Business Transitions: A Path to Sustainability: The CapSEM Model

Foreword by Bjørn K. Haugland
Foreword by Fritz Balkau
Preface
	Sustainability and Business Challenges
Acknowledgments
CapSEM Model
Contents
Acronyms
List of Figures
List of Tables
Part I: Sustainability: Challenges and Opportunities
	Chapter 1: Business Challenges in the Transition to Sustainability
		1.1 Introduction
			1.1.1 Historical Background
			1.1.2 Technology Development and Sustainability
			1.1.3 Categorising Environmental Issues
			1.1.4 Challenges for Business
		1.2 Conclusion
		References
	Chapter 2: The CapSEM Model
		2.1 Introduction
		2.2 Sustainability and Systems Thinking
		2.3 Capacity Building in Sustainability and Environmental Management Model (CapSEM)
		2.4 Background to the CapSEM Model
			2.4.1 Cleaner Production
			2.4.2 Life Cycle Analysis Tools
			2.4.3 Classifying Improvements in Environmental Performance
		2.5 A Systematic Approach to Using the CapSEM Model
		2.6 Conclusion
		References
	Chapter 3: Sustainable Development Goals and the CapSEM Model
		3.1 Sustainable Development Goals
		3.2 SDGs and the Three Dimensions of Sustainability
		3.3 SDGs and the CapSEM Model
		3.4 Conclusion
		References
Part II: The Toolbox: Methodologies and Theories
	Chapter 4: Input-Output Analysis and Cleaner Production
		4.1 Introduction
		4.2 Defining Cleaner Production Strategies
		4.3 Performing a Cleaner Production Project
			4.3.1 Planning and Organisation
			4.3.2 Preparation
			4.3.3 Assessment Step
			4.3.4 Feasibility Analysis Step
			4.3.5 Implementation
		4.4 Conclusion
		References
	Chapter 5: Looking Beyond the Factory Gates: Life Cycle Assessment, Supply Chain Management and Design for Environment
		5.1 Introduction
		5.2 Life Cycle Analyses Tools
			5.2.1 Environmental Life Cycle Assessment
			5.2.2 Life Cycle Screening Tools
			5.2.3 Life Cycle Costing (LCC)
		5.3 Supply Chain Management
			5.3.1 What is Supply Chain Management?
			5.3.2 Why is SCM Important for Sustainability?
		5.4 Design for the Environment
			5.4.1 Background
			5.4.2 Methods for DfE
		5.5 Conclusion
		References
	Chapter 6: Communicating Product Life Cycle Performance through Labels and Declarations
		6.1 Introduction
		6.2 Environmental Labels and Declarations
			6.2.1 Type I: Environmental Labels
			6.2.2 Type II: Environmental Claims by Manufacturers
			6.2.3 Type III: Environmental Declarations
		6.3 Future Trends: Carbon Footprint of Products (CFP) and Other Hybrid Labels
		6.4 Application
			6.4.1 Choosing an Approach
		6.5 Creating an EPD
		6.6 Conclusion
		References
	Chapter 7: Environmental Management Systems
		7.1 Introduction
		7.2 Environmental Management Systems Background
			7.2.1 The PLAN Stage in an EMS
				7.2.1.1 Stakeholders
				7.2.1.2 Environmental Aspects
				7.2.1.3 Environmental Impacts
				7.2.1.4 Environmental Improvement Programmes
			7.2.2 The DO Stage: Implementation
			7.2.3 The CHECK Stage: Monitoring, Verification and Auditing
			7.2.4 The ACT Stage: Action for Improvement
		7.3 Conclusion
		References
	Chapter 8: Analytical Frameworks, Impact Categories, Indicators and Performance Evaluation
		8.1 Sustainability Indicators
		8.2 Selecting Indicators: Approaches
			8.2.1 Top-Down Approach
			8.2.2 Bottom-Up Approach and Environmental Performance Indicators
		8.3 Environmental Performance Indicators and Evaluation
		8.4 Other Frameworks for Evaluating Sustainability Performance
		8.5 Conclusion
		References
	Chapter 9: Reporting Schemes
		9.1 Introduction
		9.2 Approaches to Reporting
		9.3 Sustainability Reporting Schemes
			9.3.1 Environmental Reporting
			9.3.2 Measuring Environmental, Social and Governance (ESG) Factors
			9.3.3 Corporate Annual Reporting
			9.3.4 Reporting for Cities
			9.3.5 Examples of Reporting on Sustainability
				9.3.5.1 GRI Reporting
				9.3.5.2 GHG Protocol
				9.3.5.3 UN Global Compact
				9.3.5.4 EU Taxonomy
		9.4 Conclusion
		References
	Chapter 10: Business Models for Sustainability
		10.1 Background
		10.2 BMfS Concepts
			10.2.1 Business Models
			10.2.2 Business Models for Sustainability
			10.2.3 Business Model Innovation for Sustainability
		10.3 Developing a Business Model for Sustainability
			10.3.1 Mapping a Business Model for Sustainability
			10.3.2 Business Model for Sustainability Archetypes
		10.4 Conclusion
		References
	Chapter 11: Closing the Loop: Industrial Ecology, Circular Economy and Material Flow Analysis
		11.1 Industrial Ecology
		11.2 Implementing Industrial Ecology Principles in Business
		11.3 Closing the Loop: Circular Economy
		11.4 Material Flow Analysis
			11.4.1 MFA Methodology
			11.4.2 MFA Applications
		11.5 Conclusion
		References
	Chapter 12: Systems Engineering
		12.1 Background
			12.1.1 Definitions
			12.1.2 SE Practices
		12.2 Description
		12.3 Application
			12.3.1 Systems Approach for Capacity Planning
			12.3.2 Systems Engineering applied to the CapSEM Model
			12.3.3 Systems Engineering as an Integrating Framework
		12.4 Systems Engineering as a Collaboration Framework
		12.5 Conclusion
		References
Part III: From Theory to Practice: Case Studies
	Chapter 13: Introduction to the Case Studies
		13.1 Concluding Remarks
	Chapter 14: From Waste to Value: A Story About Life Cycle Management in the Furniture Industry
		14.1 Introduction
		14.2 The Furniture Case Project
			14.2.1 Drivers
		14.3 Concluding Remarks
		References
	Chapter 15: The Role of Public Sector Buyers: Influencing Systemic Change in the Construction Sector
		15.1 Introduction
		15.2 The Construction Sector: Negative Environmental Impacts and Challenges
			15.2.1 Opportunities: Functional Buyer-Supplier Ecosystem for Green Public Procurement
			15.2.2 Framework for Innovation Oriented Public Procurement (IOPP)
			15.2.3 Innovation-Oriented Public Procurement: Framework and Dialogue
			15.2.4 Early Market Dialogue for Innovation-Oriented Public Procurement
		15.3 Implementation at Global, Regional, National, and City Levels
			15.3.1 Global Action and Joint Initiatives by Cities: Members of ICLEI and C40
			15.3.2 Regional Action: Scandinavian Green Public Procurement Alliance (SGPPA) and Big Buyers Initiative (BBI)
			15.3.3 National Action: Finland Targeting Emissions in the Construction Sector
			15.3.4 City Action: Oslo Leads Climate Action for Clean Construction Sites
		15.4 Discussion
			15.4.1 Top-Down Systemic Change and the CapSEM Toolbox
			15.4.2 Linkages to Lower CapSEM Levels and Tools
		15.5 Concluding Remarks
		References
	Chapter 16: CapSEM Applied to the Construction Sector
		16.1 Introduction
		16.2 Implementation
		16.3 Concluding Remarks
		References
	Chapter 17: Application of Material Flow Analysis: Mapping Plastics Within the Fishing Sector in Norway
		17.1 Introduction
		17.2 Mapping Plastics from Processes Within Fishing Sector
		17.3 Application of MFA in the Context of the Circular Economy and Sustainable Development
			17.3.1 Practical Possibilities and Obstacles for Companies for Using MFA
		17.4 Concluding Remarks
		References
	Chapter 18: Environmental Management at Fiskerstrand Verft AS: A 30 Year Journey
		18.1 Introduction
		18.2 Environmental Challenges
		18.3 Environmental Management at Fiskerstrand Verft
			18.3.1 Level 4: Activities
		18.4 Ship Building, Conversions and Repairs
		18.5 Development of Green Ship Technology
		18.6 Conclusion
		References
	Chapter 19: A Transportation Planning Decision Support System
		19.1 Introduction
		19.2 Exploring the Toolbox in the Transportation Sector
		19.3 Application to a Transportation Planning Case Study
			19.3.1 Using CapSEM Tools to Develop DSS for Transportation Planning
			19.3.2 Insights Gained from Model Deployment
			19.3.3 Concluding Remarks
		References
	Chapter 20: First Steps Towards Sustainable Waste Management
		20.1 Introduction: The Historical Development of Waste Management
		20.2 Waste Management and Circular Economy
		20.3 Waste Policies and Regulations
		20.4 Municipal Waste Management in the Ålesund Region
		20.5 Applying the CapSEM Model to Local Waste Management
		20.6 Concluding Remarks
		References
Part IV: The Road Ahead
	Chapter 21: Transition to Sustainability
		21.1 Introduction
		21.2 The CapSEM Model as a Means for Transition
		21.3 A Toolbox for Transition to Sustainability
		21.4 The CapSEM Model Meets the SDGs
		21.5 Mechanisms and Roadmaps
		21.6 Stakeholder Collaboration
		21.7 Conclusion
		References
	Chapter 22: Helping Business Contribute to a Sustainability Transition: Archetypes of Business Models for Sustainability
		22.1 Introduction
		22.2 Business Models for Sustainability
			22.2.1 Business Model Innovation for Sustainability
			22.2.2 Barriers to BMI for Sustainability
				22.2.2.1 BMfS Archetypes as a Tool for BMI
		22.3 Discussion
		22.4 Conclusion
		References
	Chapter 23: Building Decision Support Systems for Sustainable Transitions
		23.1 Introduction
		23.2 Decision Support Systems for Sustainable Transitions
			23.2.1 Structure and Components of Decision Support Systems
			23.2.2 Decision Support Systems for Supporting Transitions to Sustainability
		23.3 Discussion
			23.3.1 Developing Decision Support Systems for Systems Change: Challenges
		23.4 Pathways to Developing Decision Support Systems for Systems Change
			23.4.1 Who: Exploring Co-creative Developmental Design
			23.4.2 How: Exploring Soft System Thinking and Methodologies
			23.4.3 What: Exploring the Potential Transformative Role of DSSs
		23.5 Conclusion
		References
	Chapter 24: The Way Forward
		24.1 Introduction
		24.2 Bottom-Up Versus Top-Down Transitions and Transition Instruments
		24.3 From Stockholm 1972 to Stockholm +50
		24.4 Long-Term Transition to Sustainability
			24.4.1 System Change
			24.4.2 Radical Interdisciplinarity and Transdisciplinarity
			24.4.3 Net Positive Leadership
			24.4.4 Digitalization for Sustainability
			24.4.5 Fair and Inclusive Transitions to Sustainability
		24.5 Conclusion
		References