The Oprah Winfrey Show is looking for families that are changing their lifestyles to reduce their global warming impact. That can mean saving energy in various ways, recycling, using public transportation, or xeriscape landscaping. They're looking for families to share their stories and creative ideas on television.
This position will drive Yahoo!’s overall environmental strategy for our global facility operations with a specific focus on decreasing impacts on climate change. Will specialize in decreasing energy use and climate impacts of the offices and datacenters worldwide. Responsibilities will include analysis of energy choices and technologies, green power selection, carbon offsets, and utilization of clean technologies.
This position will report into corporate development but will work closely with the Yahoo! for Good team (Yahoo!’s social responsibility department).
Duties and Responsibilities:
Oversee the climate change strategy to ensure Yahoo! is making the best choices given our environmental and business objectives
Evaluate options for decreasing climate impacts, make recommendations, and implement programs
Manage Yahoo!’s carbon offset portfolio, interfacing with vendors, consultants, and offset project developers
Work closely with the facilities, real estate, and operations staff in our datacenters and offices
Update our greenhouse gas inventory on a quarterly basis
Set energy efficiency goals that position Yahoo! as a leader and oversee tactics to reach those goals
Gain recognition for leadership practices
Evaluate and respond to suggestions made by employees on how to improve office and datacenter environmental performance
Represent Yahoo! at industry-wide consortiums focused on energy and climate change
Skills, Characteristics, and Experience Preferred:
Requires BS in Engineering, science, or other technical field. Master’s degree a plus
7-10 years experience in energy efficiency and clean technology as it relates to facilities
Technical experience in power generation, renewable power, and energy sources
Experience with private corporate investment in voluntary offsets. Extensive knowledge of carbon offsets and other mechanisms for reducing greenhouse gas emissions
Thorough understanding of programs such as Energy Star, LEED certification, and other standards for leadership
Experience managing datacenters a plus
Strategic thinker as well as detail oriented, organized, and able to manage multiple tasks simultaneously
Self-motivated. Makes decisions independently and involves higher management when appropriate
Thrives in a fast-paced and unstructured environment
Innovative, entrepreneurial, and thinks creatively
Resourceful, excellent written and verbal communication, and strong interpersonal skills
The CSR Dilemma
The Student Club
T he Bill (Fall 2004)
The ASUC calls upon the Chancellor, the University, and the Deans of Schools and Colleges who receive funding from Dow Chemical, urging the University to reject all donations from Dow or its directly associated foundations in excess of that which the corporation spends to clean up the Bhopal site on an annual basis, until such time as the site has been cleaned to United States Superfund standards.
What would you do if you were the student leadership team?
Come back with your solutions
Changing the Game Risk Mitigation Value Creation Mitigate long term business risks Improved Business Performance Employee Relations Competitive Advantage & Market Positioning Build Stakeholder Trust Reputation “Insurance” Investor Relations The Landscape of the Business Case for CSR
Changing the Game
Shifting From Defensive to Offensive CSR
“ Offensive CSR can distinguish a company’s reputation but cannot protect it; defensive CSR can protect a reputation but cannot distinguish it. Both are necessary to succeed in today’s business climate.” 1 - Mark Kramer & John Kania, Changing the Game BP: “Beyond Petroleum” Citigroup: Commits $100m to microfinance Gap: PRODUCT (RED) Interface: “Mission Zero” Stonyfield Farm: “Bid With Your Lid” Timberland: Partnership with City Year
Stages of CSR
Company faced with pain, criticism, reacts defensively
Cost of doing business, do just as much as need to
Moves CSR to core business managers & functions
Realigns strategy to use CSR as competitive advantage
Need to involve all in sector, collective action
Stages of CSR Sweet Spot Civil Strategic Managerial Compliance Defensive Current Trend Historical Focus Risk Mitigation Value Creation
Make business case (relevance)
Engage stakeholders (internal & external)
Map potential vulnerabilities/ risks
Develop CSR strategy
Align with organizational culture/ change
Monitor, measure, report
Communicate to ALL stakeholder groups
Designing a CSR Structure: Big Picture
Build Senior Vision & Support
Examine Current CSR Systems & Activities
Design a CSR Structure
Implement CSR Management Systems
Designing a CSR Structure: Nine Steps
Understand Drivers (internal & external)
Identify Key CSR Issues
Identify & Evaluate Stakeholders
Identify Current Functions Supporting CSR
Analyze Current CSR Systems, Culture
Design CSR Structure
Develop Effective Staffing Plan
Create Cross-Functional System
Match Budget to Best Framework
A CSR Continuum Philanthropic Transactional Integrative Growth stage: Adapted from The Collaboration Challenge, James E. Austin EXAMPLES ACTIONS: Strategic value Managerial complexity Interaction level Scope of activities Magnitude of resources Importance to mission Level of engagement Big Small Broad Narrow Intensive Simple Complex Infrequent Major Modest
Strategic Peripheral High Low
CSR Landscape: Plot Goal Take responsibility for our full impact (social, environmental, economic). Take responsibility for adjacent industries. Take responsibility for global conditions (climate change, global inter-dependence, etc.). COMPANY COMPANY COMMUNITY INDUSTRY WORLD WORLD INDUSTRY COMMUNITY Provide access to tools/ product. Disaster relief. Run a good business. Support local communities (corporate philan., direct programs, employee matching & volunt’ring.) Reduce waste, consumption and emissions. Give something back. Innovate and demonstrate restorative business practices. Influence the industry indirectly, by example. Be a good neighbor. Develop codes of conduct for the industry. Build strong coalitions to effect and enforce them. Be a beacon to others. Transform an industry. Transform multiple industries.
Build Stakeholder Trust “an early awareness of the concerns of NGOs and stakeholders enables companies to join and shape the debate before it turns against them – or at least to prepare themselves for turbulence ahead.” – McKinsey Quarterly 1
Prioritizing CSR Actions: Corporate Expectations as Industry Reputation Drivers 2005
What Metrics Could Whirlpool Use?
What Metrics Could Whirlpool Use?
Campaign for Real Beauty
Repositioned its brand around self-esteem issues
Created CampaignForRealBeauty.com to allow women to
Vote on provocative images
Join discussion groups on various beauty stereotypes
Participate in the Dove Self-Esteem Fund
Uses un-retouched images of women rather than models on Dove.com
The U niquely Me! Girl Scouts of America self-esteem program
Donate money, Unilever employees donate time to mentor girls as part of the program.
Program uses activity books and simple exercises to help build self-confidence in girls
Supports BodyTalk , an educational program for schools created by the Eating Disorders Association.
"This campaign is addressing key issues and connecting with women in ways that people have not connected in a long time." - Retail analyst Marshall Cohen of the NPD Group.
U.S. sales rose 6% in one year to $500 million
Dollar sales jumped 2% in the month the campaign started.
Heightened brand awareness. Ads received considerable press, more than 1 million women have visited dove.com and voted on images.
Created buzz with the "water cooler effect"
CSR Metrics Must Link to Corporate Strategy
CSR Metrics Must Link to Global Citizenship Priorities
Improving energy efficiency and innovation in our operations and products.
Product take back and recycling
Reducing product environmental impacts through leading-edge reuse and recycling solutions.
Responsible supply chain
Raising standards in HP’s global supply chain and ensuring responsible manufacturing for all products.
CSR Metrics Must Link to CSR Focus Needs
Types of Evaluation INTUITION SYSTEMS STORIES
Goals of Measurement
Align investment with value
Assess actual value created
Inform management decisions
Help you maintain the integrity of your work
Contribute to reporting, communication, and branding
Ease of Measuring EASY HARD
TYPE I TYPE II TYPE III TYPE IV
Types of Information about Value
Five basic ways of articulating value:
Financial (accounting: cash in, cash/work out)
Monetizable (translating non-financial value into monetary equivalent)
Quantitative (numbers: size, magnitude or degree)
Qualitative (description: kind, type, or direction)
Narrative ( storytelling)
Value Chain of Metrics Inputs Activities Outputs Outcomes What is put into the venture Venture’s primary activities Results that can be measured Changes to social systems Goal Alignment Activity and goal adjustment
Impact Metrics= differential change Inputs Activities Outputs Outcomes What is put into the venture Venture’s primary activities Results that can be measured Changes to social systems Goal Alignment Activity and goal adjustment What would have happened anyway Essential = IMPACT -
Evaluation Roles Outputs Outcomes Results that can be measured in operations Changes to social systems