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Organizational Survival
Double Meaning of Sustainability
Thank you for joining us today.
This webinar is brought to you by IIL a global leader in:
Project, Program and Portfolio Management
Microsoft® Project and Project Server
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Leadership and Interpersonal Skills

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What “Not” to Expect from this Webinar
A Tree-Huggers Manifesto for the Future
Another Presentation on Climate Change or Environmental
Responsibility
An Attack on Corporate Accountability
A Platform to Encourage Companies to Give Away Profits
Needlessly

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However, What you Can Expect from this
Webinar
A hard look at the critical risks facing organizations in the next
30 years

The unique aspects of the risks compared to what they were in
the past.
Based on 3 years of comprehensive research, detailed case
studies of how companies are gearing up and changing now to
deal with these future risks
The common tactical and strategic approaches to addressing
these risks.
A review of the profitability of the leaders of this
©2014 International Institute for Learning, Inc., All rights reserved.

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This Presentation is Really
About Good Business
Management

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In the Face of
Unusual Global
Challenges

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©2014 International Institute for Learning, Inc., All rights reserved.

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©2014 International Institute for Learning, Inc., All rights reserved.

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The Results were Recently Published

Gregory Balestrero

Nathalie Udo
©2014 International Institute for Learning, Inc., All rights reserved.

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So, What Are CEO’s Really Worried About?

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Water scarcity

©2014 International Institute for Learning, Inc., All rights reserved.

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Water scarcity
Climate change facing all aspects of supply and demand

©2014 International Institute for Learning, Inc., All rights reserved.

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Water scarcity
Climate change facing all aspects of supply and demand
Unexpected Transparency due to social media and a growing
emphasis and acceptance on “whistle blower” frameworks

©2014 International Institute for Learning, Inc., All rights reserved.

Intelligence, Integrity and Innovation

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Water scarcity
Climate change facing all aspects of supply and demand
Unexpected Transparency due to social media and a growing
emphasis and acceptance on “whistle blower” frameworks
Dramatically growing markets, particularly Asian, African and
Indian.

©2014 International Institute for Learning, Inc., All rights reserved.

Intelligence, Integrity and Innovation

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Water scarcity
Climate change facing all aspects of supply and demand
Unexpected Transparency due to social media and a growing
emphasis and acceptance on “whistle blower” frameworks
Dramatically growing markets, particularly Asian, African and
Indian.
Highly unstable, resilient global economy, depending more
and more on “developing” nations.

©2014 International Institute for Learning, Inc., All rights reserved.

Intelligence, Integrity and Innovation

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Water scarcity
Climate change facing all aspects of supply and demand
Unexpected Transparency due to social media and a growing
emphasis and acceptance on “whistle blower” frameworks
Dramatically growing markets, particularly Asian, African and
Indian.
Highly unstable, resilient global economy, depending more and
more on “developing” nations.
Accountability for the full supply chain, regardless of whether
an organization “owned” it or sourced it.

©2014 International Institute for Learning, Inc., All rights reserved.

Intelligence, Integrity and Innovation

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Water scarcity
Climate change facing all aspects of supply and demand
Unexpected Transparency due to social media and a growing
emphasis and acceptance on “whistle blower” frameworks
Dramatically growing markets, particularly Asian, African and
Indian.
Highly unstable, resilient global economy, depending more and
more on “developing” nations.
Accountability for the full supply chain, regardless of whether an
organization “owned” it or sourced it.
Diminishing availability of raw materials

©2014 International Institute for Learning, Inc., All rights reserved.

Intelligence, Integrity and Innovation

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Water scarcity
Climate change facing all aspects of supply and demand
Unexpected Transparency due to social media and a growing
emphasis and acceptance on “whistle blower” frameworks
Dramatically growing markets, particularly Asian, African and
Indian.
Highly unstable, resilient global economy, depending more and
more on “developing” nations.
Accountability for the full supply chain, regardless of whether an
organization “owned” it or sourced it.
Diminishing availability of raw materials

Vastly expanded accountability to a larger number of
stakeholders
©2014 International Institute for Learning, Inc., All rights reserved.

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Amazing Set of Risks!
Water scarcity
Climate change facing all aspects of supply and demand
Unexpected Transparency due to social media and a growing
emphasis and acceptance on “whistle blower” frameworks
Dramatically growing markets, particularly Asian, African and
Indian.
Highly unstable, resilient global economy, depending more and
more on “developing” nations.
Accountability for the full supply chain, regardless of whether an
organization “owned” it or sourced it.
Diminishing availability of raw materials

Vastly expanded accountability to a larger number of stakeholders
©2014 International Institute for Learning, Inc., All rights reserved.

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And So, We Conducted More Research….

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Our Research Confirmed that by 2050
9 Billion people
by 2050...60%
Increase
70% of world
population will
be living in
cities by 2050
Dominant
Growth in Asia
and the Far
East

©2014 International Institute for Learning, Inc., All rights reserved.

55% Middle
Classes by 2050

Global
Megatrends

Middle Classes in
Developing World
Bring New
Internal Markets
and Demands

Growing
Unemployment
in Educated
Youth globally

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Which Means that…
Global unrest
due to
unequal
wealth,
health, and
resources.

Insufficient
Sanitation in
Developing
Nations

Insufficient
Crop Yields to
Support Food
Demand for all
Nations

Depletion of
Many Species
of Marine and
Animal Life
Global
Warming
Causes Severe
Damage to
Global
Economy

Limited
materials to
meet
Urbanization
Demands

Limited
sustainable
communities in
developing
nations
Fresh Water
Scarcity and
Crisis Areas
Expand

©2014 International Institute for Learning, Inc., All rights reserved.

Insufficient
Production
Raw
Materials
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The Real Question: How Were the Leaders
Acting to Address These Risks

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Yes, You’re Right… We Dug Deeper…

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…And Deeper to Find the Answer

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Actions Taken by The Leaders
FULLY Integrated strategies, embracing social, environmental,
economic, and ethical (SEEE) goals and objectives

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More Actions…
FULLY Integrated strategies, embracing social, environmental,
economic, and ethical (SEEE) goals and objectives
Expanded horizons for planning and execution, from 2-3
years, to upwards of 15-30 years

©2014 International Institute for Learning, Inc., All rights reserved.

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More Actions…
FULLY Integrated strategies, embracing social, environmental,
economic, and ethical (SEEE) goals and objectives
Expanded horizons for planning and execution, from 2-3
years, to upwards of 15-30 years

Enterprise, rather than product or project, risk management

©2014 International Institute for Learning, Inc., All rights reserved.

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More Actions…
FULLY Integrated strategies, embracing social, environmental,
economic, and ethical (SEEE) goals and objectives
Expanded horizons for planning and execution, from 2-3
years, to upwards of 15-30 years

Enterprise, rather than product or project, risk management
Disruptive and Radical innovation fostered throughout the
organization

©2014 International Institute for Learning, Inc., All rights reserved.

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More Actions…
FULLY Integrated strategies, embracing social, environmental,
economic, and ethical (SEEE) goals and objectives
Expanded horizons for planning and execution, from 2-3
years, to upwards of 15-30 years

Enterprise, rather than product or project, risk management
Disruptive and Radical innovation fostered throughout the
organization
Embracing social problems in their spheres of influence and
operation.

©2014 International Institute for Learning, Inc., All rights reserved.

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More Actions…
FULLY Integrated strategies, embracing social, environmental,
economic, and ethical (SEEE) goals and objectives
Expanded horizons for planning and execution, from 2-3
years, to upwards of 15-30 years

Enterprise, rather than product or project, risk management
Disruptive and Radical innovation fostered throughout the
organization
Embracing social problems in their spheres of influence and
operation.
Creating synergetic relationships, even when they include
their competitors when necessary.
©2014 International Institute for Learning, Inc., All rights reserved.

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©2014 International Institute for Learning, Inc., All rights reserved.

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SOCIAL
BATTLING THE
AIDS EPIDEMIC

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©2014 International Institute for Learning, Inc., All rights reserved.

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SOCIAL

ENVIRONMENTAL

BATTLING THE
AIDS EPIDEMIC

SUSTAINABLE LIVING
PLAN

©2014 International Institute for Learning, Inc., All rights reserved.

Intelligence, Integrity and Innovation

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©2014 International Institute for Learning, Inc., All rights reserved.

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SOCIAL
BATTLING THE
AIDS EPIDEMIC

ECONOMIC

ENVIRONMENTAL

VALUE CHAIN
INVESTMENT

SUSTAINABLE LIVING
PLAN

©2014 International Institute for Learning, Inc., All rights reserved.

Intelligence, Integrity and Innovation

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©2014 International Institute for Learning, Inc., All rights reserved.

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SOCIAL
BATTLING THE AIDS
EPIDEMIC

ETHICAL
100% INDEPENDENT
SUPPLY CHAIN AUDIT

ENVIRONMENTAL
SUSTAINABLE LIVING
PLAN

ECONOMIC
VALUE CHAIN INVESTMENT
(5X20 INITIATIVE)

©2014 International Institute for Learning, Inc., All rights reserved.

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SOCIAL
Aligning Business
Values with those of
Individual and
Community
Stakeholders

ENVIRONMENTAL
Assuming
Responsibility for
Contributing to a
Sustainable Future

ECONOMIC

Sustainable
Future

Transformation into
a valuable
investment based
on principles of
sustainability

ETHICAL

Building Trust
w/Rigorous
Discipline of
Openness,
Transparency and
Accountability
©2014 International Institute for Learning, Inc., All rights reserved.

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Takeaway

©2014 International Institute for Learning, Inc., All rights reserved.

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©2014 International Institute for Learning, Inc., All rights reserved.

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©2014 International Institute for Learning, Inc., All rights reserved.

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750% Increase in 10 Years!

Table shows the rapid growth in investment funds incorporating environmental,
social, and governance (ESG) incorporating when deciding where to place managed
assets. Environmental issues were a factor in 551 investment vehicles, governance
was a factor in 346, and social criteria (including Sudan-avoidance policies) were
incorporated in 622 investment vehicles. Source: US SIF Foundation.

©2014 International Institute for Learning, Inc., All rights reserved.

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Figure Show Relative Share Performance for Companies with
Diverse Boards

©2014 International Institute for Learning, Inc., All rights reserved.

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Why the Shift in Investment
Value and Focus?

©2014 International Institute for Learning, Inc., All rights reserved.

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Surprisingly, it is About Sustainable Trust

©2014 International Institute for Learning, Inc., All rights reserved.

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Factors Affecting Public Trust

2103 Edelman Trust Barometer; Edelman Communications
©2014 International Institute for Learning, Inc., All rights reserved.

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Perceived Characteristics Which Indicate
Great Companies
®
(from 2013 Harris Poll RQ Summary Report)

2012 Results

2013 Results

Admire and respect

Outperforms competition

Trust the company

Admire and respect

High ethical standards

Trust the company

Outperforms competition

Plays a valuable social role

Good value for the money

Good company to work for
Good feeling about the company

2012 Global RepTrak 100: The World’s Most Reputable Companies, 19-21;

Reputation Institute
©2014 International Institute for Learning, Inc., All rights reserved.

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And, Trust Affects Buying Decisions

©2014 International Institute for Learning, Inc., All rights reserved.

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“I see no other long term choice for industry to
survive ... Each of us has a role in this
transformation. We must all learn to make peace
with the earth, not to make war on it, or we will
lose.”
Ray Anderson, Interface, Inc.

©2014 International Institute for Learning, Inc., All rights reserved.

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Questions ?

©2014 International Institute for Learning, Inc., All rights reserved.

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Organizational Survival:

Profitable Strategies for a Sustainable Future
By Gregory Balestrero and Nathalie Udo
Now Available in Hardcover Print
and eBook Formats
Purchase your copy at:
http://sustainability.iil.com/book
Enter code GBWEBINAR at checkout
for an exclusive discount
©2014 International Institute for Learning, Inc., All rights reserved.

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©2014 International Institute for Learning, Inc., All rights reserved.

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At IIL, Our Greatest Accomplishments are Yours
We invite you to get a closer look at what IIL can do for you
and your organization, by visiting www.iil.com or email
learning@iil.com and let us know how we can meet your
learning needs.

Please connect with IIL Socially:
Like us on: facebook.com/IIL.inc
Follow us: twitter.com/IILGLOBAL
Join our Discussions on LinkedIn

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Evaluations

Thank you for joining us today.
Please give us your feedback by completing our
webinar evaluation now.

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Organizational Survival: Double Meaning of Sustainability

  • 1. Organizational Survival Double Meaning of Sustainability Thank you for joining us today. This webinar is brought to you by IIL a global leader in: Project, Program and Portfolio Management Microsoft® Project and Project Server Lean Six Sigma | Business Analysis PRINCE2® | ITIL® Leadership and Interpersonal Skills ©2014 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation 1
  • 2. What “Not” to Expect from this Webinar A Tree-Huggers Manifesto for the Future Another Presentation on Climate Change or Environmental Responsibility An Attack on Corporate Accountability A Platform to Encourage Companies to Give Away Profits Needlessly ©2014 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation 2
  • 3. However, What you Can Expect from this Webinar A hard look at the critical risks facing organizations in the next 30 years The unique aspects of the risks compared to what they were in the past. Based on 3 years of comprehensive research, detailed case studies of how companies are gearing up and changing now to deal with these future risks The common tactical and strategic approaches to addressing these risks. A review of the profitability of the leaders of this ©2014 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation 3
  • 4. This Presentation is Really About Good Business Management ©2014 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation 4
  • 5. In the Face of Unusual Global Challenges ©2014 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation 5
  • 6. ©2014 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation 6
  • 7. ©2014 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation 7
  • 8. The Results were Recently Published Gregory Balestrero Nathalie Udo ©2014 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation 8
  • 9. So, What Are CEO’s Really Worried About? ©2014 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation 9
  • 10. Water scarcity ©2014 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation 10
  • 11. Water scarcity Climate change facing all aspects of supply and demand ©2014 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation 11
  • 12. Water scarcity Climate change facing all aspects of supply and demand Unexpected Transparency due to social media and a growing emphasis and acceptance on “whistle blower” frameworks ©2014 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation 12
  • 13. Water scarcity Climate change facing all aspects of supply and demand Unexpected Transparency due to social media and a growing emphasis and acceptance on “whistle blower” frameworks Dramatically growing markets, particularly Asian, African and Indian. ©2014 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation 13
  • 14. Water scarcity Climate change facing all aspects of supply and demand Unexpected Transparency due to social media and a growing emphasis and acceptance on “whistle blower” frameworks Dramatically growing markets, particularly Asian, African and Indian. Highly unstable, resilient global economy, depending more and more on “developing” nations. ©2014 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation 14
  • 15. Water scarcity Climate change facing all aspects of supply and demand Unexpected Transparency due to social media and a growing emphasis and acceptance on “whistle blower” frameworks Dramatically growing markets, particularly Asian, African and Indian. Highly unstable, resilient global economy, depending more and more on “developing” nations. Accountability for the full supply chain, regardless of whether an organization “owned” it or sourced it. ©2014 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation 15
  • 16. Water scarcity Climate change facing all aspects of supply and demand Unexpected Transparency due to social media and a growing emphasis and acceptance on “whistle blower” frameworks Dramatically growing markets, particularly Asian, African and Indian. Highly unstable, resilient global economy, depending more and more on “developing” nations. Accountability for the full supply chain, regardless of whether an organization “owned” it or sourced it. Diminishing availability of raw materials ©2014 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation 16
  • 17. Water scarcity Climate change facing all aspects of supply and demand Unexpected Transparency due to social media and a growing emphasis and acceptance on “whistle blower” frameworks Dramatically growing markets, particularly Asian, African and Indian. Highly unstable, resilient global economy, depending more and more on “developing” nations. Accountability for the full supply chain, regardless of whether an organization “owned” it or sourced it. Diminishing availability of raw materials Vastly expanded accountability to a larger number of stakeholders ©2014 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation 17
  • 18. Amazing Set of Risks! Water scarcity Climate change facing all aspects of supply and demand Unexpected Transparency due to social media and a growing emphasis and acceptance on “whistle blower” frameworks Dramatically growing markets, particularly Asian, African and Indian. Highly unstable, resilient global economy, depending more and more on “developing” nations. Accountability for the full supply chain, regardless of whether an organization “owned” it or sourced it. Diminishing availability of raw materials Vastly expanded accountability to a larger number of stakeholders ©2014 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation 18
  • 19. And So, We Conducted More Research…. ©2014 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation 19
  • 20. Our Research Confirmed that by 2050 9 Billion people by 2050...60% Increase 70% of world population will be living in cities by 2050 Dominant Growth in Asia and the Far East ©2014 International Institute for Learning, Inc., All rights reserved. 55% Middle Classes by 2050 Global Megatrends Middle Classes in Developing World Bring New Internal Markets and Demands Growing Unemployment in Educated Youth globally Intelligence, Integrity and Innovation 20
  • 21. Which Means that… Global unrest due to unequal wealth, health, and resources. Insufficient Sanitation in Developing Nations Insufficient Crop Yields to Support Food Demand for all Nations Depletion of Many Species of Marine and Animal Life Global Warming Causes Severe Damage to Global Economy Limited materials to meet Urbanization Demands Limited sustainable communities in developing nations Fresh Water Scarcity and Crisis Areas Expand ©2014 International Institute for Learning, Inc., All rights reserved. Insufficient Production Raw Materials Intelligence, Integrity and Innovation 21
  • 22. The Real Question: How Were the Leaders Acting to Address These Risks ©2014 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation 22
  • 23. Yes, You’re Right… We Dug Deeper… ©2014 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation 23
  • 24. …And Deeper to Find the Answer ©2014 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation 24
  • 25. Actions Taken by The Leaders FULLY Integrated strategies, embracing social, environmental, economic, and ethical (SEEE) goals and objectives ©2014 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation 25
  • 26. More Actions… FULLY Integrated strategies, embracing social, environmental, economic, and ethical (SEEE) goals and objectives Expanded horizons for planning and execution, from 2-3 years, to upwards of 15-30 years ©2014 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation 26
  • 27. More Actions… FULLY Integrated strategies, embracing social, environmental, economic, and ethical (SEEE) goals and objectives Expanded horizons for planning and execution, from 2-3 years, to upwards of 15-30 years Enterprise, rather than product or project, risk management ©2014 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation 27
  • 28. More Actions… FULLY Integrated strategies, embracing social, environmental, economic, and ethical (SEEE) goals and objectives Expanded horizons for planning and execution, from 2-3 years, to upwards of 15-30 years Enterprise, rather than product or project, risk management Disruptive and Radical innovation fostered throughout the organization ©2014 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation 28
  • 29. More Actions… FULLY Integrated strategies, embracing social, environmental, economic, and ethical (SEEE) goals and objectives Expanded horizons for planning and execution, from 2-3 years, to upwards of 15-30 years Enterprise, rather than product or project, risk management Disruptive and Radical innovation fostered throughout the organization Embracing social problems in their spheres of influence and operation. ©2014 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation 29
  • 30. More Actions… FULLY Integrated strategies, embracing social, environmental, economic, and ethical (SEEE) goals and objectives Expanded horizons for planning and execution, from 2-3 years, to upwards of 15-30 years Enterprise, rather than product or project, risk management Disruptive and Radical innovation fostered throughout the organization Embracing social problems in their spheres of influence and operation. Creating synergetic relationships, even when they include their competitors when necessary. ©2014 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation 30
  • 31. ©2014 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation 31
  • 32. SOCIAL BATTLING THE AIDS EPIDEMIC ©2014 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation 32
  • 33. ©2014 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation 33
  • 34. SOCIAL ENVIRONMENTAL BATTLING THE AIDS EPIDEMIC SUSTAINABLE LIVING PLAN ©2014 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation 34
  • 35. ©2014 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation 35
  • 36. SOCIAL BATTLING THE AIDS EPIDEMIC ECONOMIC ENVIRONMENTAL VALUE CHAIN INVESTMENT SUSTAINABLE LIVING PLAN ©2014 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation 36
  • 37. ©2014 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation 37
  • 38. SOCIAL BATTLING THE AIDS EPIDEMIC ETHICAL 100% INDEPENDENT SUPPLY CHAIN AUDIT ENVIRONMENTAL SUSTAINABLE LIVING PLAN ECONOMIC VALUE CHAIN INVESTMENT (5X20 INITIATIVE) ©2014 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation 38
  • 39. SOCIAL Aligning Business Values with those of Individual and Community Stakeholders ENVIRONMENTAL Assuming Responsibility for Contributing to a Sustainable Future ECONOMIC Sustainable Future Transformation into a valuable investment based on principles of sustainability ETHICAL Building Trust w/Rigorous Discipline of Openness, Transparency and Accountability ©2014 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation 39
  • 40. Takeaway ©2014 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation 40
  • 41. ©2014 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation 41
  • 42. ©2014 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation 42
  • 43. 750% Increase in 10 Years! Table shows the rapid growth in investment funds incorporating environmental, social, and governance (ESG) incorporating when deciding where to place managed assets. Environmental issues were a factor in 551 investment vehicles, governance was a factor in 346, and social criteria (including Sudan-avoidance policies) were incorporated in 622 investment vehicles. Source: US SIF Foundation. ©2014 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation 43
  • 44. Figure Show Relative Share Performance for Companies with Diverse Boards ©2014 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation 44
  • 45. Why the Shift in Investment Value and Focus? ©2014 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation 45
  • 46. Surprisingly, it is About Sustainable Trust ©2014 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation 46
  • 47. Factors Affecting Public Trust 2103 Edelman Trust Barometer; Edelman Communications ©2014 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation 47
  • 48. Perceived Characteristics Which Indicate Great Companies ® (from 2013 Harris Poll RQ Summary Report) 2012 Results 2013 Results Admire and respect Outperforms competition Trust the company Admire and respect High ethical standards Trust the company Outperforms competition Plays a valuable social role Good value for the money Good company to work for Good feeling about the company 2012 Global RepTrak 100: The World’s Most Reputable Companies, 19-21; Reputation Institute ©2014 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation 48
  • 49. And, Trust Affects Buying Decisions ©2014 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation 49
  • 50. “I see no other long term choice for industry to survive ... Each of us has a role in this transformation. We must all learn to make peace with the earth, not to make war on it, or we will lose.” Ray Anderson, Interface, Inc. ©2014 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation 50
  • 51. Questions ? ©2014 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation 51
  • 52. Organizational Survival: Profitable Strategies for a Sustainable Future By Gregory Balestrero and Nathalie Udo Now Available in Hardcover Print and eBook Formats Purchase your copy at: http://sustainability.iil.com/book Enter code GBWEBINAR at checkout for an exclusive discount ©2014 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation 52
  • 53. ©2014 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation 53
  • 54. At IIL, Our Greatest Accomplishments are Yours We invite you to get a closer look at what IIL can do for you and your organization, by visiting www.iil.com or email learning@iil.com and let us know how we can meet your learning needs. Please connect with IIL Socially: Like us on: facebook.com/IIL.inc Follow us: twitter.com/IILGLOBAL Join our Discussions on LinkedIn ©2014 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation 54
  • 55. Evaluations Thank you for joining us today. Please give us your feedback by completing our webinar evaluation now. ©2014 International Institute for Learning, Inc., All rights reserved. Intelligence, Integrity and Innovation 55