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

1. Making Corporate Sustainability
“Sustainable”
Carrie Freeman
EBBF Annual Conference
Lisbon Oct. 7, 2011

2. Corporate Sustainability
performance has made
significant progress over
the last five years

3. Why Are Companies Doing It?
RISK MANAGEMENT BUSINESS AS USUAL FUELING GROWTH
Supply chain Cost savings New products
Natural resource depletion Brand New markets
Regulation Competition
Community pressure
Social Governance Environmental

4. Executive Concerns
Source: GlobeScan & Sustainability, Sept. 2011

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. Point of View
Engaging the hearts of executives
2/3rds of the world's 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. Organization Identity
Creating a culture of sustainability
Awareness
EMPLOYEE
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 all
ORGANIZATION
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. 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. Systems and Processes
Implementing a broader financial framework
Shareholder Value
Broader Business
Traditional 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. 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 or
10 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. Foundation of Growth
Developing innovation strategies
Companies 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. Movement up the gears of corporate
sustainability can be viewed as
progression from saving money to
making money to transforming
money.
Avastone Consulting