Sustainability; what's it all about ? May 2011

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Half day interactive open workshop in Toronto on sustainability.

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Sustainability; what's it all about ? May 2011

  1. 1. Sustainability; what’s it all about<br />by Toronto Training and HR <br />May 2011<br />
  2. 2. Contents<br /> 3-4 Introduction to Toronto Training and HR<br /> 5-6 Definitions<br /> 7-8 Core concepts of sustainability<br /> 9-10 Case study A<br /> 11-15 The three legged stool<br /> 16-17 Ranking of Canadian cities<br /> 18-20 Vancouver in 2020<br /> 21-24 Case studies B & C<br /> 25-26 The sustainability journey<br />27-28 Benefits of sustainability strategies<br /> 29-30 Shifts made by organizations that excel <br /> 31-32 Making a sustainability winner<br />33-34 Business sustainability<br />35-37 Spectrum of individual sustainability<br />38-39 Helping employees learn about sustainability<br />40-44 Developing leaders through sustainability<br />45-46 Drivers of action by CEOs<br />47-49 The new economy <br />50-53 Case studies D & E<br />54-55 Conclusion and questions<br />
  3. 3. Page 3<br />Introduction<br />
  4. 4. Page 4<br />Introduction to Toronto Training and HR<br />Toronto Training and HRis a specialist training and human resources consultancy headed by Timothy Holden <br />10 years in banking<br />10 years in training and human resources<br />Freelance practitioner since 2006<br />The core services provided by Toronto Training and HR are:<br /><ul><li>Training course design
  5. 5. Training course delivery</li></ul>- Reducing costs<br /><ul><li>Saving time
  6. 6. Improving employee engagement & morale
  7. 7. Services for job seekers</li></li></ul><li>Page 5<br />Definitions<br />
  8. 8. Page 6<br />Definitions<br />Sustainability<br />Sustainable development<br />The big idea<br />The argument<br />A better approach<br />
  9. 9. Page 7<br />Core concepts of sustainability<br />
  10. 10. Page 8<br />Core concepts of sustainability<br />Futures thinking<br />Eco-systems thinking<br />Social justice<br />
  11. 11. Page 9<br />Case study A<br />
  12. 12. Page 10<br />Case study A <br />
  13. 13. Page 11<br />The three legged stool<br />
  14. 14. Page 12<br />The three legged stool 1 of 4<br />SUSTAINABILITY<br />Economic leg<br />Environmental leg<br />Social leg<br />MUNICIPAL/SUSTAINABLE COMMUNITY<br />
  15. 15. Page 13<br />The three legged stool 2 of 4<br />MUNICIPAL/SUSTAINABLE COMMUNITY<br />Ecological identity<br />Economic security<br />Governance and empowerment/social wellbeing<br />Infrastructure and the built environment <br />
  16. 16. Page 14<br />The three legged stool 3 of 4<br />TRIPLE BOTTOM LINE, 3 Es= 3Ps<br />Economy= Profits<br />Environment= Planet<br />Equity= People<br />
  17. 17. Page 15<br />The three legged stool 4 of 4<br />SMART BUSINESS<br />Financial capital/built capital<br />Human capital/social capital<br />Natural capital<br />
  18. 18. Page 16<br />Ranking of Canadian cities<br />
  19. 19. Page 17<br />Ranking of Canadian cities<br />
  20. 20. Page 18<br />Vancouver in 2020<br />
  21. 21. Page 19<br />Vancouver in 2020 1 of 2<br />Green Economy Capital: 20,000 new green jobs<br />Climate Leadership: Reduce GHGs 33%from 2007 levels<br />All new construction carbon neutral, improve efficiency of existing buildings by 20%<br />Green Mobility:50% of trips on foot, bicycle, public transit<br />Reduce solid wastepaper per capita going to landfill by 40%<br />
  22. 22. Page 20<br />Vancouver in 2020 2 of 2<br />Every person lives within a 5 minute walk of a green space <br />Reduce per capita ecological footprint by 33%<br />Clean Water: Reduce per capita consumption by 33%<br />Clean Air: Meet or beat WHO air quality guidelines<br />Reduce carbon footprint of food by 33% per capita <br />
  23. 23. Page 21<br />Case study B<br />
  24. 24. Page 22<br />Case study B <br />
  25. 25. Page 23<br />Case study C<br />
  26. 26. Page 24<br />Case study C <br />
  27. 27. Page 25<br />The sustainability journey<br />
  28. 28. Page 26<br />The sustainability journey<br />Pre-compliance<br />Compliance<br />Beyond compliance<br />Integrated strategy<br />Purpose/passion<br />
  29. 29. Page 27<br />Benefits of sustainability strategies<br />
  30. 30. Page 28<br />Benefits of sustainability strategies<br />Customer retention and attraction<br />Drop in operating costs such as energy, water, materials and waste handling<br />Lower insurance and borrowing costs<br />Greater productivity<br />Employee retention and recruitment<br />More tax incentives<br />Improved reputation<br />
  31. 31. Page 29<br />Shifts made by organizations that excel<br />
  32. 32. Page 30<br />Shifts made by organizations that excel<br />Elevate leadership<br />Systematize methods and models<br />Align strategy and deployment<br />Integrate management<br />Systematize reporting and communication<br />
  33. 33. Page 31<br />Making a sustainability winner<br />
  34. 34. Page 32<br />Making a sustainability winner<br />Winners<br />Losers<br />Dreamers<br />Defenders<br />
  35. 35. Page 33<br />Business sustainability<br />
  36. 36. Page 34<br />Business sustainability<br />How phase<br />Why phase<br />Who phase<br />External phase<br />
  37. 37. Page 35<br />Spectrum of individual sustainability<br />
  38. 38. Page 36<br />Spectrum of individual sustainability 1 of 2<br />RANGE OF BEHAVIOURS<br />Burnout<br />Joyless depletion<br />Sustainable leadership<br />ROLE OF THE ORGANIZATION<br />Purpose and meaning<br />Fearless speech<br />
  39. 39. Page 37<br />Spectrum of individual sustainability 2 of 2<br />GETTING THE VISION RIGHT<br />Do old things in new ways<br />Do new things in new ways<br />Transform core business<br />New business model creation and differentiation<br />
  40. 40. Page 38<br />Helping employees learn about sustainability<br />
  41. 41. Page 39<br />Helping employees learn about sustainability<br />Codes of conduct<br />Impact measures<br />Company structure and policies<br />Purchasing and Supply Chain initiatives<br />Communication<br />Seminars, training events and workshops<br />Company visits<br />Volunteering<br />
  42. 42. Page 40<br />Developing leaders through sustainability<br />
  43. 43. Page 41<br />Developing leaders through sustainability 1 of 4<br />OLD PARADIGM v NEW PARADIGM<br />Concern with performance v concern with human sustainability as prerequisite for performance<br />Identify skills or competencies v foster and integrate core individual processes of reflection on action, psychological intelligence and physiological wellbeing<br />Modify leaders’ behaviour based on these competencies v negotiate engagement between core processes and culture of the organization<br />
  44. 44. Page 42<br />Developing leaders through sustainability 2 of 4<br />OLD PARADIGM v NEW PARADIGM<br />Leadership is drilled into people via off-job training v leadership emerges from reflection on action in dealing with real-life adversity<br />Focus on the development of one-size-fits-all set of competencies; no attempt to adapt these to leader’s specific context and challenges v focus on the quality of the relationship between the leader’s core processes and the culture of the organization<br />
  45. 45. Page 43<br />Developing leaders through sustainability 3 of 4<br />DEVELOPING SUSTAINABLE LEADERS-A TYPICAL EXPERIENTIAL PROGRAM<br />Individual inquiry<br />Executive coaching<br />Residential workshop<br />Follow-on coaching<br />Action inquiry<br />
  46. 46. Page 44<br />Developing leaders through sustainability 4 of 4<br />HALLMARKS OF SUSTAINABLE LEADERSHIP<br />Reflection on action<br />Psychological intelligence<br />Physiological wellbeing<br />Negotiated engagement<br />
  47. 47. Page 45<br />Drivers of action by CEOs<br />
  48. 48. Page 46<br />Drivers of action by CEOs<br />Brand, trust, and reputation<br />Potential for revenue, growth / cost reduction<br />Personal motivation<br />Consumer / customer demand<br />Employee engagement and recruitment<br />Impact of development gaps on business<br />Governmental / regulatory environment<br />Pressure from investors / shareholders<br />
  49. 49. Page 47<br />The new economy<br />
  50. 50. Page 48<br />The new economy 1 of 2<br />Low-carbon economy vs. fossil fuel-based economy<br />Local supply chains vs. global supply chains<br />Services vs. products<br />Dematerialization” vs. physical goods, processes, or travel using “virtual” alternatives like videoconferencing or online shopping<br />Responsible consumption / thrift vs. over-consumption<br />
  51. 51. Page 49<br />The new economy 2 of 2<br />Low / No-growth model vs. “grow or die” model<br />New ownership models: employees, customers, co-ops, social venture funds, government funding<br />New company purposes: “For-Benefit / B-companies,” “Social enterprises,” “Fourth sector,” “Hybrid organizations<br />
  52. 52. Page 50<br />Case study D<br />
  53. 53. Page 51<br />Case study D <br />
  54. 54. Page 52<br />Case study E<br />
  55. 55. Page 53<br />Case study E <br />
  56. 56. Page 54<br />Conclusion & Questions<br />
  57. 57. Page 55<br />Conclusion<br />Summary<br />Questions<br />

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