90 www.gogreen-project.eu ▪ Putting a lot of effort on achieving high process efficiency, mainly optimizing fertilizers and pesticides use. By optimizing current processes or introducing new more efficient ones, the members can minimize the required inputs and waste production. ▪ Comparing the fixed and variable costs a business has to pay. There are fixed costs that cannot be changed within a company but there are some variable costs that can change based on the actions undertaken by an organization. It is important to identify which of these costs relate to staff’s everyday practices. ▪ Aligning personal and corporate values in terms of sustainability. This includes inclusion of sustainable actions formally and informally within the company. In the first case, the company can decide on the direct actions that are officially recorded, for example, in the job profile and responsibilities of staff. Other formal actions include establishing a committee responsible for monitoring the processes followed or promoting lifelong learning on these issues. In the second case, the company can decide on the indirect actions that promote a culture of sustainability such as praise by higher-ranking staff. ▪ Co-building a strategy for Corporate Social Responsibility. By acting in a socially responsible manner, companies can benefit from increased brand image and reputation. CSR supports companies to develop their brand awareness and image and leverage their resources for the better of their local and wider communities. By engaging in CSR, companies can attract highly qualified and experienced staff, and even increase their bottom line. A socially responsible corporate strategy can help organizations to identify the impact of their product offering on the climate. ▪ Establish a CSR disclosure to provide all respective CSR information to the important stakeholders of the business. This contributes to a more positive corporate image and reputation, that may develop a stronger competitive advantage for the business in the long-term. Roles The four main roles entailed in the current scenario are described below: 1. The Business Owners are also the Management of the company and have the mission to make decisions and set policies that are in the best of their company’s interests. In their daily operation, the main objective is to manage the financial matters of the business (annual budget, revenues and expenses monitoring, payments and wages, profit returns to shareholders, etc.) and manage the permanent and temporary staff and operations (supplies, production, sales, distribution, marketing and promotion efforts, communication, CSR etc.). In the long term, the Management (owners) is in charge of the strategic planning (goals, opportunities and investments), responsible for shaping and applying policies, coordinating procedures, representing the company externally/publicly, and engaging the staff into corporate operations and decision making. The current owners (management) have adopted a more innovative thinking and strategic vision for the business than the previous generation and are much more conscious of effects and impact on the environment of the business operation and function (GHG emission, energy consumption, production of waste, fertilizers and pesticides) and the goals of their term of office is to reduce costs of operation, mitigate climate change impacts and improve the environmental footprint of the business.
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