Sustainable Competitive Advantage

An introduction to 2Degrees

3© 2degrees Ltd.

11,000 professionals; 100 countries; 6,000+ organisations

The global community of practice for Sustainable Business

4© 2degrees Ltd.

What is the scope for driving growth through building a sustainable competitive advantage in your organization?

Where are organizations on the journey towards gaining a sustainable competitive advantage?

Members are building Sustainable Competitive Advantage

Progress on the Sustainability Journey

Scope for Sustainable Competitive Advantage

5© 2degrees Ltd.

Scope for gaining a Sustainable Competitive Advantage

Businesses that focus on building Sustainable Competitive Advantage across the entire value chain:

• Grow revenues

• Reduce risks

• Create operational & financial efficiencies.

Sources of Sustainable

Competitive Advantage

1.Collaboration

2.‘Zero Waste’

3.Service innovation

4.Resilience

5.Measure, report & reduce

6© 2degrees Ltd.

The Sustainability Journey

ManageCompliancePh

ase

1 CommercializeSustainabilityPh

ase

2Re-invent

Phas

e 3

Be on top of issues, risks and opportunities

Realize the advantages for your organization

Lead the solution for your sector/market

Managing the impacts of your organization today

Make sustainability the way you do things today

Reinvent the way things are done

GatewayLeadership

ManagementCommunications

GatewayLeadership

ManagementCommunications

1. Audit

8© 2degrees Ltd.

The SCA Audit process

Collaboration

Service Innovation

Zero Waste

Climate Resilience

Measurement

ManageCompliance

CommercializeSustainability Re-inventSCA Audit

1 2 3

a. What is the scope for a sustainable competitive advantage arising from this characteristic for your organization, or sector?

b. To what extent is your organization achieving this?

a. What is the scope for a sustainable competitive advantage arising from this characteristic for your organization, or sector?

b. To what extent is your organization achieving this?

+-

9© 2degrees Ltd.

Why the Fourth Revolution is inevitableM&S Plan A.

A case study in Sustainable Competitive Advantage

Part 3.

10© 2degrees Ltd.

M&S: Plan A. Because there is no Plan B, £200m, 5yr eco-plan

» Action across 35,000 product lines,

» Involving over 2,000 factories, 20,000 farms and 250,000 workers world wide

» Engaging 70,000 employees, and 16 million customers every week.

» 2009/10 125th anniversary of M&S, 3rd year of Plan A

» Why Plan A?» Make customers

feel better» Save money» Stay competitive

11© 2degrees Ltd.

M&S and the SCA Audit

ManageCompliance

CommercializeSustainability Re-inventSCA Audit

Collaboration

Service Innovation

Zero Waste

Climate resilience

Measurement

Scope Achievement

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

Ability to lead the transition

Phase 1Phase 2Phase 3

XX

X