Minimum Sustainability Standards
In 2013, BPM’s Board began discussing the idea of implementing minimum standards for the members. In the 2014 General Members Meeting, the members approved the development and implementation of the minimum standards. In June 2014, a workgroup to develop the minimum standards was established and they worked on creating these standards. Numerous versions were discussed during a few special Board meetings to come up with a working draft. At the beginning of 2015, all BPM-Members were then invited in workshops to discuss and provide comment on this working draft. During 2 brainstorming sessions, numerous committed BPM-Members provided their valuable input and the working draft was revised and is presented during the BPM’s 2015 General Members Meeting to all members as the final draft (version 1.0) of the Minimum Sustainability Standards. The members approved the Minimum Sustainability Standards (MSS), and we are now at an important turning point aiming that within two years all our members should have implemented at least the basic sustainable practices.
The MSS consist of 3 levels: Caterpillar – phase 1, Cocoon – phase 2 and Butterfly – phase 3. Because the final standards were approved in the 2015 General Members’ Meeting, all BPM-Members will be required to achieve the Caterpillar – phase 1 level within 2 years and the Cocoon – phase 2 within 3 years. It is expected that all members will eventually reach the highest level (Butterfly) of BPM’s minimum standards.
The MSS consist of several efforts that are based on the basic sustainability concepts of People, Planet & Profit (PPP). PPP is also known as the Triple Bottom Line (TBL), a framework that consists of three performance dimensions: social, environmental and financial (Slaper and Hall, 2011). Members of BPM will be awarded points for each effort that is achieved. Each level requires a minimum amount of points in order to get to the next level. The members have the liberty to choose which sustainable efforts they want to implement since some efforts are easier to implement for certain types of businesses. However, there are also some mandatory sustainability efforts. In order to complete a level, in addition of the mandatory efforts, a 60% score of the available points is required. Evidently, the higher the level, the more challenging the targets are. The first level is merely to achieve the basic sustainability foundation and this does not require much manpower or resources. The second level is more challenging, and will require more efforts and will probably require amount of funding. The third and final level is the most challenging; this will requires additional investments, and dedicated efforts and manpower.
Later this year, BPM will organize several workshops to facilitate a better understanding on the implementation of the sustainable innovations. The difficulty is divided in Effort, (Financial) Investment and Time, note that this is an average, it might be that some efforts of level 2 require less effort, investment or time than a effort in level 1.
This model uses constructs for each effort. In a scientific theory, particularly within psychology, a hypothetical construct is an explanatory variable, which is not directly observable. The creation of constructs is a part of operationalization, especially the creation of theoretical definitions.
Once a member achieves a sustainability level, BPM will put them in the spotlight and showcase their achievement extensively in the local media, BPM’s website, newsletter, etc. The member will also receive recognition of their achievement (e.g. a plaque or certificate) from BPM that they can proudly display in their business/organization. Implementing the minimum standards for all our members will help all BPM-Members gain momentum, respect and recognition in society and therefore become true agents of change and sustainability role models for other Curaçao and regional businesses and organizations.
BPM is currently developing a manual for the MSS. This manual helps both BPM and its members to better understand the MSS. This manual helps us to understand what BPM expects from their members for each of the different levels of sustainability, and how they verify, quantify and translate the current sustainability situation at your organization into the model. This manual describes the entire model with its efforts and it also describes how these efforts are measured. Furthermore, this manual also describes how your organization can do a self-assessment and how the audits of BPM will be conducted. The aim of this manual is to help BPM and its members to better understand the MSS. Note that the models is made in such a way that it is generally applicable for our members. This indicates that BPM might require more per effort for different company sizes and types.
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