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MBI – GP Strategies Company Confidential
Building for the Future: Learning Approaches
in Preparing for Uncertainty and Turbulence
Resilience Workshop 1
2
Programme
Keynote Speaker 1: Dr Geoff Kendall
Interactive Q&A Session
Keynote Speaker 2: Lucy Candlin
Close
Keynote Speaker 3: Dr Tony Rooke
Join us for a coffee on 40th Floor
3
Mark Miller
Business Unit Director
Welcome
Dr Geoff Kendall
Co-Founder & CEO, Future-Fit Foundation
Future Fit
Business Benchmark
5
All companies will report their non-financial performance in
a credible, concise, comparable and compelling way
to start shifting investor and consumer behaviour
in pursuit of a prosperous future for all
Our Long-term Vision
6
Our Mission is to Answer Two Questions…
How would we know a truly sustainable
company if we saw one?
How can we tell how far away a company
is now from where it needs to be?
7
We Need to Answer these Questions Fast…
8
…Because Best-practice Metrics Don’t Work
Dow-Jones Sustainability Index, 2015
87
0%
25%
50%
75%
100%
Thai Oil
92
0%
25%
50%
75%
100%
Unilever
5% difference?!
9
We Need a New Kind of Benchmark
41 2 3
We must measure
progress toward
(and beyond)
required practice
Progress relative
to a baseline year
does not tell us
enough
Progress relative
to best practice
or peers does
not tell us enough
Progress toward
short-term goals
does not tell us
enough
required
state
baseline
year
short
term
goals
Company
today
current
state
Future-Fit
Company
Past Future
other
company
other
company
10
The Future-Fit Business Benchmark
Open & FreeScience-Based
Future-Focused Co-Created
11
From ‘Survey Hell’ to a Critical Tool
Independent
Assurance
by accredited
third parties
67%
Future-Fit
Publish Scores
Third party scoring
doesn’t work…
Disclosure of
sensitive data
Survey
fatigue
Results aren’t
actionable
...but third party
assurance does work
Optional
Sensitive data
stays inside
the company
Identify key
performance
gaps
Prioritise
Corrective
actions
Execute
to close
gaps
Calculate
Future-Fit
metrics
Optional
12
Anatomy of the Benchmark
Future-Fit
Scorecard
Brief summary
of commitments
and progress
(with indicators)
toward meeting
future-fit goals
Global
Challenges
Social and
environmental
issues we must
address if we are
to transition to a
sustainable future
System
Principles
What a
sustainable
society would
look like
according to best
- available science
Business
Principles
How companies
must operate
if they are to be
part of such a
truly sustainable
society
Business
Benefits
Benefits to the
business beyond
protecting the
social and natural
infrastructure it
depends upon
Future-Fit
Goals
Performance
thresholds that
every company
must reach to help
(and not hinder)
society’s transition
Stakeholder
Support
confidence among
shareholders,
employees and
others that a
company will
thrive in the future
13
The Starting Point:
System Principles
In a sustainable society, nature
is not subject to systemically
increasing concentrations
of substances extracted
from the Earth’s crust
In a sustainable society,
nature is not subject to
systemically increasing
degradation by
physical means
In a sustainable society, people
are not subject to systemic
barriers to health, influence,
impartiality competence
and meaning
In a sustainable society, nature
is not subject to systemically
increasing concentrations
of substances produced
by society
14
15
Scorecard Captures Progress and Commitment
Restorative:
required
performance
threshold is
exceeded
5.
Exceed
Goal
Future-Fit:
required
performance
threshold is
achieved
4.
Reach
Goal
Progress is
monitored
and changes
to plan are
explained
3.
Monitor
& Report
Current gap
is explained
and a plan
to close it is
published
2.
Commit
to Goal
Public
recognition
of the need
to reach the
future-fit
goal
1.
Recognise
Goal
Commitment indicator
No public
recognition
that the goal
is a required
destination
0.
No Public
Position
A measure of the gap
between current and required
levels of performance
Fitness indicator
A summary of progress
against (and changes to) plan
to put performance in context
Fitness narrative
16
Q1 2016 Release: Do No Harm
Energy is from
renewable sources
Water is used in an environmentally
responsible and socially equitable way
Products emit no substances
which cause harm
Future-Fit Goal
Net Negative
17
Q4 2016 Release: Create System Value
Products meet a basic need
of underserved customers
Energy is from
renewable sources
Water is used in an environmentally
responsible and socially equitable way
Products emit no substances
which cause harm
Interventions improve
people’s health
Future-Fit Goal
Net PositiveNet Negative
These are
sample
restorative
metrics
TBC
18
• Align everyone on
what matters and test
core business model
for weaknesses
• Create a credible
leadership platform
• Prioritise actions
to close future-fit
performance gaps
• Simplify reporting:
focus on the gaps
and what you’re
doing to close them
For Companies...
For Others…
• Raters can measure
required practice,
not best practice
• Consultants can
push clients to be
more ambitious
• Policy makers can
design more effective
regulations
For Investors...
• Incorporate
future-fit metrics
into decision-making
processes
- ‘3D Investing’
• Steer capital more
effectively toward
those companies
most likely to thrive
in an uncertain future
• Design investment
products to maximise
‘future-fit alpha’ or
target specific
investor groups
19
THANK YOU
Dr Geoff Kendall
Co-Founder & CEO,
Future-Fit Foundation
Resilience – Executive Breakfast Series
Workshop 1
Lucy Candlin
Director, Planet & Prosperity
Riding the Waves
of the Perfect Storm
22
Director, Planet & Prosperity
Lucy Candlin
Independent Sustainability Advisor
Chartered Environmentalist and IEMA Fellow
IEMA Professional Standards Committee
Board Director UK Emissions Trading Group
- Co-chair Working Group on Monitoring, Reporting,
Verification and Accreditation
23
Storm Warning…
Source - The Guardian 26/2/16
24
Global mega trends are driving a pressure front on the global economy…
Including:
What is the Perfect Storm
• Population growth
• Demand for natural resources
• Costs and availability of energy
• Climate change
• Water shortages
• Eco-system degradation
• Strife/climate base
mass migration
25
Thriving…
• Doom and gloom?
DOOM
GLOOM
• A new way?
26
Key for Surviving and Thriving…
• Opportunism & opportunity
And
• Effective resource
management
• Skills to compete
• Leadership
• Funding
• Strategy
Revans Law states:
“ For an organisation
to survive, its rate of
learning must be at least
equal to the rate of
change of its external
environment.
”
27
Skills Framework
In the 21st Century business world, environment and sustainability can
no longer be a bolt on it; it needs to be part of the business DNA.
Good quality people and their skills are the change makers - which is
why it is vital that sustainability skills become pivotal to the operations
of organisations.
IEMA’s skills framework includes –
• Skills for Leaders
• Skills for Professionals
• Skills for the wider workforce
28
Tools and Support
© IEMA, 2011
Training
Course
Syllabus
Guidance &
Information
Horizon Scanning, Strategic risk evaluation, Stakeholder
Engagement, etc
Conferences,
Events &
Webinars
29
Storm Warning… Are You Ready?
Source - The Guardian 26/2/16
30
THANK YOU
Lucy Candlin
Director, Planet & Prosperity
Resilience – Executive Breakfast Series
Workshop 1
Dr Tony Rooke
Director Reporting, CDP
Reporting to CDP
33
A global economic system that
operates within sustainable
environmental boundaries and prevents
dangerous climate change
34
Only Global Environmental Disclosure Platform
5,533
Companies in more
than 91 countries
reporting - over
half the world’s
market cap
314
Cities sharing best practices
- 390 million people,
61 leading megacities
75
Global corporate supply
chains - US$ 2 trillion in
annual procurement
822
Institutional investors requesting
information - a third of the
world’s investable capital
35
Responding Companies, 2003-2015
253 295 355
922
1449
2204
2456
3050
3715
4112
4540
5003
5533
100 138 159 179176 283 345
589
1064
1237
0
1000
2000
3000
4000
5000
6000
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
CDP disclosure numbers by theme
Climate Change Forests Water
36
• As a proxy for good corporate
governance practice
• As a proxy for good climate
change management
• Company Engagement
(including ‘Aiming for A’ and the
AMNT’s ‘Red Line voting’)
• Specific engagement purposes
(Governance/Strategy/Emission
Performance/Verification and
Stakeholder Engagement)
- sub scores available to
CDP investor members
How Investors Use CDP Climate Scores
• Investment decision ideas
(best in class, exclusion
criteria, weightings, etc,)
• In conjunction with other
ESG metrics/rankings
• As part of a climate risk
assessment of portfolios
• Create financial products
(ETF/low carbon index)
37
Investor Scorecard
38
German Stock Exchange & CDP Reports
39
Google Finance & Bloomberg
Google Finance
40
How Does Responding Work?
Climate change
Forests
Supply chain
Water
Investors & supply
chain members
Corporations
Information
Information
Authority
Authority
41
42
Science Based Targets Initiative
43
Aligning Targets with Climate Science
Science-based
targets
2010 2050
GlobalEmissions
Year
2ºC Carbon
Budget
http://www.sciencebasedtargets.org
44
THANK YOU
Dr Tony Rooke
Director Reporting, CDP
Resilience – Executive Breakfast Series
Workshop 1
Interactive Q&A Session
© 2016 GP Strategies Corporation. All rights reserved. GP Strategies, GP Strategies and logo design, BlessingWhite, Rovsing Dynamics, Asentus, Information Horizons, PMC, Sandy, Bath Consultancy Group, Academy of Training,
Martonhouse, Via Training, Beneast Training, Ultra, RWD, Communication Consulting, Option Six, Milsom, Clutterbuck Associates, PerformTech, Future Perfect, Smallpeice Enterprises, Prospero Learning Solutions,
Lorien Engineering Solutions, Effective-People, Effective-Learning, GPiLEARN, GPCALCS, GPSteam, EtaPRO, and VirtualPlant are trademarks or registered trademarks of GP Strategies Corporation in the U.S. and other countries.
All other trademarks are trademarks or registered trademarks of their respective owners. Proprietary to GP Strategies Corporation
We’re at our best when helping
our clients achieve their best.
Together… making a meaningful
impact on the world.
gpstrategiesltd.com
We’re at our best when helping
our clients achieve their best.
Together… making a meaningful
impact on the world.
gpstrategiesltd.com

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Resilience Workshop 1

  • 1. MBI – GP Strategies Company Confidential Building for the Future: Learning Approaches in Preparing for Uncertainty and Turbulence Resilience Workshop 1
  • 2. 2 Programme Keynote Speaker 1: Dr Geoff Kendall Interactive Q&A Session Keynote Speaker 2: Lucy Candlin Close Keynote Speaker 3: Dr Tony Rooke Join us for a coffee on 40th Floor
  • 3. 3 Mark Miller Business Unit Director Welcome
  • 4. Dr Geoff Kendall Co-Founder & CEO, Future-Fit Foundation Future Fit Business Benchmark
  • 5. 5 All companies will report their non-financial performance in a credible, concise, comparable and compelling way to start shifting investor and consumer behaviour in pursuit of a prosperous future for all Our Long-term Vision
  • 6. 6 Our Mission is to Answer Two Questions… How would we know a truly sustainable company if we saw one? How can we tell how far away a company is now from where it needs to be?
  • 7. 7 We Need to Answer these Questions Fast…
  • 8. 8 …Because Best-practice Metrics Don’t Work Dow-Jones Sustainability Index, 2015 87 0% 25% 50% 75% 100% Thai Oil 92 0% 25% 50% 75% 100% Unilever 5% difference?!
  • 9. 9 We Need a New Kind of Benchmark 41 2 3 We must measure progress toward (and beyond) required practice Progress relative to a baseline year does not tell us enough Progress relative to best practice or peers does not tell us enough Progress toward short-term goals does not tell us enough required state baseline year short term goals Company today current state Future-Fit Company Past Future other company other company
  • 10. 10 The Future-Fit Business Benchmark Open & FreeScience-Based Future-Focused Co-Created
  • 11. 11 From ‘Survey Hell’ to a Critical Tool Independent Assurance by accredited third parties 67% Future-Fit Publish Scores Third party scoring doesn’t work… Disclosure of sensitive data Survey fatigue Results aren’t actionable ...but third party assurance does work Optional Sensitive data stays inside the company Identify key performance gaps Prioritise Corrective actions Execute to close gaps Calculate Future-Fit metrics Optional
  • 12. 12 Anatomy of the Benchmark Future-Fit Scorecard Brief summary of commitments and progress (with indicators) toward meeting future-fit goals Global Challenges Social and environmental issues we must address if we are to transition to a sustainable future System Principles What a sustainable society would look like according to best - available science Business Principles How companies must operate if they are to be part of such a truly sustainable society Business Benefits Benefits to the business beyond protecting the social and natural infrastructure it depends upon Future-Fit Goals Performance thresholds that every company must reach to help (and not hinder) society’s transition Stakeholder Support confidence among shareholders, employees and others that a company will thrive in the future
  • 13. 13 The Starting Point: System Principles In a sustainable society, nature is not subject to systemically increasing concentrations of substances extracted from the Earth’s crust In a sustainable society, nature is not subject to systemically increasing degradation by physical means In a sustainable society, people are not subject to systemic barriers to health, influence, impartiality competence and meaning In a sustainable society, nature is not subject to systemically increasing concentrations of substances produced by society
  • 14. 14
  • 15. 15 Scorecard Captures Progress and Commitment Restorative: required performance threshold is exceeded 5. Exceed Goal Future-Fit: required performance threshold is achieved 4. Reach Goal Progress is monitored and changes to plan are explained 3. Monitor & Report Current gap is explained and a plan to close it is published 2. Commit to Goal Public recognition of the need to reach the future-fit goal 1. Recognise Goal Commitment indicator No public recognition that the goal is a required destination 0. No Public Position A measure of the gap between current and required levels of performance Fitness indicator A summary of progress against (and changes to) plan to put performance in context Fitness narrative
  • 16. 16 Q1 2016 Release: Do No Harm Energy is from renewable sources Water is used in an environmentally responsible and socially equitable way Products emit no substances which cause harm Future-Fit Goal Net Negative
  • 17. 17 Q4 2016 Release: Create System Value Products meet a basic need of underserved customers Energy is from renewable sources Water is used in an environmentally responsible and socially equitable way Products emit no substances which cause harm Interventions improve people’s health Future-Fit Goal Net PositiveNet Negative These are sample restorative metrics TBC
  • 18. 18 • Align everyone on what matters and test core business model for weaknesses • Create a credible leadership platform • Prioritise actions to close future-fit performance gaps • Simplify reporting: focus on the gaps and what you’re doing to close them For Companies... For Others… • Raters can measure required practice, not best practice • Consultants can push clients to be more ambitious • Policy makers can design more effective regulations For Investors... • Incorporate future-fit metrics into decision-making processes - ‘3D Investing’ • Steer capital more effectively toward those companies most likely to thrive in an uncertain future • Design investment products to maximise ‘future-fit alpha’ or target specific investor groups
  • 19. 19 THANK YOU Dr Geoff Kendall Co-Founder & CEO, Future-Fit Foundation
  • 20. Resilience – Executive Breakfast Series Workshop 1
  • 21. Lucy Candlin Director, Planet & Prosperity Riding the Waves of the Perfect Storm
  • 22. 22 Director, Planet & Prosperity Lucy Candlin Independent Sustainability Advisor Chartered Environmentalist and IEMA Fellow IEMA Professional Standards Committee Board Director UK Emissions Trading Group - Co-chair Working Group on Monitoring, Reporting, Verification and Accreditation
  • 23. 23 Storm Warning… Source - The Guardian 26/2/16
  • 24. 24 Global mega trends are driving a pressure front on the global economy… Including: What is the Perfect Storm • Population growth • Demand for natural resources • Costs and availability of energy • Climate change • Water shortages • Eco-system degradation • Strife/climate base mass migration
  • 25. 25 Thriving… • Doom and gloom? DOOM GLOOM • A new way?
  • 26. 26 Key for Surviving and Thriving… • Opportunism & opportunity And • Effective resource management • Skills to compete • Leadership • Funding • Strategy Revans Law states: “ For an organisation to survive, its rate of learning must be at least equal to the rate of change of its external environment. ”
  • 27. 27 Skills Framework In the 21st Century business world, environment and sustainability can no longer be a bolt on it; it needs to be part of the business DNA. Good quality people and their skills are the change makers - which is why it is vital that sustainability skills become pivotal to the operations of organisations. IEMA’s skills framework includes – • Skills for Leaders • Skills for Professionals • Skills for the wider workforce
  • 28. 28 Tools and Support © IEMA, 2011 Training Course Syllabus Guidance & Information Horizon Scanning, Strategic risk evaluation, Stakeholder Engagement, etc Conferences, Events & Webinars
  • 29. 29 Storm Warning… Are You Ready? Source - The Guardian 26/2/16
  • 30. 30 THANK YOU Lucy Candlin Director, Planet & Prosperity
  • 31. Resilience – Executive Breakfast Series Workshop 1
  • 32. Dr Tony Rooke Director Reporting, CDP Reporting to CDP
  • 33. 33 A global economic system that operates within sustainable environmental boundaries and prevents dangerous climate change
  • 34. 34 Only Global Environmental Disclosure Platform 5,533 Companies in more than 91 countries reporting - over half the world’s market cap 314 Cities sharing best practices - 390 million people, 61 leading megacities 75 Global corporate supply chains - US$ 2 trillion in annual procurement 822 Institutional investors requesting information - a third of the world’s investable capital
  • 35. 35 Responding Companies, 2003-2015 253 295 355 922 1449 2204 2456 3050 3715 4112 4540 5003 5533 100 138 159 179176 283 345 589 1064 1237 0 1000 2000 3000 4000 5000 6000 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 CDP disclosure numbers by theme Climate Change Forests Water
  • 36. 36 • As a proxy for good corporate governance practice • As a proxy for good climate change management • Company Engagement (including ‘Aiming for A’ and the AMNT’s ‘Red Line voting’) • Specific engagement purposes (Governance/Strategy/Emission Performance/Verification and Stakeholder Engagement) - sub scores available to CDP investor members How Investors Use CDP Climate Scores • Investment decision ideas (best in class, exclusion criteria, weightings, etc,) • In conjunction with other ESG metrics/rankings • As part of a climate risk assessment of portfolios • Create financial products (ETF/low carbon index)
  • 38. 38 German Stock Exchange & CDP Reports
  • 39. 39 Google Finance & Bloomberg Google Finance
  • 40. 40 How Does Responding Work? Climate change Forests Supply chain Water Investors & supply chain members Corporations Information Information Authority Authority
  • 41. 41
  • 43. 43 Aligning Targets with Climate Science Science-based targets 2010 2050 GlobalEmissions Year 2ºC Carbon Budget http://www.sciencebasedtargets.org
  • 44. 44 THANK YOU Dr Tony Rooke Director Reporting, CDP
  • 45. Resilience – Executive Breakfast Series Workshop 1
  • 47. © 2016 GP Strategies Corporation. All rights reserved. GP Strategies, GP Strategies and logo design, BlessingWhite, Rovsing Dynamics, Asentus, Information Horizons, PMC, Sandy, Bath Consultancy Group, Academy of Training, Martonhouse, Via Training, Beneast Training, Ultra, RWD, Communication Consulting, Option Six, Milsom, Clutterbuck Associates, PerformTech, Future Perfect, Smallpeice Enterprises, Prospero Learning Solutions, Lorien Engineering Solutions, Effective-People, Effective-Learning, GPiLEARN, GPCALCS, GPSteam, EtaPRO, and VirtualPlant are trademarks or registered trademarks of GP Strategies Corporation in the U.S. and other countries. All other trademarks are trademarks or registered trademarks of their respective owners. Proprietary to GP Strategies Corporation We’re at our best when helping our clients achieve their best. Together… making a meaningful impact on the world. gpstrategiesltd.com We’re at our best when helping our clients achieve their best. Together… making a meaningful impact on the world. gpstrategiesltd.com

Editor's Notes

  1. Our vision at CDP is….A global economic system …that operates within sustainable environmental boundaries …and prevents dangerous climate change, unsustainable water extraction & pollution, and reduces deforestation. PAUSE
  2. The main way we are contributing to this is running a global system to collect and share environmental information. This is all based on the questionnaires you’ve received in February. Obviously the data from just one company wouldn’t have much value. But if we have data from a very large number of companies or even, all companies, we really can make an impact.
  3. We started small, just over 200 companies reporting back in 2003. But now we have over 5533 companies reporting on climate change, in more than 91 countries.
  4. - Please note these are only for climate scores, although the presentation mentions accessing water scores, we don’t currently have examples of how investors are using the scores in these slides.
  5. Only available to investor members and only with CC data Most of the information you can see here is based on the scoring information (for example “risk management in place”: poor/medium/good are evaluations based on the scoring data evaluating the frequency and level of risk assessment, and whether CC risks are reviewed at all.) Provides an overview of a company’s current and historic performance and disclosure scores, score breakdown, governance and strategy, and emission trends Currently in the final stages of development by CDP Reminder: This is an example for 2015 and CC company scores will be presented as bands from 2016 onwards (Investors will not see a separate disclosure score).
  6. CDP climate scores Reminder: This is an example for 2015 and CC company scores will be presented as bands from 2016 onwards (NO disclosure score)
  7. CDP’s climate change data is made available to investors within the Bloomberg terminal. This is accessible using the FA function, and going to the ESG tab. Reminder: This is an example for 2015 and CC company scores will be presented as bands from 2016 onwards (NO disclosure score)
  8. We will start off with how responding works and who is asking for this information. As you can see in the diagram on the left hand side, CDP collects environmental information on behalf of Investors and supply chain members. Investors may request that you respond to Climate change, water and/or Forests. They are taking action to protect their long term investments and are interested in gaining evidence and insight into companies’ greenhouse gas emissions, water usage and strategies for managing climate change, water and deforestation risks. We also issue this request on behalf of global corporations under our supply chain program who wish to understand the impacts of climate change and water scarcity across their supply chain. Supply Chain members may ask suppliers to fill out the Climate Change and/or Water questionnaires. Please note that you only need to respond once to each program, so if for example…….
  9. CDP, whilst acting broadly and globally in the interests of the climate and sustainable use of natural capital, does so in partnership with and in the interests of you, the business community. We wanted to take a moment to clearly define and articulate just some of the benefits that you and your fellow disclosing businesses are enjoying as a direct result of their disclosure efforts.  Put simply: Climate disclosure makes sound business sense, with strong ROI and clear business opportunities accruing.  We will be publishing a more detailed look at ‘business benefit’ in the next couple of weeks and will be sharing in print and/or digital formats with you all. (If the printed booklet is available at your workshop)
  10. CDP has partnered with the United Nations Global Compact, World Resources Institute and World Wide Fund for Nature to form the Science Based Targets initiative. More information on the initiative as well as all the other tools and resources described in this presentation can be found on the initiative’s website at www.sciencebasedtargets.org.
  11. The widely accepted global goal is to stay well below a 2°C increase above pre-industrial levels and to pursue efforts to limit the temperature increase to 1.5 °C, recognizing that this would significantly reduce the risks and impacts of climate change. Currently, most company targets are not aggressive enough to account for their share of global GHG emissions reductions. Business as usual is leading us to 4C temperature increase, which will have disastrous effects on the planet. Science-based targets can help us close the gap left by country commitments and keep global temperatures well under under 2C pathway by disaggregating the world's remaining carbon budget and quantifying the emissions companies are responsible for. Numbers (I usually don’t mention these unless someone asks): Business as usual scenario emissions increased by 2.2% on average every year reach 3.7 to 4.8ºC of global warming by the end of the century 2ºC scenario Emissions need to be 49% to 72% lower in 2010 than 2050 2ºC carbon budget for the period 2011-2050 is in the range of ~500 – 1500 GtCO2
  12. Finishing Slide Inserting an image on the finishing slide: Click ‘Insert Picture from File’ icon in the centre of the slide. When the image is placed in the box, right click over the image and select ‘Send to Back’. The hidden text will now sit in front of the image.