Multicapitalism in Practice at the Enterprise Level: Cabot Creamery Cooperative Case Study

The first step is to identify renewable supplies (of water), to be defined as precipitation volumes (only) in the watersheds where Cabot does business — conservatively, no surface or groundwaters would be touched. Next would be to subtract a percentage of annual precipitation for evapotranspiration [evaporation from terrestrial surfaces and transpiration from plants], which in New England can be fifty-percent or higher. Third — allocate half the remaining supplies to ecological or non-human needs. Fourth would be to fully satisfy all household needs in the watershed. And finally, the fifth and last step is to allocate the remaining supplies — something like a quarter of what originally shows up in the form of precipitation — to organizations, including businesses, based on their proportionate contributions to GDP in the watershed.[1]

Figure 1: MultiCapital Scorecard for Agri-Mark / Cabot Creamery Cooperative, 2018
Figure 2: The Multiple Capitals of the MultiCapital Scorecard[3]
Figure 3: The Sustainability Quotient: Measuring Environmental v Social Sustainability[4]
Figure 4: MultiCapital Scorecard Progression Performance Schema[5]
Figure 5: MultiCapical Scorecard Progression Performance Across the Full triple Bottom Line[6]

The MultiCapital Scorecard, which builds on our decade-plus implementation of Context-Based Sustainability, is emerging as a vital tool for Cabot — and our cooperative of farmer-owners — to fulfill our credo of “living within our means and ensuring the means to live.” It’s not only the right thing to do — it’s also the smart and strategic thing to do in a world of increasing volatility where we strive to continue on our journey toward providing sustainable nutrition.[8]

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