Carla G Machado

Integrating sustainability in companies’ agenda is a complex and multidisciplinary task. Based on the results of a survey conducted in 2015 with 106 respondents from manufacturing and infrastructure companies in Brazil, this research aims to verify the organization of a list of the main sustainable operations management capabilities that can provide companies with a path to achieve a higher level of maturity regarding sustainability integration. The research contributes by mitigating the lack of frameworks that seek alignment between operations with sustainability issues, helping to guide the strategy and to audit the level of sustainability integration.

Integrating sustainability in companies' agenda is a complex and multidisciplinary task. Based on the results of a survey conducted in 2015 with 106 respondents from manufacturing and infrastructure companies in Brazil, this research aims to verify the organization of a list of the main sustainable operations management capabilities that can provide companies with a path to achieve a higher level of maturity regarding sustainability integration. The research contributes by mitigating the lack of frameworks that seek alignment between operations with sustainability issues, helping to guide the strategy and to audit the level of sustainability integration.

The aim of this study is to validate the cycle of sustainability performance measurement in the context of materiality. The study examines whether materiality contributes to the progress of the area through the framework proposed by Andy Neely. To do so, the paper explores the five questions that could guide future field research. One of the limitations is that the topic addressed was explored from the viewpoint of the performance measurement GRI, more specifically in its latest G4 version. The guideline perceives materiality as the key element for sustainable reporting, so the principle should be studied to see how important it is to industries. Results show that materiality contributes to the maturity of the topic by providing the necessary support for the theory introduced by Neely, more specifically the framework of the article " The evolution of performance measurement research: Developments in the last decade and a research agenda for the next ". Consequently, Neely's future agenda was debated with the concepts of ma-teriality applied in the practical environment of business. This document meets the identified need to explore the materiality tool, since the field needs future research due to little literature found.

Business sustainability integration is a complex task and strongly linked to operations management. In fact, sustainability based approaches demand operations management boundaries' expansion, creation and integration of new performance goals into traditional company's performance management system, and new criteria and policies for operations' decision areas development. The challenge is to conduct more sustainable operations through companies' value chain and their operations network. Maturity models have been used in different areas as a process improvement and change management model for complex contexts. In sustainable operations management area, maturity models have been developed for specific purposes, e.g., sustainable production, sustainable supply chain management, corporate social responsibility, and life cycle management. However, there is a lack of models that considers sustainability integration through the evolution of sustainable operations' capabilities in an integrated way. Based on literature review and results from two panel studies conducted with academics and practitioners, this paper proposes a maturity framework for sustainability integration guided by sustainable operations capabilities evolution. The findings pointed out that its is possible to identify an evolutionary path, which goes from an initial approach focused in compliance aspects and firm's value protection to an innovative approach, based on corporate social responsibility supporting operations' integration in a sustainable system, and long-term values development. The experts' studies identified key processes that need to be prioritized in each level, and also evaluate the adaptation of some elements from Capability Maturity Model Integration (CMMI) to sustainable maturity framework design. The framework represents company's vision regarding its value chain and operations network, and it is indicated for manufacturing companies.