety Inclusivity ndash access amp aging
Icreasing Importance
to Stakeholders
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 7
Compensation benefits working hours amp wages Off-shoring Outsourcing
Packaging Freedom of association Occupational health amp safety RestructuringDownsizing WorkLife Balance
Paper consumption Employee engagement
C h ar t ( S t r a t eg i c m at e r i a l i t y a s s es smen t 20 11 )
Furthermore external stakeholder engagement became a priority in recent years and they include
the following NGOs EPA Unions government agencies residents local communities The
company engages its stakeholders on a global scale and consequently it is implementing a
stakeholder engagement program that emphasizes connecting the different stakeholders in
activities that benefit not only the company but all the parties involved As a global corporation
the stakeholders engagement take a long distance dimension that needs to be minimize to cut
costs and deter the environmental impact Therefore ATampT is implementing a successful
program to maximize the tools available quantifying the benefits of Telepresence is a good start
that could cut the GHG emissions That is comparable to removing more than 1 million
passenger vehicles from the road for one year (Meet the possibility 2011)
Additionally employees can work with external stakeholders to emphasis the companyrsquos
priorities in regards of environmental issues and prevent or clean up environmental degradation
ATampT has implemented a program to pay employees for a day to volunteer in NGO
environmental programs or directly with environmental organizations that helps the community
and its citizens One of the fundamental reasons for this productive engagement is incorporating
the stakeholdersrsquo perspectives and experiences and strategy design can improve and help to
manage the corporationrsquos external change better (Andriof 2002)
A proactive approach to stakeholdersrsquo engagement needs to be promoted within the company
and ATampT could benefit from it by implementing stakeholders engagement principles that can
provide the companyrsquos expectations in that regards and create a measure for the engagement
process to be evaluated (Blackburn 2008)
ATampT would be benefiting if the company takes three measures to tail a proactive stakeholdersrsquo
engagement
1) Raise awareness within the company leadership about the process and benefits
2) Emphasis and develop appropriate skills and knowledge throughout the organization
3) Send a concise and clear message that a proactive approach to stakeholdersrsquo engagement is
encourage and appropriately reward the managers who follow this path to success (Blackburn
2008)
Increasing Influence on Business Success
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 8
Nevertheless creating a position of Stakeholders Relations as the company Novo Nordisk has
created can lead to an effective inter-relation and clear communication between the parties
involved Therefore these actions are going to create value to the stakeholdersrsquo engagement and
enhance the companyrsquos credibility (Blackburn 2008)
30 DISCUSSION
31 Environmental Responsibility
ATampT has implemented for the last 6 years an environmental program that has contributed to
tangible and measurable results However because of the fast pace of technology and
consumerrsquos demand this established parameters change constantly and the need to adapt is
crucial Summarizing those points in regards of how ATampT faces its environmental
responsibility is operating in a way to increase efficiency and minimize the impact to the
environment As of 2010 144 million customers use paperless billing 37 million cell phones
collected for recycling 569 million pounds of network scrap materials kept out of landfills
through reusing selling and recycling materials and 3487 alternative-fuel vehicles deployed in
538 cities as part of our commitment to deploy approximately 15000 alternative-fuel vehicles
through 2018 (Environment 2011)
Furthermore besides the mentioned positive steps toward a concise environmental program
ATampT has implemented the Environment Health and Safety Management System that
incorporates elements of ISO 14001 EMS standard and applies to its
Environment Health and Safety Programs (environment health 2011) ATampT consumes large
amounts of energy and it can gain benefits by emphasizing the use of ISO 50001 that is designed
to help organizations make improve their energy-consuming assets appraise and prioritize the
execution of energy-efficient technology considering that ATampT is a major player in the world
and encourage competence all the way through the supply chain It can be integrated with other
management standards especially ISO 14001 on environmental management and ISO 9001 on
quality management (Iso 50001 energy 2011) Because ATampT carries a large socio-economic
and environmental impact beyond its frontiers of operations (as any global corporation) that
leads to depleting resources and incrementing the issues related to climate change ISO 50001
can improve energy performance and lessen the deteriorating effects of energy consumption
32 Social Responsibility
ATampT materializes its social responsibility seriously with tangible actions The company has
formed the ATampT Business Sustainability Advisory Council dedicated to advising ATampT on the
powerful linkage between information and communications technology (ICT) and helping
customers minimize the environmental impact of their operations The council will work to
further the cause of measurement methodologies and technology use cases to help business
customers better quantify the impact of ICT-enabled solutions for greenhouse gas reduction
(Environmental sustainability2011) Although these efforts are highly valuable social
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 9
responsibility has a global context that needs to be implemented without borders and ATampT can
definitely benefit from implementing those great ideas into action from a leadership stand point
The company has operations worldwide and interexchange business in developed and developing
countries providing a great opportunity to become a pioneer in that respect and ISO 2600 can
provide the necessary framework to accomplish that ldquoISO implemented the principle of
twinning (twin leadership between a developed and developing country) in the ISO Working
Group on Social Responsibility (ISOWG SR) to a greater extent than had yet been carried out in
a any ISO standards development group This meant that not only the WG but also each sub-
working group and any other group that was established was headed by representatives of
developing countries and developed countries on an equitable basisrdquo (How developing
countries 2011) This provides the open doors to get involved internationally with a framework
that is highly effective in a global context and leads to a meaningful participation among the
parties involved ISO 2600 help to identify relevant issues and to set its priorities The following
core subjects should be addressed
a) Organizational governance b) Human rights c) Labour practices d) The environment e) Fair
operating practices f) Consumer issues g) Community involvement and development (Guidance
on social 2011)
33 Economic Responsibility
ldquoEconomic responsibility relates to an organizationrsquos impact on the economic wellbeing of its
stakeholders The direct impacts of economic responsibility are measured as monetary flows
between the organization and its stakeholder groupsrdquo (ldquoPojasek R amp Farver Srdquo 2011) ATampT
economic responsibility is addressed by their financial report filed with the US Securities and
Exchange Commission It also identifies resources materials and safety regulation with the
actions taken by the Executive Environmental Council (EEC) This council receives updates on
compliance to minimize risk to the corporation Moreover the EHampS Leadership team in
collaboration with the Legal Department evaluates EHampS programs (based on data collected
from reviews audits new regulatory requirements etc) and develops strategies and plans to
improve the management system and compliance programs as part of the organizational goals
and EHampS plans reducing risk and minimizing operation deficiency ( A t ampt en v i r onm ent
h ea l th 2 01 0 )
The company has been experience a decade long profitability with estimated revenue o f $3148
billion for Q3 2011 The company also added 319000 subscribers in that quarter compared with
the median expectation for 311000 from nine analysts contacted by Reuters (Atampt incs (tn)
2011) The organization used to be the only US carrier to sell the most popular mobile device in
recent memory the iPhone ldquoATampT today announced it activated more than 1 million iPhone
4Srsquo as of Tuesday (Oct 18 2011) making it the most successful iPhone launch in the companyrsquos
historyrdquo (Atampt activates one 2011) This device alone made the company millions of dollars
in revenue by far and even though the phone is carried by other competitors now the iPhone still
is a mega player among the companyrsquos smart phones Nevertheless risk plays an important role
in economic responsibility strategy ldquoReduction of risk is a key part of an organizationrsquos
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 10
economic responsibilityrdquo (Pojasek R amp Farver S 2011) There are several improvements in this
area that ATampT can aggressively focus
331 Better Management of Business Risks
The company needs to remain competitive operating in a global marketplace and the importance
of anticipating managing and responding to business risks has become crucial If the corporate
sustainability system incorporates a management team to determine minimize and ensure that
potential risks and liabilities are accounted parallel with the companys entire value chain
decreasing the severity of those risks and even achieving preferred status for financing and
insurance in the process it will benefit and maximize the utility of the system itself (Quadir
2011) Implementing and utilizing ISO 31000 ndash Risk management can drastically improve the
business operation and its corporate sustainability strategy as a toolbox that carries many benefits
(Iso 31000 ndash 2008)
Using this Standard ATampT might focus in the following
Overspending
Delays
Non compliance with policies and regulations
(Iso 31000 ndash 2008)
ATampT has Scalability ndash flexible solutions from low-cost equipment moves to fully-managed no-
downtime transitions which is characteristic of a system model or function that describes its
capability to cope and perform under an increased or expanding workload (What does
scalability 2011) This system can reduce risk and interference as well as i ncreasing
efficiencies and savings but it is mostly used in Internet Data Center Relocations and the
company doesnrsquot include it in a comprehensive sustainability program Therefore implementing
the tools available from ISO 31000 will minimize the ldquobadrdquo risks to maximize the companyrsquos
value and competitive advantage
34 Corporate Sustainability Strategy
The corporationrsquos sustainability strategy shows a consistent direction and currently highlights
three elements Fleet Investments Business Solution to e-Waste and Measuring Electricity
Consumption but the strategy does not stop there Even ATampTrsquos community outreach efforts
focus on causes such as technology training in schools with high dropout rates which has social
connotations (Atampt aligning business 2011) While ATampT is currently taking in hand the
ever-changing business challenges with a strategic approach the company is not addressing the
environmental social and economic impacts of all its activities products and services to
determine the organizationrsquos impact ldquoManagement system planning efforts involve identifying
ALL of the activities and determining their impacts on the environmental social and economic
elements of the sustainability programrdquo (Operations are the 2011) Although the companyrsquos
sustainability strategy is walking a positive path the following suggestions will enhance the
already implemented plan for the long term
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 11
341 ProductService Differentiation
Increasing the market share of the organization is a goal of any business venture that carries
many risks and strategic plans with a long term business model ATampT has a large variety of cell
phone devices that are popular and efficient in regards of services effectiveness as well as
innovation The company needs to focus in environmentally and socially responsible products
that will gain a new loyal customer base to solidify growth Consumers want to feel good about
the products and service the buy therefore customers demand for new products will vault to
new dimensions with high expectations on the devices offered Innovating and re-engineering
present devices to sustainable services is crucial to adapt to the new changes in the marketplace
Presenting new cell phones with environmentally friendly materials can provide a competitive
advantage that will differentiate the company from competitors and produce high return on
investment (Productservice differentiation 2011)
Alliances and business deals with manufactures are important to consolidate the production and
distribution of ldquoe-Phonesrdquo These devices are made of recycled products and offered to
consumers for a reasonable competitive price in todayrsquos market ldquoT-Mobile USA Inc and
Motorola today announced the retail availability of the MOTO W233 Renew the ideal mobile
phone for eco-conscious consumers A first of its kind and initially exclusive to only T-Mobilereg
customers the plastic phone housing for the Renew is comprised of recycled water bottles and is
entirely recyclablerdquo (Mototrade w233 renew 2009) The T-Mobile phone can be a predecessor
of a new wave of renewable devices that can attract the consumerrsquos interest and if ATampT adapt a
policy of developing this type of devices and make them marketable the company will expand
its market share wisely and efficiently
342 Product Stewardship Policy
ATampT needs to implement a policy of product stewardship to make sure all those involved in the
life cycle of its products and services are accountable for the environmental impact it causes To
assure of that policy implementation the company should have the following objectives
The company will collect 100 of its electronic waste for reuse and recycling
For every 10 phones the company sells ATampT guarantee to collect 9 phones for reuse or
recycling
ATampT will require its vendorssuppliers and manufacturers to meet the companyrsquos
certification requirements by 2013
All ATampT-branded electronics should meet the companyrsquos scorecard criteria for
environmental design
The company should be committed to procuring 10 of its energy needs from
renewables on a realistic time frame goal
Required its vendors to supply more eco-friendly devices
The company should work with a several environmental organizations to hash out issues
including the reduction of its carbon footprint and improving productsrsquo designndashwith the
recycling devices at the forefront of ATampTrsquos efforts (Sprint establishes first-in-industry
2011)
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 12
Telecommunication companies have never placed a policy of this magnitude before until Sprint
published it this year Sprint is so far the only wireless carrier to have a stewardship policy that
set the standards for the industry ldquoTo clearly state Sprintrsquos pledge to responsibly address
electronic waste (e-waste) we have published an Electronics Stewardship Policy A first for the
telecommunications industry this policy outlines how Sprint is focusing on the full lifecycle of
the electronics we buy and sellrdquo (Sprint recycle 2011) Sprint is a leader in that regards and
exemplifies a business action that ATampT can follow and subsequently establish a common
denominator among the wireless industry players
35 Corporate Sustainability Management System
ATampT developed a combined Environment Health and Safety (EHampS) Management System
which is designed to use elements of ISO 14001 EMS standard and applies to Environment
Health and Safety Programs ATampT does not maintain external registrations or certifications
with external registrars for this management system ( Atampt environment health 2010) ATampT
has been utilizing ISO 14001 Standard since 1997 as an important framework in the decision-
making process to face the corporate environmental issues a global company faces in todayrsquos
business climate Integrating ISO 14001 program with the quality management system (ISO
90012000) andor with an occupational health and safety management system such as OHSAS
18001 ANSI Z-10 or the United States Occupational Safety and Health Administrationrsquos
Voluntary Protection Program can create value and establish a comprehensive business model
for the organization (Pojasek 2007) The following chart represents the companyrsquos program
implementing management systems elements
ATampT Environment Health and Safety Management System ISO 14001 EMS Elements
Evaluation of Environmental Aspects The EHampS leadership team consults periodically
with the Legal Department to discuss future programs and risks regarding compliance
programs
Legal and Other Requirements EHampS Technical Support directs the EHampS ldquolegregrdquo
process which tracks and evaluates new and proposed regulation and legislation
Objectives and Targets the EHampS Leadership team develops the objectives and targets for
the EHampS organization as part of ATampTrsquos performance management program ldquoe-
performancerdquo Progress towards achievement of goals is evaluated quarterly by EHampS
associates and supervisors
EMS program Each business unit has an EHampS Plan Target document through which it
implements key business unites and partners-specific requirements and responsibilities
Chart (Programs implementing management 2010)
In 2008 the US Addendum to the Global e-Sustainability Initiative (GeSI) sponsored study
SMART 2020 Enabling the Low Carbon Economy in the Information Age estimated that ICT-
enabled solutions could cut annual CO2 emissions in the US by up to 22 percent in 2020 This
translates to gross energy and fuel savings of as much as $240 billion annually Therefore
ATampT outlined the opportunity to deter its emission through this comprehensive report that
highlights the issues and present practical solutions to the information and communication
technology businesses ( Connecting people and 2011)
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 13
The prior statement shows a commitment by the organization to develop programs that follow
the guidance of SMART 2020 report Although ATampT highlights the benefits of meeting
compliance of the standard ISO 14001 and other EHampS programs the implementation of such
programs is still lagging Consequently the following recommendation can be implemented to
enhance the existing program and develop new frameworks to improve in those areas that are
emphasized in the SMART 2020 report
The CO2e reduction potential of ICT industry solutions is examined across four key usage areas
Smart Workplaces Combines innovative video audio and interactive elements to create a
unique virtual presence over the network mdash giving users an immersive in-person experience
Smart Data Centers ldquoThin clientrdquo hardwaresoftware solution allows employees to access full
desktop and file system from any location with secure encrypted 2-way transmission and no
physical storage of data on the employee device Flexible telephony system (provided by Access
Line) allows routing of phone calls to any location desired
Smart Transportation Reduction in Carbon emissions from personal vehicles
Decrease in the traffic load on the road system
Provides incentives for individuals to use more efficient forms of transportation
Encourages a modal shift from privatepersonal transportation to public transport services
Smart Electric Grids Reducing waste generation and improving process efficiencies in its
semiconductor manufacturing operations In order to achieve water and energy savings which
resulted in reduction in associated CO2 emissions the company brought together the following
components
Smart Water amp Electrical Grid
Statistical Process Control
Peak Power Management
Effective use of sensor data
ISO 14001 Compliance
Lean Manufacturing Tools
Employee Participation amp Awareness
Chart amp text (Neves L et al 2008)
The benefits of implementing effectively the guidance developed by The Climate Group in
partnership with the GeSI ldquoSMART 2020 Enabling the Low Carbon Economy in the
Information Agerdquo can be envisioned through increased speed decision-making and improved
employee productivity Nevertheless it also minimizes dependency in physical travel efficiently
maximizes road networks and mitigates traffic carrying capacity (Neves L et al 2008)
36 Internal and External Communication
ldquoAn organization should establish implement and maintain procedures for communicating
internally and externally on its environmental policy performance or other information based on
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 14
its own needs and the needs of interested partiesrdquo (Communication 2011) ATampT utilizes its
website online communication posting financial results product services sustainability and
regulatory reports and environmental footprint of the company that are available worldwide to
communicate with the interested parties about the companyrsquos overall performance Taking in
consideration that AampT is a global corporation and it is under constant scrutiny of their
environmental and social policies and performance they are putting in practice a consistent and
effective method to communicate internally and externally
The company emphasis the successes of their approach among employees and management team
using telepresence rooms that help enable ATampT employees to communicate internally as well
as with business associates The fully managed ATampT Telepresence Solution present face to face
interactions with the parties involved that generate collaboration between companies and
employees suppliers partners and customers in an efficient way Cost-savings procedures and
reliability are among the main points for this internal communication and demonstrate how the
company is a pioneer in transforming the business process increasing productivity (Atampt
announces new 2010)
Effective external environmental communications are extremely important in fostering mutually
affirming and respectful relationships with the regionrsquos associates Therefore the following
highlighted factors are areas for ATampT to improve
ldquoIneffective communication with employers
Weak links between on- and off-the-job training
Insufficient involvements of employersrdquo (ldquoCommon inspection areas 2011)
Global organizations have the tendency to spread out external communication via website posts
online marketing tools and relations with shareholders However ATampT lacks of an effective
external communication tool because the company does not effectively emphasis the investors
relations and a coordinated public relationrsquos approach An important component of
communication is the one placed with parties outside of the organization This external
communication may be coordinated by public relations investor relations and marketing The
leadership team has to be engaged in this role in a two way dialog structure (Pojasek R amp Farver
S 2011) Then ATampT needs to take an aggressive approach toward public relations and its
subsequent external communications effectiveness to salvage the ongoing connection needed to
efficiently affirming the relationship with partners in the public and private sectors
37 Supply Chain Management
As a global corporation ATampT economic social and environmental impact goes beyond their
operations The materials used from which the companyrsquos products and services are sourced are
just the beginning in searching for the quality and nature of such materials ATampT has been
working steady in implementing diversity and environmental awareness in their supply chain and
leading to actions to be more proactive The organization has engaged their suppliers with
Supplier Citizenship and Sustainability survey (2009 and 2010) This survey included key
questions about energy consumption efficiency environmental protection health and safety
labor rights ethics confidentiality and water usage (Getting smart about 2011) This particular
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 15
method had helped ATampT in understanding and react positively to sustainable business practices
in its supply chain Because suppliers action can be detrimental to an extent that can affect the
main business and its operations encouraging suppliers to measure and disclose emissions
information can determine the quality and business environment ATampT is currently working and
the company will be able to understand and minimize risks as well as identify opportunities
Partnering with the 2011 Carbon Disclosure Project (CDP) Supply Chain Initiative will lead to
transparency and accountability in the supply chain (Getting smart about 2011)
Furthermore ATampT has established its new Domain Supplier Program and as a result the
chosen vendors will be responsible for a lot more than their own products in terms of the
amalgamation and operations management of network equipment and software solutions
Additionally marketing retail channels and online sales integrate the chain One area where to
focus could be suppliersrsquo accountability for delivering environmental friendly non-virgin
materials ( A t ampt r ead ie s i t s 2 01 1 ) The company has created an efficient management
department that engages with parties involved in the supply chain operations efficiency program
Supplier Quality Management is responsible for working with Stakeholders and Suppliers to
assure ATampT receives world-class products and services It is based from the global
telecommunications TL 9000 requirements as well as good business practice and helps evaluate
the effectiveness of quality implementation and improvement programs This quality
management system is designed to meet quality standards of the global communication industry
and it is built from the ISO 9001 and the eight quality principles aiming directly to the
telecommunication industry (Supplier quality 2011) ISO 9001Standard provides a solid
guidance and strong procedures that achieve consistency to the management program ldquoA quality
management system (eg ISO 9001) provides us with a tool to track where all the parts
components andor constituents come from This is called product traceabilityrdquo (ldquoPojasek R amp
Farver S productrdquo 2011)
ATampT is conducting a fair method of supply chain management but there are several factors of
that program that needs to improve Corporations around the world are trying to have
sustainability initiatives in their supply chain management simply because of meeting established
regulations or because it can have a positive impact on their customerrsquos base giving the
company a competitive advantage There are four good supply chain strategies that can be used
to reduce waste and considering ATampT has a global outreach it can make a difference in their
operations and create a cost-savings strategy as well as deterring their environmental footprint
(Kaplan 2009)
Nearsourcing Sourcing internationally from Mexico or Latin America as opposed to Asia can
be a good start to minimize transportation costs that subsequently leads to large amounts of CO2
emissions due to fossil fuels consumption It also establishes a strong cooperation of the
Americas that can integrate collaboration in technological advances and environmental
stewardship emphasizing ethics that embody responsible planning and management of resources
(Kaplan 2009)
Ship to point-of-use Shipping or transporting raw materials to the assembly line for production
is a strategy that can be utilized in the telecommunicationrsquo sector Protective packaging costs are
reduced with this strategy as well as transportationrsquos expenditure (Kaplan 2009)
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 16
Green procurement guidelines ISO 9001 can be a framework to be utilized and ATampT has
already implemented it However establishing supply chain criteria for materials products
packaging systems and logistics will drastically improve their supply chain management
Obtaining better deals with suppliers is an immediate benefit Furthermore it helps avoiding
ldquonon greenrdquo contracts and purchasing Leveraging the spending information can provide savings
and a long term business relationship with suppliers (Kaplan 2009)
Supplier environmental performance Certification to ISO 14001 a support for ACORN
programme to encourage local businesses to incorporate sustainability into their business model
requirements for all contractors to undergo environmental health and safety training and product
suppliers need to be required to meet ATampT internal standards for banned and restricted toxic
substances as mobile phones parts and accessories carry a large amount of toxic waste (Charter
M et al 2001)
38 Product Design Marketing and Stewardship
Product Design The Company has a program that has been established since 2001 to get
actively involved and subsequently listening to their customers throughout the design process
This particular process amalgamates the need to focus in incorporating less toxic components as
well as recycled parts affecting the design of those products and therefore changing the way they
are marketed (Atampt universal design 2009) ATampT is applying ldquogreen accountingrdquo throughout
the organization to avoid potential environmental liabilities but also it helps in reducing costs
deterring the environmental impact of products and lay out a steady product design program with
the customer in mind The manufacture of each product carries an environmental cost that
consequently impacts the product design and its marketing approach Acquiring environmental
cost data provides the company to make decisions that is in harmony with the environment and
the business model (Green accounting at 2006)
Marketing The marketing campaign focuses in the transition to smaller and more eco-friendly
packaging for the wireless device accessories it sells to the public In addition ATampT unveiled
requirements for manufacturers of mobile phones to reduce the environmental impact of future
handsets ATampT website focuses on educating the consumers about their products with an
environmental conscience approach that attracts certain demographic groups particular a mid to
high level incomes that have the propensity of consuming high-end phones Many of those
phones come with a universal charger that translates into a single charger providing energy
efficiency usage (Atampt slims down 2010)
Stewardship Reusing and recycling mobile devices has become a priority for ATampT and last
year the company has collected more than 37 million phones These numbers reflect a decline in
the amount of recycled phones from 2009 Nonetheless batteries and other accessories account
for much of the toxic materials dump in fields therefore the organization has collected 18
million pounds of those items (Atampts environmental sustainability 2011)
ATampT is still struggling to spread out the message for customers to become environmentally
friendly and reuserecycle their devices Drop-off bins were placed in numerous locations across
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 17
the country and prepaid labels for shipping recycled phones is available However ATampT needs
to establish a solid recycling program in every store and train the proper retail associates to
efficiently implement those green initiatives (Product stewardship 2011) As an improvement to
the already established programs ATampT can train its existing retail employees and any other
workforce that makes a direct or indirect impact to the environment through an online learning
management system That action will assure to educate the workforce to maximize the
environmental stewardship approach the company wants to achieve (Training and awareness
2011)
40 RESULTS
41 Outcomes
The telecommunications sector represent a vast a diverse force group of companies that globally
generates revenues of approximately 37 billion as of 2009 (Normand S amp Morales R 2010)
and it keeps increasing due to a high market demand and necessities of communication on a
personal and business level alike Innovation plays a big role in the industry and that will be
crucial for ATampT to outcome business risks and deter its environmental impact which is closely
related to the performance of its sustainability management system ATampT implemented its SMS
and added a steady sustainability approach to business since 1995 although it was placed with
inconsequential steps in the first years of inception The implementation of ISO Standards can
lead to a sustainable management system that has already solid roots as it was presented in this
paper and could impel its SMS to a leadership position ldquoFor most organizations the path to
finding this overarching business management system starts with integrating the management
standards covering quality (ISO 9001) environment (ISO 14001) and occupational health and
safety (OHSAS 18001) (ldquoPojasekrdquo 2006) The last paragraph highlights the importance of those
standards and how ATampT can benefit from its implementation
The outcome if the sustainability management system is in place in its total execution will be to
allow the system to conduct a systematic internal review that is essential for an ever-changing
wireless communication industry leader with a global presence Monitoring and taking corrective
actions for continual improvement will be a critical achievement that will carry long-term
benefits for the company As presented above the sustainability management system creates and
propagates a commitment to continual improvement for the system to develop efficiently
(Pojasek R amp Farver S 2011)
42 Metrics
Expanding and improving the metrics ATampT already reports can be accomplished by utilizing
the Environmental Performance Evaluation (EPE) that correlates to the motto ldquowhat gets
measured gets managedrdquo (Iso 14031 Environmental 2011) The goal is to improve
environmental performance with a focus on performance benchmarking compliance to rules and
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 18
regulations on a local federal and international arena and competence in operational
management (Iso 14031 Environmental 2011) ATampT lacks of a sustainability management
system that amalgamate all the sectors and department with an efficient business alignment of all
departments and operations The company focuses primarily in the economic responsibility and
secondary the social responsibility and the business model appears too fragmentized as the
environmental responsibility doesnrsquot get the same level of urgency
Nevertheless a GRI report and becoming a Carbon Disclosure Program (CDP) partner will
increase transparency and accountability attached to metrics that can be measured and
consequently improved ATampT by now uses the G3 Guidelines the cornerstone of GRIs
Sustainability Reporting Framework (What are the 2011) to determine the types of data to
report in its 2010 Citizenship and Sustainability Report as well as Key Performance Indicators
(KPIs ) that have already been implemented (key performance indicators 2011)These are
lagging indicators and are valuable to know where the company stands and therefore ATampT can
be able to seeking improvements and correct faulty operations but they are not an assurance of
positive outcomes
The inventory of the combined activities of the company was stated in section 21 and
subsequently after proceeding with the identification and evaluation of the sustainability
footprint ATampT should conduct a materiality analysis The main reason is to highlight
efficiently the issues spotted in relation to their concern to stakeholders and subsequently the
effect they have on the organization The following Materiality Matrix chart shows the
categorized issues and prevailing potential conditions in each box accordingly to the potential
impact on the company and the increasing concern to stakeholders respectively
a) Low Impact a) Medium Impact a) High Impact
High Concern High Concern High Concern
Increasing
Concerns b) Low Impact b) Medium Impact b) High Impact
To Medium Concern Medium Concern Medium Concern
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 19
Stakeholders
c) Low Impact c) Medium Impact c) High Impact
Low Concern Low Concern Low Concern
Increasing current or potential impact on the company
Chart (Materiality matrix 2011)
The above materiality matrix can be utilized by identifying material issues at each level and
efficiently addressing them in a timely manner A sense of urgency is needed at the
corresponding stage of the issuesrsquo level (Materiality matrix 2011)
To summarize the representative elements of the materiality analysis process the following
aspects needs to be underscored
1 ldquoIdentification of a universe of relevant economic social environmental and
policygovernance issues for consideration
2 Evaluation and ranking of the level of internal and external stakeholder concerns
regarding each issue
3 Evaluation and ranking of the potential impact on the company of each issue
4 Development of a matrix-based prioritization of the issues and
5 Execution of a structured collaborative strategy planning implementation and reporting
processrdquo (A roadmap to 2011)
The prior representation of the materiality analysis will lead to a rigorous evaluation of the three
responsibilities significant to the company and its stakeholders The analysis can provide to
ATampT with beneficial insight information guiding the organization to a strategic direction as
well as a tactical change management in sustainability that translates into a purposeful process to
help the organizations succeed (A roadmap to 2011)
43 ATampT conversion from lagging to leading indicators to improve the SMS
ATampT is using lagging indicators that are not helpful in identifying and revealing potential
problems that can carry severe process upset with irreversible consequences It may lack of
presenting solutions and consequently implementing corrective actions (Pojasek R lagging
2009) In contrast leading indicators are useful to check the efficiency of control systems and
provide crucial warning of disadvantages before any issues is present (Pojasek R leading
indicators 2009) ATampT needs to use both indicators to drive sustainability performance
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 20
consequently the company needs to implement as well as emphasize leading indicators on the
following areas for full effectiveness
i There must be a connection between the leading indicators and the outcomes that are of
interest
ii The reasons for using the indicators and the benefits they offer must be understood by
line management and by the employees affected
iii The indicators must provide information that can guide future actions
(Pojasek RUsing Leading 2009)
Therefore a mix of lagging and leading indicators that are pertinent and efficiently linked to the
system amalgamating the three responsibilities in one single measure with an accessible data for
lagging indicators as well as objective data for leading indicators will be crucial for continue
improvement and the company will be able to include a culture of sustainability within the
organization (Pojasek R amp Farver S effective indicators 2011) Nonetheless a framework tool
that can quantify leading indicators is the Australian Business Excellence Frameworkrsquos ADRI
(approach deployment results and improvement) scoring method (Pojasek R ADRI Scoring
2009) Consequently ATampT can drastically increase value and accurate information to develop
an efficient sustainability management system that amalgamates all the tools necessary to
become a leader in a highly competitive telecommunications market
44 Ensure transparency and accountability
Ensuring transparency and accountability is crucial in todayrsquos global business environment to
keep the company competitive The question that arrives addressing this issue is how to convince
the management leadership of ATampT to change the system that appears to be working for them
in the current business environment
Shareholders and stakeholders pressure complying with laws and regulations competitive
advantage and public relations can also be drivers for transparency and accountability
Nonetheless individuals and companies from the private and public sectors can create the
atmosphere for ATampT to create the necessary reports on the organizationrsquos sustainability
performance because that can highly influence their investment options and decisions that are
correlated to ATampT overall performance (Pojasek 2009) Therefore a sustainability reporting
review and assurance would be needed and the data should be subjected to internal controls and
processes associated with an internal audit Additionally after the requirements of internal
assurance are met ATampT could extend that report to an external assurance process as the
AccountAbilityrsquos AA1000 Stakeholder Engagement Standard (Pojasek R Sustainability
reporting 2009)
The ATampT research assessment and followed recommendations have shown an integrated
corporate sustainability assessment that can adopt business strategies and activities to meet the
stakeholdersrsquo objectives while protecting sustaining and enhancing the human and natural
resources that will be needed in the future (Sustainable development a 2007)
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 21
50 References
Andriof J (2002) Unfolding stakeholder thinking theory responsibility and engagement
Retrieved from
httpbooksgooglecombooksid=THtznfpayXoCamppg=PA205amplpg=PA205ampdq=ATampT
external stakeholder NGOsampsource=blampots=ye28xPUa-Kampsig=xRRKKteuu9fWgEUH-
NCBizrYDnYamphl=enampei=WvmxTvzrI5TXiQKjuP0Bampsa=Xampoi=book_resultampct=resultampresnu
m=1ampved=0CB8Q6AEwADgK
A r oadm ap t o p e r f o r m s up p l y ch a i n - focu s ed m at e r i a l i t y a s s es sm en t s
( 2 01 1 ) V al ues t ream i ng R e t r i ev ed f r om
h t t p v a l u es t r eam 20 0 9 wo r dp r es s co m 20 11 0 2 0 2 a - ro adm ap - to - pe r f o r m -
s up p l y- ch a i n - f o cu sed -m a t e r i a l i t y - a s s es sm e n t s
Atampt activates one million iphone 4s (2011) ATampTcompress Retrieved from
h t t p w w w a t t co m gen p r es s -
r o om pid =21 79 8 ampcd v n=n ews amp n ew s ar t i c l e id =33 13 5 ampm apco d e=co ns um er | f
i n an c i a l
Atampt aligning business and sustainability strategy (2011) TriplePundit Retrieved from
h t t p w w w t r i p l epu n d i t com 2 00 9 0 8 a t t - a l i gn i n g -b us in es s - an d -
s us t a in ab i l i t y - s t r a t eg y
Atampt announces new telepresence facilities in atampt bangalore offices (2010) ATampT Retrieved
from httpwwwattcomgenpress-roompid=18067ampcdvn=newsampnewsarticleid=30911
Atampt company information (2011) ATampT Corporate Retrieved from
h t t p w w w a t t co m gen in v es t o r - r e l a t i o ns p i d =5 71 1
Atampt environment health and safety management system (2010) Retrieved from
h t t p do cs go o g le co mv i ew er a=v ampq=cach e a6p l l J Uk q6YJ w w w a t t co m
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 22
C omm on abo u t _u s c i t i z ens h i p EMS _mat r ix pd f +AT 26 T+en v i ro nm ent a l +
an d +s a f e t y+ r egu l a t i on s amphl =en ampgl =usampp i d=b l amps r c id =A DG E ES hm5 H KkC i
0 5 4CY E Zv d aG XP HG 2 d3 f i 2_ es7 V gBs wd 2 - t oz J aMPW 9 Bu mG T ss _Q MP Q_ -
t yp - e N - eO Ui _6 oV lJ Q X V LV 6 rz gM HxO S I -
S 8 j wW3R wJ uT d9 Vx yr 2 x T _lz MY 1t cK cp M ND i FLamps i g=A HIE t b Q G V tX q Qq 6
r R qU kY lX yeM M _M G X IL
A t ampt s en v i r onm enta l s us t a i n ab i l i t y i n i t i a t i v es (2 01 1 ) Ma r ke t Wa t ch
R e t r i ev ed f r om h t tp w w wm ar ke tw a tch co ms to r y a t t - add s -b a t t e r y-
ch a r ge r - pa r t i a l l y- m ad e - f rom - r ecyc l ed - w a t e r - bo t t l e s - to -p ro d uc t - l i ne - up -
2 0 11 -1 1 -1 4
Atampt included in carbon disclosure projects carbon disclosure (2011) PR Newswire Retrieved
from h t t p ww w p rnew s wi r e com n ew s - r e l eas es a t t - i n c l ud ed - in - ca r bo n -
d i s c l os u r e - p ro j ec t s - ca r bo n -d i s c l os u r e - l e ade r sh i p - i nd ex - 10 3 44 09 94 h t ml
A t ampt i n c s ( t n ) q ua r t e r l y r ev en u e (20 1 1) T ho m so n R eu t e r s R e t r i ev ed
f r om h t tp w w w r eu t e r s com a r t i c l e 20 1 1 1 0 20 us - a t t -
i d USTR E 79J 2M H 20 1 11 02 0
A t ampt r ead i e s i t s s up p l y ch a in fo r t h e fu tu r e (2 01 1 ) AT ampT R e t r i ev ed
f r om h t tp w w w a t t com gen p r e s s -
r o om pid =48 00 ampcdv n =n ews ampn ews a r t i c l e i d =2 70 88
A t ampt s l im s do w n acce s so r y p ack ag i n g an no un ces n ew eco - f r i end l y
s t an da r ds fo r h an dse t s ( 20 10 ) AT ampT I n t e l l e c t ua l Pro p er t y R e t r i ev ed
f r om h t tp w w w a t t com gen p r e s s -
r o om pid =48 00 ampcdv n =n ews ampn ews a r t i c l e i d =3 05 99
T h e a t ampt t e ch no lo gy an d env i r on m ent aw a r ds p r o gr am (20 1 1) AT ampT
R e t r i ev ed f r om h t tp w w w a t t co m gen co rp o r a t e - c i t i z ens h i p p id =1 24 34
Atampt universal design policy adopted in 1998 background (2009) ATampT Retrieved from
h t t p w w w a t t co m gen gen e r a l p id =10 1 91
Blackburn W (2008) The sustainability handbook (p 378) Washington DC Environmental
Law Institute
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 23
C h ar t e r M e t a l Su p p l y ch a i n s t r a t egy ( 2 0 01 ) Th e S I GM A P ro j ec t
R e t r i ev ed f r om h t tp do cs go o gl e com v i ew er a=v ampq =cach e FG -
R FkS1 m ZsJ p ro j ec t s i gma co u k R n DSt r eams R D_s up p l y_ ch a in _s t r a t eg y p
d f +Th i s + r es ea rch +in v es t i ga t ed +t h e+eco n omi c +so c i a l +and +env i r on m ent a l
+ im p ac t s + in +s up p ly+ch a i n +m an agem en t amphl =en ampgl =us amppi d =b l amps r c i d =A D
G E ESj T6 j BY3 QR cz6 Bo u L_ p uT kP y_ h T1 Lw N Z7 G p 8 6 IT j f cb S g23 FaP u gP RC
9 tp 41 7x g9 A kx m -
O m YR HS HRS5 BY d6 ZY o 9m H B_ M Nb 6G 9 A XG R0 bN sNx x kU n voJ W1 Lb 6 n T
E Rv Zu 5_ 79 Zq T cyamp s i g=A H IE t bQ pW ZId T vG 2 Y - 9 Gj3 Ts v eK 2 h yC R Ig
C omm on i ns pec t io n a r eas fo r im pr ov em ent (2 01 1 ) L ea rn in g an d S k i l l s
I m pr o vem en t S er v i ce R e t r i ev ed f rom
h t t p w w w ex ce l l en cega t ewa y o r g u k p age a spx o =1 08 214
C omm un ica t io n (20 1 1) C om mu ni ca t i on Excerp t s f r om A us t r a l i an N ew
Z ea la nd S ta nd ar d 14 0 04 R e t r i ev ed f r om
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 09 68 f i l e s Su p p l em en t a l
Fo ld e r Com mEx er p t IS O 1 40 04 p d f
C on n ec t i n g p eo p l e an d bu s i n ess e s ( 201 1 ) M edi a K i t Su s t a i na b i l i t y
R e t r i ev ed f r om h t tp w w w a t t co m gen p r es s - r oo m pid =2 6 44
Environment ATampT Sustainability (2011) Retrieved from
h t t p w w w a t t co m gen co rp or a t e - c i t i z en sh i p p id =85 06
E n vi ro nm en t h ea l th an d s a fe t y ( eh amps ) m an agem ent s ys t em ( 20 11 ) A ampT
Ci t i z ens h i p EH S Re t r i ev ed f r om
h t t p do cs go o g le co mv i ew er a=v ampq=cach e wu w 3ib l2 eK 4J ww w a t t com
C omm on abo u t _u s c i t i z ens h i p EHS _Man agem en t pd f A TampT IS O 1 40 01 ndash
E n v i ro nm en t a l
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C dD A nf E A ag yIN n b lW MX MT cXx -
Q bR 3 BU1 ol j ikJ _ yq x f l f aG vb yD yl F l v 3 ah 3C ws hz fE br T Uj vY eM uf tD FtQ i G G 7
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1 v G7 j rzC yw
Environmental sustainability (2011) ATampT Media Kit Sustainability Retrieved from
h t t p w w w a t t co m gen p r es s - r oom pid =26 4 4
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 24
Environmental sustainability commitment is based on three tenants (2011) ATampT
environmental sustainability Retrieved from h t tp ww w a t t com gen p re s s -
r o om pid =26 44
G e t t i n g s m ar t abo u t o u r su p p l y ch a in ( 2 01 1 ) M eet t h e P os s i b i l i t y
E con o m y 2 01 0 ATampT S u s ta i na b i l i t y R epo r t 74 R e t r i eved f rom
h t t p w w w a t t co mC om mo n ab ou t_ us f i l e s c s r _2 01 1 20 10 _CS R_R epo r t p
d f
G r een acco un t i n g a t a t ampt ( 20 06 ) Wi s t a En v i ro n men t A cco un t in g
R e t r i ev ed f r om
h t t p w w w wi t t s o rg E v a_ acc env _ acco u n t_ 5_ f eb0 6 wi s t a_ ev a_ aac_ cas es t
u d y h tm
Greenhouse gas emissions (2011) ATampT Retrieved from httpwwwattcomgencorporate-
citizenshippid=17895
Guidance on soci a l respons ib i l i t y co re subjects (2011) ENVR E -135
Discover ing our Socia l Respons ib i l i t i e s Ret r i eved f rom
ht tp m yex tens ion harvard edu i cb icb dokeyword=ex tampsubkeyword=k807
71amppageid=icb page427497amppageContent Id=icb pagecontent901687ampview=
viewdoampviewParam_di rector y=Supplementa l Folder
How developing cou nt r i es cont r ibu ted to i so 26000 (2011) ISO Ret r i eved
f rom
ht tp wwwi so o rg i so i so_ca ta loguemanagement_and_leadersh ip_s tandard
s soci a l_ respons ib i l i t y s r_news -and-
ar t i c l es s r_developing_count r ies_cont r ibut ion h tm
Iso 50001 energy management standard published (2011) Environmental Leader LLC
Retrieved from ht tp wwwenvi ronmenta l leader com201106 15 i so -50001-
energy-management -s tandard -publ i shed
I s o 1 4 03 1 E nv i r onm ent a l p e r fo rm an ce ev a lu a t io n (2 01 1) E NV R E -1 35
S us ta in ab i l i t y M e t r i c s R e t r i ev ed f ro m
h t t p m y ex t ens io n h a rv a rd ed u i cb i cb do ke yw o r d =ex tamps u bk e yw o r d =k8
0 7 71 ampp an e l = icb p ageco n ten t 90 17 21 r fo r um fo r um_ id =105 1 69 ampp age i d =i c
b page4 27 50 4 ampp ageC ont en t Id = i cb p ageco n t en t9 01 70 1 ampview =vi ew do ampv ie
w P aram_ di r ec to r y= S up p l em en t a l R ead in g Fo l d er
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 25
Is o 3 1 00 0 ndash r i sk man agem en t s t an d ar d (2 00 8 ) U ni ver s i t y o f Wa t e r lo o -
I n s t i t u t e f o r R i s k Res ear ch R e t r i ev ed f r om
h t t p do cs go o g le co mv i ew er a=v ampq=cach e yS f Ml jv D_eYJ w ww i r r -
n e r am ca p d f_ f i l e s IS O 2 0 31 00 0 p df IS O 3 1 00 0 ndash R i s k m an agem ent
O v e rs p en d i n g D el ays N o n com pl i an ce w i t h po l i c i es an d
r egu l a t i on s amphl =enampgl =u s amppid =b l amps rc i d =A D GE ES hR1P4J uW H eP aBS 5x sG
9x V rSY 3 Ow bE V Qz8 8 nA gs g_S 5 Yd Qo rFa1 e f w B6 yQ 7 z u rh hRW H LT U 4 a7G G
_ Em _ c5 Y 0ms hRu yU B_ 4j Q5 T viM IBp h 4 9s 5x J ipbW _Rh lzM B3W 8M -
T pm iT hQ b A amps i g=A H IE t b Q O QM i Zi V9 ycC D aPP cUh fo LE w z_ - w
K ap l an J W a ys to g r een yo u r s up p l y ch a in (2 00 9 ) E cop r en eur i s t
R e t r i ev ed f r om h t tp e cop r en eu r i s t co m 20 09 10 1 3 5 - wa ys - t o - g r e e n -
yo u r - s u pp l y- ch a i n
K e y p e r f o rm an ce in d i ca t o r s (2 01 1 ) 2 0 10 AT ampT S u s ta ina b i l i t y R epor t
R e t r i ev ed f r om
h t t p w w w a t t co mC om mo n ab ou t_ us f i l e s c s r _2 01 1 20 10 _CS R_R epo r t p
d f
M ate r i a l i t y m a t r ix ( 20 11 ) F or d su s ta in ab i l i t y r epo r t 20 1 0 2 01 1
R e t r i ev ed f r om h t tp co rp or a t e fo r d co mm i cr os i t es su s t a i n ab i l i t y - r ep o r t -
2 0 10 -1 1 i s s u es -m ate r i a l i t y - m a t r ix
Meet the possibility economy (2011) 2010 ATampT Sustainability Report Retrieved from
h t t p do cs go o g le co mv i ew er a=v ampq=cach e zx e4 t N v7 AJ MJ w w w a t t com
C om mo n ab ou t_ us f i l e s c s r _2 01 1 20 10 _CS R_R epo r t p d f+a t 2 6t +sus t a in a
b i l i t y+ r ep o r t +2 01 0amph l =en ampgl =us amppi d=b l amps r c i d =AD G EES g6 yD k G G u ZC4
A O b0 P1 gPh 2 rm YYG D _ GPWU u Fn_ eP 6W_ r 0 ix 0 E6j 29 L1 v ReF l 5 De l r FFN 9 Fb
m 8S Nh 4T L_ X i 0_ r f8 8 f LZBh 8 t G 5 cG G 5N gk H -
b f G F5i Vw CQ kx H etG M U GA C gA cG D qcA Zamps i g=A H IE t b T U3 V _ aJ ow 9P aQ t a
h O egU bPlPx -S w
Monitoring supplier performance and providing feedback (2011) TI Retrieved from
h t t p w w w t i comco r p d o cs com p an y c i t i z en e sh s c r e l a t i on sh ip sh tml
M ot otrade w 23 3 r en ew no w av a i l ab l e f ro m t - mo b i l e u sa ( 20 0 9) T - M obi l e
U S A In c R e t r i ev ed f rom h t tp w w w t -
m ob i l e com comp an y P r e s sR e l ea se s_A r t i c l e aspx as se tN am e=P rs _Pr s_ 20 0
9 0 20 5 ampt i t l e=M OTO W 23 3 R en ew Now Av a i l ab l e F ro m T - Mo bi l e USA
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 26
Networking for sustainability (2010) ATampT Intellectual Property Retrieved from
h t t p w w w a t t co m gen p r es s - r oom pid =26 44
N ev es L e t a l ( 200 8 ) Repo r t s um mary 8 amp9 S M ART 2 02 0 En ab l in g th e
l ow car bo n econ omy in t h e i n fo r mat ion ag e R e t r i ev ed f ro m
h t t p do cs go o g le co mv i ew er a=v ampq=cach e wi bRo E OJ Vn QJ ww w ges i o r
g Li n k Cl i ck a spx 3 Ff i l e t i ck e t 3 D cOA r p r Yn XWY 25 3D 2 6t ab id 3 D 60
+SM AR T +2 02 0 E2 80 93 +Ben ef i t s+ i n c lu d e+in c r eas ed+em plo yee+p r o d
u c t iv i t y + i n cr ea s ed+co l l ab o ra t i on +acce l e r a t ed +d ec i s io n -
m ak in g+an d +r edu ced +d ep end en c y+o n +p h ys i ca l + t r ave l amph l =en ampgl =us amppi d
=b l amps r c i d =AD G EESj T Fi 7 fWY Lr 4 4 a r Aw K 4b N U fMx 8 Mi wis lp j w yFM 4 m Nl Z
t aS D aBV QmT Y n eLX BF7 cW b Y yU E f u Vrx esA N kW8u H rC 3qA sP X BTM 6 c5 A
A D Pu 9SA 5 L6 O G 19L2 IFb T E 5Sz pv r dCR q9 O Zl6 qJ amps i g=AH IE t bS h lW Bu du F
z AO K 5b qauP a8 f yo O 3 cQ
N o rm and S amp M ora l es R ( 20 10 ) T e l eco mmu ni ca t io ns in a s i a
R esp on s i b l e R es earch Re t r i ev ed f ro m
h t t p do cs go o g le co mv i ew er a=v amp q=cach e ju LX d u eY TS IJ w w w r es po ns
i b l e r es ea r ch com Te l eco mm uni ca t io ns_ in _ As i a__ _ Is s u es_ f o r_R esp on s ib l e
_ In v es to r s_ __ Ex ecu t i ve_S umm ar y p d f T e l ecomm uni ca t ion s in A s i a
R esp ons ib l e R es ea rch i s an i nd ep en den t p ro v id e r o f s ec to r a l an d th em a t i c
A s i an
en v i ro nm ent amph l =en ampgl =us amppi d =b l ampsr c id =A D GE ESi yM k l 5 ZecW Io p O O 5C
j iG V b7 N Iq I0 P 3 i j Z5 o 9rx LQ h Y ZY 0 vw sK n j yE D 7 zzs 5z6 w yp ao6W 31 p GT kw E
h d wv BT ILl d k ym k M b Do 5w q N evPm gqZo 9 _ O Alp lMt h2 l0 g l J d Q ekJ t pRY eU Iamp
s i g=A H IE t bR3 CSi _D f c f 9 Bt Q5 Bq 5Q crK 4 nG k0 A
O p er a t i on s a r e t h e ldquoac t i v i t i e s rdquo (2 01 1) Ma in s t r eam in g Sus ta i n ab i l i t y
R e t r i ev ed f r om
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 09 95 f i l e s Ch p t 10S t ra t eg y p d f
P a r t r i d ge K e t a l ( 2 00 5 ) S t ak eho ld er r es ea r ch Th e S t akeh o l de r
E n ga gem en t M an ua l R e t r i ev ed f rom
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c9 3 10 41 f i l e s Su p p l em en t a l
R ead in g Fo l d er fo r W eek 5 A ccou n t ab i l i t y S t ak eh o l d er Vo l 1 pd f
Pojasek R ADRI Scoring (2009)Adri scoring of leading indicators Environmental Quality
Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 27
Pojasek R Corporate sustainability footprint (2011) Mainstreaming Sustainability Retrieved
from httpisitesharvardedufsdocsicbtopic930967filesChapter4SustFootprintpdf
Pojasek R amp Farver S Discover ing our economic respons ib i l i t i es (2011)
Mains treaming Sus ta inabi l i t y Ret r ieved f rom
ht tp m yex tens ion harvard edu i cb icb dokeyword=ex tampsubkeyword=k807
71amppageid=icb page427498 amppageContent Id=icb pagecontent901699ampview=
viewdoampviewParam_di rector y=Supplementa l Folder
(2011) What does scalability mean Investopedia ULC Retrieved from
httpwwwinvestopediacomtermssscalabilityasp
Pojasek R amp Farver S Envr e-135 leading indicators (2011) Corporate sustainability strategy
Retrieved from
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 09 81 f i l e s E1 3 5Po j a s ek Ho u r2
S t r a t eg yO c t 2 4 p d f
Pojasek R Envr e-135 Sustainability reporting (2009) Mainstreaming Sustainability
Retrieved from
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 10 01 f i l e s Ch p t 16 Repo r t in g pd
f
Pojasek R amp Farver S Identifying and engaging key stakeholders (2011) Mainstreaming
Sustainability Retrieved from
httpmyextensionharvardeduicbicbdokeyword=extampsubkeyword=k80771amppageid=icbpag
e427495
Pojasek R amp Farver S Important economic considerations (2011) Economic responsibility and
operationalizing corporate sustainability strategy Retrieved from
httpdocsgooglecomviewera=vampq=cacheIOdMb-
I1hRsJisitesharvardedufsdocsicbtopic849748filesOct18PojasekHour2pdf Is risk part of
corporate sustainability strategy Robert
Pojasekamphl=enampgl=usamppid=blampsrcid=ADGEESgx1NqcCcopU0SLiQrosDnLz5x74I3rTWG4K
GD9IR6qzkqFzRC4LS1OySGIfHHbRfUs_VMMn63bT7CMFQEqzB5KoYYroa7e5PXKin_W-
0AQ8_8AQM9skANdvKbk9hyiOIwl4pxKampsig=AHIEtbS-
O3zHn1Dx9H_M9WTuEEFlhMuCYw
Pojasek R amp Farver S Mainstreaming sustainability (2011) 1 ed Vol 1 p 162 Woody
Creek CO Mainstreaming Sustainability
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 28
Pojasek R amp Farver S Product perspective (2011) Mainstreaming Sustainability 6 Retrieved
from
h t t p i s i t e s h a rv a rd ed u f s d o c s i cb to p i c93 09 73 f i l e s Ch p t 13S up p l yC h a in
p df
Pojasek R amp Farver S Sustainability requirements for communications (2011) Mainstreaming
Sustainability Retrieved from
httpisitesharvardedufsdocsicbtopic930968filesChpt12Communicationpdf
Pojasek R Improve infuse integrate (2007) Introducing ISO 14001 III Retrieved from
httpisitesharvardedufsdocsicbtopic931012filesSupplemental Reading Folder for Week
10ISO 14001 Enhancedpdf
Pojasek R Is your integrated management system really integrated (2006) Environmental
Quality Management Retrieved from
httpisitesharvardedufsdocsicbtopic931012filesSupplemental Reading Folder for Week
10Integrated MS Really Integratedpdf
Pojasek R Lagging indicators (2009) Environmental Quality Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
Pojasek R leading indicators Understanding leading indicators (2009) Environmental Quality
Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
Pojasek RUsing Leading Using leading indicators properly (2009) Environmental Quality
Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 29
Pojasek R Sustainability reporting reviews and assurance (2009) Sustainability Reporting
Retrieved from
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 10 01 f i l e s Ch p t 16 Repo r t in g pd
f
Productservice differentiation (2011) EzineArticlescom Retrieved from
h t t p ez in ea r t i c l e s com Co rp o r a t e -Su s t a i n ab i l i t y - S t r a t eg y- - - T o p - Fi v e -
R eas on s -Wh y- Y o u -N eed - On eampid =1 73 61 0 7
Product stewardship (2011) ATampT Retrieved from httpwwwattcomgencorporate-
citizenshippid=17914
Programs implementing management system elements (2010) ATampT Environment Health and
Safety Management System Retrieved from
Policy and practice 2011report card on banks and mountaintop removal (2011) Rainforest
action network 5 Retrieved from
httpdocsgooglecomviewera=vampq=cacheznZFoDiTQ_0Jranorgnode2602 2011Report
Card on Banks and Mountaintop
Removalamphl=enampgl=usamppid=blampsrcid=ADGEESiGYaCcDf0sYT657_WMylU-
AzBvwDWdvKoDUF5Lez-KtWO9YhejdYwACsq-6CXAbxzbAmTyUajNjjNni03M0EauGnzt-
EA_hYjdHzEPd8YpJDHkPenRn3ntYTqLuOiNAUICUlTKampsig=AHIEtbRF10DajUTOCRYda
pnhO3rnT1vwEQ
Quadir JCorporate sustainability strategy - top five reasons why you need one (2011)
EzineArticles Retrieved from httpezinearticlescomCorporate-Sustainability-Strategy---Top-
Five-Reasons-Why-You-Need-Oneampid=1736107
(2011) What does scalability mean Investopedia ULC Retrieved from
httpwwwinvestopediacomtermssscalabilityasp
Six focus areas (2010) ATampT Citizenship and Sustainability Report Retrieved from
httpwwwsocialfundscomsharedreports1308027026_ATT_2009_CitizenshipSustainabilityR
eportpdf
Social responsibility report (2006) Corporate Research Center Retrieved from
h t t p w w w so c i a l fu n ds com cs r p r o f i l e cg i id =1 8
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 30
Sprint establishes first-in-industry product stewardship policy (2011) TriplePundit Retrieved
from httpwwwtriplepunditcom201105sprint-establishes-first-industry-product-stewardship-
policy
Sprint recycle (2011) Sprint Retrieved from
httpwwwsprintcomresponsibilitycommunities_acrosseco_opshtml
(2009) Supply chain revolutionary atampt leads procurement zone adoption TechTarget
Retrieved from h t t p s ea r ch t e l ecom t ech ta r ge t co m t i p S up p l y - ch a i n -
r ev o lu t i on a r y- A T T - l ead s -p ro cu r em en t - zo n e - ado p t i on
Strategic materiality assesment (2011) 2010 ATampT Sustainability Report Retrieved from
httpdocsgooglecomviewera=vampq=cacheFiS_bp4ePaMJwwwattcomCommonabout_usf
ilescsr_2011ATT_2010_strategic_materiality_assessmentpdf Hazardous waste reduction
ATampTamphl=enampgl=usamppid=blampsrcid=ADGEESic8Uk_3kx9gSsNQ2sSwVb7O-
lrCDiSrJS9KmI06W8qbqk8t15CI8l2s06D7uz0_edt5ul1NsFCjFzyj7u-5EB1B7PL-
SD4vb6eDMnw1eCC9FtS7Zn4-
tzdiwG_CBvQZ_lXVySRampsig=AHIEtbShU1fUgNQtQdilp4HdvkvjJjX-EQ
Supplier quality (2011) ATampT Retrieved from httpwwwattsupplierscom
Sustainable development a business definition (2007) Business strategies for sustainable
development Retrieved from
httpdocsgooglecomviewera=vampq=cachebSBLJLGuMgcJwwwiisdorgbusinesspdfbusin
ess_strategypdf Incorporating the recommended steps to a sustainable
futureamphl=enampgl=usamppid=blampsrcid=ADGEESjGotAq8rNBuHjBrsbzQMroUOfuJDVipoB7_ks
qdmiaRduq0ieJzyPUe7A9K8kCqPIjZZI9YRdVBWvP2if5Cq4pS1cvG2NX_02rKxqnfkJG8Zm1
D1AKKeLdBdeTzvMr05OithF1ampsig=AHIEtbQC4qGc2VrGdk1PsR7hIVbO3zcCOg
(2011) Training and awareness Sprint Retrieved from
httpwwwsprintcomresponsibilityouroperationsenvironmentalpolicyhtml
Vision statement (2011) ATampT sustainability vision Retrieved from
h t t p do cs go o g le co mv i ew er a=v ampq=cach e _S4 r OP 5U lw IJ w ww a t t co m
C omm on abo u t _u s f i l e s p d f cs r _p ape r_ p o l i cy p d f +A T 26 T +s us t a in ab i l i t y
+v i s i on amphl =en ampgl=u s amppid =b l amps r c id=A D G EES gH 0 -
4 f v NQJ Q s OY oY D 8L_ 0 D H gp u cT pa -
LcG cQ Q B yO _ l Cb u lb 2 Vt Um FX r a7 N V52 6 TK X r rD h w3l 8 f9 -
p gH F4 j in h KA f k gRQ P5 oC BMX 8 XA f Gs LIE J K f Rzh LZE k E aC s gOM Fw Q7 X f5
aJ amps i g=A H IE t b T yO smx D3j Crx 3 G 5w g6J l k LC 3 bpx A
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 31
What are the g3 guidelines (2011) Global reporting initiative Retrieved from
httpwwwglobalreportingorgreportingframeworkg3guidelines
Workforce inclusion (2007) Social Responsibility Report Retrieved from
httpdocsgooglecomviewera=vampq=cacheo_6Rwfb4lBsJwwwattcomCommonfilespdf3
30938_ATTcsr_0623pdf ATampT reinforce the commitment to a
socialamphl=enampgl=usamppid=blampsrcid=ADGEESjQalPiV_TGsaNvqmVBhqfnqytuxjvKhQIEmkG
z_N_3tGEojkaKirI-bMpPR-7Y4KrKSXMmYHlPDbF_qBxUc2g7lAw6tmPdP5jhM-
cEQNyp0Pd8kvqmW9YRqotX_heXs2Vv6dgXampsig=AHIEtbReQdWTz60fpWqKNiSTGukJcB
ET5g
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 4
20 BACKGROUND
21 Sustainability Footprint
The sustainability footprint is amalgamated in the complete inventory of all activities products
and services associated with the organization These activities are focused in a very complex
process that begins with a gate-to-gate evaluation of the activities The organization uses energy
water materials that are part of the inventory and other non-product outputs often referred to as
wastes emissions discharges etc The supply chain must be examined and the organization
needs to look to its customers and follow the products and services to their end of life (Pojasek
2011) ATampT has been included since 2010 in the Carbon Disclosure Projectrsquos CDP Carbon
Disclosure Leadership Index (CDLI) and collects data on greenhouse gas (GHG) emissions as
well as risks and opportunities associated with climate change ATampT GHG emissions stayed
relatively steady in 2010 compared to 2009 (Greenhouse gas emissions 2011)
Chart (Greenhouse gas emissions 2011)
Scope 1 (Direct Emissions) The main source of direct emission are from vehicles
and ATampT has established a comprehensive plan to minimize the impact of it and
implemented an action plan to buy 3487 alternative-fuel cars and drastically reduced the
GHG emissions to a 43 The organization has a long term vision of having 15000
alternative-fuel vehicles through 2018 (Greenhouse gas emissions 2011)
Scope 2 (Indirect Emissions) This scope comprise for almost 87 of ATampT
GHG emissions Steam and electricity are the major sources of emission and they stay
firm for the last few years (Greenhouse gas emissions 2011)
Scope 3 (Other emissions) There is a continue focus on minimizing traveling and
conducting business transactions meeting conferences and other sources of operations
trough a commitment in deterring the extra expenses and subsequently the environmental
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 5
impact business meeting and moving from one facility to another will have in the
company sustainable business practice (Greenhouse gas emissions 2011)
The company has reached savings of more than $41 million in travel dollars and more
than 2500 metric tons of CO2-e emissions avoided last year Furthermore ATampT is now
part of the Carbon Disclosure Project (CDP) Supply Chain Initiative which provides a
close monitoring of GHG emissions and accurate data that includes suppliers vendors
and third parties operations The organization is looking to provide transparency through
actions and reported measurements of information (Greenhouse gas emissions 2011)
22 Corporate Regulatory Compliance amp Governance
Setting a strategy or organizational oversight is a fundamental task for ATampT It can be
identified as follow ldquoProcedures of the highest governance body for overseeing the
organizationrsquos identification and management of economic environmental and social
performance including relevant risks and opportunities and adherence or compliance with
internationally agreed standards codes of conduct and principlesrdquo (ldquoPojasekamp Farverrdquo 2011)
The company has available the 2010 ATampT Sustainability report framework that summarizes the
corporate compliance addressing its three responsibilities To assess how the company is doing
ATampT established several key performance indicators (KPIs) to measure its progress year-over-
year The organization makes an effort through available reports to identify the important areas to the
stakeholders and the business (Meet the possibility 2011) The codes of conduct ethics and
international compliance are also amalgamated in the report and it is highlighted by the
following procedures that encompass the issues of citizenship and sustainability commitment
Emphasizing the involvement in the communities ATampT reinforce the commitment to a social
cause developing educational programs and generating opportunities for jobs and development
The organization promotes a good work environment where growth and good performance are
accentuated and rewarded Diversity play a big role as it workforce is compose of a variety of
different backgrounds and cultures that enrich the foundation of the company (Workforce
inclusion 2007)
Furthermore integrity and high standards of ethics are implemented in the day by day operations
to secure a sense of responsibility and accountability The focuses on the environmental impact
that affect the communities involved people and their global operations as a whole are very
important for the company as they understand the significance of their actions and its relevance
ATampT connects millions of people worldwide and they have been steady in their commitment to
create innovative and sustainable products to make a harmonious balance between the
environment people and business (The atampt technology 2011) Lastly the company is a leading
force in developing new technologies to make a sustainable difference in society (Six focus
areas 2010) ATampTrsquos philosophy toward corporate social responsibility emphasizes a
commitment to serving their customers stockholders employees suppliers and communities
with attention to quality care and value They have a philosophy of good behavior that is related
according to their statements with good citizenship on a global scale Therefore ATampT Inc is
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 6
committed to the highest standards of ethics integrity personal and corporate responsibility and
adherence to laws and regulations that rule its organization (Social responsibility report 2006)
23 Stakeholder Engagement
Identifying the stakeholders is essential to understand its function and get a clear concept on the
individuals that are affected by the organizationrsquos effect on the environment or on social capital
For a multinational corporation these include shareholders creditors regulators employees
customers suppliers business partners governments nongovernment organizations (NGOs)
international business associations and a host of other parties involved (Pojasek R amp Farver S
2011) ATampT is a company with global connotations and stakeholder engagement is
fundamental to become a successful organization particularly in our present time Value creation
for everyone involved in enterprise is essential to creating common reason and concentrate on
the concerns the company is currently facing (Partridge Ket al 2005)
Stakeholder engagement is emphasized in the priorities ATampT is focusing in regards of energy
consumption network reliability customer satisfaction and security diversity at the workplace
volunteerism and how innovative products and services impact the environment All these
factors are consequently influential in the stakeholderrsquos engagement and present the basis of
good corporate governance The following chart represents the aforementioned priorities for the
organization
Hazardous waste reduction Content protection Network equipment recycling Conflict minerals Customer products Recycling
Disaster response Products that enable social amp Disaster response Products that enable social amp environmental benefit Company GHG emissions Supplier standards Supplier performance
Company energy use Network reliability Customer Company energy use Network reliability Customer privacy amp data security Innovation Customer satisfaction Employee diversity Network security privacy amp data security Innovation
Non-hazardous waste reduction
Freedom of expression Deployment for rural amp underserved areas Relationship w government (Law Enforcement)
Education Volunteerism Online risks amp safety Life cycle assessment Water usage Giving amp philanthropy Cell tower impacts Intellectual property rights Talent acquisition amp retention
Supplier diversity Ethics amp integrity Product safety Inclusivity ndash access amp aging
Icreasing Importance
to Stakeholders
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 7
Compensation benefits working hours amp wages Off-shoring Outsourcing
Packaging Freedom of association Occupational health amp safety RestructuringDownsizing WorkLife Balance
Paper consumption Employee engagement
C h ar t ( S t r a t eg i c m at e r i a l i t y a s s es smen t 20 11 )
Furthermore external stakeholder engagement became a priority in recent years and they include
the following NGOs EPA Unions government agencies residents local communities The
company engages its stakeholders on a global scale and consequently it is implementing a
stakeholder engagement program that emphasizes connecting the different stakeholders in
activities that benefit not only the company but all the parties involved As a global corporation
the stakeholders engagement take a long distance dimension that needs to be minimize to cut
costs and deter the environmental impact Therefore ATampT is implementing a successful
program to maximize the tools available quantifying the benefits of Telepresence is a good start
that could cut the GHG emissions That is comparable to removing more than 1 million
passenger vehicles from the road for one year (Meet the possibility 2011)
Additionally employees can work with external stakeholders to emphasis the companyrsquos
priorities in regards of environmental issues and prevent or clean up environmental degradation
ATampT has implemented a program to pay employees for a day to volunteer in NGO
environmental programs or directly with environmental organizations that helps the community
and its citizens One of the fundamental reasons for this productive engagement is incorporating
the stakeholdersrsquo perspectives and experiences and strategy design can improve and help to
manage the corporationrsquos external change better (Andriof 2002)
A proactive approach to stakeholdersrsquo engagement needs to be promoted within the company
and ATampT could benefit from it by implementing stakeholders engagement principles that can
provide the companyrsquos expectations in that regards and create a measure for the engagement
process to be evaluated (Blackburn 2008)
ATampT would be benefiting if the company takes three measures to tail a proactive stakeholdersrsquo
engagement
1) Raise awareness within the company leadership about the process and benefits
2) Emphasis and develop appropriate skills and knowledge throughout the organization
3) Send a concise and clear message that a proactive approach to stakeholdersrsquo engagement is
encourage and appropriately reward the managers who follow this path to success (Blackburn
2008)
Increasing Influence on Business Success
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 8
Nevertheless creating a position of Stakeholders Relations as the company Novo Nordisk has
created can lead to an effective inter-relation and clear communication between the parties
involved Therefore these actions are going to create value to the stakeholdersrsquo engagement and
enhance the companyrsquos credibility (Blackburn 2008)
30 DISCUSSION
31 Environmental Responsibility
ATampT has implemented for the last 6 years an environmental program that has contributed to
tangible and measurable results However because of the fast pace of technology and
consumerrsquos demand this established parameters change constantly and the need to adapt is
crucial Summarizing those points in regards of how ATampT faces its environmental
responsibility is operating in a way to increase efficiency and minimize the impact to the
environment As of 2010 144 million customers use paperless billing 37 million cell phones
collected for recycling 569 million pounds of network scrap materials kept out of landfills
through reusing selling and recycling materials and 3487 alternative-fuel vehicles deployed in
538 cities as part of our commitment to deploy approximately 15000 alternative-fuel vehicles
through 2018 (Environment 2011)
Furthermore besides the mentioned positive steps toward a concise environmental program
ATampT has implemented the Environment Health and Safety Management System that
incorporates elements of ISO 14001 EMS standard and applies to its
Environment Health and Safety Programs (environment health 2011) ATampT consumes large
amounts of energy and it can gain benefits by emphasizing the use of ISO 50001 that is designed
to help organizations make improve their energy-consuming assets appraise and prioritize the
execution of energy-efficient technology considering that ATampT is a major player in the world
and encourage competence all the way through the supply chain It can be integrated with other
management standards especially ISO 14001 on environmental management and ISO 9001 on
quality management (Iso 50001 energy 2011) Because ATampT carries a large socio-economic
and environmental impact beyond its frontiers of operations (as any global corporation) that
leads to depleting resources and incrementing the issues related to climate change ISO 50001
can improve energy performance and lessen the deteriorating effects of energy consumption
32 Social Responsibility
ATampT materializes its social responsibility seriously with tangible actions The company has
formed the ATampT Business Sustainability Advisory Council dedicated to advising ATampT on the
powerful linkage between information and communications technology (ICT) and helping
customers minimize the environmental impact of their operations The council will work to
further the cause of measurement methodologies and technology use cases to help business
customers better quantify the impact of ICT-enabled solutions for greenhouse gas reduction
(Environmental sustainability2011) Although these efforts are highly valuable social
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 9
responsibility has a global context that needs to be implemented without borders and ATampT can
definitely benefit from implementing those great ideas into action from a leadership stand point
The company has operations worldwide and interexchange business in developed and developing
countries providing a great opportunity to become a pioneer in that respect and ISO 2600 can
provide the necessary framework to accomplish that ldquoISO implemented the principle of
twinning (twin leadership between a developed and developing country) in the ISO Working
Group on Social Responsibility (ISOWG SR) to a greater extent than had yet been carried out in
a any ISO standards development group This meant that not only the WG but also each sub-
working group and any other group that was established was headed by representatives of
developing countries and developed countries on an equitable basisrdquo (How developing
countries 2011) This provides the open doors to get involved internationally with a framework
that is highly effective in a global context and leads to a meaningful participation among the
parties involved ISO 2600 help to identify relevant issues and to set its priorities The following
core subjects should be addressed
a) Organizational governance b) Human rights c) Labour practices d) The environment e) Fair
operating practices f) Consumer issues g) Community involvement and development (Guidance
on social 2011)
33 Economic Responsibility
ldquoEconomic responsibility relates to an organizationrsquos impact on the economic wellbeing of its
stakeholders The direct impacts of economic responsibility are measured as monetary flows
between the organization and its stakeholder groupsrdquo (ldquoPojasek R amp Farver Srdquo 2011) ATampT
economic responsibility is addressed by their financial report filed with the US Securities and
Exchange Commission It also identifies resources materials and safety regulation with the
actions taken by the Executive Environmental Council (EEC) This council receives updates on
compliance to minimize risk to the corporation Moreover the EHampS Leadership team in
collaboration with the Legal Department evaluates EHampS programs (based on data collected
from reviews audits new regulatory requirements etc) and develops strategies and plans to
improve the management system and compliance programs as part of the organizational goals
and EHampS plans reducing risk and minimizing operation deficiency ( A t ampt en v i r onm ent
h ea l th 2 01 0 )
The company has been experience a decade long profitability with estimated revenue o f $3148
billion for Q3 2011 The company also added 319000 subscribers in that quarter compared with
the median expectation for 311000 from nine analysts contacted by Reuters (Atampt incs (tn)
2011) The organization used to be the only US carrier to sell the most popular mobile device in
recent memory the iPhone ldquoATampT today announced it activated more than 1 million iPhone
4Srsquo as of Tuesday (Oct 18 2011) making it the most successful iPhone launch in the companyrsquos
historyrdquo (Atampt activates one 2011) This device alone made the company millions of dollars
in revenue by far and even though the phone is carried by other competitors now the iPhone still
is a mega player among the companyrsquos smart phones Nevertheless risk plays an important role
in economic responsibility strategy ldquoReduction of risk is a key part of an organizationrsquos
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 10
economic responsibilityrdquo (Pojasek R amp Farver S 2011) There are several improvements in this
area that ATampT can aggressively focus
331 Better Management of Business Risks
The company needs to remain competitive operating in a global marketplace and the importance
of anticipating managing and responding to business risks has become crucial If the corporate
sustainability system incorporates a management team to determine minimize and ensure that
potential risks and liabilities are accounted parallel with the companys entire value chain
decreasing the severity of those risks and even achieving preferred status for financing and
insurance in the process it will benefit and maximize the utility of the system itself (Quadir
2011) Implementing and utilizing ISO 31000 ndash Risk management can drastically improve the
business operation and its corporate sustainability strategy as a toolbox that carries many benefits
(Iso 31000 ndash 2008)
Using this Standard ATampT might focus in the following
Overspending
Delays
Non compliance with policies and regulations
(Iso 31000 ndash 2008)
ATampT has Scalability ndash flexible solutions from low-cost equipment moves to fully-managed no-
downtime transitions which is characteristic of a system model or function that describes its
capability to cope and perform under an increased or expanding workload (What does
scalability 2011) This system can reduce risk and interference as well as i ncreasing
efficiencies and savings but it is mostly used in Internet Data Center Relocations and the
company doesnrsquot include it in a comprehensive sustainability program Therefore implementing
the tools available from ISO 31000 will minimize the ldquobadrdquo risks to maximize the companyrsquos
value and competitive advantage
34 Corporate Sustainability Strategy
The corporationrsquos sustainability strategy shows a consistent direction and currently highlights
three elements Fleet Investments Business Solution to e-Waste and Measuring Electricity
Consumption but the strategy does not stop there Even ATampTrsquos community outreach efforts
focus on causes such as technology training in schools with high dropout rates which has social
connotations (Atampt aligning business 2011) While ATampT is currently taking in hand the
ever-changing business challenges with a strategic approach the company is not addressing the
environmental social and economic impacts of all its activities products and services to
determine the organizationrsquos impact ldquoManagement system planning efforts involve identifying
ALL of the activities and determining their impacts on the environmental social and economic
elements of the sustainability programrdquo (Operations are the 2011) Although the companyrsquos
sustainability strategy is walking a positive path the following suggestions will enhance the
already implemented plan for the long term
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 11
341 ProductService Differentiation
Increasing the market share of the organization is a goal of any business venture that carries
many risks and strategic plans with a long term business model ATampT has a large variety of cell
phone devices that are popular and efficient in regards of services effectiveness as well as
innovation The company needs to focus in environmentally and socially responsible products
that will gain a new loyal customer base to solidify growth Consumers want to feel good about
the products and service the buy therefore customers demand for new products will vault to
new dimensions with high expectations on the devices offered Innovating and re-engineering
present devices to sustainable services is crucial to adapt to the new changes in the marketplace
Presenting new cell phones with environmentally friendly materials can provide a competitive
advantage that will differentiate the company from competitors and produce high return on
investment (Productservice differentiation 2011)
Alliances and business deals with manufactures are important to consolidate the production and
distribution of ldquoe-Phonesrdquo These devices are made of recycled products and offered to
consumers for a reasonable competitive price in todayrsquos market ldquoT-Mobile USA Inc and
Motorola today announced the retail availability of the MOTO W233 Renew the ideal mobile
phone for eco-conscious consumers A first of its kind and initially exclusive to only T-Mobilereg
customers the plastic phone housing for the Renew is comprised of recycled water bottles and is
entirely recyclablerdquo (Mototrade w233 renew 2009) The T-Mobile phone can be a predecessor
of a new wave of renewable devices that can attract the consumerrsquos interest and if ATampT adapt a
policy of developing this type of devices and make them marketable the company will expand
its market share wisely and efficiently
342 Product Stewardship Policy
ATampT needs to implement a policy of product stewardship to make sure all those involved in the
life cycle of its products and services are accountable for the environmental impact it causes To
assure of that policy implementation the company should have the following objectives
The company will collect 100 of its electronic waste for reuse and recycling
For every 10 phones the company sells ATampT guarantee to collect 9 phones for reuse or
recycling
ATampT will require its vendorssuppliers and manufacturers to meet the companyrsquos
certification requirements by 2013
All ATampT-branded electronics should meet the companyrsquos scorecard criteria for
environmental design
The company should be committed to procuring 10 of its energy needs from
renewables on a realistic time frame goal
Required its vendors to supply more eco-friendly devices
The company should work with a several environmental organizations to hash out issues
including the reduction of its carbon footprint and improving productsrsquo designndashwith the
recycling devices at the forefront of ATampTrsquos efforts (Sprint establishes first-in-industry
2011)
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 12
Telecommunication companies have never placed a policy of this magnitude before until Sprint
published it this year Sprint is so far the only wireless carrier to have a stewardship policy that
set the standards for the industry ldquoTo clearly state Sprintrsquos pledge to responsibly address
electronic waste (e-waste) we have published an Electronics Stewardship Policy A first for the
telecommunications industry this policy outlines how Sprint is focusing on the full lifecycle of
the electronics we buy and sellrdquo (Sprint recycle 2011) Sprint is a leader in that regards and
exemplifies a business action that ATampT can follow and subsequently establish a common
denominator among the wireless industry players
35 Corporate Sustainability Management System
ATampT developed a combined Environment Health and Safety (EHampS) Management System
which is designed to use elements of ISO 14001 EMS standard and applies to Environment
Health and Safety Programs ATampT does not maintain external registrations or certifications
with external registrars for this management system ( Atampt environment health 2010) ATampT
has been utilizing ISO 14001 Standard since 1997 as an important framework in the decision-
making process to face the corporate environmental issues a global company faces in todayrsquos
business climate Integrating ISO 14001 program with the quality management system (ISO
90012000) andor with an occupational health and safety management system such as OHSAS
18001 ANSI Z-10 or the United States Occupational Safety and Health Administrationrsquos
Voluntary Protection Program can create value and establish a comprehensive business model
for the organization (Pojasek 2007) The following chart represents the companyrsquos program
implementing management systems elements
ATampT Environment Health and Safety Management System ISO 14001 EMS Elements
Evaluation of Environmental Aspects The EHampS leadership team consults periodically
with the Legal Department to discuss future programs and risks regarding compliance
programs
Legal and Other Requirements EHampS Technical Support directs the EHampS ldquolegregrdquo
process which tracks and evaluates new and proposed regulation and legislation
Objectives and Targets the EHampS Leadership team develops the objectives and targets for
the EHampS organization as part of ATampTrsquos performance management program ldquoe-
performancerdquo Progress towards achievement of goals is evaluated quarterly by EHampS
associates and supervisors
EMS program Each business unit has an EHampS Plan Target document through which it
implements key business unites and partners-specific requirements and responsibilities
Chart (Programs implementing management 2010)
In 2008 the US Addendum to the Global e-Sustainability Initiative (GeSI) sponsored study
SMART 2020 Enabling the Low Carbon Economy in the Information Age estimated that ICT-
enabled solutions could cut annual CO2 emissions in the US by up to 22 percent in 2020 This
translates to gross energy and fuel savings of as much as $240 billion annually Therefore
ATampT outlined the opportunity to deter its emission through this comprehensive report that
highlights the issues and present practical solutions to the information and communication
technology businesses ( Connecting people and 2011)
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 13
The prior statement shows a commitment by the organization to develop programs that follow
the guidance of SMART 2020 report Although ATampT highlights the benefits of meeting
compliance of the standard ISO 14001 and other EHampS programs the implementation of such
programs is still lagging Consequently the following recommendation can be implemented to
enhance the existing program and develop new frameworks to improve in those areas that are
emphasized in the SMART 2020 report
The CO2e reduction potential of ICT industry solutions is examined across four key usage areas
Smart Workplaces Combines innovative video audio and interactive elements to create a
unique virtual presence over the network mdash giving users an immersive in-person experience
Smart Data Centers ldquoThin clientrdquo hardwaresoftware solution allows employees to access full
desktop and file system from any location with secure encrypted 2-way transmission and no
physical storage of data on the employee device Flexible telephony system (provided by Access
Line) allows routing of phone calls to any location desired
Smart Transportation Reduction in Carbon emissions from personal vehicles
Decrease in the traffic load on the road system
Provides incentives for individuals to use more efficient forms of transportation
Encourages a modal shift from privatepersonal transportation to public transport services
Smart Electric Grids Reducing waste generation and improving process efficiencies in its
semiconductor manufacturing operations In order to achieve water and energy savings which
resulted in reduction in associated CO2 emissions the company brought together the following
components
Smart Water amp Electrical Grid
Statistical Process Control
Peak Power Management
Effective use of sensor data
ISO 14001 Compliance
Lean Manufacturing Tools
Employee Participation amp Awareness
Chart amp text (Neves L et al 2008)
The benefits of implementing effectively the guidance developed by The Climate Group in
partnership with the GeSI ldquoSMART 2020 Enabling the Low Carbon Economy in the
Information Agerdquo can be envisioned through increased speed decision-making and improved
employee productivity Nevertheless it also minimizes dependency in physical travel efficiently
maximizes road networks and mitigates traffic carrying capacity (Neves L et al 2008)
36 Internal and External Communication
ldquoAn organization should establish implement and maintain procedures for communicating
internally and externally on its environmental policy performance or other information based on
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 14
its own needs and the needs of interested partiesrdquo (Communication 2011) ATampT utilizes its
website online communication posting financial results product services sustainability and
regulatory reports and environmental footprint of the company that are available worldwide to
communicate with the interested parties about the companyrsquos overall performance Taking in
consideration that AampT is a global corporation and it is under constant scrutiny of their
environmental and social policies and performance they are putting in practice a consistent and
effective method to communicate internally and externally
The company emphasis the successes of their approach among employees and management team
using telepresence rooms that help enable ATampT employees to communicate internally as well
as with business associates The fully managed ATampT Telepresence Solution present face to face
interactions with the parties involved that generate collaboration between companies and
employees suppliers partners and customers in an efficient way Cost-savings procedures and
reliability are among the main points for this internal communication and demonstrate how the
company is a pioneer in transforming the business process increasing productivity (Atampt
announces new 2010)
Effective external environmental communications are extremely important in fostering mutually
affirming and respectful relationships with the regionrsquos associates Therefore the following
highlighted factors are areas for ATampT to improve
ldquoIneffective communication with employers
Weak links between on- and off-the-job training
Insufficient involvements of employersrdquo (ldquoCommon inspection areas 2011)
Global organizations have the tendency to spread out external communication via website posts
online marketing tools and relations with shareholders However ATampT lacks of an effective
external communication tool because the company does not effectively emphasis the investors
relations and a coordinated public relationrsquos approach An important component of
communication is the one placed with parties outside of the organization This external
communication may be coordinated by public relations investor relations and marketing The
leadership team has to be engaged in this role in a two way dialog structure (Pojasek R amp Farver
S 2011) Then ATampT needs to take an aggressive approach toward public relations and its
subsequent external communications effectiveness to salvage the ongoing connection needed to
efficiently affirming the relationship with partners in the public and private sectors
37 Supply Chain Management
As a global corporation ATampT economic social and environmental impact goes beyond their
operations The materials used from which the companyrsquos products and services are sourced are
just the beginning in searching for the quality and nature of such materials ATampT has been
working steady in implementing diversity and environmental awareness in their supply chain and
leading to actions to be more proactive The organization has engaged their suppliers with
Supplier Citizenship and Sustainability survey (2009 and 2010) This survey included key
questions about energy consumption efficiency environmental protection health and safety
labor rights ethics confidentiality and water usage (Getting smart about 2011) This particular
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 15
method had helped ATampT in understanding and react positively to sustainable business practices
in its supply chain Because suppliers action can be detrimental to an extent that can affect the
main business and its operations encouraging suppliers to measure and disclose emissions
information can determine the quality and business environment ATampT is currently working and
the company will be able to understand and minimize risks as well as identify opportunities
Partnering with the 2011 Carbon Disclosure Project (CDP) Supply Chain Initiative will lead to
transparency and accountability in the supply chain (Getting smart about 2011)
Furthermore ATampT has established its new Domain Supplier Program and as a result the
chosen vendors will be responsible for a lot more than their own products in terms of the
amalgamation and operations management of network equipment and software solutions
Additionally marketing retail channels and online sales integrate the chain One area where to
focus could be suppliersrsquo accountability for delivering environmental friendly non-virgin
materials ( A t ampt r ead ie s i t s 2 01 1 ) The company has created an efficient management
department that engages with parties involved in the supply chain operations efficiency program
Supplier Quality Management is responsible for working with Stakeholders and Suppliers to
assure ATampT receives world-class products and services It is based from the global
telecommunications TL 9000 requirements as well as good business practice and helps evaluate
the effectiveness of quality implementation and improvement programs This quality
management system is designed to meet quality standards of the global communication industry
and it is built from the ISO 9001 and the eight quality principles aiming directly to the
telecommunication industry (Supplier quality 2011) ISO 9001Standard provides a solid
guidance and strong procedures that achieve consistency to the management program ldquoA quality
management system (eg ISO 9001) provides us with a tool to track where all the parts
components andor constituents come from This is called product traceabilityrdquo (ldquoPojasek R amp
Farver S productrdquo 2011)
ATampT is conducting a fair method of supply chain management but there are several factors of
that program that needs to improve Corporations around the world are trying to have
sustainability initiatives in their supply chain management simply because of meeting established
regulations or because it can have a positive impact on their customerrsquos base giving the
company a competitive advantage There are four good supply chain strategies that can be used
to reduce waste and considering ATampT has a global outreach it can make a difference in their
operations and create a cost-savings strategy as well as deterring their environmental footprint
(Kaplan 2009)
Nearsourcing Sourcing internationally from Mexico or Latin America as opposed to Asia can
be a good start to minimize transportation costs that subsequently leads to large amounts of CO2
emissions due to fossil fuels consumption It also establishes a strong cooperation of the
Americas that can integrate collaboration in technological advances and environmental
stewardship emphasizing ethics that embody responsible planning and management of resources
(Kaplan 2009)
Ship to point-of-use Shipping or transporting raw materials to the assembly line for production
is a strategy that can be utilized in the telecommunicationrsquo sector Protective packaging costs are
reduced with this strategy as well as transportationrsquos expenditure (Kaplan 2009)
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 16
Green procurement guidelines ISO 9001 can be a framework to be utilized and ATampT has
already implemented it However establishing supply chain criteria for materials products
packaging systems and logistics will drastically improve their supply chain management
Obtaining better deals with suppliers is an immediate benefit Furthermore it helps avoiding
ldquonon greenrdquo contracts and purchasing Leveraging the spending information can provide savings
and a long term business relationship with suppliers (Kaplan 2009)
Supplier environmental performance Certification to ISO 14001 a support for ACORN
programme to encourage local businesses to incorporate sustainability into their business model
requirements for all contractors to undergo environmental health and safety training and product
suppliers need to be required to meet ATampT internal standards for banned and restricted toxic
substances as mobile phones parts and accessories carry a large amount of toxic waste (Charter
M et al 2001)
38 Product Design Marketing and Stewardship
Product Design The Company has a program that has been established since 2001 to get
actively involved and subsequently listening to their customers throughout the design process
This particular process amalgamates the need to focus in incorporating less toxic components as
well as recycled parts affecting the design of those products and therefore changing the way they
are marketed (Atampt universal design 2009) ATampT is applying ldquogreen accountingrdquo throughout
the organization to avoid potential environmental liabilities but also it helps in reducing costs
deterring the environmental impact of products and lay out a steady product design program with
the customer in mind The manufacture of each product carries an environmental cost that
consequently impacts the product design and its marketing approach Acquiring environmental
cost data provides the company to make decisions that is in harmony with the environment and
the business model (Green accounting at 2006)
Marketing The marketing campaign focuses in the transition to smaller and more eco-friendly
packaging for the wireless device accessories it sells to the public In addition ATampT unveiled
requirements for manufacturers of mobile phones to reduce the environmental impact of future
handsets ATampT website focuses on educating the consumers about their products with an
environmental conscience approach that attracts certain demographic groups particular a mid to
high level incomes that have the propensity of consuming high-end phones Many of those
phones come with a universal charger that translates into a single charger providing energy
efficiency usage (Atampt slims down 2010)
Stewardship Reusing and recycling mobile devices has become a priority for ATampT and last
year the company has collected more than 37 million phones These numbers reflect a decline in
the amount of recycled phones from 2009 Nonetheless batteries and other accessories account
for much of the toxic materials dump in fields therefore the organization has collected 18
million pounds of those items (Atampts environmental sustainability 2011)
ATampT is still struggling to spread out the message for customers to become environmentally
friendly and reuserecycle their devices Drop-off bins were placed in numerous locations across
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 17
the country and prepaid labels for shipping recycled phones is available However ATampT needs
to establish a solid recycling program in every store and train the proper retail associates to
efficiently implement those green initiatives (Product stewardship 2011) As an improvement to
the already established programs ATampT can train its existing retail employees and any other
workforce that makes a direct or indirect impact to the environment through an online learning
management system That action will assure to educate the workforce to maximize the
environmental stewardship approach the company wants to achieve (Training and awareness
2011)
40 RESULTS
41 Outcomes
The telecommunications sector represent a vast a diverse force group of companies that globally
generates revenues of approximately 37 billion as of 2009 (Normand S amp Morales R 2010)
and it keeps increasing due to a high market demand and necessities of communication on a
personal and business level alike Innovation plays a big role in the industry and that will be
crucial for ATampT to outcome business risks and deter its environmental impact which is closely
related to the performance of its sustainability management system ATampT implemented its SMS
and added a steady sustainability approach to business since 1995 although it was placed with
inconsequential steps in the first years of inception The implementation of ISO Standards can
lead to a sustainable management system that has already solid roots as it was presented in this
paper and could impel its SMS to a leadership position ldquoFor most organizations the path to
finding this overarching business management system starts with integrating the management
standards covering quality (ISO 9001) environment (ISO 14001) and occupational health and
safety (OHSAS 18001) (ldquoPojasekrdquo 2006) The last paragraph highlights the importance of those
standards and how ATampT can benefit from its implementation
The outcome if the sustainability management system is in place in its total execution will be to
allow the system to conduct a systematic internal review that is essential for an ever-changing
wireless communication industry leader with a global presence Monitoring and taking corrective
actions for continual improvement will be a critical achievement that will carry long-term
benefits for the company As presented above the sustainability management system creates and
propagates a commitment to continual improvement for the system to develop efficiently
(Pojasek R amp Farver S 2011)
42 Metrics
Expanding and improving the metrics ATampT already reports can be accomplished by utilizing
the Environmental Performance Evaluation (EPE) that correlates to the motto ldquowhat gets
measured gets managedrdquo (Iso 14031 Environmental 2011) The goal is to improve
environmental performance with a focus on performance benchmarking compliance to rules and
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 18
regulations on a local federal and international arena and competence in operational
management (Iso 14031 Environmental 2011) ATampT lacks of a sustainability management
system that amalgamate all the sectors and department with an efficient business alignment of all
departments and operations The company focuses primarily in the economic responsibility and
secondary the social responsibility and the business model appears too fragmentized as the
environmental responsibility doesnrsquot get the same level of urgency
Nevertheless a GRI report and becoming a Carbon Disclosure Program (CDP) partner will
increase transparency and accountability attached to metrics that can be measured and
consequently improved ATampT by now uses the G3 Guidelines the cornerstone of GRIs
Sustainability Reporting Framework (What are the 2011) to determine the types of data to
report in its 2010 Citizenship and Sustainability Report as well as Key Performance Indicators
(KPIs ) that have already been implemented (key performance indicators 2011)These are
lagging indicators and are valuable to know where the company stands and therefore ATampT can
be able to seeking improvements and correct faulty operations but they are not an assurance of
positive outcomes
The inventory of the combined activities of the company was stated in section 21 and
subsequently after proceeding with the identification and evaluation of the sustainability
footprint ATampT should conduct a materiality analysis The main reason is to highlight
efficiently the issues spotted in relation to their concern to stakeholders and subsequently the
effect they have on the organization The following Materiality Matrix chart shows the
categorized issues and prevailing potential conditions in each box accordingly to the potential
impact on the company and the increasing concern to stakeholders respectively
a) Low Impact a) Medium Impact a) High Impact
High Concern High Concern High Concern
Increasing
Concerns b) Low Impact b) Medium Impact b) High Impact
To Medium Concern Medium Concern Medium Concern
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 19
Stakeholders
c) Low Impact c) Medium Impact c) High Impact
Low Concern Low Concern Low Concern
Increasing current or potential impact on the company
Chart (Materiality matrix 2011)
The above materiality matrix can be utilized by identifying material issues at each level and
efficiently addressing them in a timely manner A sense of urgency is needed at the
corresponding stage of the issuesrsquo level (Materiality matrix 2011)
To summarize the representative elements of the materiality analysis process the following
aspects needs to be underscored
1 ldquoIdentification of a universe of relevant economic social environmental and
policygovernance issues for consideration
2 Evaluation and ranking of the level of internal and external stakeholder concerns
regarding each issue
3 Evaluation and ranking of the potential impact on the company of each issue
4 Development of a matrix-based prioritization of the issues and
5 Execution of a structured collaborative strategy planning implementation and reporting
processrdquo (A roadmap to 2011)
The prior representation of the materiality analysis will lead to a rigorous evaluation of the three
responsibilities significant to the company and its stakeholders The analysis can provide to
ATampT with beneficial insight information guiding the organization to a strategic direction as
well as a tactical change management in sustainability that translates into a purposeful process to
help the organizations succeed (A roadmap to 2011)
43 ATampT conversion from lagging to leading indicators to improve the SMS
ATampT is using lagging indicators that are not helpful in identifying and revealing potential
problems that can carry severe process upset with irreversible consequences It may lack of
presenting solutions and consequently implementing corrective actions (Pojasek R lagging
2009) In contrast leading indicators are useful to check the efficiency of control systems and
provide crucial warning of disadvantages before any issues is present (Pojasek R leading
indicators 2009) ATampT needs to use both indicators to drive sustainability performance
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 20
consequently the company needs to implement as well as emphasize leading indicators on the
following areas for full effectiveness
i There must be a connection between the leading indicators and the outcomes that are of
interest
ii The reasons for using the indicators and the benefits they offer must be understood by
line management and by the employees affected
iii The indicators must provide information that can guide future actions
(Pojasek RUsing Leading 2009)
Therefore a mix of lagging and leading indicators that are pertinent and efficiently linked to the
system amalgamating the three responsibilities in one single measure with an accessible data for
lagging indicators as well as objective data for leading indicators will be crucial for continue
improvement and the company will be able to include a culture of sustainability within the
organization (Pojasek R amp Farver S effective indicators 2011) Nonetheless a framework tool
that can quantify leading indicators is the Australian Business Excellence Frameworkrsquos ADRI
(approach deployment results and improvement) scoring method (Pojasek R ADRI Scoring
2009) Consequently ATampT can drastically increase value and accurate information to develop
an efficient sustainability management system that amalgamates all the tools necessary to
become a leader in a highly competitive telecommunications market
44 Ensure transparency and accountability
Ensuring transparency and accountability is crucial in todayrsquos global business environment to
keep the company competitive The question that arrives addressing this issue is how to convince
the management leadership of ATampT to change the system that appears to be working for them
in the current business environment
Shareholders and stakeholders pressure complying with laws and regulations competitive
advantage and public relations can also be drivers for transparency and accountability
Nonetheless individuals and companies from the private and public sectors can create the
atmosphere for ATampT to create the necessary reports on the organizationrsquos sustainability
performance because that can highly influence their investment options and decisions that are
correlated to ATampT overall performance (Pojasek 2009) Therefore a sustainability reporting
review and assurance would be needed and the data should be subjected to internal controls and
processes associated with an internal audit Additionally after the requirements of internal
assurance are met ATampT could extend that report to an external assurance process as the
AccountAbilityrsquos AA1000 Stakeholder Engagement Standard (Pojasek R Sustainability
reporting 2009)
The ATampT research assessment and followed recommendations have shown an integrated
corporate sustainability assessment that can adopt business strategies and activities to meet the
stakeholdersrsquo objectives while protecting sustaining and enhancing the human and natural
resources that will be needed in the future (Sustainable development a 2007)
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 21
50 References
Andriof J (2002) Unfolding stakeholder thinking theory responsibility and engagement
Retrieved from
httpbooksgooglecombooksid=THtznfpayXoCamppg=PA205amplpg=PA205ampdq=ATampT
external stakeholder NGOsampsource=blampots=ye28xPUa-Kampsig=xRRKKteuu9fWgEUH-
NCBizrYDnYamphl=enampei=WvmxTvzrI5TXiQKjuP0Bampsa=Xampoi=book_resultampct=resultampresnu
m=1ampved=0CB8Q6AEwADgK
A r oadm ap t o p e r f o r m s up p l y ch a i n - focu s ed m at e r i a l i t y a s s es sm en t s
( 2 01 1 ) V al ues t ream i ng R e t r i ev ed f r om
h t t p v a l u es t r eam 20 0 9 wo r dp r es s co m 20 11 0 2 0 2 a - ro adm ap - to - pe r f o r m -
s up p l y- ch a i n - f o cu sed -m a t e r i a l i t y - a s s es sm e n t s
Atampt activates one million iphone 4s (2011) ATampTcompress Retrieved from
h t t p w w w a t t co m gen p r es s -
r o om pid =21 79 8 ampcd v n=n ews amp n ew s ar t i c l e id =33 13 5 ampm apco d e=co ns um er | f
i n an c i a l
Atampt aligning business and sustainability strategy (2011) TriplePundit Retrieved from
h t t p w w w t r i p l epu n d i t com 2 00 9 0 8 a t t - a l i gn i n g -b us in es s - an d -
s us t a in ab i l i t y - s t r a t eg y
Atampt announces new telepresence facilities in atampt bangalore offices (2010) ATampT Retrieved
from httpwwwattcomgenpress-roompid=18067ampcdvn=newsampnewsarticleid=30911
Atampt company information (2011) ATampT Corporate Retrieved from
h t t p w w w a t t co m gen in v es t o r - r e l a t i o ns p i d =5 71 1
Atampt environment health and safety management system (2010) Retrieved from
h t t p do cs go o g le co mv i ew er a=v ampq=cach e a6p l l J Uk q6YJ w w w a t t co m
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 22
C omm on abo u t _u s c i t i z ens h i p EMS _mat r ix pd f +AT 26 T+en v i ro nm ent a l +
an d +s a f e t y+ r egu l a t i on s amphl =en ampgl =usampp i d=b l amps r c id =A DG E ES hm5 H KkC i
0 5 4CY E Zv d aG XP HG 2 d3 f i 2_ es7 V gBs wd 2 - t oz J aMPW 9 Bu mG T ss _Q MP Q_ -
t yp - e N - eO Ui _6 oV lJ Q X V LV 6 rz gM HxO S I -
S 8 j wW3R wJ uT d9 Vx yr 2 x T _lz MY 1t cK cp M ND i FLamps i g=A HIE t b Q G V tX q Qq 6
r R qU kY lX yeM M _M G X IL
A t ampt s en v i r onm enta l s us t a i n ab i l i t y i n i t i a t i v es (2 01 1 ) Ma r ke t Wa t ch
R e t r i ev ed f r om h t tp w w wm ar ke tw a tch co ms to r y a t t - add s -b a t t e r y-
ch a r ge r - pa r t i a l l y- m ad e - f rom - r ecyc l ed - w a t e r - bo t t l e s - to -p ro d uc t - l i ne - up -
2 0 11 -1 1 -1 4
Atampt included in carbon disclosure projects carbon disclosure (2011) PR Newswire Retrieved
from h t t p ww w p rnew s wi r e com n ew s - r e l eas es a t t - i n c l ud ed - in - ca r bo n -
d i s c l os u r e - p ro j ec t s - ca r bo n -d i s c l os u r e - l e ade r sh i p - i nd ex - 10 3 44 09 94 h t ml
A t ampt i n c s ( t n ) q ua r t e r l y r ev en u e (20 1 1) T ho m so n R eu t e r s R e t r i ev ed
f r om h t tp w w w r eu t e r s com a r t i c l e 20 1 1 1 0 20 us - a t t -
i d USTR E 79J 2M H 20 1 11 02 0
A t ampt r ead i e s i t s s up p l y ch a in fo r t h e fu tu r e (2 01 1 ) AT ampT R e t r i ev ed
f r om h t tp w w w a t t com gen p r e s s -
r o om pid =48 00 ampcdv n =n ews ampn ews a r t i c l e i d =2 70 88
A t ampt s l im s do w n acce s so r y p ack ag i n g an no un ces n ew eco - f r i end l y
s t an da r ds fo r h an dse t s ( 20 10 ) AT ampT I n t e l l e c t ua l Pro p er t y R e t r i ev ed
f r om h t tp w w w a t t com gen p r e s s -
r o om pid =48 00 ampcdv n =n ews ampn ews a r t i c l e i d =3 05 99
T h e a t ampt t e ch no lo gy an d env i r on m ent aw a r ds p r o gr am (20 1 1) AT ampT
R e t r i ev ed f r om h t tp w w w a t t co m gen co rp o r a t e - c i t i z ens h i p p id =1 24 34
Atampt universal design policy adopted in 1998 background (2009) ATampT Retrieved from
h t t p w w w a t t co m gen gen e r a l p id =10 1 91
Blackburn W (2008) The sustainability handbook (p 378) Washington DC Environmental
Law Institute
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 23
C h ar t e r M e t a l Su p p l y ch a i n s t r a t egy ( 2 0 01 ) Th e S I GM A P ro j ec t
R e t r i ev ed f r om h t tp do cs go o gl e com v i ew er a=v ampq =cach e FG -
R FkS1 m ZsJ p ro j ec t s i gma co u k R n DSt r eams R D_s up p l y_ ch a in _s t r a t eg y p
d f +Th i s + r es ea rch +in v es t i ga t ed +t h e+eco n omi c +so c i a l +and +env i r on m ent a l
+ im p ac t s + in +s up p ly+ch a i n +m an agem en t amphl =en ampgl =us amppi d =b l amps r c i d =A D
G E ESj T6 j BY3 QR cz6 Bo u L_ p uT kP y_ h T1 Lw N Z7 G p 8 6 IT j f cb S g23 FaP u gP RC
9 tp 41 7x g9 A kx m -
O m YR HS HRS5 BY d6 ZY o 9m H B_ M Nb 6G 9 A XG R0 bN sNx x kU n voJ W1 Lb 6 n T
E Rv Zu 5_ 79 Zq T cyamp s i g=A H IE t bQ pW ZId T vG 2 Y - 9 Gj3 Ts v eK 2 h yC R Ig
C omm on i ns pec t io n a r eas fo r im pr ov em ent (2 01 1 ) L ea rn in g an d S k i l l s
I m pr o vem en t S er v i ce R e t r i ev ed f rom
h t t p w w w ex ce l l en cega t ewa y o r g u k p age a spx o =1 08 214
C omm un ica t io n (20 1 1) C om mu ni ca t i on Excerp t s f r om A us t r a l i an N ew
Z ea la nd S ta nd ar d 14 0 04 R e t r i ev ed f r om
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 09 68 f i l e s Su p p l em en t a l
Fo ld e r Com mEx er p t IS O 1 40 04 p d f
C on n ec t i n g p eo p l e an d bu s i n ess e s ( 201 1 ) M edi a K i t Su s t a i na b i l i t y
R e t r i ev ed f r om h t tp w w w a t t co m gen p r es s - r oo m pid =2 6 44
Environment ATampT Sustainability (2011) Retrieved from
h t t p w w w a t t co m gen co rp or a t e - c i t i z en sh i p p id =85 06
E n vi ro nm en t h ea l th an d s a fe t y ( eh amps ) m an agem ent s ys t em ( 20 11 ) A ampT
Ci t i z ens h i p EH S Re t r i ev ed f r om
h t t p do cs go o g le co mv i ew er a=v ampq=cach e wu w 3ib l2 eK 4J ww w a t t com
C omm on abo u t _u s c i t i z ens h i p EHS _Man agem en t pd f A TampT IS O 1 40 01 ndash
E n v i ro nm en t a l
M an agem ent amphl =en ampgl =us amppi d =b l ampsr c id =A D GE ESj BN bj X a3 j j s w hU Q v Fh
C dD A nf E A ag yIN n b lW MX MT cXx -
Q bR 3 BU1 ol j ikJ _ yq x f l f aG vb yD yl F l v 3 ah 3C ws hz fE br T Uj vY eM uf tD FtQ i G G 7
d D 9oR qt D IA s 4 vzSM gPt p Ax C0 rfW Bcamps i g=A H IE t bR Q NrZe5 o Tm nt sV g6 H Z
1 v G7 j rzC yw
Environmental sustainability (2011) ATampT Media Kit Sustainability Retrieved from
h t t p w w w a t t co m gen p r es s - r oom pid =26 4 4
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 24
Environmental sustainability commitment is based on three tenants (2011) ATampT
environmental sustainability Retrieved from h t tp ww w a t t com gen p re s s -
r o om pid =26 44
G e t t i n g s m ar t abo u t o u r su p p l y ch a in ( 2 01 1 ) M eet t h e P os s i b i l i t y
E con o m y 2 01 0 ATampT S u s ta i na b i l i t y R epo r t 74 R e t r i eved f rom
h t t p w w w a t t co mC om mo n ab ou t_ us f i l e s c s r _2 01 1 20 10 _CS R_R epo r t p
d f
G r een acco un t i n g a t a t ampt ( 20 06 ) Wi s t a En v i ro n men t A cco un t in g
R e t r i ev ed f r om
h t t p w w w wi t t s o rg E v a_ acc env _ acco u n t_ 5_ f eb0 6 wi s t a_ ev a_ aac_ cas es t
u d y h tm
Greenhouse gas emissions (2011) ATampT Retrieved from httpwwwattcomgencorporate-
citizenshippid=17895
Guidance on soci a l respons ib i l i t y co re subjects (2011) ENVR E -135
Discover ing our Socia l Respons ib i l i t i e s Ret r i eved f rom
ht tp m yex tens ion harvard edu i cb icb dokeyword=ex tampsubkeyword=k807
71amppageid=icb page427497amppageContent Id=icb pagecontent901687ampview=
viewdoampviewParam_di rector y=Supplementa l Folder
How developing cou nt r i es cont r ibu ted to i so 26000 (2011) ISO Ret r i eved
f rom
ht tp wwwi so o rg i so i so_ca ta loguemanagement_and_leadersh ip_s tandard
s soci a l_ respons ib i l i t y s r_news -and-
ar t i c l es s r_developing_count r ies_cont r ibut ion h tm
Iso 50001 energy management standard published (2011) Environmental Leader LLC
Retrieved from ht tp wwwenvi ronmenta l leader com201106 15 i so -50001-
energy-management -s tandard -publ i shed
I s o 1 4 03 1 E nv i r onm ent a l p e r fo rm an ce ev a lu a t io n (2 01 1) E NV R E -1 35
S us ta in ab i l i t y M e t r i c s R e t r i ev ed f ro m
h t t p m y ex t ens io n h a rv a rd ed u i cb i cb do ke yw o r d =ex tamps u bk e yw o r d =k8
0 7 71 ampp an e l = icb p ageco n ten t 90 17 21 r fo r um fo r um_ id =105 1 69 ampp age i d =i c
b page4 27 50 4 ampp ageC ont en t Id = i cb p ageco n t en t9 01 70 1 ampview =vi ew do ampv ie
w P aram_ di r ec to r y= S up p l em en t a l R ead in g Fo l d er
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 25
Is o 3 1 00 0 ndash r i sk man agem en t s t an d ar d (2 00 8 ) U ni ver s i t y o f Wa t e r lo o -
I n s t i t u t e f o r R i s k Res ear ch R e t r i ev ed f r om
h t t p do cs go o g le co mv i ew er a=v ampq=cach e yS f Ml jv D_eYJ w ww i r r -
n e r am ca p d f_ f i l e s IS O 2 0 31 00 0 p df IS O 3 1 00 0 ndash R i s k m an agem ent
O v e rs p en d i n g D el ays N o n com pl i an ce w i t h po l i c i es an d
r egu l a t i on s amphl =enampgl =u s amppid =b l amps rc i d =A D GE ES hR1P4J uW H eP aBS 5x sG
9x V rSY 3 Ow bE V Qz8 8 nA gs g_S 5 Yd Qo rFa1 e f w B6 yQ 7 z u rh hRW H LT U 4 a7G G
_ Em _ c5 Y 0ms hRu yU B_ 4j Q5 T viM IBp h 4 9s 5x J ipbW _Rh lzM B3W 8M -
T pm iT hQ b A amps i g=A H IE t b Q O QM i Zi V9 ycC D aPP cUh fo LE w z_ - w
K ap l an J W a ys to g r een yo u r s up p l y ch a in (2 00 9 ) E cop r en eur i s t
R e t r i ev ed f r om h t tp e cop r en eu r i s t co m 20 09 10 1 3 5 - wa ys - t o - g r e e n -
yo u r - s u pp l y- ch a i n
K e y p e r f o rm an ce in d i ca t o r s (2 01 1 ) 2 0 10 AT ampT S u s ta ina b i l i t y R epor t
R e t r i ev ed f r om
h t t p w w w a t t co mC om mo n ab ou t_ us f i l e s c s r _2 01 1 20 10 _CS R_R epo r t p
d f
M ate r i a l i t y m a t r ix ( 20 11 ) F or d su s ta in ab i l i t y r epo r t 20 1 0 2 01 1
R e t r i ev ed f r om h t tp co rp or a t e fo r d co mm i cr os i t es su s t a i n ab i l i t y - r ep o r t -
2 0 10 -1 1 i s s u es -m ate r i a l i t y - m a t r ix
Meet the possibility economy (2011) 2010 ATampT Sustainability Report Retrieved from
h t t p do cs go o g le co mv i ew er a=v ampq=cach e zx e4 t N v7 AJ MJ w w w a t t com
C om mo n ab ou t_ us f i l e s c s r _2 01 1 20 10 _CS R_R epo r t p d f+a t 2 6t +sus t a in a
b i l i t y+ r ep o r t +2 01 0amph l =en ampgl =us amppi d=b l amps r c i d =AD G EES g6 yD k G G u ZC4
A O b0 P1 gPh 2 rm YYG D _ GPWU u Fn_ eP 6W_ r 0 ix 0 E6j 29 L1 v ReF l 5 De l r FFN 9 Fb
m 8S Nh 4T L_ X i 0_ r f8 8 f LZBh 8 t G 5 cG G 5N gk H -
b f G F5i Vw CQ kx H etG M U GA C gA cG D qcA Zamps i g=A H IE t b T U3 V _ aJ ow 9P aQ t a
h O egU bPlPx -S w
Monitoring supplier performance and providing feedback (2011) TI Retrieved from
h t t p w w w t i comco r p d o cs com p an y c i t i z en e sh s c r e l a t i on sh ip sh tml
M ot otrade w 23 3 r en ew no w av a i l ab l e f ro m t - mo b i l e u sa ( 20 0 9) T - M obi l e
U S A In c R e t r i ev ed f rom h t tp w w w t -
m ob i l e com comp an y P r e s sR e l ea se s_A r t i c l e aspx as se tN am e=P rs _Pr s_ 20 0
9 0 20 5 ampt i t l e=M OTO W 23 3 R en ew Now Av a i l ab l e F ro m T - Mo bi l e USA
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 26
Networking for sustainability (2010) ATampT Intellectual Property Retrieved from
h t t p w w w a t t co m gen p r es s - r oom pid =26 44
N ev es L e t a l ( 200 8 ) Repo r t s um mary 8 amp9 S M ART 2 02 0 En ab l in g th e
l ow car bo n econ omy in t h e i n fo r mat ion ag e R e t r i ev ed f ro m
h t t p do cs go o g le co mv i ew er a=v ampq=cach e wi bRo E OJ Vn QJ ww w ges i o r
g Li n k Cl i ck a spx 3 Ff i l e t i ck e t 3 D cOA r p r Yn XWY 25 3D 2 6t ab id 3 D 60
+SM AR T +2 02 0 E2 80 93 +Ben ef i t s+ i n c lu d e+in c r eas ed+em plo yee+p r o d
u c t iv i t y + i n cr ea s ed+co l l ab o ra t i on +acce l e r a t ed +d ec i s io n -
m ak in g+an d +r edu ced +d ep end en c y+o n +p h ys i ca l + t r ave l amph l =en ampgl =us amppi d
=b l amps r c i d =AD G EESj T Fi 7 fWY Lr 4 4 a r Aw K 4b N U fMx 8 Mi wis lp j w yFM 4 m Nl Z
t aS D aBV QmT Y n eLX BF7 cW b Y yU E f u Vrx esA N kW8u H rC 3qA sP X BTM 6 c5 A
A D Pu 9SA 5 L6 O G 19L2 IFb T E 5Sz pv r dCR q9 O Zl6 qJ amps i g=AH IE t bS h lW Bu du F
z AO K 5b qauP a8 f yo O 3 cQ
N o rm and S amp M ora l es R ( 20 10 ) T e l eco mmu ni ca t io ns in a s i a
R esp on s i b l e R es earch Re t r i ev ed f ro m
h t t p do cs go o g le co mv i ew er a=v amp q=cach e ju LX d u eY TS IJ w w w r es po ns
i b l e r es ea r ch com Te l eco mm uni ca t io ns_ in _ As i a__ _ Is s u es_ f o r_R esp on s ib l e
_ In v es to r s_ __ Ex ecu t i ve_S umm ar y p d f T e l ecomm uni ca t ion s in A s i a
R esp ons ib l e R es ea rch i s an i nd ep en den t p ro v id e r o f s ec to r a l an d th em a t i c
A s i an
en v i ro nm ent amph l =en ampgl =us amppi d =b l ampsr c id =A D GE ESi yM k l 5 ZecW Io p O O 5C
j iG V b7 N Iq I0 P 3 i j Z5 o 9rx LQ h Y ZY 0 vw sK n j yE D 7 zzs 5z6 w yp ao6W 31 p GT kw E
h d wv BT ILl d k ym k M b Do 5w q N evPm gqZo 9 _ O Alp lMt h2 l0 g l J d Q ekJ t pRY eU Iamp
s i g=A H IE t bR3 CSi _D f c f 9 Bt Q5 Bq 5Q crK 4 nG k0 A
O p er a t i on s a r e t h e ldquoac t i v i t i e s rdquo (2 01 1) Ma in s t r eam in g Sus ta i n ab i l i t y
R e t r i ev ed f r om
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 09 95 f i l e s Ch p t 10S t ra t eg y p d f
P a r t r i d ge K e t a l ( 2 00 5 ) S t ak eho ld er r es ea r ch Th e S t akeh o l de r
E n ga gem en t M an ua l R e t r i ev ed f rom
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c9 3 10 41 f i l e s Su p p l em en t a l
R ead in g Fo l d er fo r W eek 5 A ccou n t ab i l i t y S t ak eh o l d er Vo l 1 pd f
Pojasek R ADRI Scoring (2009)Adri scoring of leading indicators Environmental Quality
Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 27
Pojasek R Corporate sustainability footprint (2011) Mainstreaming Sustainability Retrieved
from httpisitesharvardedufsdocsicbtopic930967filesChapter4SustFootprintpdf
Pojasek R amp Farver S Discover ing our economic respons ib i l i t i es (2011)
Mains treaming Sus ta inabi l i t y Ret r ieved f rom
ht tp m yex tens ion harvard edu i cb icb dokeyword=ex tampsubkeyword=k807
71amppageid=icb page427498 amppageContent Id=icb pagecontent901699ampview=
viewdoampviewParam_di rector y=Supplementa l Folder
(2011) What does scalability mean Investopedia ULC Retrieved from
httpwwwinvestopediacomtermssscalabilityasp
Pojasek R amp Farver S Envr e-135 leading indicators (2011) Corporate sustainability strategy
Retrieved from
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 09 81 f i l e s E1 3 5Po j a s ek Ho u r2
S t r a t eg yO c t 2 4 p d f
Pojasek R Envr e-135 Sustainability reporting (2009) Mainstreaming Sustainability
Retrieved from
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 10 01 f i l e s Ch p t 16 Repo r t in g pd
f
Pojasek R amp Farver S Identifying and engaging key stakeholders (2011) Mainstreaming
Sustainability Retrieved from
httpmyextensionharvardeduicbicbdokeyword=extampsubkeyword=k80771amppageid=icbpag
e427495
Pojasek R amp Farver S Important economic considerations (2011) Economic responsibility and
operationalizing corporate sustainability strategy Retrieved from
httpdocsgooglecomviewera=vampq=cacheIOdMb-
I1hRsJisitesharvardedufsdocsicbtopic849748filesOct18PojasekHour2pdf Is risk part of
corporate sustainability strategy Robert
Pojasekamphl=enampgl=usamppid=blampsrcid=ADGEESgx1NqcCcopU0SLiQrosDnLz5x74I3rTWG4K
GD9IR6qzkqFzRC4LS1OySGIfHHbRfUs_VMMn63bT7CMFQEqzB5KoYYroa7e5PXKin_W-
0AQ8_8AQM9skANdvKbk9hyiOIwl4pxKampsig=AHIEtbS-
O3zHn1Dx9H_M9WTuEEFlhMuCYw
Pojasek R amp Farver S Mainstreaming sustainability (2011) 1 ed Vol 1 p 162 Woody
Creek CO Mainstreaming Sustainability
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 28
Pojasek R amp Farver S Product perspective (2011) Mainstreaming Sustainability 6 Retrieved
from
h t t p i s i t e s h a rv a rd ed u f s d o c s i cb to p i c93 09 73 f i l e s Ch p t 13S up p l yC h a in
p df
Pojasek R amp Farver S Sustainability requirements for communications (2011) Mainstreaming
Sustainability Retrieved from
httpisitesharvardedufsdocsicbtopic930968filesChpt12Communicationpdf
Pojasek R Improve infuse integrate (2007) Introducing ISO 14001 III Retrieved from
httpisitesharvardedufsdocsicbtopic931012filesSupplemental Reading Folder for Week
10ISO 14001 Enhancedpdf
Pojasek R Is your integrated management system really integrated (2006) Environmental
Quality Management Retrieved from
httpisitesharvardedufsdocsicbtopic931012filesSupplemental Reading Folder for Week
10Integrated MS Really Integratedpdf
Pojasek R Lagging indicators (2009) Environmental Quality Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
Pojasek R leading indicators Understanding leading indicators (2009) Environmental Quality
Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
Pojasek RUsing Leading Using leading indicators properly (2009) Environmental Quality
Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 29
Pojasek R Sustainability reporting reviews and assurance (2009) Sustainability Reporting
Retrieved from
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 10 01 f i l e s Ch p t 16 Repo r t in g pd
f
Productservice differentiation (2011) EzineArticlescom Retrieved from
h t t p ez in ea r t i c l e s com Co rp o r a t e -Su s t a i n ab i l i t y - S t r a t eg y- - - T o p - Fi v e -
R eas on s -Wh y- Y o u -N eed - On eampid =1 73 61 0 7
Product stewardship (2011) ATampT Retrieved from httpwwwattcomgencorporate-
citizenshippid=17914
Programs implementing management system elements (2010) ATampT Environment Health and
Safety Management System Retrieved from
Policy and practice 2011report card on banks and mountaintop removal (2011) Rainforest
action network 5 Retrieved from
httpdocsgooglecomviewera=vampq=cacheznZFoDiTQ_0Jranorgnode2602 2011Report
Card on Banks and Mountaintop
Removalamphl=enampgl=usamppid=blampsrcid=ADGEESiGYaCcDf0sYT657_WMylU-
AzBvwDWdvKoDUF5Lez-KtWO9YhejdYwACsq-6CXAbxzbAmTyUajNjjNni03M0EauGnzt-
EA_hYjdHzEPd8YpJDHkPenRn3ntYTqLuOiNAUICUlTKampsig=AHIEtbRF10DajUTOCRYda
pnhO3rnT1vwEQ
Quadir JCorporate sustainability strategy - top five reasons why you need one (2011)
EzineArticles Retrieved from httpezinearticlescomCorporate-Sustainability-Strategy---Top-
Five-Reasons-Why-You-Need-Oneampid=1736107
(2011) What does scalability mean Investopedia ULC Retrieved from
httpwwwinvestopediacomtermssscalabilityasp
Six focus areas (2010) ATampT Citizenship and Sustainability Report Retrieved from
httpwwwsocialfundscomsharedreports1308027026_ATT_2009_CitizenshipSustainabilityR
eportpdf
Social responsibility report (2006) Corporate Research Center Retrieved from
h t t p w w w so c i a l fu n ds com cs r p r o f i l e cg i id =1 8
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 30
Sprint establishes first-in-industry product stewardship policy (2011) TriplePundit Retrieved
from httpwwwtriplepunditcom201105sprint-establishes-first-industry-product-stewardship-
policy
Sprint recycle (2011) Sprint Retrieved from
httpwwwsprintcomresponsibilitycommunities_acrosseco_opshtml
(2009) Supply chain revolutionary atampt leads procurement zone adoption TechTarget
Retrieved from h t t p s ea r ch t e l ecom t ech ta r ge t co m t i p S up p l y - ch a i n -
r ev o lu t i on a r y- A T T - l ead s -p ro cu r em en t - zo n e - ado p t i on
Strategic materiality assesment (2011) 2010 ATampT Sustainability Report Retrieved from
httpdocsgooglecomviewera=vampq=cacheFiS_bp4ePaMJwwwattcomCommonabout_usf
ilescsr_2011ATT_2010_strategic_materiality_assessmentpdf Hazardous waste reduction
ATampTamphl=enampgl=usamppid=blampsrcid=ADGEESic8Uk_3kx9gSsNQ2sSwVb7O-
lrCDiSrJS9KmI06W8qbqk8t15CI8l2s06D7uz0_edt5ul1NsFCjFzyj7u-5EB1B7PL-
SD4vb6eDMnw1eCC9FtS7Zn4-
tzdiwG_CBvQZ_lXVySRampsig=AHIEtbShU1fUgNQtQdilp4HdvkvjJjX-EQ
Supplier quality (2011) ATampT Retrieved from httpwwwattsupplierscom
Sustainable development a business definition (2007) Business strategies for sustainable
development Retrieved from
httpdocsgooglecomviewera=vampq=cachebSBLJLGuMgcJwwwiisdorgbusinesspdfbusin
ess_strategypdf Incorporating the recommended steps to a sustainable
futureamphl=enampgl=usamppid=blampsrcid=ADGEESjGotAq8rNBuHjBrsbzQMroUOfuJDVipoB7_ks
qdmiaRduq0ieJzyPUe7A9K8kCqPIjZZI9YRdVBWvP2if5Cq4pS1cvG2NX_02rKxqnfkJG8Zm1
D1AKKeLdBdeTzvMr05OithF1ampsig=AHIEtbQC4qGc2VrGdk1PsR7hIVbO3zcCOg
(2011) Training and awareness Sprint Retrieved from
httpwwwsprintcomresponsibilityouroperationsenvironmentalpolicyhtml
Vision statement (2011) ATampT sustainability vision Retrieved from
h t t p do cs go o g le co mv i ew er a=v ampq=cach e _S4 r OP 5U lw IJ w ww a t t co m
C omm on abo u t _u s f i l e s p d f cs r _p ape r_ p o l i cy p d f +A T 26 T +s us t a in ab i l i t y
+v i s i on amphl =en ampgl=u s amppid =b l amps r c id=A D G EES gH 0 -
4 f v NQJ Q s OY oY D 8L_ 0 D H gp u cT pa -
LcG cQ Q B yO _ l Cb u lb 2 Vt Um FX r a7 N V52 6 TK X r rD h w3l 8 f9 -
p gH F4 j in h KA f k gRQ P5 oC BMX 8 XA f Gs LIE J K f Rzh LZE k E aC s gOM Fw Q7 X f5
aJ amps i g=A H IE t b T yO smx D3j Crx 3 G 5w g6J l k LC 3 bpx A
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 31
What are the g3 guidelines (2011) Global reporting initiative Retrieved from
httpwwwglobalreportingorgreportingframeworkg3guidelines
Workforce inclusion (2007) Social Responsibility Report Retrieved from
httpdocsgooglecomviewera=vampq=cacheo_6Rwfb4lBsJwwwattcomCommonfilespdf3
30938_ATTcsr_0623pdf ATampT reinforce the commitment to a
socialamphl=enampgl=usamppid=blampsrcid=ADGEESjQalPiV_TGsaNvqmVBhqfnqytuxjvKhQIEmkG
z_N_3tGEojkaKirI-bMpPR-7Y4KrKSXMmYHlPDbF_qBxUc2g7lAw6tmPdP5jhM-
cEQNyp0Pd8kvqmW9YRqotX_heXs2Vv6dgXampsig=AHIEtbReQdWTz60fpWqKNiSTGukJcB
ET5g
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 5
impact business meeting and moving from one facility to another will have in the
company sustainable business practice (Greenhouse gas emissions 2011)
The company has reached savings of more than $41 million in travel dollars and more
than 2500 metric tons of CO2-e emissions avoided last year Furthermore ATampT is now
part of the Carbon Disclosure Project (CDP) Supply Chain Initiative which provides a
close monitoring of GHG emissions and accurate data that includes suppliers vendors
and third parties operations The organization is looking to provide transparency through
actions and reported measurements of information (Greenhouse gas emissions 2011)
22 Corporate Regulatory Compliance amp Governance
Setting a strategy or organizational oversight is a fundamental task for ATampT It can be
identified as follow ldquoProcedures of the highest governance body for overseeing the
organizationrsquos identification and management of economic environmental and social
performance including relevant risks and opportunities and adherence or compliance with
internationally agreed standards codes of conduct and principlesrdquo (ldquoPojasekamp Farverrdquo 2011)
The company has available the 2010 ATampT Sustainability report framework that summarizes the
corporate compliance addressing its three responsibilities To assess how the company is doing
ATampT established several key performance indicators (KPIs) to measure its progress year-over-
year The organization makes an effort through available reports to identify the important areas to the
stakeholders and the business (Meet the possibility 2011) The codes of conduct ethics and
international compliance are also amalgamated in the report and it is highlighted by the
following procedures that encompass the issues of citizenship and sustainability commitment
Emphasizing the involvement in the communities ATampT reinforce the commitment to a social
cause developing educational programs and generating opportunities for jobs and development
The organization promotes a good work environment where growth and good performance are
accentuated and rewarded Diversity play a big role as it workforce is compose of a variety of
different backgrounds and cultures that enrich the foundation of the company (Workforce
inclusion 2007)
Furthermore integrity and high standards of ethics are implemented in the day by day operations
to secure a sense of responsibility and accountability The focuses on the environmental impact
that affect the communities involved people and their global operations as a whole are very
important for the company as they understand the significance of their actions and its relevance
ATampT connects millions of people worldwide and they have been steady in their commitment to
create innovative and sustainable products to make a harmonious balance between the
environment people and business (The atampt technology 2011) Lastly the company is a leading
force in developing new technologies to make a sustainable difference in society (Six focus
areas 2010) ATampTrsquos philosophy toward corporate social responsibility emphasizes a
commitment to serving their customers stockholders employees suppliers and communities
with attention to quality care and value They have a philosophy of good behavior that is related
according to their statements with good citizenship on a global scale Therefore ATampT Inc is
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 6
committed to the highest standards of ethics integrity personal and corporate responsibility and
adherence to laws and regulations that rule its organization (Social responsibility report 2006)
23 Stakeholder Engagement
Identifying the stakeholders is essential to understand its function and get a clear concept on the
individuals that are affected by the organizationrsquos effect on the environment or on social capital
For a multinational corporation these include shareholders creditors regulators employees
customers suppliers business partners governments nongovernment organizations (NGOs)
international business associations and a host of other parties involved (Pojasek R amp Farver S
2011) ATampT is a company with global connotations and stakeholder engagement is
fundamental to become a successful organization particularly in our present time Value creation
for everyone involved in enterprise is essential to creating common reason and concentrate on
the concerns the company is currently facing (Partridge Ket al 2005)
Stakeholder engagement is emphasized in the priorities ATampT is focusing in regards of energy
consumption network reliability customer satisfaction and security diversity at the workplace
volunteerism and how innovative products and services impact the environment All these
factors are consequently influential in the stakeholderrsquos engagement and present the basis of
good corporate governance The following chart represents the aforementioned priorities for the
organization
Hazardous waste reduction Content protection Network equipment recycling Conflict minerals Customer products Recycling
Disaster response Products that enable social amp Disaster response Products that enable social amp environmental benefit Company GHG emissions Supplier standards Supplier performance
Company energy use Network reliability Customer Company energy use Network reliability Customer privacy amp data security Innovation Customer satisfaction Employee diversity Network security privacy amp data security Innovation
Non-hazardous waste reduction
Freedom of expression Deployment for rural amp underserved areas Relationship w government (Law Enforcement)
Education Volunteerism Online risks amp safety Life cycle assessment Water usage Giving amp philanthropy Cell tower impacts Intellectual property rights Talent acquisition amp retention
Supplier diversity Ethics amp integrity Product safety Inclusivity ndash access amp aging
Icreasing Importance
to Stakeholders
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 7
Compensation benefits working hours amp wages Off-shoring Outsourcing
Packaging Freedom of association Occupational health amp safety RestructuringDownsizing WorkLife Balance
Paper consumption Employee engagement
C h ar t ( S t r a t eg i c m at e r i a l i t y a s s es smen t 20 11 )
Furthermore external stakeholder engagement became a priority in recent years and they include
the following NGOs EPA Unions government agencies residents local communities The
company engages its stakeholders on a global scale and consequently it is implementing a
stakeholder engagement program that emphasizes connecting the different stakeholders in
activities that benefit not only the company but all the parties involved As a global corporation
the stakeholders engagement take a long distance dimension that needs to be minimize to cut
costs and deter the environmental impact Therefore ATampT is implementing a successful
program to maximize the tools available quantifying the benefits of Telepresence is a good start
that could cut the GHG emissions That is comparable to removing more than 1 million
passenger vehicles from the road for one year (Meet the possibility 2011)
Additionally employees can work with external stakeholders to emphasis the companyrsquos
priorities in regards of environmental issues and prevent or clean up environmental degradation
ATampT has implemented a program to pay employees for a day to volunteer in NGO
environmental programs or directly with environmental organizations that helps the community
and its citizens One of the fundamental reasons for this productive engagement is incorporating
the stakeholdersrsquo perspectives and experiences and strategy design can improve and help to
manage the corporationrsquos external change better (Andriof 2002)
A proactive approach to stakeholdersrsquo engagement needs to be promoted within the company
and ATampT could benefit from it by implementing stakeholders engagement principles that can
provide the companyrsquos expectations in that regards and create a measure for the engagement
process to be evaluated (Blackburn 2008)
ATampT would be benefiting if the company takes three measures to tail a proactive stakeholdersrsquo
engagement
1) Raise awareness within the company leadership about the process and benefits
2) Emphasis and develop appropriate skills and knowledge throughout the organization
3) Send a concise and clear message that a proactive approach to stakeholdersrsquo engagement is
encourage and appropriately reward the managers who follow this path to success (Blackburn
2008)
Increasing Influence on Business Success
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 8
Nevertheless creating a position of Stakeholders Relations as the company Novo Nordisk has
created can lead to an effective inter-relation and clear communication between the parties
involved Therefore these actions are going to create value to the stakeholdersrsquo engagement and
enhance the companyrsquos credibility (Blackburn 2008)
30 DISCUSSION
31 Environmental Responsibility
ATampT has implemented for the last 6 years an environmental program that has contributed to
tangible and measurable results However because of the fast pace of technology and
consumerrsquos demand this established parameters change constantly and the need to adapt is
crucial Summarizing those points in regards of how ATampT faces its environmental
responsibility is operating in a way to increase efficiency and minimize the impact to the
environment As of 2010 144 million customers use paperless billing 37 million cell phones
collected for recycling 569 million pounds of network scrap materials kept out of landfills
through reusing selling and recycling materials and 3487 alternative-fuel vehicles deployed in
538 cities as part of our commitment to deploy approximately 15000 alternative-fuel vehicles
through 2018 (Environment 2011)
Furthermore besides the mentioned positive steps toward a concise environmental program
ATampT has implemented the Environment Health and Safety Management System that
incorporates elements of ISO 14001 EMS standard and applies to its
Environment Health and Safety Programs (environment health 2011) ATampT consumes large
amounts of energy and it can gain benefits by emphasizing the use of ISO 50001 that is designed
to help organizations make improve their energy-consuming assets appraise and prioritize the
execution of energy-efficient technology considering that ATampT is a major player in the world
and encourage competence all the way through the supply chain It can be integrated with other
management standards especially ISO 14001 on environmental management and ISO 9001 on
quality management (Iso 50001 energy 2011) Because ATampT carries a large socio-economic
and environmental impact beyond its frontiers of operations (as any global corporation) that
leads to depleting resources and incrementing the issues related to climate change ISO 50001
can improve energy performance and lessen the deteriorating effects of energy consumption
32 Social Responsibility
ATampT materializes its social responsibility seriously with tangible actions The company has
formed the ATampT Business Sustainability Advisory Council dedicated to advising ATampT on the
powerful linkage between information and communications technology (ICT) and helping
customers minimize the environmental impact of their operations The council will work to
further the cause of measurement methodologies and technology use cases to help business
customers better quantify the impact of ICT-enabled solutions for greenhouse gas reduction
(Environmental sustainability2011) Although these efforts are highly valuable social
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 9
responsibility has a global context that needs to be implemented without borders and ATampT can
definitely benefit from implementing those great ideas into action from a leadership stand point
The company has operations worldwide and interexchange business in developed and developing
countries providing a great opportunity to become a pioneer in that respect and ISO 2600 can
provide the necessary framework to accomplish that ldquoISO implemented the principle of
twinning (twin leadership between a developed and developing country) in the ISO Working
Group on Social Responsibility (ISOWG SR) to a greater extent than had yet been carried out in
a any ISO standards development group This meant that not only the WG but also each sub-
working group and any other group that was established was headed by representatives of
developing countries and developed countries on an equitable basisrdquo (How developing
countries 2011) This provides the open doors to get involved internationally with a framework
that is highly effective in a global context and leads to a meaningful participation among the
parties involved ISO 2600 help to identify relevant issues and to set its priorities The following
core subjects should be addressed
a) Organizational governance b) Human rights c) Labour practices d) The environment e) Fair
operating practices f) Consumer issues g) Community involvement and development (Guidance
on social 2011)
33 Economic Responsibility
ldquoEconomic responsibility relates to an organizationrsquos impact on the economic wellbeing of its
stakeholders The direct impacts of economic responsibility are measured as monetary flows
between the organization and its stakeholder groupsrdquo (ldquoPojasek R amp Farver Srdquo 2011) ATampT
economic responsibility is addressed by their financial report filed with the US Securities and
Exchange Commission It also identifies resources materials and safety regulation with the
actions taken by the Executive Environmental Council (EEC) This council receives updates on
compliance to minimize risk to the corporation Moreover the EHampS Leadership team in
collaboration with the Legal Department evaluates EHampS programs (based on data collected
from reviews audits new regulatory requirements etc) and develops strategies and plans to
improve the management system and compliance programs as part of the organizational goals
and EHampS plans reducing risk and minimizing operation deficiency ( A t ampt en v i r onm ent
h ea l th 2 01 0 )
The company has been experience a decade long profitability with estimated revenue o f $3148
billion for Q3 2011 The company also added 319000 subscribers in that quarter compared with
the median expectation for 311000 from nine analysts contacted by Reuters (Atampt incs (tn)
2011) The organization used to be the only US carrier to sell the most popular mobile device in
recent memory the iPhone ldquoATampT today announced it activated more than 1 million iPhone
4Srsquo as of Tuesday (Oct 18 2011) making it the most successful iPhone launch in the companyrsquos
historyrdquo (Atampt activates one 2011) This device alone made the company millions of dollars
in revenue by far and even though the phone is carried by other competitors now the iPhone still
is a mega player among the companyrsquos smart phones Nevertheless risk plays an important role
in economic responsibility strategy ldquoReduction of risk is a key part of an organizationrsquos
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 10
economic responsibilityrdquo (Pojasek R amp Farver S 2011) There are several improvements in this
area that ATampT can aggressively focus
331 Better Management of Business Risks
The company needs to remain competitive operating in a global marketplace and the importance
of anticipating managing and responding to business risks has become crucial If the corporate
sustainability system incorporates a management team to determine minimize and ensure that
potential risks and liabilities are accounted parallel with the companys entire value chain
decreasing the severity of those risks and even achieving preferred status for financing and
insurance in the process it will benefit and maximize the utility of the system itself (Quadir
2011) Implementing and utilizing ISO 31000 ndash Risk management can drastically improve the
business operation and its corporate sustainability strategy as a toolbox that carries many benefits
(Iso 31000 ndash 2008)
Using this Standard ATampT might focus in the following
Overspending
Delays
Non compliance with policies and regulations
(Iso 31000 ndash 2008)
ATampT has Scalability ndash flexible solutions from low-cost equipment moves to fully-managed no-
downtime transitions which is characteristic of a system model or function that describes its
capability to cope and perform under an increased or expanding workload (What does
scalability 2011) This system can reduce risk and interference as well as i ncreasing
efficiencies and savings but it is mostly used in Internet Data Center Relocations and the
company doesnrsquot include it in a comprehensive sustainability program Therefore implementing
the tools available from ISO 31000 will minimize the ldquobadrdquo risks to maximize the companyrsquos
value and competitive advantage
34 Corporate Sustainability Strategy
The corporationrsquos sustainability strategy shows a consistent direction and currently highlights
three elements Fleet Investments Business Solution to e-Waste and Measuring Electricity
Consumption but the strategy does not stop there Even ATampTrsquos community outreach efforts
focus on causes such as technology training in schools with high dropout rates which has social
connotations (Atampt aligning business 2011) While ATampT is currently taking in hand the
ever-changing business challenges with a strategic approach the company is not addressing the
environmental social and economic impacts of all its activities products and services to
determine the organizationrsquos impact ldquoManagement system planning efforts involve identifying
ALL of the activities and determining their impacts on the environmental social and economic
elements of the sustainability programrdquo (Operations are the 2011) Although the companyrsquos
sustainability strategy is walking a positive path the following suggestions will enhance the
already implemented plan for the long term
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 11
341 ProductService Differentiation
Increasing the market share of the organization is a goal of any business venture that carries
many risks and strategic plans with a long term business model ATampT has a large variety of cell
phone devices that are popular and efficient in regards of services effectiveness as well as
innovation The company needs to focus in environmentally and socially responsible products
that will gain a new loyal customer base to solidify growth Consumers want to feel good about
the products and service the buy therefore customers demand for new products will vault to
new dimensions with high expectations on the devices offered Innovating and re-engineering
present devices to sustainable services is crucial to adapt to the new changes in the marketplace
Presenting new cell phones with environmentally friendly materials can provide a competitive
advantage that will differentiate the company from competitors and produce high return on
investment (Productservice differentiation 2011)
Alliances and business deals with manufactures are important to consolidate the production and
distribution of ldquoe-Phonesrdquo These devices are made of recycled products and offered to
consumers for a reasonable competitive price in todayrsquos market ldquoT-Mobile USA Inc and
Motorola today announced the retail availability of the MOTO W233 Renew the ideal mobile
phone for eco-conscious consumers A first of its kind and initially exclusive to only T-Mobilereg
customers the plastic phone housing for the Renew is comprised of recycled water bottles and is
entirely recyclablerdquo (Mototrade w233 renew 2009) The T-Mobile phone can be a predecessor
of a new wave of renewable devices that can attract the consumerrsquos interest and if ATampT adapt a
policy of developing this type of devices and make them marketable the company will expand
its market share wisely and efficiently
342 Product Stewardship Policy
ATampT needs to implement a policy of product stewardship to make sure all those involved in the
life cycle of its products and services are accountable for the environmental impact it causes To
assure of that policy implementation the company should have the following objectives
The company will collect 100 of its electronic waste for reuse and recycling
For every 10 phones the company sells ATampT guarantee to collect 9 phones for reuse or
recycling
ATampT will require its vendorssuppliers and manufacturers to meet the companyrsquos
certification requirements by 2013
All ATampT-branded electronics should meet the companyrsquos scorecard criteria for
environmental design
The company should be committed to procuring 10 of its energy needs from
renewables on a realistic time frame goal
Required its vendors to supply more eco-friendly devices
The company should work with a several environmental organizations to hash out issues
including the reduction of its carbon footprint and improving productsrsquo designndashwith the
recycling devices at the forefront of ATampTrsquos efforts (Sprint establishes first-in-industry
2011)
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 12
Telecommunication companies have never placed a policy of this magnitude before until Sprint
published it this year Sprint is so far the only wireless carrier to have a stewardship policy that
set the standards for the industry ldquoTo clearly state Sprintrsquos pledge to responsibly address
electronic waste (e-waste) we have published an Electronics Stewardship Policy A first for the
telecommunications industry this policy outlines how Sprint is focusing on the full lifecycle of
the electronics we buy and sellrdquo (Sprint recycle 2011) Sprint is a leader in that regards and
exemplifies a business action that ATampT can follow and subsequently establish a common
denominator among the wireless industry players
35 Corporate Sustainability Management System
ATampT developed a combined Environment Health and Safety (EHampS) Management System
which is designed to use elements of ISO 14001 EMS standard and applies to Environment
Health and Safety Programs ATampT does not maintain external registrations or certifications
with external registrars for this management system ( Atampt environment health 2010) ATampT
has been utilizing ISO 14001 Standard since 1997 as an important framework in the decision-
making process to face the corporate environmental issues a global company faces in todayrsquos
business climate Integrating ISO 14001 program with the quality management system (ISO
90012000) andor with an occupational health and safety management system such as OHSAS
18001 ANSI Z-10 or the United States Occupational Safety and Health Administrationrsquos
Voluntary Protection Program can create value and establish a comprehensive business model
for the organization (Pojasek 2007) The following chart represents the companyrsquos program
implementing management systems elements
ATampT Environment Health and Safety Management System ISO 14001 EMS Elements
Evaluation of Environmental Aspects The EHampS leadership team consults periodically
with the Legal Department to discuss future programs and risks regarding compliance
programs
Legal and Other Requirements EHampS Technical Support directs the EHampS ldquolegregrdquo
process which tracks and evaluates new and proposed regulation and legislation
Objectives and Targets the EHampS Leadership team develops the objectives and targets for
the EHampS organization as part of ATampTrsquos performance management program ldquoe-
performancerdquo Progress towards achievement of goals is evaluated quarterly by EHampS
associates and supervisors
EMS program Each business unit has an EHampS Plan Target document through which it
implements key business unites and partners-specific requirements and responsibilities
Chart (Programs implementing management 2010)
In 2008 the US Addendum to the Global e-Sustainability Initiative (GeSI) sponsored study
SMART 2020 Enabling the Low Carbon Economy in the Information Age estimated that ICT-
enabled solutions could cut annual CO2 emissions in the US by up to 22 percent in 2020 This
translates to gross energy and fuel savings of as much as $240 billion annually Therefore
ATampT outlined the opportunity to deter its emission through this comprehensive report that
highlights the issues and present practical solutions to the information and communication
technology businesses ( Connecting people and 2011)
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 13
The prior statement shows a commitment by the organization to develop programs that follow
the guidance of SMART 2020 report Although ATampT highlights the benefits of meeting
compliance of the standard ISO 14001 and other EHampS programs the implementation of such
programs is still lagging Consequently the following recommendation can be implemented to
enhance the existing program and develop new frameworks to improve in those areas that are
emphasized in the SMART 2020 report
The CO2e reduction potential of ICT industry solutions is examined across four key usage areas
Smart Workplaces Combines innovative video audio and interactive elements to create a
unique virtual presence over the network mdash giving users an immersive in-person experience
Smart Data Centers ldquoThin clientrdquo hardwaresoftware solution allows employees to access full
desktop and file system from any location with secure encrypted 2-way transmission and no
physical storage of data on the employee device Flexible telephony system (provided by Access
Line) allows routing of phone calls to any location desired
Smart Transportation Reduction in Carbon emissions from personal vehicles
Decrease in the traffic load on the road system
Provides incentives for individuals to use more efficient forms of transportation
Encourages a modal shift from privatepersonal transportation to public transport services
Smart Electric Grids Reducing waste generation and improving process efficiencies in its
semiconductor manufacturing operations In order to achieve water and energy savings which
resulted in reduction in associated CO2 emissions the company brought together the following
components
Smart Water amp Electrical Grid
Statistical Process Control
Peak Power Management
Effective use of sensor data
ISO 14001 Compliance
Lean Manufacturing Tools
Employee Participation amp Awareness
Chart amp text (Neves L et al 2008)
The benefits of implementing effectively the guidance developed by The Climate Group in
partnership with the GeSI ldquoSMART 2020 Enabling the Low Carbon Economy in the
Information Agerdquo can be envisioned through increased speed decision-making and improved
employee productivity Nevertheless it also minimizes dependency in physical travel efficiently
maximizes road networks and mitigates traffic carrying capacity (Neves L et al 2008)
36 Internal and External Communication
ldquoAn organization should establish implement and maintain procedures for communicating
internally and externally on its environmental policy performance or other information based on
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 14
its own needs and the needs of interested partiesrdquo (Communication 2011) ATampT utilizes its
website online communication posting financial results product services sustainability and
regulatory reports and environmental footprint of the company that are available worldwide to
communicate with the interested parties about the companyrsquos overall performance Taking in
consideration that AampT is a global corporation and it is under constant scrutiny of their
environmental and social policies and performance they are putting in practice a consistent and
effective method to communicate internally and externally
The company emphasis the successes of their approach among employees and management team
using telepresence rooms that help enable ATampT employees to communicate internally as well
as with business associates The fully managed ATampT Telepresence Solution present face to face
interactions with the parties involved that generate collaboration between companies and
employees suppliers partners and customers in an efficient way Cost-savings procedures and
reliability are among the main points for this internal communication and demonstrate how the
company is a pioneer in transforming the business process increasing productivity (Atampt
announces new 2010)
Effective external environmental communications are extremely important in fostering mutually
affirming and respectful relationships with the regionrsquos associates Therefore the following
highlighted factors are areas for ATampT to improve
ldquoIneffective communication with employers
Weak links between on- and off-the-job training
Insufficient involvements of employersrdquo (ldquoCommon inspection areas 2011)
Global organizations have the tendency to spread out external communication via website posts
online marketing tools and relations with shareholders However ATampT lacks of an effective
external communication tool because the company does not effectively emphasis the investors
relations and a coordinated public relationrsquos approach An important component of
communication is the one placed with parties outside of the organization This external
communication may be coordinated by public relations investor relations and marketing The
leadership team has to be engaged in this role in a two way dialog structure (Pojasek R amp Farver
S 2011) Then ATampT needs to take an aggressive approach toward public relations and its
subsequent external communications effectiveness to salvage the ongoing connection needed to
efficiently affirming the relationship with partners in the public and private sectors
37 Supply Chain Management
As a global corporation ATampT economic social and environmental impact goes beyond their
operations The materials used from which the companyrsquos products and services are sourced are
just the beginning in searching for the quality and nature of such materials ATampT has been
working steady in implementing diversity and environmental awareness in their supply chain and
leading to actions to be more proactive The organization has engaged their suppliers with
Supplier Citizenship and Sustainability survey (2009 and 2010) This survey included key
questions about energy consumption efficiency environmental protection health and safety
labor rights ethics confidentiality and water usage (Getting smart about 2011) This particular
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 15
method had helped ATampT in understanding and react positively to sustainable business practices
in its supply chain Because suppliers action can be detrimental to an extent that can affect the
main business and its operations encouraging suppliers to measure and disclose emissions
information can determine the quality and business environment ATampT is currently working and
the company will be able to understand and minimize risks as well as identify opportunities
Partnering with the 2011 Carbon Disclosure Project (CDP) Supply Chain Initiative will lead to
transparency and accountability in the supply chain (Getting smart about 2011)
Furthermore ATampT has established its new Domain Supplier Program and as a result the
chosen vendors will be responsible for a lot more than their own products in terms of the
amalgamation and operations management of network equipment and software solutions
Additionally marketing retail channels and online sales integrate the chain One area where to
focus could be suppliersrsquo accountability for delivering environmental friendly non-virgin
materials ( A t ampt r ead ie s i t s 2 01 1 ) The company has created an efficient management
department that engages with parties involved in the supply chain operations efficiency program
Supplier Quality Management is responsible for working with Stakeholders and Suppliers to
assure ATampT receives world-class products and services It is based from the global
telecommunications TL 9000 requirements as well as good business practice and helps evaluate
the effectiveness of quality implementation and improvement programs This quality
management system is designed to meet quality standards of the global communication industry
and it is built from the ISO 9001 and the eight quality principles aiming directly to the
telecommunication industry (Supplier quality 2011) ISO 9001Standard provides a solid
guidance and strong procedures that achieve consistency to the management program ldquoA quality
management system (eg ISO 9001) provides us with a tool to track where all the parts
components andor constituents come from This is called product traceabilityrdquo (ldquoPojasek R amp
Farver S productrdquo 2011)
ATampT is conducting a fair method of supply chain management but there are several factors of
that program that needs to improve Corporations around the world are trying to have
sustainability initiatives in their supply chain management simply because of meeting established
regulations or because it can have a positive impact on their customerrsquos base giving the
company a competitive advantage There are four good supply chain strategies that can be used
to reduce waste and considering ATampT has a global outreach it can make a difference in their
operations and create a cost-savings strategy as well as deterring their environmental footprint
(Kaplan 2009)
Nearsourcing Sourcing internationally from Mexico or Latin America as opposed to Asia can
be a good start to minimize transportation costs that subsequently leads to large amounts of CO2
emissions due to fossil fuels consumption It also establishes a strong cooperation of the
Americas that can integrate collaboration in technological advances and environmental
stewardship emphasizing ethics that embody responsible planning and management of resources
(Kaplan 2009)
Ship to point-of-use Shipping or transporting raw materials to the assembly line for production
is a strategy that can be utilized in the telecommunicationrsquo sector Protective packaging costs are
reduced with this strategy as well as transportationrsquos expenditure (Kaplan 2009)
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 16
Green procurement guidelines ISO 9001 can be a framework to be utilized and ATampT has
already implemented it However establishing supply chain criteria for materials products
packaging systems and logistics will drastically improve their supply chain management
Obtaining better deals with suppliers is an immediate benefit Furthermore it helps avoiding
ldquonon greenrdquo contracts and purchasing Leveraging the spending information can provide savings
and a long term business relationship with suppliers (Kaplan 2009)
Supplier environmental performance Certification to ISO 14001 a support for ACORN
programme to encourage local businesses to incorporate sustainability into their business model
requirements for all contractors to undergo environmental health and safety training and product
suppliers need to be required to meet ATampT internal standards for banned and restricted toxic
substances as mobile phones parts and accessories carry a large amount of toxic waste (Charter
M et al 2001)
38 Product Design Marketing and Stewardship
Product Design The Company has a program that has been established since 2001 to get
actively involved and subsequently listening to their customers throughout the design process
This particular process amalgamates the need to focus in incorporating less toxic components as
well as recycled parts affecting the design of those products and therefore changing the way they
are marketed (Atampt universal design 2009) ATampT is applying ldquogreen accountingrdquo throughout
the organization to avoid potential environmental liabilities but also it helps in reducing costs
deterring the environmental impact of products and lay out a steady product design program with
the customer in mind The manufacture of each product carries an environmental cost that
consequently impacts the product design and its marketing approach Acquiring environmental
cost data provides the company to make decisions that is in harmony with the environment and
the business model (Green accounting at 2006)
Marketing The marketing campaign focuses in the transition to smaller and more eco-friendly
packaging for the wireless device accessories it sells to the public In addition ATampT unveiled
requirements for manufacturers of mobile phones to reduce the environmental impact of future
handsets ATampT website focuses on educating the consumers about their products with an
environmental conscience approach that attracts certain demographic groups particular a mid to
high level incomes that have the propensity of consuming high-end phones Many of those
phones come with a universal charger that translates into a single charger providing energy
efficiency usage (Atampt slims down 2010)
Stewardship Reusing and recycling mobile devices has become a priority for ATampT and last
year the company has collected more than 37 million phones These numbers reflect a decline in
the amount of recycled phones from 2009 Nonetheless batteries and other accessories account
for much of the toxic materials dump in fields therefore the organization has collected 18
million pounds of those items (Atampts environmental sustainability 2011)
ATampT is still struggling to spread out the message for customers to become environmentally
friendly and reuserecycle their devices Drop-off bins were placed in numerous locations across
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 17
the country and prepaid labels for shipping recycled phones is available However ATampT needs
to establish a solid recycling program in every store and train the proper retail associates to
efficiently implement those green initiatives (Product stewardship 2011) As an improvement to
the already established programs ATampT can train its existing retail employees and any other
workforce that makes a direct or indirect impact to the environment through an online learning
management system That action will assure to educate the workforce to maximize the
environmental stewardship approach the company wants to achieve (Training and awareness
2011)
40 RESULTS
41 Outcomes
The telecommunications sector represent a vast a diverse force group of companies that globally
generates revenues of approximately 37 billion as of 2009 (Normand S amp Morales R 2010)
and it keeps increasing due to a high market demand and necessities of communication on a
personal and business level alike Innovation plays a big role in the industry and that will be
crucial for ATampT to outcome business risks and deter its environmental impact which is closely
related to the performance of its sustainability management system ATampT implemented its SMS
and added a steady sustainability approach to business since 1995 although it was placed with
inconsequential steps in the first years of inception The implementation of ISO Standards can
lead to a sustainable management system that has already solid roots as it was presented in this
paper and could impel its SMS to a leadership position ldquoFor most organizations the path to
finding this overarching business management system starts with integrating the management
standards covering quality (ISO 9001) environment (ISO 14001) and occupational health and
safety (OHSAS 18001) (ldquoPojasekrdquo 2006) The last paragraph highlights the importance of those
standards and how ATampT can benefit from its implementation
The outcome if the sustainability management system is in place in its total execution will be to
allow the system to conduct a systematic internal review that is essential for an ever-changing
wireless communication industry leader with a global presence Monitoring and taking corrective
actions for continual improvement will be a critical achievement that will carry long-term
benefits for the company As presented above the sustainability management system creates and
propagates a commitment to continual improvement for the system to develop efficiently
(Pojasek R amp Farver S 2011)
42 Metrics
Expanding and improving the metrics ATampT already reports can be accomplished by utilizing
the Environmental Performance Evaluation (EPE) that correlates to the motto ldquowhat gets
measured gets managedrdquo (Iso 14031 Environmental 2011) The goal is to improve
environmental performance with a focus on performance benchmarking compliance to rules and
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 18
regulations on a local federal and international arena and competence in operational
management (Iso 14031 Environmental 2011) ATampT lacks of a sustainability management
system that amalgamate all the sectors and department with an efficient business alignment of all
departments and operations The company focuses primarily in the economic responsibility and
secondary the social responsibility and the business model appears too fragmentized as the
environmental responsibility doesnrsquot get the same level of urgency
Nevertheless a GRI report and becoming a Carbon Disclosure Program (CDP) partner will
increase transparency and accountability attached to metrics that can be measured and
consequently improved ATampT by now uses the G3 Guidelines the cornerstone of GRIs
Sustainability Reporting Framework (What are the 2011) to determine the types of data to
report in its 2010 Citizenship and Sustainability Report as well as Key Performance Indicators
(KPIs ) that have already been implemented (key performance indicators 2011)These are
lagging indicators and are valuable to know where the company stands and therefore ATampT can
be able to seeking improvements and correct faulty operations but they are not an assurance of
positive outcomes
The inventory of the combined activities of the company was stated in section 21 and
subsequently after proceeding with the identification and evaluation of the sustainability
footprint ATampT should conduct a materiality analysis The main reason is to highlight
efficiently the issues spotted in relation to their concern to stakeholders and subsequently the
effect they have on the organization The following Materiality Matrix chart shows the
categorized issues and prevailing potential conditions in each box accordingly to the potential
impact on the company and the increasing concern to stakeholders respectively
a) Low Impact a) Medium Impact a) High Impact
High Concern High Concern High Concern
Increasing
Concerns b) Low Impact b) Medium Impact b) High Impact
To Medium Concern Medium Concern Medium Concern
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 19
Stakeholders
c) Low Impact c) Medium Impact c) High Impact
Low Concern Low Concern Low Concern
Increasing current or potential impact on the company
Chart (Materiality matrix 2011)
The above materiality matrix can be utilized by identifying material issues at each level and
efficiently addressing them in a timely manner A sense of urgency is needed at the
corresponding stage of the issuesrsquo level (Materiality matrix 2011)
To summarize the representative elements of the materiality analysis process the following
aspects needs to be underscored
1 ldquoIdentification of a universe of relevant economic social environmental and
policygovernance issues for consideration
2 Evaluation and ranking of the level of internal and external stakeholder concerns
regarding each issue
3 Evaluation and ranking of the potential impact on the company of each issue
4 Development of a matrix-based prioritization of the issues and
5 Execution of a structured collaborative strategy planning implementation and reporting
processrdquo (A roadmap to 2011)
The prior representation of the materiality analysis will lead to a rigorous evaluation of the three
responsibilities significant to the company and its stakeholders The analysis can provide to
ATampT with beneficial insight information guiding the organization to a strategic direction as
well as a tactical change management in sustainability that translates into a purposeful process to
help the organizations succeed (A roadmap to 2011)
43 ATampT conversion from lagging to leading indicators to improve the SMS
ATampT is using lagging indicators that are not helpful in identifying and revealing potential
problems that can carry severe process upset with irreversible consequences It may lack of
presenting solutions and consequently implementing corrective actions (Pojasek R lagging
2009) In contrast leading indicators are useful to check the efficiency of control systems and
provide crucial warning of disadvantages before any issues is present (Pojasek R leading
indicators 2009) ATampT needs to use both indicators to drive sustainability performance
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 20
consequently the company needs to implement as well as emphasize leading indicators on the
following areas for full effectiveness
i There must be a connection between the leading indicators and the outcomes that are of
interest
ii The reasons for using the indicators and the benefits they offer must be understood by
line management and by the employees affected
iii The indicators must provide information that can guide future actions
(Pojasek RUsing Leading 2009)
Therefore a mix of lagging and leading indicators that are pertinent and efficiently linked to the
system amalgamating the three responsibilities in one single measure with an accessible data for
lagging indicators as well as objective data for leading indicators will be crucial for continue
improvement and the company will be able to include a culture of sustainability within the
organization (Pojasek R amp Farver S effective indicators 2011) Nonetheless a framework tool
that can quantify leading indicators is the Australian Business Excellence Frameworkrsquos ADRI
(approach deployment results and improvement) scoring method (Pojasek R ADRI Scoring
2009) Consequently ATampT can drastically increase value and accurate information to develop
an efficient sustainability management system that amalgamates all the tools necessary to
become a leader in a highly competitive telecommunications market
44 Ensure transparency and accountability
Ensuring transparency and accountability is crucial in todayrsquos global business environment to
keep the company competitive The question that arrives addressing this issue is how to convince
the management leadership of ATampT to change the system that appears to be working for them
in the current business environment
Shareholders and stakeholders pressure complying with laws and regulations competitive
advantage and public relations can also be drivers for transparency and accountability
Nonetheless individuals and companies from the private and public sectors can create the
atmosphere for ATampT to create the necessary reports on the organizationrsquos sustainability
performance because that can highly influence their investment options and decisions that are
correlated to ATampT overall performance (Pojasek 2009) Therefore a sustainability reporting
review and assurance would be needed and the data should be subjected to internal controls and
processes associated with an internal audit Additionally after the requirements of internal
assurance are met ATampT could extend that report to an external assurance process as the
AccountAbilityrsquos AA1000 Stakeholder Engagement Standard (Pojasek R Sustainability
reporting 2009)
The ATampT research assessment and followed recommendations have shown an integrated
corporate sustainability assessment that can adopt business strategies and activities to meet the
stakeholdersrsquo objectives while protecting sustaining and enhancing the human and natural
resources that will be needed in the future (Sustainable development a 2007)
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 21
50 References
Andriof J (2002) Unfolding stakeholder thinking theory responsibility and engagement
Retrieved from
httpbooksgooglecombooksid=THtznfpayXoCamppg=PA205amplpg=PA205ampdq=ATampT
external stakeholder NGOsampsource=blampots=ye28xPUa-Kampsig=xRRKKteuu9fWgEUH-
NCBizrYDnYamphl=enampei=WvmxTvzrI5TXiQKjuP0Bampsa=Xampoi=book_resultampct=resultampresnu
m=1ampved=0CB8Q6AEwADgK
A r oadm ap t o p e r f o r m s up p l y ch a i n - focu s ed m at e r i a l i t y a s s es sm en t s
( 2 01 1 ) V al ues t ream i ng R e t r i ev ed f r om
h t t p v a l u es t r eam 20 0 9 wo r dp r es s co m 20 11 0 2 0 2 a - ro adm ap - to - pe r f o r m -
s up p l y- ch a i n - f o cu sed -m a t e r i a l i t y - a s s es sm e n t s
Atampt activates one million iphone 4s (2011) ATampTcompress Retrieved from
h t t p w w w a t t co m gen p r es s -
r o om pid =21 79 8 ampcd v n=n ews amp n ew s ar t i c l e id =33 13 5 ampm apco d e=co ns um er | f
i n an c i a l
Atampt aligning business and sustainability strategy (2011) TriplePundit Retrieved from
h t t p w w w t r i p l epu n d i t com 2 00 9 0 8 a t t - a l i gn i n g -b us in es s - an d -
s us t a in ab i l i t y - s t r a t eg y
Atampt announces new telepresence facilities in atampt bangalore offices (2010) ATampT Retrieved
from httpwwwattcomgenpress-roompid=18067ampcdvn=newsampnewsarticleid=30911
Atampt company information (2011) ATampT Corporate Retrieved from
h t t p w w w a t t co m gen in v es t o r - r e l a t i o ns p i d =5 71 1
Atampt environment health and safety management system (2010) Retrieved from
h t t p do cs go o g le co mv i ew er a=v ampq=cach e a6p l l J Uk q6YJ w w w a t t co m
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 22
C omm on abo u t _u s c i t i z ens h i p EMS _mat r ix pd f +AT 26 T+en v i ro nm ent a l +
an d +s a f e t y+ r egu l a t i on s amphl =en ampgl =usampp i d=b l amps r c id =A DG E ES hm5 H KkC i
0 5 4CY E Zv d aG XP HG 2 d3 f i 2_ es7 V gBs wd 2 - t oz J aMPW 9 Bu mG T ss _Q MP Q_ -
t yp - e N - eO Ui _6 oV lJ Q X V LV 6 rz gM HxO S I -
S 8 j wW3R wJ uT d9 Vx yr 2 x T _lz MY 1t cK cp M ND i FLamps i g=A HIE t b Q G V tX q Qq 6
r R qU kY lX yeM M _M G X IL
A t ampt s en v i r onm enta l s us t a i n ab i l i t y i n i t i a t i v es (2 01 1 ) Ma r ke t Wa t ch
R e t r i ev ed f r om h t tp w w wm ar ke tw a tch co ms to r y a t t - add s -b a t t e r y-
ch a r ge r - pa r t i a l l y- m ad e - f rom - r ecyc l ed - w a t e r - bo t t l e s - to -p ro d uc t - l i ne - up -
2 0 11 -1 1 -1 4
Atampt included in carbon disclosure projects carbon disclosure (2011) PR Newswire Retrieved
from h t t p ww w p rnew s wi r e com n ew s - r e l eas es a t t - i n c l ud ed - in - ca r bo n -
d i s c l os u r e - p ro j ec t s - ca r bo n -d i s c l os u r e - l e ade r sh i p - i nd ex - 10 3 44 09 94 h t ml
A t ampt i n c s ( t n ) q ua r t e r l y r ev en u e (20 1 1) T ho m so n R eu t e r s R e t r i ev ed
f r om h t tp w w w r eu t e r s com a r t i c l e 20 1 1 1 0 20 us - a t t -
i d USTR E 79J 2M H 20 1 11 02 0
A t ampt r ead i e s i t s s up p l y ch a in fo r t h e fu tu r e (2 01 1 ) AT ampT R e t r i ev ed
f r om h t tp w w w a t t com gen p r e s s -
r o om pid =48 00 ampcdv n =n ews ampn ews a r t i c l e i d =2 70 88
A t ampt s l im s do w n acce s so r y p ack ag i n g an no un ces n ew eco - f r i end l y
s t an da r ds fo r h an dse t s ( 20 10 ) AT ampT I n t e l l e c t ua l Pro p er t y R e t r i ev ed
f r om h t tp w w w a t t com gen p r e s s -
r o om pid =48 00 ampcdv n =n ews ampn ews a r t i c l e i d =3 05 99
T h e a t ampt t e ch no lo gy an d env i r on m ent aw a r ds p r o gr am (20 1 1) AT ampT
R e t r i ev ed f r om h t tp w w w a t t co m gen co rp o r a t e - c i t i z ens h i p p id =1 24 34
Atampt universal design policy adopted in 1998 background (2009) ATampT Retrieved from
h t t p w w w a t t co m gen gen e r a l p id =10 1 91
Blackburn W (2008) The sustainability handbook (p 378) Washington DC Environmental
Law Institute
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 23
C h ar t e r M e t a l Su p p l y ch a i n s t r a t egy ( 2 0 01 ) Th e S I GM A P ro j ec t
R e t r i ev ed f r om h t tp do cs go o gl e com v i ew er a=v ampq =cach e FG -
R FkS1 m ZsJ p ro j ec t s i gma co u k R n DSt r eams R D_s up p l y_ ch a in _s t r a t eg y p
d f +Th i s + r es ea rch +in v es t i ga t ed +t h e+eco n omi c +so c i a l +and +env i r on m ent a l
+ im p ac t s + in +s up p ly+ch a i n +m an agem en t amphl =en ampgl =us amppi d =b l amps r c i d =A D
G E ESj T6 j BY3 QR cz6 Bo u L_ p uT kP y_ h T1 Lw N Z7 G p 8 6 IT j f cb S g23 FaP u gP RC
9 tp 41 7x g9 A kx m -
O m YR HS HRS5 BY d6 ZY o 9m H B_ M Nb 6G 9 A XG R0 bN sNx x kU n voJ W1 Lb 6 n T
E Rv Zu 5_ 79 Zq T cyamp s i g=A H IE t bQ pW ZId T vG 2 Y - 9 Gj3 Ts v eK 2 h yC R Ig
C omm on i ns pec t io n a r eas fo r im pr ov em ent (2 01 1 ) L ea rn in g an d S k i l l s
I m pr o vem en t S er v i ce R e t r i ev ed f rom
h t t p w w w ex ce l l en cega t ewa y o r g u k p age a spx o =1 08 214
C omm un ica t io n (20 1 1) C om mu ni ca t i on Excerp t s f r om A us t r a l i an N ew
Z ea la nd S ta nd ar d 14 0 04 R e t r i ev ed f r om
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 09 68 f i l e s Su p p l em en t a l
Fo ld e r Com mEx er p t IS O 1 40 04 p d f
C on n ec t i n g p eo p l e an d bu s i n ess e s ( 201 1 ) M edi a K i t Su s t a i na b i l i t y
R e t r i ev ed f r om h t tp w w w a t t co m gen p r es s - r oo m pid =2 6 44
Environment ATampT Sustainability (2011) Retrieved from
h t t p w w w a t t co m gen co rp or a t e - c i t i z en sh i p p id =85 06
E n vi ro nm en t h ea l th an d s a fe t y ( eh amps ) m an agem ent s ys t em ( 20 11 ) A ampT
Ci t i z ens h i p EH S Re t r i ev ed f r om
h t t p do cs go o g le co mv i ew er a=v ampq=cach e wu w 3ib l2 eK 4J ww w a t t com
C omm on abo u t _u s c i t i z ens h i p EHS _Man agem en t pd f A TampT IS O 1 40 01 ndash
E n v i ro nm en t a l
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C dD A nf E A ag yIN n b lW MX MT cXx -
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d D 9oR qt D IA s 4 vzSM gPt p Ax C0 rfW Bcamps i g=A H IE t bR Q NrZe5 o Tm nt sV g6 H Z
1 v G7 j rzC yw
Environmental sustainability (2011) ATampT Media Kit Sustainability Retrieved from
h t t p w w w a t t co m gen p r es s - r oom pid =26 4 4
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 24
Environmental sustainability commitment is based on three tenants (2011) ATampT
environmental sustainability Retrieved from h t tp ww w a t t com gen p re s s -
r o om pid =26 44
G e t t i n g s m ar t abo u t o u r su p p l y ch a in ( 2 01 1 ) M eet t h e P os s i b i l i t y
E con o m y 2 01 0 ATampT S u s ta i na b i l i t y R epo r t 74 R e t r i eved f rom
h t t p w w w a t t co mC om mo n ab ou t_ us f i l e s c s r _2 01 1 20 10 _CS R_R epo r t p
d f
G r een acco un t i n g a t a t ampt ( 20 06 ) Wi s t a En v i ro n men t A cco un t in g
R e t r i ev ed f r om
h t t p w w w wi t t s o rg E v a_ acc env _ acco u n t_ 5_ f eb0 6 wi s t a_ ev a_ aac_ cas es t
u d y h tm
Greenhouse gas emissions (2011) ATampT Retrieved from httpwwwattcomgencorporate-
citizenshippid=17895
Guidance on soci a l respons ib i l i t y co re subjects (2011) ENVR E -135
Discover ing our Socia l Respons ib i l i t i e s Ret r i eved f rom
ht tp m yex tens ion harvard edu i cb icb dokeyword=ex tampsubkeyword=k807
71amppageid=icb page427497amppageContent Id=icb pagecontent901687ampview=
viewdoampviewParam_di rector y=Supplementa l Folder
How developing cou nt r i es cont r ibu ted to i so 26000 (2011) ISO Ret r i eved
f rom
ht tp wwwi so o rg i so i so_ca ta loguemanagement_and_leadersh ip_s tandard
s soci a l_ respons ib i l i t y s r_news -and-
ar t i c l es s r_developing_count r ies_cont r ibut ion h tm
Iso 50001 energy management standard published (2011) Environmental Leader LLC
Retrieved from ht tp wwwenvi ronmenta l leader com201106 15 i so -50001-
energy-management -s tandard -publ i shed
I s o 1 4 03 1 E nv i r onm ent a l p e r fo rm an ce ev a lu a t io n (2 01 1) E NV R E -1 35
S us ta in ab i l i t y M e t r i c s R e t r i ev ed f ro m
h t t p m y ex t ens io n h a rv a rd ed u i cb i cb do ke yw o r d =ex tamps u bk e yw o r d =k8
0 7 71 ampp an e l = icb p ageco n ten t 90 17 21 r fo r um fo r um_ id =105 1 69 ampp age i d =i c
b page4 27 50 4 ampp ageC ont en t Id = i cb p ageco n t en t9 01 70 1 ampview =vi ew do ampv ie
w P aram_ di r ec to r y= S up p l em en t a l R ead in g Fo l d er
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 25
Is o 3 1 00 0 ndash r i sk man agem en t s t an d ar d (2 00 8 ) U ni ver s i t y o f Wa t e r lo o -
I n s t i t u t e f o r R i s k Res ear ch R e t r i ev ed f r om
h t t p do cs go o g le co mv i ew er a=v ampq=cach e yS f Ml jv D_eYJ w ww i r r -
n e r am ca p d f_ f i l e s IS O 2 0 31 00 0 p df IS O 3 1 00 0 ndash R i s k m an agem ent
O v e rs p en d i n g D el ays N o n com pl i an ce w i t h po l i c i es an d
r egu l a t i on s amphl =enampgl =u s amppid =b l amps rc i d =A D GE ES hR1P4J uW H eP aBS 5x sG
9x V rSY 3 Ow bE V Qz8 8 nA gs g_S 5 Yd Qo rFa1 e f w B6 yQ 7 z u rh hRW H LT U 4 a7G G
_ Em _ c5 Y 0ms hRu yU B_ 4j Q5 T viM IBp h 4 9s 5x J ipbW _Rh lzM B3W 8M -
T pm iT hQ b A amps i g=A H IE t b Q O QM i Zi V9 ycC D aPP cUh fo LE w z_ - w
K ap l an J W a ys to g r een yo u r s up p l y ch a in (2 00 9 ) E cop r en eur i s t
R e t r i ev ed f r om h t tp e cop r en eu r i s t co m 20 09 10 1 3 5 - wa ys - t o - g r e e n -
yo u r - s u pp l y- ch a i n
K e y p e r f o rm an ce in d i ca t o r s (2 01 1 ) 2 0 10 AT ampT S u s ta ina b i l i t y R epor t
R e t r i ev ed f r om
h t t p w w w a t t co mC om mo n ab ou t_ us f i l e s c s r _2 01 1 20 10 _CS R_R epo r t p
d f
M ate r i a l i t y m a t r ix ( 20 11 ) F or d su s ta in ab i l i t y r epo r t 20 1 0 2 01 1
R e t r i ev ed f r om h t tp co rp or a t e fo r d co mm i cr os i t es su s t a i n ab i l i t y - r ep o r t -
2 0 10 -1 1 i s s u es -m ate r i a l i t y - m a t r ix
Meet the possibility economy (2011) 2010 ATampT Sustainability Report Retrieved from
h t t p do cs go o g le co mv i ew er a=v ampq=cach e zx e4 t N v7 AJ MJ w w w a t t com
C om mo n ab ou t_ us f i l e s c s r _2 01 1 20 10 _CS R_R epo r t p d f+a t 2 6t +sus t a in a
b i l i t y+ r ep o r t +2 01 0amph l =en ampgl =us amppi d=b l amps r c i d =AD G EES g6 yD k G G u ZC4
A O b0 P1 gPh 2 rm YYG D _ GPWU u Fn_ eP 6W_ r 0 ix 0 E6j 29 L1 v ReF l 5 De l r FFN 9 Fb
m 8S Nh 4T L_ X i 0_ r f8 8 f LZBh 8 t G 5 cG G 5N gk H -
b f G F5i Vw CQ kx H etG M U GA C gA cG D qcA Zamps i g=A H IE t b T U3 V _ aJ ow 9P aQ t a
h O egU bPlPx -S w
Monitoring supplier performance and providing feedback (2011) TI Retrieved from
h t t p w w w t i comco r p d o cs com p an y c i t i z en e sh s c r e l a t i on sh ip sh tml
M ot otrade w 23 3 r en ew no w av a i l ab l e f ro m t - mo b i l e u sa ( 20 0 9) T - M obi l e
U S A In c R e t r i ev ed f rom h t tp w w w t -
m ob i l e com comp an y P r e s sR e l ea se s_A r t i c l e aspx as se tN am e=P rs _Pr s_ 20 0
9 0 20 5 ampt i t l e=M OTO W 23 3 R en ew Now Av a i l ab l e F ro m T - Mo bi l e USA
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 26
Networking for sustainability (2010) ATampT Intellectual Property Retrieved from
h t t p w w w a t t co m gen p r es s - r oom pid =26 44
N ev es L e t a l ( 200 8 ) Repo r t s um mary 8 amp9 S M ART 2 02 0 En ab l in g th e
l ow car bo n econ omy in t h e i n fo r mat ion ag e R e t r i ev ed f ro m
h t t p do cs go o g le co mv i ew er a=v ampq=cach e wi bRo E OJ Vn QJ ww w ges i o r
g Li n k Cl i ck a spx 3 Ff i l e t i ck e t 3 D cOA r p r Yn XWY 25 3D 2 6t ab id 3 D 60
+SM AR T +2 02 0 E2 80 93 +Ben ef i t s+ i n c lu d e+in c r eas ed+em plo yee+p r o d
u c t iv i t y + i n cr ea s ed+co l l ab o ra t i on +acce l e r a t ed +d ec i s io n -
m ak in g+an d +r edu ced +d ep end en c y+o n +p h ys i ca l + t r ave l amph l =en ampgl =us amppi d
=b l amps r c i d =AD G EESj T Fi 7 fWY Lr 4 4 a r Aw K 4b N U fMx 8 Mi wis lp j w yFM 4 m Nl Z
t aS D aBV QmT Y n eLX BF7 cW b Y yU E f u Vrx esA N kW8u H rC 3qA sP X BTM 6 c5 A
A D Pu 9SA 5 L6 O G 19L2 IFb T E 5Sz pv r dCR q9 O Zl6 qJ amps i g=AH IE t bS h lW Bu du F
z AO K 5b qauP a8 f yo O 3 cQ
N o rm and S amp M ora l es R ( 20 10 ) T e l eco mmu ni ca t io ns in a s i a
R esp on s i b l e R es earch Re t r i ev ed f ro m
h t t p do cs go o g le co mv i ew er a=v amp q=cach e ju LX d u eY TS IJ w w w r es po ns
i b l e r es ea r ch com Te l eco mm uni ca t io ns_ in _ As i a__ _ Is s u es_ f o r_R esp on s ib l e
_ In v es to r s_ __ Ex ecu t i ve_S umm ar y p d f T e l ecomm uni ca t ion s in A s i a
R esp ons ib l e R es ea rch i s an i nd ep en den t p ro v id e r o f s ec to r a l an d th em a t i c
A s i an
en v i ro nm ent amph l =en ampgl =us amppi d =b l ampsr c id =A D GE ESi yM k l 5 ZecW Io p O O 5C
j iG V b7 N Iq I0 P 3 i j Z5 o 9rx LQ h Y ZY 0 vw sK n j yE D 7 zzs 5z6 w yp ao6W 31 p GT kw E
h d wv BT ILl d k ym k M b Do 5w q N evPm gqZo 9 _ O Alp lMt h2 l0 g l J d Q ekJ t pRY eU Iamp
s i g=A H IE t bR3 CSi _D f c f 9 Bt Q5 Bq 5Q crK 4 nG k0 A
O p er a t i on s a r e t h e ldquoac t i v i t i e s rdquo (2 01 1) Ma in s t r eam in g Sus ta i n ab i l i t y
R e t r i ev ed f r om
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 09 95 f i l e s Ch p t 10S t ra t eg y p d f
P a r t r i d ge K e t a l ( 2 00 5 ) S t ak eho ld er r es ea r ch Th e S t akeh o l de r
E n ga gem en t M an ua l R e t r i ev ed f rom
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c9 3 10 41 f i l e s Su p p l em en t a l
R ead in g Fo l d er fo r W eek 5 A ccou n t ab i l i t y S t ak eh o l d er Vo l 1 pd f
Pojasek R ADRI Scoring (2009)Adri scoring of leading indicators Environmental Quality
Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 27
Pojasek R Corporate sustainability footprint (2011) Mainstreaming Sustainability Retrieved
from httpisitesharvardedufsdocsicbtopic930967filesChapter4SustFootprintpdf
Pojasek R amp Farver S Discover ing our economic respons ib i l i t i es (2011)
Mains treaming Sus ta inabi l i t y Ret r ieved f rom
ht tp m yex tens ion harvard edu i cb icb dokeyword=ex tampsubkeyword=k807
71amppageid=icb page427498 amppageContent Id=icb pagecontent901699ampview=
viewdoampviewParam_di rector y=Supplementa l Folder
(2011) What does scalability mean Investopedia ULC Retrieved from
httpwwwinvestopediacomtermssscalabilityasp
Pojasek R amp Farver S Envr e-135 leading indicators (2011) Corporate sustainability strategy
Retrieved from
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 09 81 f i l e s E1 3 5Po j a s ek Ho u r2
S t r a t eg yO c t 2 4 p d f
Pojasek R Envr e-135 Sustainability reporting (2009) Mainstreaming Sustainability
Retrieved from
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 10 01 f i l e s Ch p t 16 Repo r t in g pd
f
Pojasek R amp Farver S Identifying and engaging key stakeholders (2011) Mainstreaming
Sustainability Retrieved from
httpmyextensionharvardeduicbicbdokeyword=extampsubkeyword=k80771amppageid=icbpag
e427495
Pojasek R amp Farver S Important economic considerations (2011) Economic responsibility and
operationalizing corporate sustainability strategy Retrieved from
httpdocsgooglecomviewera=vampq=cacheIOdMb-
I1hRsJisitesharvardedufsdocsicbtopic849748filesOct18PojasekHour2pdf Is risk part of
corporate sustainability strategy Robert
Pojasekamphl=enampgl=usamppid=blampsrcid=ADGEESgx1NqcCcopU0SLiQrosDnLz5x74I3rTWG4K
GD9IR6qzkqFzRC4LS1OySGIfHHbRfUs_VMMn63bT7CMFQEqzB5KoYYroa7e5PXKin_W-
0AQ8_8AQM9skANdvKbk9hyiOIwl4pxKampsig=AHIEtbS-
O3zHn1Dx9H_M9WTuEEFlhMuCYw
Pojasek R amp Farver S Mainstreaming sustainability (2011) 1 ed Vol 1 p 162 Woody
Creek CO Mainstreaming Sustainability
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 28
Pojasek R amp Farver S Product perspective (2011) Mainstreaming Sustainability 6 Retrieved
from
h t t p i s i t e s h a rv a rd ed u f s d o c s i cb to p i c93 09 73 f i l e s Ch p t 13S up p l yC h a in
p df
Pojasek R amp Farver S Sustainability requirements for communications (2011) Mainstreaming
Sustainability Retrieved from
httpisitesharvardedufsdocsicbtopic930968filesChpt12Communicationpdf
Pojasek R Improve infuse integrate (2007) Introducing ISO 14001 III Retrieved from
httpisitesharvardedufsdocsicbtopic931012filesSupplemental Reading Folder for Week
10ISO 14001 Enhancedpdf
Pojasek R Is your integrated management system really integrated (2006) Environmental
Quality Management Retrieved from
httpisitesharvardedufsdocsicbtopic931012filesSupplemental Reading Folder for Week
10Integrated MS Really Integratedpdf
Pojasek R Lagging indicators (2009) Environmental Quality Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
Pojasek R leading indicators Understanding leading indicators (2009) Environmental Quality
Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
Pojasek RUsing Leading Using leading indicators properly (2009) Environmental Quality
Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 29
Pojasek R Sustainability reporting reviews and assurance (2009) Sustainability Reporting
Retrieved from
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 10 01 f i l e s Ch p t 16 Repo r t in g pd
f
Productservice differentiation (2011) EzineArticlescom Retrieved from
h t t p ez in ea r t i c l e s com Co rp o r a t e -Su s t a i n ab i l i t y - S t r a t eg y- - - T o p - Fi v e -
R eas on s -Wh y- Y o u -N eed - On eampid =1 73 61 0 7
Product stewardship (2011) ATampT Retrieved from httpwwwattcomgencorporate-
citizenshippid=17914
Programs implementing management system elements (2010) ATampT Environment Health and
Safety Management System Retrieved from
Policy and practice 2011report card on banks and mountaintop removal (2011) Rainforest
action network 5 Retrieved from
httpdocsgooglecomviewera=vampq=cacheznZFoDiTQ_0Jranorgnode2602 2011Report
Card on Banks and Mountaintop
Removalamphl=enampgl=usamppid=blampsrcid=ADGEESiGYaCcDf0sYT657_WMylU-
AzBvwDWdvKoDUF5Lez-KtWO9YhejdYwACsq-6CXAbxzbAmTyUajNjjNni03M0EauGnzt-
EA_hYjdHzEPd8YpJDHkPenRn3ntYTqLuOiNAUICUlTKampsig=AHIEtbRF10DajUTOCRYda
pnhO3rnT1vwEQ
Quadir JCorporate sustainability strategy - top five reasons why you need one (2011)
EzineArticles Retrieved from httpezinearticlescomCorporate-Sustainability-Strategy---Top-
Five-Reasons-Why-You-Need-Oneampid=1736107
(2011) What does scalability mean Investopedia ULC Retrieved from
httpwwwinvestopediacomtermssscalabilityasp
Six focus areas (2010) ATampT Citizenship and Sustainability Report Retrieved from
httpwwwsocialfundscomsharedreports1308027026_ATT_2009_CitizenshipSustainabilityR
eportpdf
Social responsibility report (2006) Corporate Research Center Retrieved from
h t t p w w w so c i a l fu n ds com cs r p r o f i l e cg i id =1 8
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 30
Sprint establishes first-in-industry product stewardship policy (2011) TriplePundit Retrieved
from httpwwwtriplepunditcom201105sprint-establishes-first-industry-product-stewardship-
policy
Sprint recycle (2011) Sprint Retrieved from
httpwwwsprintcomresponsibilitycommunities_acrosseco_opshtml
(2009) Supply chain revolutionary atampt leads procurement zone adoption TechTarget
Retrieved from h t t p s ea r ch t e l ecom t ech ta r ge t co m t i p S up p l y - ch a i n -
r ev o lu t i on a r y- A T T - l ead s -p ro cu r em en t - zo n e - ado p t i on
Strategic materiality assesment (2011) 2010 ATampT Sustainability Report Retrieved from
httpdocsgooglecomviewera=vampq=cacheFiS_bp4ePaMJwwwattcomCommonabout_usf
ilescsr_2011ATT_2010_strategic_materiality_assessmentpdf Hazardous waste reduction
ATampTamphl=enampgl=usamppid=blampsrcid=ADGEESic8Uk_3kx9gSsNQ2sSwVb7O-
lrCDiSrJS9KmI06W8qbqk8t15CI8l2s06D7uz0_edt5ul1NsFCjFzyj7u-5EB1B7PL-
SD4vb6eDMnw1eCC9FtS7Zn4-
tzdiwG_CBvQZ_lXVySRampsig=AHIEtbShU1fUgNQtQdilp4HdvkvjJjX-EQ
Supplier quality (2011) ATampT Retrieved from httpwwwattsupplierscom
Sustainable development a business definition (2007) Business strategies for sustainable
development Retrieved from
httpdocsgooglecomviewera=vampq=cachebSBLJLGuMgcJwwwiisdorgbusinesspdfbusin
ess_strategypdf Incorporating the recommended steps to a sustainable
futureamphl=enampgl=usamppid=blampsrcid=ADGEESjGotAq8rNBuHjBrsbzQMroUOfuJDVipoB7_ks
qdmiaRduq0ieJzyPUe7A9K8kCqPIjZZI9YRdVBWvP2if5Cq4pS1cvG2NX_02rKxqnfkJG8Zm1
D1AKKeLdBdeTzvMr05OithF1ampsig=AHIEtbQC4qGc2VrGdk1PsR7hIVbO3zcCOg
(2011) Training and awareness Sprint Retrieved from
httpwwwsprintcomresponsibilityouroperationsenvironmentalpolicyhtml
Vision statement (2011) ATampT sustainability vision Retrieved from
h t t p do cs go o g le co mv i ew er a=v ampq=cach e _S4 r OP 5U lw IJ w ww a t t co m
C omm on abo u t _u s f i l e s p d f cs r _p ape r_ p o l i cy p d f +A T 26 T +s us t a in ab i l i t y
+v i s i on amphl =en ampgl=u s amppid =b l amps r c id=A D G EES gH 0 -
4 f v NQJ Q s OY oY D 8L_ 0 D H gp u cT pa -
LcG cQ Q B yO _ l Cb u lb 2 Vt Um FX r a7 N V52 6 TK X r rD h w3l 8 f9 -
p gH F4 j in h KA f k gRQ P5 oC BMX 8 XA f Gs LIE J K f Rzh LZE k E aC s gOM Fw Q7 X f5
aJ amps i g=A H IE t b T yO smx D3j Crx 3 G 5w g6J l k LC 3 bpx A
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 31
What are the g3 guidelines (2011) Global reporting initiative Retrieved from
httpwwwglobalreportingorgreportingframeworkg3guidelines
Workforce inclusion (2007) Social Responsibility Report Retrieved from
httpdocsgooglecomviewera=vampq=cacheo_6Rwfb4lBsJwwwattcomCommonfilespdf3
30938_ATTcsr_0623pdf ATampT reinforce the commitment to a
socialamphl=enampgl=usamppid=blampsrcid=ADGEESjQalPiV_TGsaNvqmVBhqfnqytuxjvKhQIEmkG
z_N_3tGEojkaKirI-bMpPR-7Y4KrKSXMmYHlPDbF_qBxUc2g7lAw6tmPdP5jhM-
cEQNyp0Pd8kvqmW9YRqotX_heXs2Vv6dgXampsig=AHIEtbReQdWTz60fpWqKNiSTGukJcB
ET5g
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 6
committed to the highest standards of ethics integrity personal and corporate responsibility and
adherence to laws and regulations that rule its organization (Social responsibility report 2006)
23 Stakeholder Engagement
Identifying the stakeholders is essential to understand its function and get a clear concept on the
individuals that are affected by the organizationrsquos effect on the environment or on social capital
For a multinational corporation these include shareholders creditors regulators employees
customers suppliers business partners governments nongovernment organizations (NGOs)
international business associations and a host of other parties involved (Pojasek R amp Farver S
2011) ATampT is a company with global connotations and stakeholder engagement is
fundamental to become a successful organization particularly in our present time Value creation
for everyone involved in enterprise is essential to creating common reason and concentrate on
the concerns the company is currently facing (Partridge Ket al 2005)
Stakeholder engagement is emphasized in the priorities ATampT is focusing in regards of energy
consumption network reliability customer satisfaction and security diversity at the workplace
volunteerism and how innovative products and services impact the environment All these
factors are consequently influential in the stakeholderrsquos engagement and present the basis of
good corporate governance The following chart represents the aforementioned priorities for the
organization
Hazardous waste reduction Content protection Network equipment recycling Conflict minerals Customer products Recycling
Disaster response Products that enable social amp Disaster response Products that enable social amp environmental benefit Company GHG emissions Supplier standards Supplier performance
Company energy use Network reliability Customer Company energy use Network reliability Customer privacy amp data security Innovation Customer satisfaction Employee diversity Network security privacy amp data security Innovation
Non-hazardous waste reduction
Freedom of expression Deployment for rural amp underserved areas Relationship w government (Law Enforcement)
Education Volunteerism Online risks amp safety Life cycle assessment Water usage Giving amp philanthropy Cell tower impacts Intellectual property rights Talent acquisition amp retention
Supplier diversity Ethics amp integrity Product safety Inclusivity ndash access amp aging
Icreasing Importance
to Stakeholders
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 7
Compensation benefits working hours amp wages Off-shoring Outsourcing
Packaging Freedom of association Occupational health amp safety RestructuringDownsizing WorkLife Balance
Paper consumption Employee engagement
C h ar t ( S t r a t eg i c m at e r i a l i t y a s s es smen t 20 11 )
Furthermore external stakeholder engagement became a priority in recent years and they include
the following NGOs EPA Unions government agencies residents local communities The
company engages its stakeholders on a global scale and consequently it is implementing a
stakeholder engagement program that emphasizes connecting the different stakeholders in
activities that benefit not only the company but all the parties involved As a global corporation
the stakeholders engagement take a long distance dimension that needs to be minimize to cut
costs and deter the environmental impact Therefore ATampT is implementing a successful
program to maximize the tools available quantifying the benefits of Telepresence is a good start
that could cut the GHG emissions That is comparable to removing more than 1 million
passenger vehicles from the road for one year (Meet the possibility 2011)
Additionally employees can work with external stakeholders to emphasis the companyrsquos
priorities in regards of environmental issues and prevent or clean up environmental degradation
ATampT has implemented a program to pay employees for a day to volunteer in NGO
environmental programs or directly with environmental organizations that helps the community
and its citizens One of the fundamental reasons for this productive engagement is incorporating
the stakeholdersrsquo perspectives and experiences and strategy design can improve and help to
manage the corporationrsquos external change better (Andriof 2002)
A proactive approach to stakeholdersrsquo engagement needs to be promoted within the company
and ATampT could benefit from it by implementing stakeholders engagement principles that can
provide the companyrsquos expectations in that regards and create a measure for the engagement
process to be evaluated (Blackburn 2008)
ATampT would be benefiting if the company takes three measures to tail a proactive stakeholdersrsquo
engagement
1) Raise awareness within the company leadership about the process and benefits
2) Emphasis and develop appropriate skills and knowledge throughout the organization
3) Send a concise and clear message that a proactive approach to stakeholdersrsquo engagement is
encourage and appropriately reward the managers who follow this path to success (Blackburn
2008)
Increasing Influence on Business Success
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 8
Nevertheless creating a position of Stakeholders Relations as the company Novo Nordisk has
created can lead to an effective inter-relation and clear communication between the parties
involved Therefore these actions are going to create value to the stakeholdersrsquo engagement and
enhance the companyrsquos credibility (Blackburn 2008)
30 DISCUSSION
31 Environmental Responsibility
ATampT has implemented for the last 6 years an environmental program that has contributed to
tangible and measurable results However because of the fast pace of technology and
consumerrsquos demand this established parameters change constantly and the need to adapt is
crucial Summarizing those points in regards of how ATampT faces its environmental
responsibility is operating in a way to increase efficiency and minimize the impact to the
environment As of 2010 144 million customers use paperless billing 37 million cell phones
collected for recycling 569 million pounds of network scrap materials kept out of landfills
through reusing selling and recycling materials and 3487 alternative-fuel vehicles deployed in
538 cities as part of our commitment to deploy approximately 15000 alternative-fuel vehicles
through 2018 (Environment 2011)
Furthermore besides the mentioned positive steps toward a concise environmental program
ATampT has implemented the Environment Health and Safety Management System that
incorporates elements of ISO 14001 EMS standard and applies to its
Environment Health and Safety Programs (environment health 2011) ATampT consumes large
amounts of energy and it can gain benefits by emphasizing the use of ISO 50001 that is designed
to help organizations make improve their energy-consuming assets appraise and prioritize the
execution of energy-efficient technology considering that ATampT is a major player in the world
and encourage competence all the way through the supply chain It can be integrated with other
management standards especially ISO 14001 on environmental management and ISO 9001 on
quality management (Iso 50001 energy 2011) Because ATampT carries a large socio-economic
and environmental impact beyond its frontiers of operations (as any global corporation) that
leads to depleting resources and incrementing the issues related to climate change ISO 50001
can improve energy performance and lessen the deteriorating effects of energy consumption
32 Social Responsibility
ATampT materializes its social responsibility seriously with tangible actions The company has
formed the ATampT Business Sustainability Advisory Council dedicated to advising ATampT on the
powerful linkage between information and communications technology (ICT) and helping
customers minimize the environmental impact of their operations The council will work to
further the cause of measurement methodologies and technology use cases to help business
customers better quantify the impact of ICT-enabled solutions for greenhouse gas reduction
(Environmental sustainability2011) Although these efforts are highly valuable social
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 9
responsibility has a global context that needs to be implemented without borders and ATampT can
definitely benefit from implementing those great ideas into action from a leadership stand point
The company has operations worldwide and interexchange business in developed and developing
countries providing a great opportunity to become a pioneer in that respect and ISO 2600 can
provide the necessary framework to accomplish that ldquoISO implemented the principle of
twinning (twin leadership between a developed and developing country) in the ISO Working
Group on Social Responsibility (ISOWG SR) to a greater extent than had yet been carried out in
a any ISO standards development group This meant that not only the WG but also each sub-
working group and any other group that was established was headed by representatives of
developing countries and developed countries on an equitable basisrdquo (How developing
countries 2011) This provides the open doors to get involved internationally with a framework
that is highly effective in a global context and leads to a meaningful participation among the
parties involved ISO 2600 help to identify relevant issues and to set its priorities The following
core subjects should be addressed
a) Organizational governance b) Human rights c) Labour practices d) The environment e) Fair
operating practices f) Consumer issues g) Community involvement and development (Guidance
on social 2011)
33 Economic Responsibility
ldquoEconomic responsibility relates to an organizationrsquos impact on the economic wellbeing of its
stakeholders The direct impacts of economic responsibility are measured as monetary flows
between the organization and its stakeholder groupsrdquo (ldquoPojasek R amp Farver Srdquo 2011) ATampT
economic responsibility is addressed by their financial report filed with the US Securities and
Exchange Commission It also identifies resources materials and safety regulation with the
actions taken by the Executive Environmental Council (EEC) This council receives updates on
compliance to minimize risk to the corporation Moreover the EHampS Leadership team in
collaboration with the Legal Department evaluates EHampS programs (based on data collected
from reviews audits new regulatory requirements etc) and develops strategies and plans to
improve the management system and compliance programs as part of the organizational goals
and EHampS plans reducing risk and minimizing operation deficiency ( A t ampt en v i r onm ent
h ea l th 2 01 0 )
The company has been experience a decade long profitability with estimated revenue o f $3148
billion for Q3 2011 The company also added 319000 subscribers in that quarter compared with
the median expectation for 311000 from nine analysts contacted by Reuters (Atampt incs (tn)
2011) The organization used to be the only US carrier to sell the most popular mobile device in
recent memory the iPhone ldquoATampT today announced it activated more than 1 million iPhone
4Srsquo as of Tuesday (Oct 18 2011) making it the most successful iPhone launch in the companyrsquos
historyrdquo (Atampt activates one 2011) This device alone made the company millions of dollars
in revenue by far and even though the phone is carried by other competitors now the iPhone still
is a mega player among the companyrsquos smart phones Nevertheless risk plays an important role
in economic responsibility strategy ldquoReduction of risk is a key part of an organizationrsquos
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 10
economic responsibilityrdquo (Pojasek R amp Farver S 2011) There are several improvements in this
area that ATampT can aggressively focus
331 Better Management of Business Risks
The company needs to remain competitive operating in a global marketplace and the importance
of anticipating managing and responding to business risks has become crucial If the corporate
sustainability system incorporates a management team to determine minimize and ensure that
potential risks and liabilities are accounted parallel with the companys entire value chain
decreasing the severity of those risks and even achieving preferred status for financing and
insurance in the process it will benefit and maximize the utility of the system itself (Quadir
2011) Implementing and utilizing ISO 31000 ndash Risk management can drastically improve the
business operation and its corporate sustainability strategy as a toolbox that carries many benefits
(Iso 31000 ndash 2008)
Using this Standard ATampT might focus in the following
Overspending
Delays
Non compliance with policies and regulations
(Iso 31000 ndash 2008)
ATampT has Scalability ndash flexible solutions from low-cost equipment moves to fully-managed no-
downtime transitions which is characteristic of a system model or function that describes its
capability to cope and perform under an increased or expanding workload (What does
scalability 2011) This system can reduce risk and interference as well as i ncreasing
efficiencies and savings but it is mostly used in Internet Data Center Relocations and the
company doesnrsquot include it in a comprehensive sustainability program Therefore implementing
the tools available from ISO 31000 will minimize the ldquobadrdquo risks to maximize the companyrsquos
value and competitive advantage
34 Corporate Sustainability Strategy
The corporationrsquos sustainability strategy shows a consistent direction and currently highlights
three elements Fleet Investments Business Solution to e-Waste and Measuring Electricity
Consumption but the strategy does not stop there Even ATampTrsquos community outreach efforts
focus on causes such as technology training in schools with high dropout rates which has social
connotations (Atampt aligning business 2011) While ATampT is currently taking in hand the
ever-changing business challenges with a strategic approach the company is not addressing the
environmental social and economic impacts of all its activities products and services to
determine the organizationrsquos impact ldquoManagement system planning efforts involve identifying
ALL of the activities and determining their impacts on the environmental social and economic
elements of the sustainability programrdquo (Operations are the 2011) Although the companyrsquos
sustainability strategy is walking a positive path the following suggestions will enhance the
already implemented plan for the long term
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 11
341 ProductService Differentiation
Increasing the market share of the organization is a goal of any business venture that carries
many risks and strategic plans with a long term business model ATampT has a large variety of cell
phone devices that are popular and efficient in regards of services effectiveness as well as
innovation The company needs to focus in environmentally and socially responsible products
that will gain a new loyal customer base to solidify growth Consumers want to feel good about
the products and service the buy therefore customers demand for new products will vault to
new dimensions with high expectations on the devices offered Innovating and re-engineering
present devices to sustainable services is crucial to adapt to the new changes in the marketplace
Presenting new cell phones with environmentally friendly materials can provide a competitive
advantage that will differentiate the company from competitors and produce high return on
investment (Productservice differentiation 2011)
Alliances and business deals with manufactures are important to consolidate the production and
distribution of ldquoe-Phonesrdquo These devices are made of recycled products and offered to
consumers for a reasonable competitive price in todayrsquos market ldquoT-Mobile USA Inc and
Motorola today announced the retail availability of the MOTO W233 Renew the ideal mobile
phone for eco-conscious consumers A first of its kind and initially exclusive to only T-Mobilereg
customers the plastic phone housing for the Renew is comprised of recycled water bottles and is
entirely recyclablerdquo (Mototrade w233 renew 2009) The T-Mobile phone can be a predecessor
of a new wave of renewable devices that can attract the consumerrsquos interest and if ATampT adapt a
policy of developing this type of devices and make them marketable the company will expand
its market share wisely and efficiently
342 Product Stewardship Policy
ATampT needs to implement a policy of product stewardship to make sure all those involved in the
life cycle of its products and services are accountable for the environmental impact it causes To
assure of that policy implementation the company should have the following objectives
The company will collect 100 of its electronic waste for reuse and recycling
For every 10 phones the company sells ATampT guarantee to collect 9 phones for reuse or
recycling
ATampT will require its vendorssuppliers and manufacturers to meet the companyrsquos
certification requirements by 2013
All ATampT-branded electronics should meet the companyrsquos scorecard criteria for
environmental design
The company should be committed to procuring 10 of its energy needs from
renewables on a realistic time frame goal
Required its vendors to supply more eco-friendly devices
The company should work with a several environmental organizations to hash out issues
including the reduction of its carbon footprint and improving productsrsquo designndashwith the
recycling devices at the forefront of ATampTrsquos efforts (Sprint establishes first-in-industry
2011)
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 12
Telecommunication companies have never placed a policy of this magnitude before until Sprint
published it this year Sprint is so far the only wireless carrier to have a stewardship policy that
set the standards for the industry ldquoTo clearly state Sprintrsquos pledge to responsibly address
electronic waste (e-waste) we have published an Electronics Stewardship Policy A first for the
telecommunications industry this policy outlines how Sprint is focusing on the full lifecycle of
the electronics we buy and sellrdquo (Sprint recycle 2011) Sprint is a leader in that regards and
exemplifies a business action that ATampT can follow and subsequently establish a common
denominator among the wireless industry players
35 Corporate Sustainability Management System
ATampT developed a combined Environment Health and Safety (EHampS) Management System
which is designed to use elements of ISO 14001 EMS standard and applies to Environment
Health and Safety Programs ATampT does not maintain external registrations or certifications
with external registrars for this management system ( Atampt environment health 2010) ATampT
has been utilizing ISO 14001 Standard since 1997 as an important framework in the decision-
making process to face the corporate environmental issues a global company faces in todayrsquos
business climate Integrating ISO 14001 program with the quality management system (ISO
90012000) andor with an occupational health and safety management system such as OHSAS
18001 ANSI Z-10 or the United States Occupational Safety and Health Administrationrsquos
Voluntary Protection Program can create value and establish a comprehensive business model
for the organization (Pojasek 2007) The following chart represents the companyrsquos program
implementing management systems elements
ATampT Environment Health and Safety Management System ISO 14001 EMS Elements
Evaluation of Environmental Aspects The EHampS leadership team consults periodically
with the Legal Department to discuss future programs and risks regarding compliance
programs
Legal and Other Requirements EHampS Technical Support directs the EHampS ldquolegregrdquo
process which tracks and evaluates new and proposed regulation and legislation
Objectives and Targets the EHampS Leadership team develops the objectives and targets for
the EHampS organization as part of ATampTrsquos performance management program ldquoe-
performancerdquo Progress towards achievement of goals is evaluated quarterly by EHampS
associates and supervisors
EMS program Each business unit has an EHampS Plan Target document through which it
implements key business unites and partners-specific requirements and responsibilities
Chart (Programs implementing management 2010)
In 2008 the US Addendum to the Global e-Sustainability Initiative (GeSI) sponsored study
SMART 2020 Enabling the Low Carbon Economy in the Information Age estimated that ICT-
enabled solutions could cut annual CO2 emissions in the US by up to 22 percent in 2020 This
translates to gross energy and fuel savings of as much as $240 billion annually Therefore
ATampT outlined the opportunity to deter its emission through this comprehensive report that
highlights the issues and present practical solutions to the information and communication
technology businesses ( Connecting people and 2011)
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 13
The prior statement shows a commitment by the organization to develop programs that follow
the guidance of SMART 2020 report Although ATampT highlights the benefits of meeting
compliance of the standard ISO 14001 and other EHampS programs the implementation of such
programs is still lagging Consequently the following recommendation can be implemented to
enhance the existing program and develop new frameworks to improve in those areas that are
emphasized in the SMART 2020 report
The CO2e reduction potential of ICT industry solutions is examined across four key usage areas
Smart Workplaces Combines innovative video audio and interactive elements to create a
unique virtual presence over the network mdash giving users an immersive in-person experience
Smart Data Centers ldquoThin clientrdquo hardwaresoftware solution allows employees to access full
desktop and file system from any location with secure encrypted 2-way transmission and no
physical storage of data on the employee device Flexible telephony system (provided by Access
Line) allows routing of phone calls to any location desired
Smart Transportation Reduction in Carbon emissions from personal vehicles
Decrease in the traffic load on the road system
Provides incentives for individuals to use more efficient forms of transportation
Encourages a modal shift from privatepersonal transportation to public transport services
Smart Electric Grids Reducing waste generation and improving process efficiencies in its
semiconductor manufacturing operations In order to achieve water and energy savings which
resulted in reduction in associated CO2 emissions the company brought together the following
components
Smart Water amp Electrical Grid
Statistical Process Control
Peak Power Management
Effective use of sensor data
ISO 14001 Compliance
Lean Manufacturing Tools
Employee Participation amp Awareness
Chart amp text (Neves L et al 2008)
The benefits of implementing effectively the guidance developed by The Climate Group in
partnership with the GeSI ldquoSMART 2020 Enabling the Low Carbon Economy in the
Information Agerdquo can be envisioned through increased speed decision-making and improved
employee productivity Nevertheless it also minimizes dependency in physical travel efficiently
maximizes road networks and mitigates traffic carrying capacity (Neves L et al 2008)
36 Internal and External Communication
ldquoAn organization should establish implement and maintain procedures for communicating
internally and externally on its environmental policy performance or other information based on
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 14
its own needs and the needs of interested partiesrdquo (Communication 2011) ATampT utilizes its
website online communication posting financial results product services sustainability and
regulatory reports and environmental footprint of the company that are available worldwide to
communicate with the interested parties about the companyrsquos overall performance Taking in
consideration that AampT is a global corporation and it is under constant scrutiny of their
environmental and social policies and performance they are putting in practice a consistent and
effective method to communicate internally and externally
The company emphasis the successes of their approach among employees and management team
using telepresence rooms that help enable ATampT employees to communicate internally as well
as with business associates The fully managed ATampT Telepresence Solution present face to face
interactions with the parties involved that generate collaboration between companies and
employees suppliers partners and customers in an efficient way Cost-savings procedures and
reliability are among the main points for this internal communication and demonstrate how the
company is a pioneer in transforming the business process increasing productivity (Atampt
announces new 2010)
Effective external environmental communications are extremely important in fostering mutually
affirming and respectful relationships with the regionrsquos associates Therefore the following
highlighted factors are areas for ATampT to improve
ldquoIneffective communication with employers
Weak links between on- and off-the-job training
Insufficient involvements of employersrdquo (ldquoCommon inspection areas 2011)
Global organizations have the tendency to spread out external communication via website posts
online marketing tools and relations with shareholders However ATampT lacks of an effective
external communication tool because the company does not effectively emphasis the investors
relations and a coordinated public relationrsquos approach An important component of
communication is the one placed with parties outside of the organization This external
communication may be coordinated by public relations investor relations and marketing The
leadership team has to be engaged in this role in a two way dialog structure (Pojasek R amp Farver
S 2011) Then ATampT needs to take an aggressive approach toward public relations and its
subsequent external communications effectiveness to salvage the ongoing connection needed to
efficiently affirming the relationship with partners in the public and private sectors
37 Supply Chain Management
As a global corporation ATampT economic social and environmental impact goes beyond their
operations The materials used from which the companyrsquos products and services are sourced are
just the beginning in searching for the quality and nature of such materials ATampT has been
working steady in implementing diversity and environmental awareness in their supply chain and
leading to actions to be more proactive The organization has engaged their suppliers with
Supplier Citizenship and Sustainability survey (2009 and 2010) This survey included key
questions about energy consumption efficiency environmental protection health and safety
labor rights ethics confidentiality and water usage (Getting smart about 2011) This particular
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 15
method had helped ATampT in understanding and react positively to sustainable business practices
in its supply chain Because suppliers action can be detrimental to an extent that can affect the
main business and its operations encouraging suppliers to measure and disclose emissions
information can determine the quality and business environment ATampT is currently working and
the company will be able to understand and minimize risks as well as identify opportunities
Partnering with the 2011 Carbon Disclosure Project (CDP) Supply Chain Initiative will lead to
transparency and accountability in the supply chain (Getting smart about 2011)
Furthermore ATampT has established its new Domain Supplier Program and as a result the
chosen vendors will be responsible for a lot more than their own products in terms of the
amalgamation and operations management of network equipment and software solutions
Additionally marketing retail channels and online sales integrate the chain One area where to
focus could be suppliersrsquo accountability for delivering environmental friendly non-virgin
materials ( A t ampt r ead ie s i t s 2 01 1 ) The company has created an efficient management
department that engages with parties involved in the supply chain operations efficiency program
Supplier Quality Management is responsible for working with Stakeholders and Suppliers to
assure ATampT receives world-class products and services It is based from the global
telecommunications TL 9000 requirements as well as good business practice and helps evaluate
the effectiveness of quality implementation and improvement programs This quality
management system is designed to meet quality standards of the global communication industry
and it is built from the ISO 9001 and the eight quality principles aiming directly to the
telecommunication industry (Supplier quality 2011) ISO 9001Standard provides a solid
guidance and strong procedures that achieve consistency to the management program ldquoA quality
management system (eg ISO 9001) provides us with a tool to track where all the parts
components andor constituents come from This is called product traceabilityrdquo (ldquoPojasek R amp
Farver S productrdquo 2011)
ATampT is conducting a fair method of supply chain management but there are several factors of
that program that needs to improve Corporations around the world are trying to have
sustainability initiatives in their supply chain management simply because of meeting established
regulations or because it can have a positive impact on their customerrsquos base giving the
company a competitive advantage There are four good supply chain strategies that can be used
to reduce waste and considering ATampT has a global outreach it can make a difference in their
operations and create a cost-savings strategy as well as deterring their environmental footprint
(Kaplan 2009)
Nearsourcing Sourcing internationally from Mexico or Latin America as opposed to Asia can
be a good start to minimize transportation costs that subsequently leads to large amounts of CO2
emissions due to fossil fuels consumption It also establishes a strong cooperation of the
Americas that can integrate collaboration in technological advances and environmental
stewardship emphasizing ethics that embody responsible planning and management of resources
(Kaplan 2009)
Ship to point-of-use Shipping or transporting raw materials to the assembly line for production
is a strategy that can be utilized in the telecommunicationrsquo sector Protective packaging costs are
reduced with this strategy as well as transportationrsquos expenditure (Kaplan 2009)
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 16
Green procurement guidelines ISO 9001 can be a framework to be utilized and ATampT has
already implemented it However establishing supply chain criteria for materials products
packaging systems and logistics will drastically improve their supply chain management
Obtaining better deals with suppliers is an immediate benefit Furthermore it helps avoiding
ldquonon greenrdquo contracts and purchasing Leveraging the spending information can provide savings
and a long term business relationship with suppliers (Kaplan 2009)
Supplier environmental performance Certification to ISO 14001 a support for ACORN
programme to encourage local businesses to incorporate sustainability into their business model
requirements for all contractors to undergo environmental health and safety training and product
suppliers need to be required to meet ATampT internal standards for banned and restricted toxic
substances as mobile phones parts and accessories carry a large amount of toxic waste (Charter
M et al 2001)
38 Product Design Marketing and Stewardship
Product Design The Company has a program that has been established since 2001 to get
actively involved and subsequently listening to their customers throughout the design process
This particular process amalgamates the need to focus in incorporating less toxic components as
well as recycled parts affecting the design of those products and therefore changing the way they
are marketed (Atampt universal design 2009) ATampT is applying ldquogreen accountingrdquo throughout
the organization to avoid potential environmental liabilities but also it helps in reducing costs
deterring the environmental impact of products and lay out a steady product design program with
the customer in mind The manufacture of each product carries an environmental cost that
consequently impacts the product design and its marketing approach Acquiring environmental
cost data provides the company to make decisions that is in harmony with the environment and
the business model (Green accounting at 2006)
Marketing The marketing campaign focuses in the transition to smaller and more eco-friendly
packaging for the wireless device accessories it sells to the public In addition ATampT unveiled
requirements for manufacturers of mobile phones to reduce the environmental impact of future
handsets ATampT website focuses on educating the consumers about their products with an
environmental conscience approach that attracts certain demographic groups particular a mid to
high level incomes that have the propensity of consuming high-end phones Many of those
phones come with a universal charger that translates into a single charger providing energy
efficiency usage (Atampt slims down 2010)
Stewardship Reusing and recycling mobile devices has become a priority for ATampT and last
year the company has collected more than 37 million phones These numbers reflect a decline in
the amount of recycled phones from 2009 Nonetheless batteries and other accessories account
for much of the toxic materials dump in fields therefore the organization has collected 18
million pounds of those items (Atampts environmental sustainability 2011)
ATampT is still struggling to spread out the message for customers to become environmentally
friendly and reuserecycle their devices Drop-off bins were placed in numerous locations across
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 17
the country and prepaid labels for shipping recycled phones is available However ATampT needs
to establish a solid recycling program in every store and train the proper retail associates to
efficiently implement those green initiatives (Product stewardship 2011) As an improvement to
the already established programs ATampT can train its existing retail employees and any other
workforce that makes a direct or indirect impact to the environment through an online learning
management system That action will assure to educate the workforce to maximize the
environmental stewardship approach the company wants to achieve (Training and awareness
2011)
40 RESULTS
41 Outcomes
The telecommunications sector represent a vast a diverse force group of companies that globally
generates revenues of approximately 37 billion as of 2009 (Normand S amp Morales R 2010)
and it keeps increasing due to a high market demand and necessities of communication on a
personal and business level alike Innovation plays a big role in the industry and that will be
crucial for ATampT to outcome business risks and deter its environmental impact which is closely
related to the performance of its sustainability management system ATampT implemented its SMS
and added a steady sustainability approach to business since 1995 although it was placed with
inconsequential steps in the first years of inception The implementation of ISO Standards can
lead to a sustainable management system that has already solid roots as it was presented in this
paper and could impel its SMS to a leadership position ldquoFor most organizations the path to
finding this overarching business management system starts with integrating the management
standards covering quality (ISO 9001) environment (ISO 14001) and occupational health and
safety (OHSAS 18001) (ldquoPojasekrdquo 2006) The last paragraph highlights the importance of those
standards and how ATampT can benefit from its implementation
The outcome if the sustainability management system is in place in its total execution will be to
allow the system to conduct a systematic internal review that is essential for an ever-changing
wireless communication industry leader with a global presence Monitoring and taking corrective
actions for continual improvement will be a critical achievement that will carry long-term
benefits for the company As presented above the sustainability management system creates and
propagates a commitment to continual improvement for the system to develop efficiently
(Pojasek R amp Farver S 2011)
42 Metrics
Expanding and improving the metrics ATampT already reports can be accomplished by utilizing
the Environmental Performance Evaluation (EPE) that correlates to the motto ldquowhat gets
measured gets managedrdquo (Iso 14031 Environmental 2011) The goal is to improve
environmental performance with a focus on performance benchmarking compliance to rules and
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 18
regulations on a local federal and international arena and competence in operational
management (Iso 14031 Environmental 2011) ATampT lacks of a sustainability management
system that amalgamate all the sectors and department with an efficient business alignment of all
departments and operations The company focuses primarily in the economic responsibility and
secondary the social responsibility and the business model appears too fragmentized as the
environmental responsibility doesnrsquot get the same level of urgency
Nevertheless a GRI report and becoming a Carbon Disclosure Program (CDP) partner will
increase transparency and accountability attached to metrics that can be measured and
consequently improved ATampT by now uses the G3 Guidelines the cornerstone of GRIs
Sustainability Reporting Framework (What are the 2011) to determine the types of data to
report in its 2010 Citizenship and Sustainability Report as well as Key Performance Indicators
(KPIs ) that have already been implemented (key performance indicators 2011)These are
lagging indicators and are valuable to know where the company stands and therefore ATampT can
be able to seeking improvements and correct faulty operations but they are not an assurance of
positive outcomes
The inventory of the combined activities of the company was stated in section 21 and
subsequently after proceeding with the identification and evaluation of the sustainability
footprint ATampT should conduct a materiality analysis The main reason is to highlight
efficiently the issues spotted in relation to their concern to stakeholders and subsequently the
effect they have on the organization The following Materiality Matrix chart shows the
categorized issues and prevailing potential conditions in each box accordingly to the potential
impact on the company and the increasing concern to stakeholders respectively
a) Low Impact a) Medium Impact a) High Impact
High Concern High Concern High Concern
Increasing
Concerns b) Low Impact b) Medium Impact b) High Impact
To Medium Concern Medium Concern Medium Concern
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 19
Stakeholders
c) Low Impact c) Medium Impact c) High Impact
Low Concern Low Concern Low Concern
Increasing current or potential impact on the company
Chart (Materiality matrix 2011)
The above materiality matrix can be utilized by identifying material issues at each level and
efficiently addressing them in a timely manner A sense of urgency is needed at the
corresponding stage of the issuesrsquo level (Materiality matrix 2011)
To summarize the representative elements of the materiality analysis process the following
aspects needs to be underscored
1 ldquoIdentification of a universe of relevant economic social environmental and
policygovernance issues for consideration
2 Evaluation and ranking of the level of internal and external stakeholder concerns
regarding each issue
3 Evaluation and ranking of the potential impact on the company of each issue
4 Development of a matrix-based prioritization of the issues and
5 Execution of a structured collaborative strategy planning implementation and reporting
processrdquo (A roadmap to 2011)
The prior representation of the materiality analysis will lead to a rigorous evaluation of the three
responsibilities significant to the company and its stakeholders The analysis can provide to
ATampT with beneficial insight information guiding the organization to a strategic direction as
well as a tactical change management in sustainability that translates into a purposeful process to
help the organizations succeed (A roadmap to 2011)
43 ATampT conversion from lagging to leading indicators to improve the SMS
ATampT is using lagging indicators that are not helpful in identifying and revealing potential
problems that can carry severe process upset with irreversible consequences It may lack of
presenting solutions and consequently implementing corrective actions (Pojasek R lagging
2009) In contrast leading indicators are useful to check the efficiency of control systems and
provide crucial warning of disadvantages before any issues is present (Pojasek R leading
indicators 2009) ATampT needs to use both indicators to drive sustainability performance
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 20
consequently the company needs to implement as well as emphasize leading indicators on the
following areas for full effectiveness
i There must be a connection between the leading indicators and the outcomes that are of
interest
ii The reasons for using the indicators and the benefits they offer must be understood by
line management and by the employees affected
iii The indicators must provide information that can guide future actions
(Pojasek RUsing Leading 2009)
Therefore a mix of lagging and leading indicators that are pertinent and efficiently linked to the
system amalgamating the three responsibilities in one single measure with an accessible data for
lagging indicators as well as objective data for leading indicators will be crucial for continue
improvement and the company will be able to include a culture of sustainability within the
organization (Pojasek R amp Farver S effective indicators 2011) Nonetheless a framework tool
that can quantify leading indicators is the Australian Business Excellence Frameworkrsquos ADRI
(approach deployment results and improvement) scoring method (Pojasek R ADRI Scoring
2009) Consequently ATampT can drastically increase value and accurate information to develop
an efficient sustainability management system that amalgamates all the tools necessary to
become a leader in a highly competitive telecommunications market
44 Ensure transparency and accountability
Ensuring transparency and accountability is crucial in todayrsquos global business environment to
keep the company competitive The question that arrives addressing this issue is how to convince
the management leadership of ATampT to change the system that appears to be working for them
in the current business environment
Shareholders and stakeholders pressure complying with laws and regulations competitive
advantage and public relations can also be drivers for transparency and accountability
Nonetheless individuals and companies from the private and public sectors can create the
atmosphere for ATampT to create the necessary reports on the organizationrsquos sustainability
performance because that can highly influence their investment options and decisions that are
correlated to ATampT overall performance (Pojasek 2009) Therefore a sustainability reporting
review and assurance would be needed and the data should be subjected to internal controls and
processes associated with an internal audit Additionally after the requirements of internal
assurance are met ATampT could extend that report to an external assurance process as the
AccountAbilityrsquos AA1000 Stakeholder Engagement Standard (Pojasek R Sustainability
reporting 2009)
The ATampT research assessment and followed recommendations have shown an integrated
corporate sustainability assessment that can adopt business strategies and activities to meet the
stakeholdersrsquo objectives while protecting sustaining and enhancing the human and natural
resources that will be needed in the future (Sustainable development a 2007)
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 21
50 References
Andriof J (2002) Unfolding stakeholder thinking theory responsibility and engagement
Retrieved from
httpbooksgooglecombooksid=THtznfpayXoCamppg=PA205amplpg=PA205ampdq=ATampT
external stakeholder NGOsampsource=blampots=ye28xPUa-Kampsig=xRRKKteuu9fWgEUH-
NCBizrYDnYamphl=enampei=WvmxTvzrI5TXiQKjuP0Bampsa=Xampoi=book_resultampct=resultampresnu
m=1ampved=0CB8Q6AEwADgK
A r oadm ap t o p e r f o r m s up p l y ch a i n - focu s ed m at e r i a l i t y a s s es sm en t s
( 2 01 1 ) V al ues t ream i ng R e t r i ev ed f r om
h t t p v a l u es t r eam 20 0 9 wo r dp r es s co m 20 11 0 2 0 2 a - ro adm ap - to - pe r f o r m -
s up p l y- ch a i n - f o cu sed -m a t e r i a l i t y - a s s es sm e n t s
Atampt activates one million iphone 4s (2011) ATampTcompress Retrieved from
h t t p w w w a t t co m gen p r es s -
r o om pid =21 79 8 ampcd v n=n ews amp n ew s ar t i c l e id =33 13 5 ampm apco d e=co ns um er | f
i n an c i a l
Atampt aligning business and sustainability strategy (2011) TriplePundit Retrieved from
h t t p w w w t r i p l epu n d i t com 2 00 9 0 8 a t t - a l i gn i n g -b us in es s - an d -
s us t a in ab i l i t y - s t r a t eg y
Atampt announces new telepresence facilities in atampt bangalore offices (2010) ATampT Retrieved
from httpwwwattcomgenpress-roompid=18067ampcdvn=newsampnewsarticleid=30911
Atampt company information (2011) ATampT Corporate Retrieved from
h t t p w w w a t t co m gen in v es t o r - r e l a t i o ns p i d =5 71 1
Atampt environment health and safety management system (2010) Retrieved from
h t t p do cs go o g le co mv i ew er a=v ampq=cach e a6p l l J Uk q6YJ w w w a t t co m
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 22
C omm on abo u t _u s c i t i z ens h i p EMS _mat r ix pd f +AT 26 T+en v i ro nm ent a l +
an d +s a f e t y+ r egu l a t i on s amphl =en ampgl =usampp i d=b l amps r c id =A DG E ES hm5 H KkC i
0 5 4CY E Zv d aG XP HG 2 d3 f i 2_ es7 V gBs wd 2 - t oz J aMPW 9 Bu mG T ss _Q MP Q_ -
t yp - e N - eO Ui _6 oV lJ Q X V LV 6 rz gM HxO S I -
S 8 j wW3R wJ uT d9 Vx yr 2 x T _lz MY 1t cK cp M ND i FLamps i g=A HIE t b Q G V tX q Qq 6
r R qU kY lX yeM M _M G X IL
A t ampt s en v i r onm enta l s us t a i n ab i l i t y i n i t i a t i v es (2 01 1 ) Ma r ke t Wa t ch
R e t r i ev ed f r om h t tp w w wm ar ke tw a tch co ms to r y a t t - add s -b a t t e r y-
ch a r ge r - pa r t i a l l y- m ad e - f rom - r ecyc l ed - w a t e r - bo t t l e s - to -p ro d uc t - l i ne - up -
2 0 11 -1 1 -1 4
Atampt included in carbon disclosure projects carbon disclosure (2011) PR Newswire Retrieved
from h t t p ww w p rnew s wi r e com n ew s - r e l eas es a t t - i n c l ud ed - in - ca r bo n -
d i s c l os u r e - p ro j ec t s - ca r bo n -d i s c l os u r e - l e ade r sh i p - i nd ex - 10 3 44 09 94 h t ml
A t ampt i n c s ( t n ) q ua r t e r l y r ev en u e (20 1 1) T ho m so n R eu t e r s R e t r i ev ed
f r om h t tp w w w r eu t e r s com a r t i c l e 20 1 1 1 0 20 us - a t t -
i d USTR E 79J 2M H 20 1 11 02 0
A t ampt r ead i e s i t s s up p l y ch a in fo r t h e fu tu r e (2 01 1 ) AT ampT R e t r i ev ed
f r om h t tp w w w a t t com gen p r e s s -
r o om pid =48 00 ampcdv n =n ews ampn ews a r t i c l e i d =2 70 88
A t ampt s l im s do w n acce s so r y p ack ag i n g an no un ces n ew eco - f r i end l y
s t an da r ds fo r h an dse t s ( 20 10 ) AT ampT I n t e l l e c t ua l Pro p er t y R e t r i ev ed
f r om h t tp w w w a t t com gen p r e s s -
r o om pid =48 00 ampcdv n =n ews ampn ews a r t i c l e i d =3 05 99
T h e a t ampt t e ch no lo gy an d env i r on m ent aw a r ds p r o gr am (20 1 1) AT ampT
R e t r i ev ed f r om h t tp w w w a t t co m gen co rp o r a t e - c i t i z ens h i p p id =1 24 34
Atampt universal design policy adopted in 1998 background (2009) ATampT Retrieved from
h t t p w w w a t t co m gen gen e r a l p id =10 1 91
Blackburn W (2008) The sustainability handbook (p 378) Washington DC Environmental
Law Institute
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 23
C h ar t e r M e t a l Su p p l y ch a i n s t r a t egy ( 2 0 01 ) Th e S I GM A P ro j ec t
R e t r i ev ed f r om h t tp do cs go o gl e com v i ew er a=v ampq =cach e FG -
R FkS1 m ZsJ p ro j ec t s i gma co u k R n DSt r eams R D_s up p l y_ ch a in _s t r a t eg y p
d f +Th i s + r es ea rch +in v es t i ga t ed +t h e+eco n omi c +so c i a l +and +env i r on m ent a l
+ im p ac t s + in +s up p ly+ch a i n +m an agem en t amphl =en ampgl =us amppi d =b l amps r c i d =A D
G E ESj T6 j BY3 QR cz6 Bo u L_ p uT kP y_ h T1 Lw N Z7 G p 8 6 IT j f cb S g23 FaP u gP RC
9 tp 41 7x g9 A kx m -
O m YR HS HRS5 BY d6 ZY o 9m H B_ M Nb 6G 9 A XG R0 bN sNx x kU n voJ W1 Lb 6 n T
E Rv Zu 5_ 79 Zq T cyamp s i g=A H IE t bQ pW ZId T vG 2 Y - 9 Gj3 Ts v eK 2 h yC R Ig
C omm on i ns pec t io n a r eas fo r im pr ov em ent (2 01 1 ) L ea rn in g an d S k i l l s
I m pr o vem en t S er v i ce R e t r i ev ed f rom
h t t p w w w ex ce l l en cega t ewa y o r g u k p age a spx o =1 08 214
C omm un ica t io n (20 1 1) C om mu ni ca t i on Excerp t s f r om A us t r a l i an N ew
Z ea la nd S ta nd ar d 14 0 04 R e t r i ev ed f r om
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 09 68 f i l e s Su p p l em en t a l
Fo ld e r Com mEx er p t IS O 1 40 04 p d f
C on n ec t i n g p eo p l e an d bu s i n ess e s ( 201 1 ) M edi a K i t Su s t a i na b i l i t y
R e t r i ev ed f r om h t tp w w w a t t co m gen p r es s - r oo m pid =2 6 44
Environment ATampT Sustainability (2011) Retrieved from
h t t p w w w a t t co m gen co rp or a t e - c i t i z en sh i p p id =85 06
E n vi ro nm en t h ea l th an d s a fe t y ( eh amps ) m an agem ent s ys t em ( 20 11 ) A ampT
Ci t i z ens h i p EH S Re t r i ev ed f r om
h t t p do cs go o g le co mv i ew er a=v ampq=cach e wu w 3ib l2 eK 4J ww w a t t com
C omm on abo u t _u s c i t i z ens h i p EHS _Man agem en t pd f A TampT IS O 1 40 01 ndash
E n v i ro nm en t a l
M an agem ent amphl =en ampgl =us amppi d =b l ampsr c id =A D GE ESj BN bj X a3 j j s w hU Q v Fh
C dD A nf E A ag yIN n b lW MX MT cXx -
Q bR 3 BU1 ol j ikJ _ yq x f l f aG vb yD yl F l v 3 ah 3C ws hz fE br T Uj vY eM uf tD FtQ i G G 7
d D 9oR qt D IA s 4 vzSM gPt p Ax C0 rfW Bcamps i g=A H IE t bR Q NrZe5 o Tm nt sV g6 H Z
1 v G7 j rzC yw
Environmental sustainability (2011) ATampT Media Kit Sustainability Retrieved from
h t t p w w w a t t co m gen p r es s - r oom pid =26 4 4
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 24
Environmental sustainability commitment is based on three tenants (2011) ATampT
environmental sustainability Retrieved from h t tp ww w a t t com gen p re s s -
r o om pid =26 44
G e t t i n g s m ar t abo u t o u r su p p l y ch a in ( 2 01 1 ) M eet t h e P os s i b i l i t y
E con o m y 2 01 0 ATampT S u s ta i na b i l i t y R epo r t 74 R e t r i eved f rom
h t t p w w w a t t co mC om mo n ab ou t_ us f i l e s c s r _2 01 1 20 10 _CS R_R epo r t p
d f
G r een acco un t i n g a t a t ampt ( 20 06 ) Wi s t a En v i ro n men t A cco un t in g
R e t r i ev ed f r om
h t t p w w w wi t t s o rg E v a_ acc env _ acco u n t_ 5_ f eb0 6 wi s t a_ ev a_ aac_ cas es t
u d y h tm
Greenhouse gas emissions (2011) ATampT Retrieved from httpwwwattcomgencorporate-
citizenshippid=17895
Guidance on soci a l respons ib i l i t y co re subjects (2011) ENVR E -135
Discover ing our Socia l Respons ib i l i t i e s Ret r i eved f rom
ht tp m yex tens ion harvard edu i cb icb dokeyword=ex tampsubkeyword=k807
71amppageid=icb page427497amppageContent Id=icb pagecontent901687ampview=
viewdoampviewParam_di rector y=Supplementa l Folder
How developing cou nt r i es cont r ibu ted to i so 26000 (2011) ISO Ret r i eved
f rom
ht tp wwwi so o rg i so i so_ca ta loguemanagement_and_leadersh ip_s tandard
s soci a l_ respons ib i l i t y s r_news -and-
ar t i c l es s r_developing_count r ies_cont r ibut ion h tm
Iso 50001 energy management standard published (2011) Environmental Leader LLC
Retrieved from ht tp wwwenvi ronmenta l leader com201106 15 i so -50001-
energy-management -s tandard -publ i shed
I s o 1 4 03 1 E nv i r onm ent a l p e r fo rm an ce ev a lu a t io n (2 01 1) E NV R E -1 35
S us ta in ab i l i t y M e t r i c s R e t r i ev ed f ro m
h t t p m y ex t ens io n h a rv a rd ed u i cb i cb do ke yw o r d =ex tamps u bk e yw o r d =k8
0 7 71 ampp an e l = icb p ageco n ten t 90 17 21 r fo r um fo r um_ id =105 1 69 ampp age i d =i c
b page4 27 50 4 ampp ageC ont en t Id = i cb p ageco n t en t9 01 70 1 ampview =vi ew do ampv ie
w P aram_ di r ec to r y= S up p l em en t a l R ead in g Fo l d er
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 25
Is o 3 1 00 0 ndash r i sk man agem en t s t an d ar d (2 00 8 ) U ni ver s i t y o f Wa t e r lo o -
I n s t i t u t e f o r R i s k Res ear ch R e t r i ev ed f r om
h t t p do cs go o g le co mv i ew er a=v ampq=cach e yS f Ml jv D_eYJ w ww i r r -
n e r am ca p d f_ f i l e s IS O 2 0 31 00 0 p df IS O 3 1 00 0 ndash R i s k m an agem ent
O v e rs p en d i n g D el ays N o n com pl i an ce w i t h po l i c i es an d
r egu l a t i on s amphl =enampgl =u s amppid =b l amps rc i d =A D GE ES hR1P4J uW H eP aBS 5x sG
9x V rSY 3 Ow bE V Qz8 8 nA gs g_S 5 Yd Qo rFa1 e f w B6 yQ 7 z u rh hRW H LT U 4 a7G G
_ Em _ c5 Y 0ms hRu yU B_ 4j Q5 T viM IBp h 4 9s 5x J ipbW _Rh lzM B3W 8M -
T pm iT hQ b A amps i g=A H IE t b Q O QM i Zi V9 ycC D aPP cUh fo LE w z_ - w
K ap l an J W a ys to g r een yo u r s up p l y ch a in (2 00 9 ) E cop r en eur i s t
R e t r i ev ed f r om h t tp e cop r en eu r i s t co m 20 09 10 1 3 5 - wa ys - t o - g r e e n -
yo u r - s u pp l y- ch a i n
K e y p e r f o rm an ce in d i ca t o r s (2 01 1 ) 2 0 10 AT ampT S u s ta ina b i l i t y R epor t
R e t r i ev ed f r om
h t t p w w w a t t co mC om mo n ab ou t_ us f i l e s c s r _2 01 1 20 10 _CS R_R epo r t p
d f
M ate r i a l i t y m a t r ix ( 20 11 ) F or d su s ta in ab i l i t y r epo r t 20 1 0 2 01 1
R e t r i ev ed f r om h t tp co rp or a t e fo r d co mm i cr os i t es su s t a i n ab i l i t y - r ep o r t -
2 0 10 -1 1 i s s u es -m ate r i a l i t y - m a t r ix
Meet the possibility economy (2011) 2010 ATampT Sustainability Report Retrieved from
h t t p do cs go o g le co mv i ew er a=v ampq=cach e zx e4 t N v7 AJ MJ w w w a t t com
C om mo n ab ou t_ us f i l e s c s r _2 01 1 20 10 _CS R_R epo r t p d f+a t 2 6t +sus t a in a
b i l i t y+ r ep o r t +2 01 0amph l =en ampgl =us amppi d=b l amps r c i d =AD G EES g6 yD k G G u ZC4
A O b0 P1 gPh 2 rm YYG D _ GPWU u Fn_ eP 6W_ r 0 ix 0 E6j 29 L1 v ReF l 5 De l r FFN 9 Fb
m 8S Nh 4T L_ X i 0_ r f8 8 f LZBh 8 t G 5 cG G 5N gk H -
b f G F5i Vw CQ kx H etG M U GA C gA cG D qcA Zamps i g=A H IE t b T U3 V _ aJ ow 9P aQ t a
h O egU bPlPx -S w
Monitoring supplier performance and providing feedback (2011) TI Retrieved from
h t t p w w w t i comco r p d o cs com p an y c i t i z en e sh s c r e l a t i on sh ip sh tml
M ot otrade w 23 3 r en ew no w av a i l ab l e f ro m t - mo b i l e u sa ( 20 0 9) T - M obi l e
U S A In c R e t r i ev ed f rom h t tp w w w t -
m ob i l e com comp an y P r e s sR e l ea se s_A r t i c l e aspx as se tN am e=P rs _Pr s_ 20 0
9 0 20 5 ampt i t l e=M OTO W 23 3 R en ew Now Av a i l ab l e F ro m T - Mo bi l e USA
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 26
Networking for sustainability (2010) ATampT Intellectual Property Retrieved from
h t t p w w w a t t co m gen p r es s - r oom pid =26 44
N ev es L e t a l ( 200 8 ) Repo r t s um mary 8 amp9 S M ART 2 02 0 En ab l in g th e
l ow car bo n econ omy in t h e i n fo r mat ion ag e R e t r i ev ed f ro m
h t t p do cs go o g le co mv i ew er a=v ampq=cach e wi bRo E OJ Vn QJ ww w ges i o r
g Li n k Cl i ck a spx 3 Ff i l e t i ck e t 3 D cOA r p r Yn XWY 25 3D 2 6t ab id 3 D 60
+SM AR T +2 02 0 E2 80 93 +Ben ef i t s+ i n c lu d e+in c r eas ed+em plo yee+p r o d
u c t iv i t y + i n cr ea s ed+co l l ab o ra t i on +acce l e r a t ed +d ec i s io n -
m ak in g+an d +r edu ced +d ep end en c y+o n +p h ys i ca l + t r ave l amph l =en ampgl =us amppi d
=b l amps r c i d =AD G EESj T Fi 7 fWY Lr 4 4 a r Aw K 4b N U fMx 8 Mi wis lp j w yFM 4 m Nl Z
t aS D aBV QmT Y n eLX BF7 cW b Y yU E f u Vrx esA N kW8u H rC 3qA sP X BTM 6 c5 A
A D Pu 9SA 5 L6 O G 19L2 IFb T E 5Sz pv r dCR q9 O Zl6 qJ amps i g=AH IE t bS h lW Bu du F
z AO K 5b qauP a8 f yo O 3 cQ
N o rm and S amp M ora l es R ( 20 10 ) T e l eco mmu ni ca t io ns in a s i a
R esp on s i b l e R es earch Re t r i ev ed f ro m
h t t p do cs go o g le co mv i ew er a=v amp q=cach e ju LX d u eY TS IJ w w w r es po ns
i b l e r es ea r ch com Te l eco mm uni ca t io ns_ in _ As i a__ _ Is s u es_ f o r_R esp on s ib l e
_ In v es to r s_ __ Ex ecu t i ve_S umm ar y p d f T e l ecomm uni ca t ion s in A s i a
R esp ons ib l e R es ea rch i s an i nd ep en den t p ro v id e r o f s ec to r a l an d th em a t i c
A s i an
en v i ro nm ent amph l =en ampgl =us amppi d =b l ampsr c id =A D GE ESi yM k l 5 ZecW Io p O O 5C
j iG V b7 N Iq I0 P 3 i j Z5 o 9rx LQ h Y ZY 0 vw sK n j yE D 7 zzs 5z6 w yp ao6W 31 p GT kw E
h d wv BT ILl d k ym k M b Do 5w q N evPm gqZo 9 _ O Alp lMt h2 l0 g l J d Q ekJ t pRY eU Iamp
s i g=A H IE t bR3 CSi _D f c f 9 Bt Q5 Bq 5Q crK 4 nG k0 A
O p er a t i on s a r e t h e ldquoac t i v i t i e s rdquo (2 01 1) Ma in s t r eam in g Sus ta i n ab i l i t y
R e t r i ev ed f r om
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 09 95 f i l e s Ch p t 10S t ra t eg y p d f
P a r t r i d ge K e t a l ( 2 00 5 ) S t ak eho ld er r es ea r ch Th e S t akeh o l de r
E n ga gem en t M an ua l R e t r i ev ed f rom
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c9 3 10 41 f i l e s Su p p l em en t a l
R ead in g Fo l d er fo r W eek 5 A ccou n t ab i l i t y S t ak eh o l d er Vo l 1 pd f
Pojasek R ADRI Scoring (2009)Adri scoring of leading indicators Environmental Quality
Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 27
Pojasek R Corporate sustainability footprint (2011) Mainstreaming Sustainability Retrieved
from httpisitesharvardedufsdocsicbtopic930967filesChapter4SustFootprintpdf
Pojasek R amp Farver S Discover ing our economic respons ib i l i t i es (2011)
Mains treaming Sus ta inabi l i t y Ret r ieved f rom
ht tp m yex tens ion harvard edu i cb icb dokeyword=ex tampsubkeyword=k807
71amppageid=icb page427498 amppageContent Id=icb pagecontent901699ampview=
viewdoampviewParam_di rector y=Supplementa l Folder
(2011) What does scalability mean Investopedia ULC Retrieved from
httpwwwinvestopediacomtermssscalabilityasp
Pojasek R amp Farver S Envr e-135 leading indicators (2011) Corporate sustainability strategy
Retrieved from
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 09 81 f i l e s E1 3 5Po j a s ek Ho u r2
S t r a t eg yO c t 2 4 p d f
Pojasek R Envr e-135 Sustainability reporting (2009) Mainstreaming Sustainability
Retrieved from
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 10 01 f i l e s Ch p t 16 Repo r t in g pd
f
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Sustainability Retrieved from
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e427495
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operationalizing corporate sustainability strategy Retrieved from
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I1hRsJisitesharvardedufsdocsicbtopic849748filesOct18PojasekHour2pdf Is risk part of
corporate sustainability strategy Robert
Pojasekamphl=enampgl=usamppid=blampsrcid=ADGEESgx1NqcCcopU0SLiQrosDnLz5x74I3rTWG4K
GD9IR6qzkqFzRC4LS1OySGIfHHbRfUs_VMMn63bT7CMFQEqzB5KoYYroa7e5PXKin_W-
0AQ8_8AQM9skANdvKbk9hyiOIwl4pxKampsig=AHIEtbS-
O3zHn1Dx9H_M9WTuEEFlhMuCYw
Pojasek R amp Farver S Mainstreaming sustainability (2011) 1 ed Vol 1 p 162 Woody
Creek CO Mainstreaming Sustainability
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 28
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from
h t t p i s i t e s h a rv a rd ed u f s d o c s i cb to p i c93 09 73 f i l e s Ch p t 13S up p l yC h a in
p df
Pojasek R amp Farver S Sustainability requirements for communications (2011) Mainstreaming
Sustainability Retrieved from
httpisitesharvardedufsdocsicbtopic930968filesChpt12Communicationpdf
Pojasek R Improve infuse integrate (2007) Introducing ISO 14001 III Retrieved from
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10ISO 14001 Enhancedpdf
Pojasek R Is your integrated management system really integrated (2006) Environmental
Quality Management Retrieved from
httpisitesharvardedufsdocsicbtopic931012filesSupplemental Reading Folder for Week
10Integrated MS Really Integratedpdf
Pojasek R Lagging indicators (2009) Environmental Quality Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
Pojasek R leading indicators Understanding leading indicators (2009) Environmental Quality
Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
Pojasek RUsing Leading Using leading indicators properly (2009) Environmental Quality
Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 29
Pojasek R Sustainability reporting reviews and assurance (2009) Sustainability Reporting
Retrieved from
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 10 01 f i l e s Ch p t 16 Repo r t in g pd
f
Productservice differentiation (2011) EzineArticlescom Retrieved from
h t t p ez in ea r t i c l e s com Co rp o r a t e -Su s t a i n ab i l i t y - S t r a t eg y- - - T o p - Fi v e -
R eas on s -Wh y- Y o u -N eed - On eampid =1 73 61 0 7
Product stewardship (2011) ATampT Retrieved from httpwwwattcomgencorporate-
citizenshippid=17914
Programs implementing management system elements (2010) ATampT Environment Health and
Safety Management System Retrieved from
Policy and practice 2011report card on banks and mountaintop removal (2011) Rainforest
action network 5 Retrieved from
httpdocsgooglecomviewera=vampq=cacheznZFoDiTQ_0Jranorgnode2602 2011Report
Card on Banks and Mountaintop
Removalamphl=enampgl=usamppid=blampsrcid=ADGEESiGYaCcDf0sYT657_WMylU-
AzBvwDWdvKoDUF5Lez-KtWO9YhejdYwACsq-6CXAbxzbAmTyUajNjjNni03M0EauGnzt-
EA_hYjdHzEPd8YpJDHkPenRn3ntYTqLuOiNAUICUlTKampsig=AHIEtbRF10DajUTOCRYda
pnhO3rnT1vwEQ
Quadir JCorporate sustainability strategy - top five reasons why you need one (2011)
EzineArticles Retrieved from httpezinearticlescomCorporate-Sustainability-Strategy---Top-
Five-Reasons-Why-You-Need-Oneampid=1736107
(2011) What does scalability mean Investopedia ULC Retrieved from
httpwwwinvestopediacomtermssscalabilityasp
Six focus areas (2010) ATampT Citizenship and Sustainability Report Retrieved from
httpwwwsocialfundscomsharedreports1308027026_ATT_2009_CitizenshipSustainabilityR
eportpdf
Social responsibility report (2006) Corporate Research Center Retrieved from
h t t p w w w so c i a l fu n ds com cs r p r o f i l e cg i id =1 8
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 30
Sprint establishes first-in-industry product stewardship policy (2011) TriplePundit Retrieved
from httpwwwtriplepunditcom201105sprint-establishes-first-industry-product-stewardship-
policy
Sprint recycle (2011) Sprint Retrieved from
httpwwwsprintcomresponsibilitycommunities_acrosseco_opshtml
(2009) Supply chain revolutionary atampt leads procurement zone adoption TechTarget
Retrieved from h t t p s ea r ch t e l ecom t ech ta r ge t co m t i p S up p l y - ch a i n -
r ev o lu t i on a r y- A T T - l ead s -p ro cu r em en t - zo n e - ado p t i on
Strategic materiality assesment (2011) 2010 ATampT Sustainability Report Retrieved from
httpdocsgooglecomviewera=vampq=cacheFiS_bp4ePaMJwwwattcomCommonabout_usf
ilescsr_2011ATT_2010_strategic_materiality_assessmentpdf Hazardous waste reduction
ATampTamphl=enampgl=usamppid=blampsrcid=ADGEESic8Uk_3kx9gSsNQ2sSwVb7O-
lrCDiSrJS9KmI06W8qbqk8t15CI8l2s06D7uz0_edt5ul1NsFCjFzyj7u-5EB1B7PL-
SD4vb6eDMnw1eCC9FtS7Zn4-
tzdiwG_CBvQZ_lXVySRampsig=AHIEtbShU1fUgNQtQdilp4HdvkvjJjX-EQ
Supplier quality (2011) ATampT Retrieved from httpwwwattsupplierscom
Sustainable development a business definition (2007) Business strategies for sustainable
development Retrieved from
httpdocsgooglecomviewera=vampq=cachebSBLJLGuMgcJwwwiisdorgbusinesspdfbusin
ess_strategypdf Incorporating the recommended steps to a sustainable
futureamphl=enampgl=usamppid=blampsrcid=ADGEESjGotAq8rNBuHjBrsbzQMroUOfuJDVipoB7_ks
qdmiaRduq0ieJzyPUe7A9K8kCqPIjZZI9YRdVBWvP2if5Cq4pS1cvG2NX_02rKxqnfkJG8Zm1
D1AKKeLdBdeTzvMr05OithF1ampsig=AHIEtbQC4qGc2VrGdk1PsR7hIVbO3zcCOg
(2011) Training and awareness Sprint Retrieved from
httpwwwsprintcomresponsibilityouroperationsenvironmentalpolicyhtml
Vision statement (2011) ATampT sustainability vision Retrieved from
h t t p do cs go o g le co mv i ew er a=v ampq=cach e _S4 r OP 5U lw IJ w ww a t t co m
C omm on abo u t _u s f i l e s p d f cs r _p ape r_ p o l i cy p d f +A T 26 T +s us t a in ab i l i t y
+v i s i on amphl =en ampgl=u s amppid =b l amps r c id=A D G EES gH 0 -
4 f v NQJ Q s OY oY D 8L_ 0 D H gp u cT pa -
LcG cQ Q B yO _ l Cb u lb 2 Vt Um FX r a7 N V52 6 TK X r rD h w3l 8 f9 -
p gH F4 j in h KA f k gRQ P5 oC BMX 8 XA f Gs LIE J K f Rzh LZE k E aC s gOM Fw Q7 X f5
aJ amps i g=A H IE t b T yO smx D3j Crx 3 G 5w g6J l k LC 3 bpx A
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 31
What are the g3 guidelines (2011) Global reporting initiative Retrieved from
httpwwwglobalreportingorgreportingframeworkg3guidelines
Workforce inclusion (2007) Social Responsibility Report Retrieved from
httpdocsgooglecomviewera=vampq=cacheo_6Rwfb4lBsJwwwattcomCommonfilespdf3
30938_ATTcsr_0623pdf ATampT reinforce the commitment to a
socialamphl=enampgl=usamppid=blampsrcid=ADGEESjQalPiV_TGsaNvqmVBhqfnqytuxjvKhQIEmkG
z_N_3tGEojkaKirI-bMpPR-7Y4KrKSXMmYHlPDbF_qBxUc2g7lAw6tmPdP5jhM-
cEQNyp0Pd8kvqmW9YRqotX_heXs2Vv6dgXampsig=AHIEtbReQdWTz60fpWqKNiSTGukJcB
ET5g
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 7
Compensation benefits working hours amp wages Off-shoring Outsourcing
Packaging Freedom of association Occupational health amp safety RestructuringDownsizing WorkLife Balance
Paper consumption Employee engagement
C h ar t ( S t r a t eg i c m at e r i a l i t y a s s es smen t 20 11 )
Furthermore external stakeholder engagement became a priority in recent years and they include
the following NGOs EPA Unions government agencies residents local communities The
company engages its stakeholders on a global scale and consequently it is implementing a
stakeholder engagement program that emphasizes connecting the different stakeholders in
activities that benefit not only the company but all the parties involved As a global corporation
the stakeholders engagement take a long distance dimension that needs to be minimize to cut
costs and deter the environmental impact Therefore ATampT is implementing a successful
program to maximize the tools available quantifying the benefits of Telepresence is a good start
that could cut the GHG emissions That is comparable to removing more than 1 million
passenger vehicles from the road for one year (Meet the possibility 2011)
Additionally employees can work with external stakeholders to emphasis the companyrsquos
priorities in regards of environmental issues and prevent or clean up environmental degradation
ATampT has implemented a program to pay employees for a day to volunteer in NGO
environmental programs or directly with environmental organizations that helps the community
and its citizens One of the fundamental reasons for this productive engagement is incorporating
the stakeholdersrsquo perspectives and experiences and strategy design can improve and help to
manage the corporationrsquos external change better (Andriof 2002)
A proactive approach to stakeholdersrsquo engagement needs to be promoted within the company
and ATampT could benefit from it by implementing stakeholders engagement principles that can
provide the companyrsquos expectations in that regards and create a measure for the engagement
process to be evaluated (Blackburn 2008)
ATampT would be benefiting if the company takes three measures to tail a proactive stakeholdersrsquo
engagement
1) Raise awareness within the company leadership about the process and benefits
2) Emphasis and develop appropriate skills and knowledge throughout the organization
3) Send a concise and clear message that a proactive approach to stakeholdersrsquo engagement is
encourage and appropriately reward the managers who follow this path to success (Blackburn
2008)
Increasing Influence on Business Success
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 8
Nevertheless creating a position of Stakeholders Relations as the company Novo Nordisk has
created can lead to an effective inter-relation and clear communication between the parties
involved Therefore these actions are going to create value to the stakeholdersrsquo engagement and
enhance the companyrsquos credibility (Blackburn 2008)
30 DISCUSSION
31 Environmental Responsibility
ATampT has implemented for the last 6 years an environmental program that has contributed to
tangible and measurable results However because of the fast pace of technology and
consumerrsquos demand this established parameters change constantly and the need to adapt is
crucial Summarizing those points in regards of how ATampT faces its environmental
responsibility is operating in a way to increase efficiency and minimize the impact to the
environment As of 2010 144 million customers use paperless billing 37 million cell phones
collected for recycling 569 million pounds of network scrap materials kept out of landfills
through reusing selling and recycling materials and 3487 alternative-fuel vehicles deployed in
538 cities as part of our commitment to deploy approximately 15000 alternative-fuel vehicles
through 2018 (Environment 2011)
Furthermore besides the mentioned positive steps toward a concise environmental program
ATampT has implemented the Environment Health and Safety Management System that
incorporates elements of ISO 14001 EMS standard and applies to its
Environment Health and Safety Programs (environment health 2011) ATampT consumes large
amounts of energy and it can gain benefits by emphasizing the use of ISO 50001 that is designed
to help organizations make improve their energy-consuming assets appraise and prioritize the
execution of energy-efficient technology considering that ATampT is a major player in the world
and encourage competence all the way through the supply chain It can be integrated with other
management standards especially ISO 14001 on environmental management and ISO 9001 on
quality management (Iso 50001 energy 2011) Because ATampT carries a large socio-economic
and environmental impact beyond its frontiers of operations (as any global corporation) that
leads to depleting resources and incrementing the issues related to climate change ISO 50001
can improve energy performance and lessen the deteriorating effects of energy consumption
32 Social Responsibility
ATampT materializes its social responsibility seriously with tangible actions The company has
formed the ATampT Business Sustainability Advisory Council dedicated to advising ATampT on the
powerful linkage between information and communications technology (ICT) and helping
customers minimize the environmental impact of their operations The council will work to
further the cause of measurement methodologies and technology use cases to help business
customers better quantify the impact of ICT-enabled solutions for greenhouse gas reduction
(Environmental sustainability2011) Although these efforts are highly valuable social
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 9
responsibility has a global context that needs to be implemented without borders and ATampT can
definitely benefit from implementing those great ideas into action from a leadership stand point
The company has operations worldwide and interexchange business in developed and developing
countries providing a great opportunity to become a pioneer in that respect and ISO 2600 can
provide the necessary framework to accomplish that ldquoISO implemented the principle of
twinning (twin leadership between a developed and developing country) in the ISO Working
Group on Social Responsibility (ISOWG SR) to a greater extent than had yet been carried out in
a any ISO standards development group This meant that not only the WG but also each sub-
working group and any other group that was established was headed by representatives of
developing countries and developed countries on an equitable basisrdquo (How developing
countries 2011) This provides the open doors to get involved internationally with a framework
that is highly effective in a global context and leads to a meaningful participation among the
parties involved ISO 2600 help to identify relevant issues and to set its priorities The following
core subjects should be addressed
a) Organizational governance b) Human rights c) Labour practices d) The environment e) Fair
operating practices f) Consumer issues g) Community involvement and development (Guidance
on social 2011)
33 Economic Responsibility
ldquoEconomic responsibility relates to an organizationrsquos impact on the economic wellbeing of its
stakeholders The direct impacts of economic responsibility are measured as monetary flows
between the organization and its stakeholder groupsrdquo (ldquoPojasek R amp Farver Srdquo 2011) ATampT
economic responsibility is addressed by their financial report filed with the US Securities and
Exchange Commission It also identifies resources materials and safety regulation with the
actions taken by the Executive Environmental Council (EEC) This council receives updates on
compliance to minimize risk to the corporation Moreover the EHampS Leadership team in
collaboration with the Legal Department evaluates EHampS programs (based on data collected
from reviews audits new regulatory requirements etc) and develops strategies and plans to
improve the management system and compliance programs as part of the organizational goals
and EHampS plans reducing risk and minimizing operation deficiency ( A t ampt en v i r onm ent
h ea l th 2 01 0 )
The company has been experience a decade long profitability with estimated revenue o f $3148
billion for Q3 2011 The company also added 319000 subscribers in that quarter compared with
the median expectation for 311000 from nine analysts contacted by Reuters (Atampt incs (tn)
2011) The organization used to be the only US carrier to sell the most popular mobile device in
recent memory the iPhone ldquoATampT today announced it activated more than 1 million iPhone
4Srsquo as of Tuesday (Oct 18 2011) making it the most successful iPhone launch in the companyrsquos
historyrdquo (Atampt activates one 2011) This device alone made the company millions of dollars
in revenue by far and even though the phone is carried by other competitors now the iPhone still
is a mega player among the companyrsquos smart phones Nevertheless risk plays an important role
in economic responsibility strategy ldquoReduction of risk is a key part of an organizationrsquos
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 10
economic responsibilityrdquo (Pojasek R amp Farver S 2011) There are several improvements in this
area that ATampT can aggressively focus
331 Better Management of Business Risks
The company needs to remain competitive operating in a global marketplace and the importance
of anticipating managing and responding to business risks has become crucial If the corporate
sustainability system incorporates a management team to determine minimize and ensure that
potential risks and liabilities are accounted parallel with the companys entire value chain
decreasing the severity of those risks and even achieving preferred status for financing and
insurance in the process it will benefit and maximize the utility of the system itself (Quadir
2011) Implementing and utilizing ISO 31000 ndash Risk management can drastically improve the
business operation and its corporate sustainability strategy as a toolbox that carries many benefits
(Iso 31000 ndash 2008)
Using this Standard ATampT might focus in the following
Overspending
Delays
Non compliance with policies and regulations
(Iso 31000 ndash 2008)
ATampT has Scalability ndash flexible solutions from low-cost equipment moves to fully-managed no-
downtime transitions which is characteristic of a system model or function that describes its
capability to cope and perform under an increased or expanding workload (What does
scalability 2011) This system can reduce risk and interference as well as i ncreasing
efficiencies and savings but it is mostly used in Internet Data Center Relocations and the
company doesnrsquot include it in a comprehensive sustainability program Therefore implementing
the tools available from ISO 31000 will minimize the ldquobadrdquo risks to maximize the companyrsquos
value and competitive advantage
34 Corporate Sustainability Strategy
The corporationrsquos sustainability strategy shows a consistent direction and currently highlights
three elements Fleet Investments Business Solution to e-Waste and Measuring Electricity
Consumption but the strategy does not stop there Even ATampTrsquos community outreach efforts
focus on causes such as technology training in schools with high dropout rates which has social
connotations (Atampt aligning business 2011) While ATampT is currently taking in hand the
ever-changing business challenges with a strategic approach the company is not addressing the
environmental social and economic impacts of all its activities products and services to
determine the organizationrsquos impact ldquoManagement system planning efforts involve identifying
ALL of the activities and determining their impacts on the environmental social and economic
elements of the sustainability programrdquo (Operations are the 2011) Although the companyrsquos
sustainability strategy is walking a positive path the following suggestions will enhance the
already implemented plan for the long term
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 11
341 ProductService Differentiation
Increasing the market share of the organization is a goal of any business venture that carries
many risks and strategic plans with a long term business model ATampT has a large variety of cell
phone devices that are popular and efficient in regards of services effectiveness as well as
innovation The company needs to focus in environmentally and socially responsible products
that will gain a new loyal customer base to solidify growth Consumers want to feel good about
the products and service the buy therefore customers demand for new products will vault to
new dimensions with high expectations on the devices offered Innovating and re-engineering
present devices to sustainable services is crucial to adapt to the new changes in the marketplace
Presenting new cell phones with environmentally friendly materials can provide a competitive
advantage that will differentiate the company from competitors and produce high return on
investment (Productservice differentiation 2011)
Alliances and business deals with manufactures are important to consolidate the production and
distribution of ldquoe-Phonesrdquo These devices are made of recycled products and offered to
consumers for a reasonable competitive price in todayrsquos market ldquoT-Mobile USA Inc and
Motorola today announced the retail availability of the MOTO W233 Renew the ideal mobile
phone for eco-conscious consumers A first of its kind and initially exclusive to only T-Mobilereg
customers the plastic phone housing for the Renew is comprised of recycled water bottles and is
entirely recyclablerdquo (Mototrade w233 renew 2009) The T-Mobile phone can be a predecessor
of a new wave of renewable devices that can attract the consumerrsquos interest and if ATampT adapt a
policy of developing this type of devices and make them marketable the company will expand
its market share wisely and efficiently
342 Product Stewardship Policy
ATampT needs to implement a policy of product stewardship to make sure all those involved in the
life cycle of its products and services are accountable for the environmental impact it causes To
assure of that policy implementation the company should have the following objectives
The company will collect 100 of its electronic waste for reuse and recycling
For every 10 phones the company sells ATampT guarantee to collect 9 phones for reuse or
recycling
ATampT will require its vendorssuppliers and manufacturers to meet the companyrsquos
certification requirements by 2013
All ATampT-branded electronics should meet the companyrsquos scorecard criteria for
environmental design
The company should be committed to procuring 10 of its energy needs from
renewables on a realistic time frame goal
Required its vendors to supply more eco-friendly devices
The company should work with a several environmental organizations to hash out issues
including the reduction of its carbon footprint and improving productsrsquo designndashwith the
recycling devices at the forefront of ATampTrsquos efforts (Sprint establishes first-in-industry
2011)
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 12
Telecommunication companies have never placed a policy of this magnitude before until Sprint
published it this year Sprint is so far the only wireless carrier to have a stewardship policy that
set the standards for the industry ldquoTo clearly state Sprintrsquos pledge to responsibly address
electronic waste (e-waste) we have published an Electronics Stewardship Policy A first for the
telecommunications industry this policy outlines how Sprint is focusing on the full lifecycle of
the electronics we buy and sellrdquo (Sprint recycle 2011) Sprint is a leader in that regards and
exemplifies a business action that ATampT can follow and subsequently establish a common
denominator among the wireless industry players
35 Corporate Sustainability Management System
ATampT developed a combined Environment Health and Safety (EHampS) Management System
which is designed to use elements of ISO 14001 EMS standard and applies to Environment
Health and Safety Programs ATampT does not maintain external registrations or certifications
with external registrars for this management system ( Atampt environment health 2010) ATampT
has been utilizing ISO 14001 Standard since 1997 as an important framework in the decision-
making process to face the corporate environmental issues a global company faces in todayrsquos
business climate Integrating ISO 14001 program with the quality management system (ISO
90012000) andor with an occupational health and safety management system such as OHSAS
18001 ANSI Z-10 or the United States Occupational Safety and Health Administrationrsquos
Voluntary Protection Program can create value and establish a comprehensive business model
for the organization (Pojasek 2007) The following chart represents the companyrsquos program
implementing management systems elements
ATampT Environment Health and Safety Management System ISO 14001 EMS Elements
Evaluation of Environmental Aspects The EHampS leadership team consults periodically
with the Legal Department to discuss future programs and risks regarding compliance
programs
Legal and Other Requirements EHampS Technical Support directs the EHampS ldquolegregrdquo
process which tracks and evaluates new and proposed regulation and legislation
Objectives and Targets the EHampS Leadership team develops the objectives and targets for
the EHampS organization as part of ATampTrsquos performance management program ldquoe-
performancerdquo Progress towards achievement of goals is evaluated quarterly by EHampS
associates and supervisors
EMS program Each business unit has an EHampS Plan Target document through which it
implements key business unites and partners-specific requirements and responsibilities
Chart (Programs implementing management 2010)
In 2008 the US Addendum to the Global e-Sustainability Initiative (GeSI) sponsored study
SMART 2020 Enabling the Low Carbon Economy in the Information Age estimated that ICT-
enabled solutions could cut annual CO2 emissions in the US by up to 22 percent in 2020 This
translates to gross energy and fuel savings of as much as $240 billion annually Therefore
ATampT outlined the opportunity to deter its emission through this comprehensive report that
highlights the issues and present practical solutions to the information and communication
technology businesses ( Connecting people and 2011)
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 13
The prior statement shows a commitment by the organization to develop programs that follow
the guidance of SMART 2020 report Although ATampT highlights the benefits of meeting
compliance of the standard ISO 14001 and other EHampS programs the implementation of such
programs is still lagging Consequently the following recommendation can be implemented to
enhance the existing program and develop new frameworks to improve in those areas that are
emphasized in the SMART 2020 report
The CO2e reduction potential of ICT industry solutions is examined across four key usage areas
Smart Workplaces Combines innovative video audio and interactive elements to create a
unique virtual presence over the network mdash giving users an immersive in-person experience
Smart Data Centers ldquoThin clientrdquo hardwaresoftware solution allows employees to access full
desktop and file system from any location with secure encrypted 2-way transmission and no
physical storage of data on the employee device Flexible telephony system (provided by Access
Line) allows routing of phone calls to any location desired
Smart Transportation Reduction in Carbon emissions from personal vehicles
Decrease in the traffic load on the road system
Provides incentives for individuals to use more efficient forms of transportation
Encourages a modal shift from privatepersonal transportation to public transport services
Smart Electric Grids Reducing waste generation and improving process efficiencies in its
semiconductor manufacturing operations In order to achieve water and energy savings which
resulted in reduction in associated CO2 emissions the company brought together the following
components
Smart Water amp Electrical Grid
Statistical Process Control
Peak Power Management
Effective use of sensor data
ISO 14001 Compliance
Lean Manufacturing Tools
Employee Participation amp Awareness
Chart amp text (Neves L et al 2008)
The benefits of implementing effectively the guidance developed by The Climate Group in
partnership with the GeSI ldquoSMART 2020 Enabling the Low Carbon Economy in the
Information Agerdquo can be envisioned through increased speed decision-making and improved
employee productivity Nevertheless it also minimizes dependency in physical travel efficiently
maximizes road networks and mitigates traffic carrying capacity (Neves L et al 2008)
36 Internal and External Communication
ldquoAn organization should establish implement and maintain procedures for communicating
internally and externally on its environmental policy performance or other information based on
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 14
its own needs and the needs of interested partiesrdquo (Communication 2011) ATampT utilizes its
website online communication posting financial results product services sustainability and
regulatory reports and environmental footprint of the company that are available worldwide to
communicate with the interested parties about the companyrsquos overall performance Taking in
consideration that AampT is a global corporation and it is under constant scrutiny of their
environmental and social policies and performance they are putting in practice a consistent and
effective method to communicate internally and externally
The company emphasis the successes of their approach among employees and management team
using telepresence rooms that help enable ATampT employees to communicate internally as well
as with business associates The fully managed ATampT Telepresence Solution present face to face
interactions with the parties involved that generate collaboration between companies and
employees suppliers partners and customers in an efficient way Cost-savings procedures and
reliability are among the main points for this internal communication and demonstrate how the
company is a pioneer in transforming the business process increasing productivity (Atampt
announces new 2010)
Effective external environmental communications are extremely important in fostering mutually
affirming and respectful relationships with the regionrsquos associates Therefore the following
highlighted factors are areas for ATampT to improve
ldquoIneffective communication with employers
Weak links between on- and off-the-job training
Insufficient involvements of employersrdquo (ldquoCommon inspection areas 2011)
Global organizations have the tendency to spread out external communication via website posts
online marketing tools and relations with shareholders However ATampT lacks of an effective
external communication tool because the company does not effectively emphasis the investors
relations and a coordinated public relationrsquos approach An important component of
communication is the one placed with parties outside of the organization This external
communication may be coordinated by public relations investor relations and marketing The
leadership team has to be engaged in this role in a two way dialog structure (Pojasek R amp Farver
S 2011) Then ATampT needs to take an aggressive approach toward public relations and its
subsequent external communications effectiveness to salvage the ongoing connection needed to
efficiently affirming the relationship with partners in the public and private sectors
37 Supply Chain Management
As a global corporation ATampT economic social and environmental impact goes beyond their
operations The materials used from which the companyrsquos products and services are sourced are
just the beginning in searching for the quality and nature of such materials ATampT has been
working steady in implementing diversity and environmental awareness in their supply chain and
leading to actions to be more proactive The organization has engaged their suppliers with
Supplier Citizenship and Sustainability survey (2009 and 2010) This survey included key
questions about energy consumption efficiency environmental protection health and safety
labor rights ethics confidentiality and water usage (Getting smart about 2011) This particular
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 15
method had helped ATampT in understanding and react positively to sustainable business practices
in its supply chain Because suppliers action can be detrimental to an extent that can affect the
main business and its operations encouraging suppliers to measure and disclose emissions
information can determine the quality and business environment ATampT is currently working and
the company will be able to understand and minimize risks as well as identify opportunities
Partnering with the 2011 Carbon Disclosure Project (CDP) Supply Chain Initiative will lead to
transparency and accountability in the supply chain (Getting smart about 2011)
Furthermore ATampT has established its new Domain Supplier Program and as a result the
chosen vendors will be responsible for a lot more than their own products in terms of the
amalgamation and operations management of network equipment and software solutions
Additionally marketing retail channels and online sales integrate the chain One area where to
focus could be suppliersrsquo accountability for delivering environmental friendly non-virgin
materials ( A t ampt r ead ie s i t s 2 01 1 ) The company has created an efficient management
department that engages with parties involved in the supply chain operations efficiency program
Supplier Quality Management is responsible for working with Stakeholders and Suppliers to
assure ATampT receives world-class products and services It is based from the global
telecommunications TL 9000 requirements as well as good business practice and helps evaluate
the effectiveness of quality implementation and improvement programs This quality
management system is designed to meet quality standards of the global communication industry
and it is built from the ISO 9001 and the eight quality principles aiming directly to the
telecommunication industry (Supplier quality 2011) ISO 9001Standard provides a solid
guidance and strong procedures that achieve consistency to the management program ldquoA quality
management system (eg ISO 9001) provides us with a tool to track where all the parts
components andor constituents come from This is called product traceabilityrdquo (ldquoPojasek R amp
Farver S productrdquo 2011)
ATampT is conducting a fair method of supply chain management but there are several factors of
that program that needs to improve Corporations around the world are trying to have
sustainability initiatives in their supply chain management simply because of meeting established
regulations or because it can have a positive impact on their customerrsquos base giving the
company a competitive advantage There are four good supply chain strategies that can be used
to reduce waste and considering ATampT has a global outreach it can make a difference in their
operations and create a cost-savings strategy as well as deterring their environmental footprint
(Kaplan 2009)
Nearsourcing Sourcing internationally from Mexico or Latin America as opposed to Asia can
be a good start to minimize transportation costs that subsequently leads to large amounts of CO2
emissions due to fossil fuels consumption It also establishes a strong cooperation of the
Americas that can integrate collaboration in technological advances and environmental
stewardship emphasizing ethics that embody responsible planning and management of resources
(Kaplan 2009)
Ship to point-of-use Shipping or transporting raw materials to the assembly line for production
is a strategy that can be utilized in the telecommunicationrsquo sector Protective packaging costs are
reduced with this strategy as well as transportationrsquos expenditure (Kaplan 2009)
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 16
Green procurement guidelines ISO 9001 can be a framework to be utilized and ATampT has
already implemented it However establishing supply chain criteria for materials products
packaging systems and logistics will drastically improve their supply chain management
Obtaining better deals with suppliers is an immediate benefit Furthermore it helps avoiding
ldquonon greenrdquo contracts and purchasing Leveraging the spending information can provide savings
and a long term business relationship with suppliers (Kaplan 2009)
Supplier environmental performance Certification to ISO 14001 a support for ACORN
programme to encourage local businesses to incorporate sustainability into their business model
requirements for all contractors to undergo environmental health and safety training and product
suppliers need to be required to meet ATampT internal standards for banned and restricted toxic
substances as mobile phones parts and accessories carry a large amount of toxic waste (Charter
M et al 2001)
38 Product Design Marketing and Stewardship
Product Design The Company has a program that has been established since 2001 to get
actively involved and subsequently listening to their customers throughout the design process
This particular process amalgamates the need to focus in incorporating less toxic components as
well as recycled parts affecting the design of those products and therefore changing the way they
are marketed (Atampt universal design 2009) ATampT is applying ldquogreen accountingrdquo throughout
the organization to avoid potential environmental liabilities but also it helps in reducing costs
deterring the environmental impact of products and lay out a steady product design program with
the customer in mind The manufacture of each product carries an environmental cost that
consequently impacts the product design and its marketing approach Acquiring environmental
cost data provides the company to make decisions that is in harmony with the environment and
the business model (Green accounting at 2006)
Marketing The marketing campaign focuses in the transition to smaller and more eco-friendly
packaging for the wireless device accessories it sells to the public In addition ATampT unveiled
requirements for manufacturers of mobile phones to reduce the environmental impact of future
handsets ATampT website focuses on educating the consumers about their products with an
environmental conscience approach that attracts certain demographic groups particular a mid to
high level incomes that have the propensity of consuming high-end phones Many of those
phones come with a universal charger that translates into a single charger providing energy
efficiency usage (Atampt slims down 2010)
Stewardship Reusing and recycling mobile devices has become a priority for ATampT and last
year the company has collected more than 37 million phones These numbers reflect a decline in
the amount of recycled phones from 2009 Nonetheless batteries and other accessories account
for much of the toxic materials dump in fields therefore the organization has collected 18
million pounds of those items (Atampts environmental sustainability 2011)
ATampT is still struggling to spread out the message for customers to become environmentally
friendly and reuserecycle their devices Drop-off bins were placed in numerous locations across
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 17
the country and prepaid labels for shipping recycled phones is available However ATampT needs
to establish a solid recycling program in every store and train the proper retail associates to
efficiently implement those green initiatives (Product stewardship 2011) As an improvement to
the already established programs ATampT can train its existing retail employees and any other
workforce that makes a direct or indirect impact to the environment through an online learning
management system That action will assure to educate the workforce to maximize the
environmental stewardship approach the company wants to achieve (Training and awareness
2011)
40 RESULTS
41 Outcomes
The telecommunications sector represent a vast a diverse force group of companies that globally
generates revenues of approximately 37 billion as of 2009 (Normand S amp Morales R 2010)
and it keeps increasing due to a high market demand and necessities of communication on a
personal and business level alike Innovation plays a big role in the industry and that will be
crucial for ATampT to outcome business risks and deter its environmental impact which is closely
related to the performance of its sustainability management system ATampT implemented its SMS
and added a steady sustainability approach to business since 1995 although it was placed with
inconsequential steps in the first years of inception The implementation of ISO Standards can
lead to a sustainable management system that has already solid roots as it was presented in this
paper and could impel its SMS to a leadership position ldquoFor most organizations the path to
finding this overarching business management system starts with integrating the management
standards covering quality (ISO 9001) environment (ISO 14001) and occupational health and
safety (OHSAS 18001) (ldquoPojasekrdquo 2006) The last paragraph highlights the importance of those
standards and how ATampT can benefit from its implementation
The outcome if the sustainability management system is in place in its total execution will be to
allow the system to conduct a systematic internal review that is essential for an ever-changing
wireless communication industry leader with a global presence Monitoring and taking corrective
actions for continual improvement will be a critical achievement that will carry long-term
benefits for the company As presented above the sustainability management system creates and
propagates a commitment to continual improvement for the system to develop efficiently
(Pojasek R amp Farver S 2011)
42 Metrics
Expanding and improving the metrics ATampT already reports can be accomplished by utilizing
the Environmental Performance Evaluation (EPE) that correlates to the motto ldquowhat gets
measured gets managedrdquo (Iso 14031 Environmental 2011) The goal is to improve
environmental performance with a focus on performance benchmarking compliance to rules and
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 18
regulations on a local federal and international arena and competence in operational
management (Iso 14031 Environmental 2011) ATampT lacks of a sustainability management
system that amalgamate all the sectors and department with an efficient business alignment of all
departments and operations The company focuses primarily in the economic responsibility and
secondary the social responsibility and the business model appears too fragmentized as the
environmental responsibility doesnrsquot get the same level of urgency
Nevertheless a GRI report and becoming a Carbon Disclosure Program (CDP) partner will
increase transparency and accountability attached to metrics that can be measured and
consequently improved ATampT by now uses the G3 Guidelines the cornerstone of GRIs
Sustainability Reporting Framework (What are the 2011) to determine the types of data to
report in its 2010 Citizenship and Sustainability Report as well as Key Performance Indicators
(KPIs ) that have already been implemented (key performance indicators 2011)These are
lagging indicators and are valuable to know where the company stands and therefore ATampT can
be able to seeking improvements and correct faulty operations but they are not an assurance of
positive outcomes
The inventory of the combined activities of the company was stated in section 21 and
subsequently after proceeding with the identification and evaluation of the sustainability
footprint ATampT should conduct a materiality analysis The main reason is to highlight
efficiently the issues spotted in relation to their concern to stakeholders and subsequently the
effect they have on the organization The following Materiality Matrix chart shows the
categorized issues and prevailing potential conditions in each box accordingly to the potential
impact on the company and the increasing concern to stakeholders respectively
a) Low Impact a) Medium Impact a) High Impact
High Concern High Concern High Concern
Increasing
Concerns b) Low Impact b) Medium Impact b) High Impact
To Medium Concern Medium Concern Medium Concern
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 19
Stakeholders
c) Low Impact c) Medium Impact c) High Impact
Low Concern Low Concern Low Concern
Increasing current or potential impact on the company
Chart (Materiality matrix 2011)
The above materiality matrix can be utilized by identifying material issues at each level and
efficiently addressing them in a timely manner A sense of urgency is needed at the
corresponding stage of the issuesrsquo level (Materiality matrix 2011)
To summarize the representative elements of the materiality analysis process the following
aspects needs to be underscored
1 ldquoIdentification of a universe of relevant economic social environmental and
policygovernance issues for consideration
2 Evaluation and ranking of the level of internal and external stakeholder concerns
regarding each issue
3 Evaluation and ranking of the potential impact on the company of each issue
4 Development of a matrix-based prioritization of the issues and
5 Execution of a structured collaborative strategy planning implementation and reporting
processrdquo (A roadmap to 2011)
The prior representation of the materiality analysis will lead to a rigorous evaluation of the three
responsibilities significant to the company and its stakeholders The analysis can provide to
ATampT with beneficial insight information guiding the organization to a strategic direction as
well as a tactical change management in sustainability that translates into a purposeful process to
help the organizations succeed (A roadmap to 2011)
43 ATampT conversion from lagging to leading indicators to improve the SMS
ATampT is using lagging indicators that are not helpful in identifying and revealing potential
problems that can carry severe process upset with irreversible consequences It may lack of
presenting solutions and consequently implementing corrective actions (Pojasek R lagging
2009) In contrast leading indicators are useful to check the efficiency of control systems and
provide crucial warning of disadvantages before any issues is present (Pojasek R leading
indicators 2009) ATampT needs to use both indicators to drive sustainability performance
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 20
consequently the company needs to implement as well as emphasize leading indicators on the
following areas for full effectiveness
i There must be a connection between the leading indicators and the outcomes that are of
interest
ii The reasons for using the indicators and the benefits they offer must be understood by
line management and by the employees affected
iii The indicators must provide information that can guide future actions
(Pojasek RUsing Leading 2009)
Therefore a mix of lagging and leading indicators that are pertinent and efficiently linked to the
system amalgamating the three responsibilities in one single measure with an accessible data for
lagging indicators as well as objective data for leading indicators will be crucial for continue
improvement and the company will be able to include a culture of sustainability within the
organization (Pojasek R amp Farver S effective indicators 2011) Nonetheless a framework tool
that can quantify leading indicators is the Australian Business Excellence Frameworkrsquos ADRI
(approach deployment results and improvement) scoring method (Pojasek R ADRI Scoring
2009) Consequently ATampT can drastically increase value and accurate information to develop
an efficient sustainability management system that amalgamates all the tools necessary to
become a leader in a highly competitive telecommunications market
44 Ensure transparency and accountability
Ensuring transparency and accountability is crucial in todayrsquos global business environment to
keep the company competitive The question that arrives addressing this issue is how to convince
the management leadership of ATampT to change the system that appears to be working for them
in the current business environment
Shareholders and stakeholders pressure complying with laws and regulations competitive
advantage and public relations can also be drivers for transparency and accountability
Nonetheless individuals and companies from the private and public sectors can create the
atmosphere for ATampT to create the necessary reports on the organizationrsquos sustainability
performance because that can highly influence their investment options and decisions that are
correlated to ATampT overall performance (Pojasek 2009) Therefore a sustainability reporting
review and assurance would be needed and the data should be subjected to internal controls and
processes associated with an internal audit Additionally after the requirements of internal
assurance are met ATampT could extend that report to an external assurance process as the
AccountAbilityrsquos AA1000 Stakeholder Engagement Standard (Pojasek R Sustainability
reporting 2009)
The ATampT research assessment and followed recommendations have shown an integrated
corporate sustainability assessment that can adopt business strategies and activities to meet the
stakeholdersrsquo objectives while protecting sustaining and enhancing the human and natural
resources that will be needed in the future (Sustainable development a 2007)
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 21
50 References
Andriof J (2002) Unfolding stakeholder thinking theory responsibility and engagement
Retrieved from
httpbooksgooglecombooksid=THtznfpayXoCamppg=PA205amplpg=PA205ampdq=ATampT
external stakeholder NGOsampsource=blampots=ye28xPUa-Kampsig=xRRKKteuu9fWgEUH-
NCBizrYDnYamphl=enampei=WvmxTvzrI5TXiQKjuP0Bampsa=Xampoi=book_resultampct=resultampresnu
m=1ampved=0CB8Q6AEwADgK
A r oadm ap t o p e r f o r m s up p l y ch a i n - focu s ed m at e r i a l i t y a s s es sm en t s
( 2 01 1 ) V al ues t ream i ng R e t r i ev ed f r om
h t t p v a l u es t r eam 20 0 9 wo r dp r es s co m 20 11 0 2 0 2 a - ro adm ap - to - pe r f o r m -
s up p l y- ch a i n - f o cu sed -m a t e r i a l i t y - a s s es sm e n t s
Atampt activates one million iphone 4s (2011) ATampTcompress Retrieved from
h t t p w w w a t t co m gen p r es s -
r o om pid =21 79 8 ampcd v n=n ews amp n ew s ar t i c l e id =33 13 5 ampm apco d e=co ns um er | f
i n an c i a l
Atampt aligning business and sustainability strategy (2011) TriplePundit Retrieved from
h t t p w w w t r i p l epu n d i t com 2 00 9 0 8 a t t - a l i gn i n g -b us in es s - an d -
s us t a in ab i l i t y - s t r a t eg y
Atampt announces new telepresence facilities in atampt bangalore offices (2010) ATampT Retrieved
from httpwwwattcomgenpress-roompid=18067ampcdvn=newsampnewsarticleid=30911
Atampt company information (2011) ATampT Corporate Retrieved from
h t t p w w w a t t co m gen in v es t o r - r e l a t i o ns p i d =5 71 1
Atampt environment health and safety management system (2010) Retrieved from
h t t p do cs go o g le co mv i ew er a=v ampq=cach e a6p l l J Uk q6YJ w w w a t t co m
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 22
C omm on abo u t _u s c i t i z ens h i p EMS _mat r ix pd f +AT 26 T+en v i ro nm ent a l +
an d +s a f e t y+ r egu l a t i on s amphl =en ampgl =usampp i d=b l amps r c id =A DG E ES hm5 H KkC i
0 5 4CY E Zv d aG XP HG 2 d3 f i 2_ es7 V gBs wd 2 - t oz J aMPW 9 Bu mG T ss _Q MP Q_ -
t yp - e N - eO Ui _6 oV lJ Q X V LV 6 rz gM HxO S I -
S 8 j wW3R wJ uT d9 Vx yr 2 x T _lz MY 1t cK cp M ND i FLamps i g=A HIE t b Q G V tX q Qq 6
r R qU kY lX yeM M _M G X IL
A t ampt s en v i r onm enta l s us t a i n ab i l i t y i n i t i a t i v es (2 01 1 ) Ma r ke t Wa t ch
R e t r i ev ed f r om h t tp w w wm ar ke tw a tch co ms to r y a t t - add s -b a t t e r y-
ch a r ge r - pa r t i a l l y- m ad e - f rom - r ecyc l ed - w a t e r - bo t t l e s - to -p ro d uc t - l i ne - up -
2 0 11 -1 1 -1 4
Atampt included in carbon disclosure projects carbon disclosure (2011) PR Newswire Retrieved
from h t t p ww w p rnew s wi r e com n ew s - r e l eas es a t t - i n c l ud ed - in - ca r bo n -
d i s c l os u r e - p ro j ec t s - ca r bo n -d i s c l os u r e - l e ade r sh i p - i nd ex - 10 3 44 09 94 h t ml
A t ampt i n c s ( t n ) q ua r t e r l y r ev en u e (20 1 1) T ho m so n R eu t e r s R e t r i ev ed
f r om h t tp w w w r eu t e r s com a r t i c l e 20 1 1 1 0 20 us - a t t -
i d USTR E 79J 2M H 20 1 11 02 0
A t ampt r ead i e s i t s s up p l y ch a in fo r t h e fu tu r e (2 01 1 ) AT ampT R e t r i ev ed
f r om h t tp w w w a t t com gen p r e s s -
r o om pid =48 00 ampcdv n =n ews ampn ews a r t i c l e i d =2 70 88
A t ampt s l im s do w n acce s so r y p ack ag i n g an no un ces n ew eco - f r i end l y
s t an da r ds fo r h an dse t s ( 20 10 ) AT ampT I n t e l l e c t ua l Pro p er t y R e t r i ev ed
f r om h t tp w w w a t t com gen p r e s s -
r o om pid =48 00 ampcdv n =n ews ampn ews a r t i c l e i d =3 05 99
T h e a t ampt t e ch no lo gy an d env i r on m ent aw a r ds p r o gr am (20 1 1) AT ampT
R e t r i ev ed f r om h t tp w w w a t t co m gen co rp o r a t e - c i t i z ens h i p p id =1 24 34
Atampt universal design policy adopted in 1998 background (2009) ATampT Retrieved from
h t t p w w w a t t co m gen gen e r a l p id =10 1 91
Blackburn W (2008) The sustainability handbook (p 378) Washington DC Environmental
Law Institute
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 23
C h ar t e r M e t a l Su p p l y ch a i n s t r a t egy ( 2 0 01 ) Th e S I GM A P ro j ec t
R e t r i ev ed f r om h t tp do cs go o gl e com v i ew er a=v ampq =cach e FG -
R FkS1 m ZsJ p ro j ec t s i gma co u k R n DSt r eams R D_s up p l y_ ch a in _s t r a t eg y p
d f +Th i s + r es ea rch +in v es t i ga t ed +t h e+eco n omi c +so c i a l +and +env i r on m ent a l
+ im p ac t s + in +s up p ly+ch a i n +m an agem en t amphl =en ampgl =us amppi d =b l amps r c i d =A D
G E ESj T6 j BY3 QR cz6 Bo u L_ p uT kP y_ h T1 Lw N Z7 G p 8 6 IT j f cb S g23 FaP u gP RC
9 tp 41 7x g9 A kx m -
O m YR HS HRS5 BY d6 ZY o 9m H B_ M Nb 6G 9 A XG R0 bN sNx x kU n voJ W1 Lb 6 n T
E Rv Zu 5_ 79 Zq T cyamp s i g=A H IE t bQ pW ZId T vG 2 Y - 9 Gj3 Ts v eK 2 h yC R Ig
C omm on i ns pec t io n a r eas fo r im pr ov em ent (2 01 1 ) L ea rn in g an d S k i l l s
I m pr o vem en t S er v i ce R e t r i ev ed f rom
h t t p w w w ex ce l l en cega t ewa y o r g u k p age a spx o =1 08 214
C omm un ica t io n (20 1 1) C om mu ni ca t i on Excerp t s f r om A us t r a l i an N ew
Z ea la nd S ta nd ar d 14 0 04 R e t r i ev ed f r om
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 09 68 f i l e s Su p p l em en t a l
Fo ld e r Com mEx er p t IS O 1 40 04 p d f
C on n ec t i n g p eo p l e an d bu s i n ess e s ( 201 1 ) M edi a K i t Su s t a i na b i l i t y
R e t r i ev ed f r om h t tp w w w a t t co m gen p r es s - r oo m pid =2 6 44
Environment ATampT Sustainability (2011) Retrieved from
h t t p w w w a t t co m gen co rp or a t e - c i t i z en sh i p p id =85 06
E n vi ro nm en t h ea l th an d s a fe t y ( eh amps ) m an agem ent s ys t em ( 20 11 ) A ampT
Ci t i z ens h i p EH S Re t r i ev ed f r om
h t t p do cs go o g le co mv i ew er a=v ampq=cach e wu w 3ib l2 eK 4J ww w a t t com
C omm on abo u t _u s c i t i z ens h i p EHS _Man agem en t pd f A TampT IS O 1 40 01 ndash
E n v i ro nm en t a l
M an agem ent amphl =en ampgl =us amppi d =b l ampsr c id =A D GE ESj BN bj X a3 j j s w hU Q v Fh
C dD A nf E A ag yIN n b lW MX MT cXx -
Q bR 3 BU1 ol j ikJ _ yq x f l f aG vb yD yl F l v 3 ah 3C ws hz fE br T Uj vY eM uf tD FtQ i G G 7
d D 9oR qt D IA s 4 vzSM gPt p Ax C0 rfW Bcamps i g=A H IE t bR Q NrZe5 o Tm nt sV g6 H Z
1 v G7 j rzC yw
Environmental sustainability (2011) ATampT Media Kit Sustainability Retrieved from
h t t p w w w a t t co m gen p r es s - r oom pid =26 4 4
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 24
Environmental sustainability commitment is based on three tenants (2011) ATampT
environmental sustainability Retrieved from h t tp ww w a t t com gen p re s s -
r o om pid =26 44
G e t t i n g s m ar t abo u t o u r su p p l y ch a in ( 2 01 1 ) M eet t h e P os s i b i l i t y
E con o m y 2 01 0 ATampT S u s ta i na b i l i t y R epo r t 74 R e t r i eved f rom
h t t p w w w a t t co mC om mo n ab ou t_ us f i l e s c s r _2 01 1 20 10 _CS R_R epo r t p
d f
G r een acco un t i n g a t a t ampt ( 20 06 ) Wi s t a En v i ro n men t A cco un t in g
R e t r i ev ed f r om
h t t p w w w wi t t s o rg E v a_ acc env _ acco u n t_ 5_ f eb0 6 wi s t a_ ev a_ aac_ cas es t
u d y h tm
Greenhouse gas emissions (2011) ATampT Retrieved from httpwwwattcomgencorporate-
citizenshippid=17895
Guidance on soci a l respons ib i l i t y co re subjects (2011) ENVR E -135
Discover ing our Socia l Respons ib i l i t i e s Ret r i eved f rom
ht tp m yex tens ion harvard edu i cb icb dokeyword=ex tampsubkeyword=k807
71amppageid=icb page427497amppageContent Id=icb pagecontent901687ampview=
viewdoampviewParam_di rector y=Supplementa l Folder
How developing cou nt r i es cont r ibu ted to i so 26000 (2011) ISO Ret r i eved
f rom
ht tp wwwi so o rg i so i so_ca ta loguemanagement_and_leadersh ip_s tandard
s soci a l_ respons ib i l i t y s r_news -and-
ar t i c l es s r_developing_count r ies_cont r ibut ion h tm
Iso 50001 energy management standard published (2011) Environmental Leader LLC
Retrieved from ht tp wwwenvi ronmenta l leader com201106 15 i so -50001-
energy-management -s tandard -publ i shed
I s o 1 4 03 1 E nv i r onm ent a l p e r fo rm an ce ev a lu a t io n (2 01 1) E NV R E -1 35
S us ta in ab i l i t y M e t r i c s R e t r i ev ed f ro m
h t t p m y ex t ens io n h a rv a rd ed u i cb i cb do ke yw o r d =ex tamps u bk e yw o r d =k8
0 7 71 ampp an e l = icb p ageco n ten t 90 17 21 r fo r um fo r um_ id =105 1 69 ampp age i d =i c
b page4 27 50 4 ampp ageC ont en t Id = i cb p ageco n t en t9 01 70 1 ampview =vi ew do ampv ie
w P aram_ di r ec to r y= S up p l em en t a l R ead in g Fo l d er
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 25
Is o 3 1 00 0 ndash r i sk man agem en t s t an d ar d (2 00 8 ) U ni ver s i t y o f Wa t e r lo o -
I n s t i t u t e f o r R i s k Res ear ch R e t r i ev ed f r om
h t t p do cs go o g le co mv i ew er a=v ampq=cach e yS f Ml jv D_eYJ w ww i r r -
n e r am ca p d f_ f i l e s IS O 2 0 31 00 0 p df IS O 3 1 00 0 ndash R i s k m an agem ent
O v e rs p en d i n g D el ays N o n com pl i an ce w i t h po l i c i es an d
r egu l a t i on s amphl =enampgl =u s amppid =b l amps rc i d =A D GE ES hR1P4J uW H eP aBS 5x sG
9x V rSY 3 Ow bE V Qz8 8 nA gs g_S 5 Yd Qo rFa1 e f w B6 yQ 7 z u rh hRW H LT U 4 a7G G
_ Em _ c5 Y 0ms hRu yU B_ 4j Q5 T viM IBp h 4 9s 5x J ipbW _Rh lzM B3W 8M -
T pm iT hQ b A amps i g=A H IE t b Q O QM i Zi V9 ycC D aPP cUh fo LE w z_ - w
K ap l an J W a ys to g r een yo u r s up p l y ch a in (2 00 9 ) E cop r en eur i s t
R e t r i ev ed f r om h t tp e cop r en eu r i s t co m 20 09 10 1 3 5 - wa ys - t o - g r e e n -
yo u r - s u pp l y- ch a i n
K e y p e r f o rm an ce in d i ca t o r s (2 01 1 ) 2 0 10 AT ampT S u s ta ina b i l i t y R epor t
R e t r i ev ed f r om
h t t p w w w a t t co mC om mo n ab ou t_ us f i l e s c s r _2 01 1 20 10 _CS R_R epo r t p
d f
M ate r i a l i t y m a t r ix ( 20 11 ) F or d su s ta in ab i l i t y r epo r t 20 1 0 2 01 1
R e t r i ev ed f r om h t tp co rp or a t e fo r d co mm i cr os i t es su s t a i n ab i l i t y - r ep o r t -
2 0 10 -1 1 i s s u es -m ate r i a l i t y - m a t r ix
Meet the possibility economy (2011) 2010 ATampT Sustainability Report Retrieved from
h t t p do cs go o g le co mv i ew er a=v ampq=cach e zx e4 t N v7 AJ MJ w w w a t t com
C om mo n ab ou t_ us f i l e s c s r _2 01 1 20 10 _CS R_R epo r t p d f+a t 2 6t +sus t a in a
b i l i t y+ r ep o r t +2 01 0amph l =en ampgl =us amppi d=b l amps r c i d =AD G EES g6 yD k G G u ZC4
A O b0 P1 gPh 2 rm YYG D _ GPWU u Fn_ eP 6W_ r 0 ix 0 E6j 29 L1 v ReF l 5 De l r FFN 9 Fb
m 8S Nh 4T L_ X i 0_ r f8 8 f LZBh 8 t G 5 cG G 5N gk H -
b f G F5i Vw CQ kx H etG M U GA C gA cG D qcA Zamps i g=A H IE t b T U3 V _ aJ ow 9P aQ t a
h O egU bPlPx -S w
Monitoring supplier performance and providing feedback (2011) TI Retrieved from
h t t p w w w t i comco r p d o cs com p an y c i t i z en e sh s c r e l a t i on sh ip sh tml
M ot otrade w 23 3 r en ew no w av a i l ab l e f ro m t - mo b i l e u sa ( 20 0 9) T - M obi l e
U S A In c R e t r i ev ed f rom h t tp w w w t -
m ob i l e com comp an y P r e s sR e l ea se s_A r t i c l e aspx as se tN am e=P rs _Pr s_ 20 0
9 0 20 5 ampt i t l e=M OTO W 23 3 R en ew Now Av a i l ab l e F ro m T - Mo bi l e USA
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 26
Networking for sustainability (2010) ATampT Intellectual Property Retrieved from
h t t p w w w a t t co m gen p r es s - r oom pid =26 44
N ev es L e t a l ( 200 8 ) Repo r t s um mary 8 amp9 S M ART 2 02 0 En ab l in g th e
l ow car bo n econ omy in t h e i n fo r mat ion ag e R e t r i ev ed f ro m
h t t p do cs go o g le co mv i ew er a=v ampq=cach e wi bRo E OJ Vn QJ ww w ges i o r
g Li n k Cl i ck a spx 3 Ff i l e t i ck e t 3 D cOA r p r Yn XWY 25 3D 2 6t ab id 3 D 60
+SM AR T +2 02 0 E2 80 93 +Ben ef i t s+ i n c lu d e+in c r eas ed+em plo yee+p r o d
u c t iv i t y + i n cr ea s ed+co l l ab o ra t i on +acce l e r a t ed +d ec i s io n -
m ak in g+an d +r edu ced +d ep end en c y+o n +p h ys i ca l + t r ave l amph l =en ampgl =us amppi d
=b l amps r c i d =AD G EESj T Fi 7 fWY Lr 4 4 a r Aw K 4b N U fMx 8 Mi wis lp j w yFM 4 m Nl Z
t aS D aBV QmT Y n eLX BF7 cW b Y yU E f u Vrx esA N kW8u H rC 3qA sP X BTM 6 c5 A
A D Pu 9SA 5 L6 O G 19L2 IFb T E 5Sz pv r dCR q9 O Zl6 qJ amps i g=AH IE t bS h lW Bu du F
z AO K 5b qauP a8 f yo O 3 cQ
N o rm and S amp M ora l es R ( 20 10 ) T e l eco mmu ni ca t io ns in a s i a
R esp on s i b l e R es earch Re t r i ev ed f ro m
h t t p do cs go o g le co mv i ew er a=v amp q=cach e ju LX d u eY TS IJ w w w r es po ns
i b l e r es ea r ch com Te l eco mm uni ca t io ns_ in _ As i a__ _ Is s u es_ f o r_R esp on s ib l e
_ In v es to r s_ __ Ex ecu t i ve_S umm ar y p d f T e l ecomm uni ca t ion s in A s i a
R esp ons ib l e R es ea rch i s an i nd ep en den t p ro v id e r o f s ec to r a l an d th em a t i c
A s i an
en v i ro nm ent amph l =en ampgl =us amppi d =b l ampsr c id =A D GE ESi yM k l 5 ZecW Io p O O 5C
j iG V b7 N Iq I0 P 3 i j Z5 o 9rx LQ h Y ZY 0 vw sK n j yE D 7 zzs 5z6 w yp ao6W 31 p GT kw E
h d wv BT ILl d k ym k M b Do 5w q N evPm gqZo 9 _ O Alp lMt h2 l0 g l J d Q ekJ t pRY eU Iamp
s i g=A H IE t bR3 CSi _D f c f 9 Bt Q5 Bq 5Q crK 4 nG k0 A
O p er a t i on s a r e t h e ldquoac t i v i t i e s rdquo (2 01 1) Ma in s t r eam in g Sus ta i n ab i l i t y
R e t r i ev ed f r om
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 09 95 f i l e s Ch p t 10S t ra t eg y p d f
P a r t r i d ge K e t a l ( 2 00 5 ) S t ak eho ld er r es ea r ch Th e S t akeh o l de r
E n ga gem en t M an ua l R e t r i ev ed f rom
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c9 3 10 41 f i l e s Su p p l em en t a l
R ead in g Fo l d er fo r W eek 5 A ccou n t ab i l i t y S t ak eh o l d er Vo l 1 pd f
Pojasek R ADRI Scoring (2009)Adri scoring of leading indicators Environmental Quality
Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 27
Pojasek R Corporate sustainability footprint (2011) Mainstreaming Sustainability Retrieved
from httpisitesharvardedufsdocsicbtopic930967filesChapter4SustFootprintpdf
Pojasek R amp Farver S Discover ing our economic respons ib i l i t i es (2011)
Mains treaming Sus ta inabi l i t y Ret r ieved f rom
ht tp m yex tens ion harvard edu i cb icb dokeyword=ex tampsubkeyword=k807
71amppageid=icb page427498 amppageContent Id=icb pagecontent901699ampview=
viewdoampviewParam_di rector y=Supplementa l Folder
(2011) What does scalability mean Investopedia ULC Retrieved from
httpwwwinvestopediacomtermssscalabilityasp
Pojasek R amp Farver S Envr e-135 leading indicators (2011) Corporate sustainability strategy
Retrieved from
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 09 81 f i l e s E1 3 5Po j a s ek Ho u r2
S t r a t eg yO c t 2 4 p d f
Pojasek R Envr e-135 Sustainability reporting (2009) Mainstreaming Sustainability
Retrieved from
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 10 01 f i l e s Ch p t 16 Repo r t in g pd
f
Pojasek R amp Farver S Identifying and engaging key stakeholders (2011) Mainstreaming
Sustainability Retrieved from
httpmyextensionharvardeduicbicbdokeyword=extampsubkeyword=k80771amppageid=icbpag
e427495
Pojasek R amp Farver S Important economic considerations (2011) Economic responsibility and
operationalizing corporate sustainability strategy Retrieved from
httpdocsgooglecomviewera=vampq=cacheIOdMb-
I1hRsJisitesharvardedufsdocsicbtopic849748filesOct18PojasekHour2pdf Is risk part of
corporate sustainability strategy Robert
Pojasekamphl=enampgl=usamppid=blampsrcid=ADGEESgx1NqcCcopU0SLiQrosDnLz5x74I3rTWG4K
GD9IR6qzkqFzRC4LS1OySGIfHHbRfUs_VMMn63bT7CMFQEqzB5KoYYroa7e5PXKin_W-
0AQ8_8AQM9skANdvKbk9hyiOIwl4pxKampsig=AHIEtbS-
O3zHn1Dx9H_M9WTuEEFlhMuCYw
Pojasek R amp Farver S Mainstreaming sustainability (2011) 1 ed Vol 1 p 162 Woody
Creek CO Mainstreaming Sustainability
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 28
Pojasek R amp Farver S Product perspective (2011) Mainstreaming Sustainability 6 Retrieved
from
h t t p i s i t e s h a rv a rd ed u f s d o c s i cb to p i c93 09 73 f i l e s Ch p t 13S up p l yC h a in
p df
Pojasek R amp Farver S Sustainability requirements for communications (2011) Mainstreaming
Sustainability Retrieved from
httpisitesharvardedufsdocsicbtopic930968filesChpt12Communicationpdf
Pojasek R Improve infuse integrate (2007) Introducing ISO 14001 III Retrieved from
httpisitesharvardedufsdocsicbtopic931012filesSupplemental Reading Folder for Week
10ISO 14001 Enhancedpdf
Pojasek R Is your integrated management system really integrated (2006) Environmental
Quality Management Retrieved from
httpisitesharvardedufsdocsicbtopic931012filesSupplemental Reading Folder for Week
10Integrated MS Really Integratedpdf
Pojasek R Lagging indicators (2009) Environmental Quality Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
Pojasek R leading indicators Understanding leading indicators (2009) Environmental Quality
Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
Pojasek RUsing Leading Using leading indicators properly (2009) Environmental Quality
Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 29
Pojasek R Sustainability reporting reviews and assurance (2009) Sustainability Reporting
Retrieved from
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 10 01 f i l e s Ch p t 16 Repo r t in g pd
f
Productservice differentiation (2011) EzineArticlescom Retrieved from
h t t p ez in ea r t i c l e s com Co rp o r a t e -Su s t a i n ab i l i t y - S t r a t eg y- - - T o p - Fi v e -
R eas on s -Wh y- Y o u -N eed - On eampid =1 73 61 0 7
Product stewardship (2011) ATampT Retrieved from httpwwwattcomgencorporate-
citizenshippid=17914
Programs implementing management system elements (2010) ATampT Environment Health and
Safety Management System Retrieved from
Policy and practice 2011report card on banks and mountaintop removal (2011) Rainforest
action network 5 Retrieved from
httpdocsgooglecomviewera=vampq=cacheznZFoDiTQ_0Jranorgnode2602 2011Report
Card on Banks and Mountaintop
Removalamphl=enampgl=usamppid=blampsrcid=ADGEESiGYaCcDf0sYT657_WMylU-
AzBvwDWdvKoDUF5Lez-KtWO9YhejdYwACsq-6CXAbxzbAmTyUajNjjNni03M0EauGnzt-
EA_hYjdHzEPd8YpJDHkPenRn3ntYTqLuOiNAUICUlTKampsig=AHIEtbRF10DajUTOCRYda
pnhO3rnT1vwEQ
Quadir JCorporate sustainability strategy - top five reasons why you need one (2011)
EzineArticles Retrieved from httpezinearticlescomCorporate-Sustainability-Strategy---Top-
Five-Reasons-Why-You-Need-Oneampid=1736107
(2011) What does scalability mean Investopedia ULC Retrieved from
httpwwwinvestopediacomtermssscalabilityasp
Six focus areas (2010) ATampT Citizenship and Sustainability Report Retrieved from
httpwwwsocialfundscomsharedreports1308027026_ATT_2009_CitizenshipSustainabilityR
eportpdf
Social responsibility report (2006) Corporate Research Center Retrieved from
h t t p w w w so c i a l fu n ds com cs r p r o f i l e cg i id =1 8
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 30
Sprint establishes first-in-industry product stewardship policy (2011) TriplePundit Retrieved
from httpwwwtriplepunditcom201105sprint-establishes-first-industry-product-stewardship-
policy
Sprint recycle (2011) Sprint Retrieved from
httpwwwsprintcomresponsibilitycommunities_acrosseco_opshtml
(2009) Supply chain revolutionary atampt leads procurement zone adoption TechTarget
Retrieved from h t t p s ea r ch t e l ecom t ech ta r ge t co m t i p S up p l y - ch a i n -
r ev o lu t i on a r y- A T T - l ead s -p ro cu r em en t - zo n e - ado p t i on
Strategic materiality assesment (2011) 2010 ATampT Sustainability Report Retrieved from
httpdocsgooglecomviewera=vampq=cacheFiS_bp4ePaMJwwwattcomCommonabout_usf
ilescsr_2011ATT_2010_strategic_materiality_assessmentpdf Hazardous waste reduction
ATampTamphl=enampgl=usamppid=blampsrcid=ADGEESic8Uk_3kx9gSsNQ2sSwVb7O-
lrCDiSrJS9KmI06W8qbqk8t15CI8l2s06D7uz0_edt5ul1NsFCjFzyj7u-5EB1B7PL-
SD4vb6eDMnw1eCC9FtS7Zn4-
tzdiwG_CBvQZ_lXVySRampsig=AHIEtbShU1fUgNQtQdilp4HdvkvjJjX-EQ
Supplier quality (2011) ATampT Retrieved from httpwwwattsupplierscom
Sustainable development a business definition (2007) Business strategies for sustainable
development Retrieved from
httpdocsgooglecomviewera=vampq=cachebSBLJLGuMgcJwwwiisdorgbusinesspdfbusin
ess_strategypdf Incorporating the recommended steps to a sustainable
futureamphl=enampgl=usamppid=blampsrcid=ADGEESjGotAq8rNBuHjBrsbzQMroUOfuJDVipoB7_ks
qdmiaRduq0ieJzyPUe7A9K8kCqPIjZZI9YRdVBWvP2if5Cq4pS1cvG2NX_02rKxqnfkJG8Zm1
D1AKKeLdBdeTzvMr05OithF1ampsig=AHIEtbQC4qGc2VrGdk1PsR7hIVbO3zcCOg
(2011) Training and awareness Sprint Retrieved from
httpwwwsprintcomresponsibilityouroperationsenvironmentalpolicyhtml
Vision statement (2011) ATampT sustainability vision Retrieved from
h t t p do cs go o g le co mv i ew er a=v ampq=cach e _S4 r OP 5U lw IJ w ww a t t co m
C omm on abo u t _u s f i l e s p d f cs r _p ape r_ p o l i cy p d f +A T 26 T +s us t a in ab i l i t y
+v i s i on amphl =en ampgl=u s amppid =b l amps r c id=A D G EES gH 0 -
4 f v NQJ Q s OY oY D 8L_ 0 D H gp u cT pa -
LcG cQ Q B yO _ l Cb u lb 2 Vt Um FX r a7 N V52 6 TK X r rD h w3l 8 f9 -
p gH F4 j in h KA f k gRQ P5 oC BMX 8 XA f Gs LIE J K f Rzh LZE k E aC s gOM Fw Q7 X f5
aJ amps i g=A H IE t b T yO smx D3j Crx 3 G 5w g6J l k LC 3 bpx A
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 31
What are the g3 guidelines (2011) Global reporting initiative Retrieved from
httpwwwglobalreportingorgreportingframeworkg3guidelines
Workforce inclusion (2007) Social Responsibility Report Retrieved from
httpdocsgooglecomviewera=vampq=cacheo_6Rwfb4lBsJwwwattcomCommonfilespdf3
30938_ATTcsr_0623pdf ATampT reinforce the commitment to a
socialamphl=enampgl=usamppid=blampsrcid=ADGEESjQalPiV_TGsaNvqmVBhqfnqytuxjvKhQIEmkG
z_N_3tGEojkaKirI-bMpPR-7Y4KrKSXMmYHlPDbF_qBxUc2g7lAw6tmPdP5jhM-
cEQNyp0Pd8kvqmW9YRqotX_heXs2Vv6dgXampsig=AHIEtbReQdWTz60fpWqKNiSTGukJcB
ET5g
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 8
Nevertheless creating a position of Stakeholders Relations as the company Novo Nordisk has
created can lead to an effective inter-relation and clear communication between the parties
involved Therefore these actions are going to create value to the stakeholdersrsquo engagement and
enhance the companyrsquos credibility (Blackburn 2008)
30 DISCUSSION
31 Environmental Responsibility
ATampT has implemented for the last 6 years an environmental program that has contributed to
tangible and measurable results However because of the fast pace of technology and
consumerrsquos demand this established parameters change constantly and the need to adapt is
crucial Summarizing those points in regards of how ATampT faces its environmental
responsibility is operating in a way to increase efficiency and minimize the impact to the
environment As of 2010 144 million customers use paperless billing 37 million cell phones
collected for recycling 569 million pounds of network scrap materials kept out of landfills
through reusing selling and recycling materials and 3487 alternative-fuel vehicles deployed in
538 cities as part of our commitment to deploy approximately 15000 alternative-fuel vehicles
through 2018 (Environment 2011)
Furthermore besides the mentioned positive steps toward a concise environmental program
ATampT has implemented the Environment Health and Safety Management System that
incorporates elements of ISO 14001 EMS standard and applies to its
Environment Health and Safety Programs (environment health 2011) ATampT consumes large
amounts of energy and it can gain benefits by emphasizing the use of ISO 50001 that is designed
to help organizations make improve their energy-consuming assets appraise and prioritize the
execution of energy-efficient technology considering that ATampT is a major player in the world
and encourage competence all the way through the supply chain It can be integrated with other
management standards especially ISO 14001 on environmental management and ISO 9001 on
quality management (Iso 50001 energy 2011) Because ATampT carries a large socio-economic
and environmental impact beyond its frontiers of operations (as any global corporation) that
leads to depleting resources and incrementing the issues related to climate change ISO 50001
can improve energy performance and lessen the deteriorating effects of energy consumption
32 Social Responsibility
ATampT materializes its social responsibility seriously with tangible actions The company has
formed the ATampT Business Sustainability Advisory Council dedicated to advising ATampT on the
powerful linkage between information and communications technology (ICT) and helping
customers minimize the environmental impact of their operations The council will work to
further the cause of measurement methodologies and technology use cases to help business
customers better quantify the impact of ICT-enabled solutions for greenhouse gas reduction
(Environmental sustainability2011) Although these efforts are highly valuable social
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 9
responsibility has a global context that needs to be implemented without borders and ATampT can
definitely benefit from implementing those great ideas into action from a leadership stand point
The company has operations worldwide and interexchange business in developed and developing
countries providing a great opportunity to become a pioneer in that respect and ISO 2600 can
provide the necessary framework to accomplish that ldquoISO implemented the principle of
twinning (twin leadership between a developed and developing country) in the ISO Working
Group on Social Responsibility (ISOWG SR) to a greater extent than had yet been carried out in
a any ISO standards development group This meant that not only the WG but also each sub-
working group and any other group that was established was headed by representatives of
developing countries and developed countries on an equitable basisrdquo (How developing
countries 2011) This provides the open doors to get involved internationally with a framework
that is highly effective in a global context and leads to a meaningful participation among the
parties involved ISO 2600 help to identify relevant issues and to set its priorities The following
core subjects should be addressed
a) Organizational governance b) Human rights c) Labour practices d) The environment e) Fair
operating practices f) Consumer issues g) Community involvement and development (Guidance
on social 2011)
33 Economic Responsibility
ldquoEconomic responsibility relates to an organizationrsquos impact on the economic wellbeing of its
stakeholders The direct impacts of economic responsibility are measured as monetary flows
between the organization and its stakeholder groupsrdquo (ldquoPojasek R amp Farver Srdquo 2011) ATampT
economic responsibility is addressed by their financial report filed with the US Securities and
Exchange Commission It also identifies resources materials and safety regulation with the
actions taken by the Executive Environmental Council (EEC) This council receives updates on
compliance to minimize risk to the corporation Moreover the EHampS Leadership team in
collaboration with the Legal Department evaluates EHampS programs (based on data collected
from reviews audits new regulatory requirements etc) and develops strategies and plans to
improve the management system and compliance programs as part of the organizational goals
and EHampS plans reducing risk and minimizing operation deficiency ( A t ampt en v i r onm ent
h ea l th 2 01 0 )
The company has been experience a decade long profitability with estimated revenue o f $3148
billion for Q3 2011 The company also added 319000 subscribers in that quarter compared with
the median expectation for 311000 from nine analysts contacted by Reuters (Atampt incs (tn)
2011) The organization used to be the only US carrier to sell the most popular mobile device in
recent memory the iPhone ldquoATampT today announced it activated more than 1 million iPhone
4Srsquo as of Tuesday (Oct 18 2011) making it the most successful iPhone launch in the companyrsquos
historyrdquo (Atampt activates one 2011) This device alone made the company millions of dollars
in revenue by far and even though the phone is carried by other competitors now the iPhone still
is a mega player among the companyrsquos smart phones Nevertheless risk plays an important role
in economic responsibility strategy ldquoReduction of risk is a key part of an organizationrsquos
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 10
economic responsibilityrdquo (Pojasek R amp Farver S 2011) There are several improvements in this
area that ATampT can aggressively focus
331 Better Management of Business Risks
The company needs to remain competitive operating in a global marketplace and the importance
of anticipating managing and responding to business risks has become crucial If the corporate
sustainability system incorporates a management team to determine minimize and ensure that
potential risks and liabilities are accounted parallel with the companys entire value chain
decreasing the severity of those risks and even achieving preferred status for financing and
insurance in the process it will benefit and maximize the utility of the system itself (Quadir
2011) Implementing and utilizing ISO 31000 ndash Risk management can drastically improve the
business operation and its corporate sustainability strategy as a toolbox that carries many benefits
(Iso 31000 ndash 2008)
Using this Standard ATampT might focus in the following
Overspending
Delays
Non compliance with policies and regulations
(Iso 31000 ndash 2008)
ATampT has Scalability ndash flexible solutions from low-cost equipment moves to fully-managed no-
downtime transitions which is characteristic of a system model or function that describes its
capability to cope and perform under an increased or expanding workload (What does
scalability 2011) This system can reduce risk and interference as well as i ncreasing
efficiencies and savings but it is mostly used in Internet Data Center Relocations and the
company doesnrsquot include it in a comprehensive sustainability program Therefore implementing
the tools available from ISO 31000 will minimize the ldquobadrdquo risks to maximize the companyrsquos
value and competitive advantage
34 Corporate Sustainability Strategy
The corporationrsquos sustainability strategy shows a consistent direction and currently highlights
three elements Fleet Investments Business Solution to e-Waste and Measuring Electricity
Consumption but the strategy does not stop there Even ATampTrsquos community outreach efforts
focus on causes such as technology training in schools with high dropout rates which has social
connotations (Atampt aligning business 2011) While ATampT is currently taking in hand the
ever-changing business challenges with a strategic approach the company is not addressing the
environmental social and economic impacts of all its activities products and services to
determine the organizationrsquos impact ldquoManagement system planning efforts involve identifying
ALL of the activities and determining their impacts on the environmental social and economic
elements of the sustainability programrdquo (Operations are the 2011) Although the companyrsquos
sustainability strategy is walking a positive path the following suggestions will enhance the
already implemented plan for the long term
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 11
341 ProductService Differentiation
Increasing the market share of the organization is a goal of any business venture that carries
many risks and strategic plans with a long term business model ATampT has a large variety of cell
phone devices that are popular and efficient in regards of services effectiveness as well as
innovation The company needs to focus in environmentally and socially responsible products
that will gain a new loyal customer base to solidify growth Consumers want to feel good about
the products and service the buy therefore customers demand for new products will vault to
new dimensions with high expectations on the devices offered Innovating and re-engineering
present devices to sustainable services is crucial to adapt to the new changes in the marketplace
Presenting new cell phones with environmentally friendly materials can provide a competitive
advantage that will differentiate the company from competitors and produce high return on
investment (Productservice differentiation 2011)
Alliances and business deals with manufactures are important to consolidate the production and
distribution of ldquoe-Phonesrdquo These devices are made of recycled products and offered to
consumers for a reasonable competitive price in todayrsquos market ldquoT-Mobile USA Inc and
Motorola today announced the retail availability of the MOTO W233 Renew the ideal mobile
phone for eco-conscious consumers A first of its kind and initially exclusive to only T-Mobilereg
customers the plastic phone housing for the Renew is comprised of recycled water bottles and is
entirely recyclablerdquo (Mototrade w233 renew 2009) The T-Mobile phone can be a predecessor
of a new wave of renewable devices that can attract the consumerrsquos interest and if ATampT adapt a
policy of developing this type of devices and make them marketable the company will expand
its market share wisely and efficiently
342 Product Stewardship Policy
ATampT needs to implement a policy of product stewardship to make sure all those involved in the
life cycle of its products and services are accountable for the environmental impact it causes To
assure of that policy implementation the company should have the following objectives
The company will collect 100 of its electronic waste for reuse and recycling
For every 10 phones the company sells ATampT guarantee to collect 9 phones for reuse or
recycling
ATampT will require its vendorssuppliers and manufacturers to meet the companyrsquos
certification requirements by 2013
All ATampT-branded electronics should meet the companyrsquos scorecard criteria for
environmental design
The company should be committed to procuring 10 of its energy needs from
renewables on a realistic time frame goal
Required its vendors to supply more eco-friendly devices
The company should work with a several environmental organizations to hash out issues
including the reduction of its carbon footprint and improving productsrsquo designndashwith the
recycling devices at the forefront of ATampTrsquos efforts (Sprint establishes first-in-industry
2011)
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 12
Telecommunication companies have never placed a policy of this magnitude before until Sprint
published it this year Sprint is so far the only wireless carrier to have a stewardship policy that
set the standards for the industry ldquoTo clearly state Sprintrsquos pledge to responsibly address
electronic waste (e-waste) we have published an Electronics Stewardship Policy A first for the
telecommunications industry this policy outlines how Sprint is focusing on the full lifecycle of
the electronics we buy and sellrdquo (Sprint recycle 2011) Sprint is a leader in that regards and
exemplifies a business action that ATampT can follow and subsequently establish a common
denominator among the wireless industry players
35 Corporate Sustainability Management System
ATampT developed a combined Environment Health and Safety (EHampS) Management System
which is designed to use elements of ISO 14001 EMS standard and applies to Environment
Health and Safety Programs ATampT does not maintain external registrations or certifications
with external registrars for this management system ( Atampt environment health 2010) ATampT
has been utilizing ISO 14001 Standard since 1997 as an important framework in the decision-
making process to face the corporate environmental issues a global company faces in todayrsquos
business climate Integrating ISO 14001 program with the quality management system (ISO
90012000) andor with an occupational health and safety management system such as OHSAS
18001 ANSI Z-10 or the United States Occupational Safety and Health Administrationrsquos
Voluntary Protection Program can create value and establish a comprehensive business model
for the organization (Pojasek 2007) The following chart represents the companyrsquos program
implementing management systems elements
ATampT Environment Health and Safety Management System ISO 14001 EMS Elements
Evaluation of Environmental Aspects The EHampS leadership team consults periodically
with the Legal Department to discuss future programs and risks regarding compliance
programs
Legal and Other Requirements EHampS Technical Support directs the EHampS ldquolegregrdquo
process which tracks and evaluates new and proposed regulation and legislation
Objectives and Targets the EHampS Leadership team develops the objectives and targets for
the EHampS organization as part of ATampTrsquos performance management program ldquoe-
performancerdquo Progress towards achievement of goals is evaluated quarterly by EHampS
associates and supervisors
EMS program Each business unit has an EHampS Plan Target document through which it
implements key business unites and partners-specific requirements and responsibilities
Chart (Programs implementing management 2010)
In 2008 the US Addendum to the Global e-Sustainability Initiative (GeSI) sponsored study
SMART 2020 Enabling the Low Carbon Economy in the Information Age estimated that ICT-
enabled solutions could cut annual CO2 emissions in the US by up to 22 percent in 2020 This
translates to gross energy and fuel savings of as much as $240 billion annually Therefore
ATampT outlined the opportunity to deter its emission through this comprehensive report that
highlights the issues and present practical solutions to the information and communication
technology businesses ( Connecting people and 2011)
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 13
The prior statement shows a commitment by the organization to develop programs that follow
the guidance of SMART 2020 report Although ATampT highlights the benefits of meeting
compliance of the standard ISO 14001 and other EHampS programs the implementation of such
programs is still lagging Consequently the following recommendation can be implemented to
enhance the existing program and develop new frameworks to improve in those areas that are
emphasized in the SMART 2020 report
The CO2e reduction potential of ICT industry solutions is examined across four key usage areas
Smart Workplaces Combines innovative video audio and interactive elements to create a
unique virtual presence over the network mdash giving users an immersive in-person experience
Smart Data Centers ldquoThin clientrdquo hardwaresoftware solution allows employees to access full
desktop and file system from any location with secure encrypted 2-way transmission and no
physical storage of data on the employee device Flexible telephony system (provided by Access
Line) allows routing of phone calls to any location desired
Smart Transportation Reduction in Carbon emissions from personal vehicles
Decrease in the traffic load on the road system
Provides incentives for individuals to use more efficient forms of transportation
Encourages a modal shift from privatepersonal transportation to public transport services
Smart Electric Grids Reducing waste generation and improving process efficiencies in its
semiconductor manufacturing operations In order to achieve water and energy savings which
resulted in reduction in associated CO2 emissions the company brought together the following
components
Smart Water amp Electrical Grid
Statistical Process Control
Peak Power Management
Effective use of sensor data
ISO 14001 Compliance
Lean Manufacturing Tools
Employee Participation amp Awareness
Chart amp text (Neves L et al 2008)
The benefits of implementing effectively the guidance developed by The Climate Group in
partnership with the GeSI ldquoSMART 2020 Enabling the Low Carbon Economy in the
Information Agerdquo can be envisioned through increased speed decision-making and improved
employee productivity Nevertheless it also minimizes dependency in physical travel efficiently
maximizes road networks and mitigates traffic carrying capacity (Neves L et al 2008)
36 Internal and External Communication
ldquoAn organization should establish implement and maintain procedures for communicating
internally and externally on its environmental policy performance or other information based on
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 14
its own needs and the needs of interested partiesrdquo (Communication 2011) ATampT utilizes its
website online communication posting financial results product services sustainability and
regulatory reports and environmental footprint of the company that are available worldwide to
communicate with the interested parties about the companyrsquos overall performance Taking in
consideration that AampT is a global corporation and it is under constant scrutiny of their
environmental and social policies and performance they are putting in practice a consistent and
effective method to communicate internally and externally
The company emphasis the successes of their approach among employees and management team
using telepresence rooms that help enable ATampT employees to communicate internally as well
as with business associates The fully managed ATampT Telepresence Solution present face to face
interactions with the parties involved that generate collaboration between companies and
employees suppliers partners and customers in an efficient way Cost-savings procedures and
reliability are among the main points for this internal communication and demonstrate how the
company is a pioneer in transforming the business process increasing productivity (Atampt
announces new 2010)
Effective external environmental communications are extremely important in fostering mutually
affirming and respectful relationships with the regionrsquos associates Therefore the following
highlighted factors are areas for ATampT to improve
ldquoIneffective communication with employers
Weak links between on- and off-the-job training
Insufficient involvements of employersrdquo (ldquoCommon inspection areas 2011)
Global organizations have the tendency to spread out external communication via website posts
online marketing tools and relations with shareholders However ATampT lacks of an effective
external communication tool because the company does not effectively emphasis the investors
relations and a coordinated public relationrsquos approach An important component of
communication is the one placed with parties outside of the organization This external
communication may be coordinated by public relations investor relations and marketing The
leadership team has to be engaged in this role in a two way dialog structure (Pojasek R amp Farver
S 2011) Then ATampT needs to take an aggressive approach toward public relations and its
subsequent external communications effectiveness to salvage the ongoing connection needed to
efficiently affirming the relationship with partners in the public and private sectors
37 Supply Chain Management
As a global corporation ATampT economic social and environmental impact goes beyond their
operations The materials used from which the companyrsquos products and services are sourced are
just the beginning in searching for the quality and nature of such materials ATampT has been
working steady in implementing diversity and environmental awareness in their supply chain and
leading to actions to be more proactive The organization has engaged their suppliers with
Supplier Citizenship and Sustainability survey (2009 and 2010) This survey included key
questions about energy consumption efficiency environmental protection health and safety
labor rights ethics confidentiality and water usage (Getting smart about 2011) This particular
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 15
method had helped ATampT in understanding and react positively to sustainable business practices
in its supply chain Because suppliers action can be detrimental to an extent that can affect the
main business and its operations encouraging suppliers to measure and disclose emissions
information can determine the quality and business environment ATampT is currently working and
the company will be able to understand and minimize risks as well as identify opportunities
Partnering with the 2011 Carbon Disclosure Project (CDP) Supply Chain Initiative will lead to
transparency and accountability in the supply chain (Getting smart about 2011)
Furthermore ATampT has established its new Domain Supplier Program and as a result the
chosen vendors will be responsible for a lot more than their own products in terms of the
amalgamation and operations management of network equipment and software solutions
Additionally marketing retail channels and online sales integrate the chain One area where to
focus could be suppliersrsquo accountability for delivering environmental friendly non-virgin
materials ( A t ampt r ead ie s i t s 2 01 1 ) The company has created an efficient management
department that engages with parties involved in the supply chain operations efficiency program
Supplier Quality Management is responsible for working with Stakeholders and Suppliers to
assure ATampT receives world-class products and services It is based from the global
telecommunications TL 9000 requirements as well as good business practice and helps evaluate
the effectiveness of quality implementation and improvement programs This quality
management system is designed to meet quality standards of the global communication industry
and it is built from the ISO 9001 and the eight quality principles aiming directly to the
telecommunication industry (Supplier quality 2011) ISO 9001Standard provides a solid
guidance and strong procedures that achieve consistency to the management program ldquoA quality
management system (eg ISO 9001) provides us with a tool to track where all the parts
components andor constituents come from This is called product traceabilityrdquo (ldquoPojasek R amp
Farver S productrdquo 2011)
ATampT is conducting a fair method of supply chain management but there are several factors of
that program that needs to improve Corporations around the world are trying to have
sustainability initiatives in their supply chain management simply because of meeting established
regulations or because it can have a positive impact on their customerrsquos base giving the
company a competitive advantage There are four good supply chain strategies that can be used
to reduce waste and considering ATampT has a global outreach it can make a difference in their
operations and create a cost-savings strategy as well as deterring their environmental footprint
(Kaplan 2009)
Nearsourcing Sourcing internationally from Mexico or Latin America as opposed to Asia can
be a good start to minimize transportation costs that subsequently leads to large amounts of CO2
emissions due to fossil fuels consumption It also establishes a strong cooperation of the
Americas that can integrate collaboration in technological advances and environmental
stewardship emphasizing ethics that embody responsible planning and management of resources
(Kaplan 2009)
Ship to point-of-use Shipping or transporting raw materials to the assembly line for production
is a strategy that can be utilized in the telecommunicationrsquo sector Protective packaging costs are
reduced with this strategy as well as transportationrsquos expenditure (Kaplan 2009)
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 16
Green procurement guidelines ISO 9001 can be a framework to be utilized and ATampT has
already implemented it However establishing supply chain criteria for materials products
packaging systems and logistics will drastically improve their supply chain management
Obtaining better deals with suppliers is an immediate benefit Furthermore it helps avoiding
ldquonon greenrdquo contracts and purchasing Leveraging the spending information can provide savings
and a long term business relationship with suppliers (Kaplan 2009)
Supplier environmental performance Certification to ISO 14001 a support for ACORN
programme to encourage local businesses to incorporate sustainability into their business model
requirements for all contractors to undergo environmental health and safety training and product
suppliers need to be required to meet ATampT internal standards for banned and restricted toxic
substances as mobile phones parts and accessories carry a large amount of toxic waste (Charter
M et al 2001)
38 Product Design Marketing and Stewardship
Product Design The Company has a program that has been established since 2001 to get
actively involved and subsequently listening to their customers throughout the design process
This particular process amalgamates the need to focus in incorporating less toxic components as
well as recycled parts affecting the design of those products and therefore changing the way they
are marketed (Atampt universal design 2009) ATampT is applying ldquogreen accountingrdquo throughout
the organization to avoid potential environmental liabilities but also it helps in reducing costs
deterring the environmental impact of products and lay out a steady product design program with
the customer in mind The manufacture of each product carries an environmental cost that
consequently impacts the product design and its marketing approach Acquiring environmental
cost data provides the company to make decisions that is in harmony with the environment and
the business model (Green accounting at 2006)
Marketing The marketing campaign focuses in the transition to smaller and more eco-friendly
packaging for the wireless device accessories it sells to the public In addition ATampT unveiled
requirements for manufacturers of mobile phones to reduce the environmental impact of future
handsets ATampT website focuses on educating the consumers about their products with an
environmental conscience approach that attracts certain demographic groups particular a mid to
high level incomes that have the propensity of consuming high-end phones Many of those
phones come with a universal charger that translates into a single charger providing energy
efficiency usage (Atampt slims down 2010)
Stewardship Reusing and recycling mobile devices has become a priority for ATampT and last
year the company has collected more than 37 million phones These numbers reflect a decline in
the amount of recycled phones from 2009 Nonetheless batteries and other accessories account
for much of the toxic materials dump in fields therefore the organization has collected 18
million pounds of those items (Atampts environmental sustainability 2011)
ATampT is still struggling to spread out the message for customers to become environmentally
friendly and reuserecycle their devices Drop-off bins were placed in numerous locations across
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 17
the country and prepaid labels for shipping recycled phones is available However ATampT needs
to establish a solid recycling program in every store and train the proper retail associates to
efficiently implement those green initiatives (Product stewardship 2011) As an improvement to
the already established programs ATampT can train its existing retail employees and any other
workforce that makes a direct or indirect impact to the environment through an online learning
management system That action will assure to educate the workforce to maximize the
environmental stewardship approach the company wants to achieve (Training and awareness
2011)
40 RESULTS
41 Outcomes
The telecommunications sector represent a vast a diverse force group of companies that globally
generates revenues of approximately 37 billion as of 2009 (Normand S amp Morales R 2010)
and it keeps increasing due to a high market demand and necessities of communication on a
personal and business level alike Innovation plays a big role in the industry and that will be
crucial for ATampT to outcome business risks and deter its environmental impact which is closely
related to the performance of its sustainability management system ATampT implemented its SMS
and added a steady sustainability approach to business since 1995 although it was placed with
inconsequential steps in the first years of inception The implementation of ISO Standards can
lead to a sustainable management system that has already solid roots as it was presented in this
paper and could impel its SMS to a leadership position ldquoFor most organizations the path to
finding this overarching business management system starts with integrating the management
standards covering quality (ISO 9001) environment (ISO 14001) and occupational health and
safety (OHSAS 18001) (ldquoPojasekrdquo 2006) The last paragraph highlights the importance of those
standards and how ATampT can benefit from its implementation
The outcome if the sustainability management system is in place in its total execution will be to
allow the system to conduct a systematic internal review that is essential for an ever-changing
wireless communication industry leader with a global presence Monitoring and taking corrective
actions for continual improvement will be a critical achievement that will carry long-term
benefits for the company As presented above the sustainability management system creates and
propagates a commitment to continual improvement for the system to develop efficiently
(Pojasek R amp Farver S 2011)
42 Metrics
Expanding and improving the metrics ATampT already reports can be accomplished by utilizing
the Environmental Performance Evaluation (EPE) that correlates to the motto ldquowhat gets
measured gets managedrdquo (Iso 14031 Environmental 2011) The goal is to improve
environmental performance with a focus on performance benchmarking compliance to rules and
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 18
regulations on a local federal and international arena and competence in operational
management (Iso 14031 Environmental 2011) ATampT lacks of a sustainability management
system that amalgamate all the sectors and department with an efficient business alignment of all
departments and operations The company focuses primarily in the economic responsibility and
secondary the social responsibility and the business model appears too fragmentized as the
environmental responsibility doesnrsquot get the same level of urgency
Nevertheless a GRI report and becoming a Carbon Disclosure Program (CDP) partner will
increase transparency and accountability attached to metrics that can be measured and
consequently improved ATampT by now uses the G3 Guidelines the cornerstone of GRIs
Sustainability Reporting Framework (What are the 2011) to determine the types of data to
report in its 2010 Citizenship and Sustainability Report as well as Key Performance Indicators
(KPIs ) that have already been implemented (key performance indicators 2011)These are
lagging indicators and are valuable to know where the company stands and therefore ATampT can
be able to seeking improvements and correct faulty operations but they are not an assurance of
positive outcomes
The inventory of the combined activities of the company was stated in section 21 and
subsequently after proceeding with the identification and evaluation of the sustainability
footprint ATampT should conduct a materiality analysis The main reason is to highlight
efficiently the issues spotted in relation to their concern to stakeholders and subsequently the
effect they have on the organization The following Materiality Matrix chart shows the
categorized issues and prevailing potential conditions in each box accordingly to the potential
impact on the company and the increasing concern to stakeholders respectively
a) Low Impact a) Medium Impact a) High Impact
High Concern High Concern High Concern
Increasing
Concerns b) Low Impact b) Medium Impact b) High Impact
To Medium Concern Medium Concern Medium Concern
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 19
Stakeholders
c) Low Impact c) Medium Impact c) High Impact
Low Concern Low Concern Low Concern
Increasing current or potential impact on the company
Chart (Materiality matrix 2011)
The above materiality matrix can be utilized by identifying material issues at each level and
efficiently addressing them in a timely manner A sense of urgency is needed at the
corresponding stage of the issuesrsquo level (Materiality matrix 2011)
To summarize the representative elements of the materiality analysis process the following
aspects needs to be underscored
1 ldquoIdentification of a universe of relevant economic social environmental and
policygovernance issues for consideration
2 Evaluation and ranking of the level of internal and external stakeholder concerns
regarding each issue
3 Evaluation and ranking of the potential impact on the company of each issue
4 Development of a matrix-based prioritization of the issues and
5 Execution of a structured collaborative strategy planning implementation and reporting
processrdquo (A roadmap to 2011)
The prior representation of the materiality analysis will lead to a rigorous evaluation of the three
responsibilities significant to the company and its stakeholders The analysis can provide to
ATampT with beneficial insight information guiding the organization to a strategic direction as
well as a tactical change management in sustainability that translates into a purposeful process to
help the organizations succeed (A roadmap to 2011)
43 ATampT conversion from lagging to leading indicators to improve the SMS
ATampT is using lagging indicators that are not helpful in identifying and revealing potential
problems that can carry severe process upset with irreversible consequences It may lack of
presenting solutions and consequently implementing corrective actions (Pojasek R lagging
2009) In contrast leading indicators are useful to check the efficiency of control systems and
provide crucial warning of disadvantages before any issues is present (Pojasek R leading
indicators 2009) ATampT needs to use both indicators to drive sustainability performance
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 20
consequently the company needs to implement as well as emphasize leading indicators on the
following areas for full effectiveness
i There must be a connection between the leading indicators and the outcomes that are of
interest
ii The reasons for using the indicators and the benefits they offer must be understood by
line management and by the employees affected
iii The indicators must provide information that can guide future actions
(Pojasek RUsing Leading 2009)
Therefore a mix of lagging and leading indicators that are pertinent and efficiently linked to the
system amalgamating the three responsibilities in one single measure with an accessible data for
lagging indicators as well as objective data for leading indicators will be crucial for continue
improvement and the company will be able to include a culture of sustainability within the
organization (Pojasek R amp Farver S effective indicators 2011) Nonetheless a framework tool
that can quantify leading indicators is the Australian Business Excellence Frameworkrsquos ADRI
(approach deployment results and improvement) scoring method (Pojasek R ADRI Scoring
2009) Consequently ATampT can drastically increase value and accurate information to develop
an efficient sustainability management system that amalgamates all the tools necessary to
become a leader in a highly competitive telecommunications market
44 Ensure transparency and accountability
Ensuring transparency and accountability is crucial in todayrsquos global business environment to
keep the company competitive The question that arrives addressing this issue is how to convince
the management leadership of ATampT to change the system that appears to be working for them
in the current business environment
Shareholders and stakeholders pressure complying with laws and regulations competitive
advantage and public relations can also be drivers for transparency and accountability
Nonetheless individuals and companies from the private and public sectors can create the
atmosphere for ATampT to create the necessary reports on the organizationrsquos sustainability
performance because that can highly influence their investment options and decisions that are
correlated to ATampT overall performance (Pojasek 2009) Therefore a sustainability reporting
review and assurance would be needed and the data should be subjected to internal controls and
processes associated with an internal audit Additionally after the requirements of internal
assurance are met ATampT could extend that report to an external assurance process as the
AccountAbilityrsquos AA1000 Stakeholder Engagement Standard (Pojasek R Sustainability
reporting 2009)
The ATampT research assessment and followed recommendations have shown an integrated
corporate sustainability assessment that can adopt business strategies and activities to meet the
stakeholdersrsquo objectives while protecting sustaining and enhancing the human and natural
resources that will be needed in the future (Sustainable development a 2007)
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 21
50 References
Andriof J (2002) Unfolding stakeholder thinking theory responsibility and engagement
Retrieved from
httpbooksgooglecombooksid=THtznfpayXoCamppg=PA205amplpg=PA205ampdq=ATampT
external stakeholder NGOsampsource=blampots=ye28xPUa-Kampsig=xRRKKteuu9fWgEUH-
NCBizrYDnYamphl=enampei=WvmxTvzrI5TXiQKjuP0Bampsa=Xampoi=book_resultampct=resultampresnu
m=1ampved=0CB8Q6AEwADgK
A r oadm ap t o p e r f o r m s up p l y ch a i n - focu s ed m at e r i a l i t y a s s es sm en t s
( 2 01 1 ) V al ues t ream i ng R e t r i ev ed f r om
h t t p v a l u es t r eam 20 0 9 wo r dp r es s co m 20 11 0 2 0 2 a - ro adm ap - to - pe r f o r m -
s up p l y- ch a i n - f o cu sed -m a t e r i a l i t y - a s s es sm e n t s
Atampt activates one million iphone 4s (2011) ATampTcompress Retrieved from
h t t p w w w a t t co m gen p r es s -
r o om pid =21 79 8 ampcd v n=n ews amp n ew s ar t i c l e id =33 13 5 ampm apco d e=co ns um er | f
i n an c i a l
Atampt aligning business and sustainability strategy (2011) TriplePundit Retrieved from
h t t p w w w t r i p l epu n d i t com 2 00 9 0 8 a t t - a l i gn i n g -b us in es s - an d -
s us t a in ab i l i t y - s t r a t eg y
Atampt announces new telepresence facilities in atampt bangalore offices (2010) ATampT Retrieved
from httpwwwattcomgenpress-roompid=18067ampcdvn=newsampnewsarticleid=30911
Atampt company information (2011) ATampT Corporate Retrieved from
h t t p w w w a t t co m gen in v es t o r - r e l a t i o ns p i d =5 71 1
Atampt environment health and safety management system (2010) Retrieved from
h t t p do cs go o g le co mv i ew er a=v ampq=cach e a6p l l J Uk q6YJ w w w a t t co m
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 22
C omm on abo u t _u s c i t i z ens h i p EMS _mat r ix pd f +AT 26 T+en v i ro nm ent a l +
an d +s a f e t y+ r egu l a t i on s amphl =en ampgl =usampp i d=b l amps r c id =A DG E ES hm5 H KkC i
0 5 4CY E Zv d aG XP HG 2 d3 f i 2_ es7 V gBs wd 2 - t oz J aMPW 9 Bu mG T ss _Q MP Q_ -
t yp - e N - eO Ui _6 oV lJ Q X V LV 6 rz gM HxO S I -
S 8 j wW3R wJ uT d9 Vx yr 2 x T _lz MY 1t cK cp M ND i FLamps i g=A HIE t b Q G V tX q Qq 6
r R qU kY lX yeM M _M G X IL
A t ampt s en v i r onm enta l s us t a i n ab i l i t y i n i t i a t i v es (2 01 1 ) Ma r ke t Wa t ch
R e t r i ev ed f r om h t tp w w wm ar ke tw a tch co ms to r y a t t - add s -b a t t e r y-
ch a r ge r - pa r t i a l l y- m ad e - f rom - r ecyc l ed - w a t e r - bo t t l e s - to -p ro d uc t - l i ne - up -
2 0 11 -1 1 -1 4
Atampt included in carbon disclosure projects carbon disclosure (2011) PR Newswire Retrieved
from h t t p ww w p rnew s wi r e com n ew s - r e l eas es a t t - i n c l ud ed - in - ca r bo n -
d i s c l os u r e - p ro j ec t s - ca r bo n -d i s c l os u r e - l e ade r sh i p - i nd ex - 10 3 44 09 94 h t ml
A t ampt i n c s ( t n ) q ua r t e r l y r ev en u e (20 1 1) T ho m so n R eu t e r s R e t r i ev ed
f r om h t tp w w w r eu t e r s com a r t i c l e 20 1 1 1 0 20 us - a t t -
i d USTR E 79J 2M H 20 1 11 02 0
A t ampt r ead i e s i t s s up p l y ch a in fo r t h e fu tu r e (2 01 1 ) AT ampT R e t r i ev ed
f r om h t tp w w w a t t com gen p r e s s -
r o om pid =48 00 ampcdv n =n ews ampn ews a r t i c l e i d =2 70 88
A t ampt s l im s do w n acce s so r y p ack ag i n g an no un ces n ew eco - f r i end l y
s t an da r ds fo r h an dse t s ( 20 10 ) AT ampT I n t e l l e c t ua l Pro p er t y R e t r i ev ed
f r om h t tp w w w a t t com gen p r e s s -
r o om pid =48 00 ampcdv n =n ews ampn ews a r t i c l e i d =3 05 99
T h e a t ampt t e ch no lo gy an d env i r on m ent aw a r ds p r o gr am (20 1 1) AT ampT
R e t r i ev ed f r om h t tp w w w a t t co m gen co rp o r a t e - c i t i z ens h i p p id =1 24 34
Atampt universal design policy adopted in 1998 background (2009) ATampT Retrieved from
h t t p w w w a t t co m gen gen e r a l p id =10 1 91
Blackburn W (2008) The sustainability handbook (p 378) Washington DC Environmental
Law Institute
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 23
C h ar t e r M e t a l Su p p l y ch a i n s t r a t egy ( 2 0 01 ) Th e S I GM A P ro j ec t
R e t r i ev ed f r om h t tp do cs go o gl e com v i ew er a=v ampq =cach e FG -
R FkS1 m ZsJ p ro j ec t s i gma co u k R n DSt r eams R D_s up p l y_ ch a in _s t r a t eg y p
d f +Th i s + r es ea rch +in v es t i ga t ed +t h e+eco n omi c +so c i a l +and +env i r on m ent a l
+ im p ac t s + in +s up p ly+ch a i n +m an agem en t amphl =en ampgl =us amppi d =b l amps r c i d =A D
G E ESj T6 j BY3 QR cz6 Bo u L_ p uT kP y_ h T1 Lw N Z7 G p 8 6 IT j f cb S g23 FaP u gP RC
9 tp 41 7x g9 A kx m -
O m YR HS HRS5 BY d6 ZY o 9m H B_ M Nb 6G 9 A XG R0 bN sNx x kU n voJ W1 Lb 6 n T
E Rv Zu 5_ 79 Zq T cyamp s i g=A H IE t bQ pW ZId T vG 2 Y - 9 Gj3 Ts v eK 2 h yC R Ig
C omm on i ns pec t io n a r eas fo r im pr ov em ent (2 01 1 ) L ea rn in g an d S k i l l s
I m pr o vem en t S er v i ce R e t r i ev ed f rom
h t t p w w w ex ce l l en cega t ewa y o r g u k p age a spx o =1 08 214
C omm un ica t io n (20 1 1) C om mu ni ca t i on Excerp t s f r om A us t r a l i an N ew
Z ea la nd S ta nd ar d 14 0 04 R e t r i ev ed f r om
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 09 68 f i l e s Su p p l em en t a l
Fo ld e r Com mEx er p t IS O 1 40 04 p d f
C on n ec t i n g p eo p l e an d bu s i n ess e s ( 201 1 ) M edi a K i t Su s t a i na b i l i t y
R e t r i ev ed f r om h t tp w w w a t t co m gen p r es s - r oo m pid =2 6 44
Environment ATampT Sustainability (2011) Retrieved from
h t t p w w w a t t co m gen co rp or a t e - c i t i z en sh i p p id =85 06
E n vi ro nm en t h ea l th an d s a fe t y ( eh amps ) m an agem ent s ys t em ( 20 11 ) A ampT
Ci t i z ens h i p EH S Re t r i ev ed f r om
h t t p do cs go o g le co mv i ew er a=v ampq=cach e wu w 3ib l2 eK 4J ww w a t t com
C omm on abo u t _u s c i t i z ens h i p EHS _Man agem en t pd f A TampT IS O 1 40 01 ndash
E n v i ro nm en t a l
M an agem ent amphl =en ampgl =us amppi d =b l ampsr c id =A D GE ESj BN bj X a3 j j s w hU Q v Fh
C dD A nf E A ag yIN n b lW MX MT cXx -
Q bR 3 BU1 ol j ikJ _ yq x f l f aG vb yD yl F l v 3 ah 3C ws hz fE br T Uj vY eM uf tD FtQ i G G 7
d D 9oR qt D IA s 4 vzSM gPt p Ax C0 rfW Bcamps i g=A H IE t bR Q NrZe5 o Tm nt sV g6 H Z
1 v G7 j rzC yw
Environmental sustainability (2011) ATampT Media Kit Sustainability Retrieved from
h t t p w w w a t t co m gen p r es s - r oom pid =26 4 4
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 24
Environmental sustainability commitment is based on three tenants (2011) ATampT
environmental sustainability Retrieved from h t tp ww w a t t com gen p re s s -
r o om pid =26 44
G e t t i n g s m ar t abo u t o u r su p p l y ch a in ( 2 01 1 ) M eet t h e P os s i b i l i t y
E con o m y 2 01 0 ATampT S u s ta i na b i l i t y R epo r t 74 R e t r i eved f rom
h t t p w w w a t t co mC om mo n ab ou t_ us f i l e s c s r _2 01 1 20 10 _CS R_R epo r t p
d f
G r een acco un t i n g a t a t ampt ( 20 06 ) Wi s t a En v i ro n men t A cco un t in g
R e t r i ev ed f r om
h t t p w w w wi t t s o rg E v a_ acc env _ acco u n t_ 5_ f eb0 6 wi s t a_ ev a_ aac_ cas es t
u d y h tm
Greenhouse gas emissions (2011) ATampT Retrieved from httpwwwattcomgencorporate-
citizenshippid=17895
Guidance on soci a l respons ib i l i t y co re subjects (2011) ENVR E -135
Discover ing our Socia l Respons ib i l i t i e s Ret r i eved f rom
ht tp m yex tens ion harvard edu i cb icb dokeyword=ex tampsubkeyword=k807
71amppageid=icb page427497amppageContent Id=icb pagecontent901687ampview=
viewdoampviewParam_di rector y=Supplementa l Folder
How developing cou nt r i es cont r ibu ted to i so 26000 (2011) ISO Ret r i eved
f rom
ht tp wwwi so o rg i so i so_ca ta loguemanagement_and_leadersh ip_s tandard
s soci a l_ respons ib i l i t y s r_news -and-
ar t i c l es s r_developing_count r ies_cont r ibut ion h tm
Iso 50001 energy management standard published (2011) Environmental Leader LLC
Retrieved from ht tp wwwenvi ronmenta l leader com201106 15 i so -50001-
energy-management -s tandard -publ i shed
I s o 1 4 03 1 E nv i r onm ent a l p e r fo rm an ce ev a lu a t io n (2 01 1) E NV R E -1 35
S us ta in ab i l i t y M e t r i c s R e t r i ev ed f ro m
h t t p m y ex t ens io n h a rv a rd ed u i cb i cb do ke yw o r d =ex tamps u bk e yw o r d =k8
0 7 71 ampp an e l = icb p ageco n ten t 90 17 21 r fo r um fo r um_ id =105 1 69 ampp age i d =i c
b page4 27 50 4 ampp ageC ont en t Id = i cb p ageco n t en t9 01 70 1 ampview =vi ew do ampv ie
w P aram_ di r ec to r y= S up p l em en t a l R ead in g Fo l d er
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 25
Is o 3 1 00 0 ndash r i sk man agem en t s t an d ar d (2 00 8 ) U ni ver s i t y o f Wa t e r lo o -
I n s t i t u t e f o r R i s k Res ear ch R e t r i ev ed f r om
h t t p do cs go o g le co mv i ew er a=v ampq=cach e yS f Ml jv D_eYJ w ww i r r -
n e r am ca p d f_ f i l e s IS O 2 0 31 00 0 p df IS O 3 1 00 0 ndash R i s k m an agem ent
O v e rs p en d i n g D el ays N o n com pl i an ce w i t h po l i c i es an d
r egu l a t i on s amphl =enampgl =u s amppid =b l amps rc i d =A D GE ES hR1P4J uW H eP aBS 5x sG
9x V rSY 3 Ow bE V Qz8 8 nA gs g_S 5 Yd Qo rFa1 e f w B6 yQ 7 z u rh hRW H LT U 4 a7G G
_ Em _ c5 Y 0ms hRu yU B_ 4j Q5 T viM IBp h 4 9s 5x J ipbW _Rh lzM B3W 8M -
T pm iT hQ b A amps i g=A H IE t b Q O QM i Zi V9 ycC D aPP cUh fo LE w z_ - w
K ap l an J W a ys to g r een yo u r s up p l y ch a in (2 00 9 ) E cop r en eur i s t
R e t r i ev ed f r om h t tp e cop r en eu r i s t co m 20 09 10 1 3 5 - wa ys - t o - g r e e n -
yo u r - s u pp l y- ch a i n
K e y p e r f o rm an ce in d i ca t o r s (2 01 1 ) 2 0 10 AT ampT S u s ta ina b i l i t y R epor t
R e t r i ev ed f r om
h t t p w w w a t t co mC om mo n ab ou t_ us f i l e s c s r _2 01 1 20 10 _CS R_R epo r t p
d f
M ate r i a l i t y m a t r ix ( 20 11 ) F or d su s ta in ab i l i t y r epo r t 20 1 0 2 01 1
R e t r i ev ed f r om h t tp co rp or a t e fo r d co mm i cr os i t es su s t a i n ab i l i t y - r ep o r t -
2 0 10 -1 1 i s s u es -m ate r i a l i t y - m a t r ix
Meet the possibility economy (2011) 2010 ATampT Sustainability Report Retrieved from
h t t p do cs go o g le co mv i ew er a=v ampq=cach e zx e4 t N v7 AJ MJ w w w a t t com
C om mo n ab ou t_ us f i l e s c s r _2 01 1 20 10 _CS R_R epo r t p d f+a t 2 6t +sus t a in a
b i l i t y+ r ep o r t +2 01 0amph l =en ampgl =us amppi d=b l amps r c i d =AD G EES g6 yD k G G u ZC4
A O b0 P1 gPh 2 rm YYG D _ GPWU u Fn_ eP 6W_ r 0 ix 0 E6j 29 L1 v ReF l 5 De l r FFN 9 Fb
m 8S Nh 4T L_ X i 0_ r f8 8 f LZBh 8 t G 5 cG G 5N gk H -
b f G F5i Vw CQ kx H etG M U GA C gA cG D qcA Zamps i g=A H IE t b T U3 V _ aJ ow 9P aQ t a
h O egU bPlPx -S w
Monitoring supplier performance and providing feedback (2011) TI Retrieved from
h t t p w w w t i comco r p d o cs com p an y c i t i z en e sh s c r e l a t i on sh ip sh tml
M ot otrade w 23 3 r en ew no w av a i l ab l e f ro m t - mo b i l e u sa ( 20 0 9) T - M obi l e
U S A In c R e t r i ev ed f rom h t tp w w w t -
m ob i l e com comp an y P r e s sR e l ea se s_A r t i c l e aspx as se tN am e=P rs _Pr s_ 20 0
9 0 20 5 ampt i t l e=M OTO W 23 3 R en ew Now Av a i l ab l e F ro m T - Mo bi l e USA
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 26
Networking for sustainability (2010) ATampT Intellectual Property Retrieved from
h t t p w w w a t t co m gen p r es s - r oom pid =26 44
N ev es L e t a l ( 200 8 ) Repo r t s um mary 8 amp9 S M ART 2 02 0 En ab l in g th e
l ow car bo n econ omy in t h e i n fo r mat ion ag e R e t r i ev ed f ro m
h t t p do cs go o g le co mv i ew er a=v ampq=cach e wi bRo E OJ Vn QJ ww w ges i o r
g Li n k Cl i ck a spx 3 Ff i l e t i ck e t 3 D cOA r p r Yn XWY 25 3D 2 6t ab id 3 D 60
+SM AR T +2 02 0 E2 80 93 +Ben ef i t s+ i n c lu d e+in c r eas ed+em plo yee+p r o d
u c t iv i t y + i n cr ea s ed+co l l ab o ra t i on +acce l e r a t ed +d ec i s io n -
m ak in g+an d +r edu ced +d ep end en c y+o n +p h ys i ca l + t r ave l amph l =en ampgl =us amppi d
=b l amps r c i d =AD G EESj T Fi 7 fWY Lr 4 4 a r Aw K 4b N U fMx 8 Mi wis lp j w yFM 4 m Nl Z
t aS D aBV QmT Y n eLX BF7 cW b Y yU E f u Vrx esA N kW8u H rC 3qA sP X BTM 6 c5 A
A D Pu 9SA 5 L6 O G 19L2 IFb T E 5Sz pv r dCR q9 O Zl6 qJ amps i g=AH IE t bS h lW Bu du F
z AO K 5b qauP a8 f yo O 3 cQ
N o rm and S amp M ora l es R ( 20 10 ) T e l eco mmu ni ca t io ns in a s i a
R esp on s i b l e R es earch Re t r i ev ed f ro m
h t t p do cs go o g le co mv i ew er a=v amp q=cach e ju LX d u eY TS IJ w w w r es po ns
i b l e r es ea r ch com Te l eco mm uni ca t io ns_ in _ As i a__ _ Is s u es_ f o r_R esp on s ib l e
_ In v es to r s_ __ Ex ecu t i ve_S umm ar y p d f T e l ecomm uni ca t ion s in A s i a
R esp ons ib l e R es ea rch i s an i nd ep en den t p ro v id e r o f s ec to r a l an d th em a t i c
A s i an
en v i ro nm ent amph l =en ampgl =us amppi d =b l ampsr c id =A D GE ESi yM k l 5 ZecW Io p O O 5C
j iG V b7 N Iq I0 P 3 i j Z5 o 9rx LQ h Y ZY 0 vw sK n j yE D 7 zzs 5z6 w yp ao6W 31 p GT kw E
h d wv BT ILl d k ym k M b Do 5w q N evPm gqZo 9 _ O Alp lMt h2 l0 g l J d Q ekJ t pRY eU Iamp
s i g=A H IE t bR3 CSi _D f c f 9 Bt Q5 Bq 5Q crK 4 nG k0 A
O p er a t i on s a r e t h e ldquoac t i v i t i e s rdquo (2 01 1) Ma in s t r eam in g Sus ta i n ab i l i t y
R e t r i ev ed f r om
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 09 95 f i l e s Ch p t 10S t ra t eg y p d f
P a r t r i d ge K e t a l ( 2 00 5 ) S t ak eho ld er r es ea r ch Th e S t akeh o l de r
E n ga gem en t M an ua l R e t r i ev ed f rom
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c9 3 10 41 f i l e s Su p p l em en t a l
R ead in g Fo l d er fo r W eek 5 A ccou n t ab i l i t y S t ak eh o l d er Vo l 1 pd f
Pojasek R ADRI Scoring (2009)Adri scoring of leading indicators Environmental Quality
Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 27
Pojasek R Corporate sustainability footprint (2011) Mainstreaming Sustainability Retrieved
from httpisitesharvardedufsdocsicbtopic930967filesChapter4SustFootprintpdf
Pojasek R amp Farver S Discover ing our economic respons ib i l i t i es (2011)
Mains treaming Sus ta inabi l i t y Ret r ieved f rom
ht tp m yex tens ion harvard edu i cb icb dokeyword=ex tampsubkeyword=k807
71amppageid=icb page427498 amppageContent Id=icb pagecontent901699ampview=
viewdoampviewParam_di rector y=Supplementa l Folder
(2011) What does scalability mean Investopedia ULC Retrieved from
httpwwwinvestopediacomtermssscalabilityasp
Pojasek R amp Farver S Envr e-135 leading indicators (2011) Corporate sustainability strategy
Retrieved from
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 09 81 f i l e s E1 3 5Po j a s ek Ho u r2
S t r a t eg yO c t 2 4 p d f
Pojasek R Envr e-135 Sustainability reporting (2009) Mainstreaming Sustainability
Retrieved from
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 10 01 f i l e s Ch p t 16 Repo r t in g pd
f
Pojasek R amp Farver S Identifying and engaging key stakeholders (2011) Mainstreaming
Sustainability Retrieved from
httpmyextensionharvardeduicbicbdokeyword=extampsubkeyword=k80771amppageid=icbpag
e427495
Pojasek R amp Farver S Important economic considerations (2011) Economic responsibility and
operationalizing corporate sustainability strategy Retrieved from
httpdocsgooglecomviewera=vampq=cacheIOdMb-
I1hRsJisitesharvardedufsdocsicbtopic849748filesOct18PojasekHour2pdf Is risk part of
corporate sustainability strategy Robert
Pojasekamphl=enampgl=usamppid=blampsrcid=ADGEESgx1NqcCcopU0SLiQrosDnLz5x74I3rTWG4K
GD9IR6qzkqFzRC4LS1OySGIfHHbRfUs_VMMn63bT7CMFQEqzB5KoYYroa7e5PXKin_W-
0AQ8_8AQM9skANdvKbk9hyiOIwl4pxKampsig=AHIEtbS-
O3zHn1Dx9H_M9WTuEEFlhMuCYw
Pojasek R amp Farver S Mainstreaming sustainability (2011) 1 ed Vol 1 p 162 Woody
Creek CO Mainstreaming Sustainability
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 28
Pojasek R amp Farver S Product perspective (2011) Mainstreaming Sustainability 6 Retrieved
from
h t t p i s i t e s h a rv a rd ed u f s d o c s i cb to p i c93 09 73 f i l e s Ch p t 13S up p l yC h a in
p df
Pojasek R amp Farver S Sustainability requirements for communications (2011) Mainstreaming
Sustainability Retrieved from
httpisitesharvardedufsdocsicbtopic930968filesChpt12Communicationpdf
Pojasek R Improve infuse integrate (2007) Introducing ISO 14001 III Retrieved from
httpisitesharvardedufsdocsicbtopic931012filesSupplemental Reading Folder for Week
10ISO 14001 Enhancedpdf
Pojasek R Is your integrated management system really integrated (2006) Environmental
Quality Management Retrieved from
httpisitesharvardedufsdocsicbtopic931012filesSupplemental Reading Folder for Week
10Integrated MS Really Integratedpdf
Pojasek R Lagging indicators (2009) Environmental Quality Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
Pojasek R leading indicators Understanding leading indicators (2009) Environmental Quality
Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
Pojasek RUsing Leading Using leading indicators properly (2009) Environmental Quality
Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 29
Pojasek R Sustainability reporting reviews and assurance (2009) Sustainability Reporting
Retrieved from
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 10 01 f i l e s Ch p t 16 Repo r t in g pd
f
Productservice differentiation (2011) EzineArticlescom Retrieved from
h t t p ez in ea r t i c l e s com Co rp o r a t e -Su s t a i n ab i l i t y - S t r a t eg y- - - T o p - Fi v e -
R eas on s -Wh y- Y o u -N eed - On eampid =1 73 61 0 7
Product stewardship (2011) ATampT Retrieved from httpwwwattcomgencorporate-
citizenshippid=17914
Programs implementing management system elements (2010) ATampT Environment Health and
Safety Management System Retrieved from
Policy and practice 2011report card on banks and mountaintop removal (2011) Rainforest
action network 5 Retrieved from
httpdocsgooglecomviewera=vampq=cacheznZFoDiTQ_0Jranorgnode2602 2011Report
Card on Banks and Mountaintop
Removalamphl=enampgl=usamppid=blampsrcid=ADGEESiGYaCcDf0sYT657_WMylU-
AzBvwDWdvKoDUF5Lez-KtWO9YhejdYwACsq-6CXAbxzbAmTyUajNjjNni03M0EauGnzt-
EA_hYjdHzEPd8YpJDHkPenRn3ntYTqLuOiNAUICUlTKampsig=AHIEtbRF10DajUTOCRYda
pnhO3rnT1vwEQ
Quadir JCorporate sustainability strategy - top five reasons why you need one (2011)
EzineArticles Retrieved from httpezinearticlescomCorporate-Sustainability-Strategy---Top-
Five-Reasons-Why-You-Need-Oneampid=1736107
(2011) What does scalability mean Investopedia ULC Retrieved from
httpwwwinvestopediacomtermssscalabilityasp
Six focus areas (2010) ATampT Citizenship and Sustainability Report Retrieved from
httpwwwsocialfundscomsharedreports1308027026_ATT_2009_CitizenshipSustainabilityR
eportpdf
Social responsibility report (2006) Corporate Research Center Retrieved from
h t t p w w w so c i a l fu n ds com cs r p r o f i l e cg i id =1 8
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 30
Sprint establishes first-in-industry product stewardship policy (2011) TriplePundit Retrieved
from httpwwwtriplepunditcom201105sprint-establishes-first-industry-product-stewardship-
policy
Sprint recycle (2011) Sprint Retrieved from
httpwwwsprintcomresponsibilitycommunities_acrosseco_opshtml
(2009) Supply chain revolutionary atampt leads procurement zone adoption TechTarget
Retrieved from h t t p s ea r ch t e l ecom t ech ta r ge t co m t i p S up p l y - ch a i n -
r ev o lu t i on a r y- A T T - l ead s -p ro cu r em en t - zo n e - ado p t i on
Strategic materiality assesment (2011) 2010 ATampT Sustainability Report Retrieved from
httpdocsgooglecomviewera=vampq=cacheFiS_bp4ePaMJwwwattcomCommonabout_usf
ilescsr_2011ATT_2010_strategic_materiality_assessmentpdf Hazardous waste reduction
ATampTamphl=enampgl=usamppid=blampsrcid=ADGEESic8Uk_3kx9gSsNQ2sSwVb7O-
lrCDiSrJS9KmI06W8qbqk8t15CI8l2s06D7uz0_edt5ul1NsFCjFzyj7u-5EB1B7PL-
SD4vb6eDMnw1eCC9FtS7Zn4-
tzdiwG_CBvQZ_lXVySRampsig=AHIEtbShU1fUgNQtQdilp4HdvkvjJjX-EQ
Supplier quality (2011) ATampT Retrieved from httpwwwattsupplierscom
Sustainable development a business definition (2007) Business strategies for sustainable
development Retrieved from
httpdocsgooglecomviewera=vampq=cachebSBLJLGuMgcJwwwiisdorgbusinesspdfbusin
ess_strategypdf Incorporating the recommended steps to a sustainable
futureamphl=enampgl=usamppid=blampsrcid=ADGEESjGotAq8rNBuHjBrsbzQMroUOfuJDVipoB7_ks
qdmiaRduq0ieJzyPUe7A9K8kCqPIjZZI9YRdVBWvP2if5Cq4pS1cvG2NX_02rKxqnfkJG8Zm1
D1AKKeLdBdeTzvMr05OithF1ampsig=AHIEtbQC4qGc2VrGdk1PsR7hIVbO3zcCOg
(2011) Training and awareness Sprint Retrieved from
httpwwwsprintcomresponsibilityouroperationsenvironmentalpolicyhtml
Vision statement (2011) ATampT sustainability vision Retrieved from
h t t p do cs go o g le co mv i ew er a=v ampq=cach e _S4 r OP 5U lw IJ w ww a t t co m
C omm on abo u t _u s f i l e s p d f cs r _p ape r_ p o l i cy p d f +A T 26 T +s us t a in ab i l i t y
+v i s i on amphl =en ampgl=u s amppid =b l amps r c id=A D G EES gH 0 -
4 f v NQJ Q s OY oY D 8L_ 0 D H gp u cT pa -
LcG cQ Q B yO _ l Cb u lb 2 Vt Um FX r a7 N V52 6 TK X r rD h w3l 8 f9 -
p gH F4 j in h KA f k gRQ P5 oC BMX 8 XA f Gs LIE J K f Rzh LZE k E aC s gOM Fw Q7 X f5
aJ amps i g=A H IE t b T yO smx D3j Crx 3 G 5w g6J l k LC 3 bpx A
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 31
What are the g3 guidelines (2011) Global reporting initiative Retrieved from
httpwwwglobalreportingorgreportingframeworkg3guidelines
Workforce inclusion (2007) Social Responsibility Report Retrieved from
httpdocsgooglecomviewera=vampq=cacheo_6Rwfb4lBsJwwwattcomCommonfilespdf3
30938_ATTcsr_0623pdf ATampT reinforce the commitment to a
socialamphl=enampgl=usamppid=blampsrcid=ADGEESjQalPiV_TGsaNvqmVBhqfnqytuxjvKhQIEmkG
z_N_3tGEojkaKirI-bMpPR-7Y4KrKSXMmYHlPDbF_qBxUc2g7lAw6tmPdP5jhM-
cEQNyp0Pd8kvqmW9YRqotX_heXs2Vv6dgXampsig=AHIEtbReQdWTz60fpWqKNiSTGukJcB
ET5g
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 9
responsibility has a global context that needs to be implemented without borders and ATampT can
definitely benefit from implementing those great ideas into action from a leadership stand point
The company has operations worldwide and interexchange business in developed and developing
countries providing a great opportunity to become a pioneer in that respect and ISO 2600 can
provide the necessary framework to accomplish that ldquoISO implemented the principle of
twinning (twin leadership between a developed and developing country) in the ISO Working
Group on Social Responsibility (ISOWG SR) to a greater extent than had yet been carried out in
a any ISO standards development group This meant that not only the WG but also each sub-
working group and any other group that was established was headed by representatives of
developing countries and developed countries on an equitable basisrdquo (How developing
countries 2011) This provides the open doors to get involved internationally with a framework
that is highly effective in a global context and leads to a meaningful participation among the
parties involved ISO 2600 help to identify relevant issues and to set its priorities The following
core subjects should be addressed
a) Organizational governance b) Human rights c) Labour practices d) The environment e) Fair
operating practices f) Consumer issues g) Community involvement and development (Guidance
on social 2011)
33 Economic Responsibility
ldquoEconomic responsibility relates to an organizationrsquos impact on the economic wellbeing of its
stakeholders The direct impacts of economic responsibility are measured as monetary flows
between the organization and its stakeholder groupsrdquo (ldquoPojasek R amp Farver Srdquo 2011) ATampT
economic responsibility is addressed by their financial report filed with the US Securities and
Exchange Commission It also identifies resources materials and safety regulation with the
actions taken by the Executive Environmental Council (EEC) This council receives updates on
compliance to minimize risk to the corporation Moreover the EHampS Leadership team in
collaboration with the Legal Department evaluates EHampS programs (based on data collected
from reviews audits new regulatory requirements etc) and develops strategies and plans to
improve the management system and compliance programs as part of the organizational goals
and EHampS plans reducing risk and minimizing operation deficiency ( A t ampt en v i r onm ent
h ea l th 2 01 0 )
The company has been experience a decade long profitability with estimated revenue o f $3148
billion for Q3 2011 The company also added 319000 subscribers in that quarter compared with
the median expectation for 311000 from nine analysts contacted by Reuters (Atampt incs (tn)
2011) The organization used to be the only US carrier to sell the most popular mobile device in
recent memory the iPhone ldquoATampT today announced it activated more than 1 million iPhone
4Srsquo as of Tuesday (Oct 18 2011) making it the most successful iPhone launch in the companyrsquos
historyrdquo (Atampt activates one 2011) This device alone made the company millions of dollars
in revenue by far and even though the phone is carried by other competitors now the iPhone still
is a mega player among the companyrsquos smart phones Nevertheless risk plays an important role
in economic responsibility strategy ldquoReduction of risk is a key part of an organizationrsquos
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 10
economic responsibilityrdquo (Pojasek R amp Farver S 2011) There are several improvements in this
area that ATampT can aggressively focus
331 Better Management of Business Risks
The company needs to remain competitive operating in a global marketplace and the importance
of anticipating managing and responding to business risks has become crucial If the corporate
sustainability system incorporates a management team to determine minimize and ensure that
potential risks and liabilities are accounted parallel with the companys entire value chain
decreasing the severity of those risks and even achieving preferred status for financing and
insurance in the process it will benefit and maximize the utility of the system itself (Quadir
2011) Implementing and utilizing ISO 31000 ndash Risk management can drastically improve the
business operation and its corporate sustainability strategy as a toolbox that carries many benefits
(Iso 31000 ndash 2008)
Using this Standard ATampT might focus in the following
Overspending
Delays
Non compliance with policies and regulations
(Iso 31000 ndash 2008)
ATampT has Scalability ndash flexible solutions from low-cost equipment moves to fully-managed no-
downtime transitions which is characteristic of a system model or function that describes its
capability to cope and perform under an increased or expanding workload (What does
scalability 2011) This system can reduce risk and interference as well as i ncreasing
efficiencies and savings but it is mostly used in Internet Data Center Relocations and the
company doesnrsquot include it in a comprehensive sustainability program Therefore implementing
the tools available from ISO 31000 will minimize the ldquobadrdquo risks to maximize the companyrsquos
value and competitive advantage
34 Corporate Sustainability Strategy
The corporationrsquos sustainability strategy shows a consistent direction and currently highlights
three elements Fleet Investments Business Solution to e-Waste and Measuring Electricity
Consumption but the strategy does not stop there Even ATampTrsquos community outreach efforts
focus on causes such as technology training in schools with high dropout rates which has social
connotations (Atampt aligning business 2011) While ATampT is currently taking in hand the
ever-changing business challenges with a strategic approach the company is not addressing the
environmental social and economic impacts of all its activities products and services to
determine the organizationrsquos impact ldquoManagement system planning efforts involve identifying
ALL of the activities and determining their impacts on the environmental social and economic
elements of the sustainability programrdquo (Operations are the 2011) Although the companyrsquos
sustainability strategy is walking a positive path the following suggestions will enhance the
already implemented plan for the long term
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 11
341 ProductService Differentiation
Increasing the market share of the organization is a goal of any business venture that carries
many risks and strategic plans with a long term business model ATampT has a large variety of cell
phone devices that are popular and efficient in regards of services effectiveness as well as
innovation The company needs to focus in environmentally and socially responsible products
that will gain a new loyal customer base to solidify growth Consumers want to feel good about
the products and service the buy therefore customers demand for new products will vault to
new dimensions with high expectations on the devices offered Innovating and re-engineering
present devices to sustainable services is crucial to adapt to the new changes in the marketplace
Presenting new cell phones with environmentally friendly materials can provide a competitive
advantage that will differentiate the company from competitors and produce high return on
investment (Productservice differentiation 2011)
Alliances and business deals with manufactures are important to consolidate the production and
distribution of ldquoe-Phonesrdquo These devices are made of recycled products and offered to
consumers for a reasonable competitive price in todayrsquos market ldquoT-Mobile USA Inc and
Motorola today announced the retail availability of the MOTO W233 Renew the ideal mobile
phone for eco-conscious consumers A first of its kind and initially exclusive to only T-Mobilereg
customers the plastic phone housing for the Renew is comprised of recycled water bottles and is
entirely recyclablerdquo (Mototrade w233 renew 2009) The T-Mobile phone can be a predecessor
of a new wave of renewable devices that can attract the consumerrsquos interest and if ATampT adapt a
policy of developing this type of devices and make them marketable the company will expand
its market share wisely and efficiently
342 Product Stewardship Policy
ATampT needs to implement a policy of product stewardship to make sure all those involved in the
life cycle of its products and services are accountable for the environmental impact it causes To
assure of that policy implementation the company should have the following objectives
The company will collect 100 of its electronic waste for reuse and recycling
For every 10 phones the company sells ATampT guarantee to collect 9 phones for reuse or
recycling
ATampT will require its vendorssuppliers and manufacturers to meet the companyrsquos
certification requirements by 2013
All ATampT-branded electronics should meet the companyrsquos scorecard criteria for
environmental design
The company should be committed to procuring 10 of its energy needs from
renewables on a realistic time frame goal
Required its vendors to supply more eco-friendly devices
The company should work with a several environmental organizations to hash out issues
including the reduction of its carbon footprint and improving productsrsquo designndashwith the
recycling devices at the forefront of ATampTrsquos efforts (Sprint establishes first-in-industry
2011)
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 12
Telecommunication companies have never placed a policy of this magnitude before until Sprint
published it this year Sprint is so far the only wireless carrier to have a stewardship policy that
set the standards for the industry ldquoTo clearly state Sprintrsquos pledge to responsibly address
electronic waste (e-waste) we have published an Electronics Stewardship Policy A first for the
telecommunications industry this policy outlines how Sprint is focusing on the full lifecycle of
the electronics we buy and sellrdquo (Sprint recycle 2011) Sprint is a leader in that regards and
exemplifies a business action that ATampT can follow and subsequently establish a common
denominator among the wireless industry players
35 Corporate Sustainability Management System
ATampT developed a combined Environment Health and Safety (EHampS) Management System
which is designed to use elements of ISO 14001 EMS standard and applies to Environment
Health and Safety Programs ATampT does not maintain external registrations or certifications
with external registrars for this management system ( Atampt environment health 2010) ATampT
has been utilizing ISO 14001 Standard since 1997 as an important framework in the decision-
making process to face the corporate environmental issues a global company faces in todayrsquos
business climate Integrating ISO 14001 program with the quality management system (ISO
90012000) andor with an occupational health and safety management system such as OHSAS
18001 ANSI Z-10 or the United States Occupational Safety and Health Administrationrsquos
Voluntary Protection Program can create value and establish a comprehensive business model
for the organization (Pojasek 2007) The following chart represents the companyrsquos program
implementing management systems elements
ATampT Environment Health and Safety Management System ISO 14001 EMS Elements
Evaluation of Environmental Aspects The EHampS leadership team consults periodically
with the Legal Department to discuss future programs and risks regarding compliance
programs
Legal and Other Requirements EHampS Technical Support directs the EHampS ldquolegregrdquo
process which tracks and evaluates new and proposed regulation and legislation
Objectives and Targets the EHampS Leadership team develops the objectives and targets for
the EHampS organization as part of ATampTrsquos performance management program ldquoe-
performancerdquo Progress towards achievement of goals is evaluated quarterly by EHampS
associates and supervisors
EMS program Each business unit has an EHampS Plan Target document through which it
implements key business unites and partners-specific requirements and responsibilities
Chart (Programs implementing management 2010)
In 2008 the US Addendum to the Global e-Sustainability Initiative (GeSI) sponsored study
SMART 2020 Enabling the Low Carbon Economy in the Information Age estimated that ICT-
enabled solutions could cut annual CO2 emissions in the US by up to 22 percent in 2020 This
translates to gross energy and fuel savings of as much as $240 billion annually Therefore
ATampT outlined the opportunity to deter its emission through this comprehensive report that
highlights the issues and present practical solutions to the information and communication
technology businesses ( Connecting people and 2011)
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 13
The prior statement shows a commitment by the organization to develop programs that follow
the guidance of SMART 2020 report Although ATampT highlights the benefits of meeting
compliance of the standard ISO 14001 and other EHampS programs the implementation of such
programs is still lagging Consequently the following recommendation can be implemented to
enhance the existing program and develop new frameworks to improve in those areas that are
emphasized in the SMART 2020 report
The CO2e reduction potential of ICT industry solutions is examined across four key usage areas
Smart Workplaces Combines innovative video audio and interactive elements to create a
unique virtual presence over the network mdash giving users an immersive in-person experience
Smart Data Centers ldquoThin clientrdquo hardwaresoftware solution allows employees to access full
desktop and file system from any location with secure encrypted 2-way transmission and no
physical storage of data on the employee device Flexible telephony system (provided by Access
Line) allows routing of phone calls to any location desired
Smart Transportation Reduction in Carbon emissions from personal vehicles
Decrease in the traffic load on the road system
Provides incentives for individuals to use more efficient forms of transportation
Encourages a modal shift from privatepersonal transportation to public transport services
Smart Electric Grids Reducing waste generation and improving process efficiencies in its
semiconductor manufacturing operations In order to achieve water and energy savings which
resulted in reduction in associated CO2 emissions the company brought together the following
components
Smart Water amp Electrical Grid
Statistical Process Control
Peak Power Management
Effective use of sensor data
ISO 14001 Compliance
Lean Manufacturing Tools
Employee Participation amp Awareness
Chart amp text (Neves L et al 2008)
The benefits of implementing effectively the guidance developed by The Climate Group in
partnership with the GeSI ldquoSMART 2020 Enabling the Low Carbon Economy in the
Information Agerdquo can be envisioned through increased speed decision-making and improved
employee productivity Nevertheless it also minimizes dependency in physical travel efficiently
maximizes road networks and mitigates traffic carrying capacity (Neves L et al 2008)
36 Internal and External Communication
ldquoAn organization should establish implement and maintain procedures for communicating
internally and externally on its environmental policy performance or other information based on
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 14
its own needs and the needs of interested partiesrdquo (Communication 2011) ATampT utilizes its
website online communication posting financial results product services sustainability and
regulatory reports and environmental footprint of the company that are available worldwide to
communicate with the interested parties about the companyrsquos overall performance Taking in
consideration that AampT is a global corporation and it is under constant scrutiny of their
environmental and social policies and performance they are putting in practice a consistent and
effective method to communicate internally and externally
The company emphasis the successes of their approach among employees and management team
using telepresence rooms that help enable ATampT employees to communicate internally as well
as with business associates The fully managed ATampT Telepresence Solution present face to face
interactions with the parties involved that generate collaboration between companies and
employees suppliers partners and customers in an efficient way Cost-savings procedures and
reliability are among the main points for this internal communication and demonstrate how the
company is a pioneer in transforming the business process increasing productivity (Atampt
announces new 2010)
Effective external environmental communications are extremely important in fostering mutually
affirming and respectful relationships with the regionrsquos associates Therefore the following
highlighted factors are areas for ATampT to improve
ldquoIneffective communication with employers
Weak links between on- and off-the-job training
Insufficient involvements of employersrdquo (ldquoCommon inspection areas 2011)
Global organizations have the tendency to spread out external communication via website posts
online marketing tools and relations with shareholders However ATampT lacks of an effective
external communication tool because the company does not effectively emphasis the investors
relations and a coordinated public relationrsquos approach An important component of
communication is the one placed with parties outside of the organization This external
communication may be coordinated by public relations investor relations and marketing The
leadership team has to be engaged in this role in a two way dialog structure (Pojasek R amp Farver
S 2011) Then ATampT needs to take an aggressive approach toward public relations and its
subsequent external communications effectiveness to salvage the ongoing connection needed to
efficiently affirming the relationship with partners in the public and private sectors
37 Supply Chain Management
As a global corporation ATampT economic social and environmental impact goes beyond their
operations The materials used from which the companyrsquos products and services are sourced are
just the beginning in searching for the quality and nature of such materials ATampT has been
working steady in implementing diversity and environmental awareness in their supply chain and
leading to actions to be more proactive The organization has engaged their suppliers with
Supplier Citizenship and Sustainability survey (2009 and 2010) This survey included key
questions about energy consumption efficiency environmental protection health and safety
labor rights ethics confidentiality and water usage (Getting smart about 2011) This particular
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 15
method had helped ATampT in understanding and react positively to sustainable business practices
in its supply chain Because suppliers action can be detrimental to an extent that can affect the
main business and its operations encouraging suppliers to measure and disclose emissions
information can determine the quality and business environment ATampT is currently working and
the company will be able to understand and minimize risks as well as identify opportunities
Partnering with the 2011 Carbon Disclosure Project (CDP) Supply Chain Initiative will lead to
transparency and accountability in the supply chain (Getting smart about 2011)
Furthermore ATampT has established its new Domain Supplier Program and as a result the
chosen vendors will be responsible for a lot more than their own products in terms of the
amalgamation and operations management of network equipment and software solutions
Additionally marketing retail channels and online sales integrate the chain One area where to
focus could be suppliersrsquo accountability for delivering environmental friendly non-virgin
materials ( A t ampt r ead ie s i t s 2 01 1 ) The company has created an efficient management
department that engages with parties involved in the supply chain operations efficiency program
Supplier Quality Management is responsible for working with Stakeholders and Suppliers to
assure ATampT receives world-class products and services It is based from the global
telecommunications TL 9000 requirements as well as good business practice and helps evaluate
the effectiveness of quality implementation and improvement programs This quality
management system is designed to meet quality standards of the global communication industry
and it is built from the ISO 9001 and the eight quality principles aiming directly to the
telecommunication industry (Supplier quality 2011) ISO 9001Standard provides a solid
guidance and strong procedures that achieve consistency to the management program ldquoA quality
management system (eg ISO 9001) provides us with a tool to track where all the parts
components andor constituents come from This is called product traceabilityrdquo (ldquoPojasek R amp
Farver S productrdquo 2011)
ATampT is conducting a fair method of supply chain management but there are several factors of
that program that needs to improve Corporations around the world are trying to have
sustainability initiatives in their supply chain management simply because of meeting established
regulations or because it can have a positive impact on their customerrsquos base giving the
company a competitive advantage There are four good supply chain strategies that can be used
to reduce waste and considering ATampT has a global outreach it can make a difference in their
operations and create a cost-savings strategy as well as deterring their environmental footprint
(Kaplan 2009)
Nearsourcing Sourcing internationally from Mexico or Latin America as opposed to Asia can
be a good start to minimize transportation costs that subsequently leads to large amounts of CO2
emissions due to fossil fuels consumption It also establishes a strong cooperation of the
Americas that can integrate collaboration in technological advances and environmental
stewardship emphasizing ethics that embody responsible planning and management of resources
(Kaplan 2009)
Ship to point-of-use Shipping or transporting raw materials to the assembly line for production
is a strategy that can be utilized in the telecommunicationrsquo sector Protective packaging costs are
reduced with this strategy as well as transportationrsquos expenditure (Kaplan 2009)
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 16
Green procurement guidelines ISO 9001 can be a framework to be utilized and ATampT has
already implemented it However establishing supply chain criteria for materials products
packaging systems and logistics will drastically improve their supply chain management
Obtaining better deals with suppliers is an immediate benefit Furthermore it helps avoiding
ldquonon greenrdquo contracts and purchasing Leveraging the spending information can provide savings
and a long term business relationship with suppliers (Kaplan 2009)
Supplier environmental performance Certification to ISO 14001 a support for ACORN
programme to encourage local businesses to incorporate sustainability into their business model
requirements for all contractors to undergo environmental health and safety training and product
suppliers need to be required to meet ATampT internal standards for banned and restricted toxic
substances as mobile phones parts and accessories carry a large amount of toxic waste (Charter
M et al 2001)
38 Product Design Marketing and Stewardship
Product Design The Company has a program that has been established since 2001 to get
actively involved and subsequently listening to their customers throughout the design process
This particular process amalgamates the need to focus in incorporating less toxic components as
well as recycled parts affecting the design of those products and therefore changing the way they
are marketed (Atampt universal design 2009) ATampT is applying ldquogreen accountingrdquo throughout
the organization to avoid potential environmental liabilities but also it helps in reducing costs
deterring the environmental impact of products and lay out a steady product design program with
the customer in mind The manufacture of each product carries an environmental cost that
consequently impacts the product design and its marketing approach Acquiring environmental
cost data provides the company to make decisions that is in harmony with the environment and
the business model (Green accounting at 2006)
Marketing The marketing campaign focuses in the transition to smaller and more eco-friendly
packaging for the wireless device accessories it sells to the public In addition ATampT unveiled
requirements for manufacturers of mobile phones to reduce the environmental impact of future
handsets ATampT website focuses on educating the consumers about their products with an
environmental conscience approach that attracts certain demographic groups particular a mid to
high level incomes that have the propensity of consuming high-end phones Many of those
phones come with a universal charger that translates into a single charger providing energy
efficiency usage (Atampt slims down 2010)
Stewardship Reusing and recycling mobile devices has become a priority for ATampT and last
year the company has collected more than 37 million phones These numbers reflect a decline in
the amount of recycled phones from 2009 Nonetheless batteries and other accessories account
for much of the toxic materials dump in fields therefore the organization has collected 18
million pounds of those items (Atampts environmental sustainability 2011)
ATampT is still struggling to spread out the message for customers to become environmentally
friendly and reuserecycle their devices Drop-off bins were placed in numerous locations across
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 17
the country and prepaid labels for shipping recycled phones is available However ATampT needs
to establish a solid recycling program in every store and train the proper retail associates to
efficiently implement those green initiatives (Product stewardship 2011) As an improvement to
the already established programs ATampT can train its existing retail employees and any other
workforce that makes a direct or indirect impact to the environment through an online learning
management system That action will assure to educate the workforce to maximize the
environmental stewardship approach the company wants to achieve (Training and awareness
2011)
40 RESULTS
41 Outcomes
The telecommunications sector represent a vast a diverse force group of companies that globally
generates revenues of approximately 37 billion as of 2009 (Normand S amp Morales R 2010)
and it keeps increasing due to a high market demand and necessities of communication on a
personal and business level alike Innovation plays a big role in the industry and that will be
crucial for ATampT to outcome business risks and deter its environmental impact which is closely
related to the performance of its sustainability management system ATampT implemented its SMS
and added a steady sustainability approach to business since 1995 although it was placed with
inconsequential steps in the first years of inception The implementation of ISO Standards can
lead to a sustainable management system that has already solid roots as it was presented in this
paper and could impel its SMS to a leadership position ldquoFor most organizations the path to
finding this overarching business management system starts with integrating the management
standards covering quality (ISO 9001) environment (ISO 14001) and occupational health and
safety (OHSAS 18001) (ldquoPojasekrdquo 2006) The last paragraph highlights the importance of those
standards and how ATampT can benefit from its implementation
The outcome if the sustainability management system is in place in its total execution will be to
allow the system to conduct a systematic internal review that is essential for an ever-changing
wireless communication industry leader with a global presence Monitoring and taking corrective
actions for continual improvement will be a critical achievement that will carry long-term
benefits for the company As presented above the sustainability management system creates and
propagates a commitment to continual improvement for the system to develop efficiently
(Pojasek R amp Farver S 2011)
42 Metrics
Expanding and improving the metrics ATampT already reports can be accomplished by utilizing
the Environmental Performance Evaluation (EPE) that correlates to the motto ldquowhat gets
measured gets managedrdquo (Iso 14031 Environmental 2011) The goal is to improve
environmental performance with a focus on performance benchmarking compliance to rules and
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 18
regulations on a local federal and international arena and competence in operational
management (Iso 14031 Environmental 2011) ATampT lacks of a sustainability management
system that amalgamate all the sectors and department with an efficient business alignment of all
departments and operations The company focuses primarily in the economic responsibility and
secondary the social responsibility and the business model appears too fragmentized as the
environmental responsibility doesnrsquot get the same level of urgency
Nevertheless a GRI report and becoming a Carbon Disclosure Program (CDP) partner will
increase transparency and accountability attached to metrics that can be measured and
consequently improved ATampT by now uses the G3 Guidelines the cornerstone of GRIs
Sustainability Reporting Framework (What are the 2011) to determine the types of data to
report in its 2010 Citizenship and Sustainability Report as well as Key Performance Indicators
(KPIs ) that have already been implemented (key performance indicators 2011)These are
lagging indicators and are valuable to know where the company stands and therefore ATampT can
be able to seeking improvements and correct faulty operations but they are not an assurance of
positive outcomes
The inventory of the combined activities of the company was stated in section 21 and
subsequently after proceeding with the identification and evaluation of the sustainability
footprint ATampT should conduct a materiality analysis The main reason is to highlight
efficiently the issues spotted in relation to their concern to stakeholders and subsequently the
effect they have on the organization The following Materiality Matrix chart shows the
categorized issues and prevailing potential conditions in each box accordingly to the potential
impact on the company and the increasing concern to stakeholders respectively
a) Low Impact a) Medium Impact a) High Impact
High Concern High Concern High Concern
Increasing
Concerns b) Low Impact b) Medium Impact b) High Impact
To Medium Concern Medium Concern Medium Concern
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 19
Stakeholders
c) Low Impact c) Medium Impact c) High Impact
Low Concern Low Concern Low Concern
Increasing current or potential impact on the company
Chart (Materiality matrix 2011)
The above materiality matrix can be utilized by identifying material issues at each level and
efficiently addressing them in a timely manner A sense of urgency is needed at the
corresponding stage of the issuesrsquo level (Materiality matrix 2011)
To summarize the representative elements of the materiality analysis process the following
aspects needs to be underscored
1 ldquoIdentification of a universe of relevant economic social environmental and
policygovernance issues for consideration
2 Evaluation and ranking of the level of internal and external stakeholder concerns
regarding each issue
3 Evaluation and ranking of the potential impact on the company of each issue
4 Development of a matrix-based prioritization of the issues and
5 Execution of a structured collaborative strategy planning implementation and reporting
processrdquo (A roadmap to 2011)
The prior representation of the materiality analysis will lead to a rigorous evaluation of the three
responsibilities significant to the company and its stakeholders The analysis can provide to
ATampT with beneficial insight information guiding the organization to a strategic direction as
well as a tactical change management in sustainability that translates into a purposeful process to
help the organizations succeed (A roadmap to 2011)
43 ATampT conversion from lagging to leading indicators to improve the SMS
ATampT is using lagging indicators that are not helpful in identifying and revealing potential
problems that can carry severe process upset with irreversible consequences It may lack of
presenting solutions and consequently implementing corrective actions (Pojasek R lagging
2009) In contrast leading indicators are useful to check the efficiency of control systems and
provide crucial warning of disadvantages before any issues is present (Pojasek R leading
indicators 2009) ATampT needs to use both indicators to drive sustainability performance
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 20
consequently the company needs to implement as well as emphasize leading indicators on the
following areas for full effectiveness
i There must be a connection between the leading indicators and the outcomes that are of
interest
ii The reasons for using the indicators and the benefits they offer must be understood by
line management and by the employees affected
iii The indicators must provide information that can guide future actions
(Pojasek RUsing Leading 2009)
Therefore a mix of lagging and leading indicators that are pertinent and efficiently linked to the
system amalgamating the three responsibilities in one single measure with an accessible data for
lagging indicators as well as objective data for leading indicators will be crucial for continue
improvement and the company will be able to include a culture of sustainability within the
organization (Pojasek R amp Farver S effective indicators 2011) Nonetheless a framework tool
that can quantify leading indicators is the Australian Business Excellence Frameworkrsquos ADRI
(approach deployment results and improvement) scoring method (Pojasek R ADRI Scoring
2009) Consequently ATampT can drastically increase value and accurate information to develop
an efficient sustainability management system that amalgamates all the tools necessary to
become a leader in a highly competitive telecommunications market
44 Ensure transparency and accountability
Ensuring transparency and accountability is crucial in todayrsquos global business environment to
keep the company competitive The question that arrives addressing this issue is how to convince
the management leadership of ATampT to change the system that appears to be working for them
in the current business environment
Shareholders and stakeholders pressure complying with laws and regulations competitive
advantage and public relations can also be drivers for transparency and accountability
Nonetheless individuals and companies from the private and public sectors can create the
atmosphere for ATampT to create the necessary reports on the organizationrsquos sustainability
performance because that can highly influence their investment options and decisions that are
correlated to ATampT overall performance (Pojasek 2009) Therefore a sustainability reporting
review and assurance would be needed and the data should be subjected to internal controls and
processes associated with an internal audit Additionally after the requirements of internal
assurance are met ATampT could extend that report to an external assurance process as the
AccountAbilityrsquos AA1000 Stakeholder Engagement Standard (Pojasek R Sustainability
reporting 2009)
The ATampT research assessment and followed recommendations have shown an integrated
corporate sustainability assessment that can adopt business strategies and activities to meet the
stakeholdersrsquo objectives while protecting sustaining and enhancing the human and natural
resources that will be needed in the future (Sustainable development a 2007)
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 21
50 References
Andriof J (2002) Unfolding stakeholder thinking theory responsibility and engagement
Retrieved from
httpbooksgooglecombooksid=THtznfpayXoCamppg=PA205amplpg=PA205ampdq=ATampT
external stakeholder NGOsampsource=blampots=ye28xPUa-Kampsig=xRRKKteuu9fWgEUH-
NCBizrYDnYamphl=enampei=WvmxTvzrI5TXiQKjuP0Bampsa=Xampoi=book_resultampct=resultampresnu
m=1ampved=0CB8Q6AEwADgK
A r oadm ap t o p e r f o r m s up p l y ch a i n - focu s ed m at e r i a l i t y a s s es sm en t s
( 2 01 1 ) V al ues t ream i ng R e t r i ev ed f r om
h t t p v a l u es t r eam 20 0 9 wo r dp r es s co m 20 11 0 2 0 2 a - ro adm ap - to - pe r f o r m -
s up p l y- ch a i n - f o cu sed -m a t e r i a l i t y - a s s es sm e n t s
Atampt activates one million iphone 4s (2011) ATampTcompress Retrieved from
h t t p w w w a t t co m gen p r es s -
r o om pid =21 79 8 ampcd v n=n ews amp n ew s ar t i c l e id =33 13 5 ampm apco d e=co ns um er | f
i n an c i a l
Atampt aligning business and sustainability strategy (2011) TriplePundit Retrieved from
h t t p w w w t r i p l epu n d i t com 2 00 9 0 8 a t t - a l i gn i n g -b us in es s - an d -
s us t a in ab i l i t y - s t r a t eg y
Atampt announces new telepresence facilities in atampt bangalore offices (2010) ATampT Retrieved
from httpwwwattcomgenpress-roompid=18067ampcdvn=newsampnewsarticleid=30911
Atampt company information (2011) ATampT Corporate Retrieved from
h t t p w w w a t t co m gen in v es t o r - r e l a t i o ns p i d =5 71 1
Atampt environment health and safety management system (2010) Retrieved from
h t t p do cs go o g le co mv i ew er a=v ampq=cach e a6p l l J Uk q6YJ w w w a t t co m
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 22
C omm on abo u t _u s c i t i z ens h i p EMS _mat r ix pd f +AT 26 T+en v i ro nm ent a l +
an d +s a f e t y+ r egu l a t i on s amphl =en ampgl =usampp i d=b l amps r c id =A DG E ES hm5 H KkC i
0 5 4CY E Zv d aG XP HG 2 d3 f i 2_ es7 V gBs wd 2 - t oz J aMPW 9 Bu mG T ss _Q MP Q_ -
t yp - e N - eO Ui _6 oV lJ Q X V LV 6 rz gM HxO S I -
S 8 j wW3R wJ uT d9 Vx yr 2 x T _lz MY 1t cK cp M ND i FLamps i g=A HIE t b Q G V tX q Qq 6
r R qU kY lX yeM M _M G X IL
A t ampt s en v i r onm enta l s us t a i n ab i l i t y i n i t i a t i v es (2 01 1 ) Ma r ke t Wa t ch
R e t r i ev ed f r om h t tp w w wm ar ke tw a tch co ms to r y a t t - add s -b a t t e r y-
ch a r ge r - pa r t i a l l y- m ad e - f rom - r ecyc l ed - w a t e r - bo t t l e s - to -p ro d uc t - l i ne - up -
2 0 11 -1 1 -1 4
Atampt included in carbon disclosure projects carbon disclosure (2011) PR Newswire Retrieved
from h t t p ww w p rnew s wi r e com n ew s - r e l eas es a t t - i n c l ud ed - in - ca r bo n -
d i s c l os u r e - p ro j ec t s - ca r bo n -d i s c l os u r e - l e ade r sh i p - i nd ex - 10 3 44 09 94 h t ml
A t ampt i n c s ( t n ) q ua r t e r l y r ev en u e (20 1 1) T ho m so n R eu t e r s R e t r i ev ed
f r om h t tp w w w r eu t e r s com a r t i c l e 20 1 1 1 0 20 us - a t t -
i d USTR E 79J 2M H 20 1 11 02 0
A t ampt r ead i e s i t s s up p l y ch a in fo r t h e fu tu r e (2 01 1 ) AT ampT R e t r i ev ed
f r om h t tp w w w a t t com gen p r e s s -
r o om pid =48 00 ampcdv n =n ews ampn ews a r t i c l e i d =2 70 88
A t ampt s l im s do w n acce s so r y p ack ag i n g an no un ces n ew eco - f r i end l y
s t an da r ds fo r h an dse t s ( 20 10 ) AT ampT I n t e l l e c t ua l Pro p er t y R e t r i ev ed
f r om h t tp w w w a t t com gen p r e s s -
r o om pid =48 00 ampcdv n =n ews ampn ews a r t i c l e i d =3 05 99
T h e a t ampt t e ch no lo gy an d env i r on m ent aw a r ds p r o gr am (20 1 1) AT ampT
R e t r i ev ed f r om h t tp w w w a t t co m gen co rp o r a t e - c i t i z ens h i p p id =1 24 34
Atampt universal design policy adopted in 1998 background (2009) ATampT Retrieved from
h t t p w w w a t t co m gen gen e r a l p id =10 1 91
Blackburn W (2008) The sustainability handbook (p 378) Washington DC Environmental
Law Institute
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 23
C h ar t e r M e t a l Su p p l y ch a i n s t r a t egy ( 2 0 01 ) Th e S I GM A P ro j ec t
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C on n ec t i n g p eo p l e an d bu s i n ess e s ( 201 1 ) M edi a K i t Su s t a i na b i l i t y
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Environment ATampT Sustainability (2011) Retrieved from
h t t p w w w a t t co m gen co rp or a t e - c i t i z en sh i p p id =85 06
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h t t p w w w a t t co m gen p r es s - r oom pid =26 4 4
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 24
Environmental sustainability commitment is based on three tenants (2011) ATampT
environmental sustainability Retrieved from h t tp ww w a t t com gen p re s s -
r o om pid =26 44
G e t t i n g s m ar t abo u t o u r su p p l y ch a in ( 2 01 1 ) M eet t h e P os s i b i l i t y
E con o m y 2 01 0 ATampT S u s ta i na b i l i t y R epo r t 74 R e t r i eved f rom
h t t p w w w a t t co mC om mo n ab ou t_ us f i l e s c s r _2 01 1 20 10 _CS R_R epo r t p
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G r een acco un t i n g a t a t ampt ( 20 06 ) Wi s t a En v i ro n men t A cco un t in g
R e t r i ev ed f r om
h t t p w w w wi t t s o rg E v a_ acc env _ acco u n t_ 5_ f eb0 6 wi s t a_ ev a_ aac_ cas es t
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Greenhouse gas emissions (2011) ATampT Retrieved from httpwwwattcomgencorporate-
citizenshippid=17895
Guidance on soci a l respons ib i l i t y co re subjects (2011) ENVR E -135
Discover ing our Socia l Respons ib i l i t i e s Ret r i eved f rom
ht tp m yex tens ion harvard edu i cb icb dokeyword=ex tampsubkeyword=k807
71amppageid=icb page427497amppageContent Id=icb pagecontent901687ampview=
viewdoampviewParam_di rector y=Supplementa l Folder
How developing cou nt r i es cont r ibu ted to i so 26000 (2011) ISO Ret r i eved
f rom
ht tp wwwi so o rg i so i so_ca ta loguemanagement_and_leadersh ip_s tandard
s soci a l_ respons ib i l i t y s r_news -and-
ar t i c l es s r_developing_count r ies_cont r ibut ion h tm
Iso 50001 energy management standard published (2011) Environmental Leader LLC
Retrieved from ht tp wwwenvi ronmenta l leader com201106 15 i so -50001-
energy-management -s tandard -publ i shed
I s o 1 4 03 1 E nv i r onm ent a l p e r fo rm an ce ev a lu a t io n (2 01 1) E NV R E -1 35
S us ta in ab i l i t y M e t r i c s R e t r i ev ed f ro m
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Is o 3 1 00 0 ndash r i sk man agem en t s t an d ar d (2 00 8 ) U ni ver s i t y o f Wa t e r lo o -
I n s t i t u t e f o r R i s k Res ear ch R e t r i ev ed f r om
h t t p do cs go o g le co mv i ew er a=v ampq=cach e yS f Ml jv D_eYJ w ww i r r -
n e r am ca p d f_ f i l e s IS O 2 0 31 00 0 p df IS O 3 1 00 0 ndash R i s k m an agem ent
O v e rs p en d i n g D el ays N o n com pl i an ce w i t h po l i c i es an d
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K e y p e r f o rm an ce in d i ca t o r s (2 01 1 ) 2 0 10 AT ampT S u s ta ina b i l i t y R epor t
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h t t p w w w a t t co mC om mo n ab ou t_ us f i l e s c s r _2 01 1 20 10 _CS R_R epo r t p
d f
M ate r i a l i t y m a t r ix ( 20 11 ) F or d su s ta in ab i l i t y r epo r t 20 1 0 2 01 1
R e t r i ev ed f r om h t tp co rp or a t e fo r d co mm i cr os i t es su s t a i n ab i l i t y - r ep o r t -
2 0 10 -1 1 i s s u es -m ate r i a l i t y - m a t r ix
Meet the possibility economy (2011) 2010 ATampT Sustainability Report Retrieved from
h t t p do cs go o g le co mv i ew er a=v ampq=cach e zx e4 t N v7 AJ MJ w w w a t t com
C om mo n ab ou t_ us f i l e s c s r _2 01 1 20 10 _CS R_R epo r t p d f+a t 2 6t +sus t a in a
b i l i t y+ r ep o r t +2 01 0amph l =en ampgl =us amppi d=b l amps r c i d =AD G EES g6 yD k G G u ZC4
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Monitoring supplier performance and providing feedback (2011) TI Retrieved from
h t t p w w w t i comco r p d o cs com p an y c i t i z en e sh s c r e l a t i on sh ip sh tml
M ot otrade w 23 3 r en ew no w av a i l ab l e f ro m t - mo b i l e u sa ( 20 0 9) T - M obi l e
U S A In c R e t r i ev ed f rom h t tp w w w t -
m ob i l e com comp an y P r e s sR e l ea se s_A r t i c l e aspx as se tN am e=P rs _Pr s_ 20 0
9 0 20 5 ampt i t l e=M OTO W 23 3 R en ew Now Av a i l ab l e F ro m T - Mo bi l e USA
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 26
Networking for sustainability (2010) ATampT Intellectual Property Retrieved from
h t t p w w w a t t co m gen p r es s - r oom pid =26 44
N ev es L e t a l ( 200 8 ) Repo r t s um mary 8 amp9 S M ART 2 02 0 En ab l in g th e
l ow car bo n econ omy in t h e i n fo r mat ion ag e R e t r i ev ed f ro m
h t t p do cs go o g le co mv i ew er a=v ampq=cach e wi bRo E OJ Vn QJ ww w ges i o r
g Li n k Cl i ck a spx 3 Ff i l e t i ck e t 3 D cOA r p r Yn XWY 25 3D 2 6t ab id 3 D 60
+SM AR T +2 02 0 E2 80 93 +Ben ef i t s+ i n c lu d e+in c r eas ed+em plo yee+p r o d
u c t iv i t y + i n cr ea s ed+co l l ab o ra t i on +acce l e r a t ed +d ec i s io n -
m ak in g+an d +r edu ced +d ep end en c y+o n +p h ys i ca l + t r ave l amph l =en ampgl =us amppi d
=b l amps r c i d =AD G EESj T Fi 7 fWY Lr 4 4 a r Aw K 4b N U fMx 8 Mi wis lp j w yFM 4 m Nl Z
t aS D aBV QmT Y n eLX BF7 cW b Y yU E f u Vrx esA N kW8u H rC 3qA sP X BTM 6 c5 A
A D Pu 9SA 5 L6 O G 19L2 IFb T E 5Sz pv r dCR q9 O Zl6 qJ amps i g=AH IE t bS h lW Bu du F
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N o rm and S amp M ora l es R ( 20 10 ) T e l eco mmu ni ca t io ns in a s i a
R esp on s i b l e R es earch Re t r i ev ed f ro m
h t t p do cs go o g le co mv i ew er a=v amp q=cach e ju LX d u eY TS IJ w w w r es po ns
i b l e r es ea r ch com Te l eco mm uni ca t io ns_ in _ As i a__ _ Is s u es_ f o r_R esp on s ib l e
_ In v es to r s_ __ Ex ecu t i ve_S umm ar y p d f T e l ecomm uni ca t ion s in A s i a
R esp ons ib l e R es ea rch i s an i nd ep en den t p ro v id e r o f s ec to r a l an d th em a t i c
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j iG V b7 N Iq I0 P 3 i j Z5 o 9rx LQ h Y ZY 0 vw sK n j yE D 7 zzs 5z6 w yp ao6W 31 p GT kw E
h d wv BT ILl d k ym k M b Do 5w q N evPm gqZo 9 _ O Alp lMt h2 l0 g l J d Q ekJ t pRY eU Iamp
s i g=A H IE t bR3 CSi _D f c f 9 Bt Q5 Bq 5Q crK 4 nG k0 A
O p er a t i on s a r e t h e ldquoac t i v i t i e s rdquo (2 01 1) Ma in s t r eam in g Sus ta i n ab i l i t y
R e t r i ev ed f r om
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 09 95 f i l e s Ch p t 10S t ra t eg y p d f
P a r t r i d ge K e t a l ( 2 00 5 ) S t ak eho ld er r es ea r ch Th e S t akeh o l de r
E n ga gem en t M an ua l R e t r i ev ed f rom
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c9 3 10 41 f i l e s Su p p l em en t a l
R ead in g Fo l d er fo r W eek 5 A ccou n t ab i l i t y S t ak eh o l d er Vo l 1 pd f
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Management Retrieved from
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Pojasek R Corporate sustainability footprint (2011) Mainstreaming Sustainability Retrieved
from httpisitesharvardedufsdocsicbtopic930967filesChapter4SustFootprintpdf
Pojasek R amp Farver S Discover ing our economic respons ib i l i t i es (2011)
Mains treaming Sus ta inabi l i t y Ret r ieved f rom
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viewdoampviewParam_di rector y=Supplementa l Folder
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Retrieved from
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S t r a t eg yO c t 2 4 p d f
Pojasek R Envr e-135 Sustainability reporting (2009) Mainstreaming Sustainability
Retrieved from
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f
Pojasek R amp Farver S Identifying and engaging key stakeholders (2011) Mainstreaming
Sustainability Retrieved from
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Pojasek R amp Farver S Important economic considerations (2011) Economic responsibility and
operationalizing corporate sustainability strategy Retrieved from
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I1hRsJisitesharvardedufsdocsicbtopic849748filesOct18PojasekHour2pdf Is risk part of
corporate sustainability strategy Robert
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GD9IR6qzkqFzRC4LS1OySGIfHHbRfUs_VMMn63bT7CMFQEqzB5KoYYroa7e5PXKin_W-
0AQ8_8AQM9skANdvKbk9hyiOIwl4pxKampsig=AHIEtbS-
O3zHn1Dx9H_M9WTuEEFlhMuCYw
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Creek CO Mainstreaming Sustainability
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 28
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from
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p df
Pojasek R amp Farver S Sustainability requirements for communications (2011) Mainstreaming
Sustainability Retrieved from
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Pojasek R Improve infuse integrate (2007) Introducing ISO 14001 III Retrieved from
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10ISO 14001 Enhancedpdf
Pojasek R Is your integrated management system really integrated (2006) Environmental
Quality Management Retrieved from
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10Integrated MS Really Integratedpdf
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Indicators Finalpdf
Pojasek R leading indicators Understanding leading indicators (2009) Environmental Quality
Management Retrieved from
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Indicators Finalpdf
Pojasek RUsing Leading Using leading indicators properly (2009) Environmental Quality
Management Retrieved from
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Indicators Finalpdf
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 29
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Retrieved from
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Productservice differentiation (2011) EzineArticlescom Retrieved from
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R eas on s -Wh y- Y o u -N eed - On eampid =1 73 61 0 7
Product stewardship (2011) ATampT Retrieved from httpwwwattcomgencorporate-
citizenshippid=17914
Programs implementing management system elements (2010) ATampT Environment Health and
Safety Management System Retrieved from
Policy and practice 2011report card on banks and mountaintop removal (2011) Rainforest
action network 5 Retrieved from
httpdocsgooglecomviewera=vampq=cacheznZFoDiTQ_0Jranorgnode2602 2011Report
Card on Banks and Mountaintop
Removalamphl=enampgl=usamppid=blampsrcid=ADGEESiGYaCcDf0sYT657_WMylU-
AzBvwDWdvKoDUF5Lez-KtWO9YhejdYwACsq-6CXAbxzbAmTyUajNjjNni03M0EauGnzt-
EA_hYjdHzEPd8YpJDHkPenRn3ntYTqLuOiNAUICUlTKampsig=AHIEtbRF10DajUTOCRYda
pnhO3rnT1vwEQ
Quadir JCorporate sustainability strategy - top five reasons why you need one (2011)
EzineArticles Retrieved from httpezinearticlescomCorporate-Sustainability-Strategy---Top-
Five-Reasons-Why-You-Need-Oneampid=1736107
(2011) What does scalability mean Investopedia ULC Retrieved from
httpwwwinvestopediacomtermssscalabilityasp
Six focus areas (2010) ATampT Citizenship and Sustainability Report Retrieved from
httpwwwsocialfundscomsharedreports1308027026_ATT_2009_CitizenshipSustainabilityR
eportpdf
Social responsibility report (2006) Corporate Research Center Retrieved from
h t t p w w w so c i a l fu n ds com cs r p r o f i l e cg i id =1 8
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 30
Sprint establishes first-in-industry product stewardship policy (2011) TriplePundit Retrieved
from httpwwwtriplepunditcom201105sprint-establishes-first-industry-product-stewardship-
policy
Sprint recycle (2011) Sprint Retrieved from
httpwwwsprintcomresponsibilitycommunities_acrosseco_opshtml
(2009) Supply chain revolutionary atampt leads procurement zone adoption TechTarget
Retrieved from h t t p s ea r ch t e l ecom t ech ta r ge t co m t i p S up p l y - ch a i n -
r ev o lu t i on a r y- A T T - l ead s -p ro cu r em en t - zo n e - ado p t i on
Strategic materiality assesment (2011) 2010 ATampT Sustainability Report Retrieved from
httpdocsgooglecomviewera=vampq=cacheFiS_bp4ePaMJwwwattcomCommonabout_usf
ilescsr_2011ATT_2010_strategic_materiality_assessmentpdf Hazardous waste reduction
ATampTamphl=enampgl=usamppid=blampsrcid=ADGEESic8Uk_3kx9gSsNQ2sSwVb7O-
lrCDiSrJS9KmI06W8qbqk8t15CI8l2s06D7uz0_edt5ul1NsFCjFzyj7u-5EB1B7PL-
SD4vb6eDMnw1eCC9FtS7Zn4-
tzdiwG_CBvQZ_lXVySRampsig=AHIEtbShU1fUgNQtQdilp4HdvkvjJjX-EQ
Supplier quality (2011) ATampT Retrieved from httpwwwattsupplierscom
Sustainable development a business definition (2007) Business strategies for sustainable
development Retrieved from
httpdocsgooglecomviewera=vampq=cachebSBLJLGuMgcJwwwiisdorgbusinesspdfbusin
ess_strategypdf Incorporating the recommended steps to a sustainable
futureamphl=enampgl=usamppid=blampsrcid=ADGEESjGotAq8rNBuHjBrsbzQMroUOfuJDVipoB7_ks
qdmiaRduq0ieJzyPUe7A9K8kCqPIjZZI9YRdVBWvP2if5Cq4pS1cvG2NX_02rKxqnfkJG8Zm1
D1AKKeLdBdeTzvMr05OithF1ampsig=AHIEtbQC4qGc2VrGdk1PsR7hIVbO3zcCOg
(2011) Training and awareness Sprint Retrieved from
httpwwwsprintcomresponsibilityouroperationsenvironmentalpolicyhtml
Vision statement (2011) ATampT sustainability vision Retrieved from
h t t p do cs go o g le co mv i ew er a=v ampq=cach e _S4 r OP 5U lw IJ w ww a t t co m
C omm on abo u t _u s f i l e s p d f cs r _p ape r_ p o l i cy p d f +A T 26 T +s us t a in ab i l i t y
+v i s i on amphl =en ampgl=u s amppid =b l amps r c id=A D G EES gH 0 -
4 f v NQJ Q s OY oY D 8L_ 0 D H gp u cT pa -
LcG cQ Q B yO _ l Cb u lb 2 Vt Um FX r a7 N V52 6 TK X r rD h w3l 8 f9 -
p gH F4 j in h KA f k gRQ P5 oC BMX 8 XA f Gs LIE J K f Rzh LZE k E aC s gOM Fw Q7 X f5
aJ amps i g=A H IE t b T yO smx D3j Crx 3 G 5w g6J l k LC 3 bpx A
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 31
What are the g3 guidelines (2011) Global reporting initiative Retrieved from
httpwwwglobalreportingorgreportingframeworkg3guidelines
Workforce inclusion (2007) Social Responsibility Report Retrieved from
httpdocsgooglecomviewera=vampq=cacheo_6Rwfb4lBsJwwwattcomCommonfilespdf3
30938_ATTcsr_0623pdf ATampT reinforce the commitment to a
socialamphl=enampgl=usamppid=blampsrcid=ADGEESjQalPiV_TGsaNvqmVBhqfnqytuxjvKhQIEmkG
z_N_3tGEojkaKirI-bMpPR-7Y4KrKSXMmYHlPDbF_qBxUc2g7lAw6tmPdP5jhM-
cEQNyp0Pd8kvqmW9YRqotX_heXs2Vv6dgXampsig=AHIEtbReQdWTz60fpWqKNiSTGukJcB
ET5g
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 10
economic responsibilityrdquo (Pojasek R amp Farver S 2011) There are several improvements in this
area that ATampT can aggressively focus
331 Better Management of Business Risks
The company needs to remain competitive operating in a global marketplace and the importance
of anticipating managing and responding to business risks has become crucial If the corporate
sustainability system incorporates a management team to determine minimize and ensure that
potential risks and liabilities are accounted parallel with the companys entire value chain
decreasing the severity of those risks and even achieving preferred status for financing and
insurance in the process it will benefit and maximize the utility of the system itself (Quadir
2011) Implementing and utilizing ISO 31000 ndash Risk management can drastically improve the
business operation and its corporate sustainability strategy as a toolbox that carries many benefits
(Iso 31000 ndash 2008)
Using this Standard ATampT might focus in the following
Overspending
Delays
Non compliance with policies and regulations
(Iso 31000 ndash 2008)
ATampT has Scalability ndash flexible solutions from low-cost equipment moves to fully-managed no-
downtime transitions which is characteristic of a system model or function that describes its
capability to cope and perform under an increased or expanding workload (What does
scalability 2011) This system can reduce risk and interference as well as i ncreasing
efficiencies and savings but it is mostly used in Internet Data Center Relocations and the
company doesnrsquot include it in a comprehensive sustainability program Therefore implementing
the tools available from ISO 31000 will minimize the ldquobadrdquo risks to maximize the companyrsquos
value and competitive advantage
34 Corporate Sustainability Strategy
The corporationrsquos sustainability strategy shows a consistent direction and currently highlights
three elements Fleet Investments Business Solution to e-Waste and Measuring Electricity
Consumption but the strategy does not stop there Even ATampTrsquos community outreach efforts
focus on causes such as technology training in schools with high dropout rates which has social
connotations (Atampt aligning business 2011) While ATampT is currently taking in hand the
ever-changing business challenges with a strategic approach the company is not addressing the
environmental social and economic impacts of all its activities products and services to
determine the organizationrsquos impact ldquoManagement system planning efforts involve identifying
ALL of the activities and determining their impacts on the environmental social and economic
elements of the sustainability programrdquo (Operations are the 2011) Although the companyrsquos
sustainability strategy is walking a positive path the following suggestions will enhance the
already implemented plan for the long term
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 11
341 ProductService Differentiation
Increasing the market share of the organization is a goal of any business venture that carries
many risks and strategic plans with a long term business model ATampT has a large variety of cell
phone devices that are popular and efficient in regards of services effectiveness as well as
innovation The company needs to focus in environmentally and socially responsible products
that will gain a new loyal customer base to solidify growth Consumers want to feel good about
the products and service the buy therefore customers demand for new products will vault to
new dimensions with high expectations on the devices offered Innovating and re-engineering
present devices to sustainable services is crucial to adapt to the new changes in the marketplace
Presenting new cell phones with environmentally friendly materials can provide a competitive
advantage that will differentiate the company from competitors and produce high return on
investment (Productservice differentiation 2011)
Alliances and business deals with manufactures are important to consolidate the production and
distribution of ldquoe-Phonesrdquo These devices are made of recycled products and offered to
consumers for a reasonable competitive price in todayrsquos market ldquoT-Mobile USA Inc and
Motorola today announced the retail availability of the MOTO W233 Renew the ideal mobile
phone for eco-conscious consumers A first of its kind and initially exclusive to only T-Mobilereg
customers the plastic phone housing for the Renew is comprised of recycled water bottles and is
entirely recyclablerdquo (Mototrade w233 renew 2009) The T-Mobile phone can be a predecessor
of a new wave of renewable devices that can attract the consumerrsquos interest and if ATampT adapt a
policy of developing this type of devices and make them marketable the company will expand
its market share wisely and efficiently
342 Product Stewardship Policy
ATampT needs to implement a policy of product stewardship to make sure all those involved in the
life cycle of its products and services are accountable for the environmental impact it causes To
assure of that policy implementation the company should have the following objectives
The company will collect 100 of its electronic waste for reuse and recycling
For every 10 phones the company sells ATampT guarantee to collect 9 phones for reuse or
recycling
ATampT will require its vendorssuppliers and manufacturers to meet the companyrsquos
certification requirements by 2013
All ATampT-branded electronics should meet the companyrsquos scorecard criteria for
environmental design
The company should be committed to procuring 10 of its energy needs from
renewables on a realistic time frame goal
Required its vendors to supply more eco-friendly devices
The company should work with a several environmental organizations to hash out issues
including the reduction of its carbon footprint and improving productsrsquo designndashwith the
recycling devices at the forefront of ATampTrsquos efforts (Sprint establishes first-in-industry
2011)
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 12
Telecommunication companies have never placed a policy of this magnitude before until Sprint
published it this year Sprint is so far the only wireless carrier to have a stewardship policy that
set the standards for the industry ldquoTo clearly state Sprintrsquos pledge to responsibly address
electronic waste (e-waste) we have published an Electronics Stewardship Policy A first for the
telecommunications industry this policy outlines how Sprint is focusing on the full lifecycle of
the electronics we buy and sellrdquo (Sprint recycle 2011) Sprint is a leader in that regards and
exemplifies a business action that ATampT can follow and subsequently establish a common
denominator among the wireless industry players
35 Corporate Sustainability Management System
ATampT developed a combined Environment Health and Safety (EHampS) Management System
which is designed to use elements of ISO 14001 EMS standard and applies to Environment
Health and Safety Programs ATampT does not maintain external registrations or certifications
with external registrars for this management system ( Atampt environment health 2010) ATampT
has been utilizing ISO 14001 Standard since 1997 as an important framework in the decision-
making process to face the corporate environmental issues a global company faces in todayrsquos
business climate Integrating ISO 14001 program with the quality management system (ISO
90012000) andor with an occupational health and safety management system such as OHSAS
18001 ANSI Z-10 or the United States Occupational Safety and Health Administrationrsquos
Voluntary Protection Program can create value and establish a comprehensive business model
for the organization (Pojasek 2007) The following chart represents the companyrsquos program
implementing management systems elements
ATampT Environment Health and Safety Management System ISO 14001 EMS Elements
Evaluation of Environmental Aspects The EHampS leadership team consults periodically
with the Legal Department to discuss future programs and risks regarding compliance
programs
Legal and Other Requirements EHampS Technical Support directs the EHampS ldquolegregrdquo
process which tracks and evaluates new and proposed regulation and legislation
Objectives and Targets the EHampS Leadership team develops the objectives and targets for
the EHampS organization as part of ATampTrsquos performance management program ldquoe-
performancerdquo Progress towards achievement of goals is evaluated quarterly by EHampS
associates and supervisors
EMS program Each business unit has an EHampS Plan Target document through which it
implements key business unites and partners-specific requirements and responsibilities
Chart (Programs implementing management 2010)
In 2008 the US Addendum to the Global e-Sustainability Initiative (GeSI) sponsored study
SMART 2020 Enabling the Low Carbon Economy in the Information Age estimated that ICT-
enabled solutions could cut annual CO2 emissions in the US by up to 22 percent in 2020 This
translates to gross energy and fuel savings of as much as $240 billion annually Therefore
ATampT outlined the opportunity to deter its emission through this comprehensive report that
highlights the issues and present practical solutions to the information and communication
technology businesses ( Connecting people and 2011)
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 13
The prior statement shows a commitment by the organization to develop programs that follow
the guidance of SMART 2020 report Although ATampT highlights the benefits of meeting
compliance of the standard ISO 14001 and other EHampS programs the implementation of such
programs is still lagging Consequently the following recommendation can be implemented to
enhance the existing program and develop new frameworks to improve in those areas that are
emphasized in the SMART 2020 report
The CO2e reduction potential of ICT industry solutions is examined across four key usage areas
Smart Workplaces Combines innovative video audio and interactive elements to create a
unique virtual presence over the network mdash giving users an immersive in-person experience
Smart Data Centers ldquoThin clientrdquo hardwaresoftware solution allows employees to access full
desktop and file system from any location with secure encrypted 2-way transmission and no
physical storage of data on the employee device Flexible telephony system (provided by Access
Line) allows routing of phone calls to any location desired
Smart Transportation Reduction in Carbon emissions from personal vehicles
Decrease in the traffic load on the road system
Provides incentives for individuals to use more efficient forms of transportation
Encourages a modal shift from privatepersonal transportation to public transport services
Smart Electric Grids Reducing waste generation and improving process efficiencies in its
semiconductor manufacturing operations In order to achieve water and energy savings which
resulted in reduction in associated CO2 emissions the company brought together the following
components
Smart Water amp Electrical Grid
Statistical Process Control
Peak Power Management
Effective use of sensor data
ISO 14001 Compliance
Lean Manufacturing Tools
Employee Participation amp Awareness
Chart amp text (Neves L et al 2008)
The benefits of implementing effectively the guidance developed by The Climate Group in
partnership with the GeSI ldquoSMART 2020 Enabling the Low Carbon Economy in the
Information Agerdquo can be envisioned through increased speed decision-making and improved
employee productivity Nevertheless it also minimizes dependency in physical travel efficiently
maximizes road networks and mitigates traffic carrying capacity (Neves L et al 2008)
36 Internal and External Communication
ldquoAn organization should establish implement and maintain procedures for communicating
internally and externally on its environmental policy performance or other information based on
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 14
its own needs and the needs of interested partiesrdquo (Communication 2011) ATampT utilizes its
website online communication posting financial results product services sustainability and
regulatory reports and environmental footprint of the company that are available worldwide to
communicate with the interested parties about the companyrsquos overall performance Taking in
consideration that AampT is a global corporation and it is under constant scrutiny of their
environmental and social policies and performance they are putting in practice a consistent and
effective method to communicate internally and externally
The company emphasis the successes of their approach among employees and management team
using telepresence rooms that help enable ATampT employees to communicate internally as well
as with business associates The fully managed ATampT Telepresence Solution present face to face
interactions with the parties involved that generate collaboration between companies and
employees suppliers partners and customers in an efficient way Cost-savings procedures and
reliability are among the main points for this internal communication and demonstrate how the
company is a pioneer in transforming the business process increasing productivity (Atampt
announces new 2010)
Effective external environmental communications are extremely important in fostering mutually
affirming and respectful relationships with the regionrsquos associates Therefore the following
highlighted factors are areas for ATampT to improve
ldquoIneffective communication with employers
Weak links between on- and off-the-job training
Insufficient involvements of employersrdquo (ldquoCommon inspection areas 2011)
Global organizations have the tendency to spread out external communication via website posts
online marketing tools and relations with shareholders However ATampT lacks of an effective
external communication tool because the company does not effectively emphasis the investors
relations and a coordinated public relationrsquos approach An important component of
communication is the one placed with parties outside of the organization This external
communication may be coordinated by public relations investor relations and marketing The
leadership team has to be engaged in this role in a two way dialog structure (Pojasek R amp Farver
S 2011) Then ATampT needs to take an aggressive approach toward public relations and its
subsequent external communications effectiveness to salvage the ongoing connection needed to
efficiently affirming the relationship with partners in the public and private sectors
37 Supply Chain Management
As a global corporation ATampT economic social and environmental impact goes beyond their
operations The materials used from which the companyrsquos products and services are sourced are
just the beginning in searching for the quality and nature of such materials ATampT has been
working steady in implementing diversity and environmental awareness in their supply chain and
leading to actions to be more proactive The organization has engaged their suppliers with
Supplier Citizenship and Sustainability survey (2009 and 2010) This survey included key
questions about energy consumption efficiency environmental protection health and safety
labor rights ethics confidentiality and water usage (Getting smart about 2011) This particular
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 15
method had helped ATampT in understanding and react positively to sustainable business practices
in its supply chain Because suppliers action can be detrimental to an extent that can affect the
main business and its operations encouraging suppliers to measure and disclose emissions
information can determine the quality and business environment ATampT is currently working and
the company will be able to understand and minimize risks as well as identify opportunities
Partnering with the 2011 Carbon Disclosure Project (CDP) Supply Chain Initiative will lead to
transparency and accountability in the supply chain (Getting smart about 2011)
Furthermore ATampT has established its new Domain Supplier Program and as a result the
chosen vendors will be responsible for a lot more than their own products in terms of the
amalgamation and operations management of network equipment and software solutions
Additionally marketing retail channels and online sales integrate the chain One area where to
focus could be suppliersrsquo accountability for delivering environmental friendly non-virgin
materials ( A t ampt r ead ie s i t s 2 01 1 ) The company has created an efficient management
department that engages with parties involved in the supply chain operations efficiency program
Supplier Quality Management is responsible for working with Stakeholders and Suppliers to
assure ATampT receives world-class products and services It is based from the global
telecommunications TL 9000 requirements as well as good business practice and helps evaluate
the effectiveness of quality implementation and improvement programs This quality
management system is designed to meet quality standards of the global communication industry
and it is built from the ISO 9001 and the eight quality principles aiming directly to the
telecommunication industry (Supplier quality 2011) ISO 9001Standard provides a solid
guidance and strong procedures that achieve consistency to the management program ldquoA quality
management system (eg ISO 9001) provides us with a tool to track where all the parts
components andor constituents come from This is called product traceabilityrdquo (ldquoPojasek R amp
Farver S productrdquo 2011)
ATampT is conducting a fair method of supply chain management but there are several factors of
that program that needs to improve Corporations around the world are trying to have
sustainability initiatives in their supply chain management simply because of meeting established
regulations or because it can have a positive impact on their customerrsquos base giving the
company a competitive advantage There are four good supply chain strategies that can be used
to reduce waste and considering ATampT has a global outreach it can make a difference in their
operations and create a cost-savings strategy as well as deterring their environmental footprint
(Kaplan 2009)
Nearsourcing Sourcing internationally from Mexico or Latin America as opposed to Asia can
be a good start to minimize transportation costs that subsequently leads to large amounts of CO2
emissions due to fossil fuels consumption It also establishes a strong cooperation of the
Americas that can integrate collaboration in technological advances and environmental
stewardship emphasizing ethics that embody responsible planning and management of resources
(Kaplan 2009)
Ship to point-of-use Shipping or transporting raw materials to the assembly line for production
is a strategy that can be utilized in the telecommunicationrsquo sector Protective packaging costs are
reduced with this strategy as well as transportationrsquos expenditure (Kaplan 2009)
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 16
Green procurement guidelines ISO 9001 can be a framework to be utilized and ATampT has
already implemented it However establishing supply chain criteria for materials products
packaging systems and logistics will drastically improve their supply chain management
Obtaining better deals with suppliers is an immediate benefit Furthermore it helps avoiding
ldquonon greenrdquo contracts and purchasing Leveraging the spending information can provide savings
and a long term business relationship with suppliers (Kaplan 2009)
Supplier environmental performance Certification to ISO 14001 a support for ACORN
programme to encourage local businesses to incorporate sustainability into their business model
requirements for all contractors to undergo environmental health and safety training and product
suppliers need to be required to meet ATampT internal standards for banned and restricted toxic
substances as mobile phones parts and accessories carry a large amount of toxic waste (Charter
M et al 2001)
38 Product Design Marketing and Stewardship
Product Design The Company has a program that has been established since 2001 to get
actively involved and subsequently listening to their customers throughout the design process
This particular process amalgamates the need to focus in incorporating less toxic components as
well as recycled parts affecting the design of those products and therefore changing the way they
are marketed (Atampt universal design 2009) ATampT is applying ldquogreen accountingrdquo throughout
the organization to avoid potential environmental liabilities but also it helps in reducing costs
deterring the environmental impact of products and lay out a steady product design program with
the customer in mind The manufacture of each product carries an environmental cost that
consequently impacts the product design and its marketing approach Acquiring environmental
cost data provides the company to make decisions that is in harmony with the environment and
the business model (Green accounting at 2006)
Marketing The marketing campaign focuses in the transition to smaller and more eco-friendly
packaging for the wireless device accessories it sells to the public In addition ATampT unveiled
requirements for manufacturers of mobile phones to reduce the environmental impact of future
handsets ATampT website focuses on educating the consumers about their products with an
environmental conscience approach that attracts certain demographic groups particular a mid to
high level incomes that have the propensity of consuming high-end phones Many of those
phones come with a universal charger that translates into a single charger providing energy
efficiency usage (Atampt slims down 2010)
Stewardship Reusing and recycling mobile devices has become a priority for ATampT and last
year the company has collected more than 37 million phones These numbers reflect a decline in
the amount of recycled phones from 2009 Nonetheless batteries and other accessories account
for much of the toxic materials dump in fields therefore the organization has collected 18
million pounds of those items (Atampts environmental sustainability 2011)
ATampT is still struggling to spread out the message for customers to become environmentally
friendly and reuserecycle their devices Drop-off bins were placed in numerous locations across
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 17
the country and prepaid labels for shipping recycled phones is available However ATampT needs
to establish a solid recycling program in every store and train the proper retail associates to
efficiently implement those green initiatives (Product stewardship 2011) As an improvement to
the already established programs ATampT can train its existing retail employees and any other
workforce that makes a direct or indirect impact to the environment through an online learning
management system That action will assure to educate the workforce to maximize the
environmental stewardship approach the company wants to achieve (Training and awareness
2011)
40 RESULTS
41 Outcomes
The telecommunications sector represent a vast a diverse force group of companies that globally
generates revenues of approximately 37 billion as of 2009 (Normand S amp Morales R 2010)
and it keeps increasing due to a high market demand and necessities of communication on a
personal and business level alike Innovation plays a big role in the industry and that will be
crucial for ATampT to outcome business risks and deter its environmental impact which is closely
related to the performance of its sustainability management system ATampT implemented its SMS
and added a steady sustainability approach to business since 1995 although it was placed with
inconsequential steps in the first years of inception The implementation of ISO Standards can
lead to a sustainable management system that has already solid roots as it was presented in this
paper and could impel its SMS to a leadership position ldquoFor most organizations the path to
finding this overarching business management system starts with integrating the management
standards covering quality (ISO 9001) environment (ISO 14001) and occupational health and
safety (OHSAS 18001) (ldquoPojasekrdquo 2006) The last paragraph highlights the importance of those
standards and how ATampT can benefit from its implementation
The outcome if the sustainability management system is in place in its total execution will be to
allow the system to conduct a systematic internal review that is essential for an ever-changing
wireless communication industry leader with a global presence Monitoring and taking corrective
actions for continual improvement will be a critical achievement that will carry long-term
benefits for the company As presented above the sustainability management system creates and
propagates a commitment to continual improvement for the system to develop efficiently
(Pojasek R amp Farver S 2011)
42 Metrics
Expanding and improving the metrics ATampT already reports can be accomplished by utilizing
the Environmental Performance Evaluation (EPE) that correlates to the motto ldquowhat gets
measured gets managedrdquo (Iso 14031 Environmental 2011) The goal is to improve
environmental performance with a focus on performance benchmarking compliance to rules and
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 18
regulations on a local federal and international arena and competence in operational
management (Iso 14031 Environmental 2011) ATampT lacks of a sustainability management
system that amalgamate all the sectors and department with an efficient business alignment of all
departments and operations The company focuses primarily in the economic responsibility and
secondary the social responsibility and the business model appears too fragmentized as the
environmental responsibility doesnrsquot get the same level of urgency
Nevertheless a GRI report and becoming a Carbon Disclosure Program (CDP) partner will
increase transparency and accountability attached to metrics that can be measured and
consequently improved ATampT by now uses the G3 Guidelines the cornerstone of GRIs
Sustainability Reporting Framework (What are the 2011) to determine the types of data to
report in its 2010 Citizenship and Sustainability Report as well as Key Performance Indicators
(KPIs ) that have already been implemented (key performance indicators 2011)These are
lagging indicators and are valuable to know where the company stands and therefore ATampT can
be able to seeking improvements and correct faulty operations but they are not an assurance of
positive outcomes
The inventory of the combined activities of the company was stated in section 21 and
subsequently after proceeding with the identification and evaluation of the sustainability
footprint ATampT should conduct a materiality analysis The main reason is to highlight
efficiently the issues spotted in relation to their concern to stakeholders and subsequently the
effect they have on the organization The following Materiality Matrix chart shows the
categorized issues and prevailing potential conditions in each box accordingly to the potential
impact on the company and the increasing concern to stakeholders respectively
a) Low Impact a) Medium Impact a) High Impact
High Concern High Concern High Concern
Increasing
Concerns b) Low Impact b) Medium Impact b) High Impact
To Medium Concern Medium Concern Medium Concern
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 19
Stakeholders
c) Low Impact c) Medium Impact c) High Impact
Low Concern Low Concern Low Concern
Increasing current or potential impact on the company
Chart (Materiality matrix 2011)
The above materiality matrix can be utilized by identifying material issues at each level and
efficiently addressing them in a timely manner A sense of urgency is needed at the
corresponding stage of the issuesrsquo level (Materiality matrix 2011)
To summarize the representative elements of the materiality analysis process the following
aspects needs to be underscored
1 ldquoIdentification of a universe of relevant economic social environmental and
policygovernance issues for consideration
2 Evaluation and ranking of the level of internal and external stakeholder concerns
regarding each issue
3 Evaluation and ranking of the potential impact on the company of each issue
4 Development of a matrix-based prioritization of the issues and
5 Execution of a structured collaborative strategy planning implementation and reporting
processrdquo (A roadmap to 2011)
The prior representation of the materiality analysis will lead to a rigorous evaluation of the three
responsibilities significant to the company and its stakeholders The analysis can provide to
ATampT with beneficial insight information guiding the organization to a strategic direction as
well as a tactical change management in sustainability that translates into a purposeful process to
help the organizations succeed (A roadmap to 2011)
43 ATampT conversion from lagging to leading indicators to improve the SMS
ATampT is using lagging indicators that are not helpful in identifying and revealing potential
problems that can carry severe process upset with irreversible consequences It may lack of
presenting solutions and consequently implementing corrective actions (Pojasek R lagging
2009) In contrast leading indicators are useful to check the efficiency of control systems and
provide crucial warning of disadvantages before any issues is present (Pojasek R leading
indicators 2009) ATampT needs to use both indicators to drive sustainability performance
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 20
consequently the company needs to implement as well as emphasize leading indicators on the
following areas for full effectiveness
i There must be a connection between the leading indicators and the outcomes that are of
interest
ii The reasons for using the indicators and the benefits they offer must be understood by
line management and by the employees affected
iii The indicators must provide information that can guide future actions
(Pojasek RUsing Leading 2009)
Therefore a mix of lagging and leading indicators that are pertinent and efficiently linked to the
system amalgamating the three responsibilities in one single measure with an accessible data for
lagging indicators as well as objective data for leading indicators will be crucial for continue
improvement and the company will be able to include a culture of sustainability within the
organization (Pojasek R amp Farver S effective indicators 2011) Nonetheless a framework tool
that can quantify leading indicators is the Australian Business Excellence Frameworkrsquos ADRI
(approach deployment results and improvement) scoring method (Pojasek R ADRI Scoring
2009) Consequently ATampT can drastically increase value and accurate information to develop
an efficient sustainability management system that amalgamates all the tools necessary to
become a leader in a highly competitive telecommunications market
44 Ensure transparency and accountability
Ensuring transparency and accountability is crucial in todayrsquos global business environment to
keep the company competitive The question that arrives addressing this issue is how to convince
the management leadership of ATampT to change the system that appears to be working for them
in the current business environment
Shareholders and stakeholders pressure complying with laws and regulations competitive
advantage and public relations can also be drivers for transparency and accountability
Nonetheless individuals and companies from the private and public sectors can create the
atmosphere for ATampT to create the necessary reports on the organizationrsquos sustainability
performance because that can highly influence their investment options and decisions that are
correlated to ATampT overall performance (Pojasek 2009) Therefore a sustainability reporting
review and assurance would be needed and the data should be subjected to internal controls and
processes associated with an internal audit Additionally after the requirements of internal
assurance are met ATampT could extend that report to an external assurance process as the
AccountAbilityrsquos AA1000 Stakeholder Engagement Standard (Pojasek R Sustainability
reporting 2009)
The ATampT research assessment and followed recommendations have shown an integrated
corporate sustainability assessment that can adopt business strategies and activities to meet the
stakeholdersrsquo objectives while protecting sustaining and enhancing the human and natural
resources that will be needed in the future (Sustainable development a 2007)
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 21
50 References
Andriof J (2002) Unfolding stakeholder thinking theory responsibility and engagement
Retrieved from
httpbooksgooglecombooksid=THtznfpayXoCamppg=PA205amplpg=PA205ampdq=ATampT
external stakeholder NGOsampsource=blampots=ye28xPUa-Kampsig=xRRKKteuu9fWgEUH-
NCBizrYDnYamphl=enampei=WvmxTvzrI5TXiQKjuP0Bampsa=Xampoi=book_resultampct=resultampresnu
m=1ampved=0CB8Q6AEwADgK
A r oadm ap t o p e r f o r m s up p l y ch a i n - focu s ed m at e r i a l i t y a s s es sm en t s
( 2 01 1 ) V al ues t ream i ng R e t r i ev ed f r om
h t t p v a l u es t r eam 20 0 9 wo r dp r es s co m 20 11 0 2 0 2 a - ro adm ap - to - pe r f o r m -
s up p l y- ch a i n - f o cu sed -m a t e r i a l i t y - a s s es sm e n t s
Atampt activates one million iphone 4s (2011) ATampTcompress Retrieved from
h t t p w w w a t t co m gen p r es s -
r o om pid =21 79 8 ampcd v n=n ews amp n ew s ar t i c l e id =33 13 5 ampm apco d e=co ns um er | f
i n an c i a l
Atampt aligning business and sustainability strategy (2011) TriplePundit Retrieved from
h t t p w w w t r i p l epu n d i t com 2 00 9 0 8 a t t - a l i gn i n g -b us in es s - an d -
s us t a in ab i l i t y - s t r a t eg y
Atampt announces new telepresence facilities in atampt bangalore offices (2010) ATampT Retrieved
from httpwwwattcomgenpress-roompid=18067ampcdvn=newsampnewsarticleid=30911
Atampt company information (2011) ATampT Corporate Retrieved from
h t t p w w w a t t co m gen in v es t o r - r e l a t i o ns p i d =5 71 1
Atampt environment health and safety management system (2010) Retrieved from
h t t p do cs go o g le co mv i ew er a=v ampq=cach e a6p l l J Uk q6YJ w w w a t t co m
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 22
C omm on abo u t _u s c i t i z ens h i p EMS _mat r ix pd f +AT 26 T+en v i ro nm ent a l +
an d +s a f e t y+ r egu l a t i on s amphl =en ampgl =usampp i d=b l amps r c id =A DG E ES hm5 H KkC i
0 5 4CY E Zv d aG XP HG 2 d3 f i 2_ es7 V gBs wd 2 - t oz J aMPW 9 Bu mG T ss _Q MP Q_ -
t yp - e N - eO Ui _6 oV lJ Q X V LV 6 rz gM HxO S I -
S 8 j wW3R wJ uT d9 Vx yr 2 x T _lz MY 1t cK cp M ND i FLamps i g=A HIE t b Q G V tX q Qq 6
r R qU kY lX yeM M _M G X IL
A t ampt s en v i r onm enta l s us t a i n ab i l i t y i n i t i a t i v es (2 01 1 ) Ma r ke t Wa t ch
R e t r i ev ed f r om h t tp w w wm ar ke tw a tch co ms to r y a t t - add s -b a t t e r y-
ch a r ge r - pa r t i a l l y- m ad e - f rom - r ecyc l ed - w a t e r - bo t t l e s - to -p ro d uc t - l i ne - up -
2 0 11 -1 1 -1 4
Atampt included in carbon disclosure projects carbon disclosure (2011) PR Newswire Retrieved
from h t t p ww w p rnew s wi r e com n ew s - r e l eas es a t t - i n c l ud ed - in - ca r bo n -
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A t ampt r ead i e s i t s s up p l y ch a in fo r t h e fu tu r e (2 01 1 ) AT ampT R e t r i ev ed
f r om h t tp w w w a t t com gen p r e s s -
r o om pid =48 00 ampcdv n =n ews ampn ews a r t i c l e i d =2 70 88
A t ampt s l im s do w n acce s so r y p ack ag i n g an no un ces n ew eco - f r i end l y
s t an da r ds fo r h an dse t s ( 20 10 ) AT ampT I n t e l l e c t ua l Pro p er t y R e t r i ev ed
f r om h t tp w w w a t t com gen p r e s s -
r o om pid =48 00 ampcdv n =n ews ampn ews a r t i c l e i d =3 05 99
T h e a t ampt t e ch no lo gy an d env i r on m ent aw a r ds p r o gr am (20 1 1) AT ampT
R e t r i ev ed f r om h t tp w w w a t t co m gen co rp o r a t e - c i t i z ens h i p p id =1 24 34
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R FkS1 m ZsJ p ro j ec t s i gma co u k R n DSt r eams R D_s up p l y_ ch a in _s t r a t eg y p
d f +Th i s + r es ea rch +in v es t i ga t ed +t h e+eco n omi c +so c i a l +and +env i r on m ent a l
+ im p ac t s + in +s up p ly+ch a i n +m an agem en t amphl =en ampgl =us amppi d =b l amps r c i d =A D
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I m pr o vem en t S er v i ce R e t r i ev ed f rom
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Ci t i z ens h i p EH S Re t r i ev ed f r om
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E con o m y 2 01 0 ATampT S u s ta i na b i l i t y R epo r t 74 R e t r i eved f rom
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d f
G r een acco un t i n g a t a t ampt ( 20 06 ) Wi s t a En v i ro n men t A cco un t in g
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h t t p m y ex t ens io n h a rv a rd ed u i cb i cb do ke yw o r d =ex tamps u bk e yw o r d =k8
0 7 71 ampp an e l = icb p ageco n ten t 90 17 21 r fo r um fo r um_ id =105 1 69 ampp age i d =i c
b page4 27 50 4 ampp ageC ont en t Id = i cb p ageco n t en t9 01 70 1 ampview =vi ew do ampv ie
w P aram_ di r ec to r y= S up p l em en t a l R ead in g Fo l d er
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O v e rs p en d i n g D el ays N o n com pl i an ce w i t h po l i c i es an d
r egu l a t i on s amphl =enampgl =u s amppid =b l amps rc i d =A D GE ES hR1P4J uW H eP aBS 5x sG
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T pm iT hQ b A amps i g=A H IE t b Q O QM i Zi V9 ycC D aPP cUh fo LE w z_ - w
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R e t r i ev ed f r om h t tp e cop r en eu r i s t co m 20 09 10 1 3 5 - wa ys - t o - g r e e n -
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b i l i t y+ r ep o r t +2 01 0amph l =en ampgl =us amppi d=b l amps r c i d =AD G EES g6 yD k G G u ZC4
A O b0 P1 gPh 2 rm YYG D _ GPWU u Fn_ eP 6W_ r 0 ix 0 E6j 29 L1 v ReF l 5 De l r FFN 9 Fb
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b f G F5i Vw CQ kx H etG M U GA C gA cG D qcA Zamps i g=A H IE t b T U3 V _ aJ ow 9P aQ t a
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u c t iv i t y + i n cr ea s ed+co l l ab o ra t i on +acce l e r a t ed +d ec i s io n -
m ak in g+an d +r edu ced +d ep end en c y+o n +p h ys i ca l + t r ave l amph l =en ampgl =us amppi d
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A D Pu 9SA 5 L6 O G 19L2 IFb T E 5Sz pv r dCR q9 O Zl6 qJ amps i g=AH IE t bS h lW Bu du F
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A s i an
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h t t p do cs go o g le co mv i ew er a=v ampq=cach e _S4 r OP 5U lw IJ w ww a t t co m
C omm on abo u t _u s f i l e s p d f cs r _p ape r_ p o l i cy p d f +A T 26 T +s us t a in ab i l i t y
+v i s i on amphl =en ampgl=u s amppid =b l amps r c id=A D G EES gH 0 -
4 f v NQJ Q s OY oY D 8L_ 0 D H gp u cT pa -
LcG cQ Q B yO _ l Cb u lb 2 Vt Um FX r a7 N V52 6 TK X r rD h w3l 8 f9 -
p gH F4 j in h KA f k gRQ P5 oC BMX 8 XA f Gs LIE J K f Rzh LZE k E aC s gOM Fw Q7 X f5
aJ amps i g=A H IE t b T yO smx D3j Crx 3 G 5w g6J l k LC 3 bpx A
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 31
What are the g3 guidelines (2011) Global reporting initiative Retrieved from
httpwwwglobalreportingorgreportingframeworkg3guidelines
Workforce inclusion (2007) Social Responsibility Report Retrieved from
httpdocsgooglecomviewera=vampq=cacheo_6Rwfb4lBsJwwwattcomCommonfilespdf3
30938_ATTcsr_0623pdf ATampT reinforce the commitment to a
socialamphl=enampgl=usamppid=blampsrcid=ADGEESjQalPiV_TGsaNvqmVBhqfnqytuxjvKhQIEmkG
z_N_3tGEojkaKirI-bMpPR-7Y4KrKSXMmYHlPDbF_qBxUc2g7lAw6tmPdP5jhM-
cEQNyp0Pd8kvqmW9YRqotX_heXs2Vv6dgXampsig=AHIEtbReQdWTz60fpWqKNiSTGukJcB
ET5g
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 11
341 ProductService Differentiation
Increasing the market share of the organization is a goal of any business venture that carries
many risks and strategic plans with a long term business model ATampT has a large variety of cell
phone devices that are popular and efficient in regards of services effectiveness as well as
innovation The company needs to focus in environmentally and socially responsible products
that will gain a new loyal customer base to solidify growth Consumers want to feel good about
the products and service the buy therefore customers demand for new products will vault to
new dimensions with high expectations on the devices offered Innovating and re-engineering
present devices to sustainable services is crucial to adapt to the new changes in the marketplace
Presenting new cell phones with environmentally friendly materials can provide a competitive
advantage that will differentiate the company from competitors and produce high return on
investment (Productservice differentiation 2011)
Alliances and business deals with manufactures are important to consolidate the production and
distribution of ldquoe-Phonesrdquo These devices are made of recycled products and offered to
consumers for a reasonable competitive price in todayrsquos market ldquoT-Mobile USA Inc and
Motorola today announced the retail availability of the MOTO W233 Renew the ideal mobile
phone for eco-conscious consumers A first of its kind and initially exclusive to only T-Mobilereg
customers the plastic phone housing for the Renew is comprised of recycled water bottles and is
entirely recyclablerdquo (Mototrade w233 renew 2009) The T-Mobile phone can be a predecessor
of a new wave of renewable devices that can attract the consumerrsquos interest and if ATampT adapt a
policy of developing this type of devices and make them marketable the company will expand
its market share wisely and efficiently
342 Product Stewardship Policy
ATampT needs to implement a policy of product stewardship to make sure all those involved in the
life cycle of its products and services are accountable for the environmental impact it causes To
assure of that policy implementation the company should have the following objectives
The company will collect 100 of its electronic waste for reuse and recycling
For every 10 phones the company sells ATampT guarantee to collect 9 phones for reuse or
recycling
ATampT will require its vendorssuppliers and manufacturers to meet the companyrsquos
certification requirements by 2013
All ATampT-branded electronics should meet the companyrsquos scorecard criteria for
environmental design
The company should be committed to procuring 10 of its energy needs from
renewables on a realistic time frame goal
Required its vendors to supply more eco-friendly devices
The company should work with a several environmental organizations to hash out issues
including the reduction of its carbon footprint and improving productsrsquo designndashwith the
recycling devices at the forefront of ATampTrsquos efforts (Sprint establishes first-in-industry
2011)
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 12
Telecommunication companies have never placed a policy of this magnitude before until Sprint
published it this year Sprint is so far the only wireless carrier to have a stewardship policy that
set the standards for the industry ldquoTo clearly state Sprintrsquos pledge to responsibly address
electronic waste (e-waste) we have published an Electronics Stewardship Policy A first for the
telecommunications industry this policy outlines how Sprint is focusing on the full lifecycle of
the electronics we buy and sellrdquo (Sprint recycle 2011) Sprint is a leader in that regards and
exemplifies a business action that ATampT can follow and subsequently establish a common
denominator among the wireless industry players
35 Corporate Sustainability Management System
ATampT developed a combined Environment Health and Safety (EHampS) Management System
which is designed to use elements of ISO 14001 EMS standard and applies to Environment
Health and Safety Programs ATampT does not maintain external registrations or certifications
with external registrars for this management system ( Atampt environment health 2010) ATampT
has been utilizing ISO 14001 Standard since 1997 as an important framework in the decision-
making process to face the corporate environmental issues a global company faces in todayrsquos
business climate Integrating ISO 14001 program with the quality management system (ISO
90012000) andor with an occupational health and safety management system such as OHSAS
18001 ANSI Z-10 or the United States Occupational Safety and Health Administrationrsquos
Voluntary Protection Program can create value and establish a comprehensive business model
for the organization (Pojasek 2007) The following chart represents the companyrsquos program
implementing management systems elements
ATampT Environment Health and Safety Management System ISO 14001 EMS Elements
Evaluation of Environmental Aspects The EHampS leadership team consults periodically
with the Legal Department to discuss future programs and risks regarding compliance
programs
Legal and Other Requirements EHampS Technical Support directs the EHampS ldquolegregrdquo
process which tracks and evaluates new and proposed regulation and legislation
Objectives and Targets the EHampS Leadership team develops the objectives and targets for
the EHampS organization as part of ATampTrsquos performance management program ldquoe-
performancerdquo Progress towards achievement of goals is evaluated quarterly by EHampS
associates and supervisors
EMS program Each business unit has an EHampS Plan Target document through which it
implements key business unites and partners-specific requirements and responsibilities
Chart (Programs implementing management 2010)
In 2008 the US Addendum to the Global e-Sustainability Initiative (GeSI) sponsored study
SMART 2020 Enabling the Low Carbon Economy in the Information Age estimated that ICT-
enabled solutions could cut annual CO2 emissions in the US by up to 22 percent in 2020 This
translates to gross energy and fuel savings of as much as $240 billion annually Therefore
ATampT outlined the opportunity to deter its emission through this comprehensive report that
highlights the issues and present practical solutions to the information and communication
technology businesses ( Connecting people and 2011)
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 13
The prior statement shows a commitment by the organization to develop programs that follow
the guidance of SMART 2020 report Although ATampT highlights the benefits of meeting
compliance of the standard ISO 14001 and other EHampS programs the implementation of such
programs is still lagging Consequently the following recommendation can be implemented to
enhance the existing program and develop new frameworks to improve in those areas that are
emphasized in the SMART 2020 report
The CO2e reduction potential of ICT industry solutions is examined across four key usage areas
Smart Workplaces Combines innovative video audio and interactive elements to create a
unique virtual presence over the network mdash giving users an immersive in-person experience
Smart Data Centers ldquoThin clientrdquo hardwaresoftware solution allows employees to access full
desktop and file system from any location with secure encrypted 2-way transmission and no
physical storage of data on the employee device Flexible telephony system (provided by Access
Line) allows routing of phone calls to any location desired
Smart Transportation Reduction in Carbon emissions from personal vehicles
Decrease in the traffic load on the road system
Provides incentives for individuals to use more efficient forms of transportation
Encourages a modal shift from privatepersonal transportation to public transport services
Smart Electric Grids Reducing waste generation and improving process efficiencies in its
semiconductor manufacturing operations In order to achieve water and energy savings which
resulted in reduction in associated CO2 emissions the company brought together the following
components
Smart Water amp Electrical Grid
Statistical Process Control
Peak Power Management
Effective use of sensor data
ISO 14001 Compliance
Lean Manufacturing Tools
Employee Participation amp Awareness
Chart amp text (Neves L et al 2008)
The benefits of implementing effectively the guidance developed by The Climate Group in
partnership with the GeSI ldquoSMART 2020 Enabling the Low Carbon Economy in the
Information Agerdquo can be envisioned through increased speed decision-making and improved
employee productivity Nevertheless it also minimizes dependency in physical travel efficiently
maximizes road networks and mitigates traffic carrying capacity (Neves L et al 2008)
36 Internal and External Communication
ldquoAn organization should establish implement and maintain procedures for communicating
internally and externally on its environmental policy performance or other information based on
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 14
its own needs and the needs of interested partiesrdquo (Communication 2011) ATampT utilizes its
website online communication posting financial results product services sustainability and
regulatory reports and environmental footprint of the company that are available worldwide to
communicate with the interested parties about the companyrsquos overall performance Taking in
consideration that AampT is a global corporation and it is under constant scrutiny of their
environmental and social policies and performance they are putting in practice a consistent and
effective method to communicate internally and externally
The company emphasis the successes of their approach among employees and management team
using telepresence rooms that help enable ATampT employees to communicate internally as well
as with business associates The fully managed ATampT Telepresence Solution present face to face
interactions with the parties involved that generate collaboration between companies and
employees suppliers partners and customers in an efficient way Cost-savings procedures and
reliability are among the main points for this internal communication and demonstrate how the
company is a pioneer in transforming the business process increasing productivity (Atampt
announces new 2010)
Effective external environmental communications are extremely important in fostering mutually
affirming and respectful relationships with the regionrsquos associates Therefore the following
highlighted factors are areas for ATampT to improve
ldquoIneffective communication with employers
Weak links between on- and off-the-job training
Insufficient involvements of employersrdquo (ldquoCommon inspection areas 2011)
Global organizations have the tendency to spread out external communication via website posts
online marketing tools and relations with shareholders However ATampT lacks of an effective
external communication tool because the company does not effectively emphasis the investors
relations and a coordinated public relationrsquos approach An important component of
communication is the one placed with parties outside of the organization This external
communication may be coordinated by public relations investor relations and marketing The
leadership team has to be engaged in this role in a two way dialog structure (Pojasek R amp Farver
S 2011) Then ATampT needs to take an aggressive approach toward public relations and its
subsequent external communications effectiveness to salvage the ongoing connection needed to
efficiently affirming the relationship with partners in the public and private sectors
37 Supply Chain Management
As a global corporation ATampT economic social and environmental impact goes beyond their
operations The materials used from which the companyrsquos products and services are sourced are
just the beginning in searching for the quality and nature of such materials ATampT has been
working steady in implementing diversity and environmental awareness in their supply chain and
leading to actions to be more proactive The organization has engaged their suppliers with
Supplier Citizenship and Sustainability survey (2009 and 2010) This survey included key
questions about energy consumption efficiency environmental protection health and safety
labor rights ethics confidentiality and water usage (Getting smart about 2011) This particular
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 15
method had helped ATampT in understanding and react positively to sustainable business practices
in its supply chain Because suppliers action can be detrimental to an extent that can affect the
main business and its operations encouraging suppliers to measure and disclose emissions
information can determine the quality and business environment ATampT is currently working and
the company will be able to understand and minimize risks as well as identify opportunities
Partnering with the 2011 Carbon Disclosure Project (CDP) Supply Chain Initiative will lead to
transparency and accountability in the supply chain (Getting smart about 2011)
Furthermore ATampT has established its new Domain Supplier Program and as a result the
chosen vendors will be responsible for a lot more than their own products in terms of the
amalgamation and operations management of network equipment and software solutions
Additionally marketing retail channels and online sales integrate the chain One area where to
focus could be suppliersrsquo accountability for delivering environmental friendly non-virgin
materials ( A t ampt r ead ie s i t s 2 01 1 ) The company has created an efficient management
department that engages with parties involved in the supply chain operations efficiency program
Supplier Quality Management is responsible for working with Stakeholders and Suppliers to
assure ATampT receives world-class products and services It is based from the global
telecommunications TL 9000 requirements as well as good business practice and helps evaluate
the effectiveness of quality implementation and improvement programs This quality
management system is designed to meet quality standards of the global communication industry
and it is built from the ISO 9001 and the eight quality principles aiming directly to the
telecommunication industry (Supplier quality 2011) ISO 9001Standard provides a solid
guidance and strong procedures that achieve consistency to the management program ldquoA quality
management system (eg ISO 9001) provides us with a tool to track where all the parts
components andor constituents come from This is called product traceabilityrdquo (ldquoPojasek R amp
Farver S productrdquo 2011)
ATampT is conducting a fair method of supply chain management but there are several factors of
that program that needs to improve Corporations around the world are trying to have
sustainability initiatives in their supply chain management simply because of meeting established
regulations or because it can have a positive impact on their customerrsquos base giving the
company a competitive advantage There are four good supply chain strategies that can be used
to reduce waste and considering ATampT has a global outreach it can make a difference in their
operations and create a cost-savings strategy as well as deterring their environmental footprint
(Kaplan 2009)
Nearsourcing Sourcing internationally from Mexico or Latin America as opposed to Asia can
be a good start to minimize transportation costs that subsequently leads to large amounts of CO2
emissions due to fossil fuels consumption It also establishes a strong cooperation of the
Americas that can integrate collaboration in technological advances and environmental
stewardship emphasizing ethics that embody responsible planning and management of resources
(Kaplan 2009)
Ship to point-of-use Shipping or transporting raw materials to the assembly line for production
is a strategy that can be utilized in the telecommunicationrsquo sector Protective packaging costs are
reduced with this strategy as well as transportationrsquos expenditure (Kaplan 2009)
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 16
Green procurement guidelines ISO 9001 can be a framework to be utilized and ATampT has
already implemented it However establishing supply chain criteria for materials products
packaging systems and logistics will drastically improve their supply chain management
Obtaining better deals with suppliers is an immediate benefit Furthermore it helps avoiding
ldquonon greenrdquo contracts and purchasing Leveraging the spending information can provide savings
and a long term business relationship with suppliers (Kaplan 2009)
Supplier environmental performance Certification to ISO 14001 a support for ACORN
programme to encourage local businesses to incorporate sustainability into their business model
requirements for all contractors to undergo environmental health and safety training and product
suppliers need to be required to meet ATampT internal standards for banned and restricted toxic
substances as mobile phones parts and accessories carry a large amount of toxic waste (Charter
M et al 2001)
38 Product Design Marketing and Stewardship
Product Design The Company has a program that has been established since 2001 to get
actively involved and subsequently listening to their customers throughout the design process
This particular process amalgamates the need to focus in incorporating less toxic components as
well as recycled parts affecting the design of those products and therefore changing the way they
are marketed (Atampt universal design 2009) ATampT is applying ldquogreen accountingrdquo throughout
the organization to avoid potential environmental liabilities but also it helps in reducing costs
deterring the environmental impact of products and lay out a steady product design program with
the customer in mind The manufacture of each product carries an environmental cost that
consequently impacts the product design and its marketing approach Acquiring environmental
cost data provides the company to make decisions that is in harmony with the environment and
the business model (Green accounting at 2006)
Marketing The marketing campaign focuses in the transition to smaller and more eco-friendly
packaging for the wireless device accessories it sells to the public In addition ATampT unveiled
requirements for manufacturers of mobile phones to reduce the environmental impact of future
handsets ATampT website focuses on educating the consumers about their products with an
environmental conscience approach that attracts certain demographic groups particular a mid to
high level incomes that have the propensity of consuming high-end phones Many of those
phones come with a universal charger that translates into a single charger providing energy
efficiency usage (Atampt slims down 2010)
Stewardship Reusing and recycling mobile devices has become a priority for ATampT and last
year the company has collected more than 37 million phones These numbers reflect a decline in
the amount of recycled phones from 2009 Nonetheless batteries and other accessories account
for much of the toxic materials dump in fields therefore the organization has collected 18
million pounds of those items (Atampts environmental sustainability 2011)
ATampT is still struggling to spread out the message for customers to become environmentally
friendly and reuserecycle their devices Drop-off bins were placed in numerous locations across
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 17
the country and prepaid labels for shipping recycled phones is available However ATampT needs
to establish a solid recycling program in every store and train the proper retail associates to
efficiently implement those green initiatives (Product stewardship 2011) As an improvement to
the already established programs ATampT can train its existing retail employees and any other
workforce that makes a direct or indirect impact to the environment through an online learning
management system That action will assure to educate the workforce to maximize the
environmental stewardship approach the company wants to achieve (Training and awareness
2011)
40 RESULTS
41 Outcomes
The telecommunications sector represent a vast a diverse force group of companies that globally
generates revenues of approximately 37 billion as of 2009 (Normand S amp Morales R 2010)
and it keeps increasing due to a high market demand and necessities of communication on a
personal and business level alike Innovation plays a big role in the industry and that will be
crucial for ATampT to outcome business risks and deter its environmental impact which is closely
related to the performance of its sustainability management system ATampT implemented its SMS
and added a steady sustainability approach to business since 1995 although it was placed with
inconsequential steps in the first years of inception The implementation of ISO Standards can
lead to a sustainable management system that has already solid roots as it was presented in this
paper and could impel its SMS to a leadership position ldquoFor most organizations the path to
finding this overarching business management system starts with integrating the management
standards covering quality (ISO 9001) environment (ISO 14001) and occupational health and
safety (OHSAS 18001) (ldquoPojasekrdquo 2006) The last paragraph highlights the importance of those
standards and how ATampT can benefit from its implementation
The outcome if the sustainability management system is in place in its total execution will be to
allow the system to conduct a systematic internal review that is essential for an ever-changing
wireless communication industry leader with a global presence Monitoring and taking corrective
actions for continual improvement will be a critical achievement that will carry long-term
benefits for the company As presented above the sustainability management system creates and
propagates a commitment to continual improvement for the system to develop efficiently
(Pojasek R amp Farver S 2011)
42 Metrics
Expanding and improving the metrics ATampT already reports can be accomplished by utilizing
the Environmental Performance Evaluation (EPE) that correlates to the motto ldquowhat gets
measured gets managedrdquo (Iso 14031 Environmental 2011) The goal is to improve
environmental performance with a focus on performance benchmarking compliance to rules and
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 18
regulations on a local federal and international arena and competence in operational
management (Iso 14031 Environmental 2011) ATampT lacks of a sustainability management
system that amalgamate all the sectors and department with an efficient business alignment of all
departments and operations The company focuses primarily in the economic responsibility and
secondary the social responsibility and the business model appears too fragmentized as the
environmental responsibility doesnrsquot get the same level of urgency
Nevertheless a GRI report and becoming a Carbon Disclosure Program (CDP) partner will
increase transparency and accountability attached to metrics that can be measured and
consequently improved ATampT by now uses the G3 Guidelines the cornerstone of GRIs
Sustainability Reporting Framework (What are the 2011) to determine the types of data to
report in its 2010 Citizenship and Sustainability Report as well as Key Performance Indicators
(KPIs ) that have already been implemented (key performance indicators 2011)These are
lagging indicators and are valuable to know where the company stands and therefore ATampT can
be able to seeking improvements and correct faulty operations but they are not an assurance of
positive outcomes
The inventory of the combined activities of the company was stated in section 21 and
subsequently after proceeding with the identification and evaluation of the sustainability
footprint ATampT should conduct a materiality analysis The main reason is to highlight
efficiently the issues spotted in relation to their concern to stakeholders and subsequently the
effect they have on the organization The following Materiality Matrix chart shows the
categorized issues and prevailing potential conditions in each box accordingly to the potential
impact on the company and the increasing concern to stakeholders respectively
a) Low Impact a) Medium Impact a) High Impact
High Concern High Concern High Concern
Increasing
Concerns b) Low Impact b) Medium Impact b) High Impact
To Medium Concern Medium Concern Medium Concern
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 19
Stakeholders
c) Low Impact c) Medium Impact c) High Impact
Low Concern Low Concern Low Concern
Increasing current or potential impact on the company
Chart (Materiality matrix 2011)
The above materiality matrix can be utilized by identifying material issues at each level and
efficiently addressing them in a timely manner A sense of urgency is needed at the
corresponding stage of the issuesrsquo level (Materiality matrix 2011)
To summarize the representative elements of the materiality analysis process the following
aspects needs to be underscored
1 ldquoIdentification of a universe of relevant economic social environmental and
policygovernance issues for consideration
2 Evaluation and ranking of the level of internal and external stakeholder concerns
regarding each issue
3 Evaluation and ranking of the potential impact on the company of each issue
4 Development of a matrix-based prioritization of the issues and
5 Execution of a structured collaborative strategy planning implementation and reporting
processrdquo (A roadmap to 2011)
The prior representation of the materiality analysis will lead to a rigorous evaluation of the three
responsibilities significant to the company and its stakeholders The analysis can provide to
ATampT with beneficial insight information guiding the organization to a strategic direction as
well as a tactical change management in sustainability that translates into a purposeful process to
help the organizations succeed (A roadmap to 2011)
43 ATampT conversion from lagging to leading indicators to improve the SMS
ATampT is using lagging indicators that are not helpful in identifying and revealing potential
problems that can carry severe process upset with irreversible consequences It may lack of
presenting solutions and consequently implementing corrective actions (Pojasek R lagging
2009) In contrast leading indicators are useful to check the efficiency of control systems and
provide crucial warning of disadvantages before any issues is present (Pojasek R leading
indicators 2009) ATampT needs to use both indicators to drive sustainability performance
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 20
consequently the company needs to implement as well as emphasize leading indicators on the
following areas for full effectiveness
i There must be a connection between the leading indicators and the outcomes that are of
interest
ii The reasons for using the indicators and the benefits they offer must be understood by
line management and by the employees affected
iii The indicators must provide information that can guide future actions
(Pojasek RUsing Leading 2009)
Therefore a mix of lagging and leading indicators that are pertinent and efficiently linked to the
system amalgamating the three responsibilities in one single measure with an accessible data for
lagging indicators as well as objective data for leading indicators will be crucial for continue
improvement and the company will be able to include a culture of sustainability within the
organization (Pojasek R amp Farver S effective indicators 2011) Nonetheless a framework tool
that can quantify leading indicators is the Australian Business Excellence Frameworkrsquos ADRI
(approach deployment results and improvement) scoring method (Pojasek R ADRI Scoring
2009) Consequently ATampT can drastically increase value and accurate information to develop
an efficient sustainability management system that amalgamates all the tools necessary to
become a leader in a highly competitive telecommunications market
44 Ensure transparency and accountability
Ensuring transparency and accountability is crucial in todayrsquos global business environment to
keep the company competitive The question that arrives addressing this issue is how to convince
the management leadership of ATampT to change the system that appears to be working for them
in the current business environment
Shareholders and stakeholders pressure complying with laws and regulations competitive
advantage and public relations can also be drivers for transparency and accountability
Nonetheless individuals and companies from the private and public sectors can create the
atmosphere for ATampT to create the necessary reports on the organizationrsquos sustainability
performance because that can highly influence their investment options and decisions that are
correlated to ATampT overall performance (Pojasek 2009) Therefore a sustainability reporting
review and assurance would be needed and the data should be subjected to internal controls and
processes associated with an internal audit Additionally after the requirements of internal
assurance are met ATampT could extend that report to an external assurance process as the
AccountAbilityrsquos AA1000 Stakeholder Engagement Standard (Pojasek R Sustainability
reporting 2009)
The ATampT research assessment and followed recommendations have shown an integrated
corporate sustainability assessment that can adopt business strategies and activities to meet the
stakeholdersrsquo objectives while protecting sustaining and enhancing the human and natural
resources that will be needed in the future (Sustainable development a 2007)
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 21
50 References
Andriof J (2002) Unfolding stakeholder thinking theory responsibility and engagement
Retrieved from
httpbooksgooglecombooksid=THtznfpayXoCamppg=PA205amplpg=PA205ampdq=ATampT
external stakeholder NGOsampsource=blampots=ye28xPUa-Kampsig=xRRKKteuu9fWgEUH-
NCBizrYDnYamphl=enampei=WvmxTvzrI5TXiQKjuP0Bampsa=Xampoi=book_resultampct=resultampresnu
m=1ampved=0CB8Q6AEwADgK
A r oadm ap t o p e r f o r m s up p l y ch a i n - focu s ed m at e r i a l i t y a s s es sm en t s
( 2 01 1 ) V al ues t ream i ng R e t r i ev ed f r om
h t t p v a l u es t r eam 20 0 9 wo r dp r es s co m 20 11 0 2 0 2 a - ro adm ap - to - pe r f o r m -
s up p l y- ch a i n - f o cu sed -m a t e r i a l i t y - a s s es sm e n t s
Atampt activates one million iphone 4s (2011) ATampTcompress Retrieved from
h t t p w w w a t t co m gen p r es s -
r o om pid =21 79 8 ampcd v n=n ews amp n ew s ar t i c l e id =33 13 5 ampm apco d e=co ns um er | f
i n an c i a l
Atampt aligning business and sustainability strategy (2011) TriplePundit Retrieved from
h t t p w w w t r i p l epu n d i t com 2 00 9 0 8 a t t - a l i gn i n g -b us in es s - an d -
s us t a in ab i l i t y - s t r a t eg y
Atampt announces new telepresence facilities in atampt bangalore offices (2010) ATampT Retrieved
from httpwwwattcomgenpress-roompid=18067ampcdvn=newsampnewsarticleid=30911
Atampt company information (2011) ATampT Corporate Retrieved from
h t t p w w w a t t co m gen in v es t o r - r e l a t i o ns p i d =5 71 1
Atampt environment health and safety management system (2010) Retrieved from
h t t p do cs go o g le co mv i ew er a=v ampq=cach e a6p l l J Uk q6YJ w w w a t t co m
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 22
C omm on abo u t _u s c i t i z ens h i p EMS _mat r ix pd f +AT 26 T+en v i ro nm ent a l +
an d +s a f e t y+ r egu l a t i on s amphl =en ampgl =usampp i d=b l amps r c id =A DG E ES hm5 H KkC i
0 5 4CY E Zv d aG XP HG 2 d3 f i 2_ es7 V gBs wd 2 - t oz J aMPW 9 Bu mG T ss _Q MP Q_ -
t yp - e N - eO Ui _6 oV lJ Q X V LV 6 rz gM HxO S I -
S 8 j wW3R wJ uT d9 Vx yr 2 x T _lz MY 1t cK cp M ND i FLamps i g=A HIE t b Q G V tX q Qq 6
r R qU kY lX yeM M _M G X IL
A t ampt s en v i r onm enta l s us t a i n ab i l i t y i n i t i a t i v es (2 01 1 ) Ma r ke t Wa t ch
R e t r i ev ed f r om h t tp w w wm ar ke tw a tch co ms to r y a t t - add s -b a t t e r y-
ch a r ge r - pa r t i a l l y- m ad e - f rom - r ecyc l ed - w a t e r - bo t t l e s - to -p ro d uc t - l i ne - up -
2 0 11 -1 1 -1 4
Atampt included in carbon disclosure projects carbon disclosure (2011) PR Newswire Retrieved
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A t ampt i n c s ( t n ) q ua r t e r l y r ev en u e (20 1 1) T ho m so n R eu t e r s R e t r i ev ed
f r om h t tp w w w r eu t e r s com a r t i c l e 20 1 1 1 0 20 us - a t t -
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A t ampt r ead i e s i t s s up p l y ch a in fo r t h e fu tu r e (2 01 1 ) AT ampT R e t r i ev ed
f r om h t tp w w w a t t com gen p r e s s -
r o om pid =48 00 ampcdv n =n ews ampn ews a r t i c l e i d =2 70 88
A t ampt s l im s do w n acce s so r y p ack ag i n g an no un ces n ew eco - f r i end l y
s t an da r ds fo r h an dse t s ( 20 10 ) AT ampT I n t e l l e c t ua l Pro p er t y R e t r i ev ed
f r om h t tp w w w a t t com gen p r e s s -
r o om pid =48 00 ampcdv n =n ews ampn ews a r t i c l e i d =3 05 99
T h e a t ampt t e ch no lo gy an d env i r on m ent aw a r ds p r o gr am (20 1 1) AT ampT
R e t r i ev ed f r om h t tp w w w a t t co m gen co rp o r a t e - c i t i z ens h i p p id =1 24 34
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R FkS1 m ZsJ p ro j ec t s i gma co u k R n DSt r eams R D_s up p l y_ ch a in _s t r a t eg y p
d f +Th i s + r es ea rch +in v es t i ga t ed +t h e+eco n omi c +so c i a l +and +env i r on m ent a l
+ im p ac t s + in +s up p ly+ch a i n +m an agem en t amphl =en ampgl =us amppi d =b l amps r c i d =A D
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C omm on i ns pec t io n a r eas fo r im pr ov em ent (2 01 1 ) L ea rn in g an d S k i l l s
I m pr o vem en t S er v i ce R e t r i ev ed f rom
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Z ea la nd S ta nd ar d 14 0 04 R e t r i ev ed f r om
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Ci t i z ens h i p EH S Re t r i ev ed f r om
h t t p do cs go o g le co mv i ew er a=v ampq=cach e wu w 3ib l2 eK 4J ww w a t t com
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E con o m y 2 01 0 ATampT S u s ta i na b i l i t y R epo r t 74 R e t r i eved f rom
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d f
G r een acco un t i n g a t a t ampt ( 20 06 ) Wi s t a En v i ro n men t A cco un t in g
R e t r i ev ed f r om
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h t t p m y ex t ens io n h a rv a rd ed u i cb i cb do ke yw o r d =ex tamps u bk e yw o r d =k8
0 7 71 ampp an e l = icb p ageco n ten t 90 17 21 r fo r um fo r um_ id =105 1 69 ampp age i d =i c
b page4 27 50 4 ampp ageC ont en t Id = i cb p ageco n t en t9 01 70 1 ampview =vi ew do ampv ie
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O v e rs p en d i n g D el ays N o n com pl i an ce w i t h po l i c i es an d
r egu l a t i on s amphl =enampgl =u s amppid =b l amps rc i d =A D GE ES hR1P4J uW H eP aBS 5x sG
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R e t r i ev ed f r om h t tp e cop r en eu r i s t co m 20 09 10 1 3 5 - wa ys - t o - g r e e n -
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h t t p w w w a t t co mC om mo n ab ou t_ us f i l e s c s r _2 01 1 20 10 _CS R_R epo r t p
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b i l i t y+ r ep o r t +2 01 0amph l =en ampgl =us amppi d=b l amps r c i d =AD G EES g6 yD k G G u ZC4
A O b0 P1 gPh 2 rm YYG D _ GPWU u Fn_ eP 6W_ r 0 ix 0 E6j 29 L1 v ReF l 5 De l r FFN 9 Fb
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b f G F5i Vw CQ kx H etG M U GA C gA cG D qcA Zamps i g=A H IE t b T U3 V _ aJ ow 9P aQ t a
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m ob i l e com comp an y P r e s sR e l ea se s_A r t i c l e aspx as se tN am e=P rs _Pr s_ 20 0
9 0 20 5 ampt i t l e=M OTO W 23 3 R en ew Now Av a i l ab l e F ro m T - Mo bi l e USA
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g Li n k Cl i ck a spx 3 Ff i l e t i ck e t 3 D cOA r p r Yn XWY 25 3D 2 6t ab id 3 D 60
+SM AR T +2 02 0 E2 80 93 +Ben ef i t s+ i n c lu d e+in c r eas ed+em plo yee+p r o d
u c t iv i t y + i n cr ea s ed+co l l ab o ra t i on +acce l e r a t ed +d ec i s io n -
m ak in g+an d +r edu ced +d ep end en c y+o n +p h ys i ca l + t r ave l amph l =en ampgl =us amppi d
=b l amps r c i d =AD G EESj T Fi 7 fWY Lr 4 4 a r Aw K 4b N U fMx 8 Mi wis lp j w yFM 4 m Nl Z
t aS D aBV QmT Y n eLX BF7 cW b Y yU E f u Vrx esA N kW8u H rC 3qA sP X BTM 6 c5 A
A D Pu 9SA 5 L6 O G 19L2 IFb T E 5Sz pv r dCR q9 O Zl6 qJ amps i g=AH IE t bS h lW Bu du F
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A s i an
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h t t p do cs go o g le co mv i ew er a=v ampq=cach e _S4 r OP 5U lw IJ w ww a t t co m
C omm on abo u t _u s f i l e s p d f cs r _p ape r_ p o l i cy p d f +A T 26 T +s us t a in ab i l i t y
+v i s i on amphl =en ampgl=u s amppid =b l amps r c id=A D G EES gH 0 -
4 f v NQJ Q s OY oY D 8L_ 0 D H gp u cT pa -
LcG cQ Q B yO _ l Cb u lb 2 Vt Um FX r a7 N V52 6 TK X r rD h w3l 8 f9 -
p gH F4 j in h KA f k gRQ P5 oC BMX 8 XA f Gs LIE J K f Rzh LZE k E aC s gOM Fw Q7 X f5
aJ amps i g=A H IE t b T yO smx D3j Crx 3 G 5w g6J l k LC 3 bpx A
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 31
What are the g3 guidelines (2011) Global reporting initiative Retrieved from
httpwwwglobalreportingorgreportingframeworkg3guidelines
Workforce inclusion (2007) Social Responsibility Report Retrieved from
httpdocsgooglecomviewera=vampq=cacheo_6Rwfb4lBsJwwwattcomCommonfilespdf3
30938_ATTcsr_0623pdf ATampT reinforce the commitment to a
socialamphl=enampgl=usamppid=blampsrcid=ADGEESjQalPiV_TGsaNvqmVBhqfnqytuxjvKhQIEmkG
z_N_3tGEojkaKirI-bMpPR-7Y4KrKSXMmYHlPDbF_qBxUc2g7lAw6tmPdP5jhM-
cEQNyp0Pd8kvqmW9YRqotX_heXs2Vv6dgXampsig=AHIEtbReQdWTz60fpWqKNiSTGukJcB
ET5g
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 12
Telecommunication companies have never placed a policy of this magnitude before until Sprint
published it this year Sprint is so far the only wireless carrier to have a stewardship policy that
set the standards for the industry ldquoTo clearly state Sprintrsquos pledge to responsibly address
electronic waste (e-waste) we have published an Electronics Stewardship Policy A first for the
telecommunications industry this policy outlines how Sprint is focusing on the full lifecycle of
the electronics we buy and sellrdquo (Sprint recycle 2011) Sprint is a leader in that regards and
exemplifies a business action that ATampT can follow and subsequently establish a common
denominator among the wireless industry players
35 Corporate Sustainability Management System
ATampT developed a combined Environment Health and Safety (EHampS) Management System
which is designed to use elements of ISO 14001 EMS standard and applies to Environment
Health and Safety Programs ATampT does not maintain external registrations or certifications
with external registrars for this management system ( Atampt environment health 2010) ATampT
has been utilizing ISO 14001 Standard since 1997 as an important framework in the decision-
making process to face the corporate environmental issues a global company faces in todayrsquos
business climate Integrating ISO 14001 program with the quality management system (ISO
90012000) andor with an occupational health and safety management system such as OHSAS
18001 ANSI Z-10 or the United States Occupational Safety and Health Administrationrsquos
Voluntary Protection Program can create value and establish a comprehensive business model
for the organization (Pojasek 2007) The following chart represents the companyrsquos program
implementing management systems elements
ATampT Environment Health and Safety Management System ISO 14001 EMS Elements
Evaluation of Environmental Aspects The EHampS leadership team consults periodically
with the Legal Department to discuss future programs and risks regarding compliance
programs
Legal and Other Requirements EHampS Technical Support directs the EHampS ldquolegregrdquo
process which tracks and evaluates new and proposed regulation and legislation
Objectives and Targets the EHampS Leadership team develops the objectives and targets for
the EHampS organization as part of ATampTrsquos performance management program ldquoe-
performancerdquo Progress towards achievement of goals is evaluated quarterly by EHampS
associates and supervisors
EMS program Each business unit has an EHampS Plan Target document through which it
implements key business unites and partners-specific requirements and responsibilities
Chart (Programs implementing management 2010)
In 2008 the US Addendum to the Global e-Sustainability Initiative (GeSI) sponsored study
SMART 2020 Enabling the Low Carbon Economy in the Information Age estimated that ICT-
enabled solutions could cut annual CO2 emissions in the US by up to 22 percent in 2020 This
translates to gross energy and fuel savings of as much as $240 billion annually Therefore
ATampT outlined the opportunity to deter its emission through this comprehensive report that
highlights the issues and present practical solutions to the information and communication
technology businesses ( Connecting people and 2011)
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 13
The prior statement shows a commitment by the organization to develop programs that follow
the guidance of SMART 2020 report Although ATampT highlights the benefits of meeting
compliance of the standard ISO 14001 and other EHampS programs the implementation of such
programs is still lagging Consequently the following recommendation can be implemented to
enhance the existing program and develop new frameworks to improve in those areas that are
emphasized in the SMART 2020 report
The CO2e reduction potential of ICT industry solutions is examined across four key usage areas
Smart Workplaces Combines innovative video audio and interactive elements to create a
unique virtual presence over the network mdash giving users an immersive in-person experience
Smart Data Centers ldquoThin clientrdquo hardwaresoftware solution allows employees to access full
desktop and file system from any location with secure encrypted 2-way transmission and no
physical storage of data on the employee device Flexible telephony system (provided by Access
Line) allows routing of phone calls to any location desired
Smart Transportation Reduction in Carbon emissions from personal vehicles
Decrease in the traffic load on the road system
Provides incentives for individuals to use more efficient forms of transportation
Encourages a modal shift from privatepersonal transportation to public transport services
Smart Electric Grids Reducing waste generation and improving process efficiencies in its
semiconductor manufacturing operations In order to achieve water and energy savings which
resulted in reduction in associated CO2 emissions the company brought together the following
components
Smart Water amp Electrical Grid
Statistical Process Control
Peak Power Management
Effective use of sensor data
ISO 14001 Compliance
Lean Manufacturing Tools
Employee Participation amp Awareness
Chart amp text (Neves L et al 2008)
The benefits of implementing effectively the guidance developed by The Climate Group in
partnership with the GeSI ldquoSMART 2020 Enabling the Low Carbon Economy in the
Information Agerdquo can be envisioned through increased speed decision-making and improved
employee productivity Nevertheless it also minimizes dependency in physical travel efficiently
maximizes road networks and mitigates traffic carrying capacity (Neves L et al 2008)
36 Internal and External Communication
ldquoAn organization should establish implement and maintain procedures for communicating
internally and externally on its environmental policy performance or other information based on
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 14
its own needs and the needs of interested partiesrdquo (Communication 2011) ATampT utilizes its
website online communication posting financial results product services sustainability and
regulatory reports and environmental footprint of the company that are available worldwide to
communicate with the interested parties about the companyrsquos overall performance Taking in
consideration that AampT is a global corporation and it is under constant scrutiny of their
environmental and social policies and performance they are putting in practice a consistent and
effective method to communicate internally and externally
The company emphasis the successes of their approach among employees and management team
using telepresence rooms that help enable ATampT employees to communicate internally as well
as with business associates The fully managed ATampT Telepresence Solution present face to face
interactions with the parties involved that generate collaboration between companies and
employees suppliers partners and customers in an efficient way Cost-savings procedures and
reliability are among the main points for this internal communication and demonstrate how the
company is a pioneer in transforming the business process increasing productivity (Atampt
announces new 2010)
Effective external environmental communications are extremely important in fostering mutually
affirming and respectful relationships with the regionrsquos associates Therefore the following
highlighted factors are areas for ATampT to improve
ldquoIneffective communication with employers
Weak links between on- and off-the-job training
Insufficient involvements of employersrdquo (ldquoCommon inspection areas 2011)
Global organizations have the tendency to spread out external communication via website posts
online marketing tools and relations with shareholders However ATampT lacks of an effective
external communication tool because the company does not effectively emphasis the investors
relations and a coordinated public relationrsquos approach An important component of
communication is the one placed with parties outside of the organization This external
communication may be coordinated by public relations investor relations and marketing The
leadership team has to be engaged in this role in a two way dialog structure (Pojasek R amp Farver
S 2011) Then ATampT needs to take an aggressive approach toward public relations and its
subsequent external communications effectiveness to salvage the ongoing connection needed to
efficiently affirming the relationship with partners in the public and private sectors
37 Supply Chain Management
As a global corporation ATampT economic social and environmental impact goes beyond their
operations The materials used from which the companyrsquos products and services are sourced are
just the beginning in searching for the quality and nature of such materials ATampT has been
working steady in implementing diversity and environmental awareness in their supply chain and
leading to actions to be more proactive The organization has engaged their suppliers with
Supplier Citizenship and Sustainability survey (2009 and 2010) This survey included key
questions about energy consumption efficiency environmental protection health and safety
labor rights ethics confidentiality and water usage (Getting smart about 2011) This particular
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 15
method had helped ATampT in understanding and react positively to sustainable business practices
in its supply chain Because suppliers action can be detrimental to an extent that can affect the
main business and its operations encouraging suppliers to measure and disclose emissions
information can determine the quality and business environment ATampT is currently working and
the company will be able to understand and minimize risks as well as identify opportunities
Partnering with the 2011 Carbon Disclosure Project (CDP) Supply Chain Initiative will lead to
transparency and accountability in the supply chain (Getting smart about 2011)
Furthermore ATampT has established its new Domain Supplier Program and as a result the
chosen vendors will be responsible for a lot more than their own products in terms of the
amalgamation and operations management of network equipment and software solutions
Additionally marketing retail channels and online sales integrate the chain One area where to
focus could be suppliersrsquo accountability for delivering environmental friendly non-virgin
materials ( A t ampt r ead ie s i t s 2 01 1 ) The company has created an efficient management
department that engages with parties involved in the supply chain operations efficiency program
Supplier Quality Management is responsible for working with Stakeholders and Suppliers to
assure ATampT receives world-class products and services It is based from the global
telecommunications TL 9000 requirements as well as good business practice and helps evaluate
the effectiveness of quality implementation and improvement programs This quality
management system is designed to meet quality standards of the global communication industry
and it is built from the ISO 9001 and the eight quality principles aiming directly to the
telecommunication industry (Supplier quality 2011) ISO 9001Standard provides a solid
guidance and strong procedures that achieve consistency to the management program ldquoA quality
management system (eg ISO 9001) provides us with a tool to track where all the parts
components andor constituents come from This is called product traceabilityrdquo (ldquoPojasek R amp
Farver S productrdquo 2011)
ATampT is conducting a fair method of supply chain management but there are several factors of
that program that needs to improve Corporations around the world are trying to have
sustainability initiatives in their supply chain management simply because of meeting established
regulations or because it can have a positive impact on their customerrsquos base giving the
company a competitive advantage There are four good supply chain strategies that can be used
to reduce waste and considering ATampT has a global outreach it can make a difference in their
operations and create a cost-savings strategy as well as deterring their environmental footprint
(Kaplan 2009)
Nearsourcing Sourcing internationally from Mexico or Latin America as opposed to Asia can
be a good start to minimize transportation costs that subsequently leads to large amounts of CO2
emissions due to fossil fuels consumption It also establishes a strong cooperation of the
Americas that can integrate collaboration in technological advances and environmental
stewardship emphasizing ethics that embody responsible planning and management of resources
(Kaplan 2009)
Ship to point-of-use Shipping or transporting raw materials to the assembly line for production
is a strategy that can be utilized in the telecommunicationrsquo sector Protective packaging costs are
reduced with this strategy as well as transportationrsquos expenditure (Kaplan 2009)
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 16
Green procurement guidelines ISO 9001 can be a framework to be utilized and ATampT has
already implemented it However establishing supply chain criteria for materials products
packaging systems and logistics will drastically improve their supply chain management
Obtaining better deals with suppliers is an immediate benefit Furthermore it helps avoiding
ldquonon greenrdquo contracts and purchasing Leveraging the spending information can provide savings
and a long term business relationship with suppliers (Kaplan 2009)
Supplier environmental performance Certification to ISO 14001 a support for ACORN
programme to encourage local businesses to incorporate sustainability into their business model
requirements for all contractors to undergo environmental health and safety training and product
suppliers need to be required to meet ATampT internal standards for banned and restricted toxic
substances as mobile phones parts and accessories carry a large amount of toxic waste (Charter
M et al 2001)
38 Product Design Marketing and Stewardship
Product Design The Company has a program that has been established since 2001 to get
actively involved and subsequently listening to their customers throughout the design process
This particular process amalgamates the need to focus in incorporating less toxic components as
well as recycled parts affecting the design of those products and therefore changing the way they
are marketed (Atampt universal design 2009) ATampT is applying ldquogreen accountingrdquo throughout
the organization to avoid potential environmental liabilities but also it helps in reducing costs
deterring the environmental impact of products and lay out a steady product design program with
the customer in mind The manufacture of each product carries an environmental cost that
consequently impacts the product design and its marketing approach Acquiring environmental
cost data provides the company to make decisions that is in harmony with the environment and
the business model (Green accounting at 2006)
Marketing The marketing campaign focuses in the transition to smaller and more eco-friendly
packaging for the wireless device accessories it sells to the public In addition ATampT unveiled
requirements for manufacturers of mobile phones to reduce the environmental impact of future
handsets ATampT website focuses on educating the consumers about their products with an
environmental conscience approach that attracts certain demographic groups particular a mid to
high level incomes that have the propensity of consuming high-end phones Many of those
phones come with a universal charger that translates into a single charger providing energy
efficiency usage (Atampt slims down 2010)
Stewardship Reusing and recycling mobile devices has become a priority for ATampT and last
year the company has collected more than 37 million phones These numbers reflect a decline in
the amount of recycled phones from 2009 Nonetheless batteries and other accessories account
for much of the toxic materials dump in fields therefore the organization has collected 18
million pounds of those items (Atampts environmental sustainability 2011)
ATampT is still struggling to spread out the message for customers to become environmentally
friendly and reuserecycle their devices Drop-off bins were placed in numerous locations across
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 17
the country and prepaid labels for shipping recycled phones is available However ATampT needs
to establish a solid recycling program in every store and train the proper retail associates to
efficiently implement those green initiatives (Product stewardship 2011) As an improvement to
the already established programs ATampT can train its existing retail employees and any other
workforce that makes a direct or indirect impact to the environment through an online learning
management system That action will assure to educate the workforce to maximize the
environmental stewardship approach the company wants to achieve (Training and awareness
2011)
40 RESULTS
41 Outcomes
The telecommunications sector represent a vast a diverse force group of companies that globally
generates revenues of approximately 37 billion as of 2009 (Normand S amp Morales R 2010)
and it keeps increasing due to a high market demand and necessities of communication on a
personal and business level alike Innovation plays a big role in the industry and that will be
crucial for ATampT to outcome business risks and deter its environmental impact which is closely
related to the performance of its sustainability management system ATampT implemented its SMS
and added a steady sustainability approach to business since 1995 although it was placed with
inconsequential steps in the first years of inception The implementation of ISO Standards can
lead to a sustainable management system that has already solid roots as it was presented in this
paper and could impel its SMS to a leadership position ldquoFor most organizations the path to
finding this overarching business management system starts with integrating the management
standards covering quality (ISO 9001) environment (ISO 14001) and occupational health and
safety (OHSAS 18001) (ldquoPojasekrdquo 2006) The last paragraph highlights the importance of those
standards and how ATampT can benefit from its implementation
The outcome if the sustainability management system is in place in its total execution will be to
allow the system to conduct a systematic internal review that is essential for an ever-changing
wireless communication industry leader with a global presence Monitoring and taking corrective
actions for continual improvement will be a critical achievement that will carry long-term
benefits for the company As presented above the sustainability management system creates and
propagates a commitment to continual improvement for the system to develop efficiently
(Pojasek R amp Farver S 2011)
42 Metrics
Expanding and improving the metrics ATampT already reports can be accomplished by utilizing
the Environmental Performance Evaluation (EPE) that correlates to the motto ldquowhat gets
measured gets managedrdquo (Iso 14031 Environmental 2011) The goal is to improve
environmental performance with a focus on performance benchmarking compliance to rules and
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 18
regulations on a local federal and international arena and competence in operational
management (Iso 14031 Environmental 2011) ATampT lacks of a sustainability management
system that amalgamate all the sectors and department with an efficient business alignment of all
departments and operations The company focuses primarily in the economic responsibility and
secondary the social responsibility and the business model appears too fragmentized as the
environmental responsibility doesnrsquot get the same level of urgency
Nevertheless a GRI report and becoming a Carbon Disclosure Program (CDP) partner will
increase transparency and accountability attached to metrics that can be measured and
consequently improved ATampT by now uses the G3 Guidelines the cornerstone of GRIs
Sustainability Reporting Framework (What are the 2011) to determine the types of data to
report in its 2010 Citizenship and Sustainability Report as well as Key Performance Indicators
(KPIs ) that have already been implemented (key performance indicators 2011)These are
lagging indicators and are valuable to know where the company stands and therefore ATampT can
be able to seeking improvements and correct faulty operations but they are not an assurance of
positive outcomes
The inventory of the combined activities of the company was stated in section 21 and
subsequently after proceeding with the identification and evaluation of the sustainability
footprint ATampT should conduct a materiality analysis The main reason is to highlight
efficiently the issues spotted in relation to their concern to stakeholders and subsequently the
effect they have on the organization The following Materiality Matrix chart shows the
categorized issues and prevailing potential conditions in each box accordingly to the potential
impact on the company and the increasing concern to stakeholders respectively
a) Low Impact a) Medium Impact a) High Impact
High Concern High Concern High Concern
Increasing
Concerns b) Low Impact b) Medium Impact b) High Impact
To Medium Concern Medium Concern Medium Concern
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 19
Stakeholders
c) Low Impact c) Medium Impact c) High Impact
Low Concern Low Concern Low Concern
Increasing current or potential impact on the company
Chart (Materiality matrix 2011)
The above materiality matrix can be utilized by identifying material issues at each level and
efficiently addressing them in a timely manner A sense of urgency is needed at the
corresponding stage of the issuesrsquo level (Materiality matrix 2011)
To summarize the representative elements of the materiality analysis process the following
aspects needs to be underscored
1 ldquoIdentification of a universe of relevant economic social environmental and
policygovernance issues for consideration
2 Evaluation and ranking of the level of internal and external stakeholder concerns
regarding each issue
3 Evaluation and ranking of the potential impact on the company of each issue
4 Development of a matrix-based prioritization of the issues and
5 Execution of a structured collaborative strategy planning implementation and reporting
processrdquo (A roadmap to 2011)
The prior representation of the materiality analysis will lead to a rigorous evaluation of the three
responsibilities significant to the company and its stakeholders The analysis can provide to
ATampT with beneficial insight information guiding the organization to a strategic direction as
well as a tactical change management in sustainability that translates into a purposeful process to
help the organizations succeed (A roadmap to 2011)
43 ATampT conversion from lagging to leading indicators to improve the SMS
ATampT is using lagging indicators that are not helpful in identifying and revealing potential
problems that can carry severe process upset with irreversible consequences It may lack of
presenting solutions and consequently implementing corrective actions (Pojasek R lagging
2009) In contrast leading indicators are useful to check the efficiency of control systems and
provide crucial warning of disadvantages before any issues is present (Pojasek R leading
indicators 2009) ATampT needs to use both indicators to drive sustainability performance
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 20
consequently the company needs to implement as well as emphasize leading indicators on the
following areas for full effectiveness
i There must be a connection between the leading indicators and the outcomes that are of
interest
ii The reasons for using the indicators and the benefits they offer must be understood by
line management and by the employees affected
iii The indicators must provide information that can guide future actions
(Pojasek RUsing Leading 2009)
Therefore a mix of lagging and leading indicators that are pertinent and efficiently linked to the
system amalgamating the three responsibilities in one single measure with an accessible data for
lagging indicators as well as objective data for leading indicators will be crucial for continue
improvement and the company will be able to include a culture of sustainability within the
organization (Pojasek R amp Farver S effective indicators 2011) Nonetheless a framework tool
that can quantify leading indicators is the Australian Business Excellence Frameworkrsquos ADRI
(approach deployment results and improvement) scoring method (Pojasek R ADRI Scoring
2009) Consequently ATampT can drastically increase value and accurate information to develop
an efficient sustainability management system that amalgamates all the tools necessary to
become a leader in a highly competitive telecommunications market
44 Ensure transparency and accountability
Ensuring transparency and accountability is crucial in todayrsquos global business environment to
keep the company competitive The question that arrives addressing this issue is how to convince
the management leadership of ATampT to change the system that appears to be working for them
in the current business environment
Shareholders and stakeholders pressure complying with laws and regulations competitive
advantage and public relations can also be drivers for transparency and accountability
Nonetheless individuals and companies from the private and public sectors can create the
atmosphere for ATampT to create the necessary reports on the organizationrsquos sustainability
performance because that can highly influence their investment options and decisions that are
correlated to ATampT overall performance (Pojasek 2009) Therefore a sustainability reporting
review and assurance would be needed and the data should be subjected to internal controls and
processes associated with an internal audit Additionally after the requirements of internal
assurance are met ATampT could extend that report to an external assurance process as the
AccountAbilityrsquos AA1000 Stakeholder Engagement Standard (Pojasek R Sustainability
reporting 2009)
The ATampT research assessment and followed recommendations have shown an integrated
corporate sustainability assessment that can adopt business strategies and activities to meet the
stakeholdersrsquo objectives while protecting sustaining and enhancing the human and natural
resources that will be needed in the future (Sustainable development a 2007)
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 21
50 References
Andriof J (2002) Unfolding stakeholder thinking theory responsibility and engagement
Retrieved from
httpbooksgooglecombooksid=THtznfpayXoCamppg=PA205amplpg=PA205ampdq=ATampT
external stakeholder NGOsampsource=blampots=ye28xPUa-Kampsig=xRRKKteuu9fWgEUH-
NCBizrYDnYamphl=enampei=WvmxTvzrI5TXiQKjuP0Bampsa=Xampoi=book_resultampct=resultampresnu
m=1ampved=0CB8Q6AEwADgK
A r oadm ap t o p e r f o r m s up p l y ch a i n - focu s ed m at e r i a l i t y a s s es sm en t s
( 2 01 1 ) V al ues t ream i ng R e t r i ev ed f r om
h t t p v a l u es t r eam 20 0 9 wo r dp r es s co m 20 11 0 2 0 2 a - ro adm ap - to - pe r f o r m -
s up p l y- ch a i n - f o cu sed -m a t e r i a l i t y - a s s es sm e n t s
Atampt activates one million iphone 4s (2011) ATampTcompress Retrieved from
h t t p w w w a t t co m gen p r es s -
r o om pid =21 79 8 ampcd v n=n ews amp n ew s ar t i c l e id =33 13 5 ampm apco d e=co ns um er | f
i n an c i a l
Atampt aligning business and sustainability strategy (2011) TriplePundit Retrieved from
h t t p w w w t r i p l epu n d i t com 2 00 9 0 8 a t t - a l i gn i n g -b us in es s - an d -
s us t a in ab i l i t y - s t r a t eg y
Atampt announces new telepresence facilities in atampt bangalore offices (2010) ATampT Retrieved
from httpwwwattcomgenpress-roompid=18067ampcdvn=newsampnewsarticleid=30911
Atampt company information (2011) ATampT Corporate Retrieved from
h t t p w w w a t t co m gen in v es t o r - r e l a t i o ns p i d =5 71 1
Atampt environment health and safety management system (2010) Retrieved from
h t t p do cs go o g le co mv i ew er a=v ampq=cach e a6p l l J Uk q6YJ w w w a t t co m
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 22
C omm on abo u t _u s c i t i z ens h i p EMS _mat r ix pd f +AT 26 T+en v i ro nm ent a l +
an d +s a f e t y+ r egu l a t i on s amphl =en ampgl =usampp i d=b l amps r c id =A DG E ES hm5 H KkC i
0 5 4CY E Zv d aG XP HG 2 d3 f i 2_ es7 V gBs wd 2 - t oz J aMPW 9 Bu mG T ss _Q MP Q_ -
t yp - e N - eO Ui _6 oV lJ Q X V LV 6 rz gM HxO S I -
S 8 j wW3R wJ uT d9 Vx yr 2 x T _lz MY 1t cK cp M ND i FLamps i g=A HIE t b Q G V tX q Qq 6
r R qU kY lX yeM M _M G X IL
A t ampt s en v i r onm enta l s us t a i n ab i l i t y i n i t i a t i v es (2 01 1 ) Ma r ke t Wa t ch
R e t r i ev ed f r om h t tp w w wm ar ke tw a tch co ms to r y a t t - add s -b a t t e r y-
ch a r ge r - pa r t i a l l y- m ad e - f rom - r ecyc l ed - w a t e r - bo t t l e s - to -p ro d uc t - l i ne - up -
2 0 11 -1 1 -1 4
Atampt included in carbon disclosure projects carbon disclosure (2011) PR Newswire Retrieved
from h t t p ww w p rnew s wi r e com n ew s - r e l eas es a t t - i n c l ud ed - in - ca r bo n -
d i s c l os u r e - p ro j ec t s - ca r bo n -d i s c l os u r e - l e ade r sh i p - i nd ex - 10 3 44 09 94 h t ml
A t ampt i n c s ( t n ) q ua r t e r l y r ev en u e (20 1 1) T ho m so n R eu t e r s R e t r i ev ed
f r om h t tp w w w r eu t e r s com a r t i c l e 20 1 1 1 0 20 us - a t t -
i d USTR E 79J 2M H 20 1 11 02 0
A t ampt r ead i e s i t s s up p l y ch a in fo r t h e fu tu r e (2 01 1 ) AT ampT R e t r i ev ed
f r om h t tp w w w a t t com gen p r e s s -
r o om pid =48 00 ampcdv n =n ews ampn ews a r t i c l e i d =2 70 88
A t ampt s l im s do w n acce s so r y p ack ag i n g an no un ces n ew eco - f r i end l y
s t an da r ds fo r h an dse t s ( 20 10 ) AT ampT I n t e l l e c t ua l Pro p er t y R e t r i ev ed
f r om h t tp w w w a t t com gen p r e s s -
r o om pid =48 00 ampcdv n =n ews ampn ews a r t i c l e i d =3 05 99
T h e a t ampt t e ch no lo gy an d env i r on m ent aw a r ds p r o gr am (20 1 1) AT ampT
R e t r i ev ed f r om h t tp w w w a t t co m gen co rp o r a t e - c i t i z ens h i p p id =1 24 34
Atampt universal design policy adopted in 1998 background (2009) ATampT Retrieved from
h t t p w w w a t t co m gen gen e r a l p id =10 1 91
Blackburn W (2008) The sustainability handbook (p 378) Washington DC Environmental
Law Institute
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 23
C h ar t e r M e t a l Su p p l y ch a i n s t r a t egy ( 2 0 01 ) Th e S I GM A P ro j ec t
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C omm on i ns pec t io n a r eas fo r im pr ov em ent (2 01 1 ) L ea rn in g an d S k i l l s
I m pr o vem en t S er v i ce R e t r i ev ed f rom
h t t p w w w ex ce l l en cega t ewa y o r g u k p age a spx o =1 08 214
C omm un ica t io n (20 1 1) C om mu ni ca t i on Excerp t s f r om A us t r a l i an N ew
Z ea la nd S ta nd ar d 14 0 04 R e t r i ev ed f r om
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 09 68 f i l e s Su p p l em en t a l
Fo ld e r Com mEx er p t IS O 1 40 04 p d f
C on n ec t i n g p eo p l e an d bu s i n ess e s ( 201 1 ) M edi a K i t Su s t a i na b i l i t y
R e t r i ev ed f r om h t tp w w w a t t co m gen p r es s - r oo m pid =2 6 44
Environment ATampT Sustainability (2011) Retrieved from
h t t p w w w a t t co m gen co rp or a t e - c i t i z en sh i p p id =85 06
E n vi ro nm en t h ea l th an d s a fe t y ( eh amps ) m an agem ent s ys t em ( 20 11 ) A ampT
Ci t i z ens h i p EH S Re t r i ev ed f r om
h t t p do cs go o g le co mv i ew er a=v ampq=cach e wu w 3ib l2 eK 4J ww w a t t com
C omm on abo u t _u s c i t i z ens h i p EHS _Man agem en t pd f A TampT IS O 1 40 01 ndash
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Environmental sustainability (2011) ATampT Media Kit Sustainability Retrieved from
h t t p w w w a t t co m gen p r es s - r oom pid =26 4 4
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 24
Environmental sustainability commitment is based on three tenants (2011) ATampT
environmental sustainability Retrieved from h t tp ww w a t t com gen p re s s -
r o om pid =26 44
G e t t i n g s m ar t abo u t o u r su p p l y ch a in ( 2 01 1 ) M eet t h e P os s i b i l i t y
E con o m y 2 01 0 ATampT S u s ta i na b i l i t y R epo r t 74 R e t r i eved f rom
h t t p w w w a t t co mC om mo n ab ou t_ us f i l e s c s r _2 01 1 20 10 _CS R_R epo r t p
d f
G r een acco un t i n g a t a t ampt ( 20 06 ) Wi s t a En v i ro n men t A cco un t in g
R e t r i ev ed f r om
h t t p w w w wi t t s o rg E v a_ acc env _ acco u n t_ 5_ f eb0 6 wi s t a_ ev a_ aac_ cas es t
u d y h tm
Greenhouse gas emissions (2011) ATampT Retrieved from httpwwwattcomgencorporate-
citizenshippid=17895
Guidance on soci a l respons ib i l i t y co re subjects (2011) ENVR E -135
Discover ing our Socia l Respons ib i l i t i e s Ret r i eved f rom
ht tp m yex tens ion harvard edu i cb icb dokeyword=ex tampsubkeyword=k807
71amppageid=icb page427497amppageContent Id=icb pagecontent901687ampview=
viewdoampviewParam_di rector y=Supplementa l Folder
How developing cou nt r i es cont r ibu ted to i so 26000 (2011) ISO Ret r i eved
f rom
ht tp wwwi so o rg i so i so_ca ta loguemanagement_and_leadersh ip_s tandard
s soci a l_ respons ib i l i t y s r_news -and-
ar t i c l es s r_developing_count r ies_cont r ibut ion h tm
Iso 50001 energy management standard published (2011) Environmental Leader LLC
Retrieved from ht tp wwwenvi ronmenta l leader com201106 15 i so -50001-
energy-management -s tandard -publ i shed
I s o 1 4 03 1 E nv i r onm ent a l p e r fo rm an ce ev a lu a t io n (2 01 1) E NV R E -1 35
S us ta in ab i l i t y M e t r i c s R e t r i ev ed f ro m
h t t p m y ex t ens io n h a rv a rd ed u i cb i cb do ke yw o r d =ex tamps u bk e yw o r d =k8
0 7 71 ampp an e l = icb p ageco n ten t 90 17 21 r fo r um fo r um_ id =105 1 69 ampp age i d =i c
b page4 27 50 4 ampp ageC ont en t Id = i cb p ageco n t en t9 01 70 1 ampview =vi ew do ampv ie
w P aram_ di r ec to r y= S up p l em en t a l R ead in g Fo l d er
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 25
Is o 3 1 00 0 ndash r i sk man agem en t s t an d ar d (2 00 8 ) U ni ver s i t y o f Wa t e r lo o -
I n s t i t u t e f o r R i s k Res ear ch R e t r i ev ed f r om
h t t p do cs go o g le co mv i ew er a=v ampq=cach e yS f Ml jv D_eYJ w ww i r r -
n e r am ca p d f_ f i l e s IS O 2 0 31 00 0 p df IS O 3 1 00 0 ndash R i s k m an agem ent
O v e rs p en d i n g D el ays N o n com pl i an ce w i t h po l i c i es an d
r egu l a t i on s amphl =enampgl =u s amppid =b l amps rc i d =A D GE ES hR1P4J uW H eP aBS 5x sG
9x V rSY 3 Ow bE V Qz8 8 nA gs g_S 5 Yd Qo rFa1 e f w B6 yQ 7 z u rh hRW H LT U 4 a7G G
_ Em _ c5 Y 0ms hRu yU B_ 4j Q5 T viM IBp h 4 9s 5x J ipbW _Rh lzM B3W 8M -
T pm iT hQ b A amps i g=A H IE t b Q O QM i Zi V9 ycC D aPP cUh fo LE w z_ - w
K ap l an J W a ys to g r een yo u r s up p l y ch a in (2 00 9 ) E cop r en eur i s t
R e t r i ev ed f r om h t tp e cop r en eu r i s t co m 20 09 10 1 3 5 - wa ys - t o - g r e e n -
yo u r - s u pp l y- ch a i n
K e y p e r f o rm an ce in d i ca t o r s (2 01 1 ) 2 0 10 AT ampT S u s ta ina b i l i t y R epor t
R e t r i ev ed f r om
h t t p w w w a t t co mC om mo n ab ou t_ us f i l e s c s r _2 01 1 20 10 _CS R_R epo r t p
d f
M ate r i a l i t y m a t r ix ( 20 11 ) F or d su s ta in ab i l i t y r epo r t 20 1 0 2 01 1
R e t r i ev ed f r om h t tp co rp or a t e fo r d co mm i cr os i t es su s t a i n ab i l i t y - r ep o r t -
2 0 10 -1 1 i s s u es -m ate r i a l i t y - m a t r ix
Meet the possibility economy (2011) 2010 ATampT Sustainability Report Retrieved from
h t t p do cs go o g le co mv i ew er a=v ampq=cach e zx e4 t N v7 AJ MJ w w w a t t com
C om mo n ab ou t_ us f i l e s c s r _2 01 1 20 10 _CS R_R epo r t p d f+a t 2 6t +sus t a in a
b i l i t y+ r ep o r t +2 01 0amph l =en ampgl =us amppi d=b l amps r c i d =AD G EES g6 yD k G G u ZC4
A O b0 P1 gPh 2 rm YYG D _ GPWU u Fn_ eP 6W_ r 0 ix 0 E6j 29 L1 v ReF l 5 De l r FFN 9 Fb
m 8S Nh 4T L_ X i 0_ r f8 8 f LZBh 8 t G 5 cG G 5N gk H -
b f G F5i Vw CQ kx H etG M U GA C gA cG D qcA Zamps i g=A H IE t b T U3 V _ aJ ow 9P aQ t a
h O egU bPlPx -S w
Monitoring supplier performance and providing feedback (2011) TI Retrieved from
h t t p w w w t i comco r p d o cs com p an y c i t i z en e sh s c r e l a t i on sh ip sh tml
M ot otrade w 23 3 r en ew no w av a i l ab l e f ro m t - mo b i l e u sa ( 20 0 9) T - M obi l e
U S A In c R e t r i ev ed f rom h t tp w w w t -
m ob i l e com comp an y P r e s sR e l ea se s_A r t i c l e aspx as se tN am e=P rs _Pr s_ 20 0
9 0 20 5 ampt i t l e=M OTO W 23 3 R en ew Now Av a i l ab l e F ro m T - Mo bi l e USA
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 26
Networking for sustainability (2010) ATampT Intellectual Property Retrieved from
h t t p w w w a t t co m gen p r es s - r oom pid =26 44
N ev es L e t a l ( 200 8 ) Repo r t s um mary 8 amp9 S M ART 2 02 0 En ab l in g th e
l ow car bo n econ omy in t h e i n fo r mat ion ag e R e t r i ev ed f ro m
h t t p do cs go o g le co mv i ew er a=v ampq=cach e wi bRo E OJ Vn QJ ww w ges i o r
g Li n k Cl i ck a spx 3 Ff i l e t i ck e t 3 D cOA r p r Yn XWY 25 3D 2 6t ab id 3 D 60
+SM AR T +2 02 0 E2 80 93 +Ben ef i t s+ i n c lu d e+in c r eas ed+em plo yee+p r o d
u c t iv i t y + i n cr ea s ed+co l l ab o ra t i on +acce l e r a t ed +d ec i s io n -
m ak in g+an d +r edu ced +d ep end en c y+o n +p h ys i ca l + t r ave l amph l =en ampgl =us amppi d
=b l amps r c i d =AD G EESj T Fi 7 fWY Lr 4 4 a r Aw K 4b N U fMx 8 Mi wis lp j w yFM 4 m Nl Z
t aS D aBV QmT Y n eLX BF7 cW b Y yU E f u Vrx esA N kW8u H rC 3qA sP X BTM 6 c5 A
A D Pu 9SA 5 L6 O G 19L2 IFb T E 5Sz pv r dCR q9 O Zl6 qJ amps i g=AH IE t bS h lW Bu du F
z AO K 5b qauP a8 f yo O 3 cQ
N o rm and S amp M ora l es R ( 20 10 ) T e l eco mmu ni ca t io ns in a s i a
R esp on s i b l e R es earch Re t r i ev ed f ro m
h t t p do cs go o g le co mv i ew er a=v amp q=cach e ju LX d u eY TS IJ w w w r es po ns
i b l e r es ea r ch com Te l eco mm uni ca t io ns_ in _ As i a__ _ Is s u es_ f o r_R esp on s ib l e
_ In v es to r s_ __ Ex ecu t i ve_S umm ar y p d f T e l ecomm uni ca t ion s in A s i a
R esp ons ib l e R es ea rch i s an i nd ep en den t p ro v id e r o f s ec to r a l an d th em a t i c
A s i an
en v i ro nm ent amph l =en ampgl =us amppi d =b l ampsr c id =A D GE ESi yM k l 5 ZecW Io p O O 5C
j iG V b7 N Iq I0 P 3 i j Z5 o 9rx LQ h Y ZY 0 vw sK n j yE D 7 zzs 5z6 w yp ao6W 31 p GT kw E
h d wv BT ILl d k ym k M b Do 5w q N evPm gqZo 9 _ O Alp lMt h2 l0 g l J d Q ekJ t pRY eU Iamp
s i g=A H IE t bR3 CSi _D f c f 9 Bt Q5 Bq 5Q crK 4 nG k0 A
O p er a t i on s a r e t h e ldquoac t i v i t i e s rdquo (2 01 1) Ma in s t r eam in g Sus ta i n ab i l i t y
R e t r i ev ed f r om
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 09 95 f i l e s Ch p t 10S t ra t eg y p d f
P a r t r i d ge K e t a l ( 2 00 5 ) S t ak eho ld er r es ea r ch Th e S t akeh o l de r
E n ga gem en t M an ua l R e t r i ev ed f rom
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c9 3 10 41 f i l e s Su p p l em en t a l
R ead in g Fo l d er fo r W eek 5 A ccou n t ab i l i t y S t ak eh o l d er Vo l 1 pd f
Pojasek R ADRI Scoring (2009)Adri scoring of leading indicators Environmental Quality
Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 27
Pojasek R Corporate sustainability footprint (2011) Mainstreaming Sustainability Retrieved
from httpisitesharvardedufsdocsicbtopic930967filesChapter4SustFootprintpdf
Pojasek R amp Farver S Discover ing our economic respons ib i l i t i es (2011)
Mains treaming Sus ta inabi l i t y Ret r ieved f rom
ht tp m yex tens ion harvard edu i cb icb dokeyword=ex tampsubkeyword=k807
71amppageid=icb page427498 amppageContent Id=icb pagecontent901699ampview=
viewdoampviewParam_di rector y=Supplementa l Folder
(2011) What does scalability mean Investopedia ULC Retrieved from
httpwwwinvestopediacomtermssscalabilityasp
Pojasek R amp Farver S Envr e-135 leading indicators (2011) Corporate sustainability strategy
Retrieved from
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 09 81 f i l e s E1 3 5Po j a s ek Ho u r2
S t r a t eg yO c t 2 4 p d f
Pojasek R Envr e-135 Sustainability reporting (2009) Mainstreaming Sustainability
Retrieved from
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 10 01 f i l e s Ch p t 16 Repo r t in g pd
f
Pojasek R amp Farver S Identifying and engaging key stakeholders (2011) Mainstreaming
Sustainability Retrieved from
httpmyextensionharvardeduicbicbdokeyword=extampsubkeyword=k80771amppageid=icbpag
e427495
Pojasek R amp Farver S Important economic considerations (2011) Economic responsibility and
operationalizing corporate sustainability strategy Retrieved from
httpdocsgooglecomviewera=vampq=cacheIOdMb-
I1hRsJisitesharvardedufsdocsicbtopic849748filesOct18PojasekHour2pdf Is risk part of
corporate sustainability strategy Robert
Pojasekamphl=enampgl=usamppid=blampsrcid=ADGEESgx1NqcCcopU0SLiQrosDnLz5x74I3rTWG4K
GD9IR6qzkqFzRC4LS1OySGIfHHbRfUs_VMMn63bT7CMFQEqzB5KoYYroa7e5PXKin_W-
0AQ8_8AQM9skANdvKbk9hyiOIwl4pxKampsig=AHIEtbS-
O3zHn1Dx9H_M9WTuEEFlhMuCYw
Pojasek R amp Farver S Mainstreaming sustainability (2011) 1 ed Vol 1 p 162 Woody
Creek CO Mainstreaming Sustainability
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 28
Pojasek R amp Farver S Product perspective (2011) Mainstreaming Sustainability 6 Retrieved
from
h t t p i s i t e s h a rv a rd ed u f s d o c s i cb to p i c93 09 73 f i l e s Ch p t 13S up p l yC h a in
p df
Pojasek R amp Farver S Sustainability requirements for communications (2011) Mainstreaming
Sustainability Retrieved from
httpisitesharvardedufsdocsicbtopic930968filesChpt12Communicationpdf
Pojasek R Improve infuse integrate (2007) Introducing ISO 14001 III Retrieved from
httpisitesharvardedufsdocsicbtopic931012filesSupplemental Reading Folder for Week
10ISO 14001 Enhancedpdf
Pojasek R Is your integrated management system really integrated (2006) Environmental
Quality Management Retrieved from
httpisitesharvardedufsdocsicbtopic931012filesSupplemental Reading Folder for Week
10Integrated MS Really Integratedpdf
Pojasek R Lagging indicators (2009) Environmental Quality Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
Pojasek R leading indicators Understanding leading indicators (2009) Environmental Quality
Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
Pojasek RUsing Leading Using leading indicators properly (2009) Environmental Quality
Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 29
Pojasek R Sustainability reporting reviews and assurance (2009) Sustainability Reporting
Retrieved from
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 10 01 f i l e s Ch p t 16 Repo r t in g pd
f
Productservice differentiation (2011) EzineArticlescom Retrieved from
h t t p ez in ea r t i c l e s com Co rp o r a t e -Su s t a i n ab i l i t y - S t r a t eg y- - - T o p - Fi v e -
R eas on s -Wh y- Y o u -N eed - On eampid =1 73 61 0 7
Product stewardship (2011) ATampT Retrieved from httpwwwattcomgencorporate-
citizenshippid=17914
Programs implementing management system elements (2010) ATampT Environment Health and
Safety Management System Retrieved from
Policy and practice 2011report card on banks and mountaintop removal (2011) Rainforest
action network 5 Retrieved from
httpdocsgooglecomviewera=vampq=cacheznZFoDiTQ_0Jranorgnode2602 2011Report
Card on Banks and Mountaintop
Removalamphl=enampgl=usamppid=blampsrcid=ADGEESiGYaCcDf0sYT657_WMylU-
AzBvwDWdvKoDUF5Lez-KtWO9YhejdYwACsq-6CXAbxzbAmTyUajNjjNni03M0EauGnzt-
EA_hYjdHzEPd8YpJDHkPenRn3ntYTqLuOiNAUICUlTKampsig=AHIEtbRF10DajUTOCRYda
pnhO3rnT1vwEQ
Quadir JCorporate sustainability strategy - top five reasons why you need one (2011)
EzineArticles Retrieved from httpezinearticlescomCorporate-Sustainability-Strategy---Top-
Five-Reasons-Why-You-Need-Oneampid=1736107
(2011) What does scalability mean Investopedia ULC Retrieved from
httpwwwinvestopediacomtermssscalabilityasp
Six focus areas (2010) ATampT Citizenship and Sustainability Report Retrieved from
httpwwwsocialfundscomsharedreports1308027026_ATT_2009_CitizenshipSustainabilityR
eportpdf
Social responsibility report (2006) Corporate Research Center Retrieved from
h t t p w w w so c i a l fu n ds com cs r p r o f i l e cg i id =1 8
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 30
Sprint establishes first-in-industry product stewardship policy (2011) TriplePundit Retrieved
from httpwwwtriplepunditcom201105sprint-establishes-first-industry-product-stewardship-
policy
Sprint recycle (2011) Sprint Retrieved from
httpwwwsprintcomresponsibilitycommunities_acrosseco_opshtml
(2009) Supply chain revolutionary atampt leads procurement zone adoption TechTarget
Retrieved from h t t p s ea r ch t e l ecom t ech ta r ge t co m t i p S up p l y - ch a i n -
r ev o lu t i on a r y- A T T - l ead s -p ro cu r em en t - zo n e - ado p t i on
Strategic materiality assesment (2011) 2010 ATampT Sustainability Report Retrieved from
httpdocsgooglecomviewera=vampq=cacheFiS_bp4ePaMJwwwattcomCommonabout_usf
ilescsr_2011ATT_2010_strategic_materiality_assessmentpdf Hazardous waste reduction
ATampTamphl=enampgl=usamppid=blampsrcid=ADGEESic8Uk_3kx9gSsNQ2sSwVb7O-
lrCDiSrJS9KmI06W8qbqk8t15CI8l2s06D7uz0_edt5ul1NsFCjFzyj7u-5EB1B7PL-
SD4vb6eDMnw1eCC9FtS7Zn4-
tzdiwG_CBvQZ_lXVySRampsig=AHIEtbShU1fUgNQtQdilp4HdvkvjJjX-EQ
Supplier quality (2011) ATampT Retrieved from httpwwwattsupplierscom
Sustainable development a business definition (2007) Business strategies for sustainable
development Retrieved from
httpdocsgooglecomviewera=vampq=cachebSBLJLGuMgcJwwwiisdorgbusinesspdfbusin
ess_strategypdf Incorporating the recommended steps to a sustainable
futureamphl=enampgl=usamppid=blampsrcid=ADGEESjGotAq8rNBuHjBrsbzQMroUOfuJDVipoB7_ks
qdmiaRduq0ieJzyPUe7A9K8kCqPIjZZI9YRdVBWvP2if5Cq4pS1cvG2NX_02rKxqnfkJG8Zm1
D1AKKeLdBdeTzvMr05OithF1ampsig=AHIEtbQC4qGc2VrGdk1PsR7hIVbO3zcCOg
(2011) Training and awareness Sprint Retrieved from
httpwwwsprintcomresponsibilityouroperationsenvironmentalpolicyhtml
Vision statement (2011) ATampT sustainability vision Retrieved from
h t t p do cs go o g le co mv i ew er a=v ampq=cach e _S4 r OP 5U lw IJ w ww a t t co m
C omm on abo u t _u s f i l e s p d f cs r _p ape r_ p o l i cy p d f +A T 26 T +s us t a in ab i l i t y
+v i s i on amphl =en ampgl=u s amppid =b l amps r c id=A D G EES gH 0 -
4 f v NQJ Q s OY oY D 8L_ 0 D H gp u cT pa -
LcG cQ Q B yO _ l Cb u lb 2 Vt Um FX r a7 N V52 6 TK X r rD h w3l 8 f9 -
p gH F4 j in h KA f k gRQ P5 oC BMX 8 XA f Gs LIE J K f Rzh LZE k E aC s gOM Fw Q7 X f5
aJ amps i g=A H IE t b T yO smx D3j Crx 3 G 5w g6J l k LC 3 bpx A
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 31
What are the g3 guidelines (2011) Global reporting initiative Retrieved from
httpwwwglobalreportingorgreportingframeworkg3guidelines
Workforce inclusion (2007) Social Responsibility Report Retrieved from
httpdocsgooglecomviewera=vampq=cacheo_6Rwfb4lBsJwwwattcomCommonfilespdf3
30938_ATTcsr_0623pdf ATampT reinforce the commitment to a
socialamphl=enampgl=usamppid=blampsrcid=ADGEESjQalPiV_TGsaNvqmVBhqfnqytuxjvKhQIEmkG
z_N_3tGEojkaKirI-bMpPR-7Y4KrKSXMmYHlPDbF_qBxUc2g7lAw6tmPdP5jhM-
cEQNyp0Pd8kvqmW9YRqotX_heXs2Vv6dgXampsig=AHIEtbReQdWTz60fpWqKNiSTGukJcB
ET5g
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 13
The prior statement shows a commitment by the organization to develop programs that follow
the guidance of SMART 2020 report Although ATampT highlights the benefits of meeting
compliance of the standard ISO 14001 and other EHampS programs the implementation of such
programs is still lagging Consequently the following recommendation can be implemented to
enhance the existing program and develop new frameworks to improve in those areas that are
emphasized in the SMART 2020 report
The CO2e reduction potential of ICT industry solutions is examined across four key usage areas
Smart Workplaces Combines innovative video audio and interactive elements to create a
unique virtual presence over the network mdash giving users an immersive in-person experience
Smart Data Centers ldquoThin clientrdquo hardwaresoftware solution allows employees to access full
desktop and file system from any location with secure encrypted 2-way transmission and no
physical storage of data on the employee device Flexible telephony system (provided by Access
Line) allows routing of phone calls to any location desired
Smart Transportation Reduction in Carbon emissions from personal vehicles
Decrease in the traffic load on the road system
Provides incentives for individuals to use more efficient forms of transportation
Encourages a modal shift from privatepersonal transportation to public transport services
Smart Electric Grids Reducing waste generation and improving process efficiencies in its
semiconductor manufacturing operations In order to achieve water and energy savings which
resulted in reduction in associated CO2 emissions the company brought together the following
components
Smart Water amp Electrical Grid
Statistical Process Control
Peak Power Management
Effective use of sensor data
ISO 14001 Compliance
Lean Manufacturing Tools
Employee Participation amp Awareness
Chart amp text (Neves L et al 2008)
The benefits of implementing effectively the guidance developed by The Climate Group in
partnership with the GeSI ldquoSMART 2020 Enabling the Low Carbon Economy in the
Information Agerdquo can be envisioned through increased speed decision-making and improved
employee productivity Nevertheless it also minimizes dependency in physical travel efficiently
maximizes road networks and mitigates traffic carrying capacity (Neves L et al 2008)
36 Internal and External Communication
ldquoAn organization should establish implement and maintain procedures for communicating
internally and externally on its environmental policy performance or other information based on
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 14
its own needs and the needs of interested partiesrdquo (Communication 2011) ATampT utilizes its
website online communication posting financial results product services sustainability and
regulatory reports and environmental footprint of the company that are available worldwide to
communicate with the interested parties about the companyrsquos overall performance Taking in
consideration that AampT is a global corporation and it is under constant scrutiny of their
environmental and social policies and performance they are putting in practice a consistent and
effective method to communicate internally and externally
The company emphasis the successes of their approach among employees and management team
using telepresence rooms that help enable ATampT employees to communicate internally as well
as with business associates The fully managed ATampT Telepresence Solution present face to face
interactions with the parties involved that generate collaboration between companies and
employees suppliers partners and customers in an efficient way Cost-savings procedures and
reliability are among the main points for this internal communication and demonstrate how the
company is a pioneer in transforming the business process increasing productivity (Atampt
announces new 2010)
Effective external environmental communications are extremely important in fostering mutually
affirming and respectful relationships with the regionrsquos associates Therefore the following
highlighted factors are areas for ATampT to improve
ldquoIneffective communication with employers
Weak links between on- and off-the-job training
Insufficient involvements of employersrdquo (ldquoCommon inspection areas 2011)
Global organizations have the tendency to spread out external communication via website posts
online marketing tools and relations with shareholders However ATampT lacks of an effective
external communication tool because the company does not effectively emphasis the investors
relations and a coordinated public relationrsquos approach An important component of
communication is the one placed with parties outside of the organization This external
communication may be coordinated by public relations investor relations and marketing The
leadership team has to be engaged in this role in a two way dialog structure (Pojasek R amp Farver
S 2011) Then ATampT needs to take an aggressive approach toward public relations and its
subsequent external communications effectiveness to salvage the ongoing connection needed to
efficiently affirming the relationship with partners in the public and private sectors
37 Supply Chain Management
As a global corporation ATampT economic social and environmental impact goes beyond their
operations The materials used from which the companyrsquos products and services are sourced are
just the beginning in searching for the quality and nature of such materials ATampT has been
working steady in implementing diversity and environmental awareness in their supply chain and
leading to actions to be more proactive The organization has engaged their suppliers with
Supplier Citizenship and Sustainability survey (2009 and 2010) This survey included key
questions about energy consumption efficiency environmental protection health and safety
labor rights ethics confidentiality and water usage (Getting smart about 2011) This particular
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 15
method had helped ATampT in understanding and react positively to sustainable business practices
in its supply chain Because suppliers action can be detrimental to an extent that can affect the
main business and its operations encouraging suppliers to measure and disclose emissions
information can determine the quality and business environment ATampT is currently working and
the company will be able to understand and minimize risks as well as identify opportunities
Partnering with the 2011 Carbon Disclosure Project (CDP) Supply Chain Initiative will lead to
transparency and accountability in the supply chain (Getting smart about 2011)
Furthermore ATampT has established its new Domain Supplier Program and as a result the
chosen vendors will be responsible for a lot more than their own products in terms of the
amalgamation and operations management of network equipment and software solutions
Additionally marketing retail channels and online sales integrate the chain One area where to
focus could be suppliersrsquo accountability for delivering environmental friendly non-virgin
materials ( A t ampt r ead ie s i t s 2 01 1 ) The company has created an efficient management
department that engages with parties involved in the supply chain operations efficiency program
Supplier Quality Management is responsible for working with Stakeholders and Suppliers to
assure ATampT receives world-class products and services It is based from the global
telecommunications TL 9000 requirements as well as good business practice and helps evaluate
the effectiveness of quality implementation and improvement programs This quality
management system is designed to meet quality standards of the global communication industry
and it is built from the ISO 9001 and the eight quality principles aiming directly to the
telecommunication industry (Supplier quality 2011) ISO 9001Standard provides a solid
guidance and strong procedures that achieve consistency to the management program ldquoA quality
management system (eg ISO 9001) provides us with a tool to track where all the parts
components andor constituents come from This is called product traceabilityrdquo (ldquoPojasek R amp
Farver S productrdquo 2011)
ATampT is conducting a fair method of supply chain management but there are several factors of
that program that needs to improve Corporations around the world are trying to have
sustainability initiatives in their supply chain management simply because of meeting established
regulations or because it can have a positive impact on their customerrsquos base giving the
company a competitive advantage There are four good supply chain strategies that can be used
to reduce waste and considering ATampT has a global outreach it can make a difference in their
operations and create a cost-savings strategy as well as deterring their environmental footprint
(Kaplan 2009)
Nearsourcing Sourcing internationally from Mexico or Latin America as opposed to Asia can
be a good start to minimize transportation costs that subsequently leads to large amounts of CO2
emissions due to fossil fuels consumption It also establishes a strong cooperation of the
Americas that can integrate collaboration in technological advances and environmental
stewardship emphasizing ethics that embody responsible planning and management of resources
(Kaplan 2009)
Ship to point-of-use Shipping or transporting raw materials to the assembly line for production
is a strategy that can be utilized in the telecommunicationrsquo sector Protective packaging costs are
reduced with this strategy as well as transportationrsquos expenditure (Kaplan 2009)
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 16
Green procurement guidelines ISO 9001 can be a framework to be utilized and ATampT has
already implemented it However establishing supply chain criteria for materials products
packaging systems and logistics will drastically improve their supply chain management
Obtaining better deals with suppliers is an immediate benefit Furthermore it helps avoiding
ldquonon greenrdquo contracts and purchasing Leveraging the spending information can provide savings
and a long term business relationship with suppliers (Kaplan 2009)
Supplier environmental performance Certification to ISO 14001 a support for ACORN
programme to encourage local businesses to incorporate sustainability into their business model
requirements for all contractors to undergo environmental health and safety training and product
suppliers need to be required to meet ATampT internal standards for banned and restricted toxic
substances as mobile phones parts and accessories carry a large amount of toxic waste (Charter
M et al 2001)
38 Product Design Marketing and Stewardship
Product Design The Company has a program that has been established since 2001 to get
actively involved and subsequently listening to their customers throughout the design process
This particular process amalgamates the need to focus in incorporating less toxic components as
well as recycled parts affecting the design of those products and therefore changing the way they
are marketed (Atampt universal design 2009) ATampT is applying ldquogreen accountingrdquo throughout
the organization to avoid potential environmental liabilities but also it helps in reducing costs
deterring the environmental impact of products and lay out a steady product design program with
the customer in mind The manufacture of each product carries an environmental cost that
consequently impacts the product design and its marketing approach Acquiring environmental
cost data provides the company to make decisions that is in harmony with the environment and
the business model (Green accounting at 2006)
Marketing The marketing campaign focuses in the transition to smaller and more eco-friendly
packaging for the wireless device accessories it sells to the public In addition ATampT unveiled
requirements for manufacturers of mobile phones to reduce the environmental impact of future
handsets ATampT website focuses on educating the consumers about their products with an
environmental conscience approach that attracts certain demographic groups particular a mid to
high level incomes that have the propensity of consuming high-end phones Many of those
phones come with a universal charger that translates into a single charger providing energy
efficiency usage (Atampt slims down 2010)
Stewardship Reusing and recycling mobile devices has become a priority for ATampT and last
year the company has collected more than 37 million phones These numbers reflect a decline in
the amount of recycled phones from 2009 Nonetheless batteries and other accessories account
for much of the toxic materials dump in fields therefore the organization has collected 18
million pounds of those items (Atampts environmental sustainability 2011)
ATampT is still struggling to spread out the message for customers to become environmentally
friendly and reuserecycle their devices Drop-off bins were placed in numerous locations across
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 17
the country and prepaid labels for shipping recycled phones is available However ATampT needs
to establish a solid recycling program in every store and train the proper retail associates to
efficiently implement those green initiatives (Product stewardship 2011) As an improvement to
the already established programs ATampT can train its existing retail employees and any other
workforce that makes a direct or indirect impact to the environment through an online learning
management system That action will assure to educate the workforce to maximize the
environmental stewardship approach the company wants to achieve (Training and awareness
2011)
40 RESULTS
41 Outcomes
The telecommunications sector represent a vast a diverse force group of companies that globally
generates revenues of approximately 37 billion as of 2009 (Normand S amp Morales R 2010)
and it keeps increasing due to a high market demand and necessities of communication on a
personal and business level alike Innovation plays a big role in the industry and that will be
crucial for ATampT to outcome business risks and deter its environmental impact which is closely
related to the performance of its sustainability management system ATampT implemented its SMS
and added a steady sustainability approach to business since 1995 although it was placed with
inconsequential steps in the first years of inception The implementation of ISO Standards can
lead to a sustainable management system that has already solid roots as it was presented in this
paper and could impel its SMS to a leadership position ldquoFor most organizations the path to
finding this overarching business management system starts with integrating the management
standards covering quality (ISO 9001) environment (ISO 14001) and occupational health and
safety (OHSAS 18001) (ldquoPojasekrdquo 2006) The last paragraph highlights the importance of those
standards and how ATampT can benefit from its implementation
The outcome if the sustainability management system is in place in its total execution will be to
allow the system to conduct a systematic internal review that is essential for an ever-changing
wireless communication industry leader with a global presence Monitoring and taking corrective
actions for continual improvement will be a critical achievement that will carry long-term
benefits for the company As presented above the sustainability management system creates and
propagates a commitment to continual improvement for the system to develop efficiently
(Pojasek R amp Farver S 2011)
42 Metrics
Expanding and improving the metrics ATampT already reports can be accomplished by utilizing
the Environmental Performance Evaluation (EPE) that correlates to the motto ldquowhat gets
measured gets managedrdquo (Iso 14031 Environmental 2011) The goal is to improve
environmental performance with a focus on performance benchmarking compliance to rules and
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 18
regulations on a local federal and international arena and competence in operational
management (Iso 14031 Environmental 2011) ATampT lacks of a sustainability management
system that amalgamate all the sectors and department with an efficient business alignment of all
departments and operations The company focuses primarily in the economic responsibility and
secondary the social responsibility and the business model appears too fragmentized as the
environmental responsibility doesnrsquot get the same level of urgency
Nevertheless a GRI report and becoming a Carbon Disclosure Program (CDP) partner will
increase transparency and accountability attached to metrics that can be measured and
consequently improved ATampT by now uses the G3 Guidelines the cornerstone of GRIs
Sustainability Reporting Framework (What are the 2011) to determine the types of data to
report in its 2010 Citizenship and Sustainability Report as well as Key Performance Indicators
(KPIs ) that have already been implemented (key performance indicators 2011)These are
lagging indicators and are valuable to know where the company stands and therefore ATampT can
be able to seeking improvements and correct faulty operations but they are not an assurance of
positive outcomes
The inventory of the combined activities of the company was stated in section 21 and
subsequently after proceeding with the identification and evaluation of the sustainability
footprint ATampT should conduct a materiality analysis The main reason is to highlight
efficiently the issues spotted in relation to their concern to stakeholders and subsequently the
effect they have on the organization The following Materiality Matrix chart shows the
categorized issues and prevailing potential conditions in each box accordingly to the potential
impact on the company and the increasing concern to stakeholders respectively
a) Low Impact a) Medium Impact a) High Impact
High Concern High Concern High Concern
Increasing
Concerns b) Low Impact b) Medium Impact b) High Impact
To Medium Concern Medium Concern Medium Concern
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 19
Stakeholders
c) Low Impact c) Medium Impact c) High Impact
Low Concern Low Concern Low Concern
Increasing current or potential impact on the company
Chart (Materiality matrix 2011)
The above materiality matrix can be utilized by identifying material issues at each level and
efficiently addressing them in a timely manner A sense of urgency is needed at the
corresponding stage of the issuesrsquo level (Materiality matrix 2011)
To summarize the representative elements of the materiality analysis process the following
aspects needs to be underscored
1 ldquoIdentification of a universe of relevant economic social environmental and
policygovernance issues for consideration
2 Evaluation and ranking of the level of internal and external stakeholder concerns
regarding each issue
3 Evaluation and ranking of the potential impact on the company of each issue
4 Development of a matrix-based prioritization of the issues and
5 Execution of a structured collaborative strategy planning implementation and reporting
processrdquo (A roadmap to 2011)
The prior representation of the materiality analysis will lead to a rigorous evaluation of the three
responsibilities significant to the company and its stakeholders The analysis can provide to
ATampT with beneficial insight information guiding the organization to a strategic direction as
well as a tactical change management in sustainability that translates into a purposeful process to
help the organizations succeed (A roadmap to 2011)
43 ATampT conversion from lagging to leading indicators to improve the SMS
ATampT is using lagging indicators that are not helpful in identifying and revealing potential
problems that can carry severe process upset with irreversible consequences It may lack of
presenting solutions and consequently implementing corrective actions (Pojasek R lagging
2009) In contrast leading indicators are useful to check the efficiency of control systems and
provide crucial warning of disadvantages before any issues is present (Pojasek R leading
indicators 2009) ATampT needs to use both indicators to drive sustainability performance
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 20
consequently the company needs to implement as well as emphasize leading indicators on the
following areas for full effectiveness
i There must be a connection between the leading indicators and the outcomes that are of
interest
ii The reasons for using the indicators and the benefits they offer must be understood by
line management and by the employees affected
iii The indicators must provide information that can guide future actions
(Pojasek RUsing Leading 2009)
Therefore a mix of lagging and leading indicators that are pertinent and efficiently linked to the
system amalgamating the three responsibilities in one single measure with an accessible data for
lagging indicators as well as objective data for leading indicators will be crucial for continue
improvement and the company will be able to include a culture of sustainability within the
organization (Pojasek R amp Farver S effective indicators 2011) Nonetheless a framework tool
that can quantify leading indicators is the Australian Business Excellence Frameworkrsquos ADRI
(approach deployment results and improvement) scoring method (Pojasek R ADRI Scoring
2009) Consequently ATampT can drastically increase value and accurate information to develop
an efficient sustainability management system that amalgamates all the tools necessary to
become a leader in a highly competitive telecommunications market
44 Ensure transparency and accountability
Ensuring transparency and accountability is crucial in todayrsquos global business environment to
keep the company competitive The question that arrives addressing this issue is how to convince
the management leadership of ATampT to change the system that appears to be working for them
in the current business environment
Shareholders and stakeholders pressure complying with laws and regulations competitive
advantage and public relations can also be drivers for transparency and accountability
Nonetheless individuals and companies from the private and public sectors can create the
atmosphere for ATampT to create the necessary reports on the organizationrsquos sustainability
performance because that can highly influence their investment options and decisions that are
correlated to ATampT overall performance (Pojasek 2009) Therefore a sustainability reporting
review and assurance would be needed and the data should be subjected to internal controls and
processes associated with an internal audit Additionally after the requirements of internal
assurance are met ATampT could extend that report to an external assurance process as the
AccountAbilityrsquos AA1000 Stakeholder Engagement Standard (Pojasek R Sustainability
reporting 2009)
The ATampT research assessment and followed recommendations have shown an integrated
corporate sustainability assessment that can adopt business strategies and activities to meet the
stakeholdersrsquo objectives while protecting sustaining and enhancing the human and natural
resources that will be needed in the future (Sustainable development a 2007)
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 21
50 References
Andriof J (2002) Unfolding stakeholder thinking theory responsibility and engagement
Retrieved from
httpbooksgooglecombooksid=THtznfpayXoCamppg=PA205amplpg=PA205ampdq=ATampT
external stakeholder NGOsampsource=blampots=ye28xPUa-Kampsig=xRRKKteuu9fWgEUH-
NCBizrYDnYamphl=enampei=WvmxTvzrI5TXiQKjuP0Bampsa=Xampoi=book_resultampct=resultampresnu
m=1ampved=0CB8Q6AEwADgK
A r oadm ap t o p e r f o r m s up p l y ch a i n - focu s ed m at e r i a l i t y a s s es sm en t s
( 2 01 1 ) V al ues t ream i ng R e t r i ev ed f r om
h t t p v a l u es t r eam 20 0 9 wo r dp r es s co m 20 11 0 2 0 2 a - ro adm ap - to - pe r f o r m -
s up p l y- ch a i n - f o cu sed -m a t e r i a l i t y - a s s es sm e n t s
Atampt activates one million iphone 4s (2011) ATampTcompress Retrieved from
h t t p w w w a t t co m gen p r es s -
r o om pid =21 79 8 ampcd v n=n ews amp n ew s ar t i c l e id =33 13 5 ampm apco d e=co ns um er | f
i n an c i a l
Atampt aligning business and sustainability strategy (2011) TriplePundit Retrieved from
h t t p w w w t r i p l epu n d i t com 2 00 9 0 8 a t t - a l i gn i n g -b us in es s - an d -
s us t a in ab i l i t y - s t r a t eg y
Atampt announces new telepresence facilities in atampt bangalore offices (2010) ATampT Retrieved
from httpwwwattcomgenpress-roompid=18067ampcdvn=newsampnewsarticleid=30911
Atampt company information (2011) ATampT Corporate Retrieved from
h t t p w w w a t t co m gen in v es t o r - r e l a t i o ns p i d =5 71 1
Atampt environment health and safety management system (2010) Retrieved from
h t t p do cs go o g le co mv i ew er a=v ampq=cach e a6p l l J Uk q6YJ w w w a t t co m
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 22
C omm on abo u t _u s c i t i z ens h i p EMS _mat r ix pd f +AT 26 T+en v i ro nm ent a l +
an d +s a f e t y+ r egu l a t i on s amphl =en ampgl =usampp i d=b l amps r c id =A DG E ES hm5 H KkC i
0 5 4CY E Zv d aG XP HG 2 d3 f i 2_ es7 V gBs wd 2 - t oz J aMPW 9 Bu mG T ss _Q MP Q_ -
t yp - e N - eO Ui _6 oV lJ Q X V LV 6 rz gM HxO S I -
S 8 j wW3R wJ uT d9 Vx yr 2 x T _lz MY 1t cK cp M ND i FLamps i g=A HIE t b Q G V tX q Qq 6
r R qU kY lX yeM M _M G X IL
A t ampt s en v i r onm enta l s us t a i n ab i l i t y i n i t i a t i v es (2 01 1 ) Ma r ke t Wa t ch
R e t r i ev ed f r om h t tp w w wm ar ke tw a tch co ms to r y a t t - add s -b a t t e r y-
ch a r ge r - pa r t i a l l y- m ad e - f rom - r ecyc l ed - w a t e r - bo t t l e s - to -p ro d uc t - l i ne - up -
2 0 11 -1 1 -1 4
Atampt included in carbon disclosure projects carbon disclosure (2011) PR Newswire Retrieved
from h t t p ww w p rnew s wi r e com n ew s - r e l eas es a t t - i n c l ud ed - in - ca r bo n -
d i s c l os u r e - p ro j ec t s - ca r bo n -d i s c l os u r e - l e ade r sh i p - i nd ex - 10 3 44 09 94 h t ml
A t ampt i n c s ( t n ) q ua r t e r l y r ev en u e (20 1 1) T ho m so n R eu t e r s R e t r i ev ed
f r om h t tp w w w r eu t e r s com a r t i c l e 20 1 1 1 0 20 us - a t t -
i d USTR E 79J 2M H 20 1 11 02 0
A t ampt r ead i e s i t s s up p l y ch a in fo r t h e fu tu r e (2 01 1 ) AT ampT R e t r i ev ed
f r om h t tp w w w a t t com gen p r e s s -
r o om pid =48 00 ampcdv n =n ews ampn ews a r t i c l e i d =2 70 88
A t ampt s l im s do w n acce s so r y p ack ag i n g an no un ces n ew eco - f r i end l y
s t an da r ds fo r h an dse t s ( 20 10 ) AT ampT I n t e l l e c t ua l Pro p er t y R e t r i ev ed
f r om h t tp w w w a t t com gen p r e s s -
r o om pid =48 00 ampcdv n =n ews ampn ews a r t i c l e i d =3 05 99
T h e a t ampt t e ch no lo gy an d env i r on m ent aw a r ds p r o gr am (20 1 1) AT ampT
R e t r i ev ed f r om h t tp w w w a t t co m gen co rp o r a t e - c i t i z ens h i p p id =1 24 34
Atampt universal design policy adopted in 1998 background (2009) ATampT Retrieved from
h t t p w w w a t t co m gen gen e r a l p id =10 1 91
Blackburn W (2008) The sustainability handbook (p 378) Washington DC Environmental
Law Institute
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 23
C h ar t e r M e t a l Su p p l y ch a i n s t r a t egy ( 2 0 01 ) Th e S I GM A P ro j ec t
R e t r i ev ed f r om h t tp do cs go o gl e com v i ew er a=v ampq =cach e FG -
R FkS1 m ZsJ p ro j ec t s i gma co u k R n DSt r eams R D_s up p l y_ ch a in _s t r a t eg y p
d f +Th i s + r es ea rch +in v es t i ga t ed +t h e+eco n omi c +so c i a l +and +env i r on m ent a l
+ im p ac t s + in +s up p ly+ch a i n +m an agem en t amphl =en ampgl =us amppi d =b l amps r c i d =A D
G E ESj T6 j BY3 QR cz6 Bo u L_ p uT kP y_ h T1 Lw N Z7 G p 8 6 IT j f cb S g23 FaP u gP RC
9 tp 41 7x g9 A kx m -
O m YR HS HRS5 BY d6 ZY o 9m H B_ M Nb 6G 9 A XG R0 bN sNx x kU n voJ W1 Lb 6 n T
E Rv Zu 5_ 79 Zq T cyamp s i g=A H IE t bQ pW ZId T vG 2 Y - 9 Gj3 Ts v eK 2 h yC R Ig
C omm on i ns pec t io n a r eas fo r im pr ov em ent (2 01 1 ) L ea rn in g an d S k i l l s
I m pr o vem en t S er v i ce R e t r i ev ed f rom
h t t p w w w ex ce l l en cega t ewa y o r g u k p age a spx o =1 08 214
C omm un ica t io n (20 1 1) C om mu ni ca t i on Excerp t s f r om A us t r a l i an N ew
Z ea la nd S ta nd ar d 14 0 04 R e t r i ev ed f r om
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 09 68 f i l e s Su p p l em en t a l
Fo ld e r Com mEx er p t IS O 1 40 04 p d f
C on n ec t i n g p eo p l e an d bu s i n ess e s ( 201 1 ) M edi a K i t Su s t a i na b i l i t y
R e t r i ev ed f r om h t tp w w w a t t co m gen p r es s - r oo m pid =2 6 44
Environment ATampT Sustainability (2011) Retrieved from
h t t p w w w a t t co m gen co rp or a t e - c i t i z en sh i p p id =85 06
E n vi ro nm en t h ea l th an d s a fe t y ( eh amps ) m an agem ent s ys t em ( 20 11 ) A ampT
Ci t i z ens h i p EH S Re t r i ev ed f r om
h t t p do cs go o g le co mv i ew er a=v ampq=cach e wu w 3ib l2 eK 4J ww w a t t com
C omm on abo u t _u s c i t i z ens h i p EHS _Man agem en t pd f A TampT IS O 1 40 01 ndash
E n v i ro nm en t a l
M an agem ent amphl =en ampgl =us amppi d =b l ampsr c id =A D GE ESj BN bj X a3 j j s w hU Q v Fh
C dD A nf E A ag yIN n b lW MX MT cXx -
Q bR 3 BU1 ol j ikJ _ yq x f l f aG vb yD yl F l v 3 ah 3C ws hz fE br T Uj vY eM uf tD FtQ i G G 7
d D 9oR qt D IA s 4 vzSM gPt p Ax C0 rfW Bcamps i g=A H IE t bR Q NrZe5 o Tm nt sV g6 H Z
1 v G7 j rzC yw
Environmental sustainability (2011) ATampT Media Kit Sustainability Retrieved from
h t t p w w w a t t co m gen p r es s - r oom pid =26 4 4
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 24
Environmental sustainability commitment is based on three tenants (2011) ATampT
environmental sustainability Retrieved from h t tp ww w a t t com gen p re s s -
r o om pid =26 44
G e t t i n g s m ar t abo u t o u r su p p l y ch a in ( 2 01 1 ) M eet t h e P os s i b i l i t y
E con o m y 2 01 0 ATampT S u s ta i na b i l i t y R epo r t 74 R e t r i eved f rom
h t t p w w w a t t co mC om mo n ab ou t_ us f i l e s c s r _2 01 1 20 10 _CS R_R epo r t p
d f
G r een acco un t i n g a t a t ampt ( 20 06 ) Wi s t a En v i ro n men t A cco un t in g
R e t r i ev ed f r om
h t t p w w w wi t t s o rg E v a_ acc env _ acco u n t_ 5_ f eb0 6 wi s t a_ ev a_ aac_ cas es t
u d y h tm
Greenhouse gas emissions (2011) ATampT Retrieved from httpwwwattcomgencorporate-
citizenshippid=17895
Guidance on soci a l respons ib i l i t y co re subjects (2011) ENVR E -135
Discover ing our Socia l Respons ib i l i t i e s Ret r i eved f rom
ht tp m yex tens ion harvard edu i cb icb dokeyword=ex tampsubkeyword=k807
71amppageid=icb page427497amppageContent Id=icb pagecontent901687ampview=
viewdoampviewParam_di rector y=Supplementa l Folder
How developing cou nt r i es cont r ibu ted to i so 26000 (2011) ISO Ret r i eved
f rom
ht tp wwwi so o rg i so i so_ca ta loguemanagement_and_leadersh ip_s tandard
s soci a l_ respons ib i l i t y s r_news -and-
ar t i c l es s r_developing_count r ies_cont r ibut ion h tm
Iso 50001 energy management standard published (2011) Environmental Leader LLC
Retrieved from ht tp wwwenvi ronmenta l leader com201106 15 i so -50001-
energy-management -s tandard -publ i shed
I s o 1 4 03 1 E nv i r onm ent a l p e r fo rm an ce ev a lu a t io n (2 01 1) E NV R E -1 35
S us ta in ab i l i t y M e t r i c s R e t r i ev ed f ro m
h t t p m y ex t ens io n h a rv a rd ed u i cb i cb do ke yw o r d =ex tamps u bk e yw o r d =k8
0 7 71 ampp an e l = icb p ageco n ten t 90 17 21 r fo r um fo r um_ id =105 1 69 ampp age i d =i c
b page4 27 50 4 ampp ageC ont en t Id = i cb p ageco n t en t9 01 70 1 ampview =vi ew do ampv ie
w P aram_ di r ec to r y= S up p l em en t a l R ead in g Fo l d er
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 25
Is o 3 1 00 0 ndash r i sk man agem en t s t an d ar d (2 00 8 ) U ni ver s i t y o f Wa t e r lo o -
I n s t i t u t e f o r R i s k Res ear ch R e t r i ev ed f r om
h t t p do cs go o g le co mv i ew er a=v ampq=cach e yS f Ml jv D_eYJ w ww i r r -
n e r am ca p d f_ f i l e s IS O 2 0 31 00 0 p df IS O 3 1 00 0 ndash R i s k m an agem ent
O v e rs p en d i n g D el ays N o n com pl i an ce w i t h po l i c i es an d
r egu l a t i on s amphl =enampgl =u s amppid =b l amps rc i d =A D GE ES hR1P4J uW H eP aBS 5x sG
9x V rSY 3 Ow bE V Qz8 8 nA gs g_S 5 Yd Qo rFa1 e f w B6 yQ 7 z u rh hRW H LT U 4 a7G G
_ Em _ c5 Y 0ms hRu yU B_ 4j Q5 T viM IBp h 4 9s 5x J ipbW _Rh lzM B3W 8M -
T pm iT hQ b A amps i g=A H IE t b Q O QM i Zi V9 ycC D aPP cUh fo LE w z_ - w
K ap l an J W a ys to g r een yo u r s up p l y ch a in (2 00 9 ) E cop r en eur i s t
R e t r i ev ed f r om h t tp e cop r en eu r i s t co m 20 09 10 1 3 5 - wa ys - t o - g r e e n -
yo u r - s u pp l y- ch a i n
K e y p e r f o rm an ce in d i ca t o r s (2 01 1 ) 2 0 10 AT ampT S u s ta ina b i l i t y R epor t
R e t r i ev ed f r om
h t t p w w w a t t co mC om mo n ab ou t_ us f i l e s c s r _2 01 1 20 10 _CS R_R epo r t p
d f
M ate r i a l i t y m a t r ix ( 20 11 ) F or d su s ta in ab i l i t y r epo r t 20 1 0 2 01 1
R e t r i ev ed f r om h t tp co rp or a t e fo r d co mm i cr os i t es su s t a i n ab i l i t y - r ep o r t -
2 0 10 -1 1 i s s u es -m ate r i a l i t y - m a t r ix
Meet the possibility economy (2011) 2010 ATampT Sustainability Report Retrieved from
h t t p do cs go o g le co mv i ew er a=v ampq=cach e zx e4 t N v7 AJ MJ w w w a t t com
C om mo n ab ou t_ us f i l e s c s r _2 01 1 20 10 _CS R_R epo r t p d f+a t 2 6t +sus t a in a
b i l i t y+ r ep o r t +2 01 0amph l =en ampgl =us amppi d=b l amps r c i d =AD G EES g6 yD k G G u ZC4
A O b0 P1 gPh 2 rm YYG D _ GPWU u Fn_ eP 6W_ r 0 ix 0 E6j 29 L1 v ReF l 5 De l r FFN 9 Fb
m 8S Nh 4T L_ X i 0_ r f8 8 f LZBh 8 t G 5 cG G 5N gk H -
b f G F5i Vw CQ kx H etG M U GA C gA cG D qcA Zamps i g=A H IE t b T U3 V _ aJ ow 9P aQ t a
h O egU bPlPx -S w
Monitoring supplier performance and providing feedback (2011) TI Retrieved from
h t t p w w w t i comco r p d o cs com p an y c i t i z en e sh s c r e l a t i on sh ip sh tml
M ot otrade w 23 3 r en ew no w av a i l ab l e f ro m t - mo b i l e u sa ( 20 0 9) T - M obi l e
U S A In c R e t r i ev ed f rom h t tp w w w t -
m ob i l e com comp an y P r e s sR e l ea se s_A r t i c l e aspx as se tN am e=P rs _Pr s_ 20 0
9 0 20 5 ampt i t l e=M OTO W 23 3 R en ew Now Av a i l ab l e F ro m T - Mo bi l e USA
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 26
Networking for sustainability (2010) ATampT Intellectual Property Retrieved from
h t t p w w w a t t co m gen p r es s - r oom pid =26 44
N ev es L e t a l ( 200 8 ) Repo r t s um mary 8 amp9 S M ART 2 02 0 En ab l in g th e
l ow car bo n econ omy in t h e i n fo r mat ion ag e R e t r i ev ed f ro m
h t t p do cs go o g le co mv i ew er a=v ampq=cach e wi bRo E OJ Vn QJ ww w ges i o r
g Li n k Cl i ck a spx 3 Ff i l e t i ck e t 3 D cOA r p r Yn XWY 25 3D 2 6t ab id 3 D 60
+SM AR T +2 02 0 E2 80 93 +Ben ef i t s+ i n c lu d e+in c r eas ed+em plo yee+p r o d
u c t iv i t y + i n cr ea s ed+co l l ab o ra t i on +acce l e r a t ed +d ec i s io n -
m ak in g+an d +r edu ced +d ep end en c y+o n +p h ys i ca l + t r ave l amph l =en ampgl =us amppi d
=b l amps r c i d =AD G EESj T Fi 7 fWY Lr 4 4 a r Aw K 4b N U fMx 8 Mi wis lp j w yFM 4 m Nl Z
t aS D aBV QmT Y n eLX BF7 cW b Y yU E f u Vrx esA N kW8u H rC 3qA sP X BTM 6 c5 A
A D Pu 9SA 5 L6 O G 19L2 IFb T E 5Sz pv r dCR q9 O Zl6 qJ amps i g=AH IE t bS h lW Bu du F
z AO K 5b qauP a8 f yo O 3 cQ
N o rm and S amp M ora l es R ( 20 10 ) T e l eco mmu ni ca t io ns in a s i a
R esp on s i b l e R es earch Re t r i ev ed f ro m
h t t p do cs go o g le co mv i ew er a=v amp q=cach e ju LX d u eY TS IJ w w w r es po ns
i b l e r es ea r ch com Te l eco mm uni ca t io ns_ in _ As i a__ _ Is s u es_ f o r_R esp on s ib l e
_ In v es to r s_ __ Ex ecu t i ve_S umm ar y p d f T e l ecomm uni ca t ion s in A s i a
R esp ons ib l e R es ea rch i s an i nd ep en den t p ro v id e r o f s ec to r a l an d th em a t i c
A s i an
en v i ro nm ent amph l =en ampgl =us amppi d =b l ampsr c id =A D GE ESi yM k l 5 ZecW Io p O O 5C
j iG V b7 N Iq I0 P 3 i j Z5 o 9rx LQ h Y ZY 0 vw sK n j yE D 7 zzs 5z6 w yp ao6W 31 p GT kw E
h d wv BT ILl d k ym k M b Do 5w q N evPm gqZo 9 _ O Alp lMt h2 l0 g l J d Q ekJ t pRY eU Iamp
s i g=A H IE t bR3 CSi _D f c f 9 Bt Q5 Bq 5Q crK 4 nG k0 A
O p er a t i on s a r e t h e ldquoac t i v i t i e s rdquo (2 01 1) Ma in s t r eam in g Sus ta i n ab i l i t y
R e t r i ev ed f r om
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 09 95 f i l e s Ch p t 10S t ra t eg y p d f
P a r t r i d ge K e t a l ( 2 00 5 ) S t ak eho ld er r es ea r ch Th e S t akeh o l de r
E n ga gem en t M an ua l R e t r i ev ed f rom
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c9 3 10 41 f i l e s Su p p l em en t a l
R ead in g Fo l d er fo r W eek 5 A ccou n t ab i l i t y S t ak eh o l d er Vo l 1 pd f
Pojasek R ADRI Scoring (2009)Adri scoring of leading indicators Environmental Quality
Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 27
Pojasek R Corporate sustainability footprint (2011) Mainstreaming Sustainability Retrieved
from httpisitesharvardedufsdocsicbtopic930967filesChapter4SustFootprintpdf
Pojasek R amp Farver S Discover ing our economic respons ib i l i t i es (2011)
Mains treaming Sus ta inabi l i t y Ret r ieved f rom
ht tp m yex tens ion harvard edu i cb icb dokeyword=ex tampsubkeyword=k807
71amppageid=icb page427498 amppageContent Id=icb pagecontent901699ampview=
viewdoampviewParam_di rector y=Supplementa l Folder
(2011) What does scalability mean Investopedia ULC Retrieved from
httpwwwinvestopediacomtermssscalabilityasp
Pojasek R amp Farver S Envr e-135 leading indicators (2011) Corporate sustainability strategy
Retrieved from
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 09 81 f i l e s E1 3 5Po j a s ek Ho u r2
S t r a t eg yO c t 2 4 p d f
Pojasek R Envr e-135 Sustainability reporting (2009) Mainstreaming Sustainability
Retrieved from
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 10 01 f i l e s Ch p t 16 Repo r t in g pd
f
Pojasek R amp Farver S Identifying and engaging key stakeholders (2011) Mainstreaming
Sustainability Retrieved from
httpmyextensionharvardeduicbicbdokeyword=extampsubkeyword=k80771amppageid=icbpag
e427495
Pojasek R amp Farver S Important economic considerations (2011) Economic responsibility and
operationalizing corporate sustainability strategy Retrieved from
httpdocsgooglecomviewera=vampq=cacheIOdMb-
I1hRsJisitesharvardedufsdocsicbtopic849748filesOct18PojasekHour2pdf Is risk part of
corporate sustainability strategy Robert
Pojasekamphl=enampgl=usamppid=blampsrcid=ADGEESgx1NqcCcopU0SLiQrosDnLz5x74I3rTWG4K
GD9IR6qzkqFzRC4LS1OySGIfHHbRfUs_VMMn63bT7CMFQEqzB5KoYYroa7e5PXKin_W-
0AQ8_8AQM9skANdvKbk9hyiOIwl4pxKampsig=AHIEtbS-
O3zHn1Dx9H_M9WTuEEFlhMuCYw
Pojasek R amp Farver S Mainstreaming sustainability (2011) 1 ed Vol 1 p 162 Woody
Creek CO Mainstreaming Sustainability
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 28
Pojasek R amp Farver S Product perspective (2011) Mainstreaming Sustainability 6 Retrieved
from
h t t p i s i t e s h a rv a rd ed u f s d o c s i cb to p i c93 09 73 f i l e s Ch p t 13S up p l yC h a in
p df
Pojasek R amp Farver S Sustainability requirements for communications (2011) Mainstreaming
Sustainability Retrieved from
httpisitesharvardedufsdocsicbtopic930968filesChpt12Communicationpdf
Pojasek R Improve infuse integrate (2007) Introducing ISO 14001 III Retrieved from
httpisitesharvardedufsdocsicbtopic931012filesSupplemental Reading Folder for Week
10ISO 14001 Enhancedpdf
Pojasek R Is your integrated management system really integrated (2006) Environmental
Quality Management Retrieved from
httpisitesharvardedufsdocsicbtopic931012filesSupplemental Reading Folder for Week
10Integrated MS Really Integratedpdf
Pojasek R Lagging indicators (2009) Environmental Quality Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
Pojasek R leading indicators Understanding leading indicators (2009) Environmental Quality
Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
Pojasek RUsing Leading Using leading indicators properly (2009) Environmental Quality
Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 29
Pojasek R Sustainability reporting reviews and assurance (2009) Sustainability Reporting
Retrieved from
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 10 01 f i l e s Ch p t 16 Repo r t in g pd
f
Productservice differentiation (2011) EzineArticlescom Retrieved from
h t t p ez in ea r t i c l e s com Co rp o r a t e -Su s t a i n ab i l i t y - S t r a t eg y- - - T o p - Fi v e -
R eas on s -Wh y- Y o u -N eed - On eampid =1 73 61 0 7
Product stewardship (2011) ATampT Retrieved from httpwwwattcomgencorporate-
citizenshippid=17914
Programs implementing management system elements (2010) ATampT Environment Health and
Safety Management System Retrieved from
Policy and practice 2011report card on banks and mountaintop removal (2011) Rainforest
action network 5 Retrieved from
httpdocsgooglecomviewera=vampq=cacheznZFoDiTQ_0Jranorgnode2602 2011Report
Card on Banks and Mountaintop
Removalamphl=enampgl=usamppid=blampsrcid=ADGEESiGYaCcDf0sYT657_WMylU-
AzBvwDWdvKoDUF5Lez-KtWO9YhejdYwACsq-6CXAbxzbAmTyUajNjjNni03M0EauGnzt-
EA_hYjdHzEPd8YpJDHkPenRn3ntYTqLuOiNAUICUlTKampsig=AHIEtbRF10DajUTOCRYda
pnhO3rnT1vwEQ
Quadir JCorporate sustainability strategy - top five reasons why you need one (2011)
EzineArticles Retrieved from httpezinearticlescomCorporate-Sustainability-Strategy---Top-
Five-Reasons-Why-You-Need-Oneampid=1736107
(2011) What does scalability mean Investopedia ULC Retrieved from
httpwwwinvestopediacomtermssscalabilityasp
Six focus areas (2010) ATampT Citizenship and Sustainability Report Retrieved from
httpwwwsocialfundscomsharedreports1308027026_ATT_2009_CitizenshipSustainabilityR
eportpdf
Social responsibility report (2006) Corporate Research Center Retrieved from
h t t p w w w so c i a l fu n ds com cs r p r o f i l e cg i id =1 8
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 30
Sprint establishes first-in-industry product stewardship policy (2011) TriplePundit Retrieved
from httpwwwtriplepunditcom201105sprint-establishes-first-industry-product-stewardship-
policy
Sprint recycle (2011) Sprint Retrieved from
httpwwwsprintcomresponsibilitycommunities_acrosseco_opshtml
(2009) Supply chain revolutionary atampt leads procurement zone adoption TechTarget
Retrieved from h t t p s ea r ch t e l ecom t ech ta r ge t co m t i p S up p l y - ch a i n -
r ev o lu t i on a r y- A T T - l ead s -p ro cu r em en t - zo n e - ado p t i on
Strategic materiality assesment (2011) 2010 ATampT Sustainability Report Retrieved from
httpdocsgooglecomviewera=vampq=cacheFiS_bp4ePaMJwwwattcomCommonabout_usf
ilescsr_2011ATT_2010_strategic_materiality_assessmentpdf Hazardous waste reduction
ATampTamphl=enampgl=usamppid=blampsrcid=ADGEESic8Uk_3kx9gSsNQ2sSwVb7O-
lrCDiSrJS9KmI06W8qbqk8t15CI8l2s06D7uz0_edt5ul1NsFCjFzyj7u-5EB1B7PL-
SD4vb6eDMnw1eCC9FtS7Zn4-
tzdiwG_CBvQZ_lXVySRampsig=AHIEtbShU1fUgNQtQdilp4HdvkvjJjX-EQ
Supplier quality (2011) ATampT Retrieved from httpwwwattsupplierscom
Sustainable development a business definition (2007) Business strategies for sustainable
development Retrieved from
httpdocsgooglecomviewera=vampq=cachebSBLJLGuMgcJwwwiisdorgbusinesspdfbusin
ess_strategypdf Incorporating the recommended steps to a sustainable
futureamphl=enampgl=usamppid=blampsrcid=ADGEESjGotAq8rNBuHjBrsbzQMroUOfuJDVipoB7_ks
qdmiaRduq0ieJzyPUe7A9K8kCqPIjZZI9YRdVBWvP2if5Cq4pS1cvG2NX_02rKxqnfkJG8Zm1
D1AKKeLdBdeTzvMr05OithF1ampsig=AHIEtbQC4qGc2VrGdk1PsR7hIVbO3zcCOg
(2011) Training and awareness Sprint Retrieved from
httpwwwsprintcomresponsibilityouroperationsenvironmentalpolicyhtml
Vision statement (2011) ATampT sustainability vision Retrieved from
h t t p do cs go o g le co mv i ew er a=v ampq=cach e _S4 r OP 5U lw IJ w ww a t t co m
C omm on abo u t _u s f i l e s p d f cs r _p ape r_ p o l i cy p d f +A T 26 T +s us t a in ab i l i t y
+v i s i on amphl =en ampgl=u s amppid =b l amps r c id=A D G EES gH 0 -
4 f v NQJ Q s OY oY D 8L_ 0 D H gp u cT pa -
LcG cQ Q B yO _ l Cb u lb 2 Vt Um FX r a7 N V52 6 TK X r rD h w3l 8 f9 -
p gH F4 j in h KA f k gRQ P5 oC BMX 8 XA f Gs LIE J K f Rzh LZE k E aC s gOM Fw Q7 X f5
aJ amps i g=A H IE t b T yO smx D3j Crx 3 G 5w g6J l k LC 3 bpx A
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 31
What are the g3 guidelines (2011) Global reporting initiative Retrieved from
httpwwwglobalreportingorgreportingframeworkg3guidelines
Workforce inclusion (2007) Social Responsibility Report Retrieved from
httpdocsgooglecomviewera=vampq=cacheo_6Rwfb4lBsJwwwattcomCommonfilespdf3
30938_ATTcsr_0623pdf ATampT reinforce the commitment to a
socialamphl=enampgl=usamppid=blampsrcid=ADGEESjQalPiV_TGsaNvqmVBhqfnqytuxjvKhQIEmkG
z_N_3tGEojkaKirI-bMpPR-7Y4KrKSXMmYHlPDbF_qBxUc2g7lAw6tmPdP5jhM-
cEQNyp0Pd8kvqmW9YRqotX_heXs2Vv6dgXampsig=AHIEtbReQdWTz60fpWqKNiSTGukJcB
ET5g
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 14
its own needs and the needs of interested partiesrdquo (Communication 2011) ATampT utilizes its
website online communication posting financial results product services sustainability and
regulatory reports and environmental footprint of the company that are available worldwide to
communicate with the interested parties about the companyrsquos overall performance Taking in
consideration that AampT is a global corporation and it is under constant scrutiny of their
environmental and social policies and performance they are putting in practice a consistent and
effective method to communicate internally and externally
The company emphasis the successes of their approach among employees and management team
using telepresence rooms that help enable ATampT employees to communicate internally as well
as with business associates The fully managed ATampT Telepresence Solution present face to face
interactions with the parties involved that generate collaboration between companies and
employees suppliers partners and customers in an efficient way Cost-savings procedures and
reliability are among the main points for this internal communication and demonstrate how the
company is a pioneer in transforming the business process increasing productivity (Atampt
announces new 2010)
Effective external environmental communications are extremely important in fostering mutually
affirming and respectful relationships with the regionrsquos associates Therefore the following
highlighted factors are areas for ATampT to improve
ldquoIneffective communication with employers
Weak links between on- and off-the-job training
Insufficient involvements of employersrdquo (ldquoCommon inspection areas 2011)
Global organizations have the tendency to spread out external communication via website posts
online marketing tools and relations with shareholders However ATampT lacks of an effective
external communication tool because the company does not effectively emphasis the investors
relations and a coordinated public relationrsquos approach An important component of
communication is the one placed with parties outside of the organization This external
communication may be coordinated by public relations investor relations and marketing The
leadership team has to be engaged in this role in a two way dialog structure (Pojasek R amp Farver
S 2011) Then ATampT needs to take an aggressive approach toward public relations and its
subsequent external communications effectiveness to salvage the ongoing connection needed to
efficiently affirming the relationship with partners in the public and private sectors
37 Supply Chain Management
As a global corporation ATampT economic social and environmental impact goes beyond their
operations The materials used from which the companyrsquos products and services are sourced are
just the beginning in searching for the quality and nature of such materials ATampT has been
working steady in implementing diversity and environmental awareness in their supply chain and
leading to actions to be more proactive The organization has engaged their suppliers with
Supplier Citizenship and Sustainability survey (2009 and 2010) This survey included key
questions about energy consumption efficiency environmental protection health and safety
labor rights ethics confidentiality and water usage (Getting smart about 2011) This particular
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 15
method had helped ATampT in understanding and react positively to sustainable business practices
in its supply chain Because suppliers action can be detrimental to an extent that can affect the
main business and its operations encouraging suppliers to measure and disclose emissions
information can determine the quality and business environment ATampT is currently working and
the company will be able to understand and minimize risks as well as identify opportunities
Partnering with the 2011 Carbon Disclosure Project (CDP) Supply Chain Initiative will lead to
transparency and accountability in the supply chain (Getting smart about 2011)
Furthermore ATampT has established its new Domain Supplier Program and as a result the
chosen vendors will be responsible for a lot more than their own products in terms of the
amalgamation and operations management of network equipment and software solutions
Additionally marketing retail channels and online sales integrate the chain One area where to
focus could be suppliersrsquo accountability for delivering environmental friendly non-virgin
materials ( A t ampt r ead ie s i t s 2 01 1 ) The company has created an efficient management
department that engages with parties involved in the supply chain operations efficiency program
Supplier Quality Management is responsible for working with Stakeholders and Suppliers to
assure ATampT receives world-class products and services It is based from the global
telecommunications TL 9000 requirements as well as good business practice and helps evaluate
the effectiveness of quality implementation and improvement programs This quality
management system is designed to meet quality standards of the global communication industry
and it is built from the ISO 9001 and the eight quality principles aiming directly to the
telecommunication industry (Supplier quality 2011) ISO 9001Standard provides a solid
guidance and strong procedures that achieve consistency to the management program ldquoA quality
management system (eg ISO 9001) provides us with a tool to track where all the parts
components andor constituents come from This is called product traceabilityrdquo (ldquoPojasek R amp
Farver S productrdquo 2011)
ATampT is conducting a fair method of supply chain management but there are several factors of
that program that needs to improve Corporations around the world are trying to have
sustainability initiatives in their supply chain management simply because of meeting established
regulations or because it can have a positive impact on their customerrsquos base giving the
company a competitive advantage There are four good supply chain strategies that can be used
to reduce waste and considering ATampT has a global outreach it can make a difference in their
operations and create a cost-savings strategy as well as deterring their environmental footprint
(Kaplan 2009)
Nearsourcing Sourcing internationally from Mexico or Latin America as opposed to Asia can
be a good start to minimize transportation costs that subsequently leads to large amounts of CO2
emissions due to fossil fuels consumption It also establishes a strong cooperation of the
Americas that can integrate collaboration in technological advances and environmental
stewardship emphasizing ethics that embody responsible planning and management of resources
(Kaplan 2009)
Ship to point-of-use Shipping or transporting raw materials to the assembly line for production
is a strategy that can be utilized in the telecommunicationrsquo sector Protective packaging costs are
reduced with this strategy as well as transportationrsquos expenditure (Kaplan 2009)
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 16
Green procurement guidelines ISO 9001 can be a framework to be utilized and ATampT has
already implemented it However establishing supply chain criteria for materials products
packaging systems and logistics will drastically improve their supply chain management
Obtaining better deals with suppliers is an immediate benefit Furthermore it helps avoiding
ldquonon greenrdquo contracts and purchasing Leveraging the spending information can provide savings
and a long term business relationship with suppliers (Kaplan 2009)
Supplier environmental performance Certification to ISO 14001 a support for ACORN
programme to encourage local businesses to incorporate sustainability into their business model
requirements for all contractors to undergo environmental health and safety training and product
suppliers need to be required to meet ATampT internal standards for banned and restricted toxic
substances as mobile phones parts and accessories carry a large amount of toxic waste (Charter
M et al 2001)
38 Product Design Marketing and Stewardship
Product Design The Company has a program that has been established since 2001 to get
actively involved and subsequently listening to their customers throughout the design process
This particular process amalgamates the need to focus in incorporating less toxic components as
well as recycled parts affecting the design of those products and therefore changing the way they
are marketed (Atampt universal design 2009) ATampT is applying ldquogreen accountingrdquo throughout
the organization to avoid potential environmental liabilities but also it helps in reducing costs
deterring the environmental impact of products and lay out a steady product design program with
the customer in mind The manufacture of each product carries an environmental cost that
consequently impacts the product design and its marketing approach Acquiring environmental
cost data provides the company to make decisions that is in harmony with the environment and
the business model (Green accounting at 2006)
Marketing The marketing campaign focuses in the transition to smaller and more eco-friendly
packaging for the wireless device accessories it sells to the public In addition ATampT unveiled
requirements for manufacturers of mobile phones to reduce the environmental impact of future
handsets ATampT website focuses on educating the consumers about their products with an
environmental conscience approach that attracts certain demographic groups particular a mid to
high level incomes that have the propensity of consuming high-end phones Many of those
phones come with a universal charger that translates into a single charger providing energy
efficiency usage (Atampt slims down 2010)
Stewardship Reusing and recycling mobile devices has become a priority for ATampT and last
year the company has collected more than 37 million phones These numbers reflect a decline in
the amount of recycled phones from 2009 Nonetheless batteries and other accessories account
for much of the toxic materials dump in fields therefore the organization has collected 18
million pounds of those items (Atampts environmental sustainability 2011)
ATampT is still struggling to spread out the message for customers to become environmentally
friendly and reuserecycle their devices Drop-off bins were placed in numerous locations across
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 17
the country and prepaid labels for shipping recycled phones is available However ATampT needs
to establish a solid recycling program in every store and train the proper retail associates to
efficiently implement those green initiatives (Product stewardship 2011) As an improvement to
the already established programs ATampT can train its existing retail employees and any other
workforce that makes a direct or indirect impact to the environment through an online learning
management system That action will assure to educate the workforce to maximize the
environmental stewardship approach the company wants to achieve (Training and awareness
2011)
40 RESULTS
41 Outcomes
The telecommunications sector represent a vast a diverse force group of companies that globally
generates revenues of approximately 37 billion as of 2009 (Normand S amp Morales R 2010)
and it keeps increasing due to a high market demand and necessities of communication on a
personal and business level alike Innovation plays a big role in the industry and that will be
crucial for ATampT to outcome business risks and deter its environmental impact which is closely
related to the performance of its sustainability management system ATampT implemented its SMS
and added a steady sustainability approach to business since 1995 although it was placed with
inconsequential steps in the first years of inception The implementation of ISO Standards can
lead to a sustainable management system that has already solid roots as it was presented in this
paper and could impel its SMS to a leadership position ldquoFor most organizations the path to
finding this overarching business management system starts with integrating the management
standards covering quality (ISO 9001) environment (ISO 14001) and occupational health and
safety (OHSAS 18001) (ldquoPojasekrdquo 2006) The last paragraph highlights the importance of those
standards and how ATampT can benefit from its implementation
The outcome if the sustainability management system is in place in its total execution will be to
allow the system to conduct a systematic internal review that is essential for an ever-changing
wireless communication industry leader with a global presence Monitoring and taking corrective
actions for continual improvement will be a critical achievement that will carry long-term
benefits for the company As presented above the sustainability management system creates and
propagates a commitment to continual improvement for the system to develop efficiently
(Pojasek R amp Farver S 2011)
42 Metrics
Expanding and improving the metrics ATampT already reports can be accomplished by utilizing
the Environmental Performance Evaluation (EPE) that correlates to the motto ldquowhat gets
measured gets managedrdquo (Iso 14031 Environmental 2011) The goal is to improve
environmental performance with a focus on performance benchmarking compliance to rules and
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 18
regulations on a local federal and international arena and competence in operational
management (Iso 14031 Environmental 2011) ATampT lacks of a sustainability management
system that amalgamate all the sectors and department with an efficient business alignment of all
departments and operations The company focuses primarily in the economic responsibility and
secondary the social responsibility and the business model appears too fragmentized as the
environmental responsibility doesnrsquot get the same level of urgency
Nevertheless a GRI report and becoming a Carbon Disclosure Program (CDP) partner will
increase transparency and accountability attached to metrics that can be measured and
consequently improved ATampT by now uses the G3 Guidelines the cornerstone of GRIs
Sustainability Reporting Framework (What are the 2011) to determine the types of data to
report in its 2010 Citizenship and Sustainability Report as well as Key Performance Indicators
(KPIs ) that have already been implemented (key performance indicators 2011)These are
lagging indicators and are valuable to know where the company stands and therefore ATampT can
be able to seeking improvements and correct faulty operations but they are not an assurance of
positive outcomes
The inventory of the combined activities of the company was stated in section 21 and
subsequently after proceeding with the identification and evaluation of the sustainability
footprint ATampT should conduct a materiality analysis The main reason is to highlight
efficiently the issues spotted in relation to their concern to stakeholders and subsequently the
effect they have on the organization The following Materiality Matrix chart shows the
categorized issues and prevailing potential conditions in each box accordingly to the potential
impact on the company and the increasing concern to stakeholders respectively
a) Low Impact a) Medium Impact a) High Impact
High Concern High Concern High Concern
Increasing
Concerns b) Low Impact b) Medium Impact b) High Impact
To Medium Concern Medium Concern Medium Concern
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 19
Stakeholders
c) Low Impact c) Medium Impact c) High Impact
Low Concern Low Concern Low Concern
Increasing current or potential impact on the company
Chart (Materiality matrix 2011)
The above materiality matrix can be utilized by identifying material issues at each level and
efficiently addressing them in a timely manner A sense of urgency is needed at the
corresponding stage of the issuesrsquo level (Materiality matrix 2011)
To summarize the representative elements of the materiality analysis process the following
aspects needs to be underscored
1 ldquoIdentification of a universe of relevant economic social environmental and
policygovernance issues for consideration
2 Evaluation and ranking of the level of internal and external stakeholder concerns
regarding each issue
3 Evaluation and ranking of the potential impact on the company of each issue
4 Development of a matrix-based prioritization of the issues and
5 Execution of a structured collaborative strategy planning implementation and reporting
processrdquo (A roadmap to 2011)
The prior representation of the materiality analysis will lead to a rigorous evaluation of the three
responsibilities significant to the company and its stakeholders The analysis can provide to
ATampT with beneficial insight information guiding the organization to a strategic direction as
well as a tactical change management in sustainability that translates into a purposeful process to
help the organizations succeed (A roadmap to 2011)
43 ATampT conversion from lagging to leading indicators to improve the SMS
ATampT is using lagging indicators that are not helpful in identifying and revealing potential
problems that can carry severe process upset with irreversible consequences It may lack of
presenting solutions and consequently implementing corrective actions (Pojasek R lagging
2009) In contrast leading indicators are useful to check the efficiency of control systems and
provide crucial warning of disadvantages before any issues is present (Pojasek R leading
indicators 2009) ATampT needs to use both indicators to drive sustainability performance
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 20
consequently the company needs to implement as well as emphasize leading indicators on the
following areas for full effectiveness
i There must be a connection between the leading indicators and the outcomes that are of
interest
ii The reasons for using the indicators and the benefits they offer must be understood by
line management and by the employees affected
iii The indicators must provide information that can guide future actions
(Pojasek RUsing Leading 2009)
Therefore a mix of lagging and leading indicators that are pertinent and efficiently linked to the
system amalgamating the three responsibilities in one single measure with an accessible data for
lagging indicators as well as objective data for leading indicators will be crucial for continue
improvement and the company will be able to include a culture of sustainability within the
organization (Pojasek R amp Farver S effective indicators 2011) Nonetheless a framework tool
that can quantify leading indicators is the Australian Business Excellence Frameworkrsquos ADRI
(approach deployment results and improvement) scoring method (Pojasek R ADRI Scoring
2009) Consequently ATampT can drastically increase value and accurate information to develop
an efficient sustainability management system that amalgamates all the tools necessary to
become a leader in a highly competitive telecommunications market
44 Ensure transparency and accountability
Ensuring transparency and accountability is crucial in todayrsquos global business environment to
keep the company competitive The question that arrives addressing this issue is how to convince
the management leadership of ATampT to change the system that appears to be working for them
in the current business environment
Shareholders and stakeholders pressure complying with laws and regulations competitive
advantage and public relations can also be drivers for transparency and accountability
Nonetheless individuals and companies from the private and public sectors can create the
atmosphere for ATampT to create the necessary reports on the organizationrsquos sustainability
performance because that can highly influence their investment options and decisions that are
correlated to ATampT overall performance (Pojasek 2009) Therefore a sustainability reporting
review and assurance would be needed and the data should be subjected to internal controls and
processes associated with an internal audit Additionally after the requirements of internal
assurance are met ATampT could extend that report to an external assurance process as the
AccountAbilityrsquos AA1000 Stakeholder Engagement Standard (Pojasek R Sustainability
reporting 2009)
The ATampT research assessment and followed recommendations have shown an integrated
corporate sustainability assessment that can adopt business strategies and activities to meet the
stakeholdersrsquo objectives while protecting sustaining and enhancing the human and natural
resources that will be needed in the future (Sustainable development a 2007)
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 21
50 References
Andriof J (2002) Unfolding stakeholder thinking theory responsibility and engagement
Retrieved from
httpbooksgooglecombooksid=THtznfpayXoCamppg=PA205amplpg=PA205ampdq=ATampT
external stakeholder NGOsampsource=blampots=ye28xPUa-Kampsig=xRRKKteuu9fWgEUH-
NCBizrYDnYamphl=enampei=WvmxTvzrI5TXiQKjuP0Bampsa=Xampoi=book_resultampct=resultampresnu
m=1ampved=0CB8Q6AEwADgK
A r oadm ap t o p e r f o r m s up p l y ch a i n - focu s ed m at e r i a l i t y a s s es sm en t s
( 2 01 1 ) V al ues t ream i ng R e t r i ev ed f r om
h t t p v a l u es t r eam 20 0 9 wo r dp r es s co m 20 11 0 2 0 2 a - ro adm ap - to - pe r f o r m -
s up p l y- ch a i n - f o cu sed -m a t e r i a l i t y - a s s es sm e n t s
Atampt activates one million iphone 4s (2011) ATampTcompress Retrieved from
h t t p w w w a t t co m gen p r es s -
r o om pid =21 79 8 ampcd v n=n ews amp n ew s ar t i c l e id =33 13 5 ampm apco d e=co ns um er | f
i n an c i a l
Atampt aligning business and sustainability strategy (2011) TriplePundit Retrieved from
h t t p w w w t r i p l epu n d i t com 2 00 9 0 8 a t t - a l i gn i n g -b us in es s - an d -
s us t a in ab i l i t y - s t r a t eg y
Atampt announces new telepresence facilities in atampt bangalore offices (2010) ATampT Retrieved
from httpwwwattcomgenpress-roompid=18067ampcdvn=newsampnewsarticleid=30911
Atampt company information (2011) ATampT Corporate Retrieved from
h t t p w w w a t t co m gen in v es t o r - r e l a t i o ns p i d =5 71 1
Atampt environment health and safety management system (2010) Retrieved from
h t t p do cs go o g le co mv i ew er a=v ampq=cach e a6p l l J Uk q6YJ w w w a t t co m
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 22
C omm on abo u t _u s c i t i z ens h i p EMS _mat r ix pd f +AT 26 T+en v i ro nm ent a l +
an d +s a f e t y+ r egu l a t i on s amphl =en ampgl =usampp i d=b l amps r c id =A DG E ES hm5 H KkC i
0 5 4CY E Zv d aG XP HG 2 d3 f i 2_ es7 V gBs wd 2 - t oz J aMPW 9 Bu mG T ss _Q MP Q_ -
t yp - e N - eO Ui _6 oV lJ Q X V LV 6 rz gM HxO S I -
S 8 j wW3R wJ uT d9 Vx yr 2 x T _lz MY 1t cK cp M ND i FLamps i g=A HIE t b Q G V tX q Qq 6
r R qU kY lX yeM M _M G X IL
A t ampt s en v i r onm enta l s us t a i n ab i l i t y i n i t i a t i v es (2 01 1 ) Ma r ke t Wa t ch
R e t r i ev ed f r om h t tp w w wm ar ke tw a tch co ms to r y a t t - add s -b a t t e r y-
ch a r ge r - pa r t i a l l y- m ad e - f rom - r ecyc l ed - w a t e r - bo t t l e s - to -p ro d uc t - l i ne - up -
2 0 11 -1 1 -1 4
Atampt included in carbon disclosure projects carbon disclosure (2011) PR Newswire Retrieved
from h t t p ww w p rnew s wi r e com n ew s - r e l eas es a t t - i n c l ud ed - in - ca r bo n -
d i s c l os u r e - p ro j ec t s - ca r bo n -d i s c l os u r e - l e ade r sh i p - i nd ex - 10 3 44 09 94 h t ml
A t ampt i n c s ( t n ) q ua r t e r l y r ev en u e (20 1 1) T ho m so n R eu t e r s R e t r i ev ed
f r om h t tp w w w r eu t e r s com a r t i c l e 20 1 1 1 0 20 us - a t t -
i d USTR E 79J 2M H 20 1 11 02 0
A t ampt r ead i e s i t s s up p l y ch a in fo r t h e fu tu r e (2 01 1 ) AT ampT R e t r i ev ed
f r om h t tp w w w a t t com gen p r e s s -
r o om pid =48 00 ampcdv n =n ews ampn ews a r t i c l e i d =2 70 88
A t ampt s l im s do w n acce s so r y p ack ag i n g an no un ces n ew eco - f r i end l y
s t an da r ds fo r h an dse t s ( 20 10 ) AT ampT I n t e l l e c t ua l Pro p er t y R e t r i ev ed
f r om h t tp w w w a t t com gen p r e s s -
r o om pid =48 00 ampcdv n =n ews ampn ews a r t i c l e i d =3 05 99
T h e a t ampt t e ch no lo gy an d env i r on m ent aw a r ds p r o gr am (20 1 1) AT ampT
R e t r i ev ed f r om h t tp w w w a t t co m gen co rp o r a t e - c i t i z ens h i p p id =1 24 34
Atampt universal design policy adopted in 1998 background (2009) ATampT Retrieved from
h t t p w w w a t t co m gen gen e r a l p id =10 1 91
Blackburn W (2008) The sustainability handbook (p 378) Washington DC Environmental
Law Institute
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 23
C h ar t e r M e t a l Su p p l y ch a i n s t r a t egy ( 2 0 01 ) Th e S I GM A P ro j ec t
R e t r i ev ed f r om h t tp do cs go o gl e com v i ew er a=v ampq =cach e FG -
R FkS1 m ZsJ p ro j ec t s i gma co u k R n DSt r eams R D_s up p l y_ ch a in _s t r a t eg y p
d f +Th i s + r es ea rch +in v es t i ga t ed +t h e+eco n omi c +so c i a l +and +env i r on m ent a l
+ im p ac t s + in +s up p ly+ch a i n +m an agem en t amphl =en ampgl =us amppi d =b l amps r c i d =A D
G E ESj T6 j BY3 QR cz6 Bo u L_ p uT kP y_ h T1 Lw N Z7 G p 8 6 IT j f cb S g23 FaP u gP RC
9 tp 41 7x g9 A kx m -
O m YR HS HRS5 BY d6 ZY o 9m H B_ M Nb 6G 9 A XG R0 bN sNx x kU n voJ W1 Lb 6 n T
E Rv Zu 5_ 79 Zq T cyamp s i g=A H IE t bQ pW ZId T vG 2 Y - 9 Gj3 Ts v eK 2 h yC R Ig
C omm on i ns pec t io n a r eas fo r im pr ov em ent (2 01 1 ) L ea rn in g an d S k i l l s
I m pr o vem en t S er v i ce R e t r i ev ed f rom
h t t p w w w ex ce l l en cega t ewa y o r g u k p age a spx o =1 08 214
C omm un ica t io n (20 1 1) C om mu ni ca t i on Excerp t s f r om A us t r a l i an N ew
Z ea la nd S ta nd ar d 14 0 04 R e t r i ev ed f r om
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 09 68 f i l e s Su p p l em en t a l
Fo ld e r Com mEx er p t IS O 1 40 04 p d f
C on n ec t i n g p eo p l e an d bu s i n ess e s ( 201 1 ) M edi a K i t Su s t a i na b i l i t y
R e t r i ev ed f r om h t tp w w w a t t co m gen p r es s - r oo m pid =2 6 44
Environment ATampT Sustainability (2011) Retrieved from
h t t p w w w a t t co m gen co rp or a t e - c i t i z en sh i p p id =85 06
E n vi ro nm en t h ea l th an d s a fe t y ( eh amps ) m an agem ent s ys t em ( 20 11 ) A ampT
Ci t i z ens h i p EH S Re t r i ev ed f r om
h t t p do cs go o g le co mv i ew er a=v ampq=cach e wu w 3ib l2 eK 4J ww w a t t com
C omm on abo u t _u s c i t i z ens h i p EHS _Man agem en t pd f A TampT IS O 1 40 01 ndash
E n v i ro nm en t a l
M an agem ent amphl =en ampgl =us amppi d =b l ampsr c id =A D GE ESj BN bj X a3 j j s w hU Q v Fh
C dD A nf E A ag yIN n b lW MX MT cXx -
Q bR 3 BU1 ol j ikJ _ yq x f l f aG vb yD yl F l v 3 ah 3C ws hz fE br T Uj vY eM uf tD FtQ i G G 7
d D 9oR qt D IA s 4 vzSM gPt p Ax C0 rfW Bcamps i g=A H IE t bR Q NrZe5 o Tm nt sV g6 H Z
1 v G7 j rzC yw
Environmental sustainability (2011) ATampT Media Kit Sustainability Retrieved from
h t t p w w w a t t co m gen p r es s - r oom pid =26 4 4
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 24
Environmental sustainability commitment is based on three tenants (2011) ATampT
environmental sustainability Retrieved from h t tp ww w a t t com gen p re s s -
r o om pid =26 44
G e t t i n g s m ar t abo u t o u r su p p l y ch a in ( 2 01 1 ) M eet t h e P os s i b i l i t y
E con o m y 2 01 0 ATampT S u s ta i na b i l i t y R epo r t 74 R e t r i eved f rom
h t t p w w w a t t co mC om mo n ab ou t_ us f i l e s c s r _2 01 1 20 10 _CS R_R epo r t p
d f
G r een acco un t i n g a t a t ampt ( 20 06 ) Wi s t a En v i ro n men t A cco un t in g
R e t r i ev ed f r om
h t t p w w w wi t t s o rg E v a_ acc env _ acco u n t_ 5_ f eb0 6 wi s t a_ ev a_ aac_ cas es t
u d y h tm
Greenhouse gas emissions (2011) ATampT Retrieved from httpwwwattcomgencorporate-
citizenshippid=17895
Guidance on soci a l respons ib i l i t y co re subjects (2011) ENVR E -135
Discover ing our Socia l Respons ib i l i t i e s Ret r i eved f rom
ht tp m yex tens ion harvard edu i cb icb dokeyword=ex tampsubkeyword=k807
71amppageid=icb page427497amppageContent Id=icb pagecontent901687ampview=
viewdoampviewParam_di rector y=Supplementa l Folder
How developing cou nt r i es cont r ibu ted to i so 26000 (2011) ISO Ret r i eved
f rom
ht tp wwwi so o rg i so i so_ca ta loguemanagement_and_leadersh ip_s tandard
s soci a l_ respons ib i l i t y s r_news -and-
ar t i c l es s r_developing_count r ies_cont r ibut ion h tm
Iso 50001 energy management standard published (2011) Environmental Leader LLC
Retrieved from ht tp wwwenvi ronmenta l leader com201106 15 i so -50001-
energy-management -s tandard -publ i shed
I s o 1 4 03 1 E nv i r onm ent a l p e r fo rm an ce ev a lu a t io n (2 01 1) E NV R E -1 35
S us ta in ab i l i t y M e t r i c s R e t r i ev ed f ro m
h t t p m y ex t ens io n h a rv a rd ed u i cb i cb do ke yw o r d =ex tamps u bk e yw o r d =k8
0 7 71 ampp an e l = icb p ageco n ten t 90 17 21 r fo r um fo r um_ id =105 1 69 ampp age i d =i c
b page4 27 50 4 ampp ageC ont en t Id = i cb p ageco n t en t9 01 70 1 ampview =vi ew do ampv ie
w P aram_ di r ec to r y= S up p l em en t a l R ead in g Fo l d er
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 25
Is o 3 1 00 0 ndash r i sk man agem en t s t an d ar d (2 00 8 ) U ni ver s i t y o f Wa t e r lo o -
I n s t i t u t e f o r R i s k Res ear ch R e t r i ev ed f r om
h t t p do cs go o g le co mv i ew er a=v ampq=cach e yS f Ml jv D_eYJ w ww i r r -
n e r am ca p d f_ f i l e s IS O 2 0 31 00 0 p df IS O 3 1 00 0 ndash R i s k m an agem ent
O v e rs p en d i n g D el ays N o n com pl i an ce w i t h po l i c i es an d
r egu l a t i on s amphl =enampgl =u s amppid =b l amps rc i d =A D GE ES hR1P4J uW H eP aBS 5x sG
9x V rSY 3 Ow bE V Qz8 8 nA gs g_S 5 Yd Qo rFa1 e f w B6 yQ 7 z u rh hRW H LT U 4 a7G G
_ Em _ c5 Y 0ms hRu yU B_ 4j Q5 T viM IBp h 4 9s 5x J ipbW _Rh lzM B3W 8M -
T pm iT hQ b A amps i g=A H IE t b Q O QM i Zi V9 ycC D aPP cUh fo LE w z_ - w
K ap l an J W a ys to g r een yo u r s up p l y ch a in (2 00 9 ) E cop r en eur i s t
R e t r i ev ed f r om h t tp e cop r en eu r i s t co m 20 09 10 1 3 5 - wa ys - t o - g r e e n -
yo u r - s u pp l y- ch a i n
K e y p e r f o rm an ce in d i ca t o r s (2 01 1 ) 2 0 10 AT ampT S u s ta ina b i l i t y R epor t
R e t r i ev ed f r om
h t t p w w w a t t co mC om mo n ab ou t_ us f i l e s c s r _2 01 1 20 10 _CS R_R epo r t p
d f
M ate r i a l i t y m a t r ix ( 20 11 ) F or d su s ta in ab i l i t y r epo r t 20 1 0 2 01 1
R e t r i ev ed f r om h t tp co rp or a t e fo r d co mm i cr os i t es su s t a i n ab i l i t y - r ep o r t -
2 0 10 -1 1 i s s u es -m ate r i a l i t y - m a t r ix
Meet the possibility economy (2011) 2010 ATampT Sustainability Report Retrieved from
h t t p do cs go o g le co mv i ew er a=v ampq=cach e zx e4 t N v7 AJ MJ w w w a t t com
C om mo n ab ou t_ us f i l e s c s r _2 01 1 20 10 _CS R_R epo r t p d f+a t 2 6t +sus t a in a
b i l i t y+ r ep o r t +2 01 0amph l =en ampgl =us amppi d=b l amps r c i d =AD G EES g6 yD k G G u ZC4
A O b0 P1 gPh 2 rm YYG D _ GPWU u Fn_ eP 6W_ r 0 ix 0 E6j 29 L1 v ReF l 5 De l r FFN 9 Fb
m 8S Nh 4T L_ X i 0_ r f8 8 f LZBh 8 t G 5 cG G 5N gk H -
b f G F5i Vw CQ kx H etG M U GA C gA cG D qcA Zamps i g=A H IE t b T U3 V _ aJ ow 9P aQ t a
h O egU bPlPx -S w
Monitoring supplier performance and providing feedback (2011) TI Retrieved from
h t t p w w w t i comco r p d o cs com p an y c i t i z en e sh s c r e l a t i on sh ip sh tml
M ot otrade w 23 3 r en ew no w av a i l ab l e f ro m t - mo b i l e u sa ( 20 0 9) T - M obi l e
U S A In c R e t r i ev ed f rom h t tp w w w t -
m ob i l e com comp an y P r e s sR e l ea se s_A r t i c l e aspx as se tN am e=P rs _Pr s_ 20 0
9 0 20 5 ampt i t l e=M OTO W 23 3 R en ew Now Av a i l ab l e F ro m T - Mo bi l e USA
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 26
Networking for sustainability (2010) ATampT Intellectual Property Retrieved from
h t t p w w w a t t co m gen p r es s - r oom pid =26 44
N ev es L e t a l ( 200 8 ) Repo r t s um mary 8 amp9 S M ART 2 02 0 En ab l in g th e
l ow car bo n econ omy in t h e i n fo r mat ion ag e R e t r i ev ed f ro m
h t t p do cs go o g le co mv i ew er a=v ampq=cach e wi bRo E OJ Vn QJ ww w ges i o r
g Li n k Cl i ck a spx 3 Ff i l e t i ck e t 3 D cOA r p r Yn XWY 25 3D 2 6t ab id 3 D 60
+SM AR T +2 02 0 E2 80 93 +Ben ef i t s+ i n c lu d e+in c r eas ed+em plo yee+p r o d
u c t iv i t y + i n cr ea s ed+co l l ab o ra t i on +acce l e r a t ed +d ec i s io n -
m ak in g+an d +r edu ced +d ep end en c y+o n +p h ys i ca l + t r ave l amph l =en ampgl =us amppi d
=b l amps r c i d =AD G EESj T Fi 7 fWY Lr 4 4 a r Aw K 4b N U fMx 8 Mi wis lp j w yFM 4 m Nl Z
t aS D aBV QmT Y n eLX BF7 cW b Y yU E f u Vrx esA N kW8u H rC 3qA sP X BTM 6 c5 A
A D Pu 9SA 5 L6 O G 19L2 IFb T E 5Sz pv r dCR q9 O Zl6 qJ amps i g=AH IE t bS h lW Bu du F
z AO K 5b qauP a8 f yo O 3 cQ
N o rm and S amp M ora l es R ( 20 10 ) T e l eco mmu ni ca t io ns in a s i a
R esp on s i b l e R es earch Re t r i ev ed f ro m
h t t p do cs go o g le co mv i ew er a=v amp q=cach e ju LX d u eY TS IJ w w w r es po ns
i b l e r es ea r ch com Te l eco mm uni ca t io ns_ in _ As i a__ _ Is s u es_ f o r_R esp on s ib l e
_ In v es to r s_ __ Ex ecu t i ve_S umm ar y p d f T e l ecomm uni ca t ion s in A s i a
R esp ons ib l e R es ea rch i s an i nd ep en den t p ro v id e r o f s ec to r a l an d th em a t i c
A s i an
en v i ro nm ent amph l =en ampgl =us amppi d =b l ampsr c id =A D GE ESi yM k l 5 ZecW Io p O O 5C
j iG V b7 N Iq I0 P 3 i j Z5 o 9rx LQ h Y ZY 0 vw sK n j yE D 7 zzs 5z6 w yp ao6W 31 p GT kw E
h d wv BT ILl d k ym k M b Do 5w q N evPm gqZo 9 _ O Alp lMt h2 l0 g l J d Q ekJ t pRY eU Iamp
s i g=A H IE t bR3 CSi _D f c f 9 Bt Q5 Bq 5Q crK 4 nG k0 A
O p er a t i on s a r e t h e ldquoac t i v i t i e s rdquo (2 01 1) Ma in s t r eam in g Sus ta i n ab i l i t y
R e t r i ev ed f r om
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 09 95 f i l e s Ch p t 10S t ra t eg y p d f
P a r t r i d ge K e t a l ( 2 00 5 ) S t ak eho ld er r es ea r ch Th e S t akeh o l de r
E n ga gem en t M an ua l R e t r i ev ed f rom
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c9 3 10 41 f i l e s Su p p l em en t a l
R ead in g Fo l d er fo r W eek 5 A ccou n t ab i l i t y S t ak eh o l d er Vo l 1 pd f
Pojasek R ADRI Scoring (2009)Adri scoring of leading indicators Environmental Quality
Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 27
Pojasek R Corporate sustainability footprint (2011) Mainstreaming Sustainability Retrieved
from httpisitesharvardedufsdocsicbtopic930967filesChapter4SustFootprintpdf
Pojasek R amp Farver S Discover ing our economic respons ib i l i t i es (2011)
Mains treaming Sus ta inabi l i t y Ret r ieved f rom
ht tp m yex tens ion harvard edu i cb icb dokeyword=ex tampsubkeyword=k807
71amppageid=icb page427498 amppageContent Id=icb pagecontent901699ampview=
viewdoampviewParam_di rector y=Supplementa l Folder
(2011) What does scalability mean Investopedia ULC Retrieved from
httpwwwinvestopediacomtermssscalabilityasp
Pojasek R amp Farver S Envr e-135 leading indicators (2011) Corporate sustainability strategy
Retrieved from
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 09 81 f i l e s E1 3 5Po j a s ek Ho u r2
S t r a t eg yO c t 2 4 p d f
Pojasek R Envr e-135 Sustainability reporting (2009) Mainstreaming Sustainability
Retrieved from
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 10 01 f i l e s Ch p t 16 Repo r t in g pd
f
Pojasek R amp Farver S Identifying and engaging key stakeholders (2011) Mainstreaming
Sustainability Retrieved from
httpmyextensionharvardeduicbicbdokeyword=extampsubkeyword=k80771amppageid=icbpag
e427495
Pojasek R amp Farver S Important economic considerations (2011) Economic responsibility and
operationalizing corporate sustainability strategy Retrieved from
httpdocsgooglecomviewera=vampq=cacheIOdMb-
I1hRsJisitesharvardedufsdocsicbtopic849748filesOct18PojasekHour2pdf Is risk part of
corporate sustainability strategy Robert
Pojasekamphl=enampgl=usamppid=blampsrcid=ADGEESgx1NqcCcopU0SLiQrosDnLz5x74I3rTWG4K
GD9IR6qzkqFzRC4LS1OySGIfHHbRfUs_VMMn63bT7CMFQEqzB5KoYYroa7e5PXKin_W-
0AQ8_8AQM9skANdvKbk9hyiOIwl4pxKampsig=AHIEtbS-
O3zHn1Dx9H_M9WTuEEFlhMuCYw
Pojasek R amp Farver S Mainstreaming sustainability (2011) 1 ed Vol 1 p 162 Woody
Creek CO Mainstreaming Sustainability
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 28
Pojasek R amp Farver S Product perspective (2011) Mainstreaming Sustainability 6 Retrieved
from
h t t p i s i t e s h a rv a rd ed u f s d o c s i cb to p i c93 09 73 f i l e s Ch p t 13S up p l yC h a in
p df
Pojasek R amp Farver S Sustainability requirements for communications (2011) Mainstreaming
Sustainability Retrieved from
httpisitesharvardedufsdocsicbtopic930968filesChpt12Communicationpdf
Pojasek R Improve infuse integrate (2007) Introducing ISO 14001 III Retrieved from
httpisitesharvardedufsdocsicbtopic931012filesSupplemental Reading Folder for Week
10ISO 14001 Enhancedpdf
Pojasek R Is your integrated management system really integrated (2006) Environmental
Quality Management Retrieved from
httpisitesharvardedufsdocsicbtopic931012filesSupplemental Reading Folder for Week
10Integrated MS Really Integratedpdf
Pojasek R Lagging indicators (2009) Environmental Quality Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
Pojasek R leading indicators Understanding leading indicators (2009) Environmental Quality
Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
Pojasek RUsing Leading Using leading indicators properly (2009) Environmental Quality
Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 29
Pojasek R Sustainability reporting reviews and assurance (2009) Sustainability Reporting
Retrieved from
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 10 01 f i l e s Ch p t 16 Repo r t in g pd
f
Productservice differentiation (2011) EzineArticlescom Retrieved from
h t t p ez in ea r t i c l e s com Co rp o r a t e -Su s t a i n ab i l i t y - S t r a t eg y- - - T o p - Fi v e -
R eas on s -Wh y- Y o u -N eed - On eampid =1 73 61 0 7
Product stewardship (2011) ATampT Retrieved from httpwwwattcomgencorporate-
citizenshippid=17914
Programs implementing management system elements (2010) ATampT Environment Health and
Safety Management System Retrieved from
Policy and practice 2011report card on banks and mountaintop removal (2011) Rainforest
action network 5 Retrieved from
httpdocsgooglecomviewera=vampq=cacheznZFoDiTQ_0Jranorgnode2602 2011Report
Card on Banks and Mountaintop
Removalamphl=enampgl=usamppid=blampsrcid=ADGEESiGYaCcDf0sYT657_WMylU-
AzBvwDWdvKoDUF5Lez-KtWO9YhejdYwACsq-6CXAbxzbAmTyUajNjjNni03M0EauGnzt-
EA_hYjdHzEPd8YpJDHkPenRn3ntYTqLuOiNAUICUlTKampsig=AHIEtbRF10DajUTOCRYda
pnhO3rnT1vwEQ
Quadir JCorporate sustainability strategy - top five reasons why you need one (2011)
EzineArticles Retrieved from httpezinearticlescomCorporate-Sustainability-Strategy---Top-
Five-Reasons-Why-You-Need-Oneampid=1736107
(2011) What does scalability mean Investopedia ULC Retrieved from
httpwwwinvestopediacomtermssscalabilityasp
Six focus areas (2010) ATampT Citizenship and Sustainability Report Retrieved from
httpwwwsocialfundscomsharedreports1308027026_ATT_2009_CitizenshipSustainabilityR
eportpdf
Social responsibility report (2006) Corporate Research Center Retrieved from
h t t p w w w so c i a l fu n ds com cs r p r o f i l e cg i id =1 8
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 30
Sprint establishes first-in-industry product stewardship policy (2011) TriplePundit Retrieved
from httpwwwtriplepunditcom201105sprint-establishes-first-industry-product-stewardship-
policy
Sprint recycle (2011) Sprint Retrieved from
httpwwwsprintcomresponsibilitycommunities_acrosseco_opshtml
(2009) Supply chain revolutionary atampt leads procurement zone adoption TechTarget
Retrieved from h t t p s ea r ch t e l ecom t ech ta r ge t co m t i p S up p l y - ch a i n -
r ev o lu t i on a r y- A T T - l ead s -p ro cu r em en t - zo n e - ado p t i on
Strategic materiality assesment (2011) 2010 ATampT Sustainability Report Retrieved from
httpdocsgooglecomviewera=vampq=cacheFiS_bp4ePaMJwwwattcomCommonabout_usf
ilescsr_2011ATT_2010_strategic_materiality_assessmentpdf Hazardous waste reduction
ATampTamphl=enampgl=usamppid=blampsrcid=ADGEESic8Uk_3kx9gSsNQ2sSwVb7O-
lrCDiSrJS9KmI06W8qbqk8t15CI8l2s06D7uz0_edt5ul1NsFCjFzyj7u-5EB1B7PL-
SD4vb6eDMnw1eCC9FtS7Zn4-
tzdiwG_CBvQZ_lXVySRampsig=AHIEtbShU1fUgNQtQdilp4HdvkvjJjX-EQ
Supplier quality (2011) ATampT Retrieved from httpwwwattsupplierscom
Sustainable development a business definition (2007) Business strategies for sustainable
development Retrieved from
httpdocsgooglecomviewera=vampq=cachebSBLJLGuMgcJwwwiisdorgbusinesspdfbusin
ess_strategypdf Incorporating the recommended steps to a sustainable
futureamphl=enampgl=usamppid=blampsrcid=ADGEESjGotAq8rNBuHjBrsbzQMroUOfuJDVipoB7_ks
qdmiaRduq0ieJzyPUe7A9K8kCqPIjZZI9YRdVBWvP2if5Cq4pS1cvG2NX_02rKxqnfkJG8Zm1
D1AKKeLdBdeTzvMr05OithF1ampsig=AHIEtbQC4qGc2VrGdk1PsR7hIVbO3zcCOg
(2011) Training and awareness Sprint Retrieved from
httpwwwsprintcomresponsibilityouroperationsenvironmentalpolicyhtml
Vision statement (2011) ATampT sustainability vision Retrieved from
h t t p do cs go o g le co mv i ew er a=v ampq=cach e _S4 r OP 5U lw IJ w ww a t t co m
C omm on abo u t _u s f i l e s p d f cs r _p ape r_ p o l i cy p d f +A T 26 T +s us t a in ab i l i t y
+v i s i on amphl =en ampgl=u s amppid =b l amps r c id=A D G EES gH 0 -
4 f v NQJ Q s OY oY D 8L_ 0 D H gp u cT pa -
LcG cQ Q B yO _ l Cb u lb 2 Vt Um FX r a7 N V52 6 TK X r rD h w3l 8 f9 -
p gH F4 j in h KA f k gRQ P5 oC BMX 8 XA f Gs LIE J K f Rzh LZE k E aC s gOM Fw Q7 X f5
aJ amps i g=A H IE t b T yO smx D3j Crx 3 G 5w g6J l k LC 3 bpx A
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 31
What are the g3 guidelines (2011) Global reporting initiative Retrieved from
httpwwwglobalreportingorgreportingframeworkg3guidelines
Workforce inclusion (2007) Social Responsibility Report Retrieved from
httpdocsgooglecomviewera=vampq=cacheo_6Rwfb4lBsJwwwattcomCommonfilespdf3
30938_ATTcsr_0623pdf ATampT reinforce the commitment to a
socialamphl=enampgl=usamppid=blampsrcid=ADGEESjQalPiV_TGsaNvqmVBhqfnqytuxjvKhQIEmkG
z_N_3tGEojkaKirI-bMpPR-7Y4KrKSXMmYHlPDbF_qBxUc2g7lAw6tmPdP5jhM-
cEQNyp0Pd8kvqmW9YRqotX_heXs2Vv6dgXampsig=AHIEtbReQdWTz60fpWqKNiSTGukJcB
ET5g
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 15
method had helped ATampT in understanding and react positively to sustainable business practices
in its supply chain Because suppliers action can be detrimental to an extent that can affect the
main business and its operations encouraging suppliers to measure and disclose emissions
information can determine the quality and business environment ATampT is currently working and
the company will be able to understand and minimize risks as well as identify opportunities
Partnering with the 2011 Carbon Disclosure Project (CDP) Supply Chain Initiative will lead to
transparency and accountability in the supply chain (Getting smart about 2011)
Furthermore ATampT has established its new Domain Supplier Program and as a result the
chosen vendors will be responsible for a lot more than their own products in terms of the
amalgamation and operations management of network equipment and software solutions
Additionally marketing retail channels and online sales integrate the chain One area where to
focus could be suppliersrsquo accountability for delivering environmental friendly non-virgin
materials ( A t ampt r ead ie s i t s 2 01 1 ) The company has created an efficient management
department that engages with parties involved in the supply chain operations efficiency program
Supplier Quality Management is responsible for working with Stakeholders and Suppliers to
assure ATampT receives world-class products and services It is based from the global
telecommunications TL 9000 requirements as well as good business practice and helps evaluate
the effectiveness of quality implementation and improvement programs This quality
management system is designed to meet quality standards of the global communication industry
and it is built from the ISO 9001 and the eight quality principles aiming directly to the
telecommunication industry (Supplier quality 2011) ISO 9001Standard provides a solid
guidance and strong procedures that achieve consistency to the management program ldquoA quality
management system (eg ISO 9001) provides us with a tool to track where all the parts
components andor constituents come from This is called product traceabilityrdquo (ldquoPojasek R amp
Farver S productrdquo 2011)
ATampT is conducting a fair method of supply chain management but there are several factors of
that program that needs to improve Corporations around the world are trying to have
sustainability initiatives in their supply chain management simply because of meeting established
regulations or because it can have a positive impact on their customerrsquos base giving the
company a competitive advantage There are four good supply chain strategies that can be used
to reduce waste and considering ATampT has a global outreach it can make a difference in their
operations and create a cost-savings strategy as well as deterring their environmental footprint
(Kaplan 2009)
Nearsourcing Sourcing internationally from Mexico or Latin America as opposed to Asia can
be a good start to minimize transportation costs that subsequently leads to large amounts of CO2
emissions due to fossil fuels consumption It also establishes a strong cooperation of the
Americas that can integrate collaboration in technological advances and environmental
stewardship emphasizing ethics that embody responsible planning and management of resources
(Kaplan 2009)
Ship to point-of-use Shipping or transporting raw materials to the assembly line for production
is a strategy that can be utilized in the telecommunicationrsquo sector Protective packaging costs are
reduced with this strategy as well as transportationrsquos expenditure (Kaplan 2009)
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 16
Green procurement guidelines ISO 9001 can be a framework to be utilized and ATampT has
already implemented it However establishing supply chain criteria for materials products
packaging systems and logistics will drastically improve their supply chain management
Obtaining better deals with suppliers is an immediate benefit Furthermore it helps avoiding
ldquonon greenrdquo contracts and purchasing Leveraging the spending information can provide savings
and a long term business relationship with suppliers (Kaplan 2009)
Supplier environmental performance Certification to ISO 14001 a support for ACORN
programme to encourage local businesses to incorporate sustainability into their business model
requirements for all contractors to undergo environmental health and safety training and product
suppliers need to be required to meet ATampT internal standards for banned and restricted toxic
substances as mobile phones parts and accessories carry a large amount of toxic waste (Charter
M et al 2001)
38 Product Design Marketing and Stewardship
Product Design The Company has a program that has been established since 2001 to get
actively involved and subsequently listening to their customers throughout the design process
This particular process amalgamates the need to focus in incorporating less toxic components as
well as recycled parts affecting the design of those products and therefore changing the way they
are marketed (Atampt universal design 2009) ATampT is applying ldquogreen accountingrdquo throughout
the organization to avoid potential environmental liabilities but also it helps in reducing costs
deterring the environmental impact of products and lay out a steady product design program with
the customer in mind The manufacture of each product carries an environmental cost that
consequently impacts the product design and its marketing approach Acquiring environmental
cost data provides the company to make decisions that is in harmony with the environment and
the business model (Green accounting at 2006)
Marketing The marketing campaign focuses in the transition to smaller and more eco-friendly
packaging for the wireless device accessories it sells to the public In addition ATampT unveiled
requirements for manufacturers of mobile phones to reduce the environmental impact of future
handsets ATampT website focuses on educating the consumers about their products with an
environmental conscience approach that attracts certain demographic groups particular a mid to
high level incomes that have the propensity of consuming high-end phones Many of those
phones come with a universal charger that translates into a single charger providing energy
efficiency usage (Atampt slims down 2010)
Stewardship Reusing and recycling mobile devices has become a priority for ATampT and last
year the company has collected more than 37 million phones These numbers reflect a decline in
the amount of recycled phones from 2009 Nonetheless batteries and other accessories account
for much of the toxic materials dump in fields therefore the organization has collected 18
million pounds of those items (Atampts environmental sustainability 2011)
ATampT is still struggling to spread out the message for customers to become environmentally
friendly and reuserecycle their devices Drop-off bins were placed in numerous locations across
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 17
the country and prepaid labels for shipping recycled phones is available However ATampT needs
to establish a solid recycling program in every store and train the proper retail associates to
efficiently implement those green initiatives (Product stewardship 2011) As an improvement to
the already established programs ATampT can train its existing retail employees and any other
workforce that makes a direct or indirect impact to the environment through an online learning
management system That action will assure to educate the workforce to maximize the
environmental stewardship approach the company wants to achieve (Training and awareness
2011)
40 RESULTS
41 Outcomes
The telecommunications sector represent a vast a diverse force group of companies that globally
generates revenues of approximately 37 billion as of 2009 (Normand S amp Morales R 2010)
and it keeps increasing due to a high market demand and necessities of communication on a
personal and business level alike Innovation plays a big role in the industry and that will be
crucial for ATampT to outcome business risks and deter its environmental impact which is closely
related to the performance of its sustainability management system ATampT implemented its SMS
and added a steady sustainability approach to business since 1995 although it was placed with
inconsequential steps in the first years of inception The implementation of ISO Standards can
lead to a sustainable management system that has already solid roots as it was presented in this
paper and could impel its SMS to a leadership position ldquoFor most organizations the path to
finding this overarching business management system starts with integrating the management
standards covering quality (ISO 9001) environment (ISO 14001) and occupational health and
safety (OHSAS 18001) (ldquoPojasekrdquo 2006) The last paragraph highlights the importance of those
standards and how ATampT can benefit from its implementation
The outcome if the sustainability management system is in place in its total execution will be to
allow the system to conduct a systematic internal review that is essential for an ever-changing
wireless communication industry leader with a global presence Monitoring and taking corrective
actions for continual improvement will be a critical achievement that will carry long-term
benefits for the company As presented above the sustainability management system creates and
propagates a commitment to continual improvement for the system to develop efficiently
(Pojasek R amp Farver S 2011)
42 Metrics
Expanding and improving the metrics ATampT already reports can be accomplished by utilizing
the Environmental Performance Evaluation (EPE) that correlates to the motto ldquowhat gets
measured gets managedrdquo (Iso 14031 Environmental 2011) The goal is to improve
environmental performance with a focus on performance benchmarking compliance to rules and
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 18
regulations on a local federal and international arena and competence in operational
management (Iso 14031 Environmental 2011) ATampT lacks of a sustainability management
system that amalgamate all the sectors and department with an efficient business alignment of all
departments and operations The company focuses primarily in the economic responsibility and
secondary the social responsibility and the business model appears too fragmentized as the
environmental responsibility doesnrsquot get the same level of urgency
Nevertheless a GRI report and becoming a Carbon Disclosure Program (CDP) partner will
increase transparency and accountability attached to metrics that can be measured and
consequently improved ATampT by now uses the G3 Guidelines the cornerstone of GRIs
Sustainability Reporting Framework (What are the 2011) to determine the types of data to
report in its 2010 Citizenship and Sustainability Report as well as Key Performance Indicators
(KPIs ) that have already been implemented (key performance indicators 2011)These are
lagging indicators and are valuable to know where the company stands and therefore ATampT can
be able to seeking improvements and correct faulty operations but they are not an assurance of
positive outcomes
The inventory of the combined activities of the company was stated in section 21 and
subsequently after proceeding with the identification and evaluation of the sustainability
footprint ATampT should conduct a materiality analysis The main reason is to highlight
efficiently the issues spotted in relation to their concern to stakeholders and subsequently the
effect they have on the organization The following Materiality Matrix chart shows the
categorized issues and prevailing potential conditions in each box accordingly to the potential
impact on the company and the increasing concern to stakeholders respectively
a) Low Impact a) Medium Impact a) High Impact
High Concern High Concern High Concern
Increasing
Concerns b) Low Impact b) Medium Impact b) High Impact
To Medium Concern Medium Concern Medium Concern
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 19
Stakeholders
c) Low Impact c) Medium Impact c) High Impact
Low Concern Low Concern Low Concern
Increasing current or potential impact on the company
Chart (Materiality matrix 2011)
The above materiality matrix can be utilized by identifying material issues at each level and
efficiently addressing them in a timely manner A sense of urgency is needed at the
corresponding stage of the issuesrsquo level (Materiality matrix 2011)
To summarize the representative elements of the materiality analysis process the following
aspects needs to be underscored
1 ldquoIdentification of a universe of relevant economic social environmental and
policygovernance issues for consideration
2 Evaluation and ranking of the level of internal and external stakeholder concerns
regarding each issue
3 Evaluation and ranking of the potential impact on the company of each issue
4 Development of a matrix-based prioritization of the issues and
5 Execution of a structured collaborative strategy planning implementation and reporting
processrdquo (A roadmap to 2011)
The prior representation of the materiality analysis will lead to a rigorous evaluation of the three
responsibilities significant to the company and its stakeholders The analysis can provide to
ATampT with beneficial insight information guiding the organization to a strategic direction as
well as a tactical change management in sustainability that translates into a purposeful process to
help the organizations succeed (A roadmap to 2011)
43 ATampT conversion from lagging to leading indicators to improve the SMS
ATampT is using lagging indicators that are not helpful in identifying and revealing potential
problems that can carry severe process upset with irreversible consequences It may lack of
presenting solutions and consequently implementing corrective actions (Pojasek R lagging
2009) In contrast leading indicators are useful to check the efficiency of control systems and
provide crucial warning of disadvantages before any issues is present (Pojasek R leading
indicators 2009) ATampT needs to use both indicators to drive sustainability performance
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 20
consequently the company needs to implement as well as emphasize leading indicators on the
following areas for full effectiveness
i There must be a connection between the leading indicators and the outcomes that are of
interest
ii The reasons for using the indicators and the benefits they offer must be understood by
line management and by the employees affected
iii The indicators must provide information that can guide future actions
(Pojasek RUsing Leading 2009)
Therefore a mix of lagging and leading indicators that are pertinent and efficiently linked to the
system amalgamating the three responsibilities in one single measure with an accessible data for
lagging indicators as well as objective data for leading indicators will be crucial for continue
improvement and the company will be able to include a culture of sustainability within the
organization (Pojasek R amp Farver S effective indicators 2011) Nonetheless a framework tool
that can quantify leading indicators is the Australian Business Excellence Frameworkrsquos ADRI
(approach deployment results and improvement) scoring method (Pojasek R ADRI Scoring
2009) Consequently ATampT can drastically increase value and accurate information to develop
an efficient sustainability management system that amalgamates all the tools necessary to
become a leader in a highly competitive telecommunications market
44 Ensure transparency and accountability
Ensuring transparency and accountability is crucial in todayrsquos global business environment to
keep the company competitive The question that arrives addressing this issue is how to convince
the management leadership of ATampT to change the system that appears to be working for them
in the current business environment
Shareholders and stakeholders pressure complying with laws and regulations competitive
advantage and public relations can also be drivers for transparency and accountability
Nonetheless individuals and companies from the private and public sectors can create the
atmosphere for ATampT to create the necessary reports on the organizationrsquos sustainability
performance because that can highly influence their investment options and decisions that are
correlated to ATampT overall performance (Pojasek 2009) Therefore a sustainability reporting
review and assurance would be needed and the data should be subjected to internal controls and
processes associated with an internal audit Additionally after the requirements of internal
assurance are met ATampT could extend that report to an external assurance process as the
AccountAbilityrsquos AA1000 Stakeholder Engagement Standard (Pojasek R Sustainability
reporting 2009)
The ATampT research assessment and followed recommendations have shown an integrated
corporate sustainability assessment that can adopt business strategies and activities to meet the
stakeholdersrsquo objectives while protecting sustaining and enhancing the human and natural
resources that will be needed in the future (Sustainable development a 2007)
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 21
50 References
Andriof J (2002) Unfolding stakeholder thinking theory responsibility and engagement
Retrieved from
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NCBizrYDnYamphl=enampei=WvmxTvzrI5TXiQKjuP0Bampsa=Xampoi=book_resultampct=resultampresnu
m=1ampved=0CB8Q6AEwADgK
A r oadm ap t o p e r f o r m s up p l y ch a i n - focu s ed m at e r i a l i t y a s s es sm en t s
( 2 01 1 ) V al ues t ream i ng R e t r i ev ed f r om
h t t p v a l u es t r eam 20 0 9 wo r dp r es s co m 20 11 0 2 0 2 a - ro adm ap - to - pe r f o r m -
s up p l y- ch a i n - f o cu sed -m a t e r i a l i t y - a s s es sm e n t s
Atampt activates one million iphone 4s (2011) ATampTcompress Retrieved from
h t t p w w w a t t co m gen p r es s -
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Atampt aligning business and sustainability strategy (2011) TriplePundit Retrieved from
h t t p w w w t r i p l epu n d i t com 2 00 9 0 8 a t t - a l i gn i n g -b us in es s - an d -
s us t a in ab i l i t y - s t r a t eg y
Atampt announces new telepresence facilities in atampt bangalore offices (2010) ATampT Retrieved
from httpwwwattcomgenpress-roompid=18067ampcdvn=newsampnewsarticleid=30911
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h t t p w w w a t t co m gen in v es t o r - r e l a t i o ns p i d =5 71 1
Atampt environment health and safety management system (2010) Retrieved from
h t t p do cs go o g le co mv i ew er a=v ampq=cach e a6p l l J Uk q6YJ w w w a t t co m
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 22
C omm on abo u t _u s c i t i z ens h i p EMS _mat r ix pd f +AT 26 T+en v i ro nm ent a l +
an d +s a f e t y+ r egu l a t i on s amphl =en ampgl =usampp i d=b l amps r c id =A DG E ES hm5 H KkC i
0 5 4CY E Zv d aG XP HG 2 d3 f i 2_ es7 V gBs wd 2 - t oz J aMPW 9 Bu mG T ss _Q MP Q_ -
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A t ampt s en v i r onm enta l s us t a i n ab i l i t y i n i t i a t i v es (2 01 1 ) Ma r ke t Wa t ch
R e t r i ev ed f r om h t tp w w wm ar ke tw a tch co ms to r y a t t - add s -b a t t e r y-
ch a r ge r - pa r t i a l l y- m ad e - f rom - r ecyc l ed - w a t e r - bo t t l e s - to -p ro d uc t - l i ne - up -
2 0 11 -1 1 -1 4
Atampt included in carbon disclosure projects carbon disclosure (2011) PR Newswire Retrieved
from h t t p ww w p rnew s wi r e com n ew s - r e l eas es a t t - i n c l ud ed - in - ca r bo n -
d i s c l os u r e - p ro j ec t s - ca r bo n -d i s c l os u r e - l e ade r sh i p - i nd ex - 10 3 44 09 94 h t ml
A t ampt i n c s ( t n ) q ua r t e r l y r ev en u e (20 1 1) T ho m so n R eu t e r s R e t r i ev ed
f r om h t tp w w w r eu t e r s com a r t i c l e 20 1 1 1 0 20 us - a t t -
i d USTR E 79J 2M H 20 1 11 02 0
A t ampt r ead i e s i t s s up p l y ch a in fo r t h e fu tu r e (2 01 1 ) AT ampT R e t r i ev ed
f r om h t tp w w w a t t com gen p r e s s -
r o om pid =48 00 ampcdv n =n ews ampn ews a r t i c l e i d =2 70 88
A t ampt s l im s do w n acce s so r y p ack ag i n g an no un ces n ew eco - f r i end l y
s t an da r ds fo r h an dse t s ( 20 10 ) AT ampT I n t e l l e c t ua l Pro p er t y R e t r i ev ed
f r om h t tp w w w a t t com gen p r e s s -
r o om pid =48 00 ampcdv n =n ews ampn ews a r t i c l e i d =3 05 99
T h e a t ampt t e ch no lo gy an d env i r on m ent aw a r ds p r o gr am (20 1 1) AT ampT
R e t r i ev ed f r om h t tp w w w a t t co m gen co rp o r a t e - c i t i z ens h i p p id =1 24 34
Atampt universal design policy adopted in 1998 background (2009) ATampT Retrieved from
h t t p w w w a t t co m gen gen e r a l p id =10 1 91
Blackburn W (2008) The sustainability handbook (p 378) Washington DC Environmental
Law Institute
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 23
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R e t r i ev ed f r om h t tp do cs go o gl e com v i ew er a=v ampq =cach e FG -
R FkS1 m ZsJ p ro j ec t s i gma co u k R n DSt r eams R D_s up p l y_ ch a in _s t r a t eg y p
d f +Th i s + r es ea rch +in v es t i ga t ed +t h e+eco n omi c +so c i a l +and +env i r on m ent a l
+ im p ac t s + in +s up p ly+ch a i n +m an agem en t amphl =en ampgl =us amppi d =b l amps r c i d =A D
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E Rv Zu 5_ 79 Zq T cyamp s i g=A H IE t bQ pW ZId T vG 2 Y - 9 Gj3 Ts v eK 2 h yC R Ig
C omm on i ns pec t io n a r eas fo r im pr ov em ent (2 01 1 ) L ea rn in g an d S k i l l s
I m pr o vem en t S er v i ce R e t r i ev ed f rom
h t t p w w w ex ce l l en cega t ewa y o r g u k p age a spx o =1 08 214
C omm un ica t io n (20 1 1) C om mu ni ca t i on Excerp t s f r om A us t r a l i an N ew
Z ea la nd S ta nd ar d 14 0 04 R e t r i ev ed f r om
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 09 68 f i l e s Su p p l em en t a l
Fo ld e r Com mEx er p t IS O 1 40 04 p d f
C on n ec t i n g p eo p l e an d bu s i n ess e s ( 201 1 ) M edi a K i t Su s t a i na b i l i t y
R e t r i ev ed f r om h t tp w w w a t t co m gen p r es s - r oo m pid =2 6 44
Environment ATampT Sustainability (2011) Retrieved from
h t t p w w w a t t co m gen co rp or a t e - c i t i z en sh i p p id =85 06
E n vi ro nm en t h ea l th an d s a fe t y ( eh amps ) m an agem ent s ys t em ( 20 11 ) A ampT
Ci t i z ens h i p EH S Re t r i ev ed f r om
h t t p do cs go o g le co mv i ew er a=v ampq=cach e wu w 3ib l2 eK 4J ww w a t t com
C omm on abo u t _u s c i t i z ens h i p EHS _Man agem en t pd f A TampT IS O 1 40 01 ndash
E n v i ro nm en t a l
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1 v G7 j rzC yw
Environmental sustainability (2011) ATampT Media Kit Sustainability Retrieved from
h t t p w w w a t t co m gen p r es s - r oom pid =26 4 4
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 24
Environmental sustainability commitment is based on three tenants (2011) ATampT
environmental sustainability Retrieved from h t tp ww w a t t com gen p re s s -
r o om pid =26 44
G e t t i n g s m ar t abo u t o u r su p p l y ch a in ( 2 01 1 ) M eet t h e P os s i b i l i t y
E con o m y 2 01 0 ATampT S u s ta i na b i l i t y R epo r t 74 R e t r i eved f rom
h t t p w w w a t t co mC om mo n ab ou t_ us f i l e s c s r _2 01 1 20 10 _CS R_R epo r t p
d f
G r een acco un t i n g a t a t ampt ( 20 06 ) Wi s t a En v i ro n men t A cco un t in g
R e t r i ev ed f r om
h t t p w w w wi t t s o rg E v a_ acc env _ acco u n t_ 5_ f eb0 6 wi s t a_ ev a_ aac_ cas es t
u d y h tm
Greenhouse gas emissions (2011) ATampT Retrieved from httpwwwattcomgencorporate-
citizenshippid=17895
Guidance on soci a l respons ib i l i t y co re subjects (2011) ENVR E -135
Discover ing our Socia l Respons ib i l i t i e s Ret r i eved f rom
ht tp m yex tens ion harvard edu i cb icb dokeyword=ex tampsubkeyword=k807
71amppageid=icb page427497amppageContent Id=icb pagecontent901687ampview=
viewdoampviewParam_di rector y=Supplementa l Folder
How developing cou nt r i es cont r ibu ted to i so 26000 (2011) ISO Ret r i eved
f rom
ht tp wwwi so o rg i so i so_ca ta loguemanagement_and_leadersh ip_s tandard
s soci a l_ respons ib i l i t y s r_news -and-
ar t i c l es s r_developing_count r ies_cont r ibut ion h tm
Iso 50001 energy management standard published (2011) Environmental Leader LLC
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energy-management -s tandard -publ i shed
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S us ta in ab i l i t y M e t r i c s R e t r i ev ed f ro m
h t t p m y ex t ens io n h a rv a rd ed u i cb i cb do ke yw o r d =ex tamps u bk e yw o r d =k8
0 7 71 ampp an e l = icb p ageco n ten t 90 17 21 r fo r um fo r um_ id =105 1 69 ampp age i d =i c
b page4 27 50 4 ampp ageC ont en t Id = i cb p ageco n t en t9 01 70 1 ampview =vi ew do ampv ie
w P aram_ di r ec to r y= S up p l em en t a l R ead in g Fo l d er
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 25
Is o 3 1 00 0 ndash r i sk man agem en t s t an d ar d (2 00 8 ) U ni ver s i t y o f Wa t e r lo o -
I n s t i t u t e f o r R i s k Res ear ch R e t r i ev ed f r om
h t t p do cs go o g le co mv i ew er a=v ampq=cach e yS f Ml jv D_eYJ w ww i r r -
n e r am ca p d f_ f i l e s IS O 2 0 31 00 0 p df IS O 3 1 00 0 ndash R i s k m an agem ent
O v e rs p en d i n g D el ays N o n com pl i an ce w i t h po l i c i es an d
r egu l a t i on s amphl =enampgl =u s amppid =b l amps rc i d =A D GE ES hR1P4J uW H eP aBS 5x sG
9x V rSY 3 Ow bE V Qz8 8 nA gs g_S 5 Yd Qo rFa1 e f w B6 yQ 7 z u rh hRW H LT U 4 a7G G
_ Em _ c5 Y 0ms hRu yU B_ 4j Q5 T viM IBp h 4 9s 5x J ipbW _Rh lzM B3W 8M -
T pm iT hQ b A amps i g=A H IE t b Q O QM i Zi V9 ycC D aPP cUh fo LE w z_ - w
K ap l an J W a ys to g r een yo u r s up p l y ch a in (2 00 9 ) E cop r en eur i s t
R e t r i ev ed f r om h t tp e cop r en eu r i s t co m 20 09 10 1 3 5 - wa ys - t o - g r e e n -
yo u r - s u pp l y- ch a i n
K e y p e r f o rm an ce in d i ca t o r s (2 01 1 ) 2 0 10 AT ampT S u s ta ina b i l i t y R epor t
R e t r i ev ed f r om
h t t p w w w a t t co mC om mo n ab ou t_ us f i l e s c s r _2 01 1 20 10 _CS R_R epo r t p
d f
M ate r i a l i t y m a t r ix ( 20 11 ) F or d su s ta in ab i l i t y r epo r t 20 1 0 2 01 1
R e t r i ev ed f r om h t tp co rp or a t e fo r d co mm i cr os i t es su s t a i n ab i l i t y - r ep o r t -
2 0 10 -1 1 i s s u es -m ate r i a l i t y - m a t r ix
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C om mo n ab ou t_ us f i l e s c s r _2 01 1 20 10 _CS R_R epo r t p d f+a t 2 6t +sus t a in a
b i l i t y+ r ep o r t +2 01 0amph l =en ampgl =us amppi d=b l amps r c i d =AD G EES g6 yD k G G u ZC4
A O b0 P1 gPh 2 rm YYG D _ GPWU u Fn_ eP 6W_ r 0 ix 0 E6j 29 L1 v ReF l 5 De l r FFN 9 Fb
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b f G F5i Vw CQ kx H etG M U GA C gA cG D qcA Zamps i g=A H IE t b T U3 V _ aJ ow 9P aQ t a
h O egU bPlPx -S w
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h t t p w w w t i comco r p d o cs com p an y c i t i z en e sh s c r e l a t i on sh ip sh tml
M ot otrade w 23 3 r en ew no w av a i l ab l e f ro m t - mo b i l e u sa ( 20 0 9) T - M obi l e
U S A In c R e t r i ev ed f rom h t tp w w w t -
m ob i l e com comp an y P r e s sR e l ea se s_A r t i c l e aspx as se tN am e=P rs _Pr s_ 20 0
9 0 20 5 ampt i t l e=M OTO W 23 3 R en ew Now Av a i l ab l e F ro m T - Mo bi l e USA
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N ev es L e t a l ( 200 8 ) Repo r t s um mary 8 amp9 S M ART 2 02 0 En ab l in g th e
l ow car bo n econ omy in t h e i n fo r mat ion ag e R e t r i ev ed f ro m
h t t p do cs go o g le co mv i ew er a=v ampq=cach e wi bRo E OJ Vn QJ ww w ges i o r
g Li n k Cl i ck a spx 3 Ff i l e t i ck e t 3 D cOA r p r Yn XWY 25 3D 2 6t ab id 3 D 60
+SM AR T +2 02 0 E2 80 93 +Ben ef i t s+ i n c lu d e+in c r eas ed+em plo yee+p r o d
u c t iv i t y + i n cr ea s ed+co l l ab o ra t i on +acce l e r a t ed +d ec i s io n -
m ak in g+an d +r edu ced +d ep end en c y+o n +p h ys i ca l + t r ave l amph l =en ampgl =us amppi d
=b l amps r c i d =AD G EESj T Fi 7 fWY Lr 4 4 a r Aw K 4b N U fMx 8 Mi wis lp j w yFM 4 m Nl Z
t aS D aBV QmT Y n eLX BF7 cW b Y yU E f u Vrx esA N kW8u H rC 3qA sP X BTM 6 c5 A
A D Pu 9SA 5 L6 O G 19L2 IFb T E 5Sz pv r dCR q9 O Zl6 qJ amps i g=AH IE t bS h lW Bu du F
z AO K 5b qauP a8 f yo O 3 cQ
N o rm and S amp M ora l es R ( 20 10 ) T e l eco mmu ni ca t io ns in a s i a
R esp on s i b l e R es earch Re t r i ev ed f ro m
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i b l e r es ea r ch com Te l eco mm uni ca t io ns_ in _ As i a__ _ Is s u es_ f o r_R esp on s ib l e
_ In v es to r s_ __ Ex ecu t i ve_S umm ar y p d f T e l ecomm uni ca t ion s in A s i a
R esp ons ib l e R es ea rch i s an i nd ep en den t p ro v id e r o f s ec to r a l an d th em a t i c
A s i an
en v i ro nm ent amph l =en ampgl =us amppi d =b l ampsr c id =A D GE ESi yM k l 5 ZecW Io p O O 5C
j iG V b7 N Iq I0 P 3 i j Z5 o 9rx LQ h Y ZY 0 vw sK n j yE D 7 zzs 5z6 w yp ao6W 31 p GT kw E
h d wv BT ILl d k ym k M b Do 5w q N evPm gqZo 9 _ O Alp lMt h2 l0 g l J d Q ekJ t pRY eU Iamp
s i g=A H IE t bR3 CSi _D f c f 9 Bt Q5 Bq 5Q crK 4 nG k0 A
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R e t r i ev ed f r om
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 09 95 f i l e s Ch p t 10S t ra t eg y p d f
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0AQ8_8AQM9skANdvKbk9hyiOIwl4pxKampsig=AHIEtbS-
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Removalamphl=enampgl=usamppid=blampsrcid=ADGEESiGYaCcDf0sYT657_WMylU-
AzBvwDWdvKoDUF5Lez-KtWO9YhejdYwACsq-6CXAbxzbAmTyUajNjjNni03M0EauGnzt-
EA_hYjdHzEPd8YpJDHkPenRn3ntYTqLuOiNAUICUlTKampsig=AHIEtbRF10DajUTOCRYda
pnhO3rnT1vwEQ
Quadir JCorporate sustainability strategy - top five reasons why you need one (2011)
EzineArticles Retrieved from httpezinearticlescomCorporate-Sustainability-Strategy---Top-
Five-Reasons-Why-You-Need-Oneampid=1736107
(2011) What does scalability mean Investopedia ULC Retrieved from
httpwwwinvestopediacomtermssscalabilityasp
Six focus areas (2010) ATampT Citizenship and Sustainability Report Retrieved from
httpwwwsocialfundscomsharedreports1308027026_ATT_2009_CitizenshipSustainabilityR
eportpdf
Social responsibility report (2006) Corporate Research Center Retrieved from
h t t p w w w so c i a l fu n ds com cs r p r o f i l e cg i id =1 8
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 30
Sprint establishes first-in-industry product stewardship policy (2011) TriplePundit Retrieved
from httpwwwtriplepunditcom201105sprint-establishes-first-industry-product-stewardship-
policy
Sprint recycle (2011) Sprint Retrieved from
httpwwwsprintcomresponsibilitycommunities_acrosseco_opshtml
(2009) Supply chain revolutionary atampt leads procurement zone adoption TechTarget
Retrieved from h t t p s ea r ch t e l ecom t ech ta r ge t co m t i p S up p l y - ch a i n -
r ev o lu t i on a r y- A T T - l ead s -p ro cu r em en t - zo n e - ado p t i on
Strategic materiality assesment (2011) 2010 ATampT Sustainability Report Retrieved from
httpdocsgooglecomviewera=vampq=cacheFiS_bp4ePaMJwwwattcomCommonabout_usf
ilescsr_2011ATT_2010_strategic_materiality_assessmentpdf Hazardous waste reduction
ATampTamphl=enampgl=usamppid=blampsrcid=ADGEESic8Uk_3kx9gSsNQ2sSwVb7O-
lrCDiSrJS9KmI06W8qbqk8t15CI8l2s06D7uz0_edt5ul1NsFCjFzyj7u-5EB1B7PL-
SD4vb6eDMnw1eCC9FtS7Zn4-
tzdiwG_CBvQZ_lXVySRampsig=AHIEtbShU1fUgNQtQdilp4HdvkvjJjX-EQ
Supplier quality (2011) ATampT Retrieved from httpwwwattsupplierscom
Sustainable development a business definition (2007) Business strategies for sustainable
development Retrieved from
httpdocsgooglecomviewera=vampq=cachebSBLJLGuMgcJwwwiisdorgbusinesspdfbusin
ess_strategypdf Incorporating the recommended steps to a sustainable
futureamphl=enampgl=usamppid=blampsrcid=ADGEESjGotAq8rNBuHjBrsbzQMroUOfuJDVipoB7_ks
qdmiaRduq0ieJzyPUe7A9K8kCqPIjZZI9YRdVBWvP2if5Cq4pS1cvG2NX_02rKxqnfkJG8Zm1
D1AKKeLdBdeTzvMr05OithF1ampsig=AHIEtbQC4qGc2VrGdk1PsR7hIVbO3zcCOg
(2011) Training and awareness Sprint Retrieved from
httpwwwsprintcomresponsibilityouroperationsenvironmentalpolicyhtml
Vision statement (2011) ATampT sustainability vision Retrieved from
h t t p do cs go o g le co mv i ew er a=v ampq=cach e _S4 r OP 5U lw IJ w ww a t t co m
C omm on abo u t _u s f i l e s p d f cs r _p ape r_ p o l i cy p d f +A T 26 T +s us t a in ab i l i t y
+v i s i on amphl =en ampgl=u s amppid =b l amps r c id=A D G EES gH 0 -
4 f v NQJ Q s OY oY D 8L_ 0 D H gp u cT pa -
LcG cQ Q B yO _ l Cb u lb 2 Vt Um FX r a7 N V52 6 TK X r rD h w3l 8 f9 -
p gH F4 j in h KA f k gRQ P5 oC BMX 8 XA f Gs LIE J K f Rzh LZE k E aC s gOM Fw Q7 X f5
aJ amps i g=A H IE t b T yO smx D3j Crx 3 G 5w g6J l k LC 3 bpx A
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 31
What are the g3 guidelines (2011) Global reporting initiative Retrieved from
httpwwwglobalreportingorgreportingframeworkg3guidelines
Workforce inclusion (2007) Social Responsibility Report Retrieved from
httpdocsgooglecomviewera=vampq=cacheo_6Rwfb4lBsJwwwattcomCommonfilespdf3
30938_ATTcsr_0623pdf ATampT reinforce the commitment to a
socialamphl=enampgl=usamppid=blampsrcid=ADGEESjQalPiV_TGsaNvqmVBhqfnqytuxjvKhQIEmkG
z_N_3tGEojkaKirI-bMpPR-7Y4KrKSXMmYHlPDbF_qBxUc2g7lAw6tmPdP5jhM-
cEQNyp0Pd8kvqmW9YRqotX_heXs2Vv6dgXampsig=AHIEtbReQdWTz60fpWqKNiSTGukJcB
ET5g
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 16
Green procurement guidelines ISO 9001 can be a framework to be utilized and ATampT has
already implemented it However establishing supply chain criteria for materials products
packaging systems and logistics will drastically improve their supply chain management
Obtaining better deals with suppliers is an immediate benefit Furthermore it helps avoiding
ldquonon greenrdquo contracts and purchasing Leveraging the spending information can provide savings
and a long term business relationship with suppliers (Kaplan 2009)
Supplier environmental performance Certification to ISO 14001 a support for ACORN
programme to encourage local businesses to incorporate sustainability into their business model
requirements for all contractors to undergo environmental health and safety training and product
suppliers need to be required to meet ATampT internal standards for banned and restricted toxic
substances as mobile phones parts and accessories carry a large amount of toxic waste (Charter
M et al 2001)
38 Product Design Marketing and Stewardship
Product Design The Company has a program that has been established since 2001 to get
actively involved and subsequently listening to their customers throughout the design process
This particular process amalgamates the need to focus in incorporating less toxic components as
well as recycled parts affecting the design of those products and therefore changing the way they
are marketed (Atampt universal design 2009) ATampT is applying ldquogreen accountingrdquo throughout
the organization to avoid potential environmental liabilities but also it helps in reducing costs
deterring the environmental impact of products and lay out a steady product design program with
the customer in mind The manufacture of each product carries an environmental cost that
consequently impacts the product design and its marketing approach Acquiring environmental
cost data provides the company to make decisions that is in harmony with the environment and
the business model (Green accounting at 2006)
Marketing The marketing campaign focuses in the transition to smaller and more eco-friendly
packaging for the wireless device accessories it sells to the public In addition ATampT unveiled
requirements for manufacturers of mobile phones to reduce the environmental impact of future
handsets ATampT website focuses on educating the consumers about their products with an
environmental conscience approach that attracts certain demographic groups particular a mid to
high level incomes that have the propensity of consuming high-end phones Many of those
phones come with a universal charger that translates into a single charger providing energy
efficiency usage (Atampt slims down 2010)
Stewardship Reusing and recycling mobile devices has become a priority for ATampT and last
year the company has collected more than 37 million phones These numbers reflect a decline in
the amount of recycled phones from 2009 Nonetheless batteries and other accessories account
for much of the toxic materials dump in fields therefore the organization has collected 18
million pounds of those items (Atampts environmental sustainability 2011)
ATampT is still struggling to spread out the message for customers to become environmentally
friendly and reuserecycle their devices Drop-off bins were placed in numerous locations across
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 17
the country and prepaid labels for shipping recycled phones is available However ATampT needs
to establish a solid recycling program in every store and train the proper retail associates to
efficiently implement those green initiatives (Product stewardship 2011) As an improvement to
the already established programs ATampT can train its existing retail employees and any other
workforce that makes a direct or indirect impact to the environment through an online learning
management system That action will assure to educate the workforce to maximize the
environmental stewardship approach the company wants to achieve (Training and awareness
2011)
40 RESULTS
41 Outcomes
The telecommunications sector represent a vast a diverse force group of companies that globally
generates revenues of approximately 37 billion as of 2009 (Normand S amp Morales R 2010)
and it keeps increasing due to a high market demand and necessities of communication on a
personal and business level alike Innovation plays a big role in the industry and that will be
crucial for ATampT to outcome business risks and deter its environmental impact which is closely
related to the performance of its sustainability management system ATampT implemented its SMS
and added a steady sustainability approach to business since 1995 although it was placed with
inconsequential steps in the first years of inception The implementation of ISO Standards can
lead to a sustainable management system that has already solid roots as it was presented in this
paper and could impel its SMS to a leadership position ldquoFor most organizations the path to
finding this overarching business management system starts with integrating the management
standards covering quality (ISO 9001) environment (ISO 14001) and occupational health and
safety (OHSAS 18001) (ldquoPojasekrdquo 2006) The last paragraph highlights the importance of those
standards and how ATampT can benefit from its implementation
The outcome if the sustainability management system is in place in its total execution will be to
allow the system to conduct a systematic internal review that is essential for an ever-changing
wireless communication industry leader with a global presence Monitoring and taking corrective
actions for continual improvement will be a critical achievement that will carry long-term
benefits for the company As presented above the sustainability management system creates and
propagates a commitment to continual improvement for the system to develop efficiently
(Pojasek R amp Farver S 2011)
42 Metrics
Expanding and improving the metrics ATampT already reports can be accomplished by utilizing
the Environmental Performance Evaluation (EPE) that correlates to the motto ldquowhat gets
measured gets managedrdquo (Iso 14031 Environmental 2011) The goal is to improve
environmental performance with a focus on performance benchmarking compliance to rules and
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 18
regulations on a local federal and international arena and competence in operational
management (Iso 14031 Environmental 2011) ATampT lacks of a sustainability management
system that amalgamate all the sectors and department with an efficient business alignment of all
departments and operations The company focuses primarily in the economic responsibility and
secondary the social responsibility and the business model appears too fragmentized as the
environmental responsibility doesnrsquot get the same level of urgency
Nevertheless a GRI report and becoming a Carbon Disclosure Program (CDP) partner will
increase transparency and accountability attached to metrics that can be measured and
consequently improved ATampT by now uses the G3 Guidelines the cornerstone of GRIs
Sustainability Reporting Framework (What are the 2011) to determine the types of data to
report in its 2010 Citizenship and Sustainability Report as well as Key Performance Indicators
(KPIs ) that have already been implemented (key performance indicators 2011)These are
lagging indicators and are valuable to know where the company stands and therefore ATampT can
be able to seeking improvements and correct faulty operations but they are not an assurance of
positive outcomes
The inventory of the combined activities of the company was stated in section 21 and
subsequently after proceeding with the identification and evaluation of the sustainability
footprint ATampT should conduct a materiality analysis The main reason is to highlight
efficiently the issues spotted in relation to their concern to stakeholders and subsequently the
effect they have on the organization The following Materiality Matrix chart shows the
categorized issues and prevailing potential conditions in each box accordingly to the potential
impact on the company and the increasing concern to stakeholders respectively
a) Low Impact a) Medium Impact a) High Impact
High Concern High Concern High Concern
Increasing
Concerns b) Low Impact b) Medium Impact b) High Impact
To Medium Concern Medium Concern Medium Concern
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 19
Stakeholders
c) Low Impact c) Medium Impact c) High Impact
Low Concern Low Concern Low Concern
Increasing current or potential impact on the company
Chart (Materiality matrix 2011)
The above materiality matrix can be utilized by identifying material issues at each level and
efficiently addressing them in a timely manner A sense of urgency is needed at the
corresponding stage of the issuesrsquo level (Materiality matrix 2011)
To summarize the representative elements of the materiality analysis process the following
aspects needs to be underscored
1 ldquoIdentification of a universe of relevant economic social environmental and
policygovernance issues for consideration
2 Evaluation and ranking of the level of internal and external stakeholder concerns
regarding each issue
3 Evaluation and ranking of the potential impact on the company of each issue
4 Development of a matrix-based prioritization of the issues and
5 Execution of a structured collaborative strategy planning implementation and reporting
processrdquo (A roadmap to 2011)
The prior representation of the materiality analysis will lead to a rigorous evaluation of the three
responsibilities significant to the company and its stakeholders The analysis can provide to
ATampT with beneficial insight information guiding the organization to a strategic direction as
well as a tactical change management in sustainability that translates into a purposeful process to
help the organizations succeed (A roadmap to 2011)
43 ATampT conversion from lagging to leading indicators to improve the SMS
ATampT is using lagging indicators that are not helpful in identifying and revealing potential
problems that can carry severe process upset with irreversible consequences It may lack of
presenting solutions and consequently implementing corrective actions (Pojasek R lagging
2009) In contrast leading indicators are useful to check the efficiency of control systems and
provide crucial warning of disadvantages before any issues is present (Pojasek R leading
indicators 2009) ATampT needs to use both indicators to drive sustainability performance
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 20
consequently the company needs to implement as well as emphasize leading indicators on the
following areas for full effectiveness
i There must be a connection between the leading indicators and the outcomes that are of
interest
ii The reasons for using the indicators and the benefits they offer must be understood by
line management and by the employees affected
iii The indicators must provide information that can guide future actions
(Pojasek RUsing Leading 2009)
Therefore a mix of lagging and leading indicators that are pertinent and efficiently linked to the
system amalgamating the three responsibilities in one single measure with an accessible data for
lagging indicators as well as objective data for leading indicators will be crucial for continue
improvement and the company will be able to include a culture of sustainability within the
organization (Pojasek R amp Farver S effective indicators 2011) Nonetheless a framework tool
that can quantify leading indicators is the Australian Business Excellence Frameworkrsquos ADRI
(approach deployment results and improvement) scoring method (Pojasek R ADRI Scoring
2009) Consequently ATampT can drastically increase value and accurate information to develop
an efficient sustainability management system that amalgamates all the tools necessary to
become a leader in a highly competitive telecommunications market
44 Ensure transparency and accountability
Ensuring transparency and accountability is crucial in todayrsquos global business environment to
keep the company competitive The question that arrives addressing this issue is how to convince
the management leadership of ATampT to change the system that appears to be working for them
in the current business environment
Shareholders and stakeholders pressure complying with laws and regulations competitive
advantage and public relations can also be drivers for transparency and accountability
Nonetheless individuals and companies from the private and public sectors can create the
atmosphere for ATampT to create the necessary reports on the organizationrsquos sustainability
performance because that can highly influence their investment options and decisions that are
correlated to ATampT overall performance (Pojasek 2009) Therefore a sustainability reporting
review and assurance would be needed and the data should be subjected to internal controls and
processes associated with an internal audit Additionally after the requirements of internal
assurance are met ATampT could extend that report to an external assurance process as the
AccountAbilityrsquos AA1000 Stakeholder Engagement Standard (Pojasek R Sustainability
reporting 2009)
The ATampT research assessment and followed recommendations have shown an integrated
corporate sustainability assessment that can adopt business strategies and activities to meet the
stakeholdersrsquo objectives while protecting sustaining and enhancing the human and natural
resources that will be needed in the future (Sustainable development a 2007)
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 21
50 References
Andriof J (2002) Unfolding stakeholder thinking theory responsibility and engagement
Retrieved from
httpbooksgooglecombooksid=THtznfpayXoCamppg=PA205amplpg=PA205ampdq=ATampT
external stakeholder NGOsampsource=blampots=ye28xPUa-Kampsig=xRRKKteuu9fWgEUH-
NCBizrYDnYamphl=enampei=WvmxTvzrI5TXiQKjuP0Bampsa=Xampoi=book_resultampct=resultampresnu
m=1ampved=0CB8Q6AEwADgK
A r oadm ap t o p e r f o r m s up p l y ch a i n - focu s ed m at e r i a l i t y a s s es sm en t s
( 2 01 1 ) V al ues t ream i ng R e t r i ev ed f r om
h t t p v a l u es t r eam 20 0 9 wo r dp r es s co m 20 11 0 2 0 2 a - ro adm ap - to - pe r f o r m -
s up p l y- ch a i n - f o cu sed -m a t e r i a l i t y - a s s es sm e n t s
Atampt activates one million iphone 4s (2011) ATampTcompress Retrieved from
h t t p w w w a t t co m gen p r es s -
r o om pid =21 79 8 ampcd v n=n ews amp n ew s ar t i c l e id =33 13 5 ampm apco d e=co ns um er | f
i n an c i a l
Atampt aligning business and sustainability strategy (2011) TriplePundit Retrieved from
h t t p w w w t r i p l epu n d i t com 2 00 9 0 8 a t t - a l i gn i n g -b us in es s - an d -
s us t a in ab i l i t y - s t r a t eg y
Atampt announces new telepresence facilities in atampt bangalore offices (2010) ATampT Retrieved
from httpwwwattcomgenpress-roompid=18067ampcdvn=newsampnewsarticleid=30911
Atampt company information (2011) ATampT Corporate Retrieved from
h t t p w w w a t t co m gen in v es t o r - r e l a t i o ns p i d =5 71 1
Atampt environment health and safety management system (2010) Retrieved from
h t t p do cs go o g le co mv i ew er a=v ampq=cach e a6p l l J Uk q6YJ w w w a t t co m
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 22
C omm on abo u t _u s c i t i z ens h i p EMS _mat r ix pd f +AT 26 T+en v i ro nm ent a l +
an d +s a f e t y+ r egu l a t i on s amphl =en ampgl =usampp i d=b l amps r c id =A DG E ES hm5 H KkC i
0 5 4CY E Zv d aG XP HG 2 d3 f i 2_ es7 V gBs wd 2 - t oz J aMPW 9 Bu mG T ss _Q MP Q_ -
t yp - e N - eO Ui _6 oV lJ Q X V LV 6 rz gM HxO S I -
S 8 j wW3R wJ uT d9 Vx yr 2 x T _lz MY 1t cK cp M ND i FLamps i g=A HIE t b Q G V tX q Qq 6
r R qU kY lX yeM M _M G X IL
A t ampt s en v i r onm enta l s us t a i n ab i l i t y i n i t i a t i v es (2 01 1 ) Ma r ke t Wa t ch
R e t r i ev ed f r om h t tp w w wm ar ke tw a tch co ms to r y a t t - add s -b a t t e r y-
ch a r ge r - pa r t i a l l y- m ad e - f rom - r ecyc l ed - w a t e r - bo t t l e s - to -p ro d uc t - l i ne - up -
2 0 11 -1 1 -1 4
Atampt included in carbon disclosure projects carbon disclosure (2011) PR Newswire Retrieved
from h t t p ww w p rnew s wi r e com n ew s - r e l eas es a t t - i n c l ud ed - in - ca r bo n -
d i s c l os u r e - p ro j ec t s - ca r bo n -d i s c l os u r e - l e ade r sh i p - i nd ex - 10 3 44 09 94 h t ml
A t ampt i n c s ( t n ) q ua r t e r l y r ev en u e (20 1 1) T ho m so n R eu t e r s R e t r i ev ed
f r om h t tp w w w r eu t e r s com a r t i c l e 20 1 1 1 0 20 us - a t t -
i d USTR E 79J 2M H 20 1 11 02 0
A t ampt r ead i e s i t s s up p l y ch a in fo r t h e fu tu r e (2 01 1 ) AT ampT R e t r i ev ed
f r om h t tp w w w a t t com gen p r e s s -
r o om pid =48 00 ampcdv n =n ews ampn ews a r t i c l e i d =2 70 88
A t ampt s l im s do w n acce s so r y p ack ag i n g an no un ces n ew eco - f r i end l y
s t an da r ds fo r h an dse t s ( 20 10 ) AT ampT I n t e l l e c t ua l Pro p er t y R e t r i ev ed
f r om h t tp w w w a t t com gen p r e s s -
r o om pid =48 00 ampcdv n =n ews ampn ews a r t i c l e i d =3 05 99
T h e a t ampt t e ch no lo gy an d env i r on m ent aw a r ds p r o gr am (20 1 1) AT ampT
R e t r i ev ed f r om h t tp w w w a t t co m gen co rp o r a t e - c i t i z ens h i p p id =1 24 34
Atampt universal design policy adopted in 1998 background (2009) ATampT Retrieved from
h t t p w w w a t t co m gen gen e r a l p id =10 1 91
Blackburn W (2008) The sustainability handbook (p 378) Washington DC Environmental
Law Institute
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 23
C h ar t e r M e t a l Su p p l y ch a i n s t r a t egy ( 2 0 01 ) Th e S I GM A P ro j ec t
R e t r i ev ed f r om h t tp do cs go o gl e com v i ew er a=v ampq =cach e FG -
R FkS1 m ZsJ p ro j ec t s i gma co u k R n DSt r eams R D_s up p l y_ ch a in _s t r a t eg y p
d f +Th i s + r es ea rch +in v es t i ga t ed +t h e+eco n omi c +so c i a l +and +env i r on m ent a l
+ im p ac t s + in +s up p ly+ch a i n +m an agem en t amphl =en ampgl =us amppi d =b l amps r c i d =A D
G E ESj T6 j BY3 QR cz6 Bo u L_ p uT kP y_ h T1 Lw N Z7 G p 8 6 IT j f cb S g23 FaP u gP RC
9 tp 41 7x g9 A kx m -
O m YR HS HRS5 BY d6 ZY o 9m H B_ M Nb 6G 9 A XG R0 bN sNx x kU n voJ W1 Lb 6 n T
E Rv Zu 5_ 79 Zq T cyamp s i g=A H IE t bQ pW ZId T vG 2 Y - 9 Gj3 Ts v eK 2 h yC R Ig
C omm on i ns pec t io n a r eas fo r im pr ov em ent (2 01 1 ) L ea rn in g an d S k i l l s
I m pr o vem en t S er v i ce R e t r i ev ed f rom
h t t p w w w ex ce l l en cega t ewa y o r g u k p age a spx o =1 08 214
C omm un ica t io n (20 1 1) C om mu ni ca t i on Excerp t s f r om A us t r a l i an N ew
Z ea la nd S ta nd ar d 14 0 04 R e t r i ev ed f r om
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 09 68 f i l e s Su p p l em en t a l
Fo ld e r Com mEx er p t IS O 1 40 04 p d f
C on n ec t i n g p eo p l e an d bu s i n ess e s ( 201 1 ) M edi a K i t Su s t a i na b i l i t y
R e t r i ev ed f r om h t tp w w w a t t co m gen p r es s - r oo m pid =2 6 44
Environment ATampT Sustainability (2011) Retrieved from
h t t p w w w a t t co m gen co rp or a t e - c i t i z en sh i p p id =85 06
E n vi ro nm en t h ea l th an d s a fe t y ( eh amps ) m an agem ent s ys t em ( 20 11 ) A ampT
Ci t i z ens h i p EH S Re t r i ev ed f r om
h t t p do cs go o g le co mv i ew er a=v ampq=cach e wu w 3ib l2 eK 4J ww w a t t com
C omm on abo u t _u s c i t i z ens h i p EHS _Man agem en t pd f A TampT IS O 1 40 01 ndash
E n v i ro nm en t a l
M an agem ent amphl =en ampgl =us amppi d =b l ampsr c id =A D GE ESj BN bj X a3 j j s w hU Q v Fh
C dD A nf E A ag yIN n b lW MX MT cXx -
Q bR 3 BU1 ol j ikJ _ yq x f l f aG vb yD yl F l v 3 ah 3C ws hz fE br T Uj vY eM uf tD FtQ i G G 7
d D 9oR qt D IA s 4 vzSM gPt p Ax C0 rfW Bcamps i g=A H IE t bR Q NrZe5 o Tm nt sV g6 H Z
1 v G7 j rzC yw
Environmental sustainability (2011) ATampT Media Kit Sustainability Retrieved from
h t t p w w w a t t co m gen p r es s - r oom pid =26 4 4
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 24
Environmental sustainability commitment is based on three tenants (2011) ATampT
environmental sustainability Retrieved from h t tp ww w a t t com gen p re s s -
r o om pid =26 44
G e t t i n g s m ar t abo u t o u r su p p l y ch a in ( 2 01 1 ) M eet t h e P os s i b i l i t y
E con o m y 2 01 0 ATampT S u s ta i na b i l i t y R epo r t 74 R e t r i eved f rom
h t t p w w w a t t co mC om mo n ab ou t_ us f i l e s c s r _2 01 1 20 10 _CS R_R epo r t p
d f
G r een acco un t i n g a t a t ampt ( 20 06 ) Wi s t a En v i ro n men t A cco un t in g
R e t r i ev ed f r om
h t t p w w w wi t t s o rg E v a_ acc env _ acco u n t_ 5_ f eb0 6 wi s t a_ ev a_ aac_ cas es t
u d y h tm
Greenhouse gas emissions (2011) ATampT Retrieved from httpwwwattcomgencorporate-
citizenshippid=17895
Guidance on soci a l respons ib i l i t y co re subjects (2011) ENVR E -135
Discover ing our Socia l Respons ib i l i t i e s Ret r i eved f rom
ht tp m yex tens ion harvard edu i cb icb dokeyword=ex tampsubkeyword=k807
71amppageid=icb page427497amppageContent Id=icb pagecontent901687ampview=
viewdoampviewParam_di rector y=Supplementa l Folder
How developing cou nt r i es cont r ibu ted to i so 26000 (2011) ISO Ret r i eved
f rom
ht tp wwwi so o rg i so i so_ca ta loguemanagement_and_leadersh ip_s tandard
s soci a l_ respons ib i l i t y s r_news -and-
ar t i c l es s r_developing_count r ies_cont r ibut ion h tm
Iso 50001 energy management standard published (2011) Environmental Leader LLC
Retrieved from ht tp wwwenvi ronmenta l leader com201106 15 i so -50001-
energy-management -s tandard -publ i shed
I s o 1 4 03 1 E nv i r onm ent a l p e r fo rm an ce ev a lu a t io n (2 01 1) E NV R E -1 35
S us ta in ab i l i t y M e t r i c s R e t r i ev ed f ro m
h t t p m y ex t ens io n h a rv a rd ed u i cb i cb do ke yw o r d =ex tamps u bk e yw o r d =k8
0 7 71 ampp an e l = icb p ageco n ten t 90 17 21 r fo r um fo r um_ id =105 1 69 ampp age i d =i c
b page4 27 50 4 ampp ageC ont en t Id = i cb p ageco n t en t9 01 70 1 ampview =vi ew do ampv ie
w P aram_ di r ec to r y= S up p l em en t a l R ead in g Fo l d er
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 25
Is o 3 1 00 0 ndash r i sk man agem en t s t an d ar d (2 00 8 ) U ni ver s i t y o f Wa t e r lo o -
I n s t i t u t e f o r R i s k Res ear ch R e t r i ev ed f r om
h t t p do cs go o g le co mv i ew er a=v ampq=cach e yS f Ml jv D_eYJ w ww i r r -
n e r am ca p d f_ f i l e s IS O 2 0 31 00 0 p df IS O 3 1 00 0 ndash R i s k m an agem ent
O v e rs p en d i n g D el ays N o n com pl i an ce w i t h po l i c i es an d
r egu l a t i on s amphl =enampgl =u s amppid =b l amps rc i d =A D GE ES hR1P4J uW H eP aBS 5x sG
9x V rSY 3 Ow bE V Qz8 8 nA gs g_S 5 Yd Qo rFa1 e f w B6 yQ 7 z u rh hRW H LT U 4 a7G G
_ Em _ c5 Y 0ms hRu yU B_ 4j Q5 T viM IBp h 4 9s 5x J ipbW _Rh lzM B3W 8M -
T pm iT hQ b A amps i g=A H IE t b Q O QM i Zi V9 ycC D aPP cUh fo LE w z_ - w
K ap l an J W a ys to g r een yo u r s up p l y ch a in (2 00 9 ) E cop r en eur i s t
R e t r i ev ed f r om h t tp e cop r en eu r i s t co m 20 09 10 1 3 5 - wa ys - t o - g r e e n -
yo u r - s u pp l y- ch a i n
K e y p e r f o rm an ce in d i ca t o r s (2 01 1 ) 2 0 10 AT ampT S u s ta ina b i l i t y R epor t
R e t r i ev ed f r om
h t t p w w w a t t co mC om mo n ab ou t_ us f i l e s c s r _2 01 1 20 10 _CS R_R epo r t p
d f
M ate r i a l i t y m a t r ix ( 20 11 ) F or d su s ta in ab i l i t y r epo r t 20 1 0 2 01 1
R e t r i ev ed f r om h t tp co rp or a t e fo r d co mm i cr os i t es su s t a i n ab i l i t y - r ep o r t -
2 0 10 -1 1 i s s u es -m ate r i a l i t y - m a t r ix
Meet the possibility economy (2011) 2010 ATampT Sustainability Report Retrieved from
h t t p do cs go o g le co mv i ew er a=v ampq=cach e zx e4 t N v7 AJ MJ w w w a t t com
C om mo n ab ou t_ us f i l e s c s r _2 01 1 20 10 _CS R_R epo r t p d f+a t 2 6t +sus t a in a
b i l i t y+ r ep o r t +2 01 0amph l =en ampgl =us amppi d=b l amps r c i d =AD G EES g6 yD k G G u ZC4
A O b0 P1 gPh 2 rm YYG D _ GPWU u Fn_ eP 6W_ r 0 ix 0 E6j 29 L1 v ReF l 5 De l r FFN 9 Fb
m 8S Nh 4T L_ X i 0_ r f8 8 f LZBh 8 t G 5 cG G 5N gk H -
b f G F5i Vw CQ kx H etG M U GA C gA cG D qcA Zamps i g=A H IE t b T U3 V _ aJ ow 9P aQ t a
h O egU bPlPx -S w
Monitoring supplier performance and providing feedback (2011) TI Retrieved from
h t t p w w w t i comco r p d o cs com p an y c i t i z en e sh s c r e l a t i on sh ip sh tml
M ot otrade w 23 3 r en ew no w av a i l ab l e f ro m t - mo b i l e u sa ( 20 0 9) T - M obi l e
U S A In c R e t r i ev ed f rom h t tp w w w t -
m ob i l e com comp an y P r e s sR e l ea se s_A r t i c l e aspx as se tN am e=P rs _Pr s_ 20 0
9 0 20 5 ampt i t l e=M OTO W 23 3 R en ew Now Av a i l ab l e F ro m T - Mo bi l e USA
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 26
Networking for sustainability (2010) ATampT Intellectual Property Retrieved from
h t t p w w w a t t co m gen p r es s - r oom pid =26 44
N ev es L e t a l ( 200 8 ) Repo r t s um mary 8 amp9 S M ART 2 02 0 En ab l in g th e
l ow car bo n econ omy in t h e i n fo r mat ion ag e R e t r i ev ed f ro m
h t t p do cs go o g le co mv i ew er a=v ampq=cach e wi bRo E OJ Vn QJ ww w ges i o r
g Li n k Cl i ck a spx 3 Ff i l e t i ck e t 3 D cOA r p r Yn XWY 25 3D 2 6t ab id 3 D 60
+SM AR T +2 02 0 E2 80 93 +Ben ef i t s+ i n c lu d e+in c r eas ed+em plo yee+p r o d
u c t iv i t y + i n cr ea s ed+co l l ab o ra t i on +acce l e r a t ed +d ec i s io n -
m ak in g+an d +r edu ced +d ep end en c y+o n +p h ys i ca l + t r ave l amph l =en ampgl =us amppi d
=b l amps r c i d =AD G EESj T Fi 7 fWY Lr 4 4 a r Aw K 4b N U fMx 8 Mi wis lp j w yFM 4 m Nl Z
t aS D aBV QmT Y n eLX BF7 cW b Y yU E f u Vrx esA N kW8u H rC 3qA sP X BTM 6 c5 A
A D Pu 9SA 5 L6 O G 19L2 IFb T E 5Sz pv r dCR q9 O Zl6 qJ amps i g=AH IE t bS h lW Bu du F
z AO K 5b qauP a8 f yo O 3 cQ
N o rm and S amp M ora l es R ( 20 10 ) T e l eco mmu ni ca t io ns in a s i a
R esp on s i b l e R es earch Re t r i ev ed f ro m
h t t p do cs go o g le co mv i ew er a=v amp q=cach e ju LX d u eY TS IJ w w w r es po ns
i b l e r es ea r ch com Te l eco mm uni ca t io ns_ in _ As i a__ _ Is s u es_ f o r_R esp on s ib l e
_ In v es to r s_ __ Ex ecu t i ve_S umm ar y p d f T e l ecomm uni ca t ion s in A s i a
R esp ons ib l e R es ea rch i s an i nd ep en den t p ro v id e r o f s ec to r a l an d th em a t i c
A s i an
en v i ro nm ent amph l =en ampgl =us amppi d =b l ampsr c id =A D GE ESi yM k l 5 ZecW Io p O O 5C
j iG V b7 N Iq I0 P 3 i j Z5 o 9rx LQ h Y ZY 0 vw sK n j yE D 7 zzs 5z6 w yp ao6W 31 p GT kw E
h d wv BT ILl d k ym k M b Do 5w q N evPm gqZo 9 _ O Alp lMt h2 l0 g l J d Q ekJ t pRY eU Iamp
s i g=A H IE t bR3 CSi _D f c f 9 Bt Q5 Bq 5Q crK 4 nG k0 A
O p er a t i on s a r e t h e ldquoac t i v i t i e s rdquo (2 01 1) Ma in s t r eam in g Sus ta i n ab i l i t y
R e t r i ev ed f r om
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 09 95 f i l e s Ch p t 10S t ra t eg y p d f
P a r t r i d ge K e t a l ( 2 00 5 ) S t ak eho ld er r es ea r ch Th e S t akeh o l de r
E n ga gem en t M an ua l R e t r i ev ed f rom
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c9 3 10 41 f i l e s Su p p l em en t a l
R ead in g Fo l d er fo r W eek 5 A ccou n t ab i l i t y S t ak eh o l d er Vo l 1 pd f
Pojasek R ADRI Scoring (2009)Adri scoring of leading indicators Environmental Quality
Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 27
Pojasek R Corporate sustainability footprint (2011) Mainstreaming Sustainability Retrieved
from httpisitesharvardedufsdocsicbtopic930967filesChapter4SustFootprintpdf
Pojasek R amp Farver S Discover ing our economic respons ib i l i t i es (2011)
Mains treaming Sus ta inabi l i t y Ret r ieved f rom
ht tp m yex tens ion harvard edu i cb icb dokeyword=ex tampsubkeyword=k807
71amppageid=icb page427498 amppageContent Id=icb pagecontent901699ampview=
viewdoampviewParam_di rector y=Supplementa l Folder
(2011) What does scalability mean Investopedia ULC Retrieved from
httpwwwinvestopediacomtermssscalabilityasp
Pojasek R amp Farver S Envr e-135 leading indicators (2011) Corporate sustainability strategy
Retrieved from
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 09 81 f i l e s E1 3 5Po j a s ek Ho u r2
S t r a t eg yO c t 2 4 p d f
Pojasek R Envr e-135 Sustainability reporting (2009) Mainstreaming Sustainability
Retrieved from
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 10 01 f i l e s Ch p t 16 Repo r t in g pd
f
Pojasek R amp Farver S Identifying and engaging key stakeholders (2011) Mainstreaming
Sustainability Retrieved from
httpmyextensionharvardeduicbicbdokeyword=extampsubkeyword=k80771amppageid=icbpag
e427495
Pojasek R amp Farver S Important economic considerations (2011) Economic responsibility and
operationalizing corporate sustainability strategy Retrieved from
httpdocsgooglecomviewera=vampq=cacheIOdMb-
I1hRsJisitesharvardedufsdocsicbtopic849748filesOct18PojasekHour2pdf Is risk part of
corporate sustainability strategy Robert
Pojasekamphl=enampgl=usamppid=blampsrcid=ADGEESgx1NqcCcopU0SLiQrosDnLz5x74I3rTWG4K
GD9IR6qzkqFzRC4LS1OySGIfHHbRfUs_VMMn63bT7CMFQEqzB5KoYYroa7e5PXKin_W-
0AQ8_8AQM9skANdvKbk9hyiOIwl4pxKampsig=AHIEtbS-
O3zHn1Dx9H_M9WTuEEFlhMuCYw
Pojasek R amp Farver S Mainstreaming sustainability (2011) 1 ed Vol 1 p 162 Woody
Creek CO Mainstreaming Sustainability
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 28
Pojasek R amp Farver S Product perspective (2011) Mainstreaming Sustainability 6 Retrieved
from
h t t p i s i t e s h a rv a rd ed u f s d o c s i cb to p i c93 09 73 f i l e s Ch p t 13S up p l yC h a in
p df
Pojasek R amp Farver S Sustainability requirements for communications (2011) Mainstreaming
Sustainability Retrieved from
httpisitesharvardedufsdocsicbtopic930968filesChpt12Communicationpdf
Pojasek R Improve infuse integrate (2007) Introducing ISO 14001 III Retrieved from
httpisitesharvardedufsdocsicbtopic931012filesSupplemental Reading Folder for Week
10ISO 14001 Enhancedpdf
Pojasek R Is your integrated management system really integrated (2006) Environmental
Quality Management Retrieved from
httpisitesharvardedufsdocsicbtopic931012filesSupplemental Reading Folder for Week
10Integrated MS Really Integratedpdf
Pojasek R Lagging indicators (2009) Environmental Quality Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
Pojasek R leading indicators Understanding leading indicators (2009) Environmental Quality
Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
Pojasek RUsing Leading Using leading indicators properly (2009) Environmental Quality
Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 29
Pojasek R Sustainability reporting reviews and assurance (2009) Sustainability Reporting
Retrieved from
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 10 01 f i l e s Ch p t 16 Repo r t in g pd
f
Productservice differentiation (2011) EzineArticlescom Retrieved from
h t t p ez in ea r t i c l e s com Co rp o r a t e -Su s t a i n ab i l i t y - S t r a t eg y- - - T o p - Fi v e -
R eas on s -Wh y- Y o u -N eed - On eampid =1 73 61 0 7
Product stewardship (2011) ATampT Retrieved from httpwwwattcomgencorporate-
citizenshippid=17914
Programs implementing management system elements (2010) ATampT Environment Health and
Safety Management System Retrieved from
Policy and practice 2011report card on banks and mountaintop removal (2011) Rainforest
action network 5 Retrieved from
httpdocsgooglecomviewera=vampq=cacheznZFoDiTQ_0Jranorgnode2602 2011Report
Card on Banks and Mountaintop
Removalamphl=enampgl=usamppid=blampsrcid=ADGEESiGYaCcDf0sYT657_WMylU-
AzBvwDWdvKoDUF5Lez-KtWO9YhejdYwACsq-6CXAbxzbAmTyUajNjjNni03M0EauGnzt-
EA_hYjdHzEPd8YpJDHkPenRn3ntYTqLuOiNAUICUlTKampsig=AHIEtbRF10DajUTOCRYda
pnhO3rnT1vwEQ
Quadir JCorporate sustainability strategy - top five reasons why you need one (2011)
EzineArticles Retrieved from httpezinearticlescomCorporate-Sustainability-Strategy---Top-
Five-Reasons-Why-You-Need-Oneampid=1736107
(2011) What does scalability mean Investopedia ULC Retrieved from
httpwwwinvestopediacomtermssscalabilityasp
Six focus areas (2010) ATampT Citizenship and Sustainability Report Retrieved from
httpwwwsocialfundscomsharedreports1308027026_ATT_2009_CitizenshipSustainabilityR
eportpdf
Social responsibility report (2006) Corporate Research Center Retrieved from
h t t p w w w so c i a l fu n ds com cs r p r o f i l e cg i id =1 8
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 30
Sprint establishes first-in-industry product stewardship policy (2011) TriplePundit Retrieved
from httpwwwtriplepunditcom201105sprint-establishes-first-industry-product-stewardship-
policy
Sprint recycle (2011) Sprint Retrieved from
httpwwwsprintcomresponsibilitycommunities_acrosseco_opshtml
(2009) Supply chain revolutionary atampt leads procurement zone adoption TechTarget
Retrieved from h t t p s ea r ch t e l ecom t ech ta r ge t co m t i p S up p l y - ch a i n -
r ev o lu t i on a r y- A T T - l ead s -p ro cu r em en t - zo n e - ado p t i on
Strategic materiality assesment (2011) 2010 ATampT Sustainability Report Retrieved from
httpdocsgooglecomviewera=vampq=cacheFiS_bp4ePaMJwwwattcomCommonabout_usf
ilescsr_2011ATT_2010_strategic_materiality_assessmentpdf Hazardous waste reduction
ATampTamphl=enampgl=usamppid=blampsrcid=ADGEESic8Uk_3kx9gSsNQ2sSwVb7O-
lrCDiSrJS9KmI06W8qbqk8t15CI8l2s06D7uz0_edt5ul1NsFCjFzyj7u-5EB1B7PL-
SD4vb6eDMnw1eCC9FtS7Zn4-
tzdiwG_CBvQZ_lXVySRampsig=AHIEtbShU1fUgNQtQdilp4HdvkvjJjX-EQ
Supplier quality (2011) ATampT Retrieved from httpwwwattsupplierscom
Sustainable development a business definition (2007) Business strategies for sustainable
development Retrieved from
httpdocsgooglecomviewera=vampq=cachebSBLJLGuMgcJwwwiisdorgbusinesspdfbusin
ess_strategypdf Incorporating the recommended steps to a sustainable
futureamphl=enampgl=usamppid=blampsrcid=ADGEESjGotAq8rNBuHjBrsbzQMroUOfuJDVipoB7_ks
qdmiaRduq0ieJzyPUe7A9K8kCqPIjZZI9YRdVBWvP2if5Cq4pS1cvG2NX_02rKxqnfkJG8Zm1
D1AKKeLdBdeTzvMr05OithF1ampsig=AHIEtbQC4qGc2VrGdk1PsR7hIVbO3zcCOg
(2011) Training and awareness Sprint Retrieved from
httpwwwsprintcomresponsibilityouroperationsenvironmentalpolicyhtml
Vision statement (2011) ATampT sustainability vision Retrieved from
h t t p do cs go o g le co mv i ew er a=v ampq=cach e _S4 r OP 5U lw IJ w ww a t t co m
C omm on abo u t _u s f i l e s p d f cs r _p ape r_ p o l i cy p d f +A T 26 T +s us t a in ab i l i t y
+v i s i on amphl =en ampgl=u s amppid =b l amps r c id=A D G EES gH 0 -
4 f v NQJ Q s OY oY D 8L_ 0 D H gp u cT pa -
LcG cQ Q B yO _ l Cb u lb 2 Vt Um FX r a7 N V52 6 TK X r rD h w3l 8 f9 -
p gH F4 j in h KA f k gRQ P5 oC BMX 8 XA f Gs LIE J K f Rzh LZE k E aC s gOM Fw Q7 X f5
aJ amps i g=A H IE t b T yO smx D3j Crx 3 G 5w g6J l k LC 3 bpx A
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 31
What are the g3 guidelines (2011) Global reporting initiative Retrieved from
httpwwwglobalreportingorgreportingframeworkg3guidelines
Workforce inclusion (2007) Social Responsibility Report Retrieved from
httpdocsgooglecomviewera=vampq=cacheo_6Rwfb4lBsJwwwattcomCommonfilespdf3
30938_ATTcsr_0623pdf ATampT reinforce the commitment to a
socialamphl=enampgl=usamppid=blampsrcid=ADGEESjQalPiV_TGsaNvqmVBhqfnqytuxjvKhQIEmkG
z_N_3tGEojkaKirI-bMpPR-7Y4KrKSXMmYHlPDbF_qBxUc2g7lAw6tmPdP5jhM-
cEQNyp0Pd8kvqmW9YRqotX_heXs2Vv6dgXampsig=AHIEtbReQdWTz60fpWqKNiSTGukJcB
ET5g
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 17
the country and prepaid labels for shipping recycled phones is available However ATampT needs
to establish a solid recycling program in every store and train the proper retail associates to
efficiently implement those green initiatives (Product stewardship 2011) As an improvement to
the already established programs ATampT can train its existing retail employees and any other
workforce that makes a direct or indirect impact to the environment through an online learning
management system That action will assure to educate the workforce to maximize the
environmental stewardship approach the company wants to achieve (Training and awareness
2011)
40 RESULTS
41 Outcomes
The telecommunications sector represent a vast a diverse force group of companies that globally
generates revenues of approximately 37 billion as of 2009 (Normand S amp Morales R 2010)
and it keeps increasing due to a high market demand and necessities of communication on a
personal and business level alike Innovation plays a big role in the industry and that will be
crucial for ATampT to outcome business risks and deter its environmental impact which is closely
related to the performance of its sustainability management system ATampT implemented its SMS
and added a steady sustainability approach to business since 1995 although it was placed with
inconsequential steps in the first years of inception The implementation of ISO Standards can
lead to a sustainable management system that has already solid roots as it was presented in this
paper and could impel its SMS to a leadership position ldquoFor most organizations the path to
finding this overarching business management system starts with integrating the management
standards covering quality (ISO 9001) environment (ISO 14001) and occupational health and
safety (OHSAS 18001) (ldquoPojasekrdquo 2006) The last paragraph highlights the importance of those
standards and how ATampT can benefit from its implementation
The outcome if the sustainability management system is in place in its total execution will be to
allow the system to conduct a systematic internal review that is essential for an ever-changing
wireless communication industry leader with a global presence Monitoring and taking corrective
actions for continual improvement will be a critical achievement that will carry long-term
benefits for the company As presented above the sustainability management system creates and
propagates a commitment to continual improvement for the system to develop efficiently
(Pojasek R amp Farver S 2011)
42 Metrics
Expanding and improving the metrics ATampT already reports can be accomplished by utilizing
the Environmental Performance Evaluation (EPE) that correlates to the motto ldquowhat gets
measured gets managedrdquo (Iso 14031 Environmental 2011) The goal is to improve
environmental performance with a focus on performance benchmarking compliance to rules and
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 18
regulations on a local federal and international arena and competence in operational
management (Iso 14031 Environmental 2011) ATampT lacks of a sustainability management
system that amalgamate all the sectors and department with an efficient business alignment of all
departments and operations The company focuses primarily in the economic responsibility and
secondary the social responsibility and the business model appears too fragmentized as the
environmental responsibility doesnrsquot get the same level of urgency
Nevertheless a GRI report and becoming a Carbon Disclosure Program (CDP) partner will
increase transparency and accountability attached to metrics that can be measured and
consequently improved ATampT by now uses the G3 Guidelines the cornerstone of GRIs
Sustainability Reporting Framework (What are the 2011) to determine the types of data to
report in its 2010 Citizenship and Sustainability Report as well as Key Performance Indicators
(KPIs ) that have already been implemented (key performance indicators 2011)These are
lagging indicators and are valuable to know where the company stands and therefore ATampT can
be able to seeking improvements and correct faulty operations but they are not an assurance of
positive outcomes
The inventory of the combined activities of the company was stated in section 21 and
subsequently after proceeding with the identification and evaluation of the sustainability
footprint ATampT should conduct a materiality analysis The main reason is to highlight
efficiently the issues spotted in relation to their concern to stakeholders and subsequently the
effect they have on the organization The following Materiality Matrix chart shows the
categorized issues and prevailing potential conditions in each box accordingly to the potential
impact on the company and the increasing concern to stakeholders respectively
a) Low Impact a) Medium Impact a) High Impact
High Concern High Concern High Concern
Increasing
Concerns b) Low Impact b) Medium Impact b) High Impact
To Medium Concern Medium Concern Medium Concern
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 19
Stakeholders
c) Low Impact c) Medium Impact c) High Impact
Low Concern Low Concern Low Concern
Increasing current or potential impact on the company
Chart (Materiality matrix 2011)
The above materiality matrix can be utilized by identifying material issues at each level and
efficiently addressing them in a timely manner A sense of urgency is needed at the
corresponding stage of the issuesrsquo level (Materiality matrix 2011)
To summarize the representative elements of the materiality analysis process the following
aspects needs to be underscored
1 ldquoIdentification of a universe of relevant economic social environmental and
policygovernance issues for consideration
2 Evaluation and ranking of the level of internal and external stakeholder concerns
regarding each issue
3 Evaluation and ranking of the potential impact on the company of each issue
4 Development of a matrix-based prioritization of the issues and
5 Execution of a structured collaborative strategy planning implementation and reporting
processrdquo (A roadmap to 2011)
The prior representation of the materiality analysis will lead to a rigorous evaluation of the three
responsibilities significant to the company and its stakeholders The analysis can provide to
ATampT with beneficial insight information guiding the organization to a strategic direction as
well as a tactical change management in sustainability that translates into a purposeful process to
help the organizations succeed (A roadmap to 2011)
43 ATampT conversion from lagging to leading indicators to improve the SMS
ATampT is using lagging indicators that are not helpful in identifying and revealing potential
problems that can carry severe process upset with irreversible consequences It may lack of
presenting solutions and consequently implementing corrective actions (Pojasek R lagging
2009) In contrast leading indicators are useful to check the efficiency of control systems and
provide crucial warning of disadvantages before any issues is present (Pojasek R leading
indicators 2009) ATampT needs to use both indicators to drive sustainability performance
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 20
consequently the company needs to implement as well as emphasize leading indicators on the
following areas for full effectiveness
i There must be a connection between the leading indicators and the outcomes that are of
interest
ii The reasons for using the indicators and the benefits they offer must be understood by
line management and by the employees affected
iii The indicators must provide information that can guide future actions
(Pojasek RUsing Leading 2009)
Therefore a mix of lagging and leading indicators that are pertinent and efficiently linked to the
system amalgamating the three responsibilities in one single measure with an accessible data for
lagging indicators as well as objective data for leading indicators will be crucial for continue
improvement and the company will be able to include a culture of sustainability within the
organization (Pojasek R amp Farver S effective indicators 2011) Nonetheless a framework tool
that can quantify leading indicators is the Australian Business Excellence Frameworkrsquos ADRI
(approach deployment results and improvement) scoring method (Pojasek R ADRI Scoring
2009) Consequently ATampT can drastically increase value and accurate information to develop
an efficient sustainability management system that amalgamates all the tools necessary to
become a leader in a highly competitive telecommunications market
44 Ensure transparency and accountability
Ensuring transparency and accountability is crucial in todayrsquos global business environment to
keep the company competitive The question that arrives addressing this issue is how to convince
the management leadership of ATampT to change the system that appears to be working for them
in the current business environment
Shareholders and stakeholders pressure complying with laws and regulations competitive
advantage and public relations can also be drivers for transparency and accountability
Nonetheless individuals and companies from the private and public sectors can create the
atmosphere for ATampT to create the necessary reports on the organizationrsquos sustainability
performance because that can highly influence their investment options and decisions that are
correlated to ATampT overall performance (Pojasek 2009) Therefore a sustainability reporting
review and assurance would be needed and the data should be subjected to internal controls and
processes associated with an internal audit Additionally after the requirements of internal
assurance are met ATampT could extend that report to an external assurance process as the
AccountAbilityrsquos AA1000 Stakeholder Engagement Standard (Pojasek R Sustainability
reporting 2009)
The ATampT research assessment and followed recommendations have shown an integrated
corporate sustainability assessment that can adopt business strategies and activities to meet the
stakeholdersrsquo objectives while protecting sustaining and enhancing the human and natural
resources that will be needed in the future (Sustainable development a 2007)
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 21
50 References
Andriof J (2002) Unfolding stakeholder thinking theory responsibility and engagement
Retrieved from
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external stakeholder NGOsampsource=blampots=ye28xPUa-Kampsig=xRRKKteuu9fWgEUH-
NCBizrYDnYamphl=enampei=WvmxTvzrI5TXiQKjuP0Bampsa=Xampoi=book_resultampct=resultampresnu
m=1ampved=0CB8Q6AEwADgK
A r oadm ap t o p e r f o r m s up p l y ch a i n - focu s ed m at e r i a l i t y a s s es sm en t s
( 2 01 1 ) V al ues t ream i ng R e t r i ev ed f r om
h t t p v a l u es t r eam 20 0 9 wo r dp r es s co m 20 11 0 2 0 2 a - ro adm ap - to - pe r f o r m -
s up p l y- ch a i n - f o cu sed -m a t e r i a l i t y - a s s es sm e n t s
Atampt activates one million iphone 4s (2011) ATampTcompress Retrieved from
h t t p w w w a t t co m gen p r es s -
r o om pid =21 79 8 ampcd v n=n ews amp n ew s ar t i c l e id =33 13 5 ampm apco d e=co ns um er | f
i n an c i a l
Atampt aligning business and sustainability strategy (2011) TriplePundit Retrieved from
h t t p w w w t r i p l epu n d i t com 2 00 9 0 8 a t t - a l i gn i n g -b us in es s - an d -
s us t a in ab i l i t y - s t r a t eg y
Atampt announces new telepresence facilities in atampt bangalore offices (2010) ATampT Retrieved
from httpwwwattcomgenpress-roompid=18067ampcdvn=newsampnewsarticleid=30911
Atampt company information (2011) ATampT Corporate Retrieved from
h t t p w w w a t t co m gen in v es t o r - r e l a t i o ns p i d =5 71 1
Atampt environment health and safety management system (2010) Retrieved from
h t t p do cs go o g le co mv i ew er a=v ampq=cach e a6p l l J Uk q6YJ w w w a t t co m
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 22
C omm on abo u t _u s c i t i z ens h i p EMS _mat r ix pd f +AT 26 T+en v i ro nm ent a l +
an d +s a f e t y+ r egu l a t i on s amphl =en ampgl =usampp i d=b l amps r c id =A DG E ES hm5 H KkC i
0 5 4CY E Zv d aG XP HG 2 d3 f i 2_ es7 V gBs wd 2 - t oz J aMPW 9 Bu mG T ss _Q MP Q_ -
t yp - e N - eO Ui _6 oV lJ Q X V LV 6 rz gM HxO S I -
S 8 j wW3R wJ uT d9 Vx yr 2 x T _lz MY 1t cK cp M ND i FLamps i g=A HIE t b Q G V tX q Qq 6
r R qU kY lX yeM M _M G X IL
A t ampt s en v i r onm enta l s us t a i n ab i l i t y i n i t i a t i v es (2 01 1 ) Ma r ke t Wa t ch
R e t r i ev ed f r om h t tp w w wm ar ke tw a tch co ms to r y a t t - add s -b a t t e r y-
ch a r ge r - pa r t i a l l y- m ad e - f rom - r ecyc l ed - w a t e r - bo t t l e s - to -p ro d uc t - l i ne - up -
2 0 11 -1 1 -1 4
Atampt included in carbon disclosure projects carbon disclosure (2011) PR Newswire Retrieved
from h t t p ww w p rnew s wi r e com n ew s - r e l eas es a t t - i n c l ud ed - in - ca r bo n -
d i s c l os u r e - p ro j ec t s - ca r bo n -d i s c l os u r e - l e ade r sh i p - i nd ex - 10 3 44 09 94 h t ml
A t ampt i n c s ( t n ) q ua r t e r l y r ev en u e (20 1 1) T ho m so n R eu t e r s R e t r i ev ed
f r om h t tp w w w r eu t e r s com a r t i c l e 20 1 1 1 0 20 us - a t t -
i d USTR E 79J 2M H 20 1 11 02 0
A t ampt r ead i e s i t s s up p l y ch a in fo r t h e fu tu r e (2 01 1 ) AT ampT R e t r i ev ed
f r om h t tp w w w a t t com gen p r e s s -
r o om pid =48 00 ampcdv n =n ews ampn ews a r t i c l e i d =2 70 88
A t ampt s l im s do w n acce s so r y p ack ag i n g an no un ces n ew eco - f r i end l y
s t an da r ds fo r h an dse t s ( 20 10 ) AT ampT I n t e l l e c t ua l Pro p er t y R e t r i ev ed
f r om h t tp w w w a t t com gen p r e s s -
r o om pid =48 00 ampcdv n =n ews ampn ews a r t i c l e i d =3 05 99
T h e a t ampt t e ch no lo gy an d env i r on m ent aw a r ds p r o gr am (20 1 1) AT ampT
R e t r i ev ed f r om h t tp w w w a t t co m gen co rp o r a t e - c i t i z ens h i p p id =1 24 34
Atampt universal design policy adopted in 1998 background (2009) ATampT Retrieved from
h t t p w w w a t t co m gen gen e r a l p id =10 1 91
Blackburn W (2008) The sustainability handbook (p 378) Washington DC Environmental
Law Institute
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 23
C h ar t e r M e t a l Su p p l y ch a i n s t r a t egy ( 2 0 01 ) Th e S I GM A P ro j ec t
R e t r i ev ed f r om h t tp do cs go o gl e com v i ew er a=v ampq =cach e FG -
R FkS1 m ZsJ p ro j ec t s i gma co u k R n DSt r eams R D_s up p l y_ ch a in _s t r a t eg y p
d f +Th i s + r es ea rch +in v es t i ga t ed +t h e+eco n omi c +so c i a l +and +env i r on m ent a l
+ im p ac t s + in +s up p ly+ch a i n +m an agem en t amphl =en ampgl =us amppi d =b l amps r c i d =A D
G E ESj T6 j BY3 QR cz6 Bo u L_ p uT kP y_ h T1 Lw N Z7 G p 8 6 IT j f cb S g23 FaP u gP RC
9 tp 41 7x g9 A kx m -
O m YR HS HRS5 BY d6 ZY o 9m H B_ M Nb 6G 9 A XG R0 bN sNx x kU n voJ W1 Lb 6 n T
E Rv Zu 5_ 79 Zq T cyamp s i g=A H IE t bQ pW ZId T vG 2 Y - 9 Gj3 Ts v eK 2 h yC R Ig
C omm on i ns pec t io n a r eas fo r im pr ov em ent (2 01 1 ) L ea rn in g an d S k i l l s
I m pr o vem en t S er v i ce R e t r i ev ed f rom
h t t p w w w ex ce l l en cega t ewa y o r g u k p age a spx o =1 08 214
C omm un ica t io n (20 1 1) C om mu ni ca t i on Excerp t s f r om A us t r a l i an N ew
Z ea la nd S ta nd ar d 14 0 04 R e t r i ev ed f r om
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 09 68 f i l e s Su p p l em en t a l
Fo ld e r Com mEx er p t IS O 1 40 04 p d f
C on n ec t i n g p eo p l e an d bu s i n ess e s ( 201 1 ) M edi a K i t Su s t a i na b i l i t y
R e t r i ev ed f r om h t tp w w w a t t co m gen p r es s - r oo m pid =2 6 44
Environment ATampT Sustainability (2011) Retrieved from
h t t p w w w a t t co m gen co rp or a t e - c i t i z en sh i p p id =85 06
E n vi ro nm en t h ea l th an d s a fe t y ( eh amps ) m an agem ent s ys t em ( 20 11 ) A ampT
Ci t i z ens h i p EH S Re t r i ev ed f r om
h t t p do cs go o g le co mv i ew er a=v ampq=cach e wu w 3ib l2 eK 4J ww w a t t com
C omm on abo u t _u s c i t i z ens h i p EHS _Man agem en t pd f A TampT IS O 1 40 01 ndash
E n v i ro nm en t a l
M an agem ent amphl =en ampgl =us amppi d =b l ampsr c id =A D GE ESj BN bj X a3 j j s w hU Q v Fh
C dD A nf E A ag yIN n b lW MX MT cXx -
Q bR 3 BU1 ol j ikJ _ yq x f l f aG vb yD yl F l v 3 ah 3C ws hz fE br T Uj vY eM uf tD FtQ i G G 7
d D 9oR qt D IA s 4 vzSM gPt p Ax C0 rfW Bcamps i g=A H IE t bR Q NrZe5 o Tm nt sV g6 H Z
1 v G7 j rzC yw
Environmental sustainability (2011) ATampT Media Kit Sustainability Retrieved from
h t t p w w w a t t co m gen p r es s - r oom pid =26 4 4
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 24
Environmental sustainability commitment is based on three tenants (2011) ATampT
environmental sustainability Retrieved from h t tp ww w a t t com gen p re s s -
r o om pid =26 44
G e t t i n g s m ar t abo u t o u r su p p l y ch a in ( 2 01 1 ) M eet t h e P os s i b i l i t y
E con o m y 2 01 0 ATampT S u s ta i na b i l i t y R epo r t 74 R e t r i eved f rom
h t t p w w w a t t co mC om mo n ab ou t_ us f i l e s c s r _2 01 1 20 10 _CS R_R epo r t p
d f
G r een acco un t i n g a t a t ampt ( 20 06 ) Wi s t a En v i ro n men t A cco un t in g
R e t r i ev ed f r om
h t t p w w w wi t t s o rg E v a_ acc env _ acco u n t_ 5_ f eb0 6 wi s t a_ ev a_ aac_ cas es t
u d y h tm
Greenhouse gas emissions (2011) ATampT Retrieved from httpwwwattcomgencorporate-
citizenshippid=17895
Guidance on soci a l respons ib i l i t y co re subjects (2011) ENVR E -135
Discover ing our Socia l Respons ib i l i t i e s Ret r i eved f rom
ht tp m yex tens ion harvard edu i cb icb dokeyword=ex tampsubkeyword=k807
71amppageid=icb page427497amppageContent Id=icb pagecontent901687ampview=
viewdoampviewParam_di rector y=Supplementa l Folder
How developing cou nt r i es cont r ibu ted to i so 26000 (2011) ISO Ret r i eved
f rom
ht tp wwwi so o rg i so i so_ca ta loguemanagement_and_leadersh ip_s tandard
s soci a l_ respons ib i l i t y s r_news -and-
ar t i c l es s r_developing_count r ies_cont r ibut ion h tm
Iso 50001 energy management standard published (2011) Environmental Leader LLC
Retrieved from ht tp wwwenvi ronmenta l leader com201106 15 i so -50001-
energy-management -s tandard -publ i shed
I s o 1 4 03 1 E nv i r onm ent a l p e r fo rm an ce ev a lu a t io n (2 01 1) E NV R E -1 35
S us ta in ab i l i t y M e t r i c s R e t r i ev ed f ro m
h t t p m y ex t ens io n h a rv a rd ed u i cb i cb do ke yw o r d =ex tamps u bk e yw o r d =k8
0 7 71 ampp an e l = icb p ageco n ten t 90 17 21 r fo r um fo r um_ id =105 1 69 ampp age i d =i c
b page4 27 50 4 ampp ageC ont en t Id = i cb p ageco n t en t9 01 70 1 ampview =vi ew do ampv ie
w P aram_ di r ec to r y= S up p l em en t a l R ead in g Fo l d er
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 25
Is o 3 1 00 0 ndash r i sk man agem en t s t an d ar d (2 00 8 ) U ni ver s i t y o f Wa t e r lo o -
I n s t i t u t e f o r R i s k Res ear ch R e t r i ev ed f r om
h t t p do cs go o g le co mv i ew er a=v ampq=cach e yS f Ml jv D_eYJ w ww i r r -
n e r am ca p d f_ f i l e s IS O 2 0 31 00 0 p df IS O 3 1 00 0 ndash R i s k m an agem ent
O v e rs p en d i n g D el ays N o n com pl i an ce w i t h po l i c i es an d
r egu l a t i on s amphl =enampgl =u s amppid =b l amps rc i d =A D GE ES hR1P4J uW H eP aBS 5x sG
9x V rSY 3 Ow bE V Qz8 8 nA gs g_S 5 Yd Qo rFa1 e f w B6 yQ 7 z u rh hRW H LT U 4 a7G G
_ Em _ c5 Y 0ms hRu yU B_ 4j Q5 T viM IBp h 4 9s 5x J ipbW _Rh lzM B3W 8M -
T pm iT hQ b A amps i g=A H IE t b Q O QM i Zi V9 ycC D aPP cUh fo LE w z_ - w
K ap l an J W a ys to g r een yo u r s up p l y ch a in (2 00 9 ) E cop r en eur i s t
R e t r i ev ed f r om h t tp e cop r en eu r i s t co m 20 09 10 1 3 5 - wa ys - t o - g r e e n -
yo u r - s u pp l y- ch a i n
K e y p e r f o rm an ce in d i ca t o r s (2 01 1 ) 2 0 10 AT ampT S u s ta ina b i l i t y R epor t
R e t r i ev ed f r om
h t t p w w w a t t co mC om mo n ab ou t_ us f i l e s c s r _2 01 1 20 10 _CS R_R epo r t p
d f
M ate r i a l i t y m a t r ix ( 20 11 ) F or d su s ta in ab i l i t y r epo r t 20 1 0 2 01 1
R e t r i ev ed f r om h t tp co rp or a t e fo r d co mm i cr os i t es su s t a i n ab i l i t y - r ep o r t -
2 0 10 -1 1 i s s u es -m ate r i a l i t y - m a t r ix
Meet the possibility economy (2011) 2010 ATampT Sustainability Report Retrieved from
h t t p do cs go o g le co mv i ew er a=v ampq=cach e zx e4 t N v7 AJ MJ w w w a t t com
C om mo n ab ou t_ us f i l e s c s r _2 01 1 20 10 _CS R_R epo r t p d f+a t 2 6t +sus t a in a
b i l i t y+ r ep o r t +2 01 0amph l =en ampgl =us amppi d=b l amps r c i d =AD G EES g6 yD k G G u ZC4
A O b0 P1 gPh 2 rm YYG D _ GPWU u Fn_ eP 6W_ r 0 ix 0 E6j 29 L1 v ReF l 5 De l r FFN 9 Fb
m 8S Nh 4T L_ X i 0_ r f8 8 f LZBh 8 t G 5 cG G 5N gk H -
b f G F5i Vw CQ kx H etG M U GA C gA cG D qcA Zamps i g=A H IE t b T U3 V _ aJ ow 9P aQ t a
h O egU bPlPx -S w
Monitoring supplier performance and providing feedback (2011) TI Retrieved from
h t t p w w w t i comco r p d o cs com p an y c i t i z en e sh s c r e l a t i on sh ip sh tml
M ot otrade w 23 3 r en ew no w av a i l ab l e f ro m t - mo b i l e u sa ( 20 0 9) T - M obi l e
U S A In c R e t r i ev ed f rom h t tp w w w t -
m ob i l e com comp an y P r e s sR e l ea se s_A r t i c l e aspx as se tN am e=P rs _Pr s_ 20 0
9 0 20 5 ampt i t l e=M OTO W 23 3 R en ew Now Av a i l ab l e F ro m T - Mo bi l e USA
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 26
Networking for sustainability (2010) ATampT Intellectual Property Retrieved from
h t t p w w w a t t co m gen p r es s - r oom pid =26 44
N ev es L e t a l ( 200 8 ) Repo r t s um mary 8 amp9 S M ART 2 02 0 En ab l in g th e
l ow car bo n econ omy in t h e i n fo r mat ion ag e R e t r i ev ed f ro m
h t t p do cs go o g le co mv i ew er a=v ampq=cach e wi bRo E OJ Vn QJ ww w ges i o r
g Li n k Cl i ck a spx 3 Ff i l e t i ck e t 3 D cOA r p r Yn XWY 25 3D 2 6t ab id 3 D 60
+SM AR T +2 02 0 E2 80 93 +Ben ef i t s+ i n c lu d e+in c r eas ed+em plo yee+p r o d
u c t iv i t y + i n cr ea s ed+co l l ab o ra t i on +acce l e r a t ed +d ec i s io n -
m ak in g+an d +r edu ced +d ep end en c y+o n +p h ys i ca l + t r ave l amph l =en ampgl =us amppi d
=b l amps r c i d =AD G EESj T Fi 7 fWY Lr 4 4 a r Aw K 4b N U fMx 8 Mi wis lp j w yFM 4 m Nl Z
t aS D aBV QmT Y n eLX BF7 cW b Y yU E f u Vrx esA N kW8u H rC 3qA sP X BTM 6 c5 A
A D Pu 9SA 5 L6 O G 19L2 IFb T E 5Sz pv r dCR q9 O Zl6 qJ amps i g=AH IE t bS h lW Bu du F
z AO K 5b qauP a8 f yo O 3 cQ
N o rm and S amp M ora l es R ( 20 10 ) T e l eco mmu ni ca t io ns in a s i a
R esp on s i b l e R es earch Re t r i ev ed f ro m
h t t p do cs go o g le co mv i ew er a=v amp q=cach e ju LX d u eY TS IJ w w w r es po ns
i b l e r es ea r ch com Te l eco mm uni ca t io ns_ in _ As i a__ _ Is s u es_ f o r_R esp on s ib l e
_ In v es to r s_ __ Ex ecu t i ve_S umm ar y p d f T e l ecomm uni ca t ion s in A s i a
R esp ons ib l e R es ea rch i s an i nd ep en den t p ro v id e r o f s ec to r a l an d th em a t i c
A s i an
en v i ro nm ent amph l =en ampgl =us amppi d =b l ampsr c id =A D GE ESi yM k l 5 ZecW Io p O O 5C
j iG V b7 N Iq I0 P 3 i j Z5 o 9rx LQ h Y ZY 0 vw sK n j yE D 7 zzs 5z6 w yp ao6W 31 p GT kw E
h d wv BT ILl d k ym k M b Do 5w q N evPm gqZo 9 _ O Alp lMt h2 l0 g l J d Q ekJ t pRY eU Iamp
s i g=A H IE t bR3 CSi _D f c f 9 Bt Q5 Bq 5Q crK 4 nG k0 A
O p er a t i on s a r e t h e ldquoac t i v i t i e s rdquo (2 01 1) Ma in s t r eam in g Sus ta i n ab i l i t y
R e t r i ev ed f r om
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 09 95 f i l e s Ch p t 10S t ra t eg y p d f
P a r t r i d ge K e t a l ( 2 00 5 ) S t ak eho ld er r es ea r ch Th e S t akeh o l de r
E n ga gem en t M an ua l R e t r i ev ed f rom
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c9 3 10 41 f i l e s Su p p l em en t a l
R ead in g Fo l d er fo r W eek 5 A ccou n t ab i l i t y S t ak eh o l d er Vo l 1 pd f
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Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
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from httpisitesharvardedufsdocsicbtopic930967filesChapter4SustFootprintpdf
Pojasek R amp Farver S Discover ing our economic respons ib i l i t i es (2011)
Mains treaming Sus ta inabi l i t y Ret r ieved f rom
ht tp m yex tens ion harvard edu i cb icb dokeyword=ex tampsubkeyword=k807
71amppageid=icb page427498 amppageContent Id=icb pagecontent901699ampview=
viewdoampviewParam_di rector y=Supplementa l Folder
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httpwwwinvestopediacomtermssscalabilityasp
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Retrieved from
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 09 81 f i l e s E1 3 5Po j a s ek Ho u r2
S t r a t eg yO c t 2 4 p d f
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f
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Sustainability Retrieved from
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e427495
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operationalizing corporate sustainability strategy Retrieved from
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corporate sustainability strategy Robert
Pojasekamphl=enampgl=usamppid=blampsrcid=ADGEESgx1NqcCcopU0SLiQrosDnLz5x74I3rTWG4K
GD9IR6qzkqFzRC4LS1OySGIfHHbRfUs_VMMn63bT7CMFQEqzB5KoYYroa7e5PXKin_W-
0AQ8_8AQM9skANdvKbk9hyiOIwl4pxKampsig=AHIEtbS-
O3zHn1Dx9H_M9WTuEEFlhMuCYw
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Creek CO Mainstreaming Sustainability
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p df
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Sustainability Retrieved from
httpisitesharvardedufsdocsicbtopic930968filesChpt12Communicationpdf
Pojasek R Improve infuse integrate (2007) Introducing ISO 14001 III Retrieved from
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Quality Management Retrieved from
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10Integrated MS Really Integratedpdf
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Indicators Finalpdf
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Management Retrieved from
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Indicators Finalpdf
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Management Retrieved from
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Indicators Finalpdf
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 29
Pojasek R Sustainability reporting reviews and assurance (2009) Sustainability Reporting
Retrieved from
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 10 01 f i l e s Ch p t 16 Repo r t in g pd
f
Productservice differentiation (2011) EzineArticlescom Retrieved from
h t t p ez in ea r t i c l e s com Co rp o r a t e -Su s t a i n ab i l i t y - S t r a t eg y- - - T o p - Fi v e -
R eas on s -Wh y- Y o u -N eed - On eampid =1 73 61 0 7
Product stewardship (2011) ATampT Retrieved from httpwwwattcomgencorporate-
citizenshippid=17914
Programs implementing management system elements (2010) ATampT Environment Health and
Safety Management System Retrieved from
Policy and practice 2011report card on banks and mountaintop removal (2011) Rainforest
action network 5 Retrieved from
httpdocsgooglecomviewera=vampq=cacheznZFoDiTQ_0Jranorgnode2602 2011Report
Card on Banks and Mountaintop
Removalamphl=enampgl=usamppid=blampsrcid=ADGEESiGYaCcDf0sYT657_WMylU-
AzBvwDWdvKoDUF5Lez-KtWO9YhejdYwACsq-6CXAbxzbAmTyUajNjjNni03M0EauGnzt-
EA_hYjdHzEPd8YpJDHkPenRn3ntYTqLuOiNAUICUlTKampsig=AHIEtbRF10DajUTOCRYda
pnhO3rnT1vwEQ
Quadir JCorporate sustainability strategy - top five reasons why you need one (2011)
EzineArticles Retrieved from httpezinearticlescomCorporate-Sustainability-Strategy---Top-
Five-Reasons-Why-You-Need-Oneampid=1736107
(2011) What does scalability mean Investopedia ULC Retrieved from
httpwwwinvestopediacomtermssscalabilityasp
Six focus areas (2010) ATampT Citizenship and Sustainability Report Retrieved from
httpwwwsocialfundscomsharedreports1308027026_ATT_2009_CitizenshipSustainabilityR
eportpdf
Social responsibility report (2006) Corporate Research Center Retrieved from
h t t p w w w so c i a l fu n ds com cs r p r o f i l e cg i id =1 8
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 30
Sprint establishes first-in-industry product stewardship policy (2011) TriplePundit Retrieved
from httpwwwtriplepunditcom201105sprint-establishes-first-industry-product-stewardship-
policy
Sprint recycle (2011) Sprint Retrieved from
httpwwwsprintcomresponsibilitycommunities_acrosseco_opshtml
(2009) Supply chain revolutionary atampt leads procurement zone adoption TechTarget
Retrieved from h t t p s ea r ch t e l ecom t ech ta r ge t co m t i p S up p l y - ch a i n -
r ev o lu t i on a r y- A T T - l ead s -p ro cu r em en t - zo n e - ado p t i on
Strategic materiality assesment (2011) 2010 ATampT Sustainability Report Retrieved from
httpdocsgooglecomviewera=vampq=cacheFiS_bp4ePaMJwwwattcomCommonabout_usf
ilescsr_2011ATT_2010_strategic_materiality_assessmentpdf Hazardous waste reduction
ATampTamphl=enampgl=usamppid=blampsrcid=ADGEESic8Uk_3kx9gSsNQ2sSwVb7O-
lrCDiSrJS9KmI06W8qbqk8t15CI8l2s06D7uz0_edt5ul1NsFCjFzyj7u-5EB1B7PL-
SD4vb6eDMnw1eCC9FtS7Zn4-
tzdiwG_CBvQZ_lXVySRampsig=AHIEtbShU1fUgNQtQdilp4HdvkvjJjX-EQ
Supplier quality (2011) ATampT Retrieved from httpwwwattsupplierscom
Sustainable development a business definition (2007) Business strategies for sustainable
development Retrieved from
httpdocsgooglecomviewera=vampq=cachebSBLJLGuMgcJwwwiisdorgbusinesspdfbusin
ess_strategypdf Incorporating the recommended steps to a sustainable
futureamphl=enampgl=usamppid=blampsrcid=ADGEESjGotAq8rNBuHjBrsbzQMroUOfuJDVipoB7_ks
qdmiaRduq0ieJzyPUe7A9K8kCqPIjZZI9YRdVBWvP2if5Cq4pS1cvG2NX_02rKxqnfkJG8Zm1
D1AKKeLdBdeTzvMr05OithF1ampsig=AHIEtbQC4qGc2VrGdk1PsR7hIVbO3zcCOg
(2011) Training and awareness Sprint Retrieved from
httpwwwsprintcomresponsibilityouroperationsenvironmentalpolicyhtml
Vision statement (2011) ATampT sustainability vision Retrieved from
h t t p do cs go o g le co mv i ew er a=v ampq=cach e _S4 r OP 5U lw IJ w ww a t t co m
C omm on abo u t _u s f i l e s p d f cs r _p ape r_ p o l i cy p d f +A T 26 T +s us t a in ab i l i t y
+v i s i on amphl =en ampgl=u s amppid =b l amps r c id=A D G EES gH 0 -
4 f v NQJ Q s OY oY D 8L_ 0 D H gp u cT pa -
LcG cQ Q B yO _ l Cb u lb 2 Vt Um FX r a7 N V52 6 TK X r rD h w3l 8 f9 -
p gH F4 j in h KA f k gRQ P5 oC BMX 8 XA f Gs LIE J K f Rzh LZE k E aC s gOM Fw Q7 X f5
aJ amps i g=A H IE t b T yO smx D3j Crx 3 G 5w g6J l k LC 3 bpx A
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 31
What are the g3 guidelines (2011) Global reporting initiative Retrieved from
httpwwwglobalreportingorgreportingframeworkg3guidelines
Workforce inclusion (2007) Social Responsibility Report Retrieved from
httpdocsgooglecomviewera=vampq=cacheo_6Rwfb4lBsJwwwattcomCommonfilespdf3
30938_ATTcsr_0623pdf ATampT reinforce the commitment to a
socialamphl=enampgl=usamppid=blampsrcid=ADGEESjQalPiV_TGsaNvqmVBhqfnqytuxjvKhQIEmkG
z_N_3tGEojkaKirI-bMpPR-7Y4KrKSXMmYHlPDbF_qBxUc2g7lAw6tmPdP5jhM-
cEQNyp0Pd8kvqmW9YRqotX_heXs2Vv6dgXampsig=AHIEtbReQdWTz60fpWqKNiSTGukJcB
ET5g
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 18
regulations on a local federal and international arena and competence in operational
management (Iso 14031 Environmental 2011) ATampT lacks of a sustainability management
system that amalgamate all the sectors and department with an efficient business alignment of all
departments and operations The company focuses primarily in the economic responsibility and
secondary the social responsibility and the business model appears too fragmentized as the
environmental responsibility doesnrsquot get the same level of urgency
Nevertheless a GRI report and becoming a Carbon Disclosure Program (CDP) partner will
increase transparency and accountability attached to metrics that can be measured and
consequently improved ATampT by now uses the G3 Guidelines the cornerstone of GRIs
Sustainability Reporting Framework (What are the 2011) to determine the types of data to
report in its 2010 Citizenship and Sustainability Report as well as Key Performance Indicators
(KPIs ) that have already been implemented (key performance indicators 2011)These are
lagging indicators and are valuable to know where the company stands and therefore ATampT can
be able to seeking improvements and correct faulty operations but they are not an assurance of
positive outcomes
The inventory of the combined activities of the company was stated in section 21 and
subsequently after proceeding with the identification and evaluation of the sustainability
footprint ATampT should conduct a materiality analysis The main reason is to highlight
efficiently the issues spotted in relation to their concern to stakeholders and subsequently the
effect they have on the organization The following Materiality Matrix chart shows the
categorized issues and prevailing potential conditions in each box accordingly to the potential
impact on the company and the increasing concern to stakeholders respectively
a) Low Impact a) Medium Impact a) High Impact
High Concern High Concern High Concern
Increasing
Concerns b) Low Impact b) Medium Impact b) High Impact
To Medium Concern Medium Concern Medium Concern
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 19
Stakeholders
c) Low Impact c) Medium Impact c) High Impact
Low Concern Low Concern Low Concern
Increasing current or potential impact on the company
Chart (Materiality matrix 2011)
The above materiality matrix can be utilized by identifying material issues at each level and
efficiently addressing them in a timely manner A sense of urgency is needed at the
corresponding stage of the issuesrsquo level (Materiality matrix 2011)
To summarize the representative elements of the materiality analysis process the following
aspects needs to be underscored
1 ldquoIdentification of a universe of relevant economic social environmental and
policygovernance issues for consideration
2 Evaluation and ranking of the level of internal and external stakeholder concerns
regarding each issue
3 Evaluation and ranking of the potential impact on the company of each issue
4 Development of a matrix-based prioritization of the issues and
5 Execution of a structured collaborative strategy planning implementation and reporting
processrdquo (A roadmap to 2011)
The prior representation of the materiality analysis will lead to a rigorous evaluation of the three
responsibilities significant to the company and its stakeholders The analysis can provide to
ATampT with beneficial insight information guiding the organization to a strategic direction as
well as a tactical change management in sustainability that translates into a purposeful process to
help the organizations succeed (A roadmap to 2011)
43 ATampT conversion from lagging to leading indicators to improve the SMS
ATampT is using lagging indicators that are not helpful in identifying and revealing potential
problems that can carry severe process upset with irreversible consequences It may lack of
presenting solutions and consequently implementing corrective actions (Pojasek R lagging
2009) In contrast leading indicators are useful to check the efficiency of control systems and
provide crucial warning of disadvantages before any issues is present (Pojasek R leading
indicators 2009) ATampT needs to use both indicators to drive sustainability performance
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 20
consequently the company needs to implement as well as emphasize leading indicators on the
following areas for full effectiveness
i There must be a connection between the leading indicators and the outcomes that are of
interest
ii The reasons for using the indicators and the benefits they offer must be understood by
line management and by the employees affected
iii The indicators must provide information that can guide future actions
(Pojasek RUsing Leading 2009)
Therefore a mix of lagging and leading indicators that are pertinent and efficiently linked to the
system amalgamating the three responsibilities in one single measure with an accessible data for
lagging indicators as well as objective data for leading indicators will be crucial for continue
improvement and the company will be able to include a culture of sustainability within the
organization (Pojasek R amp Farver S effective indicators 2011) Nonetheless a framework tool
that can quantify leading indicators is the Australian Business Excellence Frameworkrsquos ADRI
(approach deployment results and improvement) scoring method (Pojasek R ADRI Scoring
2009) Consequently ATampT can drastically increase value and accurate information to develop
an efficient sustainability management system that amalgamates all the tools necessary to
become a leader in a highly competitive telecommunications market
44 Ensure transparency and accountability
Ensuring transparency and accountability is crucial in todayrsquos global business environment to
keep the company competitive The question that arrives addressing this issue is how to convince
the management leadership of ATampT to change the system that appears to be working for them
in the current business environment
Shareholders and stakeholders pressure complying with laws and regulations competitive
advantage and public relations can also be drivers for transparency and accountability
Nonetheless individuals and companies from the private and public sectors can create the
atmosphere for ATampT to create the necessary reports on the organizationrsquos sustainability
performance because that can highly influence their investment options and decisions that are
correlated to ATampT overall performance (Pojasek 2009) Therefore a sustainability reporting
review and assurance would be needed and the data should be subjected to internal controls and
processes associated with an internal audit Additionally after the requirements of internal
assurance are met ATampT could extend that report to an external assurance process as the
AccountAbilityrsquos AA1000 Stakeholder Engagement Standard (Pojasek R Sustainability
reporting 2009)
The ATampT research assessment and followed recommendations have shown an integrated
corporate sustainability assessment that can adopt business strategies and activities to meet the
stakeholdersrsquo objectives while protecting sustaining and enhancing the human and natural
resources that will be needed in the future (Sustainable development a 2007)
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 21
50 References
Andriof J (2002) Unfolding stakeholder thinking theory responsibility and engagement
Retrieved from
httpbooksgooglecombooksid=THtznfpayXoCamppg=PA205amplpg=PA205ampdq=ATampT
external stakeholder NGOsampsource=blampots=ye28xPUa-Kampsig=xRRKKteuu9fWgEUH-
NCBizrYDnYamphl=enampei=WvmxTvzrI5TXiQKjuP0Bampsa=Xampoi=book_resultampct=resultampresnu
m=1ampved=0CB8Q6AEwADgK
A r oadm ap t o p e r f o r m s up p l y ch a i n - focu s ed m at e r i a l i t y a s s es sm en t s
( 2 01 1 ) V al ues t ream i ng R e t r i ev ed f r om
h t t p v a l u es t r eam 20 0 9 wo r dp r es s co m 20 11 0 2 0 2 a - ro adm ap - to - pe r f o r m -
s up p l y- ch a i n - f o cu sed -m a t e r i a l i t y - a s s es sm e n t s
Atampt activates one million iphone 4s (2011) ATampTcompress Retrieved from
h t t p w w w a t t co m gen p r es s -
r o om pid =21 79 8 ampcd v n=n ews amp n ew s ar t i c l e id =33 13 5 ampm apco d e=co ns um er | f
i n an c i a l
Atampt aligning business and sustainability strategy (2011) TriplePundit Retrieved from
h t t p w w w t r i p l epu n d i t com 2 00 9 0 8 a t t - a l i gn i n g -b us in es s - an d -
s us t a in ab i l i t y - s t r a t eg y
Atampt announces new telepresence facilities in atampt bangalore offices (2010) ATampT Retrieved
from httpwwwattcomgenpress-roompid=18067ampcdvn=newsampnewsarticleid=30911
Atampt company information (2011) ATampT Corporate Retrieved from
h t t p w w w a t t co m gen in v es t o r - r e l a t i o ns p i d =5 71 1
Atampt environment health and safety management system (2010) Retrieved from
h t t p do cs go o g le co mv i ew er a=v ampq=cach e a6p l l J Uk q6YJ w w w a t t co m
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 22
C omm on abo u t _u s c i t i z ens h i p EMS _mat r ix pd f +AT 26 T+en v i ro nm ent a l +
an d +s a f e t y+ r egu l a t i on s amphl =en ampgl =usampp i d=b l amps r c id =A DG E ES hm5 H KkC i
0 5 4CY E Zv d aG XP HG 2 d3 f i 2_ es7 V gBs wd 2 - t oz J aMPW 9 Bu mG T ss _Q MP Q_ -
t yp - e N - eO Ui _6 oV lJ Q X V LV 6 rz gM HxO S I -
S 8 j wW3R wJ uT d9 Vx yr 2 x T _lz MY 1t cK cp M ND i FLamps i g=A HIE t b Q G V tX q Qq 6
r R qU kY lX yeM M _M G X IL
A t ampt s en v i r onm enta l s us t a i n ab i l i t y i n i t i a t i v es (2 01 1 ) Ma r ke t Wa t ch
R e t r i ev ed f r om h t tp w w wm ar ke tw a tch co ms to r y a t t - add s -b a t t e r y-
ch a r ge r - pa r t i a l l y- m ad e - f rom - r ecyc l ed - w a t e r - bo t t l e s - to -p ro d uc t - l i ne - up -
2 0 11 -1 1 -1 4
Atampt included in carbon disclosure projects carbon disclosure (2011) PR Newswire Retrieved
from h t t p ww w p rnew s wi r e com n ew s - r e l eas es a t t - i n c l ud ed - in - ca r bo n -
d i s c l os u r e - p ro j ec t s - ca r bo n -d i s c l os u r e - l e ade r sh i p - i nd ex - 10 3 44 09 94 h t ml
A t ampt i n c s ( t n ) q ua r t e r l y r ev en u e (20 1 1) T ho m so n R eu t e r s R e t r i ev ed
f r om h t tp w w w r eu t e r s com a r t i c l e 20 1 1 1 0 20 us - a t t -
i d USTR E 79J 2M H 20 1 11 02 0
A t ampt r ead i e s i t s s up p l y ch a in fo r t h e fu tu r e (2 01 1 ) AT ampT R e t r i ev ed
f r om h t tp w w w a t t com gen p r e s s -
r o om pid =48 00 ampcdv n =n ews ampn ews a r t i c l e i d =2 70 88
A t ampt s l im s do w n acce s so r y p ack ag i n g an no un ces n ew eco - f r i end l y
s t an da r ds fo r h an dse t s ( 20 10 ) AT ampT I n t e l l e c t ua l Pro p er t y R e t r i ev ed
f r om h t tp w w w a t t com gen p r e s s -
r o om pid =48 00 ampcdv n =n ews ampn ews a r t i c l e i d =3 05 99
T h e a t ampt t e ch no lo gy an d env i r on m ent aw a r ds p r o gr am (20 1 1) AT ampT
R e t r i ev ed f r om h t tp w w w a t t co m gen co rp o r a t e - c i t i z ens h i p p id =1 24 34
Atampt universal design policy adopted in 1998 background (2009) ATampT Retrieved from
h t t p w w w a t t co m gen gen e r a l p id =10 1 91
Blackburn W (2008) The sustainability handbook (p 378) Washington DC Environmental
Law Institute
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 23
C h ar t e r M e t a l Su p p l y ch a i n s t r a t egy ( 2 0 01 ) Th e S I GM A P ro j ec t
R e t r i ev ed f r om h t tp do cs go o gl e com v i ew er a=v ampq =cach e FG -
R FkS1 m ZsJ p ro j ec t s i gma co u k R n DSt r eams R D_s up p l y_ ch a in _s t r a t eg y p
d f +Th i s + r es ea rch +in v es t i ga t ed +t h e+eco n omi c +so c i a l +and +env i r on m ent a l
+ im p ac t s + in +s up p ly+ch a i n +m an agem en t amphl =en ampgl =us amppi d =b l amps r c i d =A D
G E ESj T6 j BY3 QR cz6 Bo u L_ p uT kP y_ h T1 Lw N Z7 G p 8 6 IT j f cb S g23 FaP u gP RC
9 tp 41 7x g9 A kx m -
O m YR HS HRS5 BY d6 ZY o 9m H B_ M Nb 6G 9 A XG R0 bN sNx x kU n voJ W1 Lb 6 n T
E Rv Zu 5_ 79 Zq T cyamp s i g=A H IE t bQ pW ZId T vG 2 Y - 9 Gj3 Ts v eK 2 h yC R Ig
C omm on i ns pec t io n a r eas fo r im pr ov em ent (2 01 1 ) L ea rn in g an d S k i l l s
I m pr o vem en t S er v i ce R e t r i ev ed f rom
h t t p w w w ex ce l l en cega t ewa y o r g u k p age a spx o =1 08 214
C omm un ica t io n (20 1 1) C om mu ni ca t i on Excerp t s f r om A us t r a l i an N ew
Z ea la nd S ta nd ar d 14 0 04 R e t r i ev ed f r om
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 09 68 f i l e s Su p p l em en t a l
Fo ld e r Com mEx er p t IS O 1 40 04 p d f
C on n ec t i n g p eo p l e an d bu s i n ess e s ( 201 1 ) M edi a K i t Su s t a i na b i l i t y
R e t r i ev ed f r om h t tp w w w a t t co m gen p r es s - r oo m pid =2 6 44
Environment ATampT Sustainability (2011) Retrieved from
h t t p w w w a t t co m gen co rp or a t e - c i t i z en sh i p p id =85 06
E n vi ro nm en t h ea l th an d s a fe t y ( eh amps ) m an agem ent s ys t em ( 20 11 ) A ampT
Ci t i z ens h i p EH S Re t r i ev ed f r om
h t t p do cs go o g le co mv i ew er a=v ampq=cach e wu w 3ib l2 eK 4J ww w a t t com
C omm on abo u t _u s c i t i z ens h i p EHS _Man agem en t pd f A TampT IS O 1 40 01 ndash
E n v i ro nm en t a l
M an agem ent amphl =en ampgl =us amppi d =b l ampsr c id =A D GE ESj BN bj X a3 j j s w hU Q v Fh
C dD A nf E A ag yIN n b lW MX MT cXx -
Q bR 3 BU1 ol j ikJ _ yq x f l f aG vb yD yl F l v 3 ah 3C ws hz fE br T Uj vY eM uf tD FtQ i G G 7
d D 9oR qt D IA s 4 vzSM gPt p Ax C0 rfW Bcamps i g=A H IE t bR Q NrZe5 o Tm nt sV g6 H Z
1 v G7 j rzC yw
Environmental sustainability (2011) ATampT Media Kit Sustainability Retrieved from
h t t p w w w a t t co m gen p r es s - r oom pid =26 4 4
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 24
Environmental sustainability commitment is based on three tenants (2011) ATampT
environmental sustainability Retrieved from h t tp ww w a t t com gen p re s s -
r o om pid =26 44
G e t t i n g s m ar t abo u t o u r su p p l y ch a in ( 2 01 1 ) M eet t h e P os s i b i l i t y
E con o m y 2 01 0 ATampT S u s ta i na b i l i t y R epo r t 74 R e t r i eved f rom
h t t p w w w a t t co mC om mo n ab ou t_ us f i l e s c s r _2 01 1 20 10 _CS R_R epo r t p
d f
G r een acco un t i n g a t a t ampt ( 20 06 ) Wi s t a En v i ro n men t A cco un t in g
R e t r i ev ed f r om
h t t p w w w wi t t s o rg E v a_ acc env _ acco u n t_ 5_ f eb0 6 wi s t a_ ev a_ aac_ cas es t
u d y h tm
Greenhouse gas emissions (2011) ATampT Retrieved from httpwwwattcomgencorporate-
citizenshippid=17895
Guidance on soci a l respons ib i l i t y co re subjects (2011) ENVR E -135
Discover ing our Socia l Respons ib i l i t i e s Ret r i eved f rom
ht tp m yex tens ion harvard edu i cb icb dokeyword=ex tampsubkeyword=k807
71amppageid=icb page427497amppageContent Id=icb pagecontent901687ampview=
viewdoampviewParam_di rector y=Supplementa l Folder
How developing cou nt r i es cont r ibu ted to i so 26000 (2011) ISO Ret r i eved
f rom
ht tp wwwi so o rg i so i so_ca ta loguemanagement_and_leadersh ip_s tandard
s soci a l_ respons ib i l i t y s r_news -and-
ar t i c l es s r_developing_count r ies_cont r ibut ion h tm
Iso 50001 energy management standard published (2011) Environmental Leader LLC
Retrieved from ht tp wwwenvi ronmenta l leader com201106 15 i so -50001-
energy-management -s tandard -publ i shed
I s o 1 4 03 1 E nv i r onm ent a l p e r fo rm an ce ev a lu a t io n (2 01 1) E NV R E -1 35
S us ta in ab i l i t y M e t r i c s R e t r i ev ed f ro m
h t t p m y ex t ens io n h a rv a rd ed u i cb i cb do ke yw o r d =ex tamps u bk e yw o r d =k8
0 7 71 ampp an e l = icb p ageco n ten t 90 17 21 r fo r um fo r um_ id =105 1 69 ampp age i d =i c
b page4 27 50 4 ampp ageC ont en t Id = i cb p ageco n t en t9 01 70 1 ampview =vi ew do ampv ie
w P aram_ di r ec to r y= S up p l em en t a l R ead in g Fo l d er
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 25
Is o 3 1 00 0 ndash r i sk man agem en t s t an d ar d (2 00 8 ) U ni ver s i t y o f Wa t e r lo o -
I n s t i t u t e f o r R i s k Res ear ch R e t r i ev ed f r om
h t t p do cs go o g le co mv i ew er a=v ampq=cach e yS f Ml jv D_eYJ w ww i r r -
n e r am ca p d f_ f i l e s IS O 2 0 31 00 0 p df IS O 3 1 00 0 ndash R i s k m an agem ent
O v e rs p en d i n g D el ays N o n com pl i an ce w i t h po l i c i es an d
r egu l a t i on s amphl =enampgl =u s amppid =b l amps rc i d =A D GE ES hR1P4J uW H eP aBS 5x sG
9x V rSY 3 Ow bE V Qz8 8 nA gs g_S 5 Yd Qo rFa1 e f w B6 yQ 7 z u rh hRW H LT U 4 a7G G
_ Em _ c5 Y 0ms hRu yU B_ 4j Q5 T viM IBp h 4 9s 5x J ipbW _Rh lzM B3W 8M -
T pm iT hQ b A amps i g=A H IE t b Q O QM i Zi V9 ycC D aPP cUh fo LE w z_ - w
K ap l an J W a ys to g r een yo u r s up p l y ch a in (2 00 9 ) E cop r en eur i s t
R e t r i ev ed f r om h t tp e cop r en eu r i s t co m 20 09 10 1 3 5 - wa ys - t o - g r e e n -
yo u r - s u pp l y- ch a i n
K e y p e r f o rm an ce in d i ca t o r s (2 01 1 ) 2 0 10 AT ampT S u s ta ina b i l i t y R epor t
R e t r i ev ed f r om
h t t p w w w a t t co mC om mo n ab ou t_ us f i l e s c s r _2 01 1 20 10 _CS R_R epo r t p
d f
M ate r i a l i t y m a t r ix ( 20 11 ) F or d su s ta in ab i l i t y r epo r t 20 1 0 2 01 1
R e t r i ev ed f r om h t tp co rp or a t e fo r d co mm i cr os i t es su s t a i n ab i l i t y - r ep o r t -
2 0 10 -1 1 i s s u es -m ate r i a l i t y - m a t r ix
Meet the possibility economy (2011) 2010 ATampT Sustainability Report Retrieved from
h t t p do cs go o g le co mv i ew er a=v ampq=cach e zx e4 t N v7 AJ MJ w w w a t t com
C om mo n ab ou t_ us f i l e s c s r _2 01 1 20 10 _CS R_R epo r t p d f+a t 2 6t +sus t a in a
b i l i t y+ r ep o r t +2 01 0amph l =en ampgl =us amppi d=b l amps r c i d =AD G EES g6 yD k G G u ZC4
A O b0 P1 gPh 2 rm YYG D _ GPWU u Fn_ eP 6W_ r 0 ix 0 E6j 29 L1 v ReF l 5 De l r FFN 9 Fb
m 8S Nh 4T L_ X i 0_ r f8 8 f LZBh 8 t G 5 cG G 5N gk H -
b f G F5i Vw CQ kx H etG M U GA C gA cG D qcA Zamps i g=A H IE t b T U3 V _ aJ ow 9P aQ t a
h O egU bPlPx -S w
Monitoring supplier performance and providing feedback (2011) TI Retrieved from
h t t p w w w t i comco r p d o cs com p an y c i t i z en e sh s c r e l a t i on sh ip sh tml
M ot otrade w 23 3 r en ew no w av a i l ab l e f ro m t - mo b i l e u sa ( 20 0 9) T - M obi l e
U S A In c R e t r i ev ed f rom h t tp w w w t -
m ob i l e com comp an y P r e s sR e l ea se s_A r t i c l e aspx as se tN am e=P rs _Pr s_ 20 0
9 0 20 5 ampt i t l e=M OTO W 23 3 R en ew Now Av a i l ab l e F ro m T - Mo bi l e USA
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 26
Networking for sustainability (2010) ATampT Intellectual Property Retrieved from
h t t p w w w a t t co m gen p r es s - r oom pid =26 44
N ev es L e t a l ( 200 8 ) Repo r t s um mary 8 amp9 S M ART 2 02 0 En ab l in g th e
l ow car bo n econ omy in t h e i n fo r mat ion ag e R e t r i ev ed f ro m
h t t p do cs go o g le co mv i ew er a=v ampq=cach e wi bRo E OJ Vn QJ ww w ges i o r
g Li n k Cl i ck a spx 3 Ff i l e t i ck e t 3 D cOA r p r Yn XWY 25 3D 2 6t ab id 3 D 60
+SM AR T +2 02 0 E2 80 93 +Ben ef i t s+ i n c lu d e+in c r eas ed+em plo yee+p r o d
u c t iv i t y + i n cr ea s ed+co l l ab o ra t i on +acce l e r a t ed +d ec i s io n -
m ak in g+an d +r edu ced +d ep end en c y+o n +p h ys i ca l + t r ave l amph l =en ampgl =us amppi d
=b l amps r c i d =AD G EESj T Fi 7 fWY Lr 4 4 a r Aw K 4b N U fMx 8 Mi wis lp j w yFM 4 m Nl Z
t aS D aBV QmT Y n eLX BF7 cW b Y yU E f u Vrx esA N kW8u H rC 3qA sP X BTM 6 c5 A
A D Pu 9SA 5 L6 O G 19L2 IFb T E 5Sz pv r dCR q9 O Zl6 qJ amps i g=AH IE t bS h lW Bu du F
z AO K 5b qauP a8 f yo O 3 cQ
N o rm and S amp M ora l es R ( 20 10 ) T e l eco mmu ni ca t io ns in a s i a
R esp on s i b l e R es earch Re t r i ev ed f ro m
h t t p do cs go o g le co mv i ew er a=v amp q=cach e ju LX d u eY TS IJ w w w r es po ns
i b l e r es ea r ch com Te l eco mm uni ca t io ns_ in _ As i a__ _ Is s u es_ f o r_R esp on s ib l e
_ In v es to r s_ __ Ex ecu t i ve_S umm ar y p d f T e l ecomm uni ca t ion s in A s i a
R esp ons ib l e R es ea rch i s an i nd ep en den t p ro v id e r o f s ec to r a l an d th em a t i c
A s i an
en v i ro nm ent amph l =en ampgl =us amppi d =b l ampsr c id =A D GE ESi yM k l 5 ZecW Io p O O 5C
j iG V b7 N Iq I0 P 3 i j Z5 o 9rx LQ h Y ZY 0 vw sK n j yE D 7 zzs 5z6 w yp ao6W 31 p GT kw E
h d wv BT ILl d k ym k M b Do 5w q N evPm gqZo 9 _ O Alp lMt h2 l0 g l J d Q ekJ t pRY eU Iamp
s i g=A H IE t bR3 CSi _D f c f 9 Bt Q5 Bq 5Q crK 4 nG k0 A
O p er a t i on s a r e t h e ldquoac t i v i t i e s rdquo (2 01 1) Ma in s t r eam in g Sus ta i n ab i l i t y
R e t r i ev ed f r om
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 09 95 f i l e s Ch p t 10S t ra t eg y p d f
P a r t r i d ge K e t a l ( 2 00 5 ) S t ak eho ld er r es ea r ch Th e S t akeh o l de r
E n ga gem en t M an ua l R e t r i ev ed f rom
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c9 3 10 41 f i l e s Su p p l em en t a l
R ead in g Fo l d er fo r W eek 5 A ccou n t ab i l i t y S t ak eh o l d er Vo l 1 pd f
Pojasek R ADRI Scoring (2009)Adri scoring of leading indicators Environmental Quality
Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 27
Pojasek R Corporate sustainability footprint (2011) Mainstreaming Sustainability Retrieved
from httpisitesharvardedufsdocsicbtopic930967filesChapter4SustFootprintpdf
Pojasek R amp Farver S Discover ing our economic respons ib i l i t i es (2011)
Mains treaming Sus ta inabi l i t y Ret r ieved f rom
ht tp m yex tens ion harvard edu i cb icb dokeyword=ex tampsubkeyword=k807
71amppageid=icb page427498 amppageContent Id=icb pagecontent901699ampview=
viewdoampviewParam_di rector y=Supplementa l Folder
(2011) What does scalability mean Investopedia ULC Retrieved from
httpwwwinvestopediacomtermssscalabilityasp
Pojasek R amp Farver S Envr e-135 leading indicators (2011) Corporate sustainability strategy
Retrieved from
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 09 81 f i l e s E1 3 5Po j a s ek Ho u r2
S t r a t eg yO c t 2 4 p d f
Pojasek R Envr e-135 Sustainability reporting (2009) Mainstreaming Sustainability
Retrieved from
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 10 01 f i l e s Ch p t 16 Repo r t in g pd
f
Pojasek R amp Farver S Identifying and engaging key stakeholders (2011) Mainstreaming
Sustainability Retrieved from
httpmyextensionharvardeduicbicbdokeyword=extampsubkeyword=k80771amppageid=icbpag
e427495
Pojasek R amp Farver S Important economic considerations (2011) Economic responsibility and
operationalizing corporate sustainability strategy Retrieved from
httpdocsgooglecomviewera=vampq=cacheIOdMb-
I1hRsJisitesharvardedufsdocsicbtopic849748filesOct18PojasekHour2pdf Is risk part of
corporate sustainability strategy Robert
Pojasekamphl=enampgl=usamppid=blampsrcid=ADGEESgx1NqcCcopU0SLiQrosDnLz5x74I3rTWG4K
GD9IR6qzkqFzRC4LS1OySGIfHHbRfUs_VMMn63bT7CMFQEqzB5KoYYroa7e5PXKin_W-
0AQ8_8AQM9skANdvKbk9hyiOIwl4pxKampsig=AHIEtbS-
O3zHn1Dx9H_M9WTuEEFlhMuCYw
Pojasek R amp Farver S Mainstreaming sustainability (2011) 1 ed Vol 1 p 162 Woody
Creek CO Mainstreaming Sustainability
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 28
Pojasek R amp Farver S Product perspective (2011) Mainstreaming Sustainability 6 Retrieved
from
h t t p i s i t e s h a rv a rd ed u f s d o c s i cb to p i c93 09 73 f i l e s Ch p t 13S up p l yC h a in
p df
Pojasek R amp Farver S Sustainability requirements for communications (2011) Mainstreaming
Sustainability Retrieved from
httpisitesharvardedufsdocsicbtopic930968filesChpt12Communicationpdf
Pojasek R Improve infuse integrate (2007) Introducing ISO 14001 III Retrieved from
httpisitesharvardedufsdocsicbtopic931012filesSupplemental Reading Folder for Week
10ISO 14001 Enhancedpdf
Pojasek R Is your integrated management system really integrated (2006) Environmental
Quality Management Retrieved from
httpisitesharvardedufsdocsicbtopic931012filesSupplemental Reading Folder for Week
10Integrated MS Really Integratedpdf
Pojasek R Lagging indicators (2009) Environmental Quality Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
Pojasek R leading indicators Understanding leading indicators (2009) Environmental Quality
Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
Pojasek RUsing Leading Using leading indicators properly (2009) Environmental Quality
Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 29
Pojasek R Sustainability reporting reviews and assurance (2009) Sustainability Reporting
Retrieved from
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 10 01 f i l e s Ch p t 16 Repo r t in g pd
f
Productservice differentiation (2011) EzineArticlescom Retrieved from
h t t p ez in ea r t i c l e s com Co rp o r a t e -Su s t a i n ab i l i t y - S t r a t eg y- - - T o p - Fi v e -
R eas on s -Wh y- Y o u -N eed - On eampid =1 73 61 0 7
Product stewardship (2011) ATampT Retrieved from httpwwwattcomgencorporate-
citizenshippid=17914
Programs implementing management system elements (2010) ATampT Environment Health and
Safety Management System Retrieved from
Policy and practice 2011report card on banks and mountaintop removal (2011) Rainforest
action network 5 Retrieved from
httpdocsgooglecomviewera=vampq=cacheznZFoDiTQ_0Jranorgnode2602 2011Report
Card on Banks and Mountaintop
Removalamphl=enampgl=usamppid=blampsrcid=ADGEESiGYaCcDf0sYT657_WMylU-
AzBvwDWdvKoDUF5Lez-KtWO9YhejdYwACsq-6CXAbxzbAmTyUajNjjNni03M0EauGnzt-
EA_hYjdHzEPd8YpJDHkPenRn3ntYTqLuOiNAUICUlTKampsig=AHIEtbRF10DajUTOCRYda
pnhO3rnT1vwEQ
Quadir JCorporate sustainability strategy - top five reasons why you need one (2011)
EzineArticles Retrieved from httpezinearticlescomCorporate-Sustainability-Strategy---Top-
Five-Reasons-Why-You-Need-Oneampid=1736107
(2011) What does scalability mean Investopedia ULC Retrieved from
httpwwwinvestopediacomtermssscalabilityasp
Six focus areas (2010) ATampT Citizenship and Sustainability Report Retrieved from
httpwwwsocialfundscomsharedreports1308027026_ATT_2009_CitizenshipSustainabilityR
eportpdf
Social responsibility report (2006) Corporate Research Center Retrieved from
h t t p w w w so c i a l fu n ds com cs r p r o f i l e cg i id =1 8
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 30
Sprint establishes first-in-industry product stewardship policy (2011) TriplePundit Retrieved
from httpwwwtriplepunditcom201105sprint-establishes-first-industry-product-stewardship-
policy
Sprint recycle (2011) Sprint Retrieved from
httpwwwsprintcomresponsibilitycommunities_acrosseco_opshtml
(2009) Supply chain revolutionary atampt leads procurement zone adoption TechTarget
Retrieved from h t t p s ea r ch t e l ecom t ech ta r ge t co m t i p S up p l y - ch a i n -
r ev o lu t i on a r y- A T T - l ead s -p ro cu r em en t - zo n e - ado p t i on
Strategic materiality assesment (2011) 2010 ATampT Sustainability Report Retrieved from
httpdocsgooglecomviewera=vampq=cacheFiS_bp4ePaMJwwwattcomCommonabout_usf
ilescsr_2011ATT_2010_strategic_materiality_assessmentpdf Hazardous waste reduction
ATampTamphl=enampgl=usamppid=blampsrcid=ADGEESic8Uk_3kx9gSsNQ2sSwVb7O-
lrCDiSrJS9KmI06W8qbqk8t15CI8l2s06D7uz0_edt5ul1NsFCjFzyj7u-5EB1B7PL-
SD4vb6eDMnw1eCC9FtS7Zn4-
tzdiwG_CBvQZ_lXVySRampsig=AHIEtbShU1fUgNQtQdilp4HdvkvjJjX-EQ
Supplier quality (2011) ATampT Retrieved from httpwwwattsupplierscom
Sustainable development a business definition (2007) Business strategies for sustainable
development Retrieved from
httpdocsgooglecomviewera=vampq=cachebSBLJLGuMgcJwwwiisdorgbusinesspdfbusin
ess_strategypdf Incorporating the recommended steps to a sustainable
futureamphl=enampgl=usamppid=blampsrcid=ADGEESjGotAq8rNBuHjBrsbzQMroUOfuJDVipoB7_ks
qdmiaRduq0ieJzyPUe7A9K8kCqPIjZZI9YRdVBWvP2if5Cq4pS1cvG2NX_02rKxqnfkJG8Zm1
D1AKKeLdBdeTzvMr05OithF1ampsig=AHIEtbQC4qGc2VrGdk1PsR7hIVbO3zcCOg
(2011) Training and awareness Sprint Retrieved from
httpwwwsprintcomresponsibilityouroperationsenvironmentalpolicyhtml
Vision statement (2011) ATampT sustainability vision Retrieved from
h t t p do cs go o g le co mv i ew er a=v ampq=cach e _S4 r OP 5U lw IJ w ww a t t co m
C omm on abo u t _u s f i l e s p d f cs r _p ape r_ p o l i cy p d f +A T 26 T +s us t a in ab i l i t y
+v i s i on amphl =en ampgl=u s amppid =b l amps r c id=A D G EES gH 0 -
4 f v NQJ Q s OY oY D 8L_ 0 D H gp u cT pa -
LcG cQ Q B yO _ l Cb u lb 2 Vt Um FX r a7 N V52 6 TK X r rD h w3l 8 f9 -
p gH F4 j in h KA f k gRQ P5 oC BMX 8 XA f Gs LIE J K f Rzh LZE k E aC s gOM Fw Q7 X f5
aJ amps i g=A H IE t b T yO smx D3j Crx 3 G 5w g6J l k LC 3 bpx A
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 31
What are the g3 guidelines (2011) Global reporting initiative Retrieved from
httpwwwglobalreportingorgreportingframeworkg3guidelines
Workforce inclusion (2007) Social Responsibility Report Retrieved from
httpdocsgooglecomviewera=vampq=cacheo_6Rwfb4lBsJwwwattcomCommonfilespdf3
30938_ATTcsr_0623pdf ATampT reinforce the commitment to a
socialamphl=enampgl=usamppid=blampsrcid=ADGEESjQalPiV_TGsaNvqmVBhqfnqytuxjvKhQIEmkG
z_N_3tGEojkaKirI-bMpPR-7Y4KrKSXMmYHlPDbF_qBxUc2g7lAw6tmPdP5jhM-
cEQNyp0Pd8kvqmW9YRqotX_heXs2Vv6dgXampsig=AHIEtbReQdWTz60fpWqKNiSTGukJcB
ET5g
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 19
Stakeholders
c) Low Impact c) Medium Impact c) High Impact
Low Concern Low Concern Low Concern
Increasing current or potential impact on the company
Chart (Materiality matrix 2011)
The above materiality matrix can be utilized by identifying material issues at each level and
efficiently addressing them in a timely manner A sense of urgency is needed at the
corresponding stage of the issuesrsquo level (Materiality matrix 2011)
To summarize the representative elements of the materiality analysis process the following
aspects needs to be underscored
1 ldquoIdentification of a universe of relevant economic social environmental and
policygovernance issues for consideration
2 Evaluation and ranking of the level of internal and external stakeholder concerns
regarding each issue
3 Evaluation and ranking of the potential impact on the company of each issue
4 Development of a matrix-based prioritization of the issues and
5 Execution of a structured collaborative strategy planning implementation and reporting
processrdquo (A roadmap to 2011)
The prior representation of the materiality analysis will lead to a rigorous evaluation of the three
responsibilities significant to the company and its stakeholders The analysis can provide to
ATampT with beneficial insight information guiding the organization to a strategic direction as
well as a tactical change management in sustainability that translates into a purposeful process to
help the organizations succeed (A roadmap to 2011)
43 ATampT conversion from lagging to leading indicators to improve the SMS
ATampT is using lagging indicators that are not helpful in identifying and revealing potential
problems that can carry severe process upset with irreversible consequences It may lack of
presenting solutions and consequently implementing corrective actions (Pojasek R lagging
2009) In contrast leading indicators are useful to check the efficiency of control systems and
provide crucial warning of disadvantages before any issues is present (Pojasek R leading
indicators 2009) ATampT needs to use both indicators to drive sustainability performance
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 20
consequently the company needs to implement as well as emphasize leading indicators on the
following areas for full effectiveness
i There must be a connection between the leading indicators and the outcomes that are of
interest
ii The reasons for using the indicators and the benefits they offer must be understood by
line management and by the employees affected
iii The indicators must provide information that can guide future actions
(Pojasek RUsing Leading 2009)
Therefore a mix of lagging and leading indicators that are pertinent and efficiently linked to the
system amalgamating the three responsibilities in one single measure with an accessible data for
lagging indicators as well as objective data for leading indicators will be crucial for continue
improvement and the company will be able to include a culture of sustainability within the
organization (Pojasek R amp Farver S effective indicators 2011) Nonetheless a framework tool
that can quantify leading indicators is the Australian Business Excellence Frameworkrsquos ADRI
(approach deployment results and improvement) scoring method (Pojasek R ADRI Scoring
2009) Consequently ATampT can drastically increase value and accurate information to develop
an efficient sustainability management system that amalgamates all the tools necessary to
become a leader in a highly competitive telecommunications market
44 Ensure transparency and accountability
Ensuring transparency and accountability is crucial in todayrsquos global business environment to
keep the company competitive The question that arrives addressing this issue is how to convince
the management leadership of ATampT to change the system that appears to be working for them
in the current business environment
Shareholders and stakeholders pressure complying with laws and regulations competitive
advantage and public relations can also be drivers for transparency and accountability
Nonetheless individuals and companies from the private and public sectors can create the
atmosphere for ATampT to create the necessary reports on the organizationrsquos sustainability
performance because that can highly influence their investment options and decisions that are
correlated to ATampT overall performance (Pojasek 2009) Therefore a sustainability reporting
review and assurance would be needed and the data should be subjected to internal controls and
processes associated with an internal audit Additionally after the requirements of internal
assurance are met ATampT could extend that report to an external assurance process as the
AccountAbilityrsquos AA1000 Stakeholder Engagement Standard (Pojasek R Sustainability
reporting 2009)
The ATampT research assessment and followed recommendations have shown an integrated
corporate sustainability assessment that can adopt business strategies and activities to meet the
stakeholdersrsquo objectives while protecting sustaining and enhancing the human and natural
resources that will be needed in the future (Sustainable development a 2007)
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 21
50 References
Andriof J (2002) Unfolding stakeholder thinking theory responsibility and engagement
Retrieved from
httpbooksgooglecombooksid=THtznfpayXoCamppg=PA205amplpg=PA205ampdq=ATampT
external stakeholder NGOsampsource=blampots=ye28xPUa-Kampsig=xRRKKteuu9fWgEUH-
NCBizrYDnYamphl=enampei=WvmxTvzrI5TXiQKjuP0Bampsa=Xampoi=book_resultampct=resultampresnu
m=1ampved=0CB8Q6AEwADgK
A r oadm ap t o p e r f o r m s up p l y ch a i n - focu s ed m at e r i a l i t y a s s es sm en t s
( 2 01 1 ) V al ues t ream i ng R e t r i ev ed f r om
h t t p v a l u es t r eam 20 0 9 wo r dp r es s co m 20 11 0 2 0 2 a - ro adm ap - to - pe r f o r m -
s up p l y- ch a i n - f o cu sed -m a t e r i a l i t y - a s s es sm e n t s
Atampt activates one million iphone 4s (2011) ATampTcompress Retrieved from
h t t p w w w a t t co m gen p r es s -
r o om pid =21 79 8 ampcd v n=n ews amp n ew s ar t i c l e id =33 13 5 ampm apco d e=co ns um er | f
i n an c i a l
Atampt aligning business and sustainability strategy (2011) TriplePundit Retrieved from
h t t p w w w t r i p l epu n d i t com 2 00 9 0 8 a t t - a l i gn i n g -b us in es s - an d -
s us t a in ab i l i t y - s t r a t eg y
Atampt announces new telepresence facilities in atampt bangalore offices (2010) ATampT Retrieved
from httpwwwattcomgenpress-roompid=18067ampcdvn=newsampnewsarticleid=30911
Atampt company information (2011) ATampT Corporate Retrieved from
h t t p w w w a t t co m gen in v es t o r - r e l a t i o ns p i d =5 71 1
Atampt environment health and safety management system (2010) Retrieved from
h t t p do cs go o g le co mv i ew er a=v ampq=cach e a6p l l J Uk q6YJ w w w a t t co m
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 22
C omm on abo u t _u s c i t i z ens h i p EMS _mat r ix pd f +AT 26 T+en v i ro nm ent a l +
an d +s a f e t y+ r egu l a t i on s amphl =en ampgl =usampp i d=b l amps r c id =A DG E ES hm5 H KkC i
0 5 4CY E Zv d aG XP HG 2 d3 f i 2_ es7 V gBs wd 2 - t oz J aMPW 9 Bu mG T ss _Q MP Q_ -
t yp - e N - eO Ui _6 oV lJ Q X V LV 6 rz gM HxO S I -
S 8 j wW3R wJ uT d9 Vx yr 2 x T _lz MY 1t cK cp M ND i FLamps i g=A HIE t b Q G V tX q Qq 6
r R qU kY lX yeM M _M G X IL
A t ampt s en v i r onm enta l s us t a i n ab i l i t y i n i t i a t i v es (2 01 1 ) Ma r ke t Wa t ch
R e t r i ev ed f r om h t tp w w wm ar ke tw a tch co ms to r y a t t - add s -b a t t e r y-
ch a r ge r - pa r t i a l l y- m ad e - f rom - r ecyc l ed - w a t e r - bo t t l e s - to -p ro d uc t - l i ne - up -
2 0 11 -1 1 -1 4
Atampt included in carbon disclosure projects carbon disclosure (2011) PR Newswire Retrieved
from h t t p ww w p rnew s wi r e com n ew s - r e l eas es a t t - i n c l ud ed - in - ca r bo n -
d i s c l os u r e - p ro j ec t s - ca r bo n -d i s c l os u r e - l e ade r sh i p - i nd ex - 10 3 44 09 94 h t ml
A t ampt i n c s ( t n ) q ua r t e r l y r ev en u e (20 1 1) T ho m so n R eu t e r s R e t r i ev ed
f r om h t tp w w w r eu t e r s com a r t i c l e 20 1 1 1 0 20 us - a t t -
i d USTR E 79J 2M H 20 1 11 02 0
A t ampt r ead i e s i t s s up p l y ch a in fo r t h e fu tu r e (2 01 1 ) AT ampT R e t r i ev ed
f r om h t tp w w w a t t com gen p r e s s -
r o om pid =48 00 ampcdv n =n ews ampn ews a r t i c l e i d =2 70 88
A t ampt s l im s do w n acce s so r y p ack ag i n g an no un ces n ew eco - f r i end l y
s t an da r ds fo r h an dse t s ( 20 10 ) AT ampT I n t e l l e c t ua l Pro p er t y R e t r i ev ed
f r om h t tp w w w a t t com gen p r e s s -
r o om pid =48 00 ampcdv n =n ews ampn ews a r t i c l e i d =3 05 99
T h e a t ampt t e ch no lo gy an d env i r on m ent aw a r ds p r o gr am (20 1 1) AT ampT
R e t r i ev ed f r om h t tp w w w a t t co m gen co rp o r a t e - c i t i z ens h i p p id =1 24 34
Atampt universal design policy adopted in 1998 background (2009) ATampT Retrieved from
h t t p w w w a t t co m gen gen e r a l p id =10 1 91
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Law Institute
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Environment ATampT Sustainability (2011) Retrieved from
h t t p w w w a t t co m gen co rp or a t e - c i t i z en sh i p p id =85 06
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h t t p do cs go o g le co mv i ew er a=v ampq=cach e wu w 3ib l2 eK 4J ww w a t t com
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M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 24
Environmental sustainability commitment is based on three tenants (2011) ATampT
environmental sustainability Retrieved from h t tp ww w a t t com gen p re s s -
r o om pid =26 44
G e t t i n g s m ar t abo u t o u r su p p l y ch a in ( 2 01 1 ) M eet t h e P os s i b i l i t y
E con o m y 2 01 0 ATampT S u s ta i na b i l i t y R epo r t 74 R e t r i eved f rom
h t t p w w w a t t co mC om mo n ab ou t_ us f i l e s c s r _2 01 1 20 10 _CS R_R epo r t p
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G r een acco un t i n g a t a t ampt ( 20 06 ) Wi s t a En v i ro n men t A cco un t in g
R e t r i ev ed f r om
h t t p w w w wi t t s o rg E v a_ acc env _ acco u n t_ 5_ f eb0 6 wi s t a_ ev a_ aac_ cas es t
u d y h tm
Greenhouse gas emissions (2011) ATampT Retrieved from httpwwwattcomgencorporate-
citizenshippid=17895
Guidance on soci a l respons ib i l i t y co re subjects (2011) ENVR E -135
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ht tp m yex tens ion harvard edu i cb icb dokeyword=ex tampsubkeyword=k807
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How developing cou nt r i es cont r ibu ted to i so 26000 (2011) ISO Ret r i eved
f rom
ht tp wwwi so o rg i so i so_ca ta loguemanagement_and_leadersh ip_s tandard
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Iso 50001 energy management standard published (2011) Environmental Leader LLC
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energy-management -s tandard -publ i shed
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S us ta in ab i l i t y M e t r i c s R e t r i ev ed f ro m
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Is o 3 1 00 0 ndash r i sk man agem en t s t an d ar d (2 00 8 ) U ni ver s i t y o f Wa t e r lo o -
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h t t p do cs go o g le co mv i ew er a=v ampq=cach e yS f Ml jv D_eYJ w ww i r r -
n e r am ca p d f_ f i l e s IS O 2 0 31 00 0 p df IS O 3 1 00 0 ndash R i s k m an agem ent
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K e y p e r f o rm an ce in d i ca t o r s (2 01 1 ) 2 0 10 AT ampT S u s ta ina b i l i t y R epor t
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h t t p w w w a t t co mC om mo n ab ou t_ us f i l e s c s r _2 01 1 20 10 _CS R_R epo r t p
d f
M ate r i a l i t y m a t r ix ( 20 11 ) F or d su s ta in ab i l i t y r epo r t 20 1 0 2 01 1
R e t r i ev ed f r om h t tp co rp or a t e fo r d co mm i cr os i t es su s t a i n ab i l i t y - r ep o r t -
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C om mo n ab ou t_ us f i l e s c s r _2 01 1 20 10 _CS R_R epo r t p d f+a t 2 6t +sus t a in a
b i l i t y+ r ep o r t +2 01 0amph l =en ampgl =us amppi d=b l amps r c i d =AD G EES g6 yD k G G u ZC4
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Monitoring supplier performance and providing feedback (2011) TI Retrieved from
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U S A In c R e t r i ev ed f rom h t tp w w w t -
m ob i l e com comp an y P r e s sR e l ea se s_A r t i c l e aspx as se tN am e=P rs _Pr s_ 20 0
9 0 20 5 ampt i t l e=M OTO W 23 3 R en ew Now Av a i l ab l e F ro m T - Mo bi l e USA
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l ow car bo n econ omy in t h e i n fo r mat ion ag e R e t r i ev ed f ro m
h t t p do cs go o g le co mv i ew er a=v ampq=cach e wi bRo E OJ Vn QJ ww w ges i o r
g Li n k Cl i ck a spx 3 Ff i l e t i ck e t 3 D cOA r p r Yn XWY 25 3D 2 6t ab id 3 D 60
+SM AR T +2 02 0 E2 80 93 +Ben ef i t s+ i n c lu d e+in c r eas ed+em plo yee+p r o d
u c t iv i t y + i n cr ea s ed+co l l ab o ra t i on +acce l e r a t ed +d ec i s io n -
m ak in g+an d +r edu ced +d ep end en c y+o n +p h ys i ca l + t r ave l amph l =en ampgl =us amppi d
=b l amps r c i d =AD G EESj T Fi 7 fWY Lr 4 4 a r Aw K 4b N U fMx 8 Mi wis lp j w yFM 4 m Nl Z
t aS D aBV QmT Y n eLX BF7 cW b Y yU E f u Vrx esA N kW8u H rC 3qA sP X BTM 6 c5 A
A D Pu 9SA 5 L6 O G 19L2 IFb T E 5Sz pv r dCR q9 O Zl6 qJ amps i g=AH IE t bS h lW Bu du F
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R esp on s i b l e R es earch Re t r i ev ed f ro m
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i b l e r es ea r ch com Te l eco mm uni ca t io ns_ in _ As i a__ _ Is s u es_ f o r_R esp on s ib l e
_ In v es to r s_ __ Ex ecu t i ve_S umm ar y p d f T e l ecomm uni ca t ion s in A s i a
R esp ons ib l e R es ea rch i s an i nd ep en den t p ro v id e r o f s ec to r a l an d th em a t i c
A s i an
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j iG V b7 N Iq I0 P 3 i j Z5 o 9rx LQ h Y ZY 0 vw sK n j yE D 7 zzs 5z6 w yp ao6W 31 p GT kw E
h d wv BT ILl d k ym k M b Do 5w q N evPm gqZo 9 _ O Alp lMt h2 l0 g l J d Q ekJ t pRY eU Iamp
s i g=A H IE t bR3 CSi _D f c f 9 Bt Q5 Bq 5Q crK 4 nG k0 A
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socialamphl=enampgl=usamppid=blampsrcid=ADGEESjQalPiV_TGsaNvqmVBhqfnqytuxjvKhQIEmkG
z_N_3tGEojkaKirI-bMpPR-7Y4KrKSXMmYHlPDbF_qBxUc2g7lAw6tmPdP5jhM-
cEQNyp0Pd8kvqmW9YRqotX_heXs2Vv6dgXampsig=AHIEtbReQdWTz60fpWqKNiSTGukJcB
ET5g
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 20
consequently the company needs to implement as well as emphasize leading indicators on the
following areas for full effectiveness
i There must be a connection between the leading indicators and the outcomes that are of
interest
ii The reasons for using the indicators and the benefits they offer must be understood by
line management and by the employees affected
iii The indicators must provide information that can guide future actions
(Pojasek RUsing Leading 2009)
Therefore a mix of lagging and leading indicators that are pertinent and efficiently linked to the
system amalgamating the three responsibilities in one single measure with an accessible data for
lagging indicators as well as objective data for leading indicators will be crucial for continue
improvement and the company will be able to include a culture of sustainability within the
organization (Pojasek R amp Farver S effective indicators 2011) Nonetheless a framework tool
that can quantify leading indicators is the Australian Business Excellence Frameworkrsquos ADRI
(approach deployment results and improvement) scoring method (Pojasek R ADRI Scoring
2009) Consequently ATampT can drastically increase value and accurate information to develop
an efficient sustainability management system that amalgamates all the tools necessary to
become a leader in a highly competitive telecommunications market
44 Ensure transparency and accountability
Ensuring transparency and accountability is crucial in todayrsquos global business environment to
keep the company competitive The question that arrives addressing this issue is how to convince
the management leadership of ATampT to change the system that appears to be working for them
in the current business environment
Shareholders and stakeholders pressure complying with laws and regulations competitive
advantage and public relations can also be drivers for transparency and accountability
Nonetheless individuals and companies from the private and public sectors can create the
atmosphere for ATampT to create the necessary reports on the organizationrsquos sustainability
performance because that can highly influence their investment options and decisions that are
correlated to ATampT overall performance (Pojasek 2009) Therefore a sustainability reporting
review and assurance would be needed and the data should be subjected to internal controls and
processes associated with an internal audit Additionally after the requirements of internal
assurance are met ATampT could extend that report to an external assurance process as the
AccountAbilityrsquos AA1000 Stakeholder Engagement Standard (Pojasek R Sustainability
reporting 2009)
The ATampT research assessment and followed recommendations have shown an integrated
corporate sustainability assessment that can adopt business strategies and activities to meet the
stakeholdersrsquo objectives while protecting sustaining and enhancing the human and natural
resources that will be needed in the future (Sustainable development a 2007)
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 21
50 References
Andriof J (2002) Unfolding stakeholder thinking theory responsibility and engagement
Retrieved from
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external stakeholder NGOsampsource=blampots=ye28xPUa-Kampsig=xRRKKteuu9fWgEUH-
NCBizrYDnYamphl=enampei=WvmxTvzrI5TXiQKjuP0Bampsa=Xampoi=book_resultampct=resultampresnu
m=1ampved=0CB8Q6AEwADgK
A r oadm ap t o p e r f o r m s up p l y ch a i n - focu s ed m at e r i a l i t y a s s es sm en t s
( 2 01 1 ) V al ues t ream i ng R e t r i ev ed f r om
h t t p v a l u es t r eam 20 0 9 wo r dp r es s co m 20 11 0 2 0 2 a - ro adm ap - to - pe r f o r m -
s up p l y- ch a i n - f o cu sed -m a t e r i a l i t y - a s s es sm e n t s
Atampt activates one million iphone 4s (2011) ATampTcompress Retrieved from
h t t p w w w a t t co m gen p r es s -
r o om pid =21 79 8 ampcd v n=n ews amp n ew s ar t i c l e id =33 13 5 ampm apco d e=co ns um er | f
i n an c i a l
Atampt aligning business and sustainability strategy (2011) TriplePundit Retrieved from
h t t p w w w t r i p l epu n d i t com 2 00 9 0 8 a t t - a l i gn i n g -b us in es s - an d -
s us t a in ab i l i t y - s t r a t eg y
Atampt announces new telepresence facilities in atampt bangalore offices (2010) ATampT Retrieved
from httpwwwattcomgenpress-roompid=18067ampcdvn=newsampnewsarticleid=30911
Atampt company information (2011) ATampT Corporate Retrieved from
h t t p w w w a t t co m gen in v es t o r - r e l a t i o ns p i d =5 71 1
Atampt environment health and safety management system (2010) Retrieved from
h t t p do cs go o g le co mv i ew er a=v ampq=cach e a6p l l J Uk q6YJ w w w a t t co m
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 22
C omm on abo u t _u s c i t i z ens h i p EMS _mat r ix pd f +AT 26 T+en v i ro nm ent a l +
an d +s a f e t y+ r egu l a t i on s amphl =en ampgl =usampp i d=b l amps r c id =A DG E ES hm5 H KkC i
0 5 4CY E Zv d aG XP HG 2 d3 f i 2_ es7 V gBs wd 2 - t oz J aMPW 9 Bu mG T ss _Q MP Q_ -
t yp - e N - eO Ui _6 oV lJ Q X V LV 6 rz gM HxO S I -
S 8 j wW3R wJ uT d9 Vx yr 2 x T _lz MY 1t cK cp M ND i FLamps i g=A HIE t b Q G V tX q Qq 6
r R qU kY lX yeM M _M G X IL
A t ampt s en v i r onm enta l s us t a i n ab i l i t y i n i t i a t i v es (2 01 1 ) Ma r ke t Wa t ch
R e t r i ev ed f r om h t tp w w wm ar ke tw a tch co ms to r y a t t - add s -b a t t e r y-
ch a r ge r - pa r t i a l l y- m ad e - f rom - r ecyc l ed - w a t e r - bo t t l e s - to -p ro d uc t - l i ne - up -
2 0 11 -1 1 -1 4
Atampt included in carbon disclosure projects carbon disclosure (2011) PR Newswire Retrieved
from h t t p ww w p rnew s wi r e com n ew s - r e l eas es a t t - i n c l ud ed - in - ca r bo n -
d i s c l os u r e - p ro j ec t s - ca r bo n -d i s c l os u r e - l e ade r sh i p - i nd ex - 10 3 44 09 94 h t ml
A t ampt i n c s ( t n ) q ua r t e r l y r ev en u e (20 1 1) T ho m so n R eu t e r s R e t r i ev ed
f r om h t tp w w w r eu t e r s com a r t i c l e 20 1 1 1 0 20 us - a t t -
i d USTR E 79J 2M H 20 1 11 02 0
A t ampt r ead i e s i t s s up p l y ch a in fo r t h e fu tu r e (2 01 1 ) AT ampT R e t r i ev ed
f r om h t tp w w w a t t com gen p r e s s -
r o om pid =48 00 ampcdv n =n ews ampn ews a r t i c l e i d =2 70 88
A t ampt s l im s do w n acce s so r y p ack ag i n g an no un ces n ew eco - f r i end l y
s t an da r ds fo r h an dse t s ( 20 10 ) AT ampT I n t e l l e c t ua l Pro p er t y R e t r i ev ed
f r om h t tp w w w a t t com gen p r e s s -
r o om pid =48 00 ampcdv n =n ews ampn ews a r t i c l e i d =3 05 99
T h e a t ampt t e ch no lo gy an d env i r on m ent aw a r ds p r o gr am (20 1 1) AT ampT
R e t r i ev ed f r om h t tp w w w a t t co m gen co rp o r a t e - c i t i z ens h i p p id =1 24 34
Atampt universal design policy adopted in 1998 background (2009) ATampT Retrieved from
h t t p w w w a t t co m gen gen e r a l p id =10 1 91
Blackburn W (2008) The sustainability handbook (p 378) Washington DC Environmental
Law Institute
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 23
C h ar t e r M e t a l Su p p l y ch a i n s t r a t egy ( 2 0 01 ) Th e S I GM A P ro j ec t
R e t r i ev ed f r om h t tp do cs go o gl e com v i ew er a=v ampq =cach e FG -
R FkS1 m ZsJ p ro j ec t s i gma co u k R n DSt r eams R D_s up p l y_ ch a in _s t r a t eg y p
d f +Th i s + r es ea rch +in v es t i ga t ed +t h e+eco n omi c +so c i a l +and +env i r on m ent a l
+ im p ac t s + in +s up p ly+ch a i n +m an agem en t amphl =en ampgl =us amppi d =b l amps r c i d =A D
G E ESj T6 j BY3 QR cz6 Bo u L_ p uT kP y_ h T1 Lw N Z7 G p 8 6 IT j f cb S g23 FaP u gP RC
9 tp 41 7x g9 A kx m -
O m YR HS HRS5 BY d6 ZY o 9m H B_ M Nb 6G 9 A XG R0 bN sNx x kU n voJ W1 Lb 6 n T
E Rv Zu 5_ 79 Zq T cyamp s i g=A H IE t bQ pW ZId T vG 2 Y - 9 Gj3 Ts v eK 2 h yC R Ig
C omm on i ns pec t io n a r eas fo r im pr ov em ent (2 01 1 ) L ea rn in g an d S k i l l s
I m pr o vem en t S er v i ce R e t r i ev ed f rom
h t t p w w w ex ce l l en cega t ewa y o r g u k p age a spx o =1 08 214
C omm un ica t io n (20 1 1) C om mu ni ca t i on Excerp t s f r om A us t r a l i an N ew
Z ea la nd S ta nd ar d 14 0 04 R e t r i ev ed f r om
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 09 68 f i l e s Su p p l em en t a l
Fo ld e r Com mEx er p t IS O 1 40 04 p d f
C on n ec t i n g p eo p l e an d bu s i n ess e s ( 201 1 ) M edi a K i t Su s t a i na b i l i t y
R e t r i ev ed f r om h t tp w w w a t t co m gen p r es s - r oo m pid =2 6 44
Environment ATampT Sustainability (2011) Retrieved from
h t t p w w w a t t co m gen co rp or a t e - c i t i z en sh i p p id =85 06
E n vi ro nm en t h ea l th an d s a fe t y ( eh amps ) m an agem ent s ys t em ( 20 11 ) A ampT
Ci t i z ens h i p EH S Re t r i ev ed f r om
h t t p do cs go o g le co mv i ew er a=v ampq=cach e wu w 3ib l2 eK 4J ww w a t t com
C omm on abo u t _u s c i t i z ens h i p EHS _Man agem en t pd f A TampT IS O 1 40 01 ndash
E n v i ro nm en t a l
M an agem ent amphl =en ampgl =us amppi d =b l ampsr c id =A D GE ESj BN bj X a3 j j s w hU Q v Fh
C dD A nf E A ag yIN n b lW MX MT cXx -
Q bR 3 BU1 ol j ikJ _ yq x f l f aG vb yD yl F l v 3 ah 3C ws hz fE br T Uj vY eM uf tD FtQ i G G 7
d D 9oR qt D IA s 4 vzSM gPt p Ax C0 rfW Bcamps i g=A H IE t bR Q NrZe5 o Tm nt sV g6 H Z
1 v G7 j rzC yw
Environmental sustainability (2011) ATampT Media Kit Sustainability Retrieved from
h t t p w w w a t t co m gen p r es s - r oom pid =26 4 4
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 24
Environmental sustainability commitment is based on three tenants (2011) ATampT
environmental sustainability Retrieved from h t tp ww w a t t com gen p re s s -
r o om pid =26 44
G e t t i n g s m ar t abo u t o u r su p p l y ch a in ( 2 01 1 ) M eet t h e P os s i b i l i t y
E con o m y 2 01 0 ATampT S u s ta i na b i l i t y R epo r t 74 R e t r i eved f rom
h t t p w w w a t t co mC om mo n ab ou t_ us f i l e s c s r _2 01 1 20 10 _CS R_R epo r t p
d f
G r een acco un t i n g a t a t ampt ( 20 06 ) Wi s t a En v i ro n men t A cco un t in g
R e t r i ev ed f r om
h t t p w w w wi t t s o rg E v a_ acc env _ acco u n t_ 5_ f eb0 6 wi s t a_ ev a_ aac_ cas es t
u d y h tm
Greenhouse gas emissions (2011) ATampT Retrieved from httpwwwattcomgencorporate-
citizenshippid=17895
Guidance on soci a l respons ib i l i t y co re subjects (2011) ENVR E -135
Discover ing our Socia l Respons ib i l i t i e s Ret r i eved f rom
ht tp m yex tens ion harvard edu i cb icb dokeyword=ex tampsubkeyword=k807
71amppageid=icb page427497amppageContent Id=icb pagecontent901687ampview=
viewdoampviewParam_di rector y=Supplementa l Folder
How developing cou nt r i es cont r ibu ted to i so 26000 (2011) ISO Ret r i eved
f rom
ht tp wwwi so o rg i so i so_ca ta loguemanagement_and_leadersh ip_s tandard
s soci a l_ respons ib i l i t y s r_news -and-
ar t i c l es s r_developing_count r ies_cont r ibut ion h tm
Iso 50001 energy management standard published (2011) Environmental Leader LLC
Retrieved from ht tp wwwenvi ronmenta l leader com201106 15 i so -50001-
energy-management -s tandard -publ i shed
I s o 1 4 03 1 E nv i r onm ent a l p e r fo rm an ce ev a lu a t io n (2 01 1) E NV R E -1 35
S us ta in ab i l i t y M e t r i c s R e t r i ev ed f ro m
h t t p m y ex t ens io n h a rv a rd ed u i cb i cb do ke yw o r d =ex tamps u bk e yw o r d =k8
0 7 71 ampp an e l = icb p ageco n ten t 90 17 21 r fo r um fo r um_ id =105 1 69 ampp age i d =i c
b page4 27 50 4 ampp ageC ont en t Id = i cb p ageco n t en t9 01 70 1 ampview =vi ew do ampv ie
w P aram_ di r ec to r y= S up p l em en t a l R ead in g Fo l d er
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 25
Is o 3 1 00 0 ndash r i sk man agem en t s t an d ar d (2 00 8 ) U ni ver s i t y o f Wa t e r lo o -
I n s t i t u t e f o r R i s k Res ear ch R e t r i ev ed f r om
h t t p do cs go o g le co mv i ew er a=v ampq=cach e yS f Ml jv D_eYJ w ww i r r -
n e r am ca p d f_ f i l e s IS O 2 0 31 00 0 p df IS O 3 1 00 0 ndash R i s k m an agem ent
O v e rs p en d i n g D el ays N o n com pl i an ce w i t h po l i c i es an d
r egu l a t i on s amphl =enampgl =u s amppid =b l amps rc i d =A D GE ES hR1P4J uW H eP aBS 5x sG
9x V rSY 3 Ow bE V Qz8 8 nA gs g_S 5 Yd Qo rFa1 e f w B6 yQ 7 z u rh hRW H LT U 4 a7G G
_ Em _ c5 Y 0ms hRu yU B_ 4j Q5 T viM IBp h 4 9s 5x J ipbW _Rh lzM B3W 8M -
T pm iT hQ b A amps i g=A H IE t b Q O QM i Zi V9 ycC D aPP cUh fo LE w z_ - w
K ap l an J W a ys to g r een yo u r s up p l y ch a in (2 00 9 ) E cop r en eur i s t
R e t r i ev ed f r om h t tp e cop r en eu r i s t co m 20 09 10 1 3 5 - wa ys - t o - g r e e n -
yo u r - s u pp l y- ch a i n
K e y p e r f o rm an ce in d i ca t o r s (2 01 1 ) 2 0 10 AT ampT S u s ta ina b i l i t y R epor t
R e t r i ev ed f r om
h t t p w w w a t t co mC om mo n ab ou t_ us f i l e s c s r _2 01 1 20 10 _CS R_R epo r t p
d f
M ate r i a l i t y m a t r ix ( 20 11 ) F or d su s ta in ab i l i t y r epo r t 20 1 0 2 01 1
R e t r i ev ed f r om h t tp co rp or a t e fo r d co mm i cr os i t es su s t a i n ab i l i t y - r ep o r t -
2 0 10 -1 1 i s s u es -m ate r i a l i t y - m a t r ix
Meet the possibility economy (2011) 2010 ATampT Sustainability Report Retrieved from
h t t p do cs go o g le co mv i ew er a=v ampq=cach e zx e4 t N v7 AJ MJ w w w a t t com
C om mo n ab ou t_ us f i l e s c s r _2 01 1 20 10 _CS R_R epo r t p d f+a t 2 6t +sus t a in a
b i l i t y+ r ep o r t +2 01 0amph l =en ampgl =us amppi d=b l amps r c i d =AD G EES g6 yD k G G u ZC4
A O b0 P1 gPh 2 rm YYG D _ GPWU u Fn_ eP 6W_ r 0 ix 0 E6j 29 L1 v ReF l 5 De l r FFN 9 Fb
m 8S Nh 4T L_ X i 0_ r f8 8 f LZBh 8 t G 5 cG G 5N gk H -
b f G F5i Vw CQ kx H etG M U GA C gA cG D qcA Zamps i g=A H IE t b T U3 V _ aJ ow 9P aQ t a
h O egU bPlPx -S w
Monitoring supplier performance and providing feedback (2011) TI Retrieved from
h t t p w w w t i comco r p d o cs com p an y c i t i z en e sh s c r e l a t i on sh ip sh tml
M ot otrade w 23 3 r en ew no w av a i l ab l e f ro m t - mo b i l e u sa ( 20 0 9) T - M obi l e
U S A In c R e t r i ev ed f rom h t tp w w w t -
m ob i l e com comp an y P r e s sR e l ea se s_A r t i c l e aspx as se tN am e=P rs _Pr s_ 20 0
9 0 20 5 ampt i t l e=M OTO W 23 3 R en ew Now Av a i l ab l e F ro m T - Mo bi l e USA
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 26
Networking for sustainability (2010) ATampT Intellectual Property Retrieved from
h t t p w w w a t t co m gen p r es s - r oom pid =26 44
N ev es L e t a l ( 200 8 ) Repo r t s um mary 8 amp9 S M ART 2 02 0 En ab l in g th e
l ow car bo n econ omy in t h e i n fo r mat ion ag e R e t r i ev ed f ro m
h t t p do cs go o g le co mv i ew er a=v ampq=cach e wi bRo E OJ Vn QJ ww w ges i o r
g Li n k Cl i ck a spx 3 Ff i l e t i ck e t 3 D cOA r p r Yn XWY 25 3D 2 6t ab id 3 D 60
+SM AR T +2 02 0 E2 80 93 +Ben ef i t s+ i n c lu d e+in c r eas ed+em plo yee+p r o d
u c t iv i t y + i n cr ea s ed+co l l ab o ra t i on +acce l e r a t ed +d ec i s io n -
m ak in g+an d +r edu ced +d ep end en c y+o n +p h ys i ca l + t r ave l amph l =en ampgl =us amppi d
=b l amps r c i d =AD G EESj T Fi 7 fWY Lr 4 4 a r Aw K 4b N U fMx 8 Mi wis lp j w yFM 4 m Nl Z
t aS D aBV QmT Y n eLX BF7 cW b Y yU E f u Vrx esA N kW8u H rC 3qA sP X BTM 6 c5 A
A D Pu 9SA 5 L6 O G 19L2 IFb T E 5Sz pv r dCR q9 O Zl6 qJ amps i g=AH IE t bS h lW Bu du F
z AO K 5b qauP a8 f yo O 3 cQ
N o rm and S amp M ora l es R ( 20 10 ) T e l eco mmu ni ca t io ns in a s i a
R esp on s i b l e R es earch Re t r i ev ed f ro m
h t t p do cs go o g le co mv i ew er a=v amp q=cach e ju LX d u eY TS IJ w w w r es po ns
i b l e r es ea r ch com Te l eco mm uni ca t io ns_ in _ As i a__ _ Is s u es_ f o r_R esp on s ib l e
_ In v es to r s_ __ Ex ecu t i ve_S umm ar y p d f T e l ecomm uni ca t ion s in A s i a
R esp ons ib l e R es ea rch i s an i nd ep en den t p ro v id e r o f s ec to r a l an d th em a t i c
A s i an
en v i ro nm ent amph l =en ampgl =us amppi d =b l ampsr c id =A D GE ESi yM k l 5 ZecW Io p O O 5C
j iG V b7 N Iq I0 P 3 i j Z5 o 9rx LQ h Y ZY 0 vw sK n j yE D 7 zzs 5z6 w yp ao6W 31 p GT kw E
h d wv BT ILl d k ym k M b Do 5w q N evPm gqZo 9 _ O Alp lMt h2 l0 g l J d Q ekJ t pRY eU Iamp
s i g=A H IE t bR3 CSi _D f c f 9 Bt Q5 Bq 5Q crK 4 nG k0 A
O p er a t i on s a r e t h e ldquoac t i v i t i e s rdquo (2 01 1) Ma in s t r eam in g Sus ta i n ab i l i t y
R e t r i ev ed f r om
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 09 95 f i l e s Ch p t 10S t ra t eg y p d f
P a r t r i d ge K e t a l ( 2 00 5 ) S t ak eho ld er r es ea r ch Th e S t akeh o l de r
E n ga gem en t M an ua l R e t r i ev ed f rom
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c9 3 10 41 f i l e s Su p p l em en t a l
R ead in g Fo l d er fo r W eek 5 A ccou n t ab i l i t y S t ak eh o l d er Vo l 1 pd f
Pojasek R ADRI Scoring (2009)Adri scoring of leading indicators Environmental Quality
Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 27
Pojasek R Corporate sustainability footprint (2011) Mainstreaming Sustainability Retrieved
from httpisitesharvardedufsdocsicbtopic930967filesChapter4SustFootprintpdf
Pojasek R amp Farver S Discover ing our economic respons ib i l i t i es (2011)
Mains treaming Sus ta inabi l i t y Ret r ieved f rom
ht tp m yex tens ion harvard edu i cb icb dokeyword=ex tampsubkeyword=k807
71amppageid=icb page427498 amppageContent Id=icb pagecontent901699ampview=
viewdoampviewParam_di rector y=Supplementa l Folder
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httpwwwinvestopediacomtermssscalabilityasp
Pojasek R amp Farver S Envr e-135 leading indicators (2011) Corporate sustainability strategy
Retrieved from
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 09 81 f i l e s E1 3 5Po j a s ek Ho u r2
S t r a t eg yO c t 2 4 p d f
Pojasek R Envr e-135 Sustainability reporting (2009) Mainstreaming Sustainability
Retrieved from
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 10 01 f i l e s Ch p t 16 Repo r t in g pd
f
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Sustainability Retrieved from
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e427495
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operationalizing corporate sustainability strategy Retrieved from
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I1hRsJisitesharvardedufsdocsicbtopic849748filesOct18PojasekHour2pdf Is risk part of
corporate sustainability strategy Robert
Pojasekamphl=enampgl=usamppid=blampsrcid=ADGEESgx1NqcCcopU0SLiQrosDnLz5x74I3rTWG4K
GD9IR6qzkqFzRC4LS1OySGIfHHbRfUs_VMMn63bT7CMFQEqzB5KoYYroa7e5PXKin_W-
0AQ8_8AQM9skANdvKbk9hyiOIwl4pxKampsig=AHIEtbS-
O3zHn1Dx9H_M9WTuEEFlhMuCYw
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u c t iv i t y + i n cr ea s ed+co l l ab o ra t i on +acce l e r a t ed +d ec i s io n -
m ak in g+an d +r edu ced +d ep end en c y+o n +p h ys i ca l + t r ave l amph l =en ampgl =us amppi d
=b l amps r c i d =AD G EESj T Fi 7 fWY Lr 4 4 a r Aw K 4b N U fMx 8 Mi wis lp j w yFM 4 m Nl Z
t aS D aBV QmT Y n eLX BF7 cW b Y yU E f u Vrx esA N kW8u H rC 3qA sP X BTM 6 c5 A
A D Pu 9SA 5 L6 O G 19L2 IFb T E 5Sz pv r dCR q9 O Zl6 qJ amps i g=AH IE t bS h lW Bu du F
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N o rm and S amp M ora l es R ( 20 10 ) T e l eco mmu ni ca t io ns in a s i a
R esp on s i b l e R es earch Re t r i ev ed f ro m
h t t p do cs go o g le co mv i ew er a=v amp q=cach e ju LX d u eY TS IJ w w w r es po ns
i b l e r es ea r ch com Te l eco mm uni ca t io ns_ in _ As i a__ _ Is s u es_ f o r_R esp on s ib l e
_ In v es to r s_ __ Ex ecu t i ve_S umm ar y p d f T e l ecomm uni ca t ion s in A s i a
R esp ons ib l e R es ea rch i s an i nd ep en den t p ro v id e r o f s ec to r a l an d th em a t i c
A s i an
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j iG V b7 N Iq I0 P 3 i j Z5 o 9rx LQ h Y ZY 0 vw sK n j yE D 7 zzs 5z6 w yp ao6W 31 p GT kw E
h d wv BT ILl d k ym k M b Do 5w q N evPm gqZo 9 _ O Alp lMt h2 l0 g l J d Q ekJ t pRY eU Iamp
s i g=A H IE t bR3 CSi _D f c f 9 Bt Q5 Bq 5Q crK 4 nG k0 A
O p er a t i on s a r e t h e ldquoac t i v i t i e s rdquo (2 01 1) Ma in s t r eam in g Sus ta i n ab i l i t y
R e t r i ev ed f r om
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 09 95 f i l e s Ch p t 10S t ra t eg y p d f
P a r t r i d ge K e t a l ( 2 00 5 ) S t ak eho ld er r es ea r ch Th e S t akeh o l de r
E n ga gem en t M an ua l R e t r i ev ed f rom
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from httpisitesharvardedufsdocsicbtopic930967filesChapter4SustFootprintpdf
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Mains treaming Sus ta inabi l i t y Ret r ieved f rom
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0AQ8_8AQM9skANdvKbk9hyiOIwl4pxKampsig=AHIEtbS-
O3zHn1Dx9H_M9WTuEEFlhMuCYw
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Creek CO Mainstreaming Sustainability
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EA_hYjdHzEPd8YpJDHkPenRn3ntYTqLuOiNAUICUlTKampsig=AHIEtbRF10DajUTOCRYda
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SD4vb6eDMnw1eCC9FtS7Zn4-
tzdiwG_CBvQZ_lXVySRampsig=AHIEtbShU1fUgNQtQdilp4HdvkvjJjX-EQ
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C omm on abo u t _u s f i l e s p d f cs r _p ape r_ p o l i cy p d f +A T 26 T +s us t a in ab i l i t y
+v i s i on amphl =en ampgl=u s amppid =b l amps r c id=A D G EES gH 0 -
4 f v NQJ Q s OY oY D 8L_ 0 D H gp u cT pa -
LcG cQ Q B yO _ l Cb u lb 2 Vt Um FX r a7 N V52 6 TK X r rD h w3l 8 f9 -
p gH F4 j in h KA f k gRQ P5 oC BMX 8 XA f Gs LIE J K f Rzh LZE k E aC s gOM Fw Q7 X f5
aJ amps i g=A H IE t b T yO smx D3j Crx 3 G 5w g6J l k LC 3 bpx A
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z_N_3tGEojkaKirI-bMpPR-7Y4KrKSXMmYHlPDbF_qBxUc2g7lAw6tmPdP5jhM-
cEQNyp0Pd8kvqmW9YRqotX_heXs2Vv6dgXampsig=AHIEtbReQdWTz60fpWqKNiSTGukJcB
ET5g
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C omm on abo u t _u s c i t i z ens h i p EMS _mat r ix pd f +AT 26 T+en v i ro nm ent a l +
an d +s a f e t y+ r egu l a t i on s amphl =en ampgl =usampp i d=b l amps r c id =A DG E ES hm5 H KkC i
0 5 4CY E Zv d aG XP HG 2 d3 f i 2_ es7 V gBs wd 2 - t oz J aMPW 9 Bu mG T ss _Q MP Q_ -
t yp - e N - eO Ui _6 oV lJ Q X V LV 6 rz gM HxO S I -
S 8 j wW3R wJ uT d9 Vx yr 2 x T _lz MY 1t cK cp M ND i FLamps i g=A HIE t b Q G V tX q Qq 6
r R qU kY lX yeM M _M G X IL
A t ampt s en v i r onm enta l s us t a i n ab i l i t y i n i t i a t i v es (2 01 1 ) Ma r ke t Wa t ch
R e t r i ev ed f r om h t tp w w wm ar ke tw a tch co ms to r y a t t - add s -b a t t e r y-
ch a r ge r - pa r t i a l l y- m ad e - f rom - r ecyc l ed - w a t e r - bo t t l e s - to -p ro d uc t - l i ne - up -
2 0 11 -1 1 -1 4
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d i s c l os u r e - p ro j ec t s - ca r bo n -d i s c l os u r e - l e ade r sh i p - i nd ex - 10 3 44 09 94 h t ml
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f r om h t tp w w w r eu t e r s com a r t i c l e 20 1 1 1 0 20 us - a t t -
i d USTR E 79J 2M H 20 1 11 02 0
A t ampt r ead i e s i t s s up p l y ch a in fo r t h e fu tu r e (2 01 1 ) AT ampT R e t r i ev ed
f r om h t tp w w w a t t com gen p r e s s -
r o om pid =48 00 ampcdv n =n ews ampn ews a r t i c l e i d =2 70 88
A t ampt s l im s do w n acce s so r y p ack ag i n g an no un ces n ew eco - f r i end l y
s t an da r ds fo r h an dse t s ( 20 10 ) AT ampT I n t e l l e c t ua l Pro p er t y R e t r i ev ed
f r om h t tp w w w a t t com gen p r e s s -
r o om pid =48 00 ampcdv n =n ews ampn ews a r t i c l e i d =3 05 99
T h e a t ampt t e ch no lo gy an d env i r on m ent aw a r ds p r o gr am (20 1 1) AT ampT
R e t r i ev ed f r om h t tp w w w a t t co m gen co rp o r a t e - c i t i z ens h i p p id =1 24 34
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R e t r i ev ed f r om h t tp do cs go o gl e com v i ew er a=v ampq =cach e FG -
R FkS1 m ZsJ p ro j ec t s i gma co u k R n DSt r eams R D_s up p l y_ ch a in _s t r a t eg y p
d f +Th i s + r es ea rch +in v es t i ga t ed +t h e+eco n omi c +so c i a l +and +env i r on m ent a l
+ im p ac t s + in +s up p ly+ch a i n +m an agem en t amphl =en ampgl =us amppi d =b l amps r c i d =A D
G E ESj T6 j BY3 QR cz6 Bo u L_ p uT kP y_ h T1 Lw N Z7 G p 8 6 IT j f cb S g23 FaP u gP RC
9 tp 41 7x g9 A kx m -
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E Rv Zu 5_ 79 Zq T cyamp s i g=A H IE t bQ pW ZId T vG 2 Y - 9 Gj3 Ts v eK 2 h yC R Ig
C omm on i ns pec t io n a r eas fo r im pr ov em ent (2 01 1 ) L ea rn in g an d S k i l l s
I m pr o vem en t S er v i ce R e t r i ev ed f rom
h t t p w w w ex ce l l en cega t ewa y o r g u k p age a spx o =1 08 214
C omm un ica t io n (20 1 1) C om mu ni ca t i on Excerp t s f r om A us t r a l i an N ew
Z ea la nd S ta nd ar d 14 0 04 R e t r i ev ed f r om
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 09 68 f i l e s Su p p l em en t a l
Fo ld e r Com mEx er p t IS O 1 40 04 p d f
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R e t r i ev ed f r om h t tp w w w a t t co m gen p r es s - r oo m pid =2 6 44
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Ci t i z ens h i p EH S Re t r i ev ed f r om
h t t p do cs go o g le co mv i ew er a=v ampq=cach e wu w 3ib l2 eK 4J ww w a t t com
C omm on abo u t _u s c i t i z ens h i p EHS _Man agem en t pd f A TampT IS O 1 40 01 ndash
E n v i ro nm en t a l
M an agem ent amphl =en ampgl =us amppi d =b l ampsr c id =A D GE ESj BN bj X a3 j j s w hU Q v Fh
C dD A nf E A ag yIN n b lW MX MT cXx -
Q bR 3 BU1 ol j ikJ _ yq x f l f aG vb yD yl F l v 3 ah 3C ws hz fE br T Uj vY eM uf tD FtQ i G G 7
d D 9oR qt D IA s 4 vzSM gPt p Ax C0 rfW Bcamps i g=A H IE t bR Q NrZe5 o Tm nt sV g6 H Z
1 v G7 j rzC yw
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environmental sustainability Retrieved from h t tp ww w a t t com gen p re s s -
r o om pid =26 44
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E con o m y 2 01 0 ATampT S u s ta i na b i l i t y R epo r t 74 R e t r i eved f rom
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d f
G r een acco un t i n g a t a t ampt ( 20 06 ) Wi s t a En v i ro n men t A cco un t in g
R e t r i ev ed f r om
h t t p w w w wi t t s o rg E v a_ acc env _ acco u n t_ 5_ f eb0 6 wi s t a_ ev a_ aac_ cas es t
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viewdoampviewParam_di rector y=Supplementa l Folder
How developing cou nt r i es cont r ibu ted to i so 26000 (2011) ISO Ret r i eved
f rom
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energy-management -s tandard -publ i shed
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S us ta in ab i l i t y M e t r i c s R e t r i ev ed f ro m
h t t p m y ex t ens io n h a rv a rd ed u i cb i cb do ke yw o r d =ex tamps u bk e yw o r d =k8
0 7 71 ampp an e l = icb p ageco n ten t 90 17 21 r fo r um fo r um_ id =105 1 69 ampp age i d =i c
b page4 27 50 4 ampp ageC ont en t Id = i cb p ageco n t en t9 01 70 1 ampview =vi ew do ampv ie
w P aram_ di r ec to r y= S up p l em en t a l R ead in g Fo l d er
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 25
Is o 3 1 00 0 ndash r i sk man agem en t s t an d ar d (2 00 8 ) U ni ver s i t y o f Wa t e r lo o -
I n s t i t u t e f o r R i s k Res ear ch R e t r i ev ed f r om
h t t p do cs go o g le co mv i ew er a=v ampq=cach e yS f Ml jv D_eYJ w ww i r r -
n e r am ca p d f_ f i l e s IS O 2 0 31 00 0 p df IS O 3 1 00 0 ndash R i s k m an agem ent
O v e rs p en d i n g D el ays N o n com pl i an ce w i t h po l i c i es an d
r egu l a t i on s amphl =enampgl =u s amppid =b l amps rc i d =A D GE ES hR1P4J uW H eP aBS 5x sG
9x V rSY 3 Ow bE V Qz8 8 nA gs g_S 5 Yd Qo rFa1 e f w B6 yQ 7 z u rh hRW H LT U 4 a7G G
_ Em _ c5 Y 0ms hRu yU B_ 4j Q5 T viM IBp h 4 9s 5x J ipbW _Rh lzM B3W 8M -
T pm iT hQ b A amps i g=A H IE t b Q O QM i Zi V9 ycC D aPP cUh fo LE w z_ - w
K ap l an J W a ys to g r een yo u r s up p l y ch a in (2 00 9 ) E cop r en eur i s t
R e t r i ev ed f r om h t tp e cop r en eu r i s t co m 20 09 10 1 3 5 - wa ys - t o - g r e e n -
yo u r - s u pp l y- ch a i n
K e y p e r f o rm an ce in d i ca t o r s (2 01 1 ) 2 0 10 AT ampT S u s ta ina b i l i t y R epor t
R e t r i ev ed f r om
h t t p w w w a t t co mC om mo n ab ou t_ us f i l e s c s r _2 01 1 20 10 _CS R_R epo r t p
d f
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d f +Th i s + r es ea rch +in v es t i ga t ed +t h e+eco n omi c +so c i a l +and +env i r on m ent a l
+ im p ac t s + in +s up p ly+ch a i n +m an agem en t amphl =en ampgl =us amppi d =b l amps r c i d =A D
G E ESj T6 j BY3 QR cz6 Bo u L_ p uT kP y_ h T1 Lw N Z7 G p 8 6 IT j f cb S g23 FaP u gP RC
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E Rv Zu 5_ 79 Zq T cyamp s i g=A H IE t bQ pW ZId T vG 2 Y - 9 Gj3 Ts v eK 2 h yC R Ig
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C omm on abo u t _u s c i t i z ens h i p EHS _Man agem en t pd f A TampT IS O 1 40 01 ndash
E n v i ro nm en t a l
M an agem ent amphl =en ampgl =us amppi d =b l ampsr c id =A D GE ESj BN bj X a3 j j s w hU Q v Fh
C dD A nf E A ag yIN n b lW MX MT cXx -
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d f
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h t t p m y ex t ens io n h a rv a rd ed u i cb i cb do ke yw o r d =ex tamps u bk e yw o r d =k8
0 7 71 ampp an e l = icb p ageco n ten t 90 17 21 r fo r um fo r um_ id =105 1 69 ampp age i d =i c
b page4 27 50 4 ampp ageC ont en t Id = i cb p ageco n t en t9 01 70 1 ampview =vi ew do ampv ie
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n e r am ca p d f_ f i l e s IS O 2 0 31 00 0 p df IS O 3 1 00 0 ndash R i s k m an agem ent
O v e rs p en d i n g D el ays N o n com pl i an ce w i t h po l i c i es an d
r egu l a t i on s amphl =enampgl =u s amppid =b l amps rc i d =A D GE ES hR1P4J uW H eP aBS 5x sG
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K ap l an J W a ys to g r een yo u r s up p l y ch a in (2 00 9 ) E cop r en eur i s t
R e t r i ev ed f r om h t tp e cop r en eu r i s t co m 20 09 10 1 3 5 - wa ys - t o - g r e e n -
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g Li n k Cl i ck a spx 3 Ff i l e t i ck e t 3 D cOA r p r Yn XWY 25 3D 2 6t ab id 3 D 60
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h t t p do cs go o g le co mv i ew er a=v amp q=cach e ju LX d u eY TS IJ w w w r es po ns
i b l e r es ea r ch com Te l eco mm uni ca t io ns_ in _ As i a__ _ Is s u es_ f o r_R esp on s ib l e
_ In v es to r s_ __ Ex ecu t i ve_S umm ar y p d f T e l ecomm uni ca t ion s in A s i a
R esp ons ib l e R es ea rch i s an i nd ep en den t p ro v id e r o f s ec to r a l an d th em a t i c
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O p er a t i on s a r e t h e ldquoac t i v i t i e s rdquo (2 01 1) Ma in s t r eam in g Sus ta i n ab i l i t y
R e t r i ev ed f r om
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 09 95 f i l e s Ch p t 10S t ra t eg y p d f
P a r t r i d ge K e t a l ( 2 00 5 ) S t ak eho ld er r es ea r ch Th e S t akeh o l de r
E n ga gem en t M an ua l R e t r i ev ed f rom
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c9 3 10 41 f i l e s Su p p l em en t a l
R ead in g Fo l d er fo r W eek 5 A ccou n t ab i l i t y S t ak eh o l d er Vo l 1 pd f
Pojasek R ADRI Scoring (2009)Adri scoring of leading indicators Environmental Quality
Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 27
Pojasek R Corporate sustainability footprint (2011) Mainstreaming Sustainability Retrieved
from httpisitesharvardedufsdocsicbtopic930967filesChapter4SustFootprintpdf
Pojasek R amp Farver S Discover ing our economic respons ib i l i t i es (2011)
Mains treaming Sus ta inabi l i t y Ret r ieved f rom
ht tp m yex tens ion harvard edu i cb icb dokeyword=ex tampsubkeyword=k807
71amppageid=icb page427498 amppageContent Id=icb pagecontent901699ampview=
viewdoampviewParam_di rector y=Supplementa l Folder
(2011) What does scalability mean Investopedia ULC Retrieved from
httpwwwinvestopediacomtermssscalabilityasp
Pojasek R amp Farver S Envr e-135 leading indicators (2011) Corporate sustainability strategy
Retrieved from
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 09 81 f i l e s E1 3 5Po j a s ek Ho u r2
S t r a t eg yO c t 2 4 p d f
Pojasek R Envr e-135 Sustainability reporting (2009) Mainstreaming Sustainability
Retrieved from
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 10 01 f i l e s Ch p t 16 Repo r t in g pd
f
Pojasek R amp Farver S Identifying and engaging key stakeholders (2011) Mainstreaming
Sustainability Retrieved from
httpmyextensionharvardeduicbicbdokeyword=extampsubkeyword=k80771amppageid=icbpag
e427495
Pojasek R amp Farver S Important economic considerations (2011) Economic responsibility and
operationalizing corporate sustainability strategy Retrieved from
httpdocsgooglecomviewera=vampq=cacheIOdMb-
I1hRsJisitesharvardedufsdocsicbtopic849748filesOct18PojasekHour2pdf Is risk part of
corporate sustainability strategy Robert
Pojasekamphl=enampgl=usamppid=blampsrcid=ADGEESgx1NqcCcopU0SLiQrosDnLz5x74I3rTWG4K
GD9IR6qzkqFzRC4LS1OySGIfHHbRfUs_VMMn63bT7CMFQEqzB5KoYYroa7e5PXKin_W-
0AQ8_8AQM9skANdvKbk9hyiOIwl4pxKampsig=AHIEtbS-
O3zHn1Dx9H_M9WTuEEFlhMuCYw
Pojasek R amp Farver S Mainstreaming sustainability (2011) 1 ed Vol 1 p 162 Woody
Creek CO Mainstreaming Sustainability
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 28
Pojasek R amp Farver S Product perspective (2011) Mainstreaming Sustainability 6 Retrieved
from
h t t p i s i t e s h a rv a rd ed u f s d o c s i cb to p i c93 09 73 f i l e s Ch p t 13S up p l yC h a in
p df
Pojasek R amp Farver S Sustainability requirements for communications (2011) Mainstreaming
Sustainability Retrieved from
httpisitesharvardedufsdocsicbtopic930968filesChpt12Communicationpdf
Pojasek R Improve infuse integrate (2007) Introducing ISO 14001 III Retrieved from
httpisitesharvardedufsdocsicbtopic931012filesSupplemental Reading Folder for Week
10ISO 14001 Enhancedpdf
Pojasek R Is your integrated management system really integrated (2006) Environmental
Quality Management Retrieved from
httpisitesharvardedufsdocsicbtopic931012filesSupplemental Reading Folder for Week
10Integrated MS Really Integratedpdf
Pojasek R Lagging indicators (2009) Environmental Quality Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
Pojasek R leading indicators Understanding leading indicators (2009) Environmental Quality
Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
Pojasek RUsing Leading Using leading indicators properly (2009) Environmental Quality
Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 29
Pojasek R Sustainability reporting reviews and assurance (2009) Sustainability Reporting
Retrieved from
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 10 01 f i l e s Ch p t 16 Repo r t in g pd
f
Productservice differentiation (2011) EzineArticlescom Retrieved from
h t t p ez in ea r t i c l e s com Co rp o r a t e -Su s t a i n ab i l i t y - S t r a t eg y- - - T o p - Fi v e -
R eas on s -Wh y- Y o u -N eed - On eampid =1 73 61 0 7
Product stewardship (2011) ATampT Retrieved from httpwwwattcomgencorporate-
citizenshippid=17914
Programs implementing management system elements (2010) ATampT Environment Health and
Safety Management System Retrieved from
Policy and practice 2011report card on banks and mountaintop removal (2011) Rainforest
action network 5 Retrieved from
httpdocsgooglecomviewera=vampq=cacheznZFoDiTQ_0Jranorgnode2602 2011Report
Card on Banks and Mountaintop
Removalamphl=enampgl=usamppid=blampsrcid=ADGEESiGYaCcDf0sYT657_WMylU-
AzBvwDWdvKoDUF5Lez-KtWO9YhejdYwACsq-6CXAbxzbAmTyUajNjjNni03M0EauGnzt-
EA_hYjdHzEPd8YpJDHkPenRn3ntYTqLuOiNAUICUlTKampsig=AHIEtbRF10DajUTOCRYda
pnhO3rnT1vwEQ
Quadir JCorporate sustainability strategy - top five reasons why you need one (2011)
EzineArticles Retrieved from httpezinearticlescomCorporate-Sustainability-Strategy---Top-
Five-Reasons-Why-You-Need-Oneampid=1736107
(2011) What does scalability mean Investopedia ULC Retrieved from
httpwwwinvestopediacomtermssscalabilityasp
Six focus areas (2010) ATampT Citizenship and Sustainability Report Retrieved from
httpwwwsocialfundscomsharedreports1308027026_ATT_2009_CitizenshipSustainabilityR
eportpdf
Social responsibility report (2006) Corporate Research Center Retrieved from
h t t p w w w so c i a l fu n ds com cs r p r o f i l e cg i id =1 8
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 30
Sprint establishes first-in-industry product stewardship policy (2011) TriplePundit Retrieved
from httpwwwtriplepunditcom201105sprint-establishes-first-industry-product-stewardship-
policy
Sprint recycle (2011) Sprint Retrieved from
httpwwwsprintcomresponsibilitycommunities_acrosseco_opshtml
(2009) Supply chain revolutionary atampt leads procurement zone adoption TechTarget
Retrieved from h t t p s ea r ch t e l ecom t ech ta r ge t co m t i p S up p l y - ch a i n -
r ev o lu t i on a r y- A T T - l ead s -p ro cu r em en t - zo n e - ado p t i on
Strategic materiality assesment (2011) 2010 ATampT Sustainability Report Retrieved from
httpdocsgooglecomviewera=vampq=cacheFiS_bp4ePaMJwwwattcomCommonabout_usf
ilescsr_2011ATT_2010_strategic_materiality_assessmentpdf Hazardous waste reduction
ATampTamphl=enampgl=usamppid=blampsrcid=ADGEESic8Uk_3kx9gSsNQ2sSwVb7O-
lrCDiSrJS9KmI06W8qbqk8t15CI8l2s06D7uz0_edt5ul1NsFCjFzyj7u-5EB1B7PL-
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tzdiwG_CBvQZ_lXVySRampsig=AHIEtbShU1fUgNQtQdilp4HdvkvjJjX-EQ
Supplier quality (2011) ATampT Retrieved from httpwwwattsupplierscom
Sustainable development a business definition (2007) Business strategies for sustainable
development Retrieved from
httpdocsgooglecomviewera=vampq=cachebSBLJLGuMgcJwwwiisdorgbusinesspdfbusin
ess_strategypdf Incorporating the recommended steps to a sustainable
futureamphl=enampgl=usamppid=blampsrcid=ADGEESjGotAq8rNBuHjBrsbzQMroUOfuJDVipoB7_ks
qdmiaRduq0ieJzyPUe7A9K8kCqPIjZZI9YRdVBWvP2if5Cq4pS1cvG2NX_02rKxqnfkJG8Zm1
D1AKKeLdBdeTzvMr05OithF1ampsig=AHIEtbQC4qGc2VrGdk1PsR7hIVbO3zcCOg
(2011) Training and awareness Sprint Retrieved from
httpwwwsprintcomresponsibilityouroperationsenvironmentalpolicyhtml
Vision statement (2011) ATampT sustainability vision Retrieved from
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aJ amps i g=A H IE t b T yO smx D3j Crx 3 G 5w g6J l k LC 3 bpx A
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 31
What are the g3 guidelines (2011) Global reporting initiative Retrieved from
httpwwwglobalreportingorgreportingframeworkg3guidelines
Workforce inclusion (2007) Social Responsibility Report Retrieved from
httpdocsgooglecomviewera=vampq=cacheo_6Rwfb4lBsJwwwattcomCommonfilespdf3
30938_ATTcsr_0623pdf ATampT reinforce the commitment to a
socialamphl=enampgl=usamppid=blampsrcid=ADGEESjQalPiV_TGsaNvqmVBhqfnqytuxjvKhQIEmkG
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Is o 3 1 00 0 ndash r i sk man agem en t s t an d ar d (2 00 8 ) U ni ver s i t y o f Wa t e r lo o -
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h t t p do cs go o g le co mv i ew er a=v ampq=cach e yS f Ml jv D_eYJ w ww i r r -
n e r am ca p d f_ f i l e s IS O 2 0 31 00 0 p df IS O 3 1 00 0 ndash R i s k m an agem ent
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2 0 10 -1 1 i s s u es -m ate r i a l i t y - m a t r ix
Meet the possibility economy (2011) 2010 ATampT Sustainability Report Retrieved from
h t t p do cs go o g le co mv i ew er a=v ampq=cach e zx e4 t N v7 AJ MJ w w w a t t com
C om mo n ab ou t_ us f i l e s c s r _2 01 1 20 10 _CS R_R epo r t p d f+a t 2 6t +sus t a in a
b i l i t y+ r ep o r t +2 01 0amph l =en ampgl =us amppi d=b l amps r c i d =AD G EES g6 yD k G G u ZC4
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h O egU bPlPx -S w
Monitoring supplier performance and providing feedback (2011) TI Retrieved from
h t t p w w w t i comco r p d o cs com p an y c i t i z en e sh s c r e l a t i on sh ip sh tml
M ot otrade w 23 3 r en ew no w av a i l ab l e f ro m t - mo b i l e u sa ( 20 0 9) T - M obi l e
U S A In c R e t r i ev ed f rom h t tp w w w t -
m ob i l e com comp an y P r e s sR e l ea se s_A r t i c l e aspx as se tN am e=P rs _Pr s_ 20 0
9 0 20 5 ampt i t l e=M OTO W 23 3 R en ew Now Av a i l ab l e F ro m T - Mo bi l e USA
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 26
Networking for sustainability (2010) ATampT Intellectual Property Retrieved from
h t t p w w w a t t co m gen p r es s - r oom pid =26 44
N ev es L e t a l ( 200 8 ) Repo r t s um mary 8 amp9 S M ART 2 02 0 En ab l in g th e
l ow car bo n econ omy in t h e i n fo r mat ion ag e R e t r i ev ed f ro m
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m ak in g+an d +r edu ced +d ep end en c y+o n +p h ys i ca l + t r ave l amph l =en ampgl =us amppi d
=b l amps r c i d =AD G EESj T Fi 7 fWY Lr 4 4 a r Aw K 4b N U fMx 8 Mi wis lp j w yFM 4 m Nl Z
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A D Pu 9SA 5 L6 O G 19L2 IFb T E 5Sz pv r dCR q9 O Zl6 qJ amps i g=AH IE t bS h lW Bu du F
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N o rm and S amp M ora l es R ( 20 10 ) T e l eco mmu ni ca t io ns in a s i a
R esp on s i b l e R es earch Re t r i ev ed f ro m
h t t p do cs go o g le co mv i ew er a=v amp q=cach e ju LX d u eY TS IJ w w w r es po ns
i b l e r es ea r ch com Te l eco mm uni ca t io ns_ in _ As i a__ _ Is s u es_ f o r_R esp on s ib l e
_ In v es to r s_ __ Ex ecu t i ve_S umm ar y p d f T e l ecomm uni ca t ion s in A s i a
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j iG V b7 N Iq I0 P 3 i j Z5 o 9rx LQ h Y ZY 0 vw sK n j yE D 7 zzs 5z6 w yp ao6W 31 p GT kw E
h d wv BT ILl d k ym k M b Do 5w q N evPm gqZo 9 _ O Alp lMt h2 l0 g l J d Q ekJ t pRY eU Iamp
s i g=A H IE t bR3 CSi _D f c f 9 Bt Q5 Bq 5Q crK 4 nG k0 A
O p er a t i on s a r e t h e ldquoac t i v i t i e s rdquo (2 01 1) Ma in s t r eam in g Sus ta i n ab i l i t y
R e t r i ev ed f r om
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 09 95 f i l e s Ch p t 10S t ra t eg y p d f
P a r t r i d ge K e t a l ( 2 00 5 ) S t ak eho ld er r es ea r ch Th e S t akeh o l de r
E n ga gem en t M an ua l R e t r i ev ed f rom
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c9 3 10 41 f i l e s Su p p l em en t a l
R ead in g Fo l d er fo r W eek 5 A ccou n t ab i l i t y S t ak eh o l d er Vo l 1 pd f
Pojasek R ADRI Scoring (2009)Adri scoring of leading indicators Environmental Quality
Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 27
Pojasek R Corporate sustainability footprint (2011) Mainstreaming Sustainability Retrieved
from httpisitesharvardedufsdocsicbtopic930967filesChapter4SustFootprintpdf
Pojasek R amp Farver S Discover ing our economic respons ib i l i t i es (2011)
Mains treaming Sus ta inabi l i t y Ret r ieved f rom
ht tp m yex tens ion harvard edu i cb icb dokeyword=ex tampsubkeyword=k807
71amppageid=icb page427498 amppageContent Id=icb pagecontent901699ampview=
viewdoampviewParam_di rector y=Supplementa l Folder
(2011) What does scalability mean Investopedia ULC Retrieved from
httpwwwinvestopediacomtermssscalabilityasp
Pojasek R amp Farver S Envr e-135 leading indicators (2011) Corporate sustainability strategy
Retrieved from
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 09 81 f i l e s E1 3 5Po j a s ek Ho u r2
S t r a t eg yO c t 2 4 p d f
Pojasek R Envr e-135 Sustainability reporting (2009) Mainstreaming Sustainability
Retrieved from
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 10 01 f i l e s Ch p t 16 Repo r t in g pd
f
Pojasek R amp Farver S Identifying and engaging key stakeholders (2011) Mainstreaming
Sustainability Retrieved from
httpmyextensionharvardeduicbicbdokeyword=extampsubkeyword=k80771amppageid=icbpag
e427495
Pojasek R amp Farver S Important economic considerations (2011) Economic responsibility and
operationalizing corporate sustainability strategy Retrieved from
httpdocsgooglecomviewera=vampq=cacheIOdMb-
I1hRsJisitesharvardedufsdocsicbtopic849748filesOct18PojasekHour2pdf Is risk part of
corporate sustainability strategy Robert
Pojasekamphl=enampgl=usamppid=blampsrcid=ADGEESgx1NqcCcopU0SLiQrosDnLz5x74I3rTWG4K
GD9IR6qzkqFzRC4LS1OySGIfHHbRfUs_VMMn63bT7CMFQEqzB5KoYYroa7e5PXKin_W-
0AQ8_8AQM9skANdvKbk9hyiOIwl4pxKampsig=AHIEtbS-
O3zHn1Dx9H_M9WTuEEFlhMuCYw
Pojasek R amp Farver S Mainstreaming sustainability (2011) 1 ed Vol 1 p 162 Woody
Creek CO Mainstreaming Sustainability
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 28
Pojasek R amp Farver S Product perspective (2011) Mainstreaming Sustainability 6 Retrieved
from
h t t p i s i t e s h a rv a rd ed u f s d o c s i cb to p i c93 09 73 f i l e s Ch p t 13S up p l yC h a in
p df
Pojasek R amp Farver S Sustainability requirements for communications (2011) Mainstreaming
Sustainability Retrieved from
httpisitesharvardedufsdocsicbtopic930968filesChpt12Communicationpdf
Pojasek R Improve infuse integrate (2007) Introducing ISO 14001 III Retrieved from
httpisitesharvardedufsdocsicbtopic931012filesSupplemental Reading Folder for Week
10ISO 14001 Enhancedpdf
Pojasek R Is your integrated management system really integrated (2006) Environmental
Quality Management Retrieved from
httpisitesharvardedufsdocsicbtopic931012filesSupplemental Reading Folder for Week
10Integrated MS Really Integratedpdf
Pojasek R Lagging indicators (2009) Environmental Quality Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
Pojasek R leading indicators Understanding leading indicators (2009) Environmental Quality
Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
Pojasek RUsing Leading Using leading indicators properly (2009) Environmental Quality
Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 29
Pojasek R Sustainability reporting reviews and assurance (2009) Sustainability Reporting
Retrieved from
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 10 01 f i l e s Ch p t 16 Repo r t in g pd
f
Productservice differentiation (2011) EzineArticlescom Retrieved from
h t t p ez in ea r t i c l e s com Co rp o r a t e -Su s t a i n ab i l i t y - S t r a t eg y- - - T o p - Fi v e -
R eas on s -Wh y- Y o u -N eed - On eampid =1 73 61 0 7
Product stewardship (2011) ATampT Retrieved from httpwwwattcomgencorporate-
citizenshippid=17914
Programs implementing management system elements (2010) ATampT Environment Health and
Safety Management System Retrieved from
Policy and practice 2011report card on banks and mountaintop removal (2011) Rainforest
action network 5 Retrieved from
httpdocsgooglecomviewera=vampq=cacheznZFoDiTQ_0Jranorgnode2602 2011Report
Card on Banks and Mountaintop
Removalamphl=enampgl=usamppid=blampsrcid=ADGEESiGYaCcDf0sYT657_WMylU-
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EA_hYjdHzEPd8YpJDHkPenRn3ntYTqLuOiNAUICUlTKampsig=AHIEtbRF10DajUTOCRYda
pnhO3rnT1vwEQ
Quadir JCorporate sustainability strategy - top five reasons why you need one (2011)
EzineArticles Retrieved from httpezinearticlescomCorporate-Sustainability-Strategy---Top-
Five-Reasons-Why-You-Need-Oneampid=1736107
(2011) What does scalability mean Investopedia ULC Retrieved from
httpwwwinvestopediacomtermssscalabilityasp
Six focus areas (2010) ATampT Citizenship and Sustainability Report Retrieved from
httpwwwsocialfundscomsharedreports1308027026_ATT_2009_CitizenshipSustainabilityR
eportpdf
Social responsibility report (2006) Corporate Research Center Retrieved from
h t t p w w w so c i a l fu n ds com cs r p r o f i l e cg i id =1 8
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 30
Sprint establishes first-in-industry product stewardship policy (2011) TriplePundit Retrieved
from httpwwwtriplepunditcom201105sprint-establishes-first-industry-product-stewardship-
policy
Sprint recycle (2011) Sprint Retrieved from
httpwwwsprintcomresponsibilitycommunities_acrosseco_opshtml
(2009) Supply chain revolutionary atampt leads procurement zone adoption TechTarget
Retrieved from h t t p s ea r ch t e l ecom t ech ta r ge t co m t i p S up p l y - ch a i n -
r ev o lu t i on a r y- A T T - l ead s -p ro cu r em en t - zo n e - ado p t i on
Strategic materiality assesment (2011) 2010 ATampT Sustainability Report Retrieved from
httpdocsgooglecomviewera=vampq=cacheFiS_bp4ePaMJwwwattcomCommonabout_usf
ilescsr_2011ATT_2010_strategic_materiality_assessmentpdf Hazardous waste reduction
ATampTamphl=enampgl=usamppid=blampsrcid=ADGEESic8Uk_3kx9gSsNQ2sSwVb7O-
lrCDiSrJS9KmI06W8qbqk8t15CI8l2s06D7uz0_edt5ul1NsFCjFzyj7u-5EB1B7PL-
SD4vb6eDMnw1eCC9FtS7Zn4-
tzdiwG_CBvQZ_lXVySRampsig=AHIEtbShU1fUgNQtQdilp4HdvkvjJjX-EQ
Supplier quality (2011) ATampT Retrieved from httpwwwattsupplierscom
Sustainable development a business definition (2007) Business strategies for sustainable
development Retrieved from
httpdocsgooglecomviewera=vampq=cachebSBLJLGuMgcJwwwiisdorgbusinesspdfbusin
ess_strategypdf Incorporating the recommended steps to a sustainable
futureamphl=enampgl=usamppid=blampsrcid=ADGEESjGotAq8rNBuHjBrsbzQMroUOfuJDVipoB7_ks
qdmiaRduq0ieJzyPUe7A9K8kCqPIjZZI9YRdVBWvP2if5Cq4pS1cvG2NX_02rKxqnfkJG8Zm1
D1AKKeLdBdeTzvMr05OithF1ampsig=AHIEtbQC4qGc2VrGdk1PsR7hIVbO3zcCOg
(2011) Training and awareness Sprint Retrieved from
httpwwwsprintcomresponsibilityouroperationsenvironmentalpolicyhtml
Vision statement (2011) ATampT sustainability vision Retrieved from
h t t p do cs go o g le co mv i ew er a=v ampq=cach e _S4 r OP 5U lw IJ w ww a t t co m
C omm on abo u t _u s f i l e s p d f cs r _p ape r_ p o l i cy p d f +A T 26 T +s us t a in ab i l i t y
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4 f v NQJ Q s OY oY D 8L_ 0 D H gp u cT pa -
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p gH F4 j in h KA f k gRQ P5 oC BMX 8 XA f Gs LIE J K f Rzh LZE k E aC s gOM Fw Q7 X f5
aJ amps i g=A H IE t b T yO smx D3j Crx 3 G 5w g6J l k LC 3 bpx A
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 31
What are the g3 guidelines (2011) Global reporting initiative Retrieved from
httpwwwglobalreportingorgreportingframeworkg3guidelines
Workforce inclusion (2007) Social Responsibility Report Retrieved from
httpdocsgooglecomviewera=vampq=cacheo_6Rwfb4lBsJwwwattcomCommonfilespdf3
30938_ATTcsr_0623pdf ATampT reinforce the commitment to a
socialamphl=enampgl=usamppid=blampsrcid=ADGEESjQalPiV_TGsaNvqmVBhqfnqytuxjvKhQIEmkG
z_N_3tGEojkaKirI-bMpPR-7Y4KrKSXMmYHlPDbF_qBxUc2g7lAw6tmPdP5jhM-
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ET5g
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 26
Networking for sustainability (2010) ATampT Intellectual Property Retrieved from
h t t p w w w a t t co m gen p r es s - r oom pid =26 44
N ev es L e t a l ( 200 8 ) Repo r t s um mary 8 amp9 S M ART 2 02 0 En ab l in g th e
l ow car bo n econ omy in t h e i n fo r mat ion ag e R e t r i ev ed f ro m
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h t t p do cs go o g le co mv i ew er a=v amp q=cach e ju LX d u eY TS IJ w w w r es po ns
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E n ga gem en t M an ua l R e t r i ev ed f rom
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c9 3 10 41 f i l e s Su p p l em en t a l
R ead in g Fo l d er fo r W eek 5 A ccou n t ab i l i t y S t ak eh o l d er Vo l 1 pd f
Pojasek R ADRI Scoring (2009)Adri scoring of leading indicators Environmental Quality
Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 27
Pojasek R Corporate sustainability footprint (2011) Mainstreaming Sustainability Retrieved
from httpisitesharvardedufsdocsicbtopic930967filesChapter4SustFootprintpdf
Pojasek R amp Farver S Discover ing our economic respons ib i l i t i es (2011)
Mains treaming Sus ta inabi l i t y Ret r ieved f rom
ht tp m yex tens ion harvard edu i cb icb dokeyword=ex tampsubkeyword=k807
71amppageid=icb page427498 amppageContent Id=icb pagecontent901699ampview=
viewdoampviewParam_di rector y=Supplementa l Folder
(2011) What does scalability mean Investopedia ULC Retrieved from
httpwwwinvestopediacomtermssscalabilityasp
Pojasek R amp Farver S Envr e-135 leading indicators (2011) Corporate sustainability strategy
Retrieved from
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 09 81 f i l e s E1 3 5Po j a s ek Ho u r2
S t r a t eg yO c t 2 4 p d f
Pojasek R Envr e-135 Sustainability reporting (2009) Mainstreaming Sustainability
Retrieved from
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 10 01 f i l e s Ch p t 16 Repo r t in g pd
f
Pojasek R amp Farver S Identifying and engaging key stakeholders (2011) Mainstreaming
Sustainability Retrieved from
httpmyextensionharvardeduicbicbdokeyword=extampsubkeyword=k80771amppageid=icbpag
e427495
Pojasek R amp Farver S Important economic considerations (2011) Economic responsibility and
operationalizing corporate sustainability strategy Retrieved from
httpdocsgooglecomviewera=vampq=cacheIOdMb-
I1hRsJisitesharvardedufsdocsicbtopic849748filesOct18PojasekHour2pdf Is risk part of
corporate sustainability strategy Robert
Pojasekamphl=enampgl=usamppid=blampsrcid=ADGEESgx1NqcCcopU0SLiQrosDnLz5x74I3rTWG4K
GD9IR6qzkqFzRC4LS1OySGIfHHbRfUs_VMMn63bT7CMFQEqzB5KoYYroa7e5PXKin_W-
0AQ8_8AQM9skANdvKbk9hyiOIwl4pxKampsig=AHIEtbS-
O3zHn1Dx9H_M9WTuEEFlhMuCYw
Pojasek R amp Farver S Mainstreaming sustainability (2011) 1 ed Vol 1 p 162 Woody
Creek CO Mainstreaming Sustainability
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 28
Pojasek R amp Farver S Product perspective (2011) Mainstreaming Sustainability 6 Retrieved
from
h t t p i s i t e s h a rv a rd ed u f s d o c s i cb to p i c93 09 73 f i l e s Ch p t 13S up p l yC h a in
p df
Pojasek R amp Farver S Sustainability requirements for communications (2011) Mainstreaming
Sustainability Retrieved from
httpisitesharvardedufsdocsicbtopic930968filesChpt12Communicationpdf
Pojasek R Improve infuse integrate (2007) Introducing ISO 14001 III Retrieved from
httpisitesharvardedufsdocsicbtopic931012filesSupplemental Reading Folder for Week
10ISO 14001 Enhancedpdf
Pojasek R Is your integrated management system really integrated (2006) Environmental
Quality Management Retrieved from
httpisitesharvardedufsdocsicbtopic931012filesSupplemental Reading Folder for Week
10Integrated MS Really Integratedpdf
Pojasek R Lagging indicators (2009) Environmental Quality Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
Pojasek R leading indicators Understanding leading indicators (2009) Environmental Quality
Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
Pojasek RUsing Leading Using leading indicators properly (2009) Environmental Quality
Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 29
Pojasek R Sustainability reporting reviews and assurance (2009) Sustainability Reporting
Retrieved from
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 10 01 f i l e s Ch p t 16 Repo r t in g pd
f
Productservice differentiation (2011) EzineArticlescom Retrieved from
h t t p ez in ea r t i c l e s com Co rp o r a t e -Su s t a i n ab i l i t y - S t r a t eg y- - - T o p - Fi v e -
R eas on s -Wh y- Y o u -N eed - On eampid =1 73 61 0 7
Product stewardship (2011) ATampT Retrieved from httpwwwattcomgencorporate-
citizenshippid=17914
Programs implementing management system elements (2010) ATampT Environment Health and
Safety Management System Retrieved from
Policy and practice 2011report card on banks and mountaintop removal (2011) Rainforest
action network 5 Retrieved from
httpdocsgooglecomviewera=vampq=cacheznZFoDiTQ_0Jranorgnode2602 2011Report
Card on Banks and Mountaintop
Removalamphl=enampgl=usamppid=blampsrcid=ADGEESiGYaCcDf0sYT657_WMylU-
AzBvwDWdvKoDUF5Lez-KtWO9YhejdYwACsq-6CXAbxzbAmTyUajNjjNni03M0EauGnzt-
EA_hYjdHzEPd8YpJDHkPenRn3ntYTqLuOiNAUICUlTKampsig=AHIEtbRF10DajUTOCRYda
pnhO3rnT1vwEQ
Quadir JCorporate sustainability strategy - top five reasons why you need one (2011)
EzineArticles Retrieved from httpezinearticlescomCorporate-Sustainability-Strategy---Top-
Five-Reasons-Why-You-Need-Oneampid=1736107
(2011) What does scalability mean Investopedia ULC Retrieved from
httpwwwinvestopediacomtermssscalabilityasp
Six focus areas (2010) ATampT Citizenship and Sustainability Report Retrieved from
httpwwwsocialfundscomsharedreports1308027026_ATT_2009_CitizenshipSustainabilityR
eportpdf
Social responsibility report (2006) Corporate Research Center Retrieved from
h t t p w w w so c i a l fu n ds com cs r p r o f i l e cg i id =1 8
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 30
Sprint establishes first-in-industry product stewardship policy (2011) TriplePundit Retrieved
from httpwwwtriplepunditcom201105sprint-establishes-first-industry-product-stewardship-
policy
Sprint recycle (2011) Sprint Retrieved from
httpwwwsprintcomresponsibilitycommunities_acrosseco_opshtml
(2009) Supply chain revolutionary atampt leads procurement zone adoption TechTarget
Retrieved from h t t p s ea r ch t e l ecom t ech ta r ge t co m t i p S up p l y - ch a i n -
r ev o lu t i on a r y- A T T - l ead s -p ro cu r em en t - zo n e - ado p t i on
Strategic materiality assesment (2011) 2010 ATampT Sustainability Report Retrieved from
httpdocsgooglecomviewera=vampq=cacheFiS_bp4ePaMJwwwattcomCommonabout_usf
ilescsr_2011ATT_2010_strategic_materiality_assessmentpdf Hazardous waste reduction
ATampTamphl=enampgl=usamppid=blampsrcid=ADGEESic8Uk_3kx9gSsNQ2sSwVb7O-
lrCDiSrJS9KmI06W8qbqk8t15CI8l2s06D7uz0_edt5ul1NsFCjFzyj7u-5EB1B7PL-
SD4vb6eDMnw1eCC9FtS7Zn4-
tzdiwG_CBvQZ_lXVySRampsig=AHIEtbShU1fUgNQtQdilp4HdvkvjJjX-EQ
Supplier quality (2011) ATampT Retrieved from httpwwwattsupplierscom
Sustainable development a business definition (2007) Business strategies for sustainable
development Retrieved from
httpdocsgooglecomviewera=vampq=cachebSBLJLGuMgcJwwwiisdorgbusinesspdfbusin
ess_strategypdf Incorporating the recommended steps to a sustainable
futureamphl=enampgl=usamppid=blampsrcid=ADGEESjGotAq8rNBuHjBrsbzQMroUOfuJDVipoB7_ks
qdmiaRduq0ieJzyPUe7A9K8kCqPIjZZI9YRdVBWvP2if5Cq4pS1cvG2NX_02rKxqnfkJG8Zm1
D1AKKeLdBdeTzvMr05OithF1ampsig=AHIEtbQC4qGc2VrGdk1PsR7hIVbO3zcCOg
(2011) Training and awareness Sprint Retrieved from
httpwwwsprintcomresponsibilityouroperationsenvironmentalpolicyhtml
Vision statement (2011) ATampT sustainability vision Retrieved from
h t t p do cs go o g le co mv i ew er a=v ampq=cach e _S4 r OP 5U lw IJ w ww a t t co m
C omm on abo u t _u s f i l e s p d f cs r _p ape r_ p o l i cy p d f +A T 26 T +s us t a in ab i l i t y
+v i s i on amphl =en ampgl=u s amppid =b l amps r c id=A D G EES gH 0 -
4 f v NQJ Q s OY oY D 8L_ 0 D H gp u cT pa -
LcG cQ Q B yO _ l Cb u lb 2 Vt Um FX r a7 N V52 6 TK X r rD h w3l 8 f9 -
p gH F4 j in h KA f k gRQ P5 oC BMX 8 XA f Gs LIE J K f Rzh LZE k E aC s gOM Fw Q7 X f5
aJ amps i g=A H IE t b T yO smx D3j Crx 3 G 5w g6J l k LC 3 bpx A
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 31
What are the g3 guidelines (2011) Global reporting initiative Retrieved from
httpwwwglobalreportingorgreportingframeworkg3guidelines
Workforce inclusion (2007) Social Responsibility Report Retrieved from
httpdocsgooglecomviewera=vampq=cacheo_6Rwfb4lBsJwwwattcomCommonfilespdf3
30938_ATTcsr_0623pdf ATampT reinforce the commitment to a
socialamphl=enampgl=usamppid=blampsrcid=ADGEESjQalPiV_TGsaNvqmVBhqfnqytuxjvKhQIEmkG
z_N_3tGEojkaKirI-bMpPR-7Y4KrKSXMmYHlPDbF_qBxUc2g7lAw6tmPdP5jhM-
cEQNyp0Pd8kvqmW9YRqotX_heXs2Vv6dgXampsig=AHIEtbReQdWTz60fpWqKNiSTGukJcB
ET5g
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 27
Pojasek R Corporate sustainability footprint (2011) Mainstreaming Sustainability Retrieved
from httpisitesharvardedufsdocsicbtopic930967filesChapter4SustFootprintpdf
Pojasek R amp Farver S Discover ing our economic respons ib i l i t i es (2011)
Mains treaming Sus ta inabi l i t y Ret r ieved f rom
ht tp m yex tens ion harvard edu i cb icb dokeyword=ex tampsubkeyword=k807
71amppageid=icb page427498 amppageContent Id=icb pagecontent901699ampview=
viewdoampviewParam_di rector y=Supplementa l Folder
(2011) What does scalability mean Investopedia ULC Retrieved from
httpwwwinvestopediacomtermssscalabilityasp
Pojasek R amp Farver S Envr e-135 leading indicators (2011) Corporate sustainability strategy
Retrieved from
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 09 81 f i l e s E1 3 5Po j a s ek Ho u r2
S t r a t eg yO c t 2 4 p d f
Pojasek R Envr e-135 Sustainability reporting (2009) Mainstreaming Sustainability
Retrieved from
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 10 01 f i l e s Ch p t 16 Repo r t in g pd
f
Pojasek R amp Farver S Identifying and engaging key stakeholders (2011) Mainstreaming
Sustainability Retrieved from
httpmyextensionharvardeduicbicbdokeyword=extampsubkeyword=k80771amppageid=icbpag
e427495
Pojasek R amp Farver S Important economic considerations (2011) Economic responsibility and
operationalizing corporate sustainability strategy Retrieved from
httpdocsgooglecomviewera=vampq=cacheIOdMb-
I1hRsJisitesharvardedufsdocsicbtopic849748filesOct18PojasekHour2pdf Is risk part of
corporate sustainability strategy Robert
Pojasekamphl=enampgl=usamppid=blampsrcid=ADGEESgx1NqcCcopU0SLiQrosDnLz5x74I3rTWG4K
GD9IR6qzkqFzRC4LS1OySGIfHHbRfUs_VMMn63bT7CMFQEqzB5KoYYroa7e5PXKin_W-
0AQ8_8AQM9skANdvKbk9hyiOIwl4pxKampsig=AHIEtbS-
O3zHn1Dx9H_M9WTuEEFlhMuCYw
Pojasek R amp Farver S Mainstreaming sustainability (2011) 1 ed Vol 1 p 162 Woody
Creek CO Mainstreaming Sustainability
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 28
Pojasek R amp Farver S Product perspective (2011) Mainstreaming Sustainability 6 Retrieved
from
h t t p i s i t e s h a rv a rd ed u f s d o c s i cb to p i c93 09 73 f i l e s Ch p t 13S up p l yC h a in
p df
Pojasek R amp Farver S Sustainability requirements for communications (2011) Mainstreaming
Sustainability Retrieved from
httpisitesharvardedufsdocsicbtopic930968filesChpt12Communicationpdf
Pojasek R Improve infuse integrate (2007) Introducing ISO 14001 III Retrieved from
httpisitesharvardedufsdocsicbtopic931012filesSupplemental Reading Folder for Week
10ISO 14001 Enhancedpdf
Pojasek R Is your integrated management system really integrated (2006) Environmental
Quality Management Retrieved from
httpisitesharvardedufsdocsicbtopic931012filesSupplemental Reading Folder for Week
10Integrated MS Really Integratedpdf
Pojasek R Lagging indicators (2009) Environmental Quality Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
Pojasek R leading indicators Understanding leading indicators (2009) Environmental Quality
Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
Pojasek RUsing Leading Using leading indicators properly (2009) Environmental Quality
Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 29
Pojasek R Sustainability reporting reviews and assurance (2009) Sustainability Reporting
Retrieved from
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 10 01 f i l e s Ch p t 16 Repo r t in g pd
f
Productservice differentiation (2011) EzineArticlescom Retrieved from
h t t p ez in ea r t i c l e s com Co rp o r a t e -Su s t a i n ab i l i t y - S t r a t eg y- - - T o p - Fi v e -
R eas on s -Wh y- Y o u -N eed - On eampid =1 73 61 0 7
Product stewardship (2011) ATampT Retrieved from httpwwwattcomgencorporate-
citizenshippid=17914
Programs implementing management system elements (2010) ATampT Environment Health and
Safety Management System Retrieved from
Policy and practice 2011report card on banks and mountaintop removal (2011) Rainforest
action network 5 Retrieved from
httpdocsgooglecomviewera=vampq=cacheznZFoDiTQ_0Jranorgnode2602 2011Report
Card on Banks and Mountaintop
Removalamphl=enampgl=usamppid=blampsrcid=ADGEESiGYaCcDf0sYT657_WMylU-
AzBvwDWdvKoDUF5Lez-KtWO9YhejdYwACsq-6CXAbxzbAmTyUajNjjNni03M0EauGnzt-
EA_hYjdHzEPd8YpJDHkPenRn3ntYTqLuOiNAUICUlTKampsig=AHIEtbRF10DajUTOCRYda
pnhO3rnT1vwEQ
Quadir JCorporate sustainability strategy - top five reasons why you need one (2011)
EzineArticles Retrieved from httpezinearticlescomCorporate-Sustainability-Strategy---Top-
Five-Reasons-Why-You-Need-Oneampid=1736107
(2011) What does scalability mean Investopedia ULC Retrieved from
httpwwwinvestopediacomtermssscalabilityasp
Six focus areas (2010) ATampT Citizenship and Sustainability Report Retrieved from
httpwwwsocialfundscomsharedreports1308027026_ATT_2009_CitizenshipSustainabilityR
eportpdf
Social responsibility report (2006) Corporate Research Center Retrieved from
h t t p w w w so c i a l fu n ds com cs r p r o f i l e cg i id =1 8
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Sprint establishes first-in-industry product stewardship policy (2011) TriplePundit Retrieved
from httpwwwtriplepunditcom201105sprint-establishes-first-industry-product-stewardship-
policy
Sprint recycle (2011) Sprint Retrieved from
httpwwwsprintcomresponsibilitycommunities_acrosseco_opshtml
(2009) Supply chain revolutionary atampt leads procurement zone adoption TechTarget
Retrieved from h t t p s ea r ch t e l ecom t ech ta r ge t co m t i p S up p l y - ch a i n -
r ev o lu t i on a r y- A T T - l ead s -p ro cu r em en t - zo n e - ado p t i on
Strategic materiality assesment (2011) 2010 ATampT Sustainability Report Retrieved from
httpdocsgooglecomviewera=vampq=cacheFiS_bp4ePaMJwwwattcomCommonabout_usf
ilescsr_2011ATT_2010_strategic_materiality_assessmentpdf Hazardous waste reduction
ATampTamphl=enampgl=usamppid=blampsrcid=ADGEESic8Uk_3kx9gSsNQ2sSwVb7O-
lrCDiSrJS9KmI06W8qbqk8t15CI8l2s06D7uz0_edt5ul1NsFCjFzyj7u-5EB1B7PL-
SD4vb6eDMnw1eCC9FtS7Zn4-
tzdiwG_CBvQZ_lXVySRampsig=AHIEtbShU1fUgNQtQdilp4HdvkvjJjX-EQ
Supplier quality (2011) ATampT Retrieved from httpwwwattsupplierscom
Sustainable development a business definition (2007) Business strategies for sustainable
development Retrieved from
httpdocsgooglecomviewera=vampq=cachebSBLJLGuMgcJwwwiisdorgbusinesspdfbusin
ess_strategypdf Incorporating the recommended steps to a sustainable
futureamphl=enampgl=usamppid=blampsrcid=ADGEESjGotAq8rNBuHjBrsbzQMroUOfuJDVipoB7_ks
qdmiaRduq0ieJzyPUe7A9K8kCqPIjZZI9YRdVBWvP2if5Cq4pS1cvG2NX_02rKxqnfkJG8Zm1
D1AKKeLdBdeTzvMr05OithF1ampsig=AHIEtbQC4qGc2VrGdk1PsR7hIVbO3zcCOg
(2011) Training and awareness Sprint Retrieved from
httpwwwsprintcomresponsibilityouroperationsenvironmentalpolicyhtml
Vision statement (2011) ATampT sustainability vision Retrieved from
h t t p do cs go o g le co mv i ew er a=v ampq=cach e _S4 r OP 5U lw IJ w ww a t t co m
C omm on abo u t _u s f i l e s p d f cs r _p ape r_ p o l i cy p d f +A T 26 T +s us t a in ab i l i t y
+v i s i on amphl =en ampgl=u s amppid =b l amps r c id=A D G EES gH 0 -
4 f v NQJ Q s OY oY D 8L_ 0 D H gp u cT pa -
LcG cQ Q B yO _ l Cb u lb 2 Vt Um FX r a7 N V52 6 TK X r rD h w3l 8 f9 -
p gH F4 j in h KA f k gRQ P5 oC BMX 8 XA f Gs LIE J K f Rzh LZE k E aC s gOM Fw Q7 X f5
aJ amps i g=A H IE t b T yO smx D3j Crx 3 G 5w g6J l k LC 3 bpx A
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 31
What are the g3 guidelines (2011) Global reporting initiative Retrieved from
httpwwwglobalreportingorgreportingframeworkg3guidelines
Workforce inclusion (2007) Social Responsibility Report Retrieved from
httpdocsgooglecomviewera=vampq=cacheo_6Rwfb4lBsJwwwattcomCommonfilespdf3
30938_ATTcsr_0623pdf ATampT reinforce the commitment to a
socialamphl=enampgl=usamppid=blampsrcid=ADGEESjQalPiV_TGsaNvqmVBhqfnqytuxjvKhQIEmkG
z_N_3tGEojkaKirI-bMpPR-7Y4KrKSXMmYHlPDbF_qBxUc2g7lAw6tmPdP5jhM-
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ET5g
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 28
Pojasek R amp Farver S Product perspective (2011) Mainstreaming Sustainability 6 Retrieved
from
h t t p i s i t e s h a rv a rd ed u f s d o c s i cb to p i c93 09 73 f i l e s Ch p t 13S up p l yC h a in
p df
Pojasek R amp Farver S Sustainability requirements for communications (2011) Mainstreaming
Sustainability Retrieved from
httpisitesharvardedufsdocsicbtopic930968filesChpt12Communicationpdf
Pojasek R Improve infuse integrate (2007) Introducing ISO 14001 III Retrieved from
httpisitesharvardedufsdocsicbtopic931012filesSupplemental Reading Folder for Week
10ISO 14001 Enhancedpdf
Pojasek R Is your integrated management system really integrated (2006) Environmental
Quality Management Retrieved from
httpisitesharvardedufsdocsicbtopic931012filesSupplemental Reading Folder for Week
10Integrated MS Really Integratedpdf
Pojasek R Lagging indicators (2009) Environmental Quality Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
Pojasek R leading indicators Understanding leading indicators (2009) Environmental Quality
Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
Pojasek RUsing Leading Using leading indicators properly (2009) Environmental Quality
Management Retrieved from
httpisitesharvardedufsdocsicbtopic930998filesSupplemental Reading FolderLeading
Indicators Finalpdf
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Pojasek R Sustainability reporting reviews and assurance (2009) Sustainability Reporting
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h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 10 01 f i l e s Ch p t 16 Repo r t in g pd
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Productservice differentiation (2011) EzineArticlescom Retrieved from
h t t p ez in ea r t i c l e s com Co rp o r a t e -Su s t a i n ab i l i t y - S t r a t eg y- - - T o p - Fi v e -
R eas on s -Wh y- Y o u -N eed - On eampid =1 73 61 0 7
Product stewardship (2011) ATampT Retrieved from httpwwwattcomgencorporate-
citizenshippid=17914
Programs implementing management system elements (2010) ATampT Environment Health and
Safety Management System Retrieved from
Policy and practice 2011report card on banks and mountaintop removal (2011) Rainforest
action network 5 Retrieved from
httpdocsgooglecomviewera=vampq=cacheznZFoDiTQ_0Jranorgnode2602 2011Report
Card on Banks and Mountaintop
Removalamphl=enampgl=usamppid=blampsrcid=ADGEESiGYaCcDf0sYT657_WMylU-
AzBvwDWdvKoDUF5Lez-KtWO9YhejdYwACsq-6CXAbxzbAmTyUajNjjNni03M0EauGnzt-
EA_hYjdHzEPd8YpJDHkPenRn3ntYTqLuOiNAUICUlTKampsig=AHIEtbRF10DajUTOCRYda
pnhO3rnT1vwEQ
Quadir JCorporate sustainability strategy - top five reasons why you need one (2011)
EzineArticles Retrieved from httpezinearticlescomCorporate-Sustainability-Strategy---Top-
Five-Reasons-Why-You-Need-Oneampid=1736107
(2011) What does scalability mean Investopedia ULC Retrieved from
httpwwwinvestopediacomtermssscalabilityasp
Six focus areas (2010) ATampT Citizenship and Sustainability Report Retrieved from
httpwwwsocialfundscomsharedreports1308027026_ATT_2009_CitizenshipSustainabilityR
eportpdf
Social responsibility report (2006) Corporate Research Center Retrieved from
h t t p w w w so c i a l fu n ds com cs r p r o f i l e cg i id =1 8
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 30
Sprint establishes first-in-industry product stewardship policy (2011) TriplePundit Retrieved
from httpwwwtriplepunditcom201105sprint-establishes-first-industry-product-stewardship-
policy
Sprint recycle (2011) Sprint Retrieved from
httpwwwsprintcomresponsibilitycommunities_acrosseco_opshtml
(2009) Supply chain revolutionary atampt leads procurement zone adoption TechTarget
Retrieved from h t t p s ea r ch t e l ecom t ech ta r ge t co m t i p S up p l y - ch a i n -
r ev o lu t i on a r y- A T T - l ead s -p ro cu r em en t - zo n e - ado p t i on
Strategic materiality assesment (2011) 2010 ATampT Sustainability Report Retrieved from
httpdocsgooglecomviewera=vampq=cacheFiS_bp4ePaMJwwwattcomCommonabout_usf
ilescsr_2011ATT_2010_strategic_materiality_assessmentpdf Hazardous waste reduction
ATampTamphl=enampgl=usamppid=blampsrcid=ADGEESic8Uk_3kx9gSsNQ2sSwVb7O-
lrCDiSrJS9KmI06W8qbqk8t15CI8l2s06D7uz0_edt5ul1NsFCjFzyj7u-5EB1B7PL-
SD4vb6eDMnw1eCC9FtS7Zn4-
tzdiwG_CBvQZ_lXVySRampsig=AHIEtbShU1fUgNQtQdilp4HdvkvjJjX-EQ
Supplier quality (2011) ATampT Retrieved from httpwwwattsupplierscom
Sustainable development a business definition (2007) Business strategies for sustainable
development Retrieved from
httpdocsgooglecomviewera=vampq=cachebSBLJLGuMgcJwwwiisdorgbusinesspdfbusin
ess_strategypdf Incorporating the recommended steps to a sustainable
futureamphl=enampgl=usamppid=blampsrcid=ADGEESjGotAq8rNBuHjBrsbzQMroUOfuJDVipoB7_ks
qdmiaRduq0ieJzyPUe7A9K8kCqPIjZZI9YRdVBWvP2if5Cq4pS1cvG2NX_02rKxqnfkJG8Zm1
D1AKKeLdBdeTzvMr05OithF1ampsig=AHIEtbQC4qGc2VrGdk1PsR7hIVbO3zcCOg
(2011) Training and awareness Sprint Retrieved from
httpwwwsprintcomresponsibilityouroperationsenvironmentalpolicyhtml
Vision statement (2011) ATampT sustainability vision Retrieved from
h t t p do cs go o g le co mv i ew er a=v ampq=cach e _S4 r OP 5U lw IJ w ww a t t co m
C omm on abo u t _u s f i l e s p d f cs r _p ape r_ p o l i cy p d f +A T 26 T +s us t a in ab i l i t y
+v i s i on amphl =en ampgl=u s amppid =b l amps r c id=A D G EES gH 0 -
4 f v NQJ Q s OY oY D 8L_ 0 D H gp u cT pa -
LcG cQ Q B yO _ l Cb u lb 2 Vt Um FX r a7 N V52 6 TK X r rD h w3l 8 f9 -
p gH F4 j in h KA f k gRQ P5 oC BMX 8 XA f Gs LIE J K f Rzh LZE k E aC s gOM Fw Q7 X f5
aJ amps i g=A H IE t b T yO smx D3j Crx 3 G 5w g6J l k LC 3 bpx A
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 31
What are the g3 guidelines (2011) Global reporting initiative Retrieved from
httpwwwglobalreportingorgreportingframeworkg3guidelines
Workforce inclusion (2007) Social Responsibility Report Retrieved from
httpdocsgooglecomviewera=vampq=cacheo_6Rwfb4lBsJwwwattcomCommonfilespdf3
30938_ATTcsr_0623pdf ATampT reinforce the commitment to a
socialamphl=enampgl=usamppid=blampsrcid=ADGEESjQalPiV_TGsaNvqmVBhqfnqytuxjvKhQIEmkG
z_N_3tGEojkaKirI-bMpPR-7Y4KrKSXMmYHlPDbF_qBxUc2g7lAw6tmPdP5jhM-
cEQNyp0Pd8kvqmW9YRqotX_heXs2Vv6dgXampsig=AHIEtbReQdWTz60fpWqKNiSTGukJcB
ET5g
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 29
Pojasek R Sustainability reporting reviews and assurance (2009) Sustainability Reporting
Retrieved from
h t t p i s i t e s h a rv a rd ed u f s d o cs i cb to p i c93 10 01 f i l e s Ch p t 16 Repo r t in g pd
f
Productservice differentiation (2011) EzineArticlescom Retrieved from
h t t p ez in ea r t i c l e s com Co rp o r a t e -Su s t a i n ab i l i t y - S t r a t eg y- - - T o p - Fi v e -
R eas on s -Wh y- Y o u -N eed - On eampid =1 73 61 0 7
Product stewardship (2011) ATampT Retrieved from httpwwwattcomgencorporate-
citizenshippid=17914
Programs implementing management system elements (2010) ATampT Environment Health and
Safety Management System Retrieved from
Policy and practice 2011report card on banks and mountaintop removal (2011) Rainforest
action network 5 Retrieved from
httpdocsgooglecomviewera=vampq=cacheznZFoDiTQ_0Jranorgnode2602 2011Report
Card on Banks and Mountaintop
Removalamphl=enampgl=usamppid=blampsrcid=ADGEESiGYaCcDf0sYT657_WMylU-
AzBvwDWdvKoDUF5Lez-KtWO9YhejdYwACsq-6CXAbxzbAmTyUajNjjNni03M0EauGnzt-
EA_hYjdHzEPd8YpJDHkPenRn3ntYTqLuOiNAUICUlTKampsig=AHIEtbRF10DajUTOCRYda
pnhO3rnT1vwEQ
Quadir JCorporate sustainability strategy - top five reasons why you need one (2011)
EzineArticles Retrieved from httpezinearticlescomCorporate-Sustainability-Strategy---Top-
Five-Reasons-Why-You-Need-Oneampid=1736107
(2011) What does scalability mean Investopedia ULC Retrieved from
httpwwwinvestopediacomtermssscalabilityasp
Six focus areas (2010) ATampT Citizenship and Sustainability Report Retrieved from
httpwwwsocialfundscomsharedreports1308027026_ATT_2009_CitizenshipSustainabilityR
eportpdf
Social responsibility report (2006) Corporate Research Center Retrieved from
h t t p w w w so c i a l fu n ds com cs r p r o f i l e cg i id =1 8
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 30
Sprint establishes first-in-industry product stewardship policy (2011) TriplePundit Retrieved
from httpwwwtriplepunditcom201105sprint-establishes-first-industry-product-stewardship-
policy
Sprint recycle (2011) Sprint Retrieved from
httpwwwsprintcomresponsibilitycommunities_acrosseco_opshtml
(2009) Supply chain revolutionary atampt leads procurement zone adoption TechTarget
Retrieved from h t t p s ea r ch t e l ecom t ech ta r ge t co m t i p S up p l y - ch a i n -
r ev o lu t i on a r y- A T T - l ead s -p ro cu r em en t - zo n e - ado p t i on
Strategic materiality assesment (2011) 2010 ATampT Sustainability Report Retrieved from
httpdocsgooglecomviewera=vampq=cacheFiS_bp4ePaMJwwwattcomCommonabout_usf
ilescsr_2011ATT_2010_strategic_materiality_assessmentpdf Hazardous waste reduction
ATampTamphl=enampgl=usamppid=blampsrcid=ADGEESic8Uk_3kx9gSsNQ2sSwVb7O-
lrCDiSrJS9KmI06W8qbqk8t15CI8l2s06D7uz0_edt5ul1NsFCjFzyj7u-5EB1B7PL-
SD4vb6eDMnw1eCC9FtS7Zn4-
tzdiwG_CBvQZ_lXVySRampsig=AHIEtbShU1fUgNQtQdilp4HdvkvjJjX-EQ
Supplier quality (2011) ATampT Retrieved from httpwwwattsupplierscom
Sustainable development a business definition (2007) Business strategies for sustainable
development Retrieved from
httpdocsgooglecomviewera=vampq=cachebSBLJLGuMgcJwwwiisdorgbusinesspdfbusin
ess_strategypdf Incorporating the recommended steps to a sustainable
futureamphl=enampgl=usamppid=blampsrcid=ADGEESjGotAq8rNBuHjBrsbzQMroUOfuJDVipoB7_ks
qdmiaRduq0ieJzyPUe7A9K8kCqPIjZZI9YRdVBWvP2if5Cq4pS1cvG2NX_02rKxqnfkJG8Zm1
D1AKKeLdBdeTzvMr05OithF1ampsig=AHIEtbQC4qGc2VrGdk1PsR7hIVbO3zcCOg
(2011) Training and awareness Sprint Retrieved from
httpwwwsprintcomresponsibilityouroperationsenvironmentalpolicyhtml
Vision statement (2011) ATampT sustainability vision Retrieved from
h t t p do cs go o g le co mv i ew er a=v ampq=cach e _S4 r OP 5U lw IJ w ww a t t co m
C omm on abo u t _u s f i l e s p d f cs r _p ape r_ p o l i cy p d f +A T 26 T +s us t a in ab i l i t y
+v i s i on amphl =en ampgl=u s amppid =b l amps r c id=A D G EES gH 0 -
4 f v NQJ Q s OY oY D 8L_ 0 D H gp u cT pa -
LcG cQ Q B yO _ l Cb u lb 2 Vt Um FX r a7 N V52 6 TK X r rD h w3l 8 f9 -
p gH F4 j in h KA f k gRQ P5 oC BMX 8 XA f Gs LIE J K f Rzh LZE k E aC s gOM Fw Q7 X f5
aJ amps i g=A H IE t b T yO smx D3j Crx 3 G 5w g6J l k LC 3 bpx A
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 31
What are the g3 guidelines (2011) Global reporting initiative Retrieved from
httpwwwglobalreportingorgreportingframeworkg3guidelines
Workforce inclusion (2007) Social Responsibility Report Retrieved from
httpdocsgooglecomviewera=vampq=cacheo_6Rwfb4lBsJwwwattcomCommonfilespdf3
30938_ATTcsr_0623pdf ATampT reinforce the commitment to a
socialamphl=enampgl=usamppid=blampsrcid=ADGEESjQalPiV_TGsaNvqmVBhqfnqytuxjvKhQIEmkG
z_N_3tGEojkaKirI-bMpPR-7Y4KrKSXMmYHlPDbF_qBxUc2g7lAw6tmPdP5jhM-
cEQNyp0Pd8kvqmW9YRqotX_heXs2Vv6dgXampsig=AHIEtbReQdWTz60fpWqKNiSTGukJcB
ET5g
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 30
Sprint establishes first-in-industry product stewardship policy (2011) TriplePundit Retrieved
from httpwwwtriplepunditcom201105sprint-establishes-first-industry-product-stewardship-
policy
Sprint recycle (2011) Sprint Retrieved from
httpwwwsprintcomresponsibilitycommunities_acrosseco_opshtml
(2009) Supply chain revolutionary atampt leads procurement zone adoption TechTarget
Retrieved from h t t p s ea r ch t e l ecom t ech ta r ge t co m t i p S up p l y - ch a i n -
r ev o lu t i on a r y- A T T - l ead s -p ro cu r em en t - zo n e - ado p t i on
Strategic materiality assesment (2011) 2010 ATampT Sustainability Report Retrieved from
httpdocsgooglecomviewera=vampq=cacheFiS_bp4ePaMJwwwattcomCommonabout_usf
ilescsr_2011ATT_2010_strategic_materiality_assessmentpdf Hazardous waste reduction
ATampTamphl=enampgl=usamppid=blampsrcid=ADGEESic8Uk_3kx9gSsNQ2sSwVb7O-
lrCDiSrJS9KmI06W8qbqk8t15CI8l2s06D7uz0_edt5ul1NsFCjFzyj7u-5EB1B7PL-
SD4vb6eDMnw1eCC9FtS7Zn4-
tzdiwG_CBvQZ_lXVySRampsig=AHIEtbShU1fUgNQtQdilp4HdvkvjJjX-EQ
Supplier quality (2011) ATampT Retrieved from httpwwwattsupplierscom
Sustainable development a business definition (2007) Business strategies for sustainable
development Retrieved from
httpdocsgooglecomviewera=vampq=cachebSBLJLGuMgcJwwwiisdorgbusinesspdfbusin
ess_strategypdf Incorporating the recommended steps to a sustainable
futureamphl=enampgl=usamppid=blampsrcid=ADGEESjGotAq8rNBuHjBrsbzQMroUOfuJDVipoB7_ks
qdmiaRduq0ieJzyPUe7A9K8kCqPIjZZI9YRdVBWvP2if5Cq4pS1cvG2NX_02rKxqnfkJG8Zm1
D1AKKeLdBdeTzvMr05OithF1ampsig=AHIEtbQC4qGc2VrGdk1PsR7hIVbO3zcCOg
(2011) Training and awareness Sprint Retrieved from
httpwwwsprintcomresponsibilityouroperationsenvironmentalpolicyhtml
Vision statement (2011) ATampT sustainability vision Retrieved from
h t t p do cs go o g le co mv i ew er a=v ampq=cach e _S4 r OP 5U lw IJ w ww a t t co m
C omm on abo u t _u s f i l e s p d f cs r _p ape r_ p o l i cy p d f +A T 26 T +s us t a in ab i l i t y
+v i s i on amphl =en ampgl=u s amppid =b l amps r c id=A D G EES gH 0 -
4 f v NQJ Q s OY oY D 8L_ 0 D H gp u cT pa -
LcG cQ Q B yO _ l Cb u lb 2 Vt Um FX r a7 N V52 6 TK X r rD h w3l 8 f9 -
p gH F4 j in h KA f k gRQ P5 oC BMX 8 XA f Gs LIE J K f Rzh LZE k E aC s gOM Fw Q7 X f5
aJ amps i g=A H IE t b T yO smx D3j Crx 3 G 5w g6J l k LC 3 bpx A
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 31
What are the g3 guidelines (2011) Global reporting initiative Retrieved from
httpwwwglobalreportingorgreportingframeworkg3guidelines
Workforce inclusion (2007) Social Responsibility Report Retrieved from
httpdocsgooglecomviewera=vampq=cacheo_6Rwfb4lBsJwwwattcomCommonfilespdf3
30938_ATTcsr_0623pdf ATampT reinforce the commitment to a
socialamphl=enampgl=usamppid=blampsrcid=ADGEESjQalPiV_TGsaNvqmVBhqfnqytuxjvKhQIEmkG
z_N_3tGEojkaKirI-bMpPR-7Y4KrKSXMmYHlPDbF_qBxUc2g7lAw6tmPdP5jhM-
cEQNyp0Pd8kvqmW9YRqotX_heXs2Vv6dgXampsig=AHIEtbReQdWTz60fpWqKNiSTGukJcB
ET5g
M a r o l l a C e s a r - E N V R E - 1 3 5 - S e m e s t e r P a p e r Page 31
What are the g3 guidelines (2011) Global reporting initiative Retrieved from
httpwwwglobalreportingorgreportingframeworkg3guidelines
Workforce inclusion (2007) Social Responsibility Report Retrieved from
httpdocsgooglecomviewera=vampq=cacheo_6Rwfb4lBsJwwwattcomCommonfilespdf3
30938_ATTcsr_0623pdf ATampT reinforce the commitment to a
socialamphl=enampgl=usamppid=blampsrcid=ADGEESjQalPiV_TGsaNvqmVBhqfnqytuxjvKhQIEmkG
z_N_3tGEojkaKirI-bMpPR-7Y4KrKSXMmYHlPDbF_qBxUc2g7lAw6tmPdP5jhM-
cEQNyp0Pd8kvqmW9YRqotX_heXs2Vv6dgXampsig=AHIEtbReQdWTz60fpWqKNiSTGukJcB
ET5g