Building resilience into business strategy

Systems principle

Recognition that the organisation operates within a broader social-ecological system which they share with multiple users. As such, the organisation recognises that they have impacts (both direct and indirect) for which they are accountable beyond the physical boundaries of their organisation.

Indicators describing current status of organisation

Accountability toward the social ecological system
Value creation and relationship with capitals
Sharing of social and ecological resources

Risk and adaptation principle

The organisation’s risk landscape is extended to include risks to the vulnerability and thresholds of the social ecological system in which they exist. The organisation has efforts at building the adaptive capacity of the system in relation to social ecological system vulnerabilities in addition to immediate risks to the organisation.

Indicators describing current status of organisation

Recognition of risks
Risk mitigation and adaptive capacity

Decoupling principle

Financial growth of the organisation is decoupled from natural resource use and environmental impacts.

Indicators describing current status of organisation

Resource use and environmental impacts
Life cycle impacts and extended producer responsibility

Well-being principle

There is an understanding that the well-being of employees and of the system as a whole is integral to the value creation of the organisation. As such the organisation creates opportunities for people to develop their capabilities and to attain a higher quality of life.

Indicators describing current status of organisation

Health and safety risks
Employee satisfaction
Income dispensation

Restoration principle

There is financial investment allocated towards restoring the social and natural capital upon which the organisation relies, with a focus on building the resilience of the underlying system.

Indicators describing current status of organisation