The purpose of the Organisational Sustainability slide show is to present a way organisations, both private and public sector, can :
a) Improve theirs and others sustainability, and in doing so also
b) Show how their progress can be measured in economic, community, and environmental terms .
Business and sustainability: Understanding what being sustainable means, how to be aware of greenwash, and changes that every business should implement.
This Research Spotlight provides a summary of the academic literature on environmental, social, and governance (ESG) activities including:
• The relation between ESG activities and firm value
• The impact of environmental and social engagements on firm performance
• The market reaction to ESG events
• The relation between ESG and agency problems
• The performance of socially responsible investment (SRI) funds
This Research Spotlight expands upon issues introduced in the Quick Guide “Investors and Activism”.
In a nutshell, sustainable development is about making business decisions that protect the environment and provide economic development.
This presentation outlines how sustainable development and strategies can be put into place and help businesses, as well as delving into 'CSR' (corporate social responsibility).
Business and sustainability: Understanding what being sustainable means, how to be aware of greenwash, and changes that every business should implement.
This Research Spotlight provides a summary of the academic literature on environmental, social, and governance (ESG) activities including:
• The relation between ESG activities and firm value
• The impact of environmental and social engagements on firm performance
• The market reaction to ESG events
• The relation between ESG and agency problems
• The performance of socially responsible investment (SRI) funds
This Research Spotlight expands upon issues introduced in the Quick Guide “Investors and Activism”.
In a nutshell, sustainable development is about making business decisions that protect the environment and provide economic development.
This presentation outlines how sustainable development and strategies can be put into place and help businesses, as well as delving into 'CSR' (corporate social responsibility).
Presentation defines Sustainability, Sustainability Management, and presents some basic tools the Sustainability Professional can use to design and implement a Sustainability strategy.
ESG is best characterized as a framework that helps stakeholders understand how an organization is managing risks and opportunities related to environmental, social, and governance criteria.
Corporate Social Responsibility (CSR) is about how companies manage their business processes to produce an overall positive impact on society. It covers sustainability, social impact and ethics on business interests and objectives. This presentation also gives a balancing view of the commercial interests of businesses and social & environmental obligations of a business enterprise.
The ISO 26000 standard defines CSR as:
an organization's responsibility for the impacts of its decisions and activities on society and the environment, through transparent and ethical behavior that:
- contributes to Sustainable Development, including health and the welfare of society;
- takes into account the expectations of stakeholders;
- is in compliance with applicable law and consistent with international norms of behavior;
- and is integrated throughout the organization and implemented in its relations.
The 6 core subjects listed by ISO 26000 are:
1. Human rights
2. Labor practices
3. The environment
4. Fair operating practices
5. Consumer issues
6. Community involvement and development
The presentation covers all aspects of CSR and provide adequate guidance on the principles and practices of CSR.
As managing ESG and sustainability issues have become mainstream business practice, there is no doubt in the minds of corporate leaders that ESG/sustainability issues should be a top priority agenda in boardrooms. However, it is still challenging to integrate ESG/sustainability considerations fully into business practices due to the difference between short-term financial goals and longer-term ESG/sustainability performance. Thus, top executives usually give weight to the shorter-term financial metrics when trade-offs between financial and ESG/sustainability performance come into focus. How can companies achieve short-term profits and ESG/sustainability goals at the same time?
Agenda
ESG/Sustainability Imperative v. Conundrum
Stakeholder Capitalism v. Purpose
Sustainable Economic GrowthValue Innovation for Sustainable Economic Growth
Business Model Innovation for Profitable and Sustainable Business
Sustainability Balanced Scorecard for TBL
Industry/Business Specific Cases
These slides discusses on the environmental, social and governance (ESG) factors for responsible investment. It briefly covers the ongoing crisis our world economy is dealing with today, which adversely affects business owners and investors alike.
A business lens on the Sustainable Development Goalsfveglio
The Sustainable Development Goals (SDGs) represent an ambitious and transformative agenda. They provide companies with a powerful framework to translate global needs and ambitions into business solutions.
Businesses that take an active role in leading this transformation and position the SDGs as a strategic lens at the core of their operations will ultimately be better placed to unlock market opportunities, manage emerging risks, and consolidate an enduring license to operate on the road to 2030.
This presentation by Filippo Veglio of the World Business Council for Sustainable Development (WBCSD), delivered in Stockholm on 27 November 2018, lays out the Council's perspectives on the key business implications of the SDGs – taking a lens of risk, opportunities, governance & transparency, and collaboration.
Managing Risk for Sustainable Business by Dr David HillsonPMIUKChapter
Everyone agrees that “Sustainability is A Good Thing”, reinforced by the UN Sustainable Development Goals, the current emphasis on climate change, and the drive for green business. But our ability to achieve sustainability is uncertain, which has led to the development of Sustainability Risk Management (SRM).
If SRM is to be more than a label or the latest management fad, we need practical guidelines. In this keynote presentation, David Hillson describes a proven framework for SRM, based on the Five Capitals for Sustainability. Discover how a structured vulnerability assessment can be combined with the standard risk process to deliver sustainable projects, green businesses, and a better future for us all.
Managing Risk for Sustainability by Dr David HillsonPMIUKChapter
Everyone agrees that “Sustainability is A Good Thing”, reinforced by the UN Sustainable Development Goals, the current emphasis on climate change, and the drive for green business. But our ability to achieve sustainability is uncertain, which has led to the development of Sustainability Risk Management (SRM)..
If SRM is to be more than a label or the latest management fad, we need practical guidelines. In this keynote presentation, David Hillson describes a proven framework for SRM, based on the Five Capitals for Sustainability. Discover how a structured vulnerability assessment can be combined with the standard risk process to deliver sustainable projects, green businesses, and a better future for us all.
Presentation defines Sustainability, Sustainability Management, and presents some basic tools the Sustainability Professional can use to design and implement a Sustainability strategy.
ESG is best characterized as a framework that helps stakeholders understand how an organization is managing risks and opportunities related to environmental, social, and governance criteria.
Corporate Social Responsibility (CSR) is about how companies manage their business processes to produce an overall positive impact on society. It covers sustainability, social impact and ethics on business interests and objectives. This presentation also gives a balancing view of the commercial interests of businesses and social & environmental obligations of a business enterprise.
The ISO 26000 standard defines CSR as:
an organization's responsibility for the impacts of its decisions and activities on society and the environment, through transparent and ethical behavior that:
- contributes to Sustainable Development, including health and the welfare of society;
- takes into account the expectations of stakeholders;
- is in compliance with applicable law and consistent with international norms of behavior;
- and is integrated throughout the organization and implemented in its relations.
The 6 core subjects listed by ISO 26000 are:
1. Human rights
2. Labor practices
3. The environment
4. Fair operating practices
5. Consumer issues
6. Community involvement and development
The presentation covers all aspects of CSR and provide adequate guidance on the principles and practices of CSR.
As managing ESG and sustainability issues have become mainstream business practice, there is no doubt in the minds of corporate leaders that ESG/sustainability issues should be a top priority agenda in boardrooms. However, it is still challenging to integrate ESG/sustainability considerations fully into business practices due to the difference between short-term financial goals and longer-term ESG/sustainability performance. Thus, top executives usually give weight to the shorter-term financial metrics when trade-offs between financial and ESG/sustainability performance come into focus. How can companies achieve short-term profits and ESG/sustainability goals at the same time?
Agenda
ESG/Sustainability Imperative v. Conundrum
Stakeholder Capitalism v. Purpose
Sustainable Economic GrowthValue Innovation for Sustainable Economic Growth
Business Model Innovation for Profitable and Sustainable Business
Sustainability Balanced Scorecard for TBL
Industry/Business Specific Cases
These slides discusses on the environmental, social and governance (ESG) factors for responsible investment. It briefly covers the ongoing crisis our world economy is dealing with today, which adversely affects business owners and investors alike.
A business lens on the Sustainable Development Goalsfveglio
The Sustainable Development Goals (SDGs) represent an ambitious and transformative agenda. They provide companies with a powerful framework to translate global needs and ambitions into business solutions.
Businesses that take an active role in leading this transformation and position the SDGs as a strategic lens at the core of their operations will ultimately be better placed to unlock market opportunities, manage emerging risks, and consolidate an enduring license to operate on the road to 2030.
This presentation by Filippo Veglio of the World Business Council for Sustainable Development (WBCSD), delivered in Stockholm on 27 November 2018, lays out the Council's perspectives on the key business implications of the SDGs – taking a lens of risk, opportunities, governance & transparency, and collaboration.
Managing Risk for Sustainable Business by Dr David HillsonPMIUKChapter
Everyone agrees that “Sustainability is A Good Thing”, reinforced by the UN Sustainable Development Goals, the current emphasis on climate change, and the drive for green business. But our ability to achieve sustainability is uncertain, which has led to the development of Sustainability Risk Management (SRM).
If SRM is to be more than a label or the latest management fad, we need practical guidelines. In this keynote presentation, David Hillson describes a proven framework for SRM, based on the Five Capitals for Sustainability. Discover how a structured vulnerability assessment can be combined with the standard risk process to deliver sustainable projects, green businesses, and a better future for us all.
Managing Risk for Sustainability by Dr David HillsonPMIUKChapter
Everyone agrees that “Sustainability is A Good Thing”, reinforced by the UN Sustainable Development Goals, the current emphasis on climate change, and the drive for green business. But our ability to achieve sustainability is uncertain, which has led to the development of Sustainability Risk Management (SRM)..
If SRM is to be more than a label or the latest management fad, we need practical guidelines. In this keynote presentation, David Hillson describes a proven framework for SRM, based on the Five Capitals for Sustainability. Discover how a structured vulnerability assessment can be combined with the standard risk process to deliver sustainable projects, green businesses, and a better future for us all.
Recently, I put together a white paper about "Sustainability: A Strategic and Tactical Approach to Succeed in the Interdependent World" and thought that you may like to read it. The awareness of "Green" or "Sustainability" issues has led to a fundamental shift in addressing environmental and social issues. Businesses are responding to this shift not only for environmental and social reasons but also for a very good economic reason: customers are demanding the shift. According to Deloitte, a survey shows that Green is becoming a "tiebreaker" in shopping decisions.
This white paper includes definition of Sustainability and its benefits, followed by what it means for business strategy and a very holistic approach to achieve Sustainability.
Communicating sustainability—context and practiceUbiquus
Anuradha Altekar, Head Brand Transformation and Sustainability Strategy, Ubiquus, made this presentation to graduate students of industrial safety and environment management, National Institute of Industrial Engineering (Nitie), Mumbai, on 18 October 2012.
Guide to Human Activity System (HAS) MappingDavid Alman
The Guide to Human Activity System (HAS) Mapping is a summary that explains what a HAS Map is; how to develop a HAS Map as a flow map to assess a problem situation; how to review conflicting issues, and how to develop an improved HAS Map to address the problem situation.
Complex Adaptive Network Systems (CANS) draft 2David Alman
A Complex Adaptive Network System (CANS) is a social network system that is decentralised and can evolve to achieve its goals (or purposes), based on its own narratives; a set of evolved rules; and these are related to a history of past circumstances. CANS respond to their environment and themselves be “nested” within other network systems such as group; groups within an organisation; a group that strategically plans projects related to other network systems such as markets, or communities, or environmental ecosystems. Each are forms of interrelated and interacting system networks.
Capability and organizational health v1 pdfDavid Alman
Capability is increasingly important to organizations, relevant to how employees’ carry out their roles; to improving productivity; and to organisations achieving sought after goals.
Capability refers to the ability to act quickly, effectively, and innovatively to a changing environment and customer needs. Without the application of capability, employees demonstrate limited performance, processes are inefficient, and organizations do not deliver what they should or could.
Capability is central to Organizational Health to improve organizational performance, and satisfy employee and customer needs
Using systems thinking to improve organisationsDavid Alman
Systems Thinking has been described as an approach to problem solving where "problems" are viewed as symptoms of an underlying system. If the underlying cause of a system problem is not addressed, problems can repeat and grow and cause unexpected consequences. This blog introduces a System Thinking Maturity Model, an ST Maturity Model, to help assess the underlying cause of problems and select a Systems Thinking Approach to resolve them.
This is about using user experiences at points of interaction –touchpoints- to understand how to achieve better outcomes from:
> Services to customers, patients, community groups;
> Roles (either job or team/group) carried out;
> Employee competence within a role;
> Employee well-being: Health & safety, and satisfaction.
While these are widely different areas, we can improve the way organisations perform and provide services to users through the use of Touchpoint Value Mapping.
The purpose of Open Surveys is to help understand and improve the effectiveness of an organisational change or some aspect of organisational performance based on respondent comments.
Open Surveys and their analysis are based on, and developed from, respondents’ thoughts and feelings expressed in their own words. • In an Open Survey respondents answer a few questions in detail by expressing themselves in their own words. Responses are grouped into categories, and from these categories broader patterns are built showing how comments are linked. Such patterns are, or can be fitted together, into a model covering and representing the collective views of respondents.
Organisational productivity is about assessing and improving the efficiency and effectiveness of public and private sector organisations. Four productivity models are explained and linked to a wide range of productivity improvement methodologies.
Systems are deeply embedded in the way an organisation manages health and safety (H&S). Over the last century there are recognizable shifts in the approaches taken toward H&S systems. Four Health and Safety System Approaches are identified and covered showing how the perspective taken by each of H&S and related accident analysis differ. These Health and Safety System Approaches are not substitutable options, rather they can be viewed as progressively adding to ways in which H&S is improved by organisations, in a sense reflecting a progression in the level of maturity of organisational H&S. The multi-level perspectives reflected in Health & Safety System Approaches can be similarly reflected in the law of tort and in Commissions of Inquiry into H&S failures.
Human Activity System (HAS) Maps visually illustrate and capture the “flow” of causes and outcomes in a problem situation.
In HAS Mapping a problem situation is viewed as occurring within a “system”, a Human Activity System (HAS), where the “system” allows a problem situation’s causes and effects to be identified and shaped into a causal relationship flow map, so underlying issues and their interrelationships can be better recognised and addressed.
The flow of causes to outcomes within a problem situation can be developed, for example, based on using, for example, “but-for” analysis (i.e. “but for an act or omission of X, Y would not have occurred”), and “Why- Because” analysis.
HAS Maps are versatile and can be applied to investigating, assessing, and addressing a wide range of problem situations.
Multilevel System Analysis - An Introduction to Systems Thinking David Alman
With the myriad of problem situations organisations face and the wide range of options in techniques, methodologies, and models available, how do we select a “best fit” between a problem situation and a means to its solution?
The purpose of this paper is to explain Multilevel System Analysis (MSA) as an introduction to Systems Thinking, and a means to match problem situations with Systems Thinking methodologies and models for their resolution.
Conflict analysis using an organizational justice model.v1David Alman
This paper relates to applying conflict analysis and diagnostic models to grievance and complaint processes. Conflict analysis is critical in achieving successful outcomes within an organization’s grievance or complaint process, and involves two steps: Diagnosing the conflict; and then developing a program to fit and address the conflict.
Conflict models are an effective way of diagnosing conflict, and an Organizational Justice Model is used to example their application within an organisational setting.
Organizational Health refers to an organization’s ability to achieve its goals based on an environment that seeks to improve organizational performance and support employee well-being. While these two perspectives are very different, a nexus between them means issues in one affect the other.
Improving organizational performance involves applying a systems thinking approach at organization, process, and role levels, and supporting employee well-being involves addressing both employee satisfaction and employee health (physical, mental, and social). Organizational health and employee well-being audits provide the means whereby an organization can continuously learn how to improve itself.
Productivity is about adding value to outcomes achieved and in the way work is done. Productivity can be measured in terms of Cost and Benefit
through both tangible and intangible measures. The concept of productivity continues to evolve and is relevant to all forms of organisation, whether in the public or private sector, or NGO.
There are also a wide range of productivity methods available to add value at the:
Organisational Level
Process Level, and
Role Level
Because Proventive Solutions uses a Human Activity System (HAS) as the foundation for all its productivity methodologies, these productivity methodologies go beyond a focus on "hard" system activities to include "soft" social interactions that also affect the value of what is done and outcomes.
Workplace stress can be identified and addressed through a Stress Risk Management Audit, sometimes referred to as a Stress Risk Management Assessment. In a number of Australian States, and in the UK through the Safety Executive (UK), workplace stress risk factors have been identified and considered in a risk assessment process. This powerpoint is intended to fit into recommended practices rather be considered as an alternative. It also aligns with other Organisational Health methodologies, such as the Organisational Health Audit and Complaints Management, by using an underlying Human Activity System model. This allows for the identification stress risk factors to be identified when addressing other workplace issues.
Organisational Health Audits assess through a collaborative process ways organisational and employee performance and well-being can be improved based on Human Activity System (HAS) criteria.
The approach taken recognizes that organisational performance and employee well-being are interconnected, and uses a Human Activity Systems (HAS) model to identify interdependent and interacting factors.
Kubernetes & AI - Beauty and the Beast !?! @KCD Istanbul 2024Tobias Schneck
As AI technology is pushing into IT I was wondering myself, as an “infrastructure container kubernetes guy”, how get this fancy AI technology get managed from an infrastructure operational view? Is it possible to apply our lovely cloud native principals as well? What benefit’s both technologies could bring to each other?
Let me take this questions and provide you a short journey through existing deployment models and use cases for AI software. On practical examples, we discuss what cloud/on-premise strategy we may need for applying it to our own infrastructure to get it to work from an enterprise perspective. I want to give an overview about infrastructure requirements and technologies, what could be beneficial or limiting your AI use cases in an enterprise environment. An interactive Demo will give you some insides, what approaches I got already working for real.
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
JMeter webinar - integration with InfluxDB and GrafanaRTTS
Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overview
-------------------------------------------
During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
- Which features are provided by Grafana?
- Demonstration of InfluxDB and Grafana using a practice web application
To view the webinar recording, go to:
https://www.rttsweb.com/jmeter-integration-webinar
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
"Impact of front-end architecture on development cost", Viktor TurskyiFwdays
I have heard many times that architecture is not important for the front-end. Also, many times I have seen how developers implement features on the front-end just following the standard rules for a framework and think that this is enough to successfully launch the project, and then the project fails. How to prevent this and what approach to choose? I have launched dozens of complex projects and during the talk we will analyze which approaches have worked for me and which have not.
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...
Organisational Sustainability
1. Organisational Sustainability
Purpose 2.What do we mean
by sustainability?
1. Business is 3. A Sustainability
destroying the world Maturity Model
4. Example of “maturing”
Organisational Sustainability 5. Planning to make
it happen Networking
6. A Sustainability
& References
Maturity Rating System
Version 5
2. Purpose
The purpose of Organisational Sustainability is:
To describe a way organisations, both private and public sector, can :
a) Improve theirs and others sustainability, and in doing so also
b) Show how their progress can be measured in economic, community, and
environmental terms .
Main Headings:
1. “Business is destroying the world”
2. What do we mean by sustainability?
3. A Sustainability “Maturity” model
4. Example of “maturing” Organisational Sustainability
5. Planning to make it happen
6. How to assess Governments & Industries Sustainability Maturity
Copyright David Alman 2011
3. 1. Business is destroying the world
“Business is destroying the world”: What are you doing about it?
Quote from The ecology of commerce by Paul Hawken
Copyright David Alman 2011
4. 1. Business is destroying the world
Basically, environmental and social costs are growing faster than the benefits
of economic growth, making us poorer not richer.*
Population
explosion
Famine & growing
regional conflict /
Unlimited terrorism /refugees Civilisation
Economic in danger
Growth Depletion of
biosphere & mineral
resources
Green house
effects
*Rephrasing of a quote by Herman Daly, Senior Economist , World Bank (1988-1994) in The Consumption Dilemma.
Report by Deloitte Touch Tohmatsu and the World Economic forum. January 2011
Copyright David Alman 2011
5. 1. Business is destroying the world
Actually it is more
like this (too much
for one slide!)
Slide 1 with 12 supporting
slides from
“Interconnectness of world
problems” by Fritjof Capra
Copyright David Alman 2011
6. 1. Business is destroying the world
But there are businesses that are
working on changing from wasteful
and destructive practices to restorative
practices, cutting costs and finding
competitive advantage.
The way to becoming a Sustainable
Organisation is difficult and involves
changes to mindsets and innovation.
The Interface Model from Mid- Course Correction by Ray Anderson
Copyright David Alman 2011
7. 2. What do we mean by Sustainability?
2.1 Sustainability defined
2.2 Translating sustainability into organisational terms
2.3 Brief explanation of organisational sustainability terms
2.4 Internal & External Sustainability issues and costs
Copyright David Alman 2011
8. 2. What do we mean by Sustainability?
2.1 Sustainability Defined:
Organisational Sustainability
An Organisation’s ability to achieve its goals and increase long-term stakeholder
value by integrating economic, environmental and social opportunities into its
strategies.
Adapted from “Symposium on Sustainability – Profiles in Leadership,” NYC, Oct. 2001.
UN Based Definition
Meeting the present generation’s needs in ways that are not only economically
viable, environmentally sound and socially equitable but will also allow future
generations to do the same .
Based on an explanation in the Brundtland Report “Our Common Future” United Nations World
Commission on Environment and Development, 1987
Copyright David Alman 2011
9. 2. What do we mean by Sustainability?
2.2 Translating Sustainability into Organisational terms
Developing Organisational Sustainability means shifting from a single - “thin” one
dimension – to a “thick” three dimension - approach, and recognising each dimension
also affects the other in achieving sustainable value.
Thick Value
To achieve social, environmental, and
economic (SEE) sustainability by optimising
the value of resources and outcomes value
Thin Value to stakeholders (Organisational Health).
To achieve organisational sustainability
by minimising waste in the use of
resources (inputs) and optimising
the value of services/products (outputs)
(Financial Health).
“Thin” & “Thick” Value are terms coined by Umair Haque in The New Capitalist Manifesto
Copyright David Alman 2011
10. 2. What do we mean by Sustainability?
2.2 Translating Sustainability into Organisational terms
Sustainability Terms Internal Organisational terms
Social Well-being
Environment Economic Resources Productivity
Copyright David Alman 2011
11. 2. What do we mean by Sustainability?
2.3 Brief explanation of Organisational Sustainability terms: Productivity
Copyright David Alman 2011
12. 2. What do we mean by Sustainability?
2.3 Brief explanation of Organisational Sustainability terms: Resources.
Energy & Materials Usage. Diagram below illustrates changes in materials usage.
Figure 4 from World Economic Forum report Redesigning business value: A roadmap for sustainable consumption
Copyright David Alman 2011
13. 2. What do we mean by Sustainability?
2.3 Brief explanation of Organisational Sustainability terms: Well-being
1. Well- being covers: Employee Satisfaction
Cost of disengagement in 2007 in Australia is estimated as $42.1 billion
(Ref: Gallop Q12 Employee Engagement Poll 2008 Results)
2. Well-being covers: Employee Health
The World Health Organisation (WHO) and International Labour Organisation (ILO) define the
aims of occupational health as:
The promotion and maintenance of the highest degree of physical, mental, and social well-being
of workers in all occupations by prevention of departures from health, and controlling risks.
The four elements affecting employee well-being are therefore:
Environmental factors; Physical health; Mental (psychological) health; and Social health.
Information drawn from Creating Healthy work organisations edited by Cooper & Williams
Cost of workplace stress in Australia (inc Presenteeism and Absenteeism) $14.81 billion a year
(Ref: The cost of workplace stress in Australia. August 2008. Medibank Private).
Economic cost of work related injury and illness in 2005-6 in Australia was $57.5 billion
(Ref Australian Safety and Compensation Council quoted by Safe to Work)
Copyright David Alman 2011
14. 2. What do we mean by Sustainability?
2.4 Internal & External Sustainability Issues
Internal Organisational Issues External Stakeholder Issues
Productivity Economic progress
(efficiency &
effectiveness)
Sustainability Resources (Energy Environmental
and materials protection, restoration,
usage/waste) & regeneration
Employee
(Wellbeing) Community well-being
Copyright David Alman 2011
15. 2. What do we mean by Sustainability?
2.4 Internal & External Sustainability Costs External Stakeholder Costs
Internal Organisational costs Product/service waste causing health
& environment impacts e.g. diabetes,
Productivity cancer, heart disease. Higher Taxes to
inefficiency (waste cover community costs.
time)
“Clean up” of environmental damage,
Sustainability Resources (Energy & non-renewable/finite resource over
material waste) usage (water, natural resource & fossil
fuel usage): Regulation and Penalty
charges.
Employee
(incompetence, Education costs, medical costs, family
injury inc stress) and community costs. Higher taxes to
cover welfare and unemployment
costs.
Copyright David Alman 2011
16. 3. A Sustainability “Maturity” Model
3.1 A Sustainability “Maturity” model – 4 Levels
3.2 Level 1 Foundation
3.3 Level 2 Rebuilding
3.4 Level 3 New value chains
3.5 Level 4 Balanced systems
Adapted from the World Economic Forum Report Redesigning Business Value: A Roadmap for Sustainable Consumption
Copyright David Alman 2011
17. 3. A Sustainability “Maturity” Model
3.1 A Sustainability “Maturity” model – 4 Levels
Level 1. Foundation: Sustainability Reports available. Demonstrated
mindsets, statements, and plans
The first step is toLevel upRebuilding: Breakthrough innovative improvements.
firm 2. the foundation, as the current leading business practices of today
Organisations integrate sustainability across all operations. Viable new
operating and business models developed.
Level 3. New value chains: Zero waste and no harm performance.
Integrating sustainability across entire value chains to achieve “no harm”
and zero net waste.
Level 4. Balanced systems: Stakeholder driven sustainability. In which
innovation drives sustainable value chains and value is redefined for all
stakeholders as partners.
Adapted from the World Economic Forum Report Redesigning Business Value: A Roadmap for Sustainable Consumption
Copyright David Alman 2011
18. 3. A Sustainability “Maturity” Model
3.2 Sustainability “Maturity” model – Level 1 Foundation
Level 1. Foundation: Sustainability Reports available. Demonstrated
mindsets, statements, and plans to support continuous improvements in
sustainability.
The first step is to firm up the foundation, leadership mindset business practices of today
Challenges: Developing a as the current leading
Awareness at all levels
Sustainable strategy planning
Organisational (public & private sector) inertia
Enablers: Employee engagement
Stakeholder dialogue
Internal measurement & reporting of non-financial information
(e.g. Sustainable Balanced Scorecard)
Adapted from the World Economic Forum Report Redesigning Business Value: A Roadmap for Sustainable Consumption
Copyright David Alman 2011
19. 3. A Sustainability “Maturity” Model
3.3 Sustainability “Maturity” model – Level 2 Rebuilding
Level 2. Rebuilding: Breakthrough innovative improvements. Organisations
integrate sustainability across all operations.
Viable new operating and business models developed.
The first step is Challenges: Integrating sustainability intoleading businessorganisation today
to firm up the foundation, as the current all levels of the practices of
Trialling innovative new models
Collaborative organisational change
Value chain changes
Enablers: Internal trust
“Deep smarts” in knowledge and knowhow
Cross industry & government reporting & transparent measurement
Consumer/citizen engagement
Employees enabled & empowered
Adapted from the World Economic Forum Report Redesigning Business Value: A Roadmap for Sustainable Consumption
Copyright David Alman 2011
20. 3. A Sustainability “Maturity” Model
3.4 Sustainability “Maturity” model – Level 3 New Value Chains
Level 3. New value chains: Zero waste and no harm performance.
Integrating sustainability across entire value chains to achieve “no harm”
and zero net waste”.
Challenges: Sustainably integrated across value chains
Towards zero net waste & “no harm”
Major shifts to new models
Refocus value towards all stakeholders
Enablers: Industry & government collaboration
External trust through transparency
Markets/policies
Sustainability literate citizens
Co-opetition platforms
Adapted from the World Economic Forum Report Redesigning Business Value: A Roadmap for Sustainable Consumption
Copyright David Alman 2011
21. 3. A Sustainability “Maturity” Model
3.5 Sustainability “Maturity” model – Level 4 Balanced Systems
Level 4. Balanced systems: Stakeholder driven sustainability. In which
innovation drives sustainable value chains, and value is redefined for all
stakeholders as partners.
The first step is toChallenges: Continuous value chain innovation business practices of today
firm up the foundation, as the current leading
Closed value loops, zero waste, “no harm”
Sustainable enriched communities & lifestyles
Enablers: Societal collaboration
Governance
Regulation
Eco-system replication & regeneration
Business/government consensus and partnership
True cost of resources reflected in resource value.
Adapted from the World Economic Forum Report Redesigning Business Value: A Roadmap for Sustainable Consumption
Copyright David Alman 2011
22. 4. Example of “maturing” Organisational
Sustainability
4.1 Organisational Sustainability Maturity Model
4.2 Organisational Sustainability Maturity Model Level 1. Foundation
4.3 Organisational Sustainability Maturity Model Level 2. Rebuilding
4.4 Organisational Sustainability Maturity Model Level 3. New Value Chains
4.5 Organisational Sustainability Maturity Model Level 4. Balanced Systems
Copyright David Alman 2011
23. 4. Example of “maturing” Organisational
Sustainability
4.1 Organisational Sustainability Maturity Model: Concepts
1. Sustainability “Maturity” Levels 3. Sustainability Factors (colour Coded)
Level 1. Foundation: Sustainability Reports available Internal External
Level 2. Rebuilding: Breakthrough innovative improvements
Productivity: Shareholder
Outcome dialogue
Level 3. New value chains: Zero waste and no harm Differentiation
Level 4. Balanced systems: Stakeholder driven sustainability Productivity: Natural
Waste
2. Organisational Performance model efficiency
Environment
Economic Sustainability
Resources Resources:
e.g. waste & Supplier
emissions dialogue
Waste reduction Value adding reduction
Employee Community
well-being well-being
Environmental & Social Sustainability
Copyright David Alman 2011
24. 4. Example of “maturing” Organisational
Sustainability
4.1 Organisational Sustainability Maturity Model
Economic Sustainability
Productivity: Productivity: Shareholder
Waste efficiency Outcome dialogue
e.g. process & Differentiation
network efficiency value e.g. customer
Natural
value
Environment
Waste reduction Value adding
Community
Resources: Resources Employee well-being
Supplier dialogue e.g. waste & well-being
emissions reduction e.g. health
(physical, mental,
and social)
Environmental & Social Sustainability
Copyright David Alman 2011
25. 4. Example of “maturing” Organisational
Sustainability
4.2 Organisational Sustainability Maturity Model Level 1. Foundation
Economic Sustainability
Productivity: Productivity: Shareholder
Waste efficiency Outcome dialogue:
e.g. process & Differentiation Customers/citizens,
network efficiency value e.g. Shareholders
Customer/ citizen
value
Waste reduction Value adding
Resources:
Supplier dialogue Employee
Resources
on value chains well-being
e.g. waste &
emissions reduction e.g. Employee
engagement
Environmental & Social Sustainability
Copyright David Alman 2011
26. 4. Example of “maturing” Organisational
Sustainability
4.3 Application of Sustainability Maturity Model Level 2. Rebuilding
Economic Sustainability
Productivity: Productivity: Shareholder
Waste efficiency New models of dialogue: Cross
e.g. process & Differentiation industry &
network efficiency value e.g. government ;
Customer/ Citizen Consumer/citizen
value engagement
Waste reduction Value adding
Resources:
Supplier dialogue: Resources Employee
On value chain e.g. waste & well-being
change emissions reduction e.g. Employees
enabled &
empowered; use of
“Deep smarts”
Environmental & Social Sustainability
Copyright David Alman 2011
27. 4. Example of “maturing” Organisational
Sustainability
4.4 Application of Maturity Model Level 3. New Value Chains
Economic Sustainability
Shareholder dialogue:
Productivity: Industry & government collaboration;
Productivity: Major shift in models,
Waste efficiency Consumer/ citizen engagement;
refocus value onto all co-opetition platforms
e.g. process & stakeholders
network efficiency (customers/citizens, Natural Environment
shareholders, regulators, Lower service & product impact on
suppliers, environment). finite environmental resources
Waste reduction Value adding
Resources
Supplier dialogue:
Sustainability across value Resources Employee
chains e.g. Closed loops, well-being
Zero waste & e.g. “No harm”
Community well-being. emissions, “No harm” approach & equity
Reduced work related approach
health costs.
Environmental & Social Sustainability
Copyright David Alman 2011
28. 4. Example of “maturing” Organisational
Sustainability
4.5 Application of Maturity Model Level 4. Balanced Systems
Economic Sustainability
Shareholder dialogue:
Productivity: Sustainable lifestyles, consensus
Productivity: Major shifts in models,
Waste efficiency business/government partnership
refocus value onto all
e.g. process & stakeholders
network efficiency (customers/citizens, Natural Environment
shareholders, regulators, Eco system replication
suppliers, environment). & regeneration
Waste reduction Value adding
Resources Resources Employee Community well-
Supplier dialogue: e.g. Closed loops, Zero well-being being.
Continuous value waste & emissions, e.g. Enrichment & Sustainable enriched
chain innovation. “No harm” approach. social justice communities
Closed loops. True cost of resources
in valuing resources
Environmental & Social Sustainability
Copyright David Alman 2011
29. 5. Planning to make it happen
5.1 Develop a Sustainability Life Cycle Assessment
5.2 Develop a Sustainability Balanced Scorecard
Copyright David Alman 2011
30. 5. Planning to make it happen
5.1 Develop an Organisational Sustainability Life Cycle Assessment
Impact of organisation Impact in organisation Impact of organisation
Sustainability Supplier on-cost waste Process waste/value User value End Use waste
Factors
Economic • % new improvements • User complaints
• % inefficiency (non value • User satisfaction
adding time)
Environmental • % of contaminants in • Overall energy consumption • Hazards from • % recycled waste
supplies • Water usage/% recycled service/products • % toxicity of
• % of hazardous chemicals • Solid waste/% recycled • Service/product life waste
supplied • Emissions cycle length •% compostable
• % Energy used in supplies • Hazards from materials used
• Sustainability of supplies
• Environmental damage
from supplies
Social •Safety hazards (flow on) • Network value contribution • Community costs of
costs to suppliers • Competency level assessments health impacts
employees from • Employee participation levels • Community literacy
products/services provided • Staff absence costs on
• Transport costs • Conflict/complaint costs social/environmental
• Injury/stress costs issues.
Copyright David Alman 2011
31. 5. Planning to make it happen
5.2 Develop a Sustainability Balanced Scorecard – Generic Private/Public Sector Example
Financial effectiveness
Return on Capital/ Budget cost benefit
Economic
Customer/ Citizen
• Complaints.
•Service/product satisfaction
Process productivity
• % new improvements
• % inefficiency (non value adding activities)
Environmental Suppliers Process waste/value User hazards & waste
• % of contaminants in supplies • Overall energy consumption • Hazards from service/products
• % of hazardous chemicals supplied • Water usage/% recycled • Service/product life cycle
• % Energy used in supplies • Solid waste/% recycled • % recycled waste
• Sustainability of supplies • Emissions • % toxicity of waste
• Environmental damage from supplies • Hazards from materials used
Social • Safety hazard (flow on) costs to • Network value contribution • Community costs of health impacts
suppliers employees from • Competency level assessments • Community literacy on
products/services provided • Employee participation levels social/environmental issues.
• Transport costs • Staff absence costs
• Conflict/complaint costs
• Injury/stress costs
Copyright David Alman 2011
32. 6. How to assess Governments & Industries
Sustainability Maturity
6.1 Rating Government & industry Sustainability Maturity Performance.
The following Sustainable Maturity Performance Rating System examples how government
and industry are interconnected and can be assessed on their Sustainability “Maturity”.
A rating system (1 to 4) is exampled as an easy way of gauging both industry and government
agencies performance toward achieving full sustainability (Rating 4) to benefit stakeholders.
Stakeholders interested in making this kind of assessment on government(s) and industries
could include:
Individuals;
Employees and unions;
Community & community groups;
Industries and shareholders;
Government (local, state, & federal);
Media (news, talk shows);
Social media.
Copyright David Alman 2011
33. 6. How to assess Governments & Industries
Sustainability Maturity
6.1 Rating Government & industry Sustainability Maturity Performance.
Sustainability Maturity Performance Rating System*
Rating 1. Foundation: Sustainability Reports available. Demonstrated mindsets, statements, and plans (including legislation)
that support continuous improvement in organisations performing as Sustainable Organisations;
Rating 2. Rebuilding: Breakthrough innovative improvements. Organisations (including public sector agencies) demonstrate the
application of the 3 sustainability factors across all operations, and viable new ways that show “breakthrough” innovation in
improving sustainability;
Rating 3. New value: Zero waste and no harm performance. Organisations (including public sector agencies) demonstrate the
integration of the 3 sustainability factors by the achievement of “no harm” and “zero waste” practices.
Rating 4. Balanced systems: Stakeholder driven sustainability. Organisations (including public sector agencies) demonstrate
innovation is driving ongoing sustainability improvements in their systems (and those they influence/affect), and the value of what
is done is defined by stakeholders as partners.
*Adapted from the World Economic Forum Report Redesigning Business Value: A Roadmap for Sustainable Consumption.
Sustainability maturity rating is based on the three integrated sustainability factors:
Economic (productivity) e.g. Industry/public sector efficiency (minimal non valued activity – waste) and effectiveness in meeting
stakeholder needs and values.
Social (well-being) e.g. employee and community satisfaction and health & development (physical, mental, and social).
Environmental (resources) e.g. energy/material waste, restoration, and regeneration.
Copyright David Alman 2011
34. 6. How to assess Governments & Industries
Sustainability Maturity
6.1 Rating Government & industry Sustainability Maturity Performance.
Sustainability Performance indicators * that could be reported to, and rated by, stakeholders include the following:
Economic (productivity) Community
Financial value generated Proportion of locally based suppliers used
Customer satisfaction on life cycle product/service information & Proportion of senior management living in local community
labelling Development & impact of infrastructure investments & services
% of products & services subject to life cycle assessment provided for local benefit (commercial, in kind, pro bono).
Environmental impacts of products/services % of operations implemented with local engagement, impact
% of products & packaging reclaimable. assessments, and development programs.
Renewable energy based products/services Operations with potential or actual negative impacts on local
Health & safety impacts of products & services communities.
Transport impacts of products, goods, materials, & services Environmental (resources)
Social (well-being) Materials: % of recycled material used
Health & Safety Energy: Energy saved due to conservation & efficiencies
Injury rates, lost days, absenteeism Water: % & total volume recycled & re-used
Training, counselling, preventative/risk control programs. Emissions, effluents, & waste:
Number of incidents of discrimination & corrective action Greenhouse emissions by weight
Training Ozone depleting substances by weight
Hours per employee by gender & category NO, SO, and other significant emissions by type & weight
Programs for skills management & life long learning Total waste water discharged by quality & desalination
% employees receiving regular performance & career Total weight of waste & hazardous waste.
development by gender & employee category Total number and volume of spills
Remuneration Habitats affected by water discharge & run off
Rates of basic salary & remuneration by gender & employee Biodiversity:
category Impact of activities, products, services on areas of high
diversity value.
* Based on the Global Reporting Initiative (GRI). Reporting Frameworks. G 3.1 Guidelines Habitats protected or restored
Copyright David Alman 2011
35. 6. How to assess Governments & Industries
Sustainability Maturity
6.1 Rating Government & industry Sustainability Maturity Performance - Example.
Sustainability Maturity Performance Rating
Queensland State Industry operating within Legislative & Regulatory System
Government Requirements – example industries
Rating 1. Foundation: Sustainability Reports
Legislation supporting
Civil construction Mining available . Demonstrated mindsets, statements,
Organisational and plans (including legislation) that support
inc housing & Rating: 0
Sustainability continuous improvement in organisations
infrastructure performing as Sustainable Organisations;
Rating: 0 Forestry
Rating: 0
Rating: 0 Rating 2. Rebuilding: Breakthrough innovative
improvements. Organisations (including public
Health services & sector agencies) demonstrate the application of the
Queensland Fisheries
support 3 sustainability factors across all operations, and
Government Rating: 0 viable new ways that show “breakthrough”
Rating: 0
Agencies innovation in improving sustainability;
Rating: 0 Agriculture
Energy providers Rating 3. New value: Zero waste and no harm
Rating: 0 Rating: 0 performance. Organisations (including public
sector agencies) demonstrate the integration of the
3 sustainability factors by the achievement of “no
Queensland Water & effluent Hospitality & harm” and “zero waste” practices.
Local management tourism Rating 4. Balanced systems: Stakeholder driven
Governments Rating: 0 Rating: 0 sustainability. Organisations (including public
Rating: 0 sector agencies) demonstrate innovation is driving
ongoing sustainability improvements in their
Waste Management Manufacturing systems (and those they influence/affect), and the
Rating: 0 Rating: 0 value of what is done is defined by stakeholders as
Queensland Local partners.
Government
Transport Financial Services Rating System based on three integrated
By laws & Regulations sustainability factors:
Rating: 0 Rating: 0 Rating: 0 • Economic (productivity) .
• Social (well-being)
• Environmental (Resources)
Copyright David Alman 2011
36. Social Network Acknowledgements
This PowerPoint has largely grown out of a LinkedIn group discussion on Gene
Bellinger’s Systems Thinking World where Helene Finidori set up the following Thread:
UN call for revolutionary thinking and action to ensure an economic model for survival... How to make this
happen?
Warning for global suicide and time running out, Ban ki-moon called last Friday at Davos for revolutionary
thinking and action to ensure an economic model for survival. What is needed to take a global interconnected
perspective on the issues and threats our planet is facing and start action? How can this gain traction and
produce the desired effect?
“To make it happen we have to be prepared to make major changes – in our lifestyles, our economic models,
our social organization, and our political life. We have to connect the dots between climate change and what I
might call here, WEF – water, energy and food… Together, let us tear down the walls,” he declared. “The walls
between the development agenda and the climate agenda. Between business, government and civil society.
Between global security and global sustainability. It is good business – good politics – and good for society.”
In over 1250 posts (at time of writing) the discussion has ranged widely, been
informative, and supplied many references. This Power Point covers only one
perspective on a small part (Organisational Sustainability) of that much larger
discussion, now being reset into Blogs at: http://www.systemswiki.org/blog/?p=285
Copyright David Alman 2011
37. Social Network Acknowledgements
In this respect I would like to express an especial thank you to the following for their
many contributions and references as they relate to the subject area of this Power
Point (while recognising that their views are not necessarily those expressed here).
Helene Finidori
T.A. Balasubramanian
Stephen Scott Wright
Copyright David Alman 2011
38. References
Models of Sustainability
The ecology of commerce. Paul Hawken. Harper Business.
Interconnectedness of world problems. Fritjof Capra. http://bit.ly/j7qPm9
The new capitalist manifesto. Umair Haque. Harvard Business Review Press.
Capitalism at the crossroads. Stuart Hart. Wharton School publishing.
Redesigning business value. Deloitte Touch Tohmatsu & World Economic Forum. http://bit.ly/k35zyx
Developing Organisational Sustainability
Four steps to see sustainability as a strategic asset. Anton Breman. http://bit.ly/mdSXGV
Creating Sustainable Value. Hart & Milstein. http://e4sw.org/papers/Hart_Milstein.pdf
Mid-course correction toward a sustainable enterprise: The Interface model. Ray Anderson. The Peregrinzilla Press.
Productivity
The Productivity Model. Philip McGee. http://bit.ly/lMhcmj
Defining and measuring productivity in the public sector: Managerial perceptions. Linna, Pekkola, Ukko, & Melkas. http://bit.ly/iWWoMF
Organisational Productivity. David Alman. http://slidesha.re/kZuPp7
Well-being
Creating healthy work organizations. Ed. Cooper & Williams. Wiley & Sons
The Gallop Q12 – Employee Engagement- Poll 2008 Results. http://bit.ly/kOBxME
The cost of workplace stress in Australia. August 2008. Medibank Private. http://bit.ly/kVRIPi
The cost of work related injury and illness for Australian employers, workers and the community 2005-6. Safe to Work http://bit.ly/iGExb7
Workplace conflict and how business can harness it to thrive. CPP Global Human Capital Report. July 2008 http://bit.ly/lWJXST
Sustainability Measures
What is sustainable development? Kates, Parris, Leiserowitz. http://hvrd.me/jquAKT
Translating ESG into Sustainable Business Value. UNEP Finance Initiative & World Business Council for Sustainable Development. http://bit.ly/lu67WO
Global Reporting Initiative (GRI). Reporting Frameworks. G 3.1 Guidelines. http://bit.ly/mrtHfQ
Sustainability Life Cycle Assessment
The consumption dilemma. Deloitte Touche Tohmatsu & World Economic Forum. http://bit.ly/ij396T
Life cycle-based sustainability indicators for assessment of the US food system. Heller & Keoleian. http://css.snre.umich.edu/css_doc/CSS00-04.pdf
The Balanced Scorecard
The Strategy-Focused Organization. Kaplan & Norton. Harvard University Press.
Sustainable Organisation Performance. Graham Hubbard. http://bit.ly/kMwnoS
The Sustainability Balanced Scorecard. Figge, Hahn, Schaltegger, & Wagner. http://bit.ly/msctCA
Sustainability Benchmarking
Lists of the most sustainable companies. Bob Willard. bit.ly/isZ0Ku
Leadership and corporate responsibility metrics for sustainable corporate performance. Szekely & Knirsch. http://bit.ly/mrdjBs
Sustainability Futures Thinking
Systems Theory: Balancing efficiency with resilience. John Fullerton http://bit.ly/iMpkol
The New Economics Foundation http://www.neweconomics.org/
Scenarios for 2040. The Challenge Network. http://bit.ly/jqIupu
Copyright David Alman 2011
40. Want to explore or talk more?
Please feel comfortable in contacting David Alman at Proventive Solutions
A range of contact options are shown on my Contact Page at
proventivesolutions.com.au
Copyright David Alman 2011