Waste Management Hierarchy - Essay Example

?Responsible Business Table of Contents Essay Waste Management 3 Introduction 3 Discussion 3 A Theoretical 3 Applying Theoretical Frameworks 5 The Role of Government 7 Comparison 9 Conclusion 10 References 11 Essay 2: Social Impact 15 Introduction 15 Discussion 15 Theoretical Position 15 Theoretical Framework 16 The Role of Government 17 Comparison 19 Conclusion 20 References 21 Essay 3: Sustainability Strategy 25 Introduction 25 Discussion 25 Theoretical Positions 25 25 Theoretical Frameworks 26 The Role of Government 28 Comparison 29 Conclusion 30 References 31 Essay 1: Waste Management Introduction Waste Management is generally concerned with the control of the generation, transportation, analysis and proper disposal of waste materials. From a critical perspective, waste management can be considered as a distinct and vital practice which encompasses the controlling measures for wastes concentrating upon the consumption rate of natural resources produced by human activities. Various industries, including the fashion retailing industry has been significantly focused on effective waste management strategies as one of the pivotal concerns of its Corporate Social Responsibility (CSR) initiatives. Emphasising on this particular issue, the essay will focus on identifying the waste management strategies applied by NEXT applying various theoretical frameworks, governmental intervention policies and industrial aspects. Discussion A Theoretical Description Concentrating on Desjardins’ environmental perspectives, it can be argued that organizations should take necessary initiatives towards sustainable development rendering due consideration towards the various environmental aspects such as landfills and emission rates among others by performing ethically sound and responsible supply chain activities (Herman & et. al., 1990). As described by Desjardins, ‘dematerialization’ is primarily referred to the comprehensive or relative minimization in the quantity of materials or resources which are needed to produce goods or to maintain the economic position of a nation. It can be viewed in this regard that that there are limited amount of resources available from the surrounding environment whereas the activities which are developed in this eco-system needs unlimited consumption of resources in an unsustainable manner owing to which companies should emphasise on effective waste management strategies (Herman & et. al., 1990; Metro Vancouver, 2011). Based on a similar concern, Braungart & et. al. (2006) described that transformation of human industry through intelligent designing is necessary for ecological system implications. Contextually, eco-efficiency as well as zero emission is primarily concentrated towards minimizing the accidental negative consequences of manufacturing procedures often applied by industries (Braungart & et. al., 2006). With a similar viewpoint, Gibbs & et. al. (2012) described that industrial ecology and regional development should be considered as a cluster policy when developing sustainability strategies, especially those concerning waste management. In this regard, organisations have often been suggested to concentrate upon applying industrial ecology standards with the objective to minimize or remove the negative consequences of economic development (Gibbs & et. al., 2012). Based on a similar context, Hawken & et. al. (1999) developed the theory of ‘Natural Capitalism’ which is considered as an evaluation framework of conventional ‘Industrial Capitalism’. This system also neglects the values of human capital in terms of living system, natural resources, socials and cultural system. Hence, it can be implied that ‘Natural Capitalism’ identifies the interdependence of human capital on the preservation of the natural capital (Birkin, 2001). Applying Theoretical Frameworks Waste Management Hierarchy In relation to waste management hierarchy, the overall operation of NEXT within the UK and Ireland has primarily focused on how to minimize its environmental impact by reducing the consumption level of energy, the level of wastes generated and enhancing the efficiency of its distribution procedure by utilizing recyclable packaging materials into its products (Next Plc., 2012; Defra, 2011). Figure: Waste Management Hierarchy Source: (Defra, 2011) Product Life Cycle Matrix When assessing its Product Life Cycle (PLC), it has been observed that NEXT is currently in its growth stage wherein the company continuously strives to maintain its development by controlling its operation within every aspect of its business activities. In order to attain more sustainable business growth, company always measures its global carbon footprint which is quite less as compare to its past business operations. NEXT was also committed to minimize its carbon footprint where company belief that it is the strategic path for the attaining better growth prospects in future (Next Plc., 2012). Figure: Product Life Cycle Matrix Source: (Sutherland & et. al., 2008). Natural Step The natural step is a worldwide recognized non-profit organization that supports the activities such as teaching, coaching, education and act as an advice provider to the community members and the organizations throughout the world (Burns, 1999). Correspondingly, in order to bring sustainable development, NEXT is committed to develop its business operation in a more responsible as well as sustainable manner. The company has been thus implementing strategies in order to understand the environmental issues which may create a strong impact upon its business operations. Additionally, the Code of Practice (COP) practiced by Next, in order to maintain ethical standards in terms of trading activities, helps to bring more sustainability within its supply chain activities (Next Plc., 2012). The Role of Government OECD Being a participant in the Organization for Economic Co-operation and Development (OECD) global community, Next is highly influenced by the vision and guidelines enforced in relation to waste management. The mission of OECD has been to endorse policies to improve community activities and economic performance of organisations such as NEXT, throughout the world which has evidently influenced the operations of the company in terms of energy consumption by a large extent (Next Plc., 2012). DEFRA Waste Management Strategy In order to reduce commercial and household waste, Department for Environmental Food and Rural Areas DEFRA implements various strategies to control the consumption of natural resources removing the barriers to innovative technology (DEFRA, 2011). Influenced by DEFRA, NEXT also implements several strategies in order to control waste material production. For instance, its Site Waste Management Plan (SWMP) has assisted NEXT to observe the amount of recycling waste produced from its operations in order to bring more sustainable development (Next Plc., 2012). European Legislation The major elements of European legislation in relation to waste management indicates the impact of waste materials, permitting the requirement of natural resources and also developing a proper infrastructure in order to reduce waste materials. Secondly the utilization of innovative technology through which wastes can be reduced maintaining high standards in environmental protection is also encouraged in the EU legislation favouring the utilisation of those natural resources which can be further used for recycling in order to minimize hazardous wastes (EAUC, 2013). Correspondingly, in order to reduce the level of waste production, NEXT attempts utilizing innovative technologies in terms of production, packaging and distribution. Additionally, sustainable standards towards the environmental protection are always signified as core to the organisational culture of NEXT to bring efficiency in its operations by minimizing energy consumption and carbon emission to a large extent (Next Plc., 2012). ROHS Legislation EU legislation restricts the utilization of hazardous material in case of electrical or while manufacturing electronics equipment under the ROHS Directive 2002/95/EC. This Directive also promotes the collection of recyclable equipments (European Commission, 2012). Correspondingly, NEXT has been focused towards operating its businesses ensuring that its product and business activities do not affect the environment (Next Plc., 2012). Local community groups, such as Groundwork has also influenced NEXT’s operations by a large extent. The objective of Groundwork is to construct sustainable societies by working with its partners in order to improve the living standard and environment within the community (Groundwork, n.d.). As a retail company, NEXT intends to take the responsibility of developing sustainable business environment ensuring that its product are safe and does not create impact upon the natural environment. Moreover, working effectively with its designers, suppliers and manufacturers through special technology assists the organisation to ensure that it products are complying with consumer as well as government legislations (Next Plc., 2012). As an industrial community, the UK Fashion & Textile (UKFT) association also imposes serious impacts on NEXT. Correspondingly, NEXT designs its strategies in compliance with the trade association standards, British standards and various other governmental departments for discussing about its business ideas and viewpoints inculcating greater efficiency in its business activities (Next Plc., 2012; UK Fashion and Textile Association, 2012). Comparison According to the sustainability report of 2012, NEXT has been focusing on serious initiatives regarding the minimization of waste materials produced from the company’s retail stores. In this regard, the company has developed a Site Waste Management Plan with the intention to continuous asses and manage the waste materials production rate each year generated through its operational process (Next Plc., 2012). In UK, one of the major competitors of the company can be identified as New Look which also operates its business by controlling its waste materials in an efficient manner. New Look also takes various initiatives in order to reduce waste material production generated from its operations. Moreover, New Look is primarily focused towards minimizing waste material productions, whereas NEXT concentrates towards increasing usage of recyclable materials to manage wastes (NEXT Plc., 2012; New Look Retail Group Limited, 2012). Conclusion From the overall discussion, it can be concluded that proper waste management techniques can emerge as a vital success driving force in business activities of fashion industry. It has been observed that NEXT take strict initiatives in order to maintain the production of waste materials throughout its global business operations. In this regard, NEXT has been primarily focusing on the usage of recyclable wastes to counter the increasing amount of wastes generated from its operations. It has been further observed that NEXT also follows and implements various waste management strategies in order to evaluate the production of waste materials through which company can successfully manage and control its waste production. References Braungart & et. al., 2006. Cradle-To-Cradle Design: Creating Healthy Emissions: A Strategy for Eco-Effective Product and System Design. Journal of Cleaner Production, Vol. XX, pp. 1-12. Burns, S., 1999. The Natural Step: A Compass for Environmental Management Systems. Corporate Environmental Strategy, Vol. 6, No. 3, pp. 3-15. Birkin, F., 2001. Steps to Natural Capitalism. Sustainable Development, Vol. 9, pp. 47-57. Defra, 2011. The Waste Hierarchy. Guidance on applying the Waste Hierarchy. [Online] Available at: http://www.defra.gov.uk/publications/files/pb13530-waste-hierarchy-guidance.pdf [Accessed March 29, 2013]. Defra, 2011. Government Review of Waste Policy in England 2011. Principal Commitments. [Online] Available at: http://www.defra.gov.uk/publications/files/pb13540-waste-policy-review110614.pdf [Accessed March 29, 2013]. European Commission, 2012. Recast of the ROHS Directive. Environment. [Online] Available at: http://ec.europa.eu/environment/waste/rohs_eee/ [Accessed March 29, 2013]. EAUC, 2013. Introduction to Waste Legislation. Legislation. [Online] Available at: http://www.eauc.org.uk/page.php?subsite=waste&page=legislation [Accessed March 29, 2013]. Gibbs & et. al., 2012. Industrial Ecology: Eco-Industrial Development and Regional Economic Development. University of Hull. [Online] Available at: http://www2.hull.ac.uk/science/geography/research/governance/pd01.aspx [Accessed March 29, 2013]. Groundwork, No Date. Who We Are. Home. [Online] Available at: http://www.northwest.groundwork.org.uk/pennine-lancashire/who-we-are.aspx [Accessed March 29, 2013]. Herman, R., & et. al., 1990. Dematerialization. Technology Forecasting and Social Changes, Vol. 38, pp. 333-347. Metro Vancouver, 2011. Dematerialization. Sustainability Congress. [Online] Available at: http://www.metrovancouver.org/region/congress/Pages/Dematerialization.aspx [Accessed March 29, 2013]. Next Plc., 2012. About Our Report.Corporate Responsibility Report to January 2012. [Online] Available at: http://www.nextplc.co.uk/~/media/Files/N/Next-PLC/pdfs/corporate-responsibility-report/cr-report2012.pdf [Accessed March 29, 2013]. New Look Retail Group Limited, 2012. Environment. Sustainability. [Online] Available at: http://www.newlookgroup.com/newlook/en/sustainability/environment [Accessed March 29, 2013]. Next Plc., 2012. About NEXT. Home. [Online] Available at: http://www.nextplc.co.uk/about-next.aspx [Accessed March 29, 2013]. Sutherland, J., & et. al., 2008. Essential Business Studies A Level: AS Student Book AQA. Folens Limited. UK Fashion and Textile Association, 2012. UKFT Environment Committee. Business. [Online] Available at: http://www.ukft.org/business.php?page=business&mcat=2&catid=45 [Accessed March 29, 2013]. Essay 2: Social Impact Introduction In the present day context, social impacts on organisational performances are often considered as one of the vital aspects to influence the success drivers of every business organisation. Social impacts refer to the organisational operations that tend to impose significant influences within the communities, both socially and environmentally. In order to provide a positive response to the community members, majority of the leading organisations attempt to take responsibilities regarding corporate social initiatives so that they can operate their businesses in a sustainable manner. Emphasising on this particular aspect, the essay shall be focused on assessing the social impacts creating influences on NEXT plc’s business operations, which is renowned as a fashion retailing company in the global marketplace. Discussion Theoretical Position According to Gray & et. al. (1997), social as well as environmental accounting plays a vital role and is also considered as a tool in order to monitor the sustainability performance of an organisation. Due to the increasing concern of community members towards the environmental issues, majority of the leading organisations have planned towards initiating a report regarding environmental information (Gray, 1999; Eugenio, 2009). Another framework which attempts to reward a critical view regarding the social impacts on strategic performance of any organisation can be identified as the Corporate Social Responsibility concept. In this context, Woods (1991) reveal a positive relationship between social responsibility and the accounting performance of the organisation. Wood (1991) developed a model describing Corporate Social Performance (CSP) as a process of social responsiveness, policies, programs and the configuration of the guidelines of social responsibility through which a company tends to measure the outcomes as compared to the organisation’s societal relationship. Focusing on the concept of ‘Social Enterprise Mark’, it was described by Duff & Bull (2011) that social impacts witnessed by an organisation depend on various factors which principally include the idea of co-operatives, mutuality, social enterprise, philanthropy and social economy. It has been further argued that on the basis of these aspects, social enterprises has evolved in order to indicate a direction for the organisations and also describe certain entrepreneurial approaches through which businesses can effectively render greater priority towards social innovation and take serious responsibilities concerning community developments (Duff & Southcombe, 2012). Theoretical Framework The social impacts witnessed by NEXT can also be evaluated with the application of the framework suggested by New Economic Foundation (NEF) in terms of a proving and improving approach (Social Enterprise Partnership (GB) Ltd., 2005). From a critical perspective, it can be stated that NEXT’s business activities often follow a unique set of strategies with the sole intention to ensure that its products do not create any harm to the environment or the interests of the community either directly and indirectly. It is in this context that the company always tends to identify environmental issues while determining its business strategies in order to minimise the impacts which might be created upon the community members (NEXT Plc., 2012). In order to identify the diversification within the social enterprise, Duff & Bull (2011) discovered a social audit toolkit through which organisations can measure the social impacts created on its business functions and the business influences which are unintentionally created upon the society (Duff & Southcombe, 2012). It is worth mentioning in this context that NEXT renders due significance towards the active participation of its stakeholders including its suppliers, employees and other governmental as well as community members while developing an audit report focusing on its social performances. Additionally, the company always intends to follow its Code of Practice (COP) while preparing its audit report in order to identify and minimise the social impacts as barriers to the business growth (NEXT Plc., 2012). The Role of Government Social Value Act 2012 Contextually, adhering to the guidelines mentioned under the Social Value Act 2012, NEXT always attempts to maintain a quality control on its consumption level in terms of energy and natural resources required to perform operational activities at a minimum utilisation level, especially when performing its manufacturing process (NEXT Plc., 2012; Social Enterprise UK, 2012). The social impacts on NEXT’s strategic operations can also be observed with reference to FTSE4Good series which primarily implies a list of investors on the basis of their efficiency to conduct business operations adhering to the norms prescribed in the Social Responsible Investment (SRI) indices. The FTSE4Good is generally designed to demonstrate the performance of a particular organisation as socially responsible equities and influence other investors towards its development. Contextually, it has been observed that NEXT is listed on FTSE4Good index by which the company can measure its performance by making investments towards social developments (FTSE, 2010; NEXT Plc., 2012). The persistence of ethical consumers in the global fashion industry also tends to impose certain social impacts on the effective functioning of NEXT. It is worth mentioning in this context that from a generalised perspective, UK consumers tend to be highly inclined towards organisations which perform ethically which in turn causes significant effects on the business operations of NEXT (Shaw & Clarke, 1999). Correspondingly, with the help of its COP, NEXT has been successful to build a sound ethical reputation as well as proof itself as a responsible company towards the societal and sustainable development (NEXT Plc., 2012). Being impacted by the intervention of NEF, NEXT attempts to work within the UK as well as in the global context taking advices from NEF in its business process (NEF, n.d.). Similar to NEF, Social Return on Investment (SROI) also developed a framework based on ‘Social Generally Accepted Accounting Principles (SGAAP)’ through which communities and organisations can comprehend the impact of social, environmental and economic outcome that are developed from their activities and thus also tend to have a strong influence on the operations of NEXT (The SROI Network, n.d.). Stating precisely, in terms of SGAAP, the company takes serious responsibility towards the development of society and bring more efficiency towards its operational activities in order to maintain sustainability within the natural environment (NEXT Plc., 2012). In the recent practices, the UK government broadcasted a scheme regarding the initiation of two social projects in London and Essex. In this project, there are certain social impact bonds which covered upfront costs and provided better return to the investors (BBC, 2013). It is in this context that being influenced by the project, the business activities of NEXT always focus towards the development of sustainable environment and take positive initiatives regarding the improvement of community life. Business operations performed by NEXT is also influenced by various industrial communities such as UKFT which is a fashion & textile association focusing on reducing carbon footprints created by organisations (NEXT Plc., 2012; UK Fashion and Textile Association, 2012). Comparison In order to reduce social impacts, NEXT has also taken various initiatives as compared to its competitors such as New Look. In relation to NEXT, the company can be observed to work closely with various charitable as well as social enterprises in order to bring sustainable development within the society. Conversely, assessing the operations of New Look, the company only focuses on reducing wastes, energy consumptions, and climate changes caused by emissions for reducing social impacts. In this regard, New Look developed ‘ethical trading’ as a business code of conduct through which it was capable to deliver value for the stakeholders that helped to improve its products and operations. Moreover, the company also developed a certain code of business ethics which helped it to build business reputation, maintain ethical labour practices and business integrity throughout the world. As compared to New Look, NEXT also develop COP in order to maintain ethical labour practices throughout its business operations (NEXT Plc., 2012; New Look Retail Group Limited, 2012). Conclusion From the overall discussion it can be concluded that social impact plays a vital role through which a business can attain success by taking the responsibility of community members and environment as well as other stakeholders. Additionally, from this discussion it has been also observed that NEXT takes various initiatives and implement unique strategies in order to reduce its social impacts upon its business performances. In order to reduce the social impacts, the company always attempts to maintain ethical standards and also work with various social enterprises organisations. References BBC, 2013. New Social Impact Bonds Launched In London and Essex. UK. [Online] Available at: http://www.bbc.co.uk/news/uk-england-20462253 [Accessed March 29, 2013]. Duff, R. J., & Southcombe, C., 2012. The Social Enterprise Mark: A Critical Review of Its Conceptual Dimensions. Social Enterprise Journal, Vol 8, No. 3, pp. 1-28. Duff, R. R., & Bull, M., 2011. Understanding Social Enterprise: Theory and Practice. SAGE. FTSE, 2010. FTSE4GOOD. Corporate Responsibility. [Online] Available at: http://www.ftse.com/About_Us/FTSE_Corporate_Responsibility/FTSE4Good.jsp [Accessed March 29, 2013]. Eugenio, 2009. Background of the Research. Social and Environmental Accounting: A Case Study on a Portuguese Cement Company. [Online] Available at: https://repositorio.iscte.pt/bitstream/10071/2463/1/T%20Eugenio%20tese%20PhD%20%20042009.pdf [Accessed March 29, 2013]. Gray & et. al., 1997. Struggling With The Praxis Of Social Accounting: Stakeholders, Accountability, Audits And Procedures. The Centre for Social and Environmental Accounting Research, pp. 1-18. Gray, R., 1999. Abstract. The Social Accounting Project and Accounting Organisations and Society: Privileging Engagement, Imaginings, New Accountings and Pragmatism over Critique. [Online] Available at: http://www.st-andrews.ac.uk/media/csear/discussion-papers/CSEAR_dps-socenv-privengag.pdf [Accessed March 29, 2013]. NEF, No Date. About NEF. Home. [Online] Available at: http://www.neweconomics.org/about [Accessed March 29, 2013]. New Look Retail Group Limited, 2012. Environment. Sustainability. [Online] Available at: http://www.newlookgroup.com/newlook/en/sustainability/environment [Accessed March 29, 2013]. Next Plc., 2012. About Our Report. Corporate Responsibility Report to January 2012. [Online] Available at: http://www.nextplc.co.uk/~/media/Files/N/Next-PLC/pdfs/corporate-responsibility-report/cr-report2012.pdf [Accessed March 29, 2013]. Social Enterprise Partnership (GB) Ltd., 2005. Comparing Proving and Improving Approaches. Documents. [Online] Available at: http://www.proveandimprove.org/tools/documents/Tool_comparison_chart2.pdf [Accessed March 29, 2013]. Social Enterprise UK, 2012. About This Guide. Public Services: Social Value Act 2012. [Online] Available at: http://www.socialenterprise.org.uk/uploads/files/2012/03/public_services_act_2012_a_brief_guide_web_version_final.pdf [Accessed March 29, 2013]. Shaw, D., & Clarke, I., 1999. Belief Formation in Ethical Consumer Groups: An Exploratory Study. Marketing Intelligence & Planning, Vol. 17, No. 2, pp. 109-119. The SROI Network, No Date. SROI Analysis. Home. [Online] Available at: http://www.thesroinetwork.org/ [Accessed March 29, 2013]. UK Fashion and Textile Association, 2012. UKFT Environment Committee. Business. [Online] Available at: http://www.ukft.org/business.php?page=business&mcat=2&catid=45 [Accessed March 29, 2013]. Wood, D. J., 1991. Social Issues in Management: Theory and Research in Corporate Social Performance. Journal of Management, Vol, 17, No. 2, pp. 383-406. Essay 3: Sustainability Strategy Introduction In the modern day context, business sustainability has emerged to be regarded as one of the vital aspects for the organisational managers in order to survive within competitive environment. Business sustainability often entails management of the ‘triple bottom line’ facets i.e. a procedure by which organisations deal with their social, financial along with environment risks, opportunities as well as obligations. Moreover, these facets are at times termed as profits, planet and people (The Financial Times Ltd, 2013). A comprehensive focus on these facets provides a unique strategic direction to the managers through which they can appropriately identify their overall organisational activities. In order to develop sustainability strategies, it is necessary for an organisation to understand and evaluate certain aspects such as domestic culture, flow of materials, energy and natural eco-system within which it operates. Discussion Theoretical Positions In terms of environmental strategy and sustainable development, Richard Welford argued that conventional approaches regarding environmental management cannot render proper sustainability to the businesses. The study of Welford suggested that every organisation should follow certain sustainable directions in order to evade the path of ‘self-destruction’. This author further affirmed that competitive advantage for an organisation is primarily considered as an effective economic force which affects the corporation either internally or by external means that leads to create corporate environmentalism. Additionally, Welford also initiated the idea of ‘zero growth’ which was re-established by sustainable development as a quite necessary factor for satisfying the present needs without compromising the future resources (Bhargava & Welford, 1995). In terms of pressure on business, Ans Kolk affirms that climate change is one of the vital environmental issues, which increasingly affects every business activity. In order to pay attention towards the climate change issues, governmental as well as non-governmental businesses considerably put pressure on business entities in terms of facets like minimisation of the release of greenhouse gases. A majority of the organisations also face indirect impacts regarding environmental issues which can severely hamper their business operations by a large extent (Kolk & Pinkse, 2011). In relation to environmental strategies, Rhee and Lee postulated that hey are entirely dependent on a firm’s selection regarding environmental practices within the business activities. The authors further affirm that corporate environmental strategies primarily refer to a wide array of specific decisions where environmental issues need to be considered by every organisation while operating its business activities (Cren & Ozanne, 2012). Theoretical Frameworks The study of Daniela Ebner and Rupert J. Baumgartner shows the relationship between Corporate Social Responsibility (CSR) and Sustainable Development (SD). The aim of their study was to identify the correlation between CSR and the social dimension of SD where they attempted to analyse whether CSR demonstrate SD on a corporate level. In terms of NEXT’s business activities, the company follows certain guidelines within its operational approaches which are enacted by World Business Council for sustainable development. Additionally, the company has also implemented certain strategies in order to bring sustainable developments within its business activities by reducing its operational impacts upon societies along with environment (Ebner & Baumgartner, 2006). Kashmanian & et. al. (2011) observed certain key elements of corporate environmental sustainable strategies such as strategic direction, enhancement of operational performance, efficiency within value chain activities along with considering the internal as well as external stakeholders. The authors further imply that corporate sustainability strategy is considered as a ‘multi-faced strategy’ which delivers multiple advantages to a company. In terms of NEXT’s business activities, the company has implemented Code of Practice (COP) by which it has brought efficiency within its value chain activities throughout the global operations. Additionally, with the help of COP team, the company evaluates environmental issues and takes appropriate strategic sourcing decisions in order to enhance its operational activities (Kashmanian, & et. al., 2011). According to Baumgartner & Ebner (2010), there are four types of sustainability strategies such as introverted, extroverted, conservative and visionary. In ration to introverted strategy, NEXT always executes unique strategies by which it identifies and minimises environmental risks which can have an impact upon its business activities. Through this strategy, the company follows certain legal as well as external legislations which are associated with social and environmental aspects. In relation to extroverted strategy, NEXT always maintains mutual relationship with its stakeholders and other external members so that it can identify and resolve the impact of its business activities which is created upon community members and environment. In terms of conservative strategy, the company focuses on eco-friendly products and utilises packaging materials along with ensuring that its products do not affect natural environment. In relation to visionary strategy, the company’s overall business activities aim to focus on environmental issues and sustainable development (Baumgartner & Ebner, 2010). The Role of Government In terms of mainstreaming sustainable development, the United Kingdom government’s vision is to bring sustainable development within the entire nation’s activities. In this regard, the government takes necessary responsibilities in order to maintain natural resources by influencing the nation’s people and business organisation as well. In this context, NEXT takes several approaches and obtains necessary ideas as well as viewpoints from the government along with other departmental organisations in order to implement necessary strategies for maintaining sustainability aspects during its operations (Crown, 2012). The European Union (EU) has developed long-term plans for bringing sustainable development towards economic, society and environment. The objective of this strategy is to attain sustainability by improving the social existence and its present as well as future standards of living. This strategy is also considered as a framework which focuses to attain present requirements without compromising with the resources for future generation. This strategy is based on four pillars i.e. economic, environment, social along with global governance. In 2009, EU revised its SD strategy of 2006 by including climate and energy aspects (Europa, 2009). By considering NEXT’s business activities, it is observed that the company strictly focuses on all aspects of EU SD strategy throughout its global operations. Additionally, the company executes several sustainable strategies by rendering its concern towards the development of economic, social and environment aspects (Next Plc., 2012). Secondary According to a news published by BBC UK, it has been viewed that fashion designers of Scotland and several textile organisations had voluntarily participated in a five-day trade related mission in Chicago regarding the initiation of ‘eco-chic showroom’ in order to bring sustainability within Scottish fashion and textile industrial sector (BBC, 2013). ‘UK Fashion and Textile Association’ takes strict initiatives and implements several strategies in order to bring sustainable operations within the entire UK fashion retail organisations. The committees that are a part of this association frequently review environmental legislations which are provided by UK government and European Union as well as influence textile organisations to follow these legislations. NEXT always remains conscious towards discussing its business ideas and views with various apparel associations in order to bring more flexibility within its global business activities (UK Fashion and Textile Association, 2012). Comparison In relation to SD strategy, NEXT always implements various strategies, plans and follows several governmental legislations in order to bring sustainability within its business activities as well as within its environment. On the other hand, New Look Retail Group Limited also takes necessary strategic initiatives in order to bring sustainability within its business activities. New Look has developed ethical trading strategy, code of business ethics and it’s always follows responsible sourcing along with focusing on various environmental aspects while operating its business. In comparison to New Look, NEXT has also developed COP and follows several environmental guidelines in order to bring sustainability in its operations (Next Plc., 2012; New Look Retail Group Limited, 2012). Conclusion The core notion that emerges from the overall discussion is that sustainability strategy plays an important role to render a critical direction to an organisation regarding the ways it can attain successful business performance by maintaining social, environmental and economic aspects within a country. Contextually, NEXT also bestows the role of a responsible business entity in order to bring sustainable development towards the society and environment. This aspect also enables the company derive crucial short and long-term benefits and brand awareness. In this regard, NEXT implements unique strategies along with following governmental as well as association based viewpoints in order to bring more efficiency within its business activities. 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