Sustainable Financing More about competence than values

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Prof. Karl-Henrik Robèrt, The Natural Step
Blekinge Institute of Technology
Real Change, Chairman

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  • Att dagens samhälle inte är hållbart innebär att vad man än tycker om, och vilka värderingar man än har, så är det på väg utför. Hållbar utveckling är därför något som alla vinner på. Men det finns en dimension till, som inte alla har tänkt på. Ifall man gör den egna verksamheten till den en del av lösningen istället för en del av problemet, så växer de egna förutsättningarna att vara konkurrenskraftig, alldeles oavsett vad andra tar sig till . Hur man konkurrensmässigt kan öka sina egna finansiella förutsättningar just med hjälp av hållbar utveckling är något man kan visa med vetenskaplig precision, och att investera så är något man kan lära sig. Hållbar utveckling är en utmaning mer för kompetensen än för värderingarna.
  • Blekinge Institute of Technology (BTH) Prof. Karl-Henrik Robert, Prof. Göran Broman, Lic. Henrik Ny and Lic. Sophie Byggeth, Blekinge Institute of Technology, have been involved for many years in articulating the scientific underpinnings of strategic sustainable development and developing associated engineering and design solutions. BTH also gives an international Masters Program entitled: “Strategic Leadership towards Sustainability.”   Lund Institute of Technology (LTH) Prof. Harald Sverdrup and Dr. Hördur Haraldsson, Lund University have developed a particular specialization with regard to systems dynamics and sustainability, and continue to pursue issues relating to the fundamental science of sustainability.   The Natural Step International (TNSI) Prof. Karl-Henrik Robèrt, David Cook and Jonas Oldmark have for many years led the development of The Natural Step International, a Swedish-based international NGO with many years experience of facilitating a systematic scientific learning dialogue on the theory and practices of sustainable development across borders of science, business, policy and community.
  • The long term objective is to develop a core framework for strategic sustainable development (SSD) and several related thematic programs. Sustainable Product Innovation (SPIRIT) is an example of a thematic program which is lead by Professor Göran Broman at BTH. Eco-efficiency in Industrial Ecology is another example which is lead by Professor Jouni Korhonen at Tampere University. Another example is Sustainable Health Care which is lead by Dr. Inga Malmqvist at CTH. Yet another example is Sustainable Regional Planning which is lead by Dr. Hördur Haraldsson at LTH. As such thematic programs get added separate funding, the value of the Core SSD program multiplies.
  • Upplyst egennytta OAVSETT VAD ANDRA GÖR. TEMPOT finns kvar som problem, men inte RIKTNINGEN. Företag som börjar vänder sig till politiker – Electrolux, OK etc.
  • Helhetssyn tolkas ibland som att se många problem, och deras sammanhang, följt av en växande komplexitet. Som ev. skulle gå att hantera med datorkraft. På detta sätt riskerar datorer att locka till reduktionism. Reduktionism kan bara undvikas genom att först studera helheten i sig självt, först då får delarna sin verkliga mening.
  • Fixande av problem utan omsorgsfullt studium av hur delarna hänger ihop med HELHETEN, leder till växande problem.
  • Den kliniska konferensen, liksom ett otal exempel i mindre geniala nobelprisgrupper bygger på gemensam ledbild varvid uppdelning i specialiteter inte bara fungerar utan blir nödvändigt för framgång.
  • Scenarie planering...
  • 1 So under the first level, we explored the biosphere, with its biogeochemical cycles and with its ecological tissue; and we explored the human society, with its relationship to the ecosystems through flows of resources/services/waste and with its social tissue. And we asked ourselves: “By what basic mechanisms do we destroy this system?”
  • Dessa är inte de bästa hållbarhetsprinciperna, men de ENDA som är utformade att svara upp mot resonemanget enligt tidigare, dvs. uppfylla kraven på exklusionskriterier. Vidare har de reviderats och utvecklats efter hand, och detta arbete fortsätter.
  • This brings us to the fourth, actions level. A growing number of organizations are applying the framework today, imagining themselves as complying with their sustainable vision in the future, and then allowing their actions to be guided by asking the strategic question: what shall we do to get here?
  • This brings us to the fourth, actions level. A growing number of organizations are applying the framework today, imagining themselves as complying with their sustainable vision in the future, and then allowing their actions to be guided by asking the strategic question: what shall we do to get here?
  • … it was possible to produce a white paper about sustainable PVC in a stake holder dialogue between the UK Environment Agency, the NGO Forum for the Future (licensee of The Natural Step in the UK) and different representatives from the European chemical industry. It outlines what PVC complying with the four system conditions would be, and the gap which needs to be bridged between that future situation and the situation we have today. This report is the basis for a growing cooperation throughout the value chain of Hydro Polymers. In repeated workshops, representatives from the different companies are gathering to achieve what no company can do on its own.
  • These are the major challenges to the PVC industry, to comply with the four principles of sustainability.
  • Based on those challenges, Hydro Polymers has hosted several workshops with suppliers as well as clients within their value chain. Together with TNS and the Blekinge Institute of Technology, Hydro Polymers and Rohm & Haas, have created a distance learning course for sustainable leadership in line with the framework.
  • The course is run in a modern IT format, allowing not only individual E-learning, but also oni-line workshops with presentations, dialogues, and chatting. The exam will be for participants to outline a new product, complying with the four system conditions.
  • A groupphoto taken when the first 25 business persons attending the course were gathering together with their supervisors at Blekinge Institute of Technology, Karlskrona, Sweden.
  • This is the story of Rhom and Haas, one of the supplierse of Hydro Polymers. We have got their permission to show those slides: Rohm and Haas has a long history of commitment to environmental and social responsibility. Through compliance or meeting—and often exceeding or even pioneering—industry and societal standards, this traditional approach has worked simultaneously for the success of the Company and society over the years. But now the world is changing, as we will discuss in a moment, and we must go much further. Our industry, whose products are used by people all over the world, everyday must change. Rohm and Haas will be a leader in industry and in our approach to sustainability. Our new vision and six commitments for a sustainable future will allow us to achieve profitable growth while, at the same time, adding value to our employees, customers, communities, our planet and future generations. It is a core commitment that will be a key approach to our company’s way of doing business. We are applying the TNS framework to respond to this challenge.
  • At this point, this picture from Rohm & Haas doesn’t need any explanation.
  • This brings us to the fourth, actions level. A growing number of organizations are applying the framework today, imagining themselves as complying with their sustainable vision in the future, and then allowing their actions to be guided by asking the strategic question: what shall we do to get here?
  • When many actors in a region apply the same A,B,C,D analysis, it allows them to compare notes as regards (B) problems and assets today, (C) possible solutions tomorrow, and to discover smart early moves that can create synergies and support of each other’s action programs. Now we can move from ’quick fix’ downstream, to a whole systems perspective upstream. From ”how can we solve all these myriad impacts” to ”how can we design a sustainable society?” Understanding the basic principles of sustainability, makes it possible to reveal all the impacts at the basic design level, and launch innovative design solutions that will tackle the problems all the way down to the basic principle level. From ”how certain can we be that climate change is worse than the risks with nuclear power” to ”what are the sustainable energy options and how can we get there?” Even though the presented framework is quite straight forward, and even though we have many role models that have been successful in applying it for real change, the resistence from the old un-sustainable paradigm is considerable. Some, but not all, of the common objections to sustainable development are invalid…
  • This brings us to the fourth, actions level. A growing number of organizations are applying the framework today, imagining themselves as complying with their sustainable vision in the future, and then allowing their actions to be guided by asking the strategic question: what shall we do to get here?
  • This brings us to the fourth, actions level. A growing number of organizations are applying the framework today, imagining themselves as complying with their sustainable vision in the future, and then allowing their actions to be guided by asking the strategic question: what shall we do to get here?
  • Ken Melamed, Mayor of Whistler in Canada, recently received a UN hosted reward for leading the most proactive local government in the world. The framework has been used to align all kinds of programs and projects into a cohesive and strategic structure, and to help co-create a vision – see ”2020 vision” on the web.
  • Finally the tools level. There are many tools, but outside the context of a shared framework all the tools have begun to be perceived as confusing in themselves. What aspects of sustainability are covered by the respective tools, and which are the gaps that need to be covered by other tools? Which of those tools do we need for a given planning endeavor, and which tools can we do without?
  • UNEP tog initiativet att låta pionjärer bakom flera av de mest namnkunniga verktygen och koncepten för hållbar utveckling träffas för att tillsammans studera vilka aspekter av hållbar utveckling som respektive verktyg hanterade. Tankemodellen är densamma som ovan beskrivits. Vi föreställde oss en organisation som uppfyllt de grundläggande hållbarhetsprinciperna i framtiden, och ställde därefter den retoriska frågan: “vad kunde respektive verktyg hjälpa till med på vägen hit, och vilka aspekter måste hanteras med andra verktyg?”
  • The long term objective is to develop a core framework for strategic sustainable development (SSD) and several related thematic programs. Sustainable Product Innovation (SPIRIT) is an example of a thematic program which is lead by Professor Göran Broman at BTH. Eco-efficiency in Industrial Ecology is another example which is lead by Professor Jouni Korhonen at Tampere University. Another example is Sustainable Health Care which is lead by Dr. Inga Malmqvist at CTH. Yet another example is Sustainable Regional Planning which is lead by Dr. Hördur Haraldsson at LTH. As such thematic programs get added separate funding, the value of the Core SSD program multiplies.
  • The long term objective is to develop a core framework for strategic sustainable development (SSD) and several related thematic programs. Sustainable Product Innovation (SPIRIT) is an example of a thematic program which is lead by Professor Göran Broman at BTH. Eco-efficiency in Industrial Ecology is another example which is lead by Professor Jouni Korhonen at Tampere University. Another example is Sustainable Health Care which is lead by Dr. Inga Malmqvist at CTH. Yet another example is Sustainable Regional Planning which is lead by Dr. Hördur Haraldsson at LTH. As such thematic programs get added separate funding, the value of the Core SSD program multiplies.
  • The long term objective is to develop a core framework for strategic sustainable development (SSD) and several related thematic programs. Sustainable Product Innovation (SPIRIT) is an example of a thematic program which is lead by Professor Göran Broman at BTH. Eco-efficiency in Industrial Ecology is another example which is lead by Professor Jouni Korhonen at Tampere University. Another example is Sustainable Health Care which is lead by Dr. Inga Malmqvist at CTH. Yet another example is Sustainable Regional Planning which is lead by Dr. Hördur Haraldsson at LTH. As such thematic programs get added separate funding, the value of the Core SSD program multiplies.
  • Sustainable Financing More about competence than values

    1. 1. <ul><li>Sustainable Financing </li></ul><ul><li>More about competence than values – </li></ul><ul><li>Prof. Karl-Henrik Robèrt </li></ul><ul><li>The Natural Step </li></ul><ul><li>Blekinge Institute of Technology </li></ul><ul><li>Real Change, Chairman </li></ul><ul><li>TBLI, Amsterdam, 12 Nov 2009 </li></ul>
    2. 2. The Real Change founding partners <ul><li>Blekinge Institute of Technology (BTH) </li></ul><ul><li>Lund Institute of Technology (LTH) </li></ul><ul><li>The Natural Step International (TNSI) </li></ul>
    3. 3. Real Change - International Research Program … Only Unifying Framework … Largest and longest process … Core explores and refines the framework, and elaborates tools for analyses, decision support, planning and monitoring. … Multi-stakeholder base funding including Swedish EPA, Swedish Energy Agency, Vinnova, Formas, Nutec … Petals are thematic programs from across the globe. … 10 Million USD funding/year (over and above actions and education from all participants) CORE
    4. 4. Copyright © 2004 The Natural Step <ul><li>Individuals </li></ul><ul><li>Groups </li></ul>Systems thinking
    5. 5. <ul><li>Threats </li></ul><ul><li>Forests </li></ul><ul><li>Agriculture </li></ul><ul><li>Fisheries </li></ul><ul><li>Ground water </li></ul><ul><li>Climate </li></ul><ul><li>Metals </li></ul><ul><li>Chemicals </li></ul><ul><li>Global justice </li></ul><ul><li>Trust </li></ul><ul><li>Stories of meaning </li></ul>Sustainability is a dynamic challenge <ul><ul><li>Opportunities </li></ul></ul><ul><ul><li>Largest financial potential </li></ul></ul><ul><ul><li>Resource costs </li></ul></ul><ul><ul><li>Waste management costs </li></ul></ul><ul><ul><li>Tax, legislation, insurance, loans </li></ul></ul><ul><ul><li>International agreements </li></ul></ul><ul><ul><li>Innovation/design/new markets </li></ul></ul><ul><ul><li>Brand </li></ul></ul>
    6. 6. Copyright © 2004 The Natural Step So, what’s the problem?
    7. 7. Copyright © 2004 The Natural Step Reductionism
    8. 9. ? ? ?
    9. 10. Copyright © 2004 The Natural Step Structured overview
    10. 11. Backcasting!
    11. 12. Sustainable Vision
    12. 13. <ul><ul><li>- Necessary </li></ul></ul><ul><ul><li>- Enough </li></ul></ul><ul><ul><li>- General </li></ul></ul><ul><ul><li>- Concrete </li></ul></ul><ul><ul><li>- Distinct </li></ul></ul>Such principles must be...
    13. 14. <ul><li>Sounds complicated but is the opposite! </li></ul>
    14. 15. <ul><li>Just ask three magic questions: </li></ul><ul><li>Do you have a definition of sustainability? </li></ul><ul><li>What is your gap? </li></ul><ul><li>How do you bridge it? </li></ul>
    15. 16. Sustainable energy potential, Thermodynamics, Linkage to material flows, biogeochemical cycles, interdependencies, resilience and adaptivity… From System: Society in Biosphere…
    16. 17. In the Sustainable Society, Nature is not subject to systematically increasing... * … concentrations of substances * …degradation by physical means . and * … undermining of trust. … to principles designed for this purpose
    17. 18. <ul><li>Each (large) investment: </li></ul><ul><li>Direction right? </li></ul><ul><li>Flexible platform to full compliance? </li></ul><ul><li>Good ROI? </li></ul>
    18. 19. IKEA Electrolux Scandic Hilton Sv. McDonalds … From action in some Swedish business…
    19. 20. ...to spread to 11 countries...
    20. 22. Suppliers Clients Stakeholder dialogues … to value chains…
    21. 23. Hydro Polymers <ul><li>Substances </li></ul><ul><li>Physical encroaching </li></ul><ul><li>Erosion of trust </li></ul>
    22. 25. <ul><li>No more fossil carbon to atmosphere </li></ul><ul><li>Closed loop recycling </li></ul><ul><li>No accumulation from emissions </li></ul><ul><li>No accumulation from additives </li></ul><ul><li>Challenging the whole value chain… </li></ul>5 Hydro Polymer Challenges Five challenges
    23. 26. Co-creation of distance learning - throughout value chain -
    24. 27. Distance learning, 10 credits FSSD
    25. 29. Strategic Partnerships The Natural Step ©, 2009
    26. 31. Agriculture Forestry Energy Traffic Materials … … to sectors…
    27. 32. - The ”Clinical conference” - … to municipalities and cities…
    28. 33. Övertorneå SEKO (70 local gov’s) Whistler Calgary FCM Portland APA EU Round Table Chequamegon Bay Madison W I Portsmouth NH Lawrence NJ Pittsburgh/Vandergrift Evanston IL Duluth MN Jefferson County WI Corvallis OR Dublin … Time
    29. 34. WHISTLER Time
    30. 35. Time CompellingVision Core values Sustainability principles Strategic goals 2020 Vision of Whistler – policy, business, civic society Strategic plans Action programs Current Reality
    31. 36. “ This simple, science- and systems-based framework is the best out there. It needs to become part of a new common language, as well understood worldwide as the rules of soccer”. Ken Melamed Mayor Whistler, Canada
    32. 37. ISO14001 Triple bottom line Sustainable growth Faktor 4 Cleaner Production Life Cycle Analysis Zero Emission Renewables RMA Ecological Footprinting Sustainability analysis Ecoliteracy Factor 10 Hannover Principles CSR Natural Capitalism Miljömålen EMAS EECA LCA Ecoefficiency Agenda 21 Sustainability … to tools and concepts
    33. 38. Organization X ISO 14001 Indicators LCA Ecological footprints Factor 10 Zero Emission Natural Capitalism Investments?
    34. 39. Summary of what we know <ul><li>We KNOW: </li></ul><ul><li>Dynamic game possible to define </li></ul><ul><li>Self-benefit inevitable (regardless others) </li></ul><ul><li>Problem not if, but how and when </li></ul><ul><li>Stepping stones vs. choices between evils </li></ul><ul><li>Track-record of competence amongst leaders in business and policy </li></ul><ul><li>Mistakes are driven by “cosmetics/penance” (vs. “competence and pragmatism”) </li></ul><ul><li>ONLY one way: leaders LEARN the game so that they can ask the right questions and work across boundaries towards goals </li></ul>
    35. 40. What we know interpreted into method <ul><li>The organization’s impacts regarding sustainability (defined) </li></ul><ul><li>How serious? (scale of impact and contribution) </li></ul><ul><li>How acute? (evidence of emerging market) </li></ul><ul><li>How exchangeable? (substitution) </li></ul><ul><li>Mission how important for others? (innovation for new markets) </li></ul><ul><li>↓ </li></ul><ul><li>Strategic awareness of above? </li></ul><ul><li>Strategic communication in-house and outreach? </li></ul><ul><li>Evidence of current change? </li></ul>
    36. 41. Method interpreted into finance <ul><li>Risk assessment of investments, loans, insurance </li></ul><ul><li>Assessment of opportunities e.g. new products/markets/alliances </li></ul><ul><li>Culturing of clients & long term relationships in general </li></ul><ul><li>Recruiting new clients and stakeholder/political dialogues </li></ul><ul><li>Staff and education and PR </li></ul><ul><li>Track record (Banco Real, Cooperate Bank Manchester, VanCity, Cooperators, Banco Funds, SEB, Fortis CRI portfolio). </li></ul><ul><li>Reputation/branding </li></ul>

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