1) The document discusses sustainability reporting and key performance indicators for reporting on corporate social investment (CSI) based on the Global Reporting Initiative (GRI) framework.
2) It outlines specific GRI indicators for reporting on CSI metrics like community investments, spending on local suppliers, infrastructure development, and impacts on local communities.
3) The presentation emphasizes the importance of transparency in sustainability reporting, including measuring and disclosing both positive and negative social and environmental impacts.
The document discusses three different strategies for social innovators: developing fields, innovations, and places. Developing fields involves building practitioner networks and standards within a defined practice area. Developing innovations focuses on creating and scaling new solutions. Developing places aims to build a community's capacity for continuous innovation by importing and integrating multiple innovations. Each strategy requires different skills, partners, investments, and time horizons to achieve different goals of advancing a field, portfolio of solutions, or local innovation capacity.
Large, complex engineering and construction programs may be found in all industry sectors ranging from extractive industries such as oil, gas and mining through infrastructure programs for transportation, water and power. Common to all of these programs is the potential they have to positively or negatively influence financial, social and environmental performance of both the implementing organization as well as the communities and stakeholders they touch.
Together, financial, social and environmental outcomes define the three elements of sustainability or a program’s “triple bottom line”
The attached paper looks at some of the challenges and opportunities programs present as well as a framework for application of sustainability principles in a program management approach.
Presentation by Stathis Gould, Senior Technical Manager at IFAC, at the Institute of Cost Accountants of India's National Cost Convention, New Delhi, India, March 2012.
Considering the drivers for creating a sustainable business in the events sector and beyond, using ISO20121 and the GRI events sector reporting template as a framework for change
This document discusses sustainability and sustainable infrastructure. It defines sustainability as meeting current needs without compromising future generations' ability to meet their own needs. Sustainable infrastructure provides long-term environmental, economic, and social benefits. Green infrastructure uses natural systems to enhance environmental quality. Resilient infrastructure can withstand events and recover quickly. A rating system like Envision can guide more sustainable project delivery by establishing performance measures and best practices.
This document discusses the evolution of sustainability and integrated reporting and the impact on public relations. It notes that integrated reporting requires communicating business strategy and sustainability issues in a way that considers stakeholder influence. This new era of corporate reporting focuses on enabling informed assessments rather than one-sided storytelling. It also requires integrated strategic communication strategies and considering how to manage material issues. The document provides lessons for public relations, including embracing stakeholder engagement, admitting mistakes, being clear on goals, and recognizing the importance of transparency.
Steven Schultz of 3M presented on the company's energy management program and partnerships. 3M has reduced its energy use by more than 40% since 2000 through continuous improvement efforts. It partners with organizations like EPA ENERGY STAR and DOE to share best practices and leverage programs. 3M was an early participant in the Save Energy Now LEADERS program to receive technical assistance and recognition for its energy reduction goals and customized energy management plan.
The document discusses three different strategies for social innovators: developing fields, innovations, and places. Developing fields involves building practitioner networks and standards within a defined practice area. Developing innovations focuses on creating and scaling new solutions. Developing places aims to build a community's capacity for continuous innovation by importing and integrating multiple innovations. Each strategy requires different skills, partners, investments, and time horizons to achieve different goals of advancing a field, portfolio of solutions, or local innovation capacity.
Large, complex engineering and construction programs may be found in all industry sectors ranging from extractive industries such as oil, gas and mining through infrastructure programs for transportation, water and power. Common to all of these programs is the potential they have to positively or negatively influence financial, social and environmental performance of both the implementing organization as well as the communities and stakeholders they touch.
Together, financial, social and environmental outcomes define the three elements of sustainability or a program’s “triple bottom line”
The attached paper looks at some of the challenges and opportunities programs present as well as a framework for application of sustainability principles in a program management approach.
Presentation by Stathis Gould, Senior Technical Manager at IFAC, at the Institute of Cost Accountants of India's National Cost Convention, New Delhi, India, March 2012.
Considering the drivers for creating a sustainable business in the events sector and beyond, using ISO20121 and the GRI events sector reporting template as a framework for change
This document discusses sustainability and sustainable infrastructure. It defines sustainability as meeting current needs without compromising future generations' ability to meet their own needs. Sustainable infrastructure provides long-term environmental, economic, and social benefits. Green infrastructure uses natural systems to enhance environmental quality. Resilient infrastructure can withstand events and recover quickly. A rating system like Envision can guide more sustainable project delivery by establishing performance measures and best practices.
This document discusses the evolution of sustainability and integrated reporting and the impact on public relations. It notes that integrated reporting requires communicating business strategy and sustainability issues in a way that considers stakeholder influence. This new era of corporate reporting focuses on enabling informed assessments rather than one-sided storytelling. It also requires integrated strategic communication strategies and considering how to manage material issues. The document provides lessons for public relations, including embracing stakeholder engagement, admitting mistakes, being clear on goals, and recognizing the importance of transparency.
Steven Schultz of 3M presented on the company's energy management program and partnerships. 3M has reduced its energy use by more than 40% since 2000 through continuous improvement efforts. It partners with organizations like EPA ENERGY STAR and DOE to share best practices and leverage programs. 3M was an early participant in the Save Energy Now LEADERS program to receive technical assistance and recognition for its energy reduction goals and customized energy management plan.
The document discusses sustainability reporting and community engagement. It defines sustainability reporting as measuring, disclosing and being accountable for organizational performance against environmental, social and governance goals. It emphasizes that sustainability reporting involves measurement, is a recurring process, and requires stakeholder engagement. The document also discusses linking community social investment to sustainability reporting and using reporting to engage stakeholders.
This document provides an overview of corporate responsibility, sustainability, and sustainability reporting. It defines key terms, discusses drivers and challenges, and outlines frameworks for implementing sustainability strategies. The key messages are that sustainability is important for managing risks and opportunities, meeting stakeholder demands, and gaining competitive advantages through innovation. Frameworks emphasize understanding impacts across economic, social, and environmental dimensions.
Integrated reporting is an evolution from annual financial reporting and sustainability reporting to a holistic approach that provides strategic information to stakeholders. Facilities managers play an important role by gathering performance data on facilities' environmental and social impacts and identifying opportunities to reduce costs through sustainable operations. Adopting integrated reporting helps facilities benchmark performance, strengthen stakeholder relationships, and achieve internal benefits such as resource savings and risk reduction.
This document discusses corporate reporting and its changing landscape. It explains that corporate reporting involves disclosing both financial and non-financial information about a company's performance and operations. It then explores the impact of corporate reporting on businesses and stakeholders through transparency and informed decision making. The document also discusses concepts like corporate social responsibility reporting, integrated reporting, sustainability reporting, and challenges associated with corporate reporting.
This document discusses the evolution of sustainability reporting to integrated reporting and the impact on public relations. It provides the following key points:
1) Integrated reporting requires companies to strategically manage operations, brand, and reputation by considering financial and sustainability issues and allowing stakeholder influence on business strategy.
2) It marks a shift from companies telling their story to enabling stakeholders to make informed assessments. This requires new skills around stakeholder engagement, documenting engagement processes, and ensuring material issues are managed.
3) For public relations, it expands the focus from specific stakeholder groups to all stakeholders. Practitioners must now take a lead in engagement, contribution to reporting, and issues management around material topics.
This document discusses achieving no net loss or net positive impacts for biodiversity through implementing the mitigation hierarchy. It notes that while investments in development are growing, existing environmental processes do not ensure no net loss of biodiversity. The mitigation hierarchy of avoidance, minimization, restoration, and offsetting can help achieve net positive impacts if offsets provide measurable conservation outcomes to compensate for remaining impacts after prevention and mitigation. The document also discusses challenges and opportunities for different stakeholders like governments, companies, and financial institutions to work together to progress beyond compliance and adequately protect biodiversity.
This document discusses the importance of sustainability, ESG, and CSR practices in Malaysia. It notes that Bursa Malaysia introduced sustainability reporting requirements in 2006, but these initially focused more on social aspects and philanthropy rather than business operations. Globally, leading organizations now integrate sustainability more fully. The document outlines several benefits of sustainability reporting and practices, including reducing risk, staying ahead of regulations, lowering the cost of capital, promoting innovation, and enhancing reputation. It also discusses how organizations can embed sustainability and align with UN SDGs. Malaysian companies' ESG scores have generally improved over time.
The document discusses social responsibility accounting (SRA), which involves voluntary reporting of non-financial information like employee welfare, environmental protection, and community initiatives. It notes challenges with SRA disclosure like a lack of legislation and uniform standards. The document also outlines objectives of SRA, areas of reporting, advantages, and ways to improve SRA disclosure practices.
Presentation by Vittorio Lusvarghi, chair of the Professional Accountants in Business Committee Sustainability Task Force, at the Institute of Cost Accountants of India's National Cost Convention, New Delhi, India, March 2012.
Presentation may 2014 rmit sustainability and integrated reportingMike Sewell
This document discusses sustainability and integrated reporting. It begins by outlining the objectives of the presentation, which are to share knowledge on sustainability and integrated reporting, provide case studies and resources, discuss various aspects of sustainability reporting, and provide insight into changes to business models. It then covers topics like the different meanings of sustainability, key aspects of sustainability from an environmental perspective, and resources on sustainability reporting frameworks and standards. The document argues that integrated reporting is an evolution that links strategy, governance, and financial performance with social, environmental and economic context to help businesses make more sustainable decisions and provide better information to stakeholders.
Slideshareersion strategic report regulations guidance for companies and inv...Ardea International
Environmental, social governance issues have financial implications on how companies recognise, diagnose, manage and disclose their information. The legal and investor angle is discussed, together with how to diagnose the financial risk
Monitoring and Evaluation of International Development Assistance to the Priv...CesToronto
Effective monitoring and evaluation (M&E) systems are essential to learning and accountability. M&E system reviews provides perspective on what is working well, where there are gaps in coverage or weaknesses that need to be addressed, how the M&E information is actually used in decision making, and whether the system is efficient. This session will demonstrate the methods, tools and results in assessing the functioning of the M&E systems of the World Bank Group’s private sector operations in two specialized agencies: the International Finance Corporation and the Multilateral Investment Guarantee Agency.
Demand for evaluation services is growing in the impact investing industry. Yet, much of the evaluation community remains unaware of the industry and its performance assessment requirements. This paper proposes five channels, or doorways, through which professional evaluators can learn about and engage with the field of impact investing.
Demand for evaluation services is growing in the impact investing industry. Yet, much of the evaluation community remains unaware of the industry and its performance assessment requirements. This paper proposes five channels, or doorways, through which professional evaluators can learn about and engage with the field of impact investing.
Promoting and Enabling Responsible Business ConductEthical Sector
On 5 July, Myanmar Centre for Responsible Business (MCRB) together with the Directorate of Investment and Companies Administration (DICA) and the Organisation for Economic Co-operation and Development (OECD) held the inaugural event for a new series of Responsible Business Seminars.
Read more: http://www.myanmar-responsiblebusiness.org/news/seminar-series-due-diligence.html
The document discusses strategic approaches to sustainability for businesses, including implementing standards like ISO 20121 and GRI reporting frameworks. It covers topics like the business case for sustainability, regulatory landscape changes, integrating sustainability into operations and supply chains, and reporting on sustainability performance. The presentation provides an overview of sustainability issues, standards, and strategies that businesses in the events sector should consider.
This document provides information about IHS Inc., a leading information and analytics company, and its approach to corporate sustainability. It discusses IHS's financial performance, sectors and global operations. It emphasizes that corporate sustainability helps attract talent, drive innovation and supports long-term profitability. The document outlines IHS's sustainability initiatives including establishing sustainability as a corporate goal and participation in sustainability index assessments to improve performance. IHS aims to be a sustainability leader and integrate it throughout its culture and solutions to enable efficiency and long-term success.
Measuring social impact nyu presentation (1)Nerissa Clarke
Summary of my research findings on Social Return of Investment (SROI) metrics: What makes a "socially responsible" company? How do we measure it? What can we learn from the measurement systems that already exist? How can we get businesses to care about maximizing social impact?
This document summarizes key points about developing a sustainable strategy by aligning environmental, social and governance (ESG) measures with financial performance. It outlines four steps to push the performance frontier: 1) Identify material ESG issues, 2) Quantify the relationship between ESG and financial performance, 3) Innovate products, processes and business models to improve performance on material issues, and 4) Communicate innovations to stakeholders. The document cautions that companies must overcome organizational barriers like short-term thinking to successfully implement sustainable strategies that benefit both financial and ESG performance.
Executive Summary: 2020 Research Report: This presentation focuses on the status of the social and impact investment sectors, and provides hindsight, foresight and insight into trends and emerging (best) practices globally, but also with a specific focus on development practice in Africa.
The document discusses sustainability reporting and community engagement. It defines sustainability reporting as measuring, disclosing and being accountable for organizational performance against environmental, social and governance goals. It emphasizes that sustainability reporting involves measurement, is a recurring process, and requires stakeholder engagement. The document also discusses linking community social investment to sustainability reporting and using reporting to engage stakeholders.
This document provides an overview of corporate responsibility, sustainability, and sustainability reporting. It defines key terms, discusses drivers and challenges, and outlines frameworks for implementing sustainability strategies. The key messages are that sustainability is important for managing risks and opportunities, meeting stakeholder demands, and gaining competitive advantages through innovation. Frameworks emphasize understanding impacts across economic, social, and environmental dimensions.
Integrated reporting is an evolution from annual financial reporting and sustainability reporting to a holistic approach that provides strategic information to stakeholders. Facilities managers play an important role by gathering performance data on facilities' environmental and social impacts and identifying opportunities to reduce costs through sustainable operations. Adopting integrated reporting helps facilities benchmark performance, strengthen stakeholder relationships, and achieve internal benefits such as resource savings and risk reduction.
This document discusses corporate reporting and its changing landscape. It explains that corporate reporting involves disclosing both financial and non-financial information about a company's performance and operations. It then explores the impact of corporate reporting on businesses and stakeholders through transparency and informed decision making. The document also discusses concepts like corporate social responsibility reporting, integrated reporting, sustainability reporting, and challenges associated with corporate reporting.
This document discusses the evolution of sustainability reporting to integrated reporting and the impact on public relations. It provides the following key points:
1) Integrated reporting requires companies to strategically manage operations, brand, and reputation by considering financial and sustainability issues and allowing stakeholder influence on business strategy.
2) It marks a shift from companies telling their story to enabling stakeholders to make informed assessments. This requires new skills around stakeholder engagement, documenting engagement processes, and ensuring material issues are managed.
3) For public relations, it expands the focus from specific stakeholder groups to all stakeholders. Practitioners must now take a lead in engagement, contribution to reporting, and issues management around material topics.
This document discusses achieving no net loss or net positive impacts for biodiversity through implementing the mitigation hierarchy. It notes that while investments in development are growing, existing environmental processes do not ensure no net loss of biodiversity. The mitigation hierarchy of avoidance, minimization, restoration, and offsetting can help achieve net positive impacts if offsets provide measurable conservation outcomes to compensate for remaining impacts after prevention and mitigation. The document also discusses challenges and opportunities for different stakeholders like governments, companies, and financial institutions to work together to progress beyond compliance and adequately protect biodiversity.
This document discusses the importance of sustainability, ESG, and CSR practices in Malaysia. It notes that Bursa Malaysia introduced sustainability reporting requirements in 2006, but these initially focused more on social aspects and philanthropy rather than business operations. Globally, leading organizations now integrate sustainability more fully. The document outlines several benefits of sustainability reporting and practices, including reducing risk, staying ahead of regulations, lowering the cost of capital, promoting innovation, and enhancing reputation. It also discusses how organizations can embed sustainability and align with UN SDGs. Malaysian companies' ESG scores have generally improved over time.
The document discusses social responsibility accounting (SRA), which involves voluntary reporting of non-financial information like employee welfare, environmental protection, and community initiatives. It notes challenges with SRA disclosure like a lack of legislation and uniform standards. The document also outlines objectives of SRA, areas of reporting, advantages, and ways to improve SRA disclosure practices.
Presentation by Vittorio Lusvarghi, chair of the Professional Accountants in Business Committee Sustainability Task Force, at the Institute of Cost Accountants of India's National Cost Convention, New Delhi, India, March 2012.
Presentation may 2014 rmit sustainability and integrated reportingMike Sewell
This document discusses sustainability and integrated reporting. It begins by outlining the objectives of the presentation, which are to share knowledge on sustainability and integrated reporting, provide case studies and resources, discuss various aspects of sustainability reporting, and provide insight into changes to business models. It then covers topics like the different meanings of sustainability, key aspects of sustainability from an environmental perspective, and resources on sustainability reporting frameworks and standards. The document argues that integrated reporting is an evolution that links strategy, governance, and financial performance with social, environmental and economic context to help businesses make more sustainable decisions and provide better information to stakeholders.
Slideshareersion strategic report regulations guidance for companies and inv...Ardea International
Environmental, social governance issues have financial implications on how companies recognise, diagnose, manage and disclose their information. The legal and investor angle is discussed, together with how to diagnose the financial risk
Monitoring and Evaluation of International Development Assistance to the Priv...CesToronto
Effective monitoring and evaluation (M&E) systems are essential to learning and accountability. M&E system reviews provides perspective on what is working well, where there are gaps in coverage or weaknesses that need to be addressed, how the M&E information is actually used in decision making, and whether the system is efficient. This session will demonstrate the methods, tools and results in assessing the functioning of the M&E systems of the World Bank Group’s private sector operations in two specialized agencies: the International Finance Corporation and the Multilateral Investment Guarantee Agency.
Demand for evaluation services is growing in the impact investing industry. Yet, much of the evaluation community remains unaware of the industry and its performance assessment requirements. This paper proposes five channels, or doorways, through which professional evaluators can learn about and engage with the field of impact investing.
Demand for evaluation services is growing in the impact investing industry. Yet, much of the evaluation community remains unaware of the industry and its performance assessment requirements. This paper proposes five channels, or doorways, through which professional evaluators can learn about and engage with the field of impact investing.
Promoting and Enabling Responsible Business ConductEthical Sector
On 5 July, Myanmar Centre for Responsible Business (MCRB) together with the Directorate of Investment and Companies Administration (DICA) and the Organisation for Economic Co-operation and Development (OECD) held the inaugural event for a new series of Responsible Business Seminars.
Read more: http://www.myanmar-responsiblebusiness.org/news/seminar-series-due-diligence.html
The document discusses strategic approaches to sustainability for businesses, including implementing standards like ISO 20121 and GRI reporting frameworks. It covers topics like the business case for sustainability, regulatory landscape changes, integrating sustainability into operations and supply chains, and reporting on sustainability performance. The presentation provides an overview of sustainability issues, standards, and strategies that businesses in the events sector should consider.
This document provides information about IHS Inc., a leading information and analytics company, and its approach to corporate sustainability. It discusses IHS's financial performance, sectors and global operations. It emphasizes that corporate sustainability helps attract talent, drive innovation and supports long-term profitability. The document outlines IHS's sustainability initiatives including establishing sustainability as a corporate goal and participation in sustainability index assessments to improve performance. IHS aims to be a sustainability leader and integrate it throughout its culture and solutions to enable efficiency and long-term success.
Measuring social impact nyu presentation (1)Nerissa Clarke
Summary of my research findings on Social Return of Investment (SROI) metrics: What makes a "socially responsible" company? How do we measure it? What can we learn from the measurement systems that already exist? How can we get businesses to care about maximizing social impact?
This document summarizes key points about developing a sustainable strategy by aligning environmental, social and governance (ESG) measures with financial performance. It outlines four steps to push the performance frontier: 1) Identify material ESG issues, 2) Quantify the relationship between ESG and financial performance, 3) Innovate products, processes and business models to improve performance on material issues, and 4) Communicate innovations to stakeholders. The document cautions that companies must overcome organizational barriers like short-term thinking to successfully implement sustainable strategies that benefit both financial and ESG performance.
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Executive Summary: 2020 Research Report: This presentation focuses on the status of the social and impact investment sectors, and provides hindsight, foresight and insight into trends and emerging (best) practices globally, but also with a specific focus on development practice in Africa.
The document summarizes trends in social investment and development in Africa in 2017 based on research conducted by Next Generation Consultants. Some of the key trends discussed include:
1) The growth of blended finance models that combine different types of funding like grants, loans, equity and impact investment, indicating a larger pool of resources and new investment themes.
2) An increased focus on measurement, evaluation and impact assessment to understand social interventions and ensure return on investments.
3) The rise of social enterprises, impact investors and for-profit models of development, showing it is possible to address social issues through economic solutions.
4) Younger generations of donors and investors prioritizing causes around inclusiveness, gender
How to measure the impact of social and impact investments. A guide to measure both impact and return on investment. Specifically developed for development practitioners who want to enrich their M&E or MEL practices.
Impact assessment methodology specifically developed for measuring impact of development programs.
Reana Rossouw
Next Generation Consultants
www.nextgeneration.co.za
Extensive research report of trends, forecasts and impacts for the social investment and development sectors in Africa. Challenges, opportunities, impact and return on investment
A detailed impact assessment methodology developed by Next Generation Consultants for determining impact and return on investment for the grantmaking and social development sectors.
Grantmaking: Executive Summary of research report 2017/2018: Reflections and insights from Africa regarding the social investment and development sectors.
This document provides an overview of trends in the grantmaking sector in 2016 based on research conducted by Next Generation Consultants. Key findings include:
- Less than 10% of grantmakers conducted impact assessments or evaluations to measure the impact of their programs.
- Collaboration and transparency in the sector remained low despite acknowledgement of their importance.
- The education system faced major challenges such as high dropout rates and unemployment despite funding from grantmakers. However, interventions by grantmakers tended to be short-term and siloed rather than aimed at systemic issues.
- Overall the research found that the sector failed to adequately address complex social issues and missed opportunities to adapt to changing needs. New approaches that take interconnected systems into account
Next Generation Consultants provides consulting services to organizations in the community investment and development sectors. They conduct research on global and local trends and forecasts in these areas. Their 2016/2017 report identifies several prevailing trends between 2013-2016, including the resource squeeze due to scarce funding, an upward spiral of increased need, and the need for advocacy to address systemic barriers. Other trends include demands for increased transparency about outcomes, acknowledging the true costs of operations and grantmaking, and greater scrutiny of governance and financial practices. The report also notes emerging issues like data visualization, online engagement, leadership and skills challenges, and experimentation with new organizational structures for social good.
This presentation follows on our previous work from measuring the impact and return on investment of social, community, enterprise development programs. This presentation provides evidence of our work, our methodology and the impact that we measure of development practices. Our impact assessment methodology was developed for Africa, by Africa and is aimed at practitioners from both the investment and development fraternity.
This presentation follows on previous (2013,2014,2015) presentations and provides an overview of the latest trends as well insight into the future for social, community investment and development practitioners in South Africa.
Presentation delivered to MBA students about the importance of social capital. What it is, how to measure it, case studies and applications. How it is different to other capitals and what is happening in the field.
This presentation was given at the Sustainable Brands Africa Conference in May 2016. It provides case studies and lessons learnt of conducting numerous impact assessments. It also provides advice of how to conduct impact assessments, what indicators to consider and how to determine return on investment
The document discusses trends in corporate social investment and partnerships with NGOs. It outlines how approaches have shifted from traditional philanthropy to more strategic, long-term investments aligned with business objectives. Common reasons for social investment failures include a lack of local context understanding, insufficient community participation, unclear objectives, and failure to ensure sustainability or measure impact. The document provides suggestions for best practices like multi-year funding and common performance metrics to improve partnerships between companies and NGOs.
The document discusses the challenges that mining companies face in effectively engaging with stakeholders. It provides evidence that poor stakeholder relations have negatively impacted production at mines. Common mistakes made by companies include inadequate risk assessments, not involving stakeholders in engagement processes, and a lack of strategic engagement across the project lifecycle. Effective stakeholder engagement requires identifying the right stakeholders, choosing appropriate engagement activities, dedicating sufficient resources, and establishing clear rules of engagement. It also discusses considerations for including marginalized groups and handling opponents. Overall, the key message is that stakeholder engagement is complex and critical for mining project success but often done poorly.
This document outlines the process for conducting a human rights impact assessment for BHP Billiton, a mining company. It discusses conducting a country risk assessment, compliance assessment against international standards, and impact/risk assessment through stakeholder engagement. Key findings include medium risk and impact levels. The proposed human rights management plan includes appointing resources, training, awareness campaigns, monitoring processes, reporting, and integrating human rights across company relationships and operations.
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This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
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5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
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10. Blue Ocean Strategy
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12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
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19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
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Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
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McKinsey’s Digital Transformation Framework
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2. What is sustainability?
• The term sustainable development means different things
to different people:
– But in essence - it is concerned with meeting the needs of
people today without compromising the ability of future
generations to meet their own needs:
• Sustainable Development therefore involves:
– A broad view of economic, social and environmental risks,
challenges, and opportunities
– A long term future perspective concerned with the interests
and rights of current and future generations
– An inclusive approach to action that recognises the need of all
people to be involved in the decisions that affect and impact
their lives
3. Key Drivers of Sustainability
• Competition for resources
– Population growth, finite resources (water,
energy, forests, ecosystems)
• Climate change
– Fossil-fuel based economy lead to a
concentration of greenhouse gases that is
driving extreme weather patterns
• Regulation
– Reporting compliance, industry sector
compliance and resource (water/carbon)
regulation and taxes have a greater impact
on licence to operate conditions.
Companies now need to comply, apply or
explain why they don’t
• Economic globalisation
– Companies operating/sourcing in multiple
countries with wide disparities of
environmental and social standards
• Connectivity and communications
– Reputation can be built and destroyed in
seconds and is increasingly disaggregated
across multiple social networks –
considering all stakeholders requirements
and expectations not only shareholders is
becoming more important
4. Driving value • Companies that adopt
sustainable business
from strategies and practices drive
sustainability value by:
– Growing revenue through new
products and services
– Reducing costs through
efficiency gains
– Managing operational and
regulatory risk more effectively
– Building intangible assets such
as their brand, reputation and
collaborative networks
5. The Sustainability Pathway
Cost Saving Resilience
Efficiency New Future
Revenue Protection New Revenue Streams
Compliance
Reputation Connectivity
Risk Stakeholders
Management
Licence to Operate
Revenue Generation
Freedom to Operate
Source: Next Generation Consultants – www.nextgeneration.co.za
6. Integrating Sustainability
• Go Deep
– Integrate and embed sustainability
into the company strategy and
standard operating practices
• Go Wide
– Engage and leverage the value chain
• Go Long
– Short-term focus – long-term
objectives
• Go Local
– Shared responsibility that needs local
action and commitment
Model: UN Global Compact
6
7. Sustainability Reporting
• Sustainability Reporting is the
practice of measuring, disclosing
and being accountable to
internal and external
stakeholders for organisational
performance against specific
environmental, social and
governance goals and metrics
that support sustainable
development, and for how
sustainability is incorporated into
the company’s overall strategy
and policies.
7
8.
9.
10. HAND OUT: GRI 3.1 SUMMARY
PRACTICAL: EVALUATING REPORTS
15. GRI Indicators for CSI
• EC1
– Direct economic value generated and distributed,
including revenues, operating costs, employee
compensation, donations and other community
investments, retained earnings, payments to capital
providers and government
• EC6
– Policy, practices, and proportion of spending on locally
based suppliers at significant locations of operation. –
Enterprise development
• EC8
– Development and impact of infrastructure
investments and services provided primarily for public
benefit through commercial, in-kind or pro bono
engagement
• SO1
– Percentage of operations with implemented local
community engagement, impact assessments, and
development programs
• SO9
– Operations with significant potential or actual
negative impacts on local communities
• SO10
– Prevention and mitigation measures implemented in
operations with significant potential or actual negative
impacts on local communities
16. Disclosure on Management Approach
(DMA) (1)
• A statement from the most senior executive :
– This person will have operational responsibility for Society aspects explaining how operational
responsibility is divided at senior management level.
– Also explain the division of responsibility for impacts on local communities in the highest governance
level.
– Inform if and how work councils, occupational health and safety committees and/or other
independent employee representation bodies are empowered to deal with and have dealt with
impacts on local communities.
• Provide a contextual introduction to the social/community section: Inclusive of:
– Training and awareness – in relation to community /society aspects
– Monitoring and follow up – procedures related to monitoring and corrective and preventative actions,
including those related to the supply chain
– List of certifications for performance or certification systems or other approaches to auditing/verifying
the reporting organisation or its supply chain
– Procedures related to assessing the risks and managing impacts on local communities.
– This should also include information on how data was collected, and the process for selecting the
local community members (individual or group) from whom data was collected
• Provide organisational goals pertaining to communities
• Use specific organisational indicators as needed in conjunction with GRI indicators to
demonstrate the results of performance against goals
• Address the extend to which organisational goals contribute to or interfere with the collective
rights of communities
17. Disclosure on Management Approach
(DMA) (2)
• Provide or describe the organisational policy that define the
organisation’s commitment related to communities, with
specific reference to:
– References/statements regarding the collective rights of
communities
– Risk assessment for impact on local communities, through the
whole life cycle
– Mitigation of impacts on communities
– Engagement with both men and women in local communities
– Application of policy within or throughout the organisation
• Additional contextual information:
– Key successes and shortcomings
– Major organisational risks and challenges
– Major changes in the reporting period to systems or structures to
improve performance
– Key strategies and procedures for implementing policies or
achieving goals
18. Indicators in Detail (1)
EC1 – Voluntary donations and investment of funds in the broader community where the
Community target beneficiaries are external to the company.
Investments These include contributions to charities, NGOs and research institutes (unrelated to
company R&D), funds to support community infrastructure and direct costs of
social programs.
The amount included should account for actual expenditures in the reporting
period, not commitments.
For infrastructure investments, the calculation of the total investment should include
costs of goods and labour in addition to capital costs. For supporting of on-going
facilities or programs (e.g. an organisation funds the daily operations of a public
facility), the reported investment should include operating costs.
This excludes legal and commercial activities or where the purpose of the investment
is exclusively commercial.
Donations to political parties are included but are also addressed separately in more
detail in SO6.
Any infrastructure investment that is driven primarily by core business needs (e.g.
building a road to a mine or factory) or to facilitate the business operations of the
organisation should not be included. The calculation of investment may include
infrastructure built outside the main business activities of the reporting organisation,
such as a school or hospital for employees and their families.
19. Indicators continue (2)
EC6 • Report geographic definition of ‘local’
Policy, practices and proportion • Percentages should be based on invoices
of spending on locally based • Report the policy for preferring locally based
suppliers at significant locations suppliers
• State the percentage of the procurement
budget used that is spend on suppliers
• Indicate the factors that influence supplier
selection
EC8 • Explain the extent of development (size, cost,
Development and impact of duration) of investment and support and the
infrastructure investments and current or expected impacts (positive or
services provided primarily for negative) on communities and local economies.
public benefit through Indicate whether these investments and
commercial, in-kind, or pro bono services are commercial, in-kind or pro bono
engagement • Report whether the organisation conducted a
community needs assessment to determine
infrastructure and other services needed, if so,
explain the results of the assessment
20. Indicators Continue (3)
SO1 • Identify the total number of operations
Percentage of operations • Identify organisation wide local community engagement,
with implemented local impact assessments and development programs
• Report the percentage of operations with implemented
community engagement,
community engagement, impact assessments and development
impact assessments and programs including, but not limited to:
development programs • Social impact assessments, including gender impact
assessments, based on participatory processes
Document sources may include: • Environmental impact assessments and on-going
monitoring
Baseline studies - health, • Public disclosure of results of environmental and social
economic, environment, impact assessments
cultural, etc. • Local community development programs based on local
Social impact assessments, community needs
gender impact assessments, • Stakeholder engagement plans based on stakeholder
human rights impact mapping
assessments, environmental • Broad based local community consultation committees
impact assessments, social and and processes that include vulnerable groups
labour plans, resettlement • Work councils, occupational health and safety
action plans, community committees and other employee representation bodies to
development plans, grievance deal with impacts
and complaints mechanisms, • Formal local community grievance processes
public/ community consultation
plans
21. Indicators Continue (5)
SO9 All data collected with GRI indicators – eg. EC9, EN1, EN3, EN8, EN12, EN14, LA8, HR6-9,
Operations PR1-2 - Actual performance data, internal investment plans and associated risk
with assessments - Including:
• Vulnerability and risk to local communities from potential impacts due to:
significant • Degree of physical or economic isolation
potential • Level of socio economic development including gender equality
or actual • State of socio economic infrastructure
• Proximity to operations
negative • Level of social organisations
impacts on • Strength and quality of governance of local and national institutions around local
local communities
communi- • Identify exposure of community to operations due to higher than average use
ties of/impact on shared resources through:
• Use of hazardous substances that impact on the environment and human health in
general
• Volume and type of pollution released
• Status as major employer in local community
• Land conversion and resettlement
• Natural resources competition
• Identify significant potential and actual negative economic, social, cultural and
environmental impacts and their rights, considering:
• Intensity and severity of impact
• Likely duration of impact
• Reversibility of impact
• Scale of impact
22. Indicators Continue (6)
SO10 Use the information on potential and
Prevention and mitigation measures actual negative impacts reported in SO9.
implemented in operations with Report whether –
significant potential or actual negative • Prevention and mitigation measures
impacts on local communities were implemented
• Prevention and mitigation measures
were implemented in order to:
• Remediate non-compliance with
laws or regulations
• Maintain compliance with laws
or regulations
• Achieve a standard beyond legal
compliances
• Prevention and mitigation
objectives were achieved or not
23. What this means for practitioners
• There is no place to hide
– You have to measure impact
• You cannot just report on
quantitative impacts
– The numbers and budgets
• You have to be transparent
– Include positive and negative
impact, intended and unintended
impact, across the triple bottom
line
• The more research and
information you have the higher
the impact and therefore your ability to
report increases
• Remember
– In future this will be assured – so
you cannot wait – learning and
testing needs to happen now so
that you are ready for the auditors
24. Contact
• Reana Rossouw
• Next Generation Consultants
• Specialists in Corporate Sustainability and Integrated Sustainability as well Socio Economic
Investment and Development
• Tel: (011) 258 8616
• E-mail: rrossouw@nextgeneration.co.za
• Web: www.nextgeneration.co.za
• PLEASE NOTE: THIS PRESENTATION IS PART OF A LARGER BODY OF RESEARCH!
• THIS INFORMATION IS COPYWRITED AND THE INTELLECTUAL PROPERTY OF
NEXT GENERATION CONSULTANTS