Secrets to Success<br />Output: A set of principles for achieving successful sustainability programs<br />Panel:  Dr Carol...
Secrets to Success<br />Principles for successful sustainability programs<br /><ul><li>   Simplicity of messages/programs
   Clear connection to value drivers
   Accountability/Monitoring
   Inspiration and leadership from an executive level
   Resources
   Stakeholder engagement
   Planning/defining short-long terms goals
    Access to knowledge sharing</li></ul>Principles and outcomes from all sessions available at www.3pillarsnetwork.com.au...
Keynote: When Green Meets Gold<br />How companies and industries mature in sustainability<br />Richard Hames, Distinguishe...
When Green Meets Gold: How companies and industries mature in sustainability<br />Sustainability Praxis:<br /> Intentional...
Our Urgent Challenges<br />Output: Priority list of the big sustainability challenges facing our property companies today<...
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Optimising Sustainability Performance - Principles

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On 13th May 2010, an independent forum of leaders met to advance Australia's property sustainability programs. View the slide show to voew the principles and outcomes of the forum. To see full program details, visit www.3pilarsnetwork.com.au - The Knowledge Network for Sustainable Business

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Optimising Sustainability Performance - Principles

  1. 1. Secrets to Success<br />Output: A set of principles for achieving successful sustainability programs<br />Panel: Dr Caroline Noller, CEO, The Ripple Effect<br /> Amanda Steele, National Sustainability Manager, Commercial Property, Stockland Group<br /> Shauna Coffey, former Group Sustainability Manager, Mirvac<br /> Matthew Clarke, Manager Built Environment, Department of Environment, Climate Change & Water<br />Facilitator: Simon Carter, Director, Morphosis<br />Principles and outcomes from all sessions available at www.3pillarsnetwork.com.au<br />
  2. 2. Secrets to Success<br />Principles for successful sustainability programs<br /><ul><li> Simplicity of messages/programs
  3. 3. Clear connection to value drivers
  4. 4. Accountability/Monitoring
  5. 5. Inspiration and leadership from an executive level
  6. 6. Resources
  7. 7. Stakeholder engagement
  8. 8. Planning/defining short-long terms goals
  9. 9. Access to knowledge sharing</li></ul>Principles and outcomes from all sessions available at www.3pillarsnetwork.com.au<br />
  10. 10. Keynote: When Green Meets Gold<br />How companies and industries mature in sustainability<br />Richard Hames, Distinguished Professor and Founding Director of the Asian Foresight Institute, Dhurakij Pundit University in Bangkok<br />Principles and outcomes from all sessions available at www.3pillarsnetwork.com.au<br />
  11. 11. When Green Meets Gold: How companies and industries mature in sustainability<br />Sustainability Praxis:<br /> Intentional evolution - transcending current practice<br /> Viable systemic design - engaging all players in the ecosystem<br /> Networked intelligence - making sense of ambient change for innovation<br />RAISE Factors:<br /> Responsiveness & Responsibility<br /> Adaptiveness & Affiliation<br /> Intelligence & Intentionality<br /> Systemicity & Speed<br /> Emergence & Ecority<br />Principles and outcomes from all sessions available at www.3pillarsnetwork.com.au<br />
  12. 12. Our Urgent Challenges<br />Output: Priority list of the big sustainability challenges facing our property companies today<br />Panel: Alex McKenna, Sustainability and Risk Manager, Dexus Property Group<br /> Paul Bannister, Managing Director, Exergy Group<br /> Emlyn Keene, Head of Property Management and Sustainability Performance, AMP Capital Investors<br /> Anita Mitchell, Head ofEnergy and Sustainability Services, Jones Lang LaSalle<br />Facilitator: Ro Coroneos, Director, Net Balance<br />Principles and outcomes from all sessions available at www.3pillarsnetwork.com.au<br />
  13. 13. Our Big Challenges <br />Priority list of the big sustainability challenges facing our property companies today<br /><ul><li> Behavioural change: Internal/external communication of asset risk – need to shift the sector culture from mere cost cutting to better understanding the elements of ‘value at risk’
  14. 14. Split incentives: create the motivation to remove barriers creatively e.g. green leases – but even these types of solutions require a disciplined approach
  15. 15. Owners of <B Grade Office/Retail/ Industrial sectors lagging to effect changes - only cost focused
  16. 16. Sustainability pitch ‘too narrow’: mainly focused on energy/ enviro performance as the primary success element –independent of ‘social elements’ e.g. user interaction with building and enhanced productivity
  17. 17. Productivity benefits hard to prove though : ‘non quant’ evidence not trusted in an industry trained to make decisions on hard data, taking a more holistic approach to successful sustainable performance requires mindset change (and the market needs to show it will pay for it too)
  18. 18. Lack of training and incentives for managers at the coalface –there is still a skill gap and lagging pay to motivate – difficult to challenge the traditional linear mindset to engineering solutions which is inhibiting innovative approaches
  19. 19. Cost cutting compromises to meet short term financial imperatives –directly conflicts with the longer term investment approach sustainability requires
  20. 20. Driving ‘without a dashboard’ – we must equip Property Managers, FM and Blg Engineers with good quality data so they can make informed decisions to maximise better building performance outcomes </li></ul>Principles and outcomes from all sessions available at www.3pillarsnetwork.com.au<br />
  21. 21. On the Horizon<br />Output: A list of challenges and opportunities that industry is likely to face in coming years<br />Panel: Simon Wild, Managing Director, Cundall<br /> Dr Caroline Noller, CEO, The Ripple Effect<br /> Chris Carolan, Head of Climate Change, Bovis Lend Lease<br /> Robin Mellon, Executive Director, Green Building Council Australia<br />Facilitator: Richard Hames, Distinguished Professor and Founding Director of the Asian Foresight Institute, Dhurakij Pundit University in Bangkok<br />Principles and outcomes from all sessions available at www.3pillarsnetwork.com.au<br />
  22. 22. On the Horizon<br />Challenges and opportunities the industry is likely to face in coming years <br /><ul><li>Increase in cost of electricity
  23. 23. Increase in compliance requirements
  24. 24. Increase in public movement
  25. 25. Commercial viability non-negotiable
  26. 26. GFC is a ceiling for further progress in the near future
  27. 27. Need to move from a fragmented way of looking at buildings towards a more holistic way
  28. 28. Information sharing
  29. 29. Primary role of tools (ratings)
  30. 30. Need for common metrics/language
  31. 31. Wider focus needed (water, cc, all impact areas)
  32. 32. Diagnostic tools/performance vs. attributes
  33. 33. Clarify what stars mean
  34. 34. Need to bridge the gap between building design and real performance
  35. 35. Strong leadership and incentives
  36. 36. Need to challenge the system thinking
  37. 37. Need to act rather than admire the problem
  38. 38. Organisational Change Management</li></ul>Principles and outcomes from all sessions available at www.3pillarsnetwork.com.au<br />
  39. 39. Optimising the <br />Landlord-Supplier Relationship<br />Part One<br />Output: A set of principles to support highly effective working relationships between suppliers and landlords<br />Panel: Greg Johnson, National Environment Manager, Commercial, Stockland<br /> James Vesper, Sustainability Manager, Services Division, Brookfield Multiplex<br /> Chris Willey, Group Executive, Eureka Funds Management<br /> Bruce Precious, Sustainability Manager - Office and Industrial Business Parks, GPT Group<br />Facilitator: John Goddard, John Goddard & Co.<br />Principles and outcomes from all sessions available at www.3pillarsnetwork.com.au<br />
  40. 40. Optimising the <br />Landlord-Supplier Relationship<br />Part Two<br />Output: A set of principles to support highly effective working relationships between suppliers and landlords<br />Panel: Graham Carter, Manager Sustainable Design, Bovis Lend Lease<br /> Gavin Gilchrist, Managing Director, Big Switch Projects<br /> Keith Guneratne, CEO, EP&T<br /> Anita Mitchell, Head of Energy and Sustainability Services, Jones Land LaSalle<br />Facilitator: John Goddard, John Goddard & Co.<br />Principles and outcomes from all sessions available at www.3pillarsnetwork.com.au<br />
  41. 41. Optimising the Landlord-Supplier Relationship:<br />Principles to support a highly effective working relationship<br /> * Building Upgrades<br /> o We need to build momentum to upgrade the other 98%, the Bs, Cs and Ds. Incentives, business cases,<br /> * Leadership <br /> o We need further R&D in how to upgrade buildings<br /> o The government should show leadership in upgrading their own buildings<br /> o Landlords need to be more willing to try new technology. Landlords should be permitted to fail occasionally.<br /> o We still have a long way to go<br /> o There is a lot of technology we are not using.<br />* Skills Gap<br /> o There is a skills gap in training for property professionals particularly those involved with facility and asset management<br /> o Some training needs to be site specific, some can be general<br /> * Information flow<br /> o We need a way to encourage information flow about what works and what does not to be able to be shared. Most building issues will have occurred somewhere else to someone else.<br /> * Procurement<br /> o Partnering between Landlords and their suppliers seems to achieve the greatest outcomes. They can agree a scope and work together for a higher standard of outcome<br /> o Landlord's scopes of work for tenders need to describe precisely the works and roles that are required. Too often the brief is very loose, making it unclear, neither party then achieves what they want.<br /> * Building Management Systems<br /> o There should be a standard format for electricity, gas and water bills.<br /> o We need more standardisation in BMS reporting systems.<br /> * Value of sustainability<br /> o We need to promote and encourage people to be aware of the value and impact of sustainability<br />
  42. 42. Acupuncture Points – what will propel the industry forward?<br /><ul><li> Attitudes/envision a holistic system
  43. 43. Take things further personally
  44. 44. Make sustainability attractive
  45. 45. Organisational change management
  46. 46. Desire to search out what’s next
  47. 47. Setting a goal for a system
  48. 48. Quantifying benefits
  49. 49. Greater incentives
  50. 50. Out of the box mindsets
  51. 51. Innovations vs. regulation
  52. 52. Better business cases
  53. 53. Moral/ethical obligation</li></ul>Principles and outcomes from all sessions available at www.3pillarsnetwork.com.au<br />

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