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Sustainability Strategies for Financial Success | Driving Change and Organizational Response

Explore the evolution of sustainability within organizations, the challenges faced, and the strategic way forward to achieve financial success through environmental and social responsibility initiatives. Learn about the drivers of change, responses from public and private sectors, technology impact, and the shift towards integrated decision-making processes.

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Sustainability Strategies for Financial Success | Driving Change and Organizational Response

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  1. "Sustainability And The Bottom Line Gael Ogilvie RMLA Presentation June 27th 2002 Employee Presentation 3-00 - p 1

  2. Employee Presentation 3-00 - p 2

  3. Employee Presentation 3-00 - p 3

  4. Employee Presentation 3-00 - p 4

  5. Overview • What is driving change? • How are organisations responding? • Challenges/Way Forward Employee Presentation 3-00 - p 5

  6. Private Sector: Port of Tauranga; Sanfords Meridian Watercare Transpower Urgent Couriers Metrowater Tasman/Norske Skog Public Sector Antartica Office of Auditor General Department of Conservation Housing Transit Ministry for the Environment EECA, ERMA Hort Research Employee Presentation 3-00 - p 6

  7. Technology Pace of change/communications DRIVERS Globalisation Power / Expectationsof consumer / civilsociety Environmentaland socialburdens /degradation Organisational Performance RESPONSE Looking for win/winactivities andPartnerships(innovation,diversity) Focus on Risk Management Reputation Operational Greater threats and opportunities “Licence to operate” “Value” shift- more than financial gain Employee Presentation 3-00 - p 7

  8. Book Value Market value (Shareprice x No shares) • Reputation • Market Perceptions Employee Presentation 3-00 - p 8

  9. Employee Presentation 3-00 - p 9

  10. What opportunities do we have for improving our environmental and social performance and contributing positively to our financial bottom line? Employee Presentation 3-00 - p 10

  11. Process • Demystifying the concept • Planning how to make it happen • Making it happen • Reporting Employee Presentation 3-00 - p 11

  12. SDR Misconceptions • About optimising all dimensions of performance and reporting • Similar to existing frameworks et Balanced Scorecard • Terminology traps Employee Presentation 3-00 - p 12

  13. Demystifying the Concept Making a difference by • Improving social and environmental performance • Through • Effective partnerships/transparency • Realising win/win opportunities • Integrated long-term decision making Employee Presentation 3-00 - p 13

  14. Planning how to make it happen Key Performance Areas: Scope/Priorities • Policy • Explicit Objectives • KPIs Employee Presentation 3-00 - p 14

  15. Making it happen • Leadership/informed “buy-in” • Procedures/Behaviours/Value set//Codes of Conduct • Measurement/Benchmarking • Continual improvement Employee Presentation 3-00 - p 15

  16. Reporting • Stakeholders • GRI • AA1000 • Verification Employee Presentation 3-00 - p 16

  17. Challenges • Transparency risks/trust • Uncertainty in win/win scenarios long-term v short-term economic gain • “Common ground” for partnerships/effort required • Bolt-on vs integrated Employee Presentation 3-00 - p 17

  18. Ways Forward • Private / Public partnership - incentivising social/environmental responsibility • Full Cost Accounting • Education • Procurement • Promotion • Open Debate/discussion • Learning by sharing e.g. NZBCSD • Effective/understandable communications Employee Presentation 3-00 - p 18

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