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Resilience Workshop 1
The document provides an agenda and materials for a resilience workshop on learning approaches for preparing for uncertainty and turbulence. The agenda includes three keynote speakers who will discuss topics like future-fit business benchmarks and reporting to CDP to measure environmental performance. The materials include presentations on developing skills and tools to adapt to changing conditions from mega-trends like climate change, resource constraints, and population growth in order to both survive and thrive through effective management and opportunities.
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Resilience Workshop 1
- 1. MBI – GPStrategies Company Confidential Building for the Future: Learning Approaches in Preparing for Uncertainty and Turbulence Resilience Workshop 1
- 2. 2 Programme Keynote Speaker 1:Dr Geoff Kendall Interactive Q&A Session Keynote Speaker 2: Lucy Candlin Close Keynote Speaker 3: Dr Tony Rooke Join us for a coffee on 40th Floor
- 3. 3 Mark Miller Business UnitDirector Welcome
- 4. Dr Geoff Kendall Co-Founder& CEO, Future-Fit Foundation Future Fit Business Benchmark
- 5. 5 All companies willreport their non-financial performance in a credible, concise, comparable and compelling way to start shifting investor and consumer behaviour in pursuit of a prosperous future for all Our Long-term Vision
- 6. 6 Our Mission isto Answer Two Questions… How would we know a truly sustainable company if we saw one? How can we tell how far away a company is now from where it needs to be?
- 7. 7 We Need toAnswer these Questions Fast…
- 8. 8 …Because Best-practice MetricsDon’t Work Dow-Jones Sustainability Index, 2015 87 0% 25% 50% 75% 100% Thai Oil 92 0% 25% 50% 75% 100% Unilever 5% difference?!
- 9. 9 We Need aNew Kind of Benchmark 41 2 3 We must measure progress toward (and beyond) required practice Progress relative to a baseline year does not tell us enough Progress relative to best practice or peers does not tell us enough Progress toward short-term goals does not tell us enough required state baseline year short term goals Company today current state Future-Fit Company Past Future other company other company
- 10. 10 The Future-Fit BusinessBenchmark Open & FreeScience-Based Future-Focused Co-Created
- 11. 11 From ‘Survey Hell’to a Critical Tool Independent Assurance by accredited third parties 67% Future-Fit Publish Scores Third party scoring doesn’t work… Disclosure of sensitive data Survey fatigue Results aren’t actionable ...but third party assurance does work Optional Sensitive data stays inside the company Identify key performance gaps Prioritise Corrective actions Execute to close gaps Calculate Future-Fit metrics Optional
- 12. 12 Anatomy of theBenchmark Future-Fit Scorecard Brief summary of commitments and progress (with indicators) toward meeting future-fit goals Global Challenges Social and environmental issues we must address if we are to transition to a sustainable future System Principles What a sustainable society would look like according to best - available science Business Principles How companies must operate if they are to be part of such a truly sustainable society Business Benefits Benefits to the business beyond protecting the social and natural infrastructure it depends upon Future-Fit Goals Performance thresholds that every company must reach to help (and not hinder) society’s transition Stakeholder Support confidence among shareholders, employees and others that a company will thrive in the future
- 13. 13 The Starting Point: SystemPrinciples In a sustainable society, nature is not subject to systemically increasing concentrations of substances extracted from the Earth’s crust In a sustainable society, nature is not subject to systemically increasing degradation by physical means In a sustainable society, people are not subject to systemic barriers to health, influence, impartiality competence and meaning In a sustainable society, nature is not subject to systemically increasing concentrations of substances produced by society
- 14.
- 15. 15 Scorecard Captures Progressand Commitment Restorative: required performance threshold is exceeded 5. Exceed Goal Future-Fit: required performance threshold is achieved 4. Reach Goal Progress is monitored and changes to plan are explained 3. Monitor & Report Current gap is explained and a plan to close it is published 2. Commit to Goal Public recognition of the need to reach the future-fit goal 1. Recognise Goal Commitment indicator No public recognition that the goal is a required destination 0. No Public Position A measure of the gap between current and required levels of performance Fitness indicator A summary of progress against (and changes to) plan to put performance in context Fitness narrative
- 16. 16 Q1 2016 Release:Do No Harm Energy is from renewable sources Water is used in an environmentally responsible and socially equitable way Products emit no substances which cause harm Future-Fit Goal Net Negative
- 17. 17 Q4 2016 Release:Create System Value Products meet a basic need of underserved customers Energy is from renewable sources Water is used in an environmentally responsible and socially equitable way Products emit no substances which cause harm Interventions improve people’s health Future-Fit Goal Net PositiveNet Negative These are sample restorative metrics TBC
- 18. 18 • Align everyoneon what matters and test core business model for weaknesses • Create a credible leadership platform • Prioritise actions to close future-fit performance gaps • Simplify reporting: focus on the gaps and what you’re doing to close them For Companies... For Others… • Raters can measure required practice, not best practice • Consultants can push clients to be more ambitious • Policy makers can design more effective regulations For Investors... • Incorporate future-fit metrics into decision-making processes - ‘3D Investing’ • Steer capital more effectively toward those companies most likely to thrive in an uncertain future • Design investment products to maximise ‘future-fit alpha’ or target specific investor groups
- 19. 19 THANK YOU Dr GeoffKendall Co-Founder & CEO, Future-Fit Foundation
- 20. Resilience – ExecutiveBreakfast Series Workshop 1
- 21. Lucy Candlin Director, Planet& Prosperity Riding the Waves of the Perfect Storm
- 22. 22 Director, Planet &Prosperity Lucy Candlin Independent Sustainability Advisor Chartered Environmentalist and IEMA Fellow IEMA Professional Standards Committee Board Director UK Emissions Trading Group - Co-chair Working Group on Monitoring, Reporting, Verification and Accreditation
- 23. 23 Storm Warning… Source -The Guardian 26/2/16
- 24. 24 Global mega trendsare driving a pressure front on the global economy… Including: What is the Perfect Storm • Population growth • Demand for natural resources • Costs and availability of energy • Climate change • Water shortages • Eco-system degradation • Strife/climate base mass migration
- 25. 25 Thriving… • Doom andgloom? DOOM GLOOM • A new way?
- 26. 26 Key for Survivingand Thriving… • Opportunism & opportunity And • Effective resource management • Skills to compete • Leadership • Funding • Strategy Revans Law states: “ For an organisation to survive, its rate of learning must be at least equal to the rate of change of its external environment. ”
- 27. 27 Skills Framework In the21st Century business world, environment and sustainability can no longer be a bolt on it; it needs to be part of the business DNA. Good quality people and their skills are the change makers - which is why it is vital that sustainability skills become pivotal to the operations of organisations. IEMA’s skills framework includes – • Skills for Leaders • Skills for Professionals • Skills for the wider workforce
- 28. 28 Tools and Support ©IEMA, 2011 Training Course Syllabus Guidance & Information Horizon Scanning, Strategic risk evaluation, Stakeholder Engagement, etc Conferences, Events & Webinars
- 29. 29 Storm Warning… AreYou Ready? Source - The Guardian 26/2/16
- 30. 30 THANK YOU Lucy Candlin Director,Planet & Prosperity
- 31. Resilience – ExecutiveBreakfast Series Workshop 1
- 32. Dr Tony Rooke DirectorReporting, CDP Reporting to CDP
- 33. 33 A global economicsystem that operates within sustainable environmental boundaries and prevents dangerous climate change
- 34. 34 Only Global EnvironmentalDisclosure Platform 5,533 Companies in more than 91 countries reporting - over half the world’s market cap 314 Cities sharing best practices - 390 million people, 61 leading megacities 75 Global corporate supply chains - US$ 2 trillion in annual procurement 822 Institutional investors requesting information - a third of the world’s investable capital
- 35. 35 Responding Companies, 2003-2015 253295 355 922 1449 2204 2456 3050 3715 4112 4540 5003 5533 100 138 159 179176 283 345 589 1064 1237 0 1000 2000 3000 4000 5000 6000 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 CDP disclosure numbers by theme Climate Change Forests Water
- 36. 36 • As aproxy for good corporate governance practice • As a proxy for good climate change management • Company Engagement (including ‘Aiming for A’ and the AMNT’s ‘Red Line voting’) • Specific engagement purposes (Governance/Strategy/Emission Performance/Verification and Stakeholder Engagement) - sub scores available to CDP investor members How Investors Use CDP Climate Scores • Investment decision ideas (best in class, exclusion criteria, weightings, etc,) • In conjunction with other ESG metrics/rankings • As part of a climate risk assessment of portfolios • Create financial products (ETF/low carbon index)
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- 38. 38 German Stock Exchange& CDP Reports
- 39. 39 Google Finance &Bloomberg Google Finance
- 40. 40 How Does RespondingWork? Climate change Forests Supply chain Water Investors & supply chain members Corporations Information Information Authority Authority
- 41.
- 42. 42 Science Based TargetsInitiative
- 43. 43 Aligning Targets withClimate Science Science-based targets 2010 2050 GlobalEmissions Year 2ºC Carbon Budget http://www.sciencebasedtargets.org
- 44. 44 THANK YOU Dr TonyRooke Director Reporting, CDP
- 45. Resilience – ExecutiveBreakfast Series Workshop 1
- 46.
- 47. © 2016 GPStrategies Corporation. All rights reserved. GP Strategies, GP Strategies and logo design, BlessingWhite, Rovsing Dynamics, Asentus, Information Horizons, PMC, Sandy, Bath Consultancy Group, Academy of Training, Martonhouse, Via Training, Beneast Training, Ultra, RWD, Communication Consulting, Option Six, Milsom, Clutterbuck Associates, PerformTech, Future Perfect, Smallpeice Enterprises, Prospero Learning Solutions, Lorien Engineering Solutions, Effective-People, Effective-Learning, GPiLEARN, GPCALCS, GPSteam, EtaPRO, and VirtualPlant are trademarks or registered trademarks of GP Strategies Corporation in the U.S. and other countries. All other trademarks are trademarks or registered trademarks of their respective owners. Proprietary to GP Strategies Corporation We’re at our best when helping our clients achieve their best. Together… making a meaningful impact on the world. gpstrategiesltd.com We’re at our best when helping our clients achieve their best. Together… making a meaningful impact on the world. gpstrategiesltd.com
Editor's Notes
- #34 Our vision at CDP is….A global economic system …that operates within sustainable environmental boundaries …and prevents dangerous climate change, unsustainable water extraction & pollution, and reduces deforestation. PAUSE
- #35 The main way we are contributing to this is running a global system to collect and share environmental information. This is all based on the questionnaires you’ve received in February. Obviously the data from just one company wouldn’t have much value. But if we have data from a very large number of companies or even, all companies, we really can make an impact.
- #36 We started small, just over 200 companies reporting back in 2003. But now we have over 5533 companies reporting on climate change, in more than 91 countries.
- #37 - Please note these are only for climate scores, although the presentation mentions accessing water scores, we don’t currently have examples of how investors are using the scores in these slides.
- #38 Only available to investor members and only with CC data Most of the information you can see here is based on the scoring information (for example “risk management in place”: poor/medium/good are evaluations based on the scoring data evaluating the frequency and level of risk assessment, and whether CC risks are reviewed at all.) Provides an overview of a company’s current and historic performance and disclosure scores, score breakdown, governance and strategy, and emission trends Currently in the final stages of development by CDP Reminder: This is an example for 2015 and CC company scores will be presented as bands from 2016 onwards (Investors will not see a separate disclosure score).
- #39 CDP climate scores Reminder: This is an example for 2015 and CC company scores will be presented as bands from 2016 onwards (NO disclosure score)
- #40 CDP’s climate change data is made available to investors within the Bloomberg terminal. This is accessible using the FA function, and going to the ESG tab. Reminder: This is an example for 2015 and CC company scores will be presented as bands from 2016 onwards (NO disclosure score)
- #41 We will start off with how responding works and who is asking for this information. As you can see in the diagram on the left hand side, CDP collects environmental information on behalf of Investors and supply chain members. Investors may request that you respond to Climate change, water and/or Forests. They are taking action to protect their long term investments and are interested in gaining evidence and insight into companies’ greenhouse gas emissions, water usage and strategies for managing climate change, water and deforestation risks. We also issue this request on behalf of global corporations under our supply chain program who wish to understand the impacts of climate change and water scarcity across their supply chain. Supply Chain members may ask suppliers to fill out the Climate Change and/or Water questionnaires. Please note that you only need to respond once to each program, so if for example…….
- #42 CDP, whilst acting broadly and globally in the interests of the climate and sustainable use of natural capital, does so in partnership with and in the interests of you, the business community. We wanted to take a moment to clearly define and articulate just some of the benefits that you and your fellow disclosing businesses are enjoying as a direct result of their disclosure efforts. Put simply: Climate disclosure makes sound business sense, with strong ROI and clear business opportunities accruing. We will be publishing a more detailed look at ‘business benefit’ in the next couple of weeks and will be sharing in print and/or digital formats with you all. (If the printed booklet is available at your workshop)
- #43 CDP has partnered with the United Nations Global Compact, World Resources Institute and World Wide Fund for Nature to form the Science Based Targets initiative. More information on the initiative as well as all the other tools and resources described in this presentation can be found on the initiative’s website at www.sciencebasedtargets.org.
- #44 The widely accepted global goal is to stay well below a 2°C increase above pre-industrial levels and to pursue efforts to limit the temperature increase to 1.5 °C, recognizing that this would significantly reduce the risks and impacts of climate change. Currently, most company targets are not aggressive enough to account for their share of global GHG emissions reductions. Business as usual is leading us to 4C temperature increase, which will have disastrous effects on the planet. Science-based targets can help us close the gap left by country commitments and keep global temperatures well under under 2C pathway by disaggregating the world's remaining carbon budget and quantifying the emissions companies are responsible for. Numbers (I usually don’t mention these unless someone asks): Business as usual scenario emissions increased by 2.2% on average every year reach 3.7 to 4.8ºC of global warming by the end of the century 2ºC scenario Emissions need to be 49% to 72% lower in 2010 than 2050 2ºC carbon budget for the period 2011-2050 is in the range of ~500 – 1500 GtCO2
- #48 Finishing Slide Inserting an image on the finishing slide: Click ‘Insert Picture from File’ icon in the centre of the slide. When the image is placed in the box, right click over the image and select ‘Send to Back’. The hidden text will now sit in front of the image.