embedding policies and changing the culture will take time, there can be some quick operational wins. In our case, these relate to things like having more water bottle filling stations (and not selling bottled water in our catering outlets) and doing more to reduce food waste from on-campus catering (such as ensuring that leftover food from catered events is offered to anyone, rather than being thrown away). The elimination of one-use plastics is another visible marker of sustainable principles. At the same time, we should not forget the S of ESG: activities that support social justice and EDI in our local community and more broadly should be high on our agenda, institutionally supported, and widely celebrated. STAFF CAPABILITY AND SUPPORT While most staff and students are likely to be aware of sustainable/responsible issues, the level of understanding of the complexities, tensions and trade-offs inherent in any attempt to act sustainably/responsibly varies. As members of a management school, for example, we may know that climate change or biodiversity are important issues, but we may not know enough about the science behind these issues to make responsible/sustainable decisions or to incorporate solid principles in our teaching. As someone once pointed out to me, it may seem obvious that it is better for the environment to hold conferences virtually than to travel and meet faceto-face. But if all the electricity for our laptops comes from coal-fired power stations, then the switch may not be as beneficial as we believe. Thus, limited knowledge could mean that well-intentioned acts produce counter-productive outcomes. Capability building schemes that raise collective awareness and understanding through a broad-based programme of engagement with colleagues in the sciences and other disciplines is important if institutional efforts are to be directed effectively. RECOGNITION AND REWARD CRITERIA It is a truism that you get what you reward! It is therefore important for institutions to align their recognition and rewards systems with the behaviours and values they wish to embed. This needs to be carried into policies relating to pay and promotion, and the mechanisms (such as awards and prizes) through which staff are recognised for their achievements and effort. This needs to start at the top. According to research published by Harvard Law School, more and more companies are integrating ESG performance metrics into incentive plans for their CEO and senior executives, with 75.8% of S&P 500 companies doing so in 2023. As a management school, it is not unreasonable to expect us to mirror this shift. Suggested mechanisms could include linking annual performance incentives for senior leaders to waste reduction or carbon footprint reduction achievements. CURRICULUM TRANSFORMATION Teaching is a core aspect of the work of business schools, so a comprehensive curriculum transformation and redevelopment will be a vital part of becoming a civic institution. It should be a requirement that all programmes have a learning outcome relating to sustainability/responsibility, with students assessed as a mandatory requirement. FINANCE STRUCTURES There are inevitably times when financial structures within an institution lead to individual units protecting their own territory (and income streams) to the detriment of overall effectiveness and efficiency. In the case of a root-and-branch curriculum transformation project, this could lead to duplication of effort and/or inconsistency in the treatment of sustainable/responsible issues. To prevent this – and to encourage resource sharing and mutual support – finance should be restructured to remove barriers to streamlining provision, operating flexibly, sharing teaching and research assets, and avoiding duplication of effort. PUT IT ALL TOGETHER These are just some of the strategies and activities required to position an academic institution at the forefront of responsible management education. Many institutions have already embarked on this journey, while others are struggling to keep pace. Wherever a business school is on the journey, it will be important to bring together every aspect of the management discipline for a successful transformation. Ensuring a strategic, focused and coherent implementation process requires widespread understanding and buy-in, transparent and accountable leadership, and plenty of celebrations of achievement along the way. We really are all in this together – and business schools need to bring all their expertise to the management of their own transformation. FIFTY FOUR DEGREES | 49 Dr Marian Iszatt White is a Senior Lecturer in the Department of Entrepreneurship and Strategy, with a research focus on aspirational forms of leadership and stewardship-as-leadership. m.iszattwhite@lancaster.ac.uk Listen to Marian discussing her work on the Transforming Tomorrow podcast: https://pod.co/transformingtomorrow/b-school-to-esg-school trAnsfoRming toMorrow
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