Triple Bottom Line slides from Jan 2010


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  • The trouble with thomasodesk's assertion below is that the use of coal is so fundamentally, inherently unsustainable that sustainable mining--if it can even be done--just amounts to a little window dressing. We can not keep the climate we need for human civilisation unless we leave the majority of the coal we haven’t already burned in the ground.

    - Eldan @ Sustainable Seattle
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  • Energy has become one of the most significant concerns in the 21st century. The need for energy has continued to increase and it has become difficult to meet this demand. Coal is poised to be one of the most important sources of energy but it is facing the challenge of environmental impact. To ensure that coal becomes an important source of energy in the world, it is important to put in place a framework for sustainable coal mining. The government should play bigger roles in regulation of coal mining and ensure environmental impact assessment is carried out first. The government should shut down mines if they continuously ignore the law. Fines are not sufficient deterrents for coal mines to supply with safety standards and protect the people and the planet.

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  • Max-Neff Human Needs: subsistence, protection, affection, understanding, participation, creation, identity and freedom.
  • Max-Neff Human Needs: subsistence, protection, affection, understanding, participation, creation, identity and freedom.
  • Why discuss this? To give you a comfort with the language and ability to negotiate with it.
  • Why discuss this? To give you a comfort with the language and ability to negotiate with it.
  • Why discuss this? To give you a comfort with the language and ability to negotiate with it.
  • Why discuss this? To give you a comfort with the language and ability to negotiate with it.
  • 3% GHG emissions reduction through end of 2015, Baseline 2003. Sustainable environmental practices: biobased, environmentally preferable, energy-efficient, water-efficient, and recycled-content products maintains cost-effective waste prevention and recycling programs in its facilities New construction and major renovation are High Performance and Sustainable Buildings Memorandum of Understanding (2006), and (ii) 15 percent of existing buildings by 2015 For fleet of at least 20 motor vehicles, reduce petroleum consumption 2% by end of 2015, increase non-petroleum-based consumption 10 % annually & uses plug-in hybrid when cost effective. Electronic product meet at lease 95 percent olf Electronic Product Environmental Assessment Tool (EPEAT)-registered electronic product, enables Energy Star features, establishes and implements policies to extend the useful life of electronic equipment, and dispose of in environmentally sound manner.
  • energy efficiency, greenhouse gas emissions avoidance or reduction, and petroleum products use reduction renewable energy, including bioenergy, water conservation, acquisition pollution and waste prevention and recycling reduction or elimination of acquisition and use of toxic or hazardous chemicals high performance construction, lease, operation, and maintenance of buildings vehicle fleet management, electronic equipment management; implement within the agency environmental management systems (EMS) collection, analysis, and reporting of information to measure performance in the implementation of this order; programs for environmental management training, environmental compliance review and audit, leadership awards to recognize outstanding environmental, energy, or transportation management performance in the agency; extends to contractors for contractor operation of government-owned facilities or vehicles
  • Business –Sustainability link
  • Triple Bottom Line slides from Jan 2010

    1. 1. Triple Bottom Line Reporting Port of Everett - January 2010
    2. 2. Roadmap for the Day <ul><li>Introduction </li></ul><ul><li>What, who, where and why? </li></ul><ul><li>History </li></ul><ul><li>The Path to CR and an exercise </li></ul><ul><li>Frameworks </li></ul><ul><li>TBL report exercise </li></ul><ul><li>Tips and takeaways </li></ul><ul><li>Lunch </li></ul><ul><li>Best Practices </li></ul><ul><li>TBL revisited based on AI </li></ul><ul><ul><li>What is working at the Port? </li></ul></ul><ul><ul><li>Mapping and metrics </li></ul></ul><ul><ul><li>What could be going on- Dream </li></ul></ul><ul><ul><li>What should be going on? - Feasible </li></ul></ul><ul><ul><li>What are the next steps ? </li></ul></ul><ul><li>Recap, lessons learned, final words </li></ul>
    3. 3. <ul><li>Introduction: </li></ul><ul><li>Commissioner Michael Hoffman </li></ul>
    4. 4. <ul><li>Introductions </li></ul><ul><ul><li>Name Tents Please! </li></ul></ul><ul><li>Laura Musikanski, JD,MBA, CEM, CELR </li></ul><ul><li>Executive Director of Sustainable Seattle </li></ul>
    5. 5. <ul><li>What, who, where and why? </li></ul><ul><li>What is TBL accounting? </li></ul><ul><li>Who is issuing TBL reports? </li></ul><ul><li>Where do they show up? </li></ul><ul><li>Why are entities accounting for the TBL? </li></ul>
    6. 6. What is TBL reporting? <ul><li>Triple Bottom Line reporting is accounting for environmental, social and economic performance. </li></ul>Internal External
    7. 7. <ul><li>Triple Bottom Line Reporting is Voluntary </li></ul><ul><li>Financial Reporting is required by law </li></ul><ul><li>Environmental reporting - Required under some environmental regulations </li></ul>Defining Triple Bottom Line Reporting
    8. 8. Defining Triple Bottom Line Reporting <ul><li>Most commonly accepted definition of sustainability: </li></ul><ul><li>“ Development that meets the needs of the present without compromising the ability of future generations to meet their own needs.” </li></ul><ul><li>United Nation’s Brundtland Commission </li></ul>
    9. 9. Areas of focus in Our Common Future, 1987 Security Oceans Urban Growth Industry Energy Species & Ecosystems Population & Human Resources Food Scarcity Economy Sustainable Development
    10. 10. Defining Triple Bottom Line Reporting Sustainability is practiced by managing environmental, social and economic impacts. Social Economic Environmental SYNERGY
    11. 11. <ul><li>Community </li></ul><ul><li>Natural and Built Environment </li></ul><ul><li>Individuals </li></ul>Establishing a common language <ul><li>Equity </li></ul><ul><li>Economy </li></ul><ul><li>Ecology </li></ul>People Profit Planet SYNERGY
    12. 12. Establishing a common language Three Legged Stool
    13. 13. Establishing a common language - Graphics Economy Jobs, Prosperity, Wealth creation Environment Natural Resources Biodiversity Society Social Equity Sense of community Healthy Ecosystems Thriving Local Economy SUSTAINABLE DEVELOPMENT
    14. 14. Establishing a common language- graphics Environment Economy Society <ul><ul><li>Social </li></ul></ul><ul><ul><li>Economic </li></ul></ul><ul><ul><li>Environmental </li></ul></ul>
    15. 15. And the issue of establishing a common language…. How do we do this? An Ecosystem
    16. 16. Triple Bottom Line Reporting <ul><li>Accountability </li></ul><ul><li>You can’t manage what you don’t measure </li></ul><ul><li>You don’t care about what you don’t measure </li></ul>
    17. 17. Terms Triple Bottom Line Corporate Responsibility Citizenship Reports Corporate Social Responsibility EMS Accountability Environmental, Social and Economic Stewardship Community Reports
    18. 18. Terms <ul><ul><li>Accountability </li></ul></ul><ul><ul><li>Stewardship </li></ul></ul><ul><ul><li>Agenda 21 </li></ul></ul><ul><ul><li>Stakeholders </li></ul></ul><ul><ul><li>Community Engagement </li></ul></ul><ul><ul><li>Green jobs </li></ul></ul><ul><ul><li>Conservation, Restoration and Adaptation </li></ul></ul><ul><ul><li>The Natural Step </li></ul></ul><ul><ul><li>Cradle to Cradle </li></ul></ul><ul><ul><li>Life Cycle Analysis </li></ul></ul><ul><ul><li>Full Cost Accounting </li></ul></ul><ul><ul><li>Industrial Ecology </li></ul></ul><ul><ul><li>Natural Capitalism </li></ul></ul><ul><ul><li>Community Capitalism </li></ul></ul><ul><ul><li>Bottom of the Pyramid </li></ul></ul><ul><ul><li>Clean Production </li></ul></ul><ul><ul><li>Design for Environment </li></ul></ul><ul><ul><li>Biomimicry </li></ul></ul><ul><ul><li>Green Design </li></ul></ul><ul><ul><li>Eco-efficiency </li></ul></ul><ul><ul><li>Zero Waste </li></ul></ul><ul><ul><li>Smart growth </li></ul></ul><ul><ul><li>Ecological Foot Print </li></ul></ul><ul><ul><li>Carbon Footprint </li></ul></ul><ul><ul><li>Renewable resources </li></ul></ul><ul><ul><li>Sustainable Technology </li></ul></ul><ul><ul><li>Take Back </li></ul></ul><ul><ul><li>Closed loop </li></ul></ul><ul><ul><li>Systems Thinking </li></ul></ul><ul><ul><li>Restorative Business </li></ul></ul>
    19. 19. Triple Bottom Line Reporting <ul><li>Who is issuing TBL reports? </li></ul><ul><li>Where do they show up? </li></ul><ul><li>Why are entities accounting for the TBL? </li></ul>
    20. 20. Who is issuing TBL reports? <ul><li>KPMG </li></ul><ul><ul><li>International Survey of Corporate Responsibility Reporting 2005 </li></ul></ul><ul><ul><ul><li>52% of Global Fortune 500 </li></ul></ul></ul><ul><ul><ul><li>Economics is the primary driver </li></ul></ul></ul><ul><ul><li>International Survey of Corporate Responsibility Reporting 2008 </li></ul></ul><ul><ul><ul><li>80% of Global Fortune 250 </li></ul></ul></ul><ul><ul><ul><li>74 of 100 top revenue producing companies in 22 countries </li></ul></ul></ul><ul><ul><ul><li>Ethics & Economics are the drivers </li></ul></ul></ul><ul><li>Corporate Register: </li></ul><ul><ul><li>24031 reports from 5931 entities </li></ul></ul><ul><ul><li>2006: 2378 reports recorded </li></ul></ul><ul><ul><li>2007: 2714 reports recorded </li></ul></ul><ul><ul><li>2008: 3270 reports recorded </li></ul></ul><ul><ul><li>Global Reporting Initiative </li></ul></ul><ul><ul><li>1,101 reports recorded for 2009 </li></ul></ul>
    21. 21. <ul><li>KLD Research & Analytics </li></ul><ul><ul><li>Independent investment research firm </li></ul></ul><ul><ul><li>75% of S&P 100 companies have section of web sites dedicated to social and environmental performance in 2006 </li></ul></ul><ul><ul><ul><li>34% increase from 2005 </li></ul></ul></ul><ul><ul><ul><li>46 issued CSR reports (one document) </li></ul></ul></ul><ul><li>Siran - Sustainable Investment Research Analyst Network </li></ul><ul><ul><li>Analyst network - 150 North American social investment research analysts - 30 investment firms, research providers, and affiliated investor groups.  </li></ul></ul><ul><ul><li>A little under 50% of S&P 100 companies in 2006 </li></ul></ul><ul><ul><li>One Third use GRI </li></ul></ul>Who is issuing TBL reports?
    22. 22. A few ports issuing TBL reports: <ul><li>Portland, OR </li></ul><ul><li>Oakland, CA </li></ul><ul><li>Los Angeles </li></ul><ul><li>Pittsburgh </li></ul><ul><li>Houston </li></ul><ul><li>San Francisco </li></ul><ul><li>Massachusetts </li></ul><ul><li>Associated British Ports Holdings </li></ul><ul><li>Most Airports in EU, Many in Canada </li></ul><ul><li>Most ports in Australia (Queensland includes TBL in annual financial report) </li></ul>
    23. 23. <ul><li>Growth in reporting: </li></ul><ul><li>27 to 2,500 from 1992 - 2007 </li></ul>Subject areas: Environmental: from 78% to 15% Sustainability and CSR - 70% in ‘07 Source: CRRA CRReportingAwards07, Global Winners & Reporting trends March 2008
    24. 24. Triple Bottom Line Reporting <ul><li>How is performance reported? </li></ul><ul><ul><li>Document: Hard copy, PDF </li></ul></ul><ul><ul><ul><li>Stand alone single document </li></ul></ul></ul><ul><ul><ul><li>Integrated into financial annual report </li></ul></ul></ul><ul><ul><ul><li>Stand alone multiple documents </li></ul></ul></ul><ul><ul><li>On-line </li></ul></ul><ul><ul><li>Pamphlets </li></ul></ul><ul><ul><li>Internally – management structure </li></ul></ul><ul><ul><li>Within (Financial) Annual Report </li></ul></ul><ul><ul><li>Other Communications (media, ads, etc) </li></ul></ul>
    25. 25. Why Issue a TBL report?
    26. 26. Social Economic Environmental Reduce Costs & Increase Revenues Emerging markets Manage risks Resource Limitations Regulations & Laws Attract & retain quality talent License to operate Reputation HIGHEST POTENTIAL
    27. 27. Ethics Quality of Life Long term value Alignment with Organization First to Market Goodwill Branding Departmental and Agency Directives Stakeholder Expectations Shareholder Resolutions Regulations and Requirements
    28. 28. Laws, Regulations & Lawsuits <ul><li>Greenhouse gas emission Laws and Regulations </li></ul><ul><li>Federal Level: HR 2454 </li></ul><ul><ul><li>Regulating Authority : EPA under Clean Air Act </li></ul></ul><ul><li>State Level: HB 2815 </li></ul><ul><ul><li>Regulating Authority: Department of Ecology – Proposed Ch. 173-441WAC- Reporting of Emissions of Greenhouse Gases </li></ul></ul><ul><ul><li>Quasi-governmental body: Climate Registry </li></ul></ul><ul><li>Lawsuits </li></ul><ul><li>Petition for Writ of Mandate at 2, People v. County of San Bernardino, No. 07 Civ. 329 (Cal. Super. Ct., County of San Bernardino Apr. 13, 2007) – CA counties must consider GHG emissions in comprehensive plans </li></ul><ul><li>And other lawsuits speaking to other TBL performance areas and the local global connect…Kasky, Doe, Wiwa </li></ul>
    29. 29. Directives <ul><li>Executive Order 13423: Strengthening Federal Environmental, Energy, and Transportation Management </li></ul><ul><li>Conduct environmental, transportation, and energy-related activities environmentally and economically sound, integrated, continuously improving, efficient, and sustainable manner. </li></ul><ul><li>3% GHG emissions reduction </li></ul><ul><ul><li>2015, Baseline 2003. </li></ul></ul><ul><li>Environmentally preferable products </li></ul><ul><li>Waste prevention & recycling programs </li></ul><ul><li>High Performance and Sustainable Buildings </li></ul><ul><li>Fleets: reduce, hybrids </li></ul><ul><li>EPEAT </li></ul>
    30. 30. Risks and Liabilities <ul><li>Executive Order 13423 continued: </li></ul><ul><li>EMS Systems </li></ul><ul><li>Collection, analysis, and reporting of performance </li></ul><ul><li>Environmental management training </li></ul><ul><li>Review and audit </li></ul><ul><li>Leadership awards </li></ul><ul><li>Extends to contractors for contractor operation of government-owned facilities or vehicles </li></ul><ul><li>Use of Renewable energies: solar, wind , biomas. Landfill gas, Ocean (including tidal, wave, current and thermal), Geothermal, Municipal solid waste, Certain hydroelectric generation </li></ul>
    31. 31. <ul><li>WWF Discussion Paper, CSR an overview </li></ul><ul><ul><li>Call for legally binding global rules </li></ul></ul><ul><ul><li>Integrate sustainable development into core business strategy </li></ul></ul><ul><ul><ul><li>Reactive to Passive to Proactive </li></ul></ul></ul><ul><ul><ul><li>Risk Assessment and Branding to Change of Business Model </li></ul></ul></ul><ul><ul><ul><li>Good to Services </li></ul></ul></ul><ul><ul><ul><li>Win-win to strategic investments </li></ul></ul></ul><ul><ul><ul><li>Marketing to Responsible Marketing </li></ul></ul></ul>Long-term value
    32. 32. <ul><li>Brundtland Commission Report </li></ul><ul><li>Survival of the human and other species </li></ul><ul><ul><li>Environmental degradation </li></ul></ul><ul><ul><ul><li>Global warming </li></ul></ul></ul><ul><ul><ul><li>Ozone layer </li></ul></ul></ul><ul><ul><ul><li>Desertification </li></ul></ul></ul><ul><ul><li>Poverty & Inequality </li></ul></ul><ul><ul><li>Population growth </li></ul></ul><ul><ul><li>Development: </li></ul></ul><ul><ul><ul><li>Improving our lot in the environment in which we live </li></ul></ul></ul><ul><ul><ul><li>Industrialization </li></ul></ul></ul><ul><ul><li>New Norms of Behavior: campaigns, education and public participation </li></ul></ul>Quality of Life 1983
    33. 33. Triple Bottom Line Reporting <ul><li>History </li></ul>
    34. 34. The Past to Corporate Responsibility Simon Zadek
    35. 35. Sustainability Integration Curve Percent organizations Sustainability Integration
    36. 36. Short Exercise: 6 performance areas (rows) circle one box in each row that you see as most true for the Port of Everett
    37. 37. <ul><li>TBL Frameworks: </li></ul><ul><ul><li>Global Reporting Initiative – top down </li></ul></ul><ul><ul><li> bottom up </li></ul></ul><ul><ul><li>Others </li></ul></ul>
    38. 38. Triple Bottom Line Reporting <ul><li>Global Reporting Initiative </li></ul>
    39. 39. Global Reporting Initiative Environment Labor Practices & Human Rights Communication Public Relations Social Service/Good Responsibility Economic & Financial Basic Sustainability Framework
    40. 40. Triple Bottom Line Subject Areas Social Economic Environmental Financial Performance Product Responsibility Consumer Issues Community Development Communication Materials Waste and Recycle Biodiversity Governance Fair Operating Procedures Labor Practices Human Relations Integration Energy Emissions Water
    41. 41. GRI
    42. 42. GRI
    43. 43. GRI
    44. 44. GRI
    45. 45. GRI
    46. 46. GRI
    47. 47. GRI <ul><li>Sector Supplements </li></ul><ul><ul><li>Public Agency </li></ul></ul><ul><ul><li>Air Ports </li></ul></ul><ul><ul><li>Transportation </li></ul></ul><ul><ul><li>Financial Services </li></ul></ul><ul><ul><li>Logistics and Transportation </li></ul></ul><ul><ul><li>Mining and Metals </li></ul></ul><ul><ul><li>Tour Operators </li></ul></ul><ul><ul><li>Telecommunications </li></ul></ul><ul><ul><li>Automotive </li></ul></ul><ul><ul><li>Apparel </li></ul></ul><ul><ul><li>Food Processors </li></ul></ul><ul><ul><li>NGOs </li></ul></ul><ul><ul><li>Construction and Real Estate </li></ul></ul><ul><ul><li>Electric Utilities </li></ul></ul><ul><ul><li>Events </li></ul></ul><ul><ul><li>Oil & Gas </li></ul></ul><ul><ul><li>-Growing list </li></ul></ul>
    48. 48. Principles <ul><li>GRI Principles </li></ul><ul><li>Content </li></ul><ul><ul><li>Materiality </li></ul></ul><ul><ul><li>Stakeholder Inclusiveness </li></ul></ul><ul><ul><li>Sustainability Context </li></ul></ul><ul><ul><li>Completeness </li></ul></ul><ul><li>Quality </li></ul><ul><ul><li>Balance </li></ul></ul><ul><ul><li>Comparability </li></ul></ul><ul><ul><li>Accuracy </li></ul></ul><ul><ul><li>Timeliness </li></ul></ul><ul><ul><li>Clarity </li></ul></ul><ul><ul><li>Reliability </li></ul></ul>
    49. 49. Triple Bottom Line Reporting <ul><li>B-Sustainable: </li></ul><ul><li>A bottom-up approach through stakeholder engagement </li></ul>
    50. 50. – a web-based tool of sustainability areas, goals, indicators, data and actions. Developed through participatory action research or grass-roots activism = community relevance. Open Source code-base.
    51. 51. 4 Environments: Natural Built/economic Social Personal 23 goals: 4 in Natural environment 7 in Built Environment 6 in Social Environment 6 in Personal Environment 189 Indicators: Upstream (causative or leading) Status Downstream (effect or lagging)
    56. 77. <ul><li>Method for identifying goals and indicators: </li></ul><ul><li>Steering Committee to ensure diverse interests and cultures represented </li></ul><ul><li>Stakeholder meetings to identify goals & indicators </li></ul><ul><ul><li>Focus Groups </li></ul></ul><ul><ul><li>Key stakeholder meetings </li></ul></ul><ul><ul><li>Public meetings </li></ul></ul><ul><li>Technical Review committee to ensure robust and appropriate selection </li></ul><ul><li>Data partners to report on indicators </li></ul><ul><li>Iterative process to measure progress and ensure stakeholder relevance. </li></ul>
    57. 78. Other Frameworks for Triple Bottom Line Reports <ul><li>SRI Indices – DJSI, FTSE 4 Good </li></ul><ul><li>ISO 26000 (2010 issue) </li></ul><ul><li>Principles for Global Corporate Responsibility: Bench Marks for Measuring Business Performance </li></ul><ul><li>Agenda 21 – ICLEI </li></ul><ul><li>Seven Generations – Traditional ways </li></ul><ul><li>Strategic frameworks: </li></ul><ul><ul><li>The Natural Step (TNS) </li></ul></ul><ul><ul><li>Natural Capitalism </li></ul></ul><ul><ul><li>Environmental Management Systems (EMS) </li></ul></ul><ul><ul><ul><li>ISO 14001, Cradle to Cradle & LCA </li></ul></ul></ul><ul><ul><li>Bottom of Pyramid </li></ul></ul>
    58. 79. <ul><li>TBL Exercise: </li></ul><ul><ul><li>Groups of 3 </li></ul></ul><ul><ul><li>Review Reports </li></ul></ul><ul><ul><li>Discuss in group – 3 points </li></ul></ul><ul><ul><li>Class discussion </li></ul></ul>
    59. 80. Tips for a writing a TBL report <ul><li>Identify Scope: </li></ul><ul><ul><li>GRI </li></ul></ul><ul><ul><li>Time & Baseline </li></ul></ul><ul><ul><li>Data availability </li></ul></ul><ul><ul><li>Importance- stakeholders, drivers </li></ul></ul><ul><li>Determine Indicators: </li></ul><ul><ul><li>GRI, competitors, cross-industry </li></ul></ul><ul><ul><li>Integrated triple bottom line </li></ul></ul><ul><ul><li>Interconnected : </li></ul></ul><ul><ul><ul><li>Internal & Across Time (Long Term) & </li></ul></ul></ul><ul><ul><ul><li>Out in Environment, Society & Economy </li></ul></ul></ul>
    60. 81. Tips for writing a TBL report <ul><li>Gather Data </li></ul><ul><ul><li>Internal and External </li></ul></ul><ul><ul><li>Set path for future accountability & management controls </li></ul></ul><ul><li>Tell the story </li></ul><ul><ul><li>Quantitative and Qualitative </li></ul></ul><ul><ul><li>Visuals </li></ul></ul><ul><ul><li>Material & Reliable: Use communication channels tailored to your intended audience </li></ul></ul>
    61. 82. Criteria <ul><li>Tips for an effective TBL report </li></ul><ul><li>Address stakeholder interest, provide feedback loop and respond to stakeholder feedback </li></ul><ul><li>Look backwards- Identify challenges and root causes </li></ul><ul><li>Look forwards- State goal and means to measure performance, demonstrate programs for continual improvement & understanding of sustainability as a journey </li></ul><ul><li>Use Indicators that are relevant, comparable, and accessible to the entity, in the industry and cross industries </li></ul><ul><li>Include an Indicators Index, use third-party assurance & solicit and publicly respond to recommendations </li></ul><ul><li>Use and ;ink to online updates, supplements and references </li></ul>
    62. 83. Take-aways <ul><li>Prioritize </li></ul><ul><ul><li>Stakeholder interest: What is important to them? </li></ul></ul><ul><ul><li>Control and Influence: What can you really do? </li></ul></ul><ul><ul><li>Leverage Points: What are you already doing? </li></ul></ul><ul><li>Quantify </li></ul><ul><ul><li>Numbers – comparable and understandable </li></ul></ul><ul><li>Standardize </li></ul><ul><ul><li>GRI & industry practices </li></ul></ul><ul><ul><li>Verify </li></ul></ul><ul><li>Message </li></ul><ul><ul><li>Tell story in language & medium for audience </li></ul></ul>
    63. 84. Lunch <ul><li>When we come back: </li></ul><ul><li>Best Practices </li></ul><ul><li>TBL revisited based on AI </li></ul><ul><ul><li>What is working at the Port? </li></ul></ul><ul><ul><li>Mapping and metrics </li></ul></ul><ul><ul><li>What could be going on- Dream </li></ul></ul><ul><ul><li>What should be going on? - Feasible </li></ul></ul><ul><ul><li>What are the next steps ? </li></ul></ul><ul><li>Recap, lessons learned, final words </li></ul>
    64. 85. Best Practices: Green Teams <ul><li>Green teams are composed of anyone in the entity who gather on a periodic basis to identify and undertake initiatives </li></ul><ul><li>Green teams usually start on a voluntary basis- once a week lunches. </li></ul><ul><li>Green teams usually develop into task forces or coalitions. </li></ul><ul><li>They often have success with low hanging fruit and then are allocated resources – time & budget. </li></ul><ul><li>Often a position emerges to take on ownership of initiatives. </li></ul><ul><ul><li>Sustainability Initiative coordinator, </li></ul></ul><ul><ul><li>Environmental Stewardship manager </li></ul></ul><ul><ul><li>Director of Sustainability </li></ul></ul><ul><li>Value: identify champions, initiate TBL at grass roots, employee satisfaction, public recognition </li></ul>
    65. 86. Best Practices: Establishing a Common Language <ul><li>Establish a definition </li></ul><ul><ul><li>Adapting accepted terminology to entity </li></ul></ul><ul><ul><li>Often rooted in Brundtland Commission definition for sustainability </li></ul></ul><ul><li>Establish principles </li></ul><ul><ul><li>Often these are an extension of existing entity principles and reflect others within the industry </li></ul></ul><ul><li>Determine indicators for measuring & managing environmental, social & economic performance areas </li></ul><ul><ul><li>Often starting by communicating externally what is already being measured internally and expanding from there. </li></ul></ul><ul><li>Common methods: </li></ul><ul><ul><li>Surveys </li></ul></ul><ul><ul><li>Sustainability training and information sessions </li></ul></ul><ul><ul><li>Consutant and/or position to keep momentum </li></ul></ul>
    66. 87. Best Practices: Visionary Leadership <ul><li>Katsuaki Watanabe, CEO of Toyota </li></ul><ul><li>&quot;For us to become the genuine number one - in quality - we have to realize the dream vehicle, which makes the air cleaner, never injures people, makes people healthier and can run on a single tank of fuel between London and Istanbul.&quot; </li></ul>
    67. 88. Best Practices: Integration of Systems of Accountability
    68. 89. Best Practices: Top Management Compensation tied to TBL performance <ul><li>Exelon CEO’s compensation tied to his ability to leverage the energy company’s position on GHG emission </li></ul><ul><li>Attracts investors </li></ul>
    69. 90. Best Practices: Stakeholder engagement and non-profit partnerships <ul><li>Perdue formed partnerships with small nonprofit to undertake pro-active projects to address regulations and regulator concerns. </li></ul><ul><li>Projects were funded by agencies and Perdue. </li></ul><ul><li>Tips </li></ul><ul><ul><li>Key stakeholder identification </li></ul></ul><ul><ul><li>Build and keep trust open and transparent process and shared decision making </li></ul></ul><ul><ul><li>Keeping momentum going: one person allocated the responsibility </li></ul></ul>
    70. 91. <ul><li>TBL revisited based on AI </li></ul><ul><ul><li>What is working at the Port? </li></ul></ul><ul><ul><li>Mapping and metrics </li></ul></ul><ul><ul><li>What could be going on- Dream </li></ul></ul><ul><ul><li>What should be going on? - Feasible </li></ul></ul><ul><ul><li>What are the next steps ? </li></ul></ul>
    71. 92. Appreciative Inquiry <ul><li>Developed by David Copperfield </li></ul><ul><li>A means to engage stakeholders, often employees </li></ul><ul><li>Builds on the positive </li></ul>
    72. 93. Discover <ul><ul><li>What is working at the Port? </li></ul></ul>
    73. 94. Discover <ul><ul><li>Map it and Identify Metrics </li></ul></ul>
    74. 95. Dream <ul><ul><li>What could be? What should be? – no limits </li></ul></ul>
    75. 96. Design <ul><ul><li>What can be?– What is feasible? </li></ul></ul><ul><ul><li>SMART goals: specific, measurable, actionable, realistic and time-bound. </li></ul></ul>
    76. 97. Design/Deliver <ul><ul><li>What are the next steps? </li></ul></ul><ul><ul><li>How will we measure success? </li></ul></ul>
    77. 98. Recap exercise <ul><li>Groups of 3 </li></ul><ul><li>Discuss the day </li></ul><ul><li>Identify 3 points to share </li></ul><ul><li>Appoint a spokesperson </li></ul><ul><li>Back into group </li></ul>
    78. 99. TBL success factors <ul><li>Leadership Buy –in </li></ul><ul><li>Resource Allocation </li></ul><ul><li>Accountability </li></ul>
    79. 100. TBL: A Shift in Accounting <ul><li>TBL reporting is as much about change management as about the triple bottom line and sustainability. </li></ul><ul><li>Change takes time…and patience. </li></ul><ul><ul><li>“ I have not failed. I've just found 10,000 ways that won't work” Thomas Edison </li></ul></ul>
    80. 101. <ul><li>THANK YOU </li></ul>