Organisational Sustainability

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The purpose of the Organisational Sustainability slide show is to present a way organisations, both private and public sector, can :
a) Improve theirs and others sustainability, and in doing so also
b) Show how their progress can be measured in economic, community, and environmental terms .

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  • Hello dear My name is mariam nasrin, I know that this email will meet you in a good health and also surprisingly but God has his own way of bringing people together. Nice to Meet you I would appreciate if you can reply me back( mariamnasrin2@gmail.com ) So that i can explain you more about me. thank Yours mariam.
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  • But... what do you do when your market indicators select for businesses that multiply their impacts as their highest priority, and use 'sustainability' or 'renewable' almost purely for a marketing. then our curious mismeasure of our impacts REALLY has an impact...

    http://www.synapse9.com/signals/2012/07/07/astoundingly-expensive-arts-and-crafts/
    http://www.synapse9.com/signals/2012/06/02/our-curious-missmeasure-of-impacts-and-silver-linings/
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  • Thanks David for your prompt reply. I feel sad that your paper is not there.... as my course coordinator also asked me for your paper and I gave your slidepack, where we'referenced' you. The material from your slides was depicted in lecture of approximately 215 students and will also be shown in the TUT of Global Operations and Supply Chain Management next week . Your slide pack gave a new way of presentation of Sustainability and Supply chain for the students. Will tell my course coordinator, and in future if you are interested in some guest lectures, would you like me to refer you? Thanks once again for such a wonderful slides as I think students liked the concept which was so relevant to our subject.
    Regards, Megha
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  • Thank you Megha for your comment, and I'm delighted the slide show has proven useful in developing ideas for class material.

    In terms of tags I've added 'Supply Chain', though 'sustainability' doesn't show because its not a top tag search term (?) I'm advised by Slideshare, and hence not shown. But thank you for attending to this, it's so easy for an author to overlook an important tag.

    In terms of a supporting paper, the simple answer is no. I thought the referenced material and recommended reading/viewing sufficiently self supporting (though I have yet to organise my postings into blogs on the LinkedIn Systems Thinking World connection). Basically I don't feel ready to write that broader supporting article while still working through further thoughts on SEE Sustainability, for example, through LinkedIn posts. There is however a supporting Blog for this Slide Show at http://organizationalsustainability.blogspot.com/

    Best wishes, David
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  • Very well done slides - infact you should add in Tags Supply chain and sustainability. I got such great ideas to present in my class from this slide pack. Would like to ask the author - Did you write a paper also on this ... If yes please let me know where I can find that, as would like to read it. Thanks.
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Organisational Sustainability

  1. 1. Organisational Sustainability Purpose 2.What do we mean by sustainability? 1. Business is 3. A Sustainability destroying the world Maturity Model 4. Example of “maturing”Organisational Sustainability 5. Planning to make it happen Networking 6. A Sustainability & References Maturity Rating System Version 5
  2. 2. PurposeThe purpose of Organisational Sustainability is:To describe a way organisations, both private and public sector, can :a) Improve theirs and others sustainability, and in doing so alsob) Show how their progress can be measured in economic, community, and environmental terms .Main Headings:1. “Business is destroying the world”2. What do we mean by sustainability?3. A Sustainability “Maturity” model4. Example of “maturing” Organisational Sustainability5. Planning to make it happen6. How to assess Governments & Industries Sustainability Maturity Copyright David Alman 2011
  3. 3. 1. Business is destroying the world “Business is destroying the world”: What are you doing about it?Quote from The ecology of commerce by Paul Hawken Copyright David Alman 2011
  4. 4. 1. Business is destroying the world Basically, environmental and social costs are growing faster than the benefits of economic growth, making us poorer not richer.* Population explosion Famine & growing regional conflict / Unlimited terrorism /refugees Civilisation Economic in danger Growth Depletion of biosphere & mineral resources Green house effects*Rephrasing of a quote by Herman Daly, Senior Economist , World Bank (1988-1994) in The Consumption Dilemma.Report by Deloitte Touch Tohmatsu and the World Economic forum. January 2011 Copyright David Alman 2011
  5. 5. 1. Business is destroying the world Actually it is more like this (too much for one slide!)Slide 1 with 12 supportingslides from“Interconnectness of worldproblems” by Fritjof Capra Copyright David Alman 2011
  6. 6. 1. Business is destroying the worldBut there are businesses that areworking on changing from wastefuland destructive practices to restorativepractices, cutting costs and findingcompetitive advantage.The way to becoming a SustainableOrganisation is difficult and involveschanges to mindsets and innovation. The Interface Model from Mid- Course Correction by Ray Anderson Copyright David Alman 2011
  7. 7. 2. What do we mean by Sustainability?2.1 Sustainability defined2.2 Translating sustainability into organisational terms2.3 Brief explanation of organisational sustainability terms2.4 Internal & External Sustainability issues and costs Copyright David Alman 2011
  8. 8. 2. What do we mean by Sustainability? 2.1 Sustainability Defined:Organisational SustainabilityAn Organisation’s ability to achieve its goals and increase long-term stakeholdervalue by integrating economic, environmental and social opportunities into itsstrategies.Adapted from “Symposium on Sustainability – Profiles in Leadership,” NYC, Oct. 2001.UN Based DefinitionMeeting the present generation’s needs in ways that are not only economicallyviable, environmentally sound and socially equitable but will also allow futuregenerations to do the same .Based on an explanation in the Brundtland Report “Our Common Future” United Nations WorldCommission on Environment and Development, 1987 Copyright David Alman 2011
  9. 9. 2. What do we mean by Sustainability?2.2 Translating Sustainability into Organisational termsDeveloping Organisational Sustainability means shifting from a single - “thin” onedimension – to a “thick” three dimension - approach, and recognising each dimensionalso affects the other in achieving sustainable value. Thick Value To achieve social, environmental, and economic (SEE) sustainability by optimising the value of resources and outcomes value Thin Value to stakeholders (Organisational Health). To achieve organisational sustainability by minimising waste in the use of resources (inputs) and optimising the value of services/products (outputs) (Financial Health). “Thin” & “Thick” Value are terms coined by Umair Haque in The New Capitalist Manifesto Copyright David Alman 2011
  10. 10. 2. What do we mean by Sustainability?2.2 Translating Sustainability into Organisational terms Sustainability Terms Internal Organisational terms Social Well-being Environment Economic Resources Productivity Copyright David Alman 2011
  11. 11. 2. What do we mean by Sustainability?2.3 Brief explanation of Organisational Sustainability terms: Productivity Copyright David Alman 2011
  12. 12. 2. What do we mean by Sustainability?2.3 Brief explanation of Organisational Sustainability terms: Resources.Energy & Materials Usage. Diagram below illustrates changes in materials usage. Figure 4 from World Economic Forum report Redesigning business value: A roadmap for sustainable consumption Copyright David Alman 2011
  13. 13. 2. What do we mean by Sustainability? 2.3 Brief explanation of Organisational Sustainability terms: Well-being1. Well- being covers: Employee Satisfaction Cost of disengagement in 2007 in Australia is estimated as $42.1 billion (Ref: Gallop Q12 Employee Engagement Poll 2008 Results)2. Well-being covers: Employee Health The World Health Organisation (WHO) and International Labour Organisation (ILO) define the aims of occupational health as: The promotion and maintenance of the highest degree of physical, mental, and social well-being of workers in all occupations by prevention of departures from health, and controlling risks. The four elements affecting employee well-being are therefore: Environmental factors; Physical health; Mental (psychological) health; and Social health. Information drawn from Creating Healthy work organisations edited by Cooper & Williams Cost of workplace stress in Australia (inc Presenteeism and Absenteeism) $14.81 billion a year (Ref: The cost of workplace stress in Australia. August 2008. Medibank Private). Economic cost of work related injury and illness in 2005-6 in Australia was $57.5 billion (Ref Australian Safety and Compensation Council quoted by Safe to Work) Copyright David Alman 2011
  14. 14. 2. What do we mean by Sustainability? 2.4 Internal & External Sustainability Issues Internal Organisational Issues External Stakeholder Issues Productivity Economic progress (efficiency & effectiveness)Sustainability Resources (Energy Environmental and materials protection, restoration, usage/waste) & regeneration Employee (Wellbeing) Community well-being Copyright David Alman 2011
  15. 15. 2. What do we mean by Sustainability? 2.4 Internal & External Sustainability Costs External Stakeholder Costs Internal Organisational costs Product/service waste causing health & environment impacts e.g. diabetes, Productivity cancer, heart disease. Higher Taxes to inefficiency (waste cover community costs. time) “Clean up” of environmental damage,Sustainability Resources (Energy & non-renewable/finite resource over material waste) usage (water, natural resource & fossil fuel usage): Regulation and Penalty charges. Employee (incompetence, Education costs, medical costs, family injury inc stress) and community costs. Higher taxes to cover welfare and unemployment costs. Copyright David Alman 2011
  16. 16. 3. A Sustainability “Maturity” Model3.1 A Sustainability “Maturity” model – 4 Levels3.2 Level 1 Foundation3.3 Level 2 Rebuilding3.4 Level 3 New value chains3.5 Level 4 Balanced systems Adapted from the World Economic Forum Report Redesigning Business Value: A Roadmap for Sustainable Consumption Copyright David Alman 2011
  17. 17. 3. A Sustainability “Maturity” Model 3.1 A Sustainability “Maturity” model – 4 Levels Level 1. Foundation: Sustainability Reports available. Demonstrated mindsets, statements, and plansThe first step is toLevel upRebuilding: Breakthrough innovative improvements. firm 2. the foundation, as the current leading business practices of today Organisations integrate sustainability across all operations. Viable new operating and business models developed. Level 3. New value chains: Zero waste and no harm performance. Integrating sustainability across entire value chains to achieve “no harm” and zero net waste. Level 4. Balanced systems: Stakeholder driven sustainability. In which innovation drives sustainable value chains and value is redefined for all stakeholders as partners. Adapted from the World Economic Forum Report Redesigning Business Value: A Roadmap for Sustainable Consumption Copyright David Alman 2011
  18. 18. 3. A Sustainability “Maturity” Model 3.2 Sustainability “Maturity” model – Level 1 Foundation Level 1. Foundation: Sustainability Reports available. Demonstrated mindsets, statements, and plans to support continuous improvements in sustainability.The first step is to firm up the foundation, leadership mindset business practices of today Challenges: Developing a as the current leading Awareness at all levels Sustainable strategy planning Organisational (public & private sector) inertia Enablers: Employee engagement Stakeholder dialogue Internal measurement & reporting of non-financial information (e.g. Sustainable Balanced Scorecard) Adapted from the World Economic Forum Report Redesigning Business Value: A Roadmap for Sustainable Consumption Copyright David Alman 2011
  19. 19. 3. A Sustainability “Maturity” Model 3.3 Sustainability “Maturity” model – Level 2 Rebuilding Level 2. Rebuilding: Breakthrough innovative improvements. Organisations integrate sustainability across all operations. Viable new operating and business models developed.The first step is Challenges: Integrating sustainability intoleading businessorganisation today to firm up the foundation, as the current all levels of the practices of Trialling innovative new models Collaborative organisational change Value chain changes Enablers: Internal trust “Deep smarts” in knowledge and knowhow Cross industry & government reporting & transparent measurement Consumer/citizen engagement Employees enabled & empowered Adapted from the World Economic Forum Report Redesigning Business Value: A Roadmap for Sustainable Consumption Copyright David Alman 2011
  20. 20. 3. A Sustainability “Maturity” Model3.4 Sustainability “Maturity” model – Level 3 New Value Chains Level 3. New value chains: Zero waste and no harm performance. Integrating sustainability across entire value chains to achieve “no harm” and zero net waste”. Challenges: Sustainably integrated across value chains Towards zero net waste & “no harm” Major shifts to new models Refocus value towards all stakeholders Enablers: Industry & government collaboration External trust through transparency Markets/policies Sustainability literate citizens Co-opetition platforms Adapted from the World Economic Forum Report Redesigning Business Value: A Roadmap for Sustainable Consumption Copyright David Alman 2011
  21. 21. 3. A Sustainability “Maturity” Model 3.5 Sustainability “Maturity” model – Level 4 Balanced Systems Level 4. Balanced systems: Stakeholder driven sustainability. In which innovation drives sustainable value chains, and value is redefined for all stakeholders as partners.The first step is toChallenges: Continuous value chain innovation business practices of today firm up the foundation, as the current leading Closed value loops, zero waste, “no harm” Sustainable enriched communities & lifestyles Enablers: Societal collaboration Governance Regulation Eco-system replication & regeneration Business/government consensus and partnership True cost of resources reflected in resource value. Adapted from the World Economic Forum Report Redesigning Business Value: A Roadmap for Sustainable Consumption Copyright David Alman 2011
  22. 22. 4. Example of “maturing” Organisational Sustainability4.1 Organisational Sustainability Maturity Model4.2 Organisational Sustainability Maturity Model Level 1. Foundation4.3 Organisational Sustainability Maturity Model Level 2. Rebuilding4.4 Organisational Sustainability Maturity Model Level 3. New Value Chains4.5 Organisational Sustainability Maturity Model Level 4. Balanced Systems Copyright David Alman 2011
  23. 23. 4. Example of “maturing” Organisational Sustainability 4.1 Organisational Sustainability Maturity Model: Concepts 1. Sustainability “Maturity” Levels 3. Sustainability Factors (colour Coded) Level 1. Foundation: Sustainability Reports available Internal External Level 2. Rebuilding: Breakthrough innovative improvements Productivity: Shareholder Outcome dialogue Level 3. New value chains: Zero waste and no harm Differentiation Level 4. Balanced systems: Stakeholder driven sustainability Productivity: Natural Waste 2. Organisational Performance model efficiency Environment Economic Sustainability Resources Resources: e.g. waste & Supplier emissions dialogueWaste reduction Value adding reduction Employee Community well-being well-being Environmental & Social Sustainability Copyright David Alman 2011
  24. 24. 4. Example of “maturing” Organisational Sustainability4.1 Organisational Sustainability Maturity Model Economic Sustainability Productivity: Productivity: Shareholder Waste efficiency Outcome dialogue e.g. process & Differentiation network efficiency value e.g. customer Natural value Environment Waste reduction Value adding Community Resources: Resources Employee well-being Supplier dialogue e.g. waste & well-being emissions reduction e.g. health (physical, mental, and social) Environmental & Social Sustainability Copyright David Alman 2011
  25. 25. 4. Example of “maturing” Organisational Sustainability4.2 Organisational Sustainability Maturity Model Level 1. Foundation Economic Sustainability Productivity: Productivity: Shareholder Waste efficiency Outcome dialogue: e.g. process & Differentiation Customers/citizens, network efficiency value e.g. Shareholders Customer/ citizen value Waste reduction Value adding Resources: Supplier dialogue Employee Resources on value chains well-being e.g. waste & emissions reduction e.g. Employee engagement Environmental & Social Sustainability Copyright David Alman 2011
  26. 26. 4. Example of “maturing” Organisational Sustainability4.3 Application of Sustainability Maturity Model Level 2. Rebuilding Economic Sustainability Productivity: Productivity: Shareholder Waste efficiency New models of dialogue: Cross e.g. process & Differentiation industry & network efficiency value e.g. government ; Customer/ Citizen Consumer/citizen value engagement Waste reduction Value adding Resources: Supplier dialogue: Resources Employee On value chain e.g. waste & well-being change emissions reduction e.g. Employees enabled & empowered; use of “Deep smarts” Environmental & Social Sustainability Copyright David Alman 2011
  27. 27. 4. Example of “maturing” Organisational Sustainability4.4 Application of Maturity Model Level 3. New Value Chains Economic Sustainability Shareholder dialogue: Productivity: Industry & government collaboration; Productivity: Major shift in models, Waste efficiency Consumer/ citizen engagement; refocus value onto all co-opetition platforms e.g. process & stakeholders network efficiency (customers/citizens, Natural Environment shareholders, regulators, Lower service & product impact on suppliers, environment). finite environmental resources Waste reduction Value addingResourcesSupplier dialogue:Sustainability across value Resources Employeechains e.g. Closed loops, well-being Zero waste & e.g. “No harm” Community well-being. emissions, “No harm” approach & equity Reduced work related approach health costs. Environmental & Social Sustainability Copyright David Alman 2011
  28. 28. 4. Example of “maturing” Organisational Sustainability4.5 Application of Maturity Model Level 4. Balanced Systems Economic Sustainability Shareholder dialogue: Productivity: Sustainable lifestyles, consensus Productivity: Major shifts in models, Waste efficiency business/government partnership refocus value onto all e.g. process & stakeholders network efficiency (customers/citizens, Natural Environment shareholders, regulators, Eco system replication suppliers, environment). & regeneration Waste reduction Value adding Resources Resources Employee Community well- Supplier dialogue: e.g. Closed loops, Zero well-being being. Continuous value waste & emissions, e.g. Enrichment & Sustainable enriched chain innovation. “No harm” approach. social justice communities Closed loops. True cost of resources in valuing resources Environmental & Social Sustainability Copyright David Alman 2011
  29. 29. 5. Planning to make it happen5.1 Develop a Sustainability Life Cycle Assessment5.2 Develop a Sustainability Balanced Scorecard Copyright David Alman 2011
  30. 30. 5. Planning to make it happen5.1 Develop an Organisational Sustainability Life Cycle Assessment Impact of organisation Impact in organisation Impact of organisationSustainability Supplier on-cost waste Process waste/value User value End Use wasteFactorsEconomic • % new improvements • User complaints • % inefficiency (non value • User satisfaction adding time)Environmental • % of contaminants in • Overall energy consumption • Hazards from • % recycled waste supplies • Water usage/% recycled service/products • % toxicity of • % of hazardous chemicals • Solid waste/% recycled • Service/product life waste supplied • Emissions cycle length •% compostable • % Energy used in supplies • Hazards from materials used • Sustainability of supplies • Environmental damage from suppliesSocial •Safety hazards (flow on) • Network value contribution • Community costs of costs to suppliers • Competency level assessments health impacts employees from • Employee participation levels • Community literacy products/services provided • Staff absence costs on • Transport costs • Conflict/complaint costs social/environmental • Injury/stress costs issues. Copyright David Alman 2011
  31. 31. 5. Planning to make it happen 5.2 Develop a Sustainability Balanced Scorecard – Generic Private/Public Sector Example Financial effectiveness Return on Capital/ Budget cost benefitEconomic Customer/ Citizen • Complaints. •Service/product satisfaction Process productivity • % new improvements • % inefficiency (non value adding activities)Environmental Suppliers Process waste/value User hazards & waste • % of contaminants in supplies • Overall energy consumption • Hazards from service/products • % of hazardous chemicals supplied • Water usage/% recycled • Service/product life cycle • % Energy used in supplies • Solid waste/% recycled • % recycled waste • Sustainability of supplies • Emissions • % toxicity of waste • Environmental damage from supplies • Hazards from materials usedSocial • Safety hazard (flow on) costs to • Network value contribution • Community costs of health impacts suppliers employees from • Competency level assessments • Community literacy on products/services provided • Employee participation levels social/environmental issues. • Transport costs • Staff absence costs • Conflict/complaint costs • Injury/stress costs Copyright David Alman 2011
  32. 32. 6. How to assess Governments & Industries Sustainability Maturity6.1 Rating Government & industry Sustainability Maturity Performance.The following Sustainable Maturity Performance Rating System examples how governmentand industry are interconnected and can be assessed on their Sustainability “Maturity”.A rating system (1 to 4) is exampled as an easy way of gauging both industry and governmentagencies performance toward achieving full sustainability (Rating 4) to benefit stakeholders.Stakeholders interested in making this kind of assessment on government(s) and industriescould include: Individuals; Employees and unions; Community & community groups; Industries and shareholders; Government (local, state, & federal); Media (news, talk shows); Social media. Copyright David Alman 2011
  33. 33. 6. How to assess Governments & Industries Sustainability Maturity6.1 Rating Government & industry Sustainability Maturity Performance.Sustainability Maturity Performance Rating System*Rating 1. Foundation: Sustainability Reports available. Demonstrated mindsets, statements, and plans (including legislation)that support continuous improvement in organisations performing as Sustainable Organisations;Rating 2. Rebuilding: Breakthrough innovative improvements. Organisations (including public sector agencies) demonstrate theapplication of the 3 sustainability factors across all operations, and viable new ways that show “breakthrough” innovation inimproving sustainability;Rating 3. New value: Zero waste and no harm performance. Organisations (including public sector agencies) demonstrate theintegration of the 3 sustainability factors by the achievement of “no harm” and “zero waste” practices.Rating 4. Balanced systems: Stakeholder driven sustainability. Organisations (including public sector agencies) demonstrateinnovation is driving ongoing sustainability improvements in their systems (and those they influence/affect), and the value of whatis done is defined by stakeholders as partners.*Adapted from the World Economic Forum Report Redesigning Business Value: A Roadmap for Sustainable Consumption.Sustainability maturity rating is based on the three integrated sustainability factors:Economic (productivity) e.g. Industry/public sector efficiency (minimal non valued activity – waste) and effectiveness in meetingstakeholder needs and values.Social (well-being) e.g. employee and community satisfaction and health & development (physical, mental, and social).Environmental (resources) e.g. energy/material waste, restoration, and regeneration. Copyright David Alman 2011
  34. 34. 6. How to assess Governments & Industries Sustainability Maturity 6.1 Rating Government & industry Sustainability Maturity Performance.Sustainability Performance indicators * that could be reported to, and rated by, stakeholders include the following: Economic (productivity) Community  Financial value generated  Proportion of locally based suppliers used Customer satisfaction on life cycle product/service information &  Proportion of senior management living in local community labelling  Development & impact of infrastructure investments & services  % of products & services subject to life cycle assessment provided for local benefit (commercial, in kind, pro bono).  Environmental impacts of products/services  % of operations implemented with local engagement, impact  % of products & packaging reclaimable. assessments, and development programs.  Renewable energy based products/services  Operations with potential or actual negative impacts on local  Health & safety impacts of products & services communities.  Transport impacts of products, goods, materials, & services Environmental (resources) Social (well-being)  Materials: % of recycled material used Health & Safety  Energy: Energy saved due to conservation & efficiencies  Injury rates, lost days, absenteeism  Water: % & total volume recycled & re-used  Training, counselling, preventative/risk control programs.  Emissions, effluents, & waste:  Number of incidents of discrimination & corrective action  Greenhouse emissions by weight Training  Ozone depleting substances by weight  Hours per employee by gender & category  NO, SO, and other significant emissions by type & weight  Programs for skills management & life long learning  Total waste water discharged by quality & desalination  % employees receiving regular performance & career  Total weight of waste & hazardous waste. development by gender & employee category  Total number and volume of spills Remuneration  Habitats affected by water discharge & run off  Rates of basic salary & remuneration by gender & employee  Biodiversity: category  Impact of activities, products, services on areas of high diversity value.* Based on the Global Reporting Initiative (GRI). Reporting Frameworks. G 3.1 Guidelines  Habitats protected or restored Copyright David Alman 2011
  35. 35. 6. How to assess Governments & Industries Sustainability Maturity6.1 Rating Government & industry Sustainability Maturity Performance - Example. Sustainability Maturity Performance Rating Queensland State Industry operating within Legislative & Regulatory System Government Requirements – example industries Rating 1. Foundation: Sustainability ReportsLegislation supporting Civil construction Mining available . Demonstrated mindsets, statements, Organisational and plans (including legislation) that support inc housing & Rating: 0 Sustainability continuous improvement in organisations infrastructure performing as Sustainable Organisations; Rating: 0 Forestry Rating: 0 Rating: 0 Rating 2. Rebuilding: Breakthrough innovative improvements. Organisations (including public Health services & sector agencies) demonstrate the application of the Queensland Fisheries support 3 sustainability factors across all operations, and Government Rating: 0 viable new ways that show “breakthrough” Rating: 0 Agencies innovation in improving sustainability; Rating: 0 Agriculture Energy providers Rating 3. New value: Zero waste and no harm Rating: 0 Rating: 0 performance. Organisations (including public sector agencies) demonstrate the integration of the 3 sustainability factors by the achievement of “no Queensland Water & effluent Hospitality & harm” and “zero waste” practices. Local management tourism Rating 4. Balanced systems: Stakeholder driven Governments Rating: 0 Rating: 0 sustainability. Organisations (including public Rating: 0 sector agencies) demonstrate innovation is driving ongoing sustainability improvements in their Waste Management Manufacturing systems (and those they influence/affect), and the Rating: 0 Rating: 0 value of what is done is defined by stakeholders as Queensland Local partners. Government Transport Financial Services Rating System based on three integratedBy laws & Regulations sustainability factors: Rating: 0 Rating: 0 Rating: 0 • Economic (productivity) . • Social (well-being) • Environmental (Resources) Copyright David Alman 2011
  36. 36. Social Network AcknowledgementsThis PowerPoint has largely grown out of a LinkedIn group discussion on GeneBellinger’s Systems Thinking World where Helene Finidori set up the following Thread:UN call for revolutionary thinking and action to ensure an economic model for survival... How to make thishappen?Warning for global suicide and time running out, Ban ki-moon called last Friday at Davos for revolutionarythinking and action to ensure an economic model for survival. What is needed to take a global interconnectedperspective on the issues and threats our planet is facing and start action? How can this gain traction andproduce the desired effect?“To make it happen we have to be prepared to make major changes – in our lifestyles, our economic models,our social organization, and our political life. We have to connect the dots between climate change and what Imight call here, WEF – water, energy and food… Together, let us tear down the walls,” he declared. “The wallsbetween the development agenda and the climate agenda. Between business, government and civil society.Between global security and global sustainability. It is good business – good politics – and good for society.”In over 1250 posts (at time of writing) the discussion has ranged widely, beeninformative, and supplied many references. This Power Point covers only oneperspective on a small part (Organisational Sustainability) of that much largerdiscussion, now being reset into Blogs at: http://www.systemswiki.org/blog/?p=285 Copyright David Alman 2011
  37. 37. Social Network AcknowledgementsIn this respect I would like to express an especial thank you to the following for theirmany contributions and references as they relate to the subject area of this PowerPoint (while recognising that their views are not necessarily those expressed here). Helene Finidori T.A. Balasubramanian Stephen Scott Wright Copyright David Alman 2011
  38. 38. ReferencesModels of SustainabilityThe ecology of commerce. Paul Hawken. Harper Business.Interconnectedness of world problems. Fritjof Capra. http://bit.ly/j7qPm9The new capitalist manifesto. Umair Haque. Harvard Business Review Press.Capitalism at the crossroads. Stuart Hart. Wharton School publishing.Redesigning business value. Deloitte Touch Tohmatsu & World Economic Forum. http://bit.ly/k35zyxDeveloping Organisational SustainabilityFour steps to see sustainability as a strategic asset. Anton Breman. http://bit.ly/mdSXGVCreating Sustainable Value. Hart & Milstein. http://e4sw.org/papers/Hart_Milstein.pdfMid-course correction toward a sustainable enterprise: The Interface model. Ray Anderson. The Peregrinzilla Press.ProductivityThe Productivity Model. Philip McGee. http://bit.ly/lMhcmjDefining and measuring productivity in the public sector: Managerial perceptions. Linna, Pekkola, Ukko, & Melkas. http://bit.ly/iWWoMFOrganisational Productivity. David Alman. http://slidesha.re/kZuPp7Well-beingCreating healthy work organizations. Ed. Cooper & Williams. Wiley & SonsThe Gallop Q12 – Employee Engagement- Poll 2008 Results. http://bit.ly/kOBxMEThe cost of workplace stress in Australia. August 2008. Medibank Private. http://bit.ly/kVRIPiThe cost of work related injury and illness for Australian employers, workers and the community 2005-6. Safe to Work http://bit.ly/iGExb7Workplace conflict and how business can harness it to thrive. CPP Global Human Capital Report. July 2008 http://bit.ly/lWJXSTSustainability MeasuresWhat is sustainable development? Kates, Parris, Leiserowitz. http://hvrd.me/jquAKTTranslating ESG into Sustainable Business Value. UNEP Finance Initiative & World Business Council for Sustainable Development. http://bit.ly/lu67WOGlobal Reporting Initiative (GRI). Reporting Frameworks. G 3.1 Guidelines. http://bit.ly/mrtHfQSustainability Life Cycle AssessmentThe consumption dilemma. Deloitte Touche Tohmatsu & World Economic Forum. http://bit.ly/ij396TLife cycle-based sustainability indicators for assessment of the US food system. Heller & Keoleian. http://css.snre.umich.edu/css_doc/CSS00-04.pdfThe Balanced ScorecardThe Strategy-Focused Organization. Kaplan & Norton. Harvard University Press.Sustainable Organisation Performance. Graham Hubbard. http://bit.ly/kMwnoSThe Sustainability Balanced Scorecard. Figge, Hahn, Schaltegger, & Wagner. http://bit.ly/msctCASustainability BenchmarkingLists of the most sustainable companies. Bob Willard. bit.ly/isZ0KuLeadership and corporate responsibility metrics for sustainable corporate performance. Szekely & Knirsch. http://bit.ly/mrdjBsSustainability Futures ThinkingSystems Theory: Balancing efficiency with resilience. John Fullerton http://bit.ly/iMpkolThe New Economics Foundation http://www.neweconomics.org/Scenarios for 2040. The Challenge Network. http://bit.ly/jqIupu Copyright David Alman 2011
  39. 39. Travelling Companionshttp://bit.ly/kFOwpJ http://bit.ly/lB7lEm http://bit.ly/kYJRiS Copyright David Alman 2011
  40. 40. Want to explore or talk more?Please feel comfortable in contacting David Alman at Proventive Solutions A range of contact options are shown on my Contact Page at proventivesolutions.com.au Copyright David Alman 2011

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