Making Corporate Sustainability        “Sustainable”           Carrie Freeman       EBBF Annual Conference         Lisbon ...
Corporate Sustainability performance has madesignificant progress over    the last five years
Why Are Companies Doing It? RISK MANAGEMENT             BUSINESS AS USUAL       FUELING GROWTH      Supply chain          ...
Executive ConcernsSource: GlobeScan & Sustainability, Sept. 2011
Implementation Phases         Point of View    Engaging the hearts of executives   Organization Identity    Creating a cul...
Point of ViewEngaging the hearts of executives     2/3rds of the worlds population will     face water stress by 2025    H...
Organization Identity                                                  Creating a culture of sustainability               ...
Recruitment and Retention A National Geographic magazine commissioned survey in Feb 2008, indicated that more  than 80 per...
Systems and Processes             Implementing a broader financial framework   Shareholder Value                      Broa...
Integrated Value Framework        RISK     MANAGEMENT                                        OPERATIONS                   ...
Foundation of Growth              Developing innovation strategiesCompanies must meet the needs of humanity while  doing s...
Movement up the gears of corporate  sustainability can be viewed as progression from saving money to  making money to tran...
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ebbf - carrie freeman - making corporate sustainability sustainable

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the second of the keynote presentations offered at the ebbf "make it meaningful" annual conference. http://makeitmeaningful.org

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ebbf - carrie freeman - making corporate sustainability sustainable

  1. 1. Making Corporate Sustainability “Sustainable” Carrie Freeman EBBF Annual Conference Lisbon Oct. 7, 2011
  2. 2. Corporate Sustainability performance has madesignificant progress over the last five years
  3. 3. Why Are Companies Doing It? RISK MANAGEMENT BUSINESS AS USUAL FUELING GROWTH Supply chain Cost savings New productsNatural resource depletion Brand New markets Regulation Competition Community pressure Social Governance Environmental
  4. 4. Executive ConcernsSource: GlobeScan & Sustainability, Sept. 2011
  5. 5. Implementation Phases Point of View Engaging the hearts of executives Organization Identity Creating a culture of sustainability Systems and Processes Designing ROI tools Foundation of Growth Developing innovation strategies
  6. 6. Point of ViewEngaging the hearts of executives 2/3rds of the worlds population will face water stress by 2025 Half the world’s population lives on less than $2 a day Computing power limits the accuracy of climate prediction
  7. 7. Organization Identity Creating a culture of sustainability AwarenessEMPLOYEE Understanding Empowered Valued Norm Inform Involve Support Commit Expect Employees are Employees Employees are Employees are Sustainability is aware of company’s understand the encouraged in their valued for their integrated into allORGANIZATION environmental connection between footprint reducing environmental decision making commitment, their actions and efforts and barriers efforts. Goals and processes; performance and company’s footprint are removed. performance consciously and initiatives. and are inspired to measurements are unconsciously participate in alignment with individually in efforts. this value.MANAGEMENT Demonstrate Request involvement Incorporate into all Provide incentives corporate business operations commitment & Provide training and performance Visible advocate Measure communicate management engagement Set goals
  8. 8. Recruitment and Retention A National Geographic magazine commissioned survey in Feb 2008, indicated that more than 80 percent of U.S. workers polled said they believe it is important to work for a company or organization that makes the environment a top priority. A study by the Students for Responsible Business concluded 83% percent of respondents chose an offer from a more socially responsible company if the salaries offered were equal,while over 50% percent were willing to take a lower salary to work for a company with a good sustainable development reputation. In 2009, many graduating Harvard MBAs signed a “MBA oath” showing their interest in working for companies that “strive to create sustainable economic, social and environmental prosperity worldwide.”
  9. 9. Systems and Processes Implementing a broader financial framework Shareholder Value Broader BusinessTraditional ROI Value Societal Value + Employee Engagement Community +Revenue Growth License to Operate Society Cost Reduction Risk Management Environment Supply Chain Customer Benefit Reputation and Brand
  10. 10. Integrated Value Framework RISK MANAGEMENT OPERATIONS BRAND REVENUE License to Cost Savings and Reputation and Growth and Operate and Continuous Goodwill Innovation Governance Improvement • Regulatory risk • Operational efficiency • Differentiation • Market expansion • Community engagement • Management quality • Trusted partner • Product innovation • Supply chain responsibility • Employee engagement • Goodwill • New customer needs Copyright © 2010 Intel Corporation. All rights reserved. Intel and the Intel logo are trademarks or registered trademarks of Intel Corporation or10 its subsidiaries in the United States and other countries. *Other names and brands may be claimed as the property of others. Sources: Intel information based on multiple frameworks, including McKinsey and Boston College Center for Corporate Citizenship, “How Virtue Creates Value for Business and Society”, April 2009
  11. 11. Foundation of Growth Developing innovation strategiesCompanies must meet the needs of humanity while doing so with few resources. This will define sustainable growth. -C.K. Prahalad and R.A. Mashelkar, HBR July 2010
  12. 12. Movement up the gears of corporate sustainability can be viewed as progression from saving money to making money to transforming money. Avastone Consulting

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