This document provides a summary of a webinar on leading through crisis and beyond COVID-19. It discusses five key dimensions for organizations to consider in responding to the immediate impact of the virus and preparing for recovery: leadership, culture, employee engagement, performance and rewards, and recruitment. For each dimension, it outlines challenges and recommendations for navigating the crisis and building long-term resilience. The webinar series aims to help leaders maintain engaged and productive employees during uncertain times.
As a business leader, at some point you will have to decide if you’re going to share stock. You likely favor the idea of rewarding long-term value creation but don’t like the idea of diluting shareholder equity. So, you wonder if there are other options. The good news is there are alternatives. View this recording to learn about them—and how they might work for your business.
VisionLink has been building rewards strategies for over 20 years. Now we want to share our secrets with you. Join us to learn the four steps to effective pay design and why each is essential.
Chances are, you’ve been hit hard by the coronavirus pandemic. Not the flu itself, hopefully. (God willing, you’ve steered clear of that contagion.) No, we’re talking about the economic hit. Its impact has been more far reaching and less discriminatory than the actual virus.
If Covid-19 has created an uncertain economic future for your company, we’d like to show you a way to effectively manage compensation in the face of the current chaos that also ensures your success when things rebound. We call this the “survive to thrive” strategy.
In this presentation you will learn a pay approach that is flexible and resilient enough for broad cash flow fluctuations but enduring enough to remain relevant when prosperous times return.
Starting a new job for anyone is a major life change and career transition. The on boarding experience is personal and affects the bottom line, productivity, culture and future ability of any firm to hire THE best talent. The detailed report leveraging global firms located in Nigeria has a number of interesting ideas for you to consider to Re imagine On boarding for your organization.
Post Merger Integration Framework And Challenges PowerPoint Presentation SlidesSlideTeam
Enhance your audiences knowledge with this well researched complete deck. Showcase all the important features of the deck with perfect visuals. This deck comprises of total of twentyfive slides with each slide explained in detail. Each template comprises of professional diagrams and layouts. Our professional PowerPoint experts have also included icons, graphs and charts for your convenience. All you have to do is DOWNLOAD the deck. Make changes as per the requirement. Yes, these PPT slides are completely customizable. Edit the colour, text and font size. Add or delete the content from the slide. And leave your audience awestruck with the professionally designed Post Merger Integration Framework And Challenges Power Point Presentation Slides complete deck.
As a business leader, at some point you will have to decide if you’re going to share stock. You likely favor the idea of rewarding long-term value creation but don’t like the idea of diluting shareholder equity. So, you wonder if there are other options. The good news is there are alternatives. View this recording to learn about them—and how they might work for your business.
VisionLink has been building rewards strategies for over 20 years. Now we want to share our secrets with you. Join us to learn the four steps to effective pay design and why each is essential.
Chances are, you’ve been hit hard by the coronavirus pandemic. Not the flu itself, hopefully. (God willing, you’ve steered clear of that contagion.) No, we’re talking about the economic hit. Its impact has been more far reaching and less discriminatory than the actual virus.
If Covid-19 has created an uncertain economic future for your company, we’d like to show you a way to effectively manage compensation in the face of the current chaos that also ensures your success when things rebound. We call this the “survive to thrive” strategy.
In this presentation you will learn a pay approach that is flexible and resilient enough for broad cash flow fluctuations but enduring enough to remain relevant when prosperous times return.
Starting a new job for anyone is a major life change and career transition. The on boarding experience is personal and affects the bottom line, productivity, culture and future ability of any firm to hire THE best talent. The detailed report leveraging global firms located in Nigeria has a number of interesting ideas for you to consider to Re imagine On boarding for your organization.
Post Merger Integration Framework And Challenges PowerPoint Presentation SlidesSlideTeam
Enhance your audiences knowledge with this well researched complete deck. Showcase all the important features of the deck with perfect visuals. This deck comprises of total of twentyfive slides with each slide explained in detail. Each template comprises of professional diagrams and layouts. Our professional PowerPoint experts have also included icons, graphs and charts for your convenience. All you have to do is DOWNLOAD the deck. Make changes as per the requirement. Yes, these PPT slides are completely customizable. Edit the colour, text and font size. Add or delete the content from the slide. And leave your audience awestruck with the professionally designed Post Merger Integration Framework And Challenges Power Point Presentation Slides complete deck.
Flawless Project Delivery is discipline that merges risk management, leading edge statistical analysis, advanced people management and leadership skills. These slides from a 30 minute lecture I deliver on the subject. Flawless improves outcomes in the billions. Not for the faint hearted in execution as it required courage and out the box leadership.
In Best Practices in Strategic Planning for A/E Firms, we begin by providing you with the results of a survey that PSMJ did with 75 firms on how they conduct strategic planning.
Next, we provide you with some information on what we have gleaned from the survey. We have mined the data to figure out what works and what doesn’t work in strategic planning.
Then, to help you conduct better strategic planning at your firm, we talk specifically about some things that we have learned over the many years we have been engaged in strategic planning with architecture and engineering firms.
We wrap up with some recommendations on best practices in strategic planning. Our goal is to provide new insight into how your firm can maximize your strategic planning efforts for success in 2016.
Ownership transition activity in the architecture and engineering (A/E) space is certainly on the upswing with the Baby Boomer generation looking to retire in increasing numbers. But, how ready are you for taking on the task of transitioning ownership of your firm? Have you primed the pump with a list of possible successors?
The COVID economy has likely caused you to rethink your compensation approach and forced you to confront some difficult questions: Should incentive compensation play a larger or smaller role in your pay strategy going forward? What’s more important—rewards for short or long-term performance? Better yet, should you even be offering incentives at all given the current uncertainty in the business environment?
VisionLink and EBS would like to help you answer those questions. In this webcast, you will learn why incentive plans are more important than ever and how they should be engineered in a post-COVID business world. We will show how the right approach to value-sharing can help you succeed any economy and inspire a balanced result in your employees’ performance.
Gear slippage with strategic execution is a universal norm—but, it does not have to be
Limitations of the traditional Project Management Office (PMO)
Establishing ‘force multiplication’ for PE Operating Partners
Best practices for post-merger integration can be applied across the enterprise
Creating a “Culture of Execution” where managers embrace getting things done
Building healthier companies by teaching companies to execute rather than “taking over”
There is a better way: the ‘Change Management Acceleration Process’
Slides from Prosci live webinar: June 10 and June 11.
Register at: http://www.change-management.com/webinars.htm
You need to show your leaders and project team the value of change management. You need to track and report on project health. You need to evaluate your change management effort against best practices. If any of these challenges sound familiar, be sure to join this webinar to learn about innovative solutions for your real challenges. The Prosci Portal is your virtual workbench of leading change management web apps – not a project management app with change management labels, but world-leading research that has been translated into tools to support your work. This webinar examines each of the challenges with real tips and solutions.
Wed, June 10 at 11AM EDT
Thur, June 11 at 4PM EDT
Is there such a thing as a chief executive who is “satisfied” with the performance of his or her employees? Or, are there any who feel their company’s performance management system is “working?” And what about pay? Do you know anyone who feels good about the relationship between the incentive payments they are making and how their people are performing?
I’m guessing not.
So why is that? How can so many run successful businesses but not be able to figure out how to effectively manage the performance of their people and reward them in a way that drives more of the results they want?
The answer is because there are no rules. And the reason there are no rules is because every business is different.
So, what do you do?
Well, you will need to watch our on-demand webinar to learn the answer. (Sorry, it’s just how marketing works!) Discover the principles and practices successful companies use to drive, manage and reward superior employee performance.
India's most employee centric companies to watch 2020Merry D'souza
India’s Most Employee Centric Companies to Watch”. This special edition by Insights Success presents companies that treat human resources as the most precious investment a company can make.
Learning leaders must implement criteria to select the highest impact projects based on the business value they will provide to develop a high impact project portfolio. This ensures projects completed by learning and performance provide the highest business impact. In this process, we must think outside the box and ask ourselves tough questions.
This webinar considers alternatives to traditional evaluation methodologies that can serve our businesses more effectively in a growth-oriented business climate.
Employing Agile Reward Strategies for a Volatile WorldKorn Ferry
Organizations are grappling with unprecedented reward-related challenges. What strategies and actions should you take in response to the evolving health emergency? How do you prioritize changes to your reward programs? What implementation actions are most effective in a volatile health environment? We'll discuss the challenges and impacts of the current global situation, and share learnings from prior disruptive events.
Interim Executives: When Should You Bring Them In and What Should You Expect ...Darrel Raynor
Interim Executives (IEs) are usually highly qualified people with skills who have and can provide specific benefits. IEs can be a strong weapon in your fight for growth and stable revenues.
We discuss the types of situations where using IEs may be optimal including when you have an important Change effort and need
Business Transformation Change Management.
We go over how to ensure the success of your IE efforts, and what to expect your IE to handle!
COVID-19 — Managing executive pay and incentives in unceCruzIbarra161
COVID-19 —
Managing executive
pay and incentives
in uncertain times
COVID-19 — Managing executive pay and incentives in uncertain times 2
In a matter of three months, COVID-19
has rapidly transformed from a local
virus outbreak to a global pandemic.
While the stress it has put on society
at large and healthcare systems
around the world is unprecedented,
it has also almost brought the global
economy to a grinding halt.
This slowdown is likely to be prolonged, and given the
scale and severity, businesses need to adapt quickly. In the
short term, organizations will need to adopt some cost-
containment measures, and rethink their cash flows and
working capital requirements.
An important piece of the jigsaw for organizations from
this perspective is remuneration. Often constituting one
of the largest “controllable” costs, organizations need to
undertake careful planning to retain, reward and motivate
employees through this crisis.
Extraordinary times demand extraordinary measures
In response to the COVID-19 crisis, several companies
in Singapore, and around the globe, are already
implementing executive pay reductions in the form of
salary freezes and voluntary pay cuts or reduction and
deferral of bonuses. These include Marriott, Lyft, BT,
Santader, Singtel, SATS, SP Group, Singapore Airlines and
Temasek Holdings, among others.
While the overall financial impact of executive pay cuts on
the company’s bottom line is likely to be limited, such cuts
are critical from a leadership, perception and messaging
perspective. At a time when share prices are plunging and
as companies may need to consider headcount reductions,
executives cannot be seen as financially insulated.
From a remuneration standpoint, however, most senior
executives are paid significant proportions of their total
compensation through performance-linked variable pay
awards — both cash and equity. These awards are bound to
be dramatically affected by the slowdown.
To put this in perspective, senior executives in Singapore
typically receive between 40% and 70% of their total pay in
performance-linked incentives, up to half of which could be
in long-term, equity-based vehicles. In comparison, most
other employees only receive between 10% and 20% of their
total pay in incentives — usually as annual cash bonuses.
It ’s now become critical for organizations to effectively
navigate and manage variable pay components by trying
to balance the affordability aspects with fairness to ensure
that motivation and productivity levels do not drop —
which can arguably have a major enduring impact on
business performance.
COVID-19 — Managing executive pay and incentives in uncertain times 3
What can boards and remuneration committees do?
In Mercer’s discussions with multiple boards and
management teams over the past few weeks, we’ve
seen that a number of alternative approaches are being
considered with respect to variable compensation for ...
From defensive to offensive growth during the pandemic generated by COVID-19Elena Badea
Mitigating the highest risks is crucial from an operational point of view as well as from a cash flow point of view. This is a continuous effort. Short-term liquidity and solvency actions are essential.
From defensive to offensive growth during the pandemic generated by COVID-19Constantin Magdalina
It is now the time to prepare for the next phase. Industries that have been in the status quo for a decade are now wide open to transformation. Companies that move quickly and decisively will win.
Steps Asset Intensive Industries can take to PIVOT in Response to COVID-19Subodh Nayar
This presentation illustrates how FieldForce4 assists businesses to transition to maintain service levels during and after the COVID-19 pandemic.
In summary the FF4>>PIVOT is a structured approach to preparation, planning and alignment that identifies the key areas for the business to focus on to maintain service levels and then provides the lens to prepare for a return to normal operations.
Best Practices for Scenario Planning and Remote Financial CloseWorkday, Inc.
This webinar replay shows how accounting teams can perform financial close remotely. The chief accounting officer and senior director of FP&A at Workday share best practices and recommendations for preparation, planning, and execution
Flawless Project Delivery is discipline that merges risk management, leading edge statistical analysis, advanced people management and leadership skills. These slides from a 30 minute lecture I deliver on the subject. Flawless improves outcomes in the billions. Not for the faint hearted in execution as it required courage and out the box leadership.
In Best Practices in Strategic Planning for A/E Firms, we begin by providing you with the results of a survey that PSMJ did with 75 firms on how they conduct strategic planning.
Next, we provide you with some information on what we have gleaned from the survey. We have mined the data to figure out what works and what doesn’t work in strategic planning.
Then, to help you conduct better strategic planning at your firm, we talk specifically about some things that we have learned over the many years we have been engaged in strategic planning with architecture and engineering firms.
We wrap up with some recommendations on best practices in strategic planning. Our goal is to provide new insight into how your firm can maximize your strategic planning efforts for success in 2016.
Ownership transition activity in the architecture and engineering (A/E) space is certainly on the upswing with the Baby Boomer generation looking to retire in increasing numbers. But, how ready are you for taking on the task of transitioning ownership of your firm? Have you primed the pump with a list of possible successors?
The COVID economy has likely caused you to rethink your compensation approach and forced you to confront some difficult questions: Should incentive compensation play a larger or smaller role in your pay strategy going forward? What’s more important—rewards for short or long-term performance? Better yet, should you even be offering incentives at all given the current uncertainty in the business environment?
VisionLink and EBS would like to help you answer those questions. In this webcast, you will learn why incentive plans are more important than ever and how they should be engineered in a post-COVID business world. We will show how the right approach to value-sharing can help you succeed any economy and inspire a balanced result in your employees’ performance.
Gear slippage with strategic execution is a universal norm—but, it does not have to be
Limitations of the traditional Project Management Office (PMO)
Establishing ‘force multiplication’ for PE Operating Partners
Best practices for post-merger integration can be applied across the enterprise
Creating a “Culture of Execution” where managers embrace getting things done
Building healthier companies by teaching companies to execute rather than “taking over”
There is a better way: the ‘Change Management Acceleration Process’
Slides from Prosci live webinar: June 10 and June 11.
Register at: http://www.change-management.com/webinars.htm
You need to show your leaders and project team the value of change management. You need to track and report on project health. You need to evaluate your change management effort against best practices. If any of these challenges sound familiar, be sure to join this webinar to learn about innovative solutions for your real challenges. The Prosci Portal is your virtual workbench of leading change management web apps – not a project management app with change management labels, but world-leading research that has been translated into tools to support your work. This webinar examines each of the challenges with real tips and solutions.
Wed, June 10 at 11AM EDT
Thur, June 11 at 4PM EDT
Is there such a thing as a chief executive who is “satisfied” with the performance of his or her employees? Or, are there any who feel their company’s performance management system is “working?” And what about pay? Do you know anyone who feels good about the relationship between the incentive payments they are making and how their people are performing?
I’m guessing not.
So why is that? How can so many run successful businesses but not be able to figure out how to effectively manage the performance of their people and reward them in a way that drives more of the results they want?
The answer is because there are no rules. And the reason there are no rules is because every business is different.
So, what do you do?
Well, you will need to watch our on-demand webinar to learn the answer. (Sorry, it’s just how marketing works!) Discover the principles and practices successful companies use to drive, manage and reward superior employee performance.
India's most employee centric companies to watch 2020Merry D'souza
India’s Most Employee Centric Companies to Watch”. This special edition by Insights Success presents companies that treat human resources as the most precious investment a company can make.
Learning leaders must implement criteria to select the highest impact projects based on the business value they will provide to develop a high impact project portfolio. This ensures projects completed by learning and performance provide the highest business impact. In this process, we must think outside the box and ask ourselves tough questions.
This webinar considers alternatives to traditional evaluation methodologies that can serve our businesses more effectively in a growth-oriented business climate.
Employing Agile Reward Strategies for a Volatile WorldKorn Ferry
Organizations are grappling with unprecedented reward-related challenges. What strategies and actions should you take in response to the evolving health emergency? How do you prioritize changes to your reward programs? What implementation actions are most effective in a volatile health environment? We'll discuss the challenges and impacts of the current global situation, and share learnings from prior disruptive events.
Interim Executives: When Should You Bring Them In and What Should You Expect ...Darrel Raynor
Interim Executives (IEs) are usually highly qualified people with skills who have and can provide specific benefits. IEs can be a strong weapon in your fight for growth and stable revenues.
We discuss the types of situations where using IEs may be optimal including when you have an important Change effort and need
Business Transformation Change Management.
We go over how to ensure the success of your IE efforts, and what to expect your IE to handle!
COVID-19 — Managing executive pay and incentives in unceCruzIbarra161
COVID-19 —
Managing executive
pay and incentives
in uncertain times
COVID-19 — Managing executive pay and incentives in uncertain times 2
In a matter of three months, COVID-19
has rapidly transformed from a local
virus outbreak to a global pandemic.
While the stress it has put on society
at large and healthcare systems
around the world is unprecedented,
it has also almost brought the global
economy to a grinding halt.
This slowdown is likely to be prolonged, and given the
scale and severity, businesses need to adapt quickly. In the
short term, organizations will need to adopt some cost-
containment measures, and rethink their cash flows and
working capital requirements.
An important piece of the jigsaw for organizations from
this perspective is remuneration. Often constituting one
of the largest “controllable” costs, organizations need to
undertake careful planning to retain, reward and motivate
employees through this crisis.
Extraordinary times demand extraordinary measures
In response to the COVID-19 crisis, several companies
in Singapore, and around the globe, are already
implementing executive pay reductions in the form of
salary freezes and voluntary pay cuts or reduction and
deferral of bonuses. These include Marriott, Lyft, BT,
Santader, Singtel, SATS, SP Group, Singapore Airlines and
Temasek Holdings, among others.
While the overall financial impact of executive pay cuts on
the company’s bottom line is likely to be limited, such cuts
are critical from a leadership, perception and messaging
perspective. At a time when share prices are plunging and
as companies may need to consider headcount reductions,
executives cannot be seen as financially insulated.
From a remuneration standpoint, however, most senior
executives are paid significant proportions of their total
compensation through performance-linked variable pay
awards — both cash and equity. These awards are bound to
be dramatically affected by the slowdown.
To put this in perspective, senior executives in Singapore
typically receive between 40% and 70% of their total pay in
performance-linked incentives, up to half of which could be
in long-term, equity-based vehicles. In comparison, most
other employees only receive between 10% and 20% of their
total pay in incentives — usually as annual cash bonuses.
It ’s now become critical for organizations to effectively
navigate and manage variable pay components by trying
to balance the affordability aspects with fairness to ensure
that motivation and productivity levels do not drop —
which can arguably have a major enduring impact on
business performance.
COVID-19 — Managing executive pay and incentives in uncertain times 3
What can boards and remuneration committees do?
In Mercer’s discussions with multiple boards and
management teams over the past few weeks, we’ve
seen that a number of alternative approaches are being
considered with respect to variable compensation for ...
From defensive to offensive growth during the pandemic generated by COVID-19Elena Badea
Mitigating the highest risks is crucial from an operational point of view as well as from a cash flow point of view. This is a continuous effort. Short-term liquidity and solvency actions are essential.
From defensive to offensive growth during the pandemic generated by COVID-19Constantin Magdalina
It is now the time to prepare for the next phase. Industries that have been in the status quo for a decade are now wide open to transformation. Companies that move quickly and decisively will win.
Steps Asset Intensive Industries can take to PIVOT in Response to COVID-19Subodh Nayar
This presentation illustrates how FieldForce4 assists businesses to transition to maintain service levels during and after the COVID-19 pandemic.
In summary the FF4>>PIVOT is a structured approach to preparation, planning and alignment that identifies the key areas for the business to focus on to maintain service levels and then provides the lens to prepare for a return to normal operations.
Best Practices for Scenario Planning and Remote Financial CloseWorkday, Inc.
This webinar replay shows how accounting teams can perform financial close remotely. The chief accounting officer and senior director of FP&A at Workday share best practices and recommendations for preparation, planning, and execution
Create a strategic roadmap for 2020 and beyondnetwealthInvest
Learn from Brad Fox, Managing Director at SmartBrave Consulting, as he guides you through the process of creating an effective strategic roadmap to not just future-proof your business, but a strategy to thrive in 2020 and beyond.
Disruptive times don’t have to spell disaster for businesses and can actually lead to new opportunities for growth and innovation. Positioning your organization for success is important now more than ever. Discover how to best manage current circumstances while also preparing for the future.
VUCA stands for Volatility, Uncertainty, Complexity and Ambiguity and describes the fast-arriving future we are living in. This inspirational session will talk about how leadership, culture, and talent management are changing in these exponential times. Participants thru an exercise to leave with a person action plan.
Learning Objective:
Understand emerging trends and issues facing business and CPA Profession.
Learn about how leadership is changing to lead change in rapidly changing times.
Develop an action plan to take back and apply the principles learned.
Helping startups deploy countermeasures to survive the crisis created by Covid-19 (Corona Virus). It provides tips to streamline their business and #breakthebreakout
Corporations can save considerable amounts by taking advantage of innovations in the field of marketing. Among such innovations are technologies and platforms that:
- Enable them to reach customers more efficiently
- Better understand their needs and wants
- Engage them in a way that increases their loyalty
This workshop is primarily concentrated on this arena and its objective is to increase your turnover, market share and customer retention.
This White Paper is provided by PRI (Jason Roberts) and Guardian. In the eight (8) pages it discusses:]
1. How to leverage Service Providers
2. Identify 401(k) Opportunities
3. Myths vs. Realities
4. Determining Your Role
Finance trends Modernizing finance in private companiesDeloitte Canada
Finance trends: Modernizing finance in private companies is based on a survey of Canadian CFOs and finance leaders conducted in the summer of 2016. The report examines the current roles of finance, and the capabilities both CEOs and CFOs expect their finance teams to have within the next few years. The report also offers a framework to help CFOs evaluate their finance teams' current capabilities and identify the core competencies they will need to help their companies successfully manage a disruptive event.
this issue.
Climate Governance Initiative Australia
The AICD is the host of the Climate Governance
Initiative Australia which assists in supporting
our members in meeting the challenges and
opportunities of governing climate change risk.
As host of the Australian Chapter of the Climate
Governance Initiative, our members have
access to a global network of experts in risk
and resilience and to non-executive directors
who are leading their organisations’ governance
response to climate change.
The Climate Governance Initiative (CGI) is an
active and rapidly expanding network of over
20 bodies globally, whose Chapters promote the
World Economic Forum Climate Governance
Principles for boards and effective climate
governance within their jurisdictions. The
principles are set out in Appendix 2 of this guide.
The principles support directors to gain
awareness, embed climate considerations into
board decision making, and understand and act
upon the risks and opportunities that climate
change poses to their organisations.
CGI chapters have already been established
in many comparable countries, including the
UK, US (hosted by the National Association of
Corporate Directors), Canada (hosted by the
Institute of Corporate Directors) and France.
Australian Bushfire
and Climate Plan
Final report of the National Bushfire and Climate Summit 2020
The severity and scale of Australian bushfires
is escalating
Australia’s Black Summer fires over 2019 and 2020
were unprecedented in scale and levels of destruction.
Fuelled by climate change, the hottest and driest year
ever recorded resulted in fires that burned through land
two-and-a-half times the size of Tasmania (more than 17
million hectares), killed more than a billion animals, and
affected nearly 80 percent of Australians. This included
the tragic loss of over 450 lives from the fires and
smoke, more than 3,000 homes were destroyed, and
thousands of other buildings.
While unprecedented, this tragedy was not
unforeseen, nor unexpected. For decades climate
scientists have warned of an increase in climaterelated disasters, including longer and more
dangerous bushfire seasons, which have become
directly observable over the last 20 years. Extremely
hot, dry conditions, underpinned by years of reduced
rainfall and a severe drought, set the scene for the
Black Summer crisis.
Recommendations - The 3 Rs - Response,
Readiness and Recovery
There is no doubt that bushfires in Australia have
become more frequent, ferocious and unpredictable
with major losses in 2001/02 in NSW, 2003 in the
ACT, 2013 in Tasmania and NSW, 2018 in Queensland,
2009 Black Saturday Fires in Victoria and 2019/20 in
Queensland, NSW, Victoria and South Australia. We are
now in a new era of supercharged bushfire risk, forcing
a fundamental rethink of how we prevent, prepare for,
respond to, and recover from bushfires.
This Australian Bushfire and Climate Plan report
provides a broad plan and practical ideas for
governments, fire and land management agencies
and communities to help us mitigate and adapt to
worsening fire conditions. The 165 recommendations
include many measures that can be implemented right
now, to ensure communities are better protected.
How to work with petroleum hydrocarbon suppliers to reduce and eliminate cont...Turlough Guerin GAICD FGIA
Petroleum hydrocarbon suppliers affect a mine's goals for environmental performance because of the extensive reach of petroleum hydrocarbon products into the mining and minerals product life cycle, their impact on operational efficiencies, cost, and mine viability, and their potential for leaving negative environmental as well as safety legacies. The supplied petroleum hydrocarbon life cycle is a framework that enables structured engagement between supplier and customer on a range of environmental performance issues because it is an example of input into the mining industry that affects the entire mining and minerals processing an value chain. Engagement with suppliers in a proactive manner can be a risk management strategy. Questions for businesses to ask in relation to suppliers and their role in minimizing business risks and creating new value are offered (https://onlinelibrary.wiley.com/doi/full/10.1002/rem.21669).
Governments would get bigger bang for taxpayer
buck by instead spending more on upgrading existing infrastructure,
and on social infrastructure such as aged care and mental health care.
Choosing net zero is
an economic necessity
Australia pays a high price of a global failure
to deliver new growth in recovery. Compared
to this dismal future, Deloitte Access Economics
estimates a new growth recovery could
grow Australia’s economy by $680 billion
(present value terms) and increase GDP
by 2.6% in 2070 – adding over 250,000 jobs
to the Australian economy by 2070.
The world of venture capital has seen huge changes over the past decade. Ten years ago there were fewer than
20 known unicorns in the US5
; there are now over 2006
. Annual investment of global venture capital has increased
more than fivefold over the same period, rising to $264 billion by 2019. This investment has been dominated by the
tech sector harnessing digital frontiers to disrupt traditional industries – including cloud computing, mobile apps,
marketplaces, data platforms, machine learning and deep tech.7
It is an ecosystem that acts as the birthplace for
innovation and brands that can shape the future of consumerism, sectors and markets.
As COVID-19 has taken hold of the
world, the question of whether venture
capital, and early stage investing more
broadly, is backing and scaling the
innovations our world really needs has
never been more pertinent. Life science
and biotech investing is an asset class
perhaps most resilient and relevant to
the short-term impact of COVID-19,
but there is another impact-critical
investment area that is emerging as
an increasingly important investment
frontier: climate tech.
This research represents a first-ofits-kind analysis of the state of global
climate tech investing. We define what
it is and show how this new frontier
of venture investing is becoming a
standout investing opportunity for the
2020s. Representing 6% of global
annual venture capital funding in 2019,
our analysis finds this segment has
grown over 3750% in absolute terms
since 2013. This is on the order of 3
times the growth rate of VC investment
into AI, during a time period renowned
for its uptick in AI investment.8
Looking forward can climate tech in the
2020s follow a similar journey to the
artificial intelligence (AI) investing boom
in the 2010s? The substantial rates of
growth seen in climate tech in the late
2010s, and the overarching need for
new transformational solutions across
multiple sectors of the economy,
suggests yes. The stage appears set
for an explosion of climate tech into the
mainstream investment and corporate
landscape in the decade ahead.
Nine shifts will radically change the way construction projects are delivered—and similar
industries have already undergone many of the shifts. A combination of sustainability
requirements, cost pressure, skills scarcity, new materials, industrial approaches, digitalization,
and a new breed of player looks set to transform the value chain. The shifts ahead include
productization and specialization, increased value-chain control, and greater customercentricity
and branding. Consolidation and internationalization will create the scale needed to
allow higher levels of investment in digitalization, R&D and equipment, and sustainability as well
as human capital.
Sustainable Finance Industry Guide
This industry guide provides information about sustainable finance in the built environment in Australia. It is designed to support investor understanding of Australia’s world-class rating tools and standards, and how these can be applied to direct more capital towards sustainable finance for our built environment. Included are insights that reflect lessons learnt when using a rating scheme to establish an investment framework, conduct
due diligence or report on an issuance.
Precincts to Support the Delivery of Zero Energy
This report frames the physical and organisational context for precinct action and identifies potential programs and government solutions that may be applied to better streamline the realisation of precinct-scale action to progress towards zero energy (and carbon) ready residential buildings within both new and existing precincts.
The report was developed based on a literature review and engagement with more than 80 stakeholders from industry, academia and government with the aim of identifying appropriate government action in the form of proposed solutions that may be applicable across Commonwealth, state and territory and/ or local governments.
The report has given focus to opportunities for precincts that are not already considered in the Trajectory to ensure that a wider system response is taken to considering the zero energy (and carbon) ready outcomes being sought.
When seeking funding, environmental and sustainability professionals must clarify how their role and the proposed project fit within the business' strategy.
This article provides a checklist for those seeking funding for sustainability and environmental projects.
The suggested questions will assist non-executive directors in evaluating sustainability-focused proposals.
36. Exhibit 1
GES 2020
Adapting customer experience to the time of the coronavirus
Exhibit 1 of 2
Four actions can address immediate customer needs and prepare for the future.
Focus on care
and concern
l Reach out, but
with support, not
marketing
l Make a priority of
employees and
community
l Stay true to
company purpose
and values
Meet your customers
where they are
l Innovate digital
models to help
customers weather
the crisis safely from
home
l Expand home
delivery options
l Consider contactless
operations
Reimagine the
post-COVID-19 world
l Economic hard times
will force cost cuts
l Migrate customers
to digital channels
to save money and
boost satisfaction
l Brick and mortar stores
may look very different
post-crisis
Build agile capabilities
for fluid times
l Tap social media, not surveys,
for quick customer readings
l Solicit employees for
ear-to-the-ground insights
l Save time with “test and scale” labs
l Pay attention to “failure modes”
indicating that you’ve missed
customer signals
In a short period of time, COVID-19 has over-
whelmed lives and livelihoods around the globe.
For vulnerable individuals and the customer teams
that serve them, it has also forced a rethinking of
what customer care means. Suddenly, examinations
of customer journeys and satisfaction metrics to
inform what customers want have given way to an
acute urgency to address what they need.
Particularly in times of crisis, a customer’s
interaction with a company can trigger an immediate
and lingering effect on his or her sense of trust and
loyalty. As millions are furloughed and retreat into
isolation, a primary barometer of their customer
experience will be how the businesses they frequent
and depend upon deliver experiences and service
that meets their new needs with empathy, care
and concern. Now is also the time for customer
experience (CX) leaders to position themselves at
the forefront of the longer-term shifts in consumer
behavior that result from this crisis. Keeping a real-
time pulse on changing customer preferences and
rapidly innovating to redesign journeys that matter
to a very different context will be key.
Hand in hand with this perspective, four CX
practices can frame short-term responses,
build resilience, and prepare customer-forward
companies for success in the days after coronavirus.
They are: focusing on care and connection; meeting
customers where they are today; reimagining CX for
a post-COVID-19 world; and building capabilities for
a fast-changing environment (Exhibit 1).
1. Focus on fundamentals: Care
and connection
Now more than ever, people need extra information,
guidance, and support to navigate a novel set of
challenges, from keeping their families safe to
helping their kids learn when schools are shut down.
They want a resource they can trust, that can make
them feel safe when everything seems uncertain,
and that offers support when so much seems to be
overwhelming. A baseline starting point: staying
true to company values and purpose. Our research
shows that 64 percent of customers choose to
buy from socially responsible brands, a figure
that has grown significantly in the past two years.1
1
Earned brand 2019, Edelman, edelman.com.
2 Adapting customer experience in the time of coronavirus
37. 2
McKinsey US Consumer Pulse survey of 1,073 US participants, 18 years old and above, between March 20 and 22, 2020.
3
McKinsey survey of 1,249 participants across 46 cities in China, February 2020.
4
Chiara Bertoletti, “Coronavirus Nuovi dati sulle vendite della gdo in store e online,” GDOWeek, March 6, 2020, gdoweek.it.
The way organizations step up to play this role for
their customers, their employees, and the broader
community is likely to leave lasting memories in
customers’ minds.
Care for your customers
The first step in caring is to reach out—not in
marketing or overt attempts to gain a competitive
edge, but to offer genuine support. Many
organizations have already stepped up to care for
their customers. For instance, Ford’s “Built to Lend
a Hand” campaign outlines initiatives including
payment relief and credit support. Budweiser
redeployed $5 million usually spent on sports and
entertainment marketing to the American Red
Cross. When tens of thousands of college students
needed to vacate their dormitories unexpectedly, a
storage rental company offered 30 days of free self-
storage. A credit-card company quickly recognized
the pandemic’s financial burden and waived one
month of interest on credit cards. Government
officials have encouraged others to do the same.
These experiences are critical for customers in
the short term, and the impact will build positive
relationships that are bound to last long after the
crisis has ended.
Care for employees
In times of crisis, caring for customers starts
with thinking first about employees. As any flight
attendant would advise during the preflight safety
briefing, it’s important to put on your own oxygen
mask before helping others. Our research shows
that 60 percent of Americans are very or extremely
concerned about their safety and the safety of their
families, while 43 percent are very or extremely
concerned about their job or income—and not being
able to make ends meet.2
Some companies have led with employees in mind
during an unsettling period of uncertainty. In a
video prepared for employees, Marriott CEO Arne
Sorenson transparently shared statistics on the
company’s performance and outlook, announced pay
cuts for himself and his executive team, and focused
on a sense of hope in the future. Many companies
have pledged to continue paying hourly workers at
their regular rate, even if they need to remain at home
due to illness, while others are still paying hourly
workers despite store closures. For those still on
the job, employers can provide new tools, training
and support to enable employees to deliver superior
customer experience in a new environment.
Care for the community
Today’s industry leaders have demonstrated that
genuine care should extend beyond the immediate
customer base. Italian companies have donated
hundreds of millions of dollars to local hospitals
and the Civil Protection Agency to combat the
virus spread. Many are stepping up to the plate to
manufacture important supplies. Luxury-goods
companies have refitted cosmetics and perfume
production to help produce hand sanitizer. Remote
conferencing services companies, who are
benefiting from the shift to virtual meetings, have
provided free videoconferencing for K–12 schools.
2. Meet your customers where
they are today
Customers’ normal patterns of life have come to a
halt. Simple activities like a trip to the grocery store
or dining out with friends are now difficult, risky,
or even prohibited. Overnight, demand patterns
have shifted. Overall online penetration in China
increased by 15–20 percent.3
In Italy, e-commerce
sales for consumer products rose by 81 percent in
a single week, creating significant supply-chain
bottlenecks.4
Customers need digital, at-home,
and low-touch options. Digital-led experiences will
continue to grow in popularity once the coronavirus
is quelled, and companies that act quickly and
innovate in their delivery model to help consumers
navigate the pandemic safely and effectively will
establish a strong advantage.
Accelerate digital options
Digital delivery has become a necessity for most
customers who are confined at home. Adoption
3Adapting customer experience in the time of coronavirus
38. has grown strongly, even among the most “digitally
resistant” customers. For some companies, the
rapid development of digital functionalities is key to
ensuring continuity of services. China-based Ping
An Bank rolled out new “Do It At Home” functionality
and received more than eight million page views and
nearly 12 million transactions within half a month.
Players in service industries have also accelerated
digital value-added services like advice and
education. Over 44,000 viewers tuned in to Bank
of China’s first three online shows, where leading
investment managers shared market insights,
discussed the impact of the virus, and gave advice.
Other companies are making select digital services
free to help existing customers and broaden their
reach to new audiences. Fitness companies are
deploying this strategy through extended free trials
for their online and app-based classes, where app
downloads and new sign ups have grown between
80 percent and more than 250 percent in recent
months. It’s likely that many customers who have
converted to digital services will stick to them after
the immediate health crisis is over: Companies
who make this shift to digital and deliver superior
experiences have an opportunity to increase
adoption and maintain these customer relationships
after the crisis.
Bring your business to customers’ homes
Similarly, home delivery has gone from a
convenience to a necessity: during this crisis, Italy
has seen online grocery home-delivery users
double between February and March.5
In China,
Meituan, China’s premier food delivery service,
reported quadrupled delivery orders in early 2020.
Quick-service restaurants and aggregator apps are
offering free delivery to capture share in this demand
shift. Some fresh meal delivery start-ups have
experienced a month-on-month demand boost of
25 percent and are experimenting with bulk versions
of their offering. In the United States, home delivery
options have expanded beyond food, as pharmacies
offer extended free trials on their prescription
delivery service, and car dealerships offer to pick up
and drop off vehicles repair and maintenance.
Make physical operations touch-free
If part of the customer journey must exist in a
physical channel, consider converting to contactless
operations. The United States has seen a 20 percent
increase in preference for contactless operations,
with numerous industries adapting to this change.
Meituan, which started as a food- and product-
delivery service but evolved into a digital ecosystem
player, was the first Chinese company to introduce
contactless delivery in Wuhan.6
The service quickly
became popular among all audiences, enabling
Meituan to reach beyond its core millennial customer
base—more than two thirds of new users are in
their 40s and 50s. In the United States, Walgreens
has rolled out a drive-through shopping experience.
Customers order from a menu of available items such
as household goods, medical supplies, and groceries.
Store associates assemble and check out the
order—all from the convenience of the drive-through
The way organizations deal with
their customers, their employees, and
the broader community in a crisis is
likely to leave lasting memories in
customers’ minds.
5
Madeline Lenahan, “COVID-19: Impact on food and drink,” Apptopia, March 12, 2020, appotopia.
6
In contactless delivery, customers order online or via phone, and the delivery is dropped off at a pre-specified location to minimize
interpersonal interaction.
4 Adapting customer experience in the time of coronavirus
39. window. Grocery chains have kept their physical
stores open to shoppers but are adding touchless
measures, including new installations of plexiglass
“sneeze guards” at every cash register to protect
customers and employees.
3. Reimagine customer experience
for a post-COVID-19 world
The COVID-19 crisis will end at some point. We
expect changes in consumer preferences and
business models to outlast the immediate crisis.
This has begun to play out in China, where there has
been a 55 percent increase in consumers intending
to permanently shift to online grocery shopping,
and an increase of three to six percentage points in
overall e-commerce penetration in the aftermath
of COVID-19.7
Some consumers will be trying
digital and remote experiences for the first time. In
China, the share of consumers over the age of 45
using e-commerce increased by 27 percent from
January to February 2020, according to Chinese
market-research firm QuestMobile. Once they are
acclimated to new digital or remote models, we
expect some consumers to switch permanently or
increase their usage, accelerating behavior shifts
that were already underway before the crisis.
Further, once the public-health crisis has subsided,
economic impacts will persist. Leading companies
will deliver on the customer experiences that are
emerging as most important in the “next normal,”
while finding ways to save and self-fund.
Find savings without sacrificing experience
In a downturn, cutting costs is inevitable. But that
does not have to come at the expense of a good
customer experience, which can create substantial
value (Exhibit 2). Often, the best ways to improve
experience and efficiency at the same time are to
increase digital self-service and to make smarter
operational trade-offs, grounded in what matters
most to customers. In industries like banking, digital
servicing and sales are less expensive than branch-
and phone-based approaches. The problem for
many banks is that too few customers reach that
point because they find digital channels unfamiliar
and intimidating. Migrating customers to digital
channels is often a successful way to boost savings
and satisfaction. Teams can adopt this customer-
centric mindset in any cost-cutting exercise,
including migrating customers to self-serve
channels, radically simplifying a product portfolio, or
optimizing service level agreements.
Reimagine your brick-and-mortar strategy
So far, 60 US retailers—representing $370 billion
in annual sales and over 50,000 physical retail
locations—have closed temporarily.8
The market
capitalization of physical retail space has fallen by
more than 35 percent.9
When stores reopen, the
world of brick and mortar may be fundamentally
different. More and more customers will have grown
comfortable with digital, remote, and low-touch
options, even in rural and older populations.
We expect to see the shuttering of underperforming
stores. Retailers and consumer goods companies
should plan now to capture this lost volume. Use
mobile, online and geospatial data to optimize
networks and omnichannel sales. Examine
dynamics across digital channels, owned outlet
stores, and wholesale partners. Companies should
also re-examine the role that physical locations will
play. Omnichannel fulfillment options such as buy
online, pickup in store will increase. Some locations
may be converted to “dark stores” for fulfillment only.
Finally, some existing stores may shift toward
experience hubs that offer services and encourage
purchase across all channels. Consider Nike’s
store in New York’s SoHo neighborhood. There
customers, assisted by a personal coach, can try on
shoes in various simulated sporting environments—
including a basketball half-court, soccer trial field,
and outdoor track—to determine their preferred
7
McKinsey survey of 1,249 participants across 46 cities in China, February 2020.
8
“Coronavirus and store closures: Tracking America’s retailers and restaurants,” Wall Street Journal, March 26, 2020, wsj.com.
9
Google Finance, March 6, 2020, finance.google.com.
5Adapting customer experience in the time of coronavirus
40. product. As the forced isolation of coronavirus fades
from view, this type of outlet may be a template that
additional retailers will adopt.
4. Build capabilities for a
fast-changing environment
Maintaining a strong customer experience in
crisis requires rapid research to understand
changing dynamics and new pain points as well
as agile innovation to address them. Customer
leaders who master that approach will create
value for consumers in high priority areas and in an
environment of increased competition.
Keep a real-time pulse on changing
customer preferences
Traditional customer insights techniques, such as
surveys, often have an 18- to 24-day lag between
launch and results readout. At a time when
conditions can change from hour to hour, that
can be far too long to deliver useful perspective.
Companies should look to quick and novel ways to
keep a pulse on consumer sentiment. In Italy alone,
Facebook has seen a 40 to 50 percent increase in
usage since the crisis began. A surge in online usage
now underway offers opportunity to tap into insights
from social media to rapidly understand consumer
sentiment and develop new ideas. One Chinese
rental car company established a team focused on
monitoring social media to identify real-time trends.
Exhibit 2
Adapting customer experience to the time of the coronavirus
Exhibit 2 of 2
Focusing on customer experience is a winning strategy in recession.
Total returns to shareholders of customer experience leaders and laggards,1
% by quarter
1
Comparison of total returns to shareholders for publicly traded companies ranking in the top 10 or bottom 10 of Forrester’s Customer
Experience Performance Index in 2007–09.
Source: Forrester Customer Experience Performance Index (2007–09); press search
–800
–700
–600
–500
–400
–300
–200
–100
0
100
200
300
Leaders
Laggards
higher returns for shareholders over 2007-09
recession from customer experience leaders
3×
2007 2008 2009 2010
6 Adapting customer experience in the time of coronavirus
42. Managing through crisis and
preparing for the post-outbreak era
A CHEAT SHEET FOR LEADERS
Without question, 2020 will test your leadership and the ability of
your organisation to operate in the face of ambiguity. This cheat
sheet is a practical guide to help you work through what that means
for you and your people.
2020: a year of two halves
It is impossible to do well in any cycle without
thinking about and planning for the next one.
You are most likely grappling with two equally
important factors – keeping employees and
their families safe, and ensuring business
continuity and survival.
Eventually, the pandemic will end. And when it
does, you need to be ready – for a resurgence
in customer demand, and very different ways
of working.
.
Leadership: now is the time for
adaptive leaders
Right now, it’s time for calm, inclusive
leadership. In times of crisis, people depend on
leaders to provide clarity and hope.
Over-communicate – Drive a sense of
collective purpose and optimism. Stay
connected via video updates and social
channels. And be honest and genuine: it’s OK
to admit you don’t know all the answers.
Be prepared to make hard decisions –
Sometimes there are no easy solutions. Be
clear, compassionate and upfront – now is not
the time for mixed messages.
Re-frame this challenge – Can you use a down
cycle as an opportunity to grow? You may now
have time to implement major initiatives, or
pivot to meet shifts in customer demand.
“Don’t retract. Many healthy organisations are
taking this time to set themselves up for a big
move.” Tim Wiseman, Korn Ferry Client Partner
Once you start to see signs of recovery, make
up for lost time and take advantage of the
pent-up demand in the global economy. Get
ready to set the pace, and build a sense of
positive momentum.
What leaders need to consider now:
Leadership:
Now is the time for adaptive leaders
Corporate Culture:
Making the case for change
Employee Engagement:
From emergency response to greater
resilience
Performance and rewards:
Re-thinking plans through times of crisis
43. Culture: making the case for change
How well can your people and systems operate
under unanticipated pressure? Disruptive
change can be a catalyst for a shift in culture
– so if that is a leadership priority, now is your
moment.
“A left field event like this will result in people
asking ‘what can we do better?’ Solving
major supply chain, customer demand or
employee safety challenges starts with your
organisation’s DNA.”
Sharad Vishvanath, Korn Ferry Client Partner
Culture change needs to begin at the top:
when you change your behaviours, teams will
follow.
Address any weak points – Prioritise the
dimensions of culture for your industry. It
might be agility in collaboration, or a long-term
horizon to manage risk.
Build capabilities quickly – How can you help
your team adjust to these new behaviours?
Do you need to bring in people with different
values or mindsets?
Create centres of excellence – Remote and
dispersed teams still need guiderails. Make
sure your organisation’s processes and systems
support your culture shift.
Engagement: from emergency
response to greater resilience
Organisations that get employee engagement
right today will have a better chance of
ensuring business continuity in the short-
term – and retaining talent once the crisis has
passed.
“People want clear guidelines – they need to
know the organisation is taking precautions to
safeguard their wellbeing.”
Jingqi Li, Korn Ferry Senior Principal
Prioritise duty of care – Set up an emergency
response team to co-ordinate external
information to provide clear guidelines.
Internally monitor and record every case of
the illness.
Be a visible, inclusive leader – Convey
confidence and reassurance. Act quickly on
employee feedback, and have many lines of
communication open – from pulse surveys to
virtual town halls.
Equip people to work remotely – Give
them the right tools to share ideas and stay
connected, and lead through example. Use any
downtime wisely by providing remote learning
and development opportunities.
Performance and rewards: re-thinking
plans through times of crisis
In uncertain times, transparent and consistent
performance management plans and rewards
are more important than ever. Avoid making
rash, short-term decisions that could lead to
future retention challenges.
“As much as economically possible, I would
suggest riding out the storm. Supporting staff
now will win hearts and minds for a long time.”
Trevor Warden, Korm Ferry Client Partner
Split the year in two – Set collective
performance targets to see the organisation
through this first half, and avoid irrational
goals. Return to an individual scorecard
approach once the crisis has passed.
Differentiate performance – Recognise those
who were doing a great job before the crisis,
and manage their rewards and performance
differently – or you’ll risk losing them later.
Look for alternatives to lay-offs – Ask for
volunteers for reduced hours, reduced pay
for those above a certain salary bracket, or
taking paid or unpaid leave. You could cover a
percentage of a high-performer’s salary while
freezing their role.
Visit our website for more practical
advise on managing through crisis:
kornferry.com/challenges/coronavirus