Summary book chapters Corporate Social Responsibility
Includes: Chapter 1, 2, 3, 4, 5, 6, 7, 8, 10 & 13
Chapter 1 Introduction
Context: Sustainability is too slow
Although global agreements such as COP21 (Paris Agreement) and the UN Sustainable
Development Goals (SDGs) have generated optimism, most companies are still slow or
ineffective in implementing sustainability.
Less than one-third of companies have a clear sustainability business case and many are
stuck in:
Storytelling good communication, little action
Cherry picking limited, small actions
Meanwhile, climate urgency is increasing (CO2 levels at record highs and the warmest years
ever recorded).
Main point: Companies must integrate sustainability into core strategy – not treat is as
compliance.
Vectoring: Key concept
The authors introduce vectoring: “The combination of direction + speed to maximize
sustainability impact.”
The analogy:
An air-traffic controller gives directions (vector)
The pilot executes
In business:
Direction selecting the right sustainability priorities (“materialities”)
Speed accelerating execution
Without clear direction, companies waste time and resources.
Without momentum, sustainability becomes only reporting.
Who provides direction? Board of directors + CEO
Purpose of the book
The book aims to help managers:
Diagnose sustainability maturity
Build effective sustainability strategies
Accelerate execution
It does this by:
Identifying patterns of leading companies
, Offering tools and frameworks
Developing a business-case mindset
How the book works
Three parts:
1. Vectoring framework (diagnosis)
2. Direction: Materialities, SDGs, culture, investors
3. Speed: Partnerships, circular economy, business models, integration
Data & method
Data is based on:
DJSI (Dow Jones Sustainability Index) ESG scoring
10 industries between 2015-2017
Case studies (Unilever, DSM, Renault, Tumi, etc.)
Consulting practice tools
DJSI logic: Companies are scored 1-100 on industry-specific ESG criteria; top 10% enter the
index.
Scores are analyzed for contribution to:
Risk reduction
Opportunity capture
Limitations
Only companies voluntarily participating positive bias
Questionnaires change yearly comparison difficulty
Not an exhaustive industry peer review
Chapter 2 Patterns of frontrunners
Business needs to change faster
Corporate leaders (Peter Bakker – WBCSD; Feike Sijbesma – DSM) stress that companies
must adapt rapidly “Corporate darwinism”: survival of the most adaptive.
Sustainability is now board-level
Topics like labor conditions and climate are mainstream board concerns.
Many companies have:
Sustainability teams
C-level reporting lines
However, companies vary dramatically in maturity.
Case example: Volkswagen (Dieselgate)
In 2015, VW manipulated emissions tests.
, Damages: ~$30+ billion
Removed from DJSI
Reputation fell
However Sales were hardly affected
Suggests customers did not punish unethical behavior strongly.
Key implication: Market forces alone may not drive sustainability – internal belief matters.
ESG data example: Climate strategy
DJSI climate strategy scoring shows major variation:
Example ranges (top 10% vs. industry average):
Banking: +25.7%
Food: +24.1%
Chemicals: +14.3%
Telecom: lowest overall
This highlights big differences across industries and between leaders vs. average companies.
Sustainability transformations: examples
Case 1: Umicore – Mining Circular leader
Originally a mining company with environmental problems.
Transformation:
* Spun off old metals businesses
* Focus on recycling + material chemistry
* Became a Tesla recycling partner
Result: Became global sustainability leader
Key insight: strategic focus + speed = successful transformation
Case 2: Tony’s Chocolonely – Purpose-driven growth
Mission: eliminate slavery in chocolate supply chain.
Grew ~50% per year in an extremely competitive industry.
Demonstrates: Clear purpose + storytelling + transparency can outperform big
incumbents
Shared DNA of leaders
Frontrunners show common traits:
They embed sustainability into core business
They focus on a few material issues
They accelerate execution
= Vectoring
Vectoring framework
Includes: Chapter 1, 2, 3, 4, 5, 6, 7, 8, 10 & 13
Chapter 1 Introduction
Context: Sustainability is too slow
Although global agreements such as COP21 (Paris Agreement) and the UN Sustainable
Development Goals (SDGs) have generated optimism, most companies are still slow or
ineffective in implementing sustainability.
Less than one-third of companies have a clear sustainability business case and many are
stuck in:
Storytelling good communication, little action
Cherry picking limited, small actions
Meanwhile, climate urgency is increasing (CO2 levels at record highs and the warmest years
ever recorded).
Main point: Companies must integrate sustainability into core strategy – not treat is as
compliance.
Vectoring: Key concept
The authors introduce vectoring: “The combination of direction + speed to maximize
sustainability impact.”
The analogy:
An air-traffic controller gives directions (vector)
The pilot executes
In business:
Direction selecting the right sustainability priorities (“materialities”)
Speed accelerating execution
Without clear direction, companies waste time and resources.
Without momentum, sustainability becomes only reporting.
Who provides direction? Board of directors + CEO
Purpose of the book
The book aims to help managers:
Diagnose sustainability maturity
Build effective sustainability strategies
Accelerate execution
It does this by:
Identifying patterns of leading companies
, Offering tools and frameworks
Developing a business-case mindset
How the book works
Three parts:
1. Vectoring framework (diagnosis)
2. Direction: Materialities, SDGs, culture, investors
3. Speed: Partnerships, circular economy, business models, integration
Data & method
Data is based on:
DJSI (Dow Jones Sustainability Index) ESG scoring
10 industries between 2015-2017
Case studies (Unilever, DSM, Renault, Tumi, etc.)
Consulting practice tools
DJSI logic: Companies are scored 1-100 on industry-specific ESG criteria; top 10% enter the
index.
Scores are analyzed for contribution to:
Risk reduction
Opportunity capture
Limitations
Only companies voluntarily participating positive bias
Questionnaires change yearly comparison difficulty
Not an exhaustive industry peer review
Chapter 2 Patterns of frontrunners
Business needs to change faster
Corporate leaders (Peter Bakker – WBCSD; Feike Sijbesma – DSM) stress that companies
must adapt rapidly “Corporate darwinism”: survival of the most adaptive.
Sustainability is now board-level
Topics like labor conditions and climate are mainstream board concerns.
Many companies have:
Sustainability teams
C-level reporting lines
However, companies vary dramatically in maturity.
Case example: Volkswagen (Dieselgate)
In 2015, VW manipulated emissions tests.
, Damages: ~$30+ billion
Removed from DJSI
Reputation fell
However Sales were hardly affected
Suggests customers did not punish unethical behavior strongly.
Key implication: Market forces alone may not drive sustainability – internal belief matters.
ESG data example: Climate strategy
DJSI climate strategy scoring shows major variation:
Example ranges (top 10% vs. industry average):
Banking: +25.7%
Food: +24.1%
Chemicals: +14.3%
Telecom: lowest overall
This highlights big differences across industries and between leaders vs. average companies.
Sustainability transformations: examples
Case 1: Umicore – Mining Circular leader
Originally a mining company with environmental problems.
Transformation:
* Spun off old metals businesses
* Focus on recycling + material chemistry
* Became a Tesla recycling partner
Result: Became global sustainability leader
Key insight: strategic focus + speed = successful transformation
Case 2: Tony’s Chocolonely – Purpose-driven growth
Mission: eliminate slavery in chocolate supply chain.
Grew ~50% per year in an extremely competitive industry.
Demonstrates: Clear purpose + storytelling + transparency can outperform big
incumbents
Shared DNA of leaders
Frontrunners show common traits:
They embed sustainability into core business
They focus on a few material issues
They accelerate execution
= Vectoring
Vectoring framework
