Sustainability program characteristics were led by the almost ubiquitous drive toward workplace standardization, including use of unassigned cubicles and, at many companies, Web-resident virtual workplaces. ISO 14001 was cited by many as an indispensable foundation for sustainability program implementation. Managers involved in the corporate supply chain said their companies are evaluating and comparing the environmental benefits of a just-in-time resource and product delivery model against the costs of carrying larger inventories across the company. One manager, obviously well placed in his company, said almost every proposal for corporate investment had to include a section detailing sustainability opportunities for the project.

The participants saw some striking similarities and trends. First, they observed that most large companies, and many smaller ones, are engaged in some type of sustainability program. Few if any companies were doing nothing. The corporate real estate executives noted that managers working on pretty much any sustainability program could request and obtain support from top management. This is a remarkable benefit because managers say the most common cause of any corporate program's failure is lack of support from the senior managers. The participants said that a well organized and publicized sustainability program increases employee retention. Similarly, these programs tend to enhance the corporate image and add a very positive element to the company's brand. However, several participants observed that there was much more talk about conducting business in a sustainable manner than there was action to accomplish this.

Regarding similarities across corporations' sustainability programs, the CREM managers noted that their companies usually were willing to invest in sustainability programs. The implication here is that there may be a lower hurdle for approval and funding of these programs than other potential investments. The participants saw that at many of their companies there is an ongoing interest in getting ahead of impending sustainability legislation. Lastly, it was noted that in some cases companies pick a pet environmental project or project type to become part of the corporate brand. One participant said his company's board favored programs that supported biodiversity.

One table group looked at the motivations behind the interest in having sustainable programs at their companies. First, they believed that having and publicizing these programs created an important connection with the company's customers. They noted that when justifying these programs from an investment perspective, the financial analysis really should look at the life-cycle cost as well as the initial-investment cost. Talent recruitment and retention were said to be easier at companies with broad-based and effective sustainability initiatives. Several said that these programs may be a key to their companies' long-term survival.

Sustainability is one of those buzzwords that comes along every so often in the business world. Almost every company is into it. It's hard to define, but the purpose behind it is clearly very important. There's a hardcore management process to under-gird it called ISO 14001, but many companies take a less rigorous approach. The media is full of awards for companies judged effective at their sustainability efforts. The recognized companies are working hard to reduce waste, cut energy use and become as environmentally responsible as possible. But some of the awards are accused of lacking the substance needed to increase corporate sustainability. The use and evolution of the term sustainability reminds this writer of the term e-business that was in vogue a few years ago. Now, most companies apply e-business principles, so that the words business and e-business for practical purposes mean the same thing. In not too many years, the same is likely to become true of the term sustainable business. Every business will be sustainable, and the adjective will not be needed.