Energy and Climate – Strategic Impact                on Corporate Organisations             REPUTATION AND RESPONSIBILITY ...
Key messages• Reputation and responsibility are two sides of the same coin• A company does not itself what its responsibil...
Sustainability                 © Enact Sustainable Strategies 2011
Definitions“Responsibility of an organization for the impacts of its decisions and activities on society and theenvironmen...
Typical drivers CustomersCompetence  CapitalCompliance    Cost                  © Enact Sustainable Strategies 2011
AGlobal challenges           possible approach                      Responsibility            Sustainability Reputation   ...
Societal need for sustainability  changes market conditions (for all)  Global and local   generates societalchallenges    ...
Brand trust and reputation are formed byothers based on actions and interaction          Corporate behaviour          …for...
Shells CEO 1995
– GBP 60 – 100 million                  © Enact Sustainable Strategies 2011
Stakeholders form the perception ofthe brand                Society          Clients                        Employees     ...
In came Janne Josefsson andMission Investigation…                              © Enact Sustainable Strategies 2011
…and the share price plummeted                    OMXS                    Hakon                    Invest        Uppdrag  ...
Internal impact                  © Enact Sustainable Strategies 2011
– USD 320 million               © Enact Sustainable Strategies 2011
Levels of Corporate Responsibility                              © Enact Sustainable Strategies 2011                       ...
Levels of               WALK                        Leaderambition               Dark Horse        Icon                   ...
18
19© Enact Sustainable Strategies 2011
• One of the worlds largest  companies (around 2  million employees!)• Mission: ”Help our  customers to save  money so the...
• Started their proactive  approach around 5 years  ago, strongly led by the  CEO Lee Scott• Now very much focusing  on bu...
Three overall goals• To be supplied 100 percent by  renewable energy• To create zero waste• To sell products that sustain ...
• Starting to  communicate in stores• Good in engaging  employees – everyone  has made personal  commitment in the  sustai...
Examples• Has created ”Sustainable Value Networks” on a range of  products (e.g. jewellery) and processes (e.g., waste).  ...
LaunchedPlan A in 2007“because thereis no plan B”.100 commit-ments in 5areas.© Enact Sustainable Strategies 2011
Working with Oxfam to                         close the loopsReturn system for used clothing (an soon furniture)establishe...
The first year was a huge                                success!• 3 million garments handed in by customers• Customers ar...
• Has really managed to integrate  sustainability in core business• Strong in communication &  engaging the customers,  es...
Engaging in public policy• Supporting a strong deal  in Copenhagen• Consumers can add their  own message to a virtual  pat...
Key messages• Reputation and responsibility are two sides of the same coin• A company does not itself what its responsibil...
Дякую эа увагу!Большое спасибо!       Mattias Iweborg  mattias.iweborg@enact.se Enact Sustainable Strategies    Tel. +46 7...
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Reputation and responsibility. Business breakfast UAPR with Mattias Iweborg

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Reputation and responsibility. Business breakfast UAPR with Mattias Iweborg

  1. 1. Energy and Climate – Strategic Impact on Corporate Organisations REPUTATION AND RESPONSIBILITY (CSR + PR = TRUE?) Mattias Iweborg, Managing Director Enact Sustainable Strategies © Enact Sustainable Strategies 2011
  2. 2. Key messages• Reputation and responsibility are two sides of the same coin• A company does not itself what its responsibility is; it is defined by its stakeholders• There needs to be a match between walk and talk• Successful management of responsibility and stakeholder relationships can be transformed into brand equity and business success• There is money to be made here! © Enact Sustainable Strategies 2011
  3. 3. Sustainability © Enact Sustainable Strategies 2011
  4. 4. Definitions“Responsibility of an organization for the impacts of its decisions and activities on society and theenvironment, through transparent and ethical behaviour that⎯ contributes to sustainable development, including health and the welfare of society;⎯ takes into account the expectations of stakeholders;⎯ is in compliance with applicable law and consistent with international norms of behavior; and⎯ is integrated throughout the organization and practised in its relationships“ (ISO 26000 guidelines on social responsibility)“Operating a business in a manner that meets or exceeds the ethical, legal, commercial and publicexpectations that society has of business“ (Business for social responsibility)“A concept whereby companies decide voluntarily to contribute to a better society and a cleanerenvironment. A concept whereby companies integrate social and environmental concerns in theirbusiness operations and in their interaction with their stakeholders on a voluntary basis“ (European Commission)“Corporate Social Responsibility is the continuing commitment by business to behave ethically andcontribute to economic development while improving the quality of life of the workforce and theirfamilies as well as of the local community and society at large“ (The World Business Council for Sustainable Development in its publication "Making Good Business Sense)
  5. 5. Typical drivers CustomersCompetence CapitalCompliance Cost © Enact Sustainable Strategies 2011
  6. 6. AGlobal challenges possible approach Responsibility Sustainability Reputation Decreasing natural Brand trust and resources (eco system reputation are formed services) and societal by others based on need for sustainability action and interaction changes marketBusiness conditions BrandMarket specific Company specific © Enact Sustainable Strategies 2011
  7. 7. Societal need for sustainability changes market conditions (for all) Global and local generates societalchallenges response changing market conditions © Enact Sustainable Strategies 2011
  8. 8. Brand trust and reputation are formed byothers based on actions and interaction Corporate behaviour …forms trust and reputation (brand) © Enact Sustainable Strategies 2011
  9. 9. Shells CEO 1995
  10. 10. – GBP 60 – 100 million © Enact Sustainable Strategies 2011
  11. 11. Stakeholders form the perception ofthe brand Society Clients Employees Owners Vision & Brand Values & Mission Government, Suppliers & NGOs Retailers Media © Enact Sustainable Strategies © Enact Sustainable Strategies 2011
  12. 12. In came Janne Josefsson andMission Investigation… © Enact Sustainable Strategies 2011
  13. 13. …and the share price plummeted OMXS Hakon Invest Uppdrag Granskning © Enact Sustainable Strategies 2011
  14. 14. Internal impact © Enact Sustainable Strategies 2011
  15. 15. – USD 320 million © Enact Sustainable Strategies 2011
  16. 16. Levels of Corporate Responsibility © Enact Sustainable Strategies 2011 © Enact Sustainable Strategies
  17. 17. Levels of WALK Leaderambition Dark Horse Icon Policy, TALK TALK Communication Laggard Leader & External Engagement Whistler in Pretender the dark WALK Laggard Implementation & Outcome Adapted from Ford Motor Company © Enact Sustainable Strategies 2011
  18. 18. 18
  19. 19. 19© Enact Sustainable Strategies 2011
  20. 20. • One of the worlds largest companies (around 2 million employees!)• Mission: ”Help our customers to save money so they can live better.”• Poor reputation, under high pressure from NGOs, mainly regarding poor labour practices © Enact Sustainable Strategies 2011
  21. 21. • Started their proactive approach around 5 years ago, strongly led by the CEO Lee Scott• Now very much focusing on business opportunities connected to sustainability © Enact Sustainable Strategies 2011
  22. 22. Three overall goals• To be supplied 100 percent by renewable energy• To create zero waste• To sell products that sustain our resources and the environment © Enact Sustainable Strategies 2011
  23. 23. • Starting to communicate in stores• Good in engaging employees – everyone has made personal commitment in the sustainability area © Enact Sustainable Strategies 2011
  24. 24. Examples• Has created ”Sustainable Value Networks” on a range of products (e.g. jewellery) and processes (e.g., waste). Led by business responsibles, engaging various external experts.• Developing a product Sustainability Index – collaboration with universities, researchers etc• Strong push on suppliers – e.g. working closely with selected Chinese suppliers to reduce energy use• Begun to advocate for health care reform in the United States, partnering with trade unions• More about Walmart’s sustainability work http://walmartstores.com/Sustainability/ © Enact Sustainable Strategies 2011
  25. 25. LaunchedPlan A in 2007“because thereis no plan B”.100 commit-ments in 5areas.© Enact Sustainable Strategies 2011
  26. 26. Working with Oxfam to close the loopsReturn system for used clothing (an soon furniture)established in co-operation with Oxfam © Enact Sustainable Strategies 2011
  27. 27. The first year was a huge success!• 3 million garments handed in by customers• Customers are given a 5 GBP voucher for each garment that could be used for each purchase over 35 GBP• Oxfam sold the clothing and generated 2,2 million GBP• Average ticket 50% higher than average for customers using the voucher. © Enact Sustainable Strategies 2011
  28. 28. • Has really managed to integrate sustainability in core business• Strong in communication & engaging the customers, especially the in-store communication.• Excellent Sustainability Report © Enact Sustainable Strategies 2011
  29. 29. Engaging in public policy• Supporting a strong deal in Copenhagen• Consumers can add their own message to a virtual patchwork quilt• More info see http://plana.marksandspencer.com/you-can-do/climate-change/cop15 © Enact Sustainable Strategies 2011
  30. 30. Key messages• Reputation and responsibility are two sides of the same coin• A company does not itself what its responsibility is; it is defined by its stakeholders• There needs to be a match between walk and talk• Successful management of responsibility and stakeholder relationships can be transformed into brand equity and business success• There is money to be made here! © Enact Sustainable Strategies 2011
  31. 31. Дякую эа увагу!Большое спасибо! Mattias Iweborg mattias.iweborg@enact.se Enact Sustainable Strategies Tel. +46 70 593 43 60 www.enact.se © Enact Sustainable Strategies 2011

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