On the background of the widely known and controversially discussed concept of sustainable development and the ever increasing influence of non-governmental organisations (NGOs) on social, environmental and economic issues, this article focuses on how NGOs, specialised in environmental protection and conservation issues, reacted to the holistic societal concept of sustainable development which aims at finding solutions not only to environmental, but also to social and economic issues. For this purpose, the article investigates whether and to what extent the sustainability concept (...) has been adopted by three worldwide leading environmental conservation NGOs: Greenpeace International, WWF International and IUCN International. The research, conducted in early 2006, reveals that the three organisations integrated the sustainability concept to different degrees depending on the organisations' dominant value set. The more an organisation is bound to the idea of environmental protection, the less it is inclined to adopt strategies stemming from the sustainability concept whose implicit value system contradicts a strong bio- or eco-centric position. This finding adds evidence to the assumption that the holistic sustainability concept is most likely to be reduced and adapted when addressed by a specialised societal actor such as an NGO. Such insight into the influence of value systems on the actual actions of pressure groups might also be valuable in the light of the ever increasing number of strategic partnerships between NGOs and the private sector. To be familiar with each others' action-leading key assumptions can significantly contribute to establishing a sound basis for a fruitful and rewarding collaboration. (shrink)

As the market and civil society sectors reflect different core logics, non-governmental organisations (NGOs) that partner with companies need strategies to cope with these differences. This paper seeks to provide insight into the coping strategies of environmental NGOs that partner with corporations. We present an assessment framework to analyse the strategies of the Environmental Defense Fund and the World Wildlife Fund for Nature Netherlands as case studies. The analysis demonstrates that the strategic options for a partnering NGO are guided and (...) constrained by the choices the NGO makes with regard to its action strategy towards companies. Although individual NGOs manage to cope adequately with the challenges that the partnership trend poses to their organisations, we argue that the partnering trend also creates challenges for the NGO field as a whole. (shrink)

'New nature' refers to the current practice in which ten thousands of hectares of superfluous agricultural lands are 'given back to nature', compensating for the loss of 'old nature' in other parts of the Netherlands. Around the issue of 'new nature' two discourses have emerged. In each discourse different environmental values are emphasised: about what nature is or could be; about the relationship between nature, agriculture and development; about ecological mitigation, and so on. Whereas the Dutch branch of WWF is (...) the most active promoter of the sectorial nature development discourse, environmental groups like Friends of the Earth try to weigh these sectorial interests against the background of increasing environmental degradation. (shrink)

Tras descartar el acercamiento metodológico a la historia de Doñana como un paso hacia la “conservación de la Naturaleza” con mayúscula, este artículo sitúa la historia del Parque en los contextos políticos, personales y científicos que lo hicieron posible. Estos contextos nos colocan en la escala internacional del desmantelamiento del imperio británico y de la transformación de la ornitología y la ecología como disciplinas. Las rutas migratorias de las aves de Doñana contribuyeron a la dimensión internacional en la que se (...) fraguó el acuerdo entre el World Wildlife Fund (WWF) y el Consejo Superior de Investigaciones Científicas (CSIC) que llevó a la inauguración de la Reserva Biológica de Doñana en 1965. La posterior creación del Parque abrió la puerta a nuevos desencuentros entre diversos modos de entender el conservacionismo y entre diferentes categorizaciones científicas del territorio de Doñana. La resolución de estos conflictos dependió de fuerzas y alianzas, lo que permite concluir afinando el argumento metodológico de partida. (shrink)

The text aims at discussing the verbo-visual means of expression employed in three climate change-related campaigns in the context of their effectiveness. The chosen climate change awareness raising campaigns by two non-governmental organisations, EcoEduca and World Wide Fund for Nature Inc. (WWF), deal with the results of Arctic permafrost thaw resulting in the loss of sea ice dependent animals’ habitat. A cognitive linguistics oriented analysis refers to the theory of metaphor (Lakoff and Johnson 1980, Forceville 1996, Kövecses 2002, 2014), conceptual (...) blending (Fauconnier and Turner 2003), and construal (Langacker 1987, 2008). The visual layer will also be described with reference to a grammar approach to visual communication (Kress and Van Leeuwen 1996, 2001, Machin 2010). (shrink)

Dieses praxisnahe Buch führt durch den ökologischen Kontext und erklärt, warum Nachhaltigkeit unverzichtbar ist. In einer Welt, die zunehmend von Klimawandel, Ressourcenknappheit und steigenden gesetzlichen und gesellschaftlichen Anforderungen geprägt ist, wird nachhaltiges Wirtschaften zum Erfolgsfaktor. Aus Basis der Sustainable Development Goals (SDGs) werden die drei Nachhaltigkeitsdimensionen (Ökonomie, Ökologie und Soziales) zum neuen Bewertungsmaßstab für nachhaltiges Wirtschaften und sichern damit die,,license to operate" für jedes Unternehmen. Es beleuchtet die Herausforderungen, denen sich Unternehmen stellen müssen und zeigt, wie nachhaltiges Wirtschaften in der (...) Praxis funktioniert, welche Erfolgsfaktoren dabei eine Rolle spielen und wie Sie Impact statt Greenwashing erzielen! Der Inhalt Der ökologische Kontext: Der Klimawandel und die planetaren Grenzen (des Wachstums) Die Herausforderungen: Vom Co2 Fußabdruck bis zum Nachhaltigkeitsbericht Die Umsetzung: 5-Schritte-Plan zur Implementierung in der Praxis und Etablierung der Nachhaltigkeitskommunikation Best Practise: Erfolgreiche Beispiele aus diversen Branchen Der Autor Dr. Martin Bethke ist Unternehmensberater mit den Schwerpunkten Nachhaltigkeitsstrategie, Organisationsentwicklung und Führungskultur. Er hat 20 Jahre in leitenden Positionen gearbeitet u.a. für den WWF. (shrink)

This study was conducted with the aim of outlining a comprehensive picture of the coverage of various sustainability schemes or criteria sets related to the entire value-added chain of biomass and bioenergy and comparing them accordingly. Eight sustainability schemes and one draft directive were chosen for the qualitative comparison: two existing sets of criteria for agricultural biomass (RSPO, RTRS); two existing forest certification schemes (FSC, Finnish FFCS); two newly developed initiatives for biomass for energy raw material (WWF Meta standard, CSB); (...) and three recent proposals for bio energy and biofuels (SSB, Finnish SLF, EU draft directive).The analysis demonstrated that five schemes (RSPO, RTRS, FSC, CSB and SSB) are created for global application and commonly cover all sustainability issues plus the legal framework around it. The WWF Meta standard does also cover all issues, although the economic items are underemphasised. The two Finnish sets (FFCS and SLF) are mainly locally or regionally applied and focus more on environmental issues, as other issues are covered by existing legislation. The EU draft directive focuses mainly on the governance of energy from renewable sources at the European level, emphasising environmental issues. This paper resulted in the proposal of a tri-dimensional approach (sustainability issues; technical biomass conversion routes; physical trade flows) when comparing various biomass and bioenergy schemes and for further development and empirical testing of overall European biomass and bioenergy sustainability. (shrink)

The pathway from scientific knowledge (based on data, models, and forecasts) to societal implications and policy advice is a perilous one. The shift from "is" to "ought" may be slippery in terms of climate, biodiversity, regulations, and business. Yet, what is to be done if one's research discloses that fellow humans are unwittingly carrying out destructive actions on a large scale? If they are unaware of the dynamics within which they are (or are in danger of becoming) imprisoned, is there (...) then not an ethical obligation to respond beyond the scope of one's given role? This dilemma lies at the core of the issue of science-based activism, which the life and work of Jorgen Randers in many ways epitomizes. The best means of understanding science-based activism can be found in exploring Randers' steps, as this festschrift does. [Jorgen Randers (born 1945) co-authored The Limits to Growth in 1972 and its sequels in 1992 and 2004. He is a Professor of Climate Strategy at the Norwegian Business School in Oslo where he works on climate and energy issues, system dynamics, and green growth. Randers was President of the Norwegian Business School/BI 1981-89, and Deputy Director General of WWF International 1994-99. He chaired the Norwegian Commission on a Low-Emission Society which reported in 2006. In 2012, his work 2052 - A Global Forecast for the Next Forty Years was published.] [Subject: Science, Ethics, Environmental Studies]. (shrink)

This case examines how IBERDROLA, Spain’s leading electricity supplier, shifted the company’s strategic focus to concentrate on sustainability and turned it into a source of competitive edge in a liberalized market. Largely pre-empting the industry obligations that came out of the Kyoto agreement, IBERDROLA decided to put sustainability at the heart of the company’s decision-making processes. IBERDROLA sold off its most polluting facilities and all non-core activities to concentrate on becoming the greenest player on the market. Its success was due (...) to its willingness to walk the talk, to get stakeholders on side, and to demonstrate its determination to be a corporate citizen. An important element of the strategy was to establish a working relationship with important NGOs and effect their involvement with IBERDROLA’s activities. An early and uneasy partnership with WWF/Adena over the production of green energy proved a sharp learning curve for both parties. Then in 2004 a relatively minor event triggered a chain of reactions that led to a revolution in the company’s policy of stakeholder integration. A small group of protected birds was killed when they flew into the blades at one of IBERDROLA’s wind power facilities. When previous similar crises had occurred, IBERDROLA had dealt with them through the time-honoured methods of dialogue and confrontation. This time, IBERDROLA decided to initiate a new approach. They invited SEO/BirdLife (the Spanish Ornithology Society), the oldest Spanish NGO dedicated to the environment, to undertake a study into the implications of similar installations on bird conservation and the environment. The intention is for this collaboration to lead to a strategic agreement between both parties. (shrink)

This case examines how IBERDROLA, Spain’s leading electricity supplier, shifted the company’s strategic focus to concentrate on sustainability and turned it into a source of competitive edge in a liberalized market. Largely pre-empting the industry obligations that came out of the Kyoto agreement, IBERDROLA decided to put sustainability at the heart of the company’s decision-making processes. IBERDROLA sold off its most polluting facilities and all non-core activities to concentrate on becoming the greenest player on the market. Its success was due (...) to its willingness to walk the talk, to get stakeholders on side, and to demonstrate its determination to be a corporate citizen. An important element of the strategy was to establish a working relationship with important NGOs and effect their involvement with IBERDROLA’s activities. An early and uneasy partnership with WWF/Adena over the production of green energy proved a sharp learning curve for both parties. Then in 2004 a relatively minor event triggered a chain of reactions that led to a revolution in the company’s policy of stakeholder integration. A small group of protected birds was killed when they flew into the blades at one of IBERDROLA’s wind power facilities. When previous similar crises had occurred, IBERDROLA had dealt with them through the time-honoured methods of dialogue and confrontation. This time, IBERDROLA decided to initiate a new approach. They invited SEO/BirdLife (the Spanish Ornithology Society), the oldest Spanish NGO dedicated to the environment, to undertake a study into the implications of similar installations on bird conservation and the environment. The intention is for this collaboration to lead to a strategic agreement between both parties. (shrink)

This case examines how IBERDROLA, Spain’s leading electricity supplier, shifted the company’s strategic focus to concentrate on sustainability and turned it into a source of competitive edge in a liberalized market. Largely pre-empting the industry obligations that came out of the Kyoto agreement, IBERDROLA decided to put sustainability at the heart of the company’s decision-making processes. IBERDROLA sold off its most polluting facilities and all non-core activities to concentrate on becoming the greenest player on the market. Its success was due (...) to its willingness to walk the talk, to get stakeholders on side, and to demonstrate its determination to be a corporate citizen. An important element of the strategy was to establish a working relationship with important NGOs and effect their involvement with IBERDROLA’s activities. An early and uneasy partnership with WWF/Adena over the production of green energy proved a sharp learning curve for both parties. Then in 2004 a relatively minor event triggered a chain of reactions that led to a revolution in the company’s policy of stakeholder integration. A small group of protected birds was killed when they flew into the blades at one of IBERDROLA’s wind power facilities. When previous similar crises had occurred, IBERDROLA had dealt with them through the time-honoured methods of dialogue and confrontation. This time, IBERDROLA decided to initiate a new approach. They invited SEO/BirdLife (the Spanish Ornithology Society), the oldest Spanish NGO dedicated to the environment, to undertake a study into the implications of similar installations on bird conservation and the environment. The intention is for this collaboration to lead to a strategic agreement between both parties. (shrink)