Sandy Nessing, AEP managing director of Sustainability and Environment, Safety and Health Strategy & Design, discussed stakeholder engagement at the National Grassroots Conference held in January 2011.
Impact investing study in the private equity fieldSitraTalousTeema
This document summarizes a collaborative study by FVCA, Sitra and Deloitte on impact investing in the private equity field. The study found that ESG practices are now a core part of private equity investors' businesses, focusing more on opportunities than risks. While impact investing is an emerging concept, the portfolios of private equity investors already include companies focused on themes like cleantech and healthcare that create social/environmental impact. Challenges to growth include lack of opportunities, ecosystem immaturity, and impact measurement. However, most respondents said they would consider impact for future funds, indicating the field is poised for growth. Key recommendations include identifying current portfolio impacts, communicating these to investors, and including impact in investment strategies
This presentation helps you gain a good understanding of the fundamentals of ESG by explaining the following.
1. What is ESG - Definition and ESG Issues
2. What is ESG VS Responsible Investment (RI) - Definition of RI | Relationship between ESG and RI | Investment profile of RI vs Sustainable Investing vs Impact Investing
3. Why is ESG Important - Two Main Reasons
4. Who should Care about ESG - Key Stakeholders
5. Why They should Care - Reasons for each Stakeholder to Understand and Consider ESG Integration
6. How to Integrate ESG into Investment Process - Overview of Traditional vs ESG-Integrated Investment Process
Presentation of 10 rules for sustainability partnerships, build on years of personal experience, desk-research and best practice, Presentation given at the conference Sustainable Brands in Istanbul April 20, 2017.
The document outlines the agenda and survey results from the iG Summit 2011 event in Gainesville, Florida. The agenda included presentations from local business and government leaders, as well as breakout groups to discuss ways to continue fostering innovation in the community. Survey results showed that participants were motivated by using their skills and following through on commitments. Groups discussed keeping momentum, improving communication, and engaging new audiences. Success was defined as Gainesville becoming recognized as a hub for higher paying and more jobs from innovation and collaboration.
Hiring a senior independent to help with a transformation project can reduce risk of failure, as they operate with board authority outside of internal politics, providing objectivity and experience guided by strong ethics. The development of mutual trust between the client and senior independent is key to project success.
This document discusses stakeholders and participation in planning for a proposed luxury residential development project in Rampallo, Italy. It identifies and categorizes the internal and external stakeholders that would be impacted by the project. Internal stakeholders include the developer, architects, engineers, and financial supporters. External stakeholders include local and regional authorities, political organizations, social groups, environmental groups, and the local community. The document outlines engagement techniques that could be used at different stages of the project, including raising awareness, public meetings, questionnaires, interviews, and focus groups, to understand stakeholder perspectives and concerns regarding the development.
Impact investing study in the private equity fieldSitraTalousTeema
This document summarizes a collaborative study by FVCA, Sitra and Deloitte on impact investing in the private equity field. The study found that ESG practices are now a core part of private equity investors' businesses, focusing more on opportunities than risks. While impact investing is an emerging concept, the portfolios of private equity investors already include companies focused on themes like cleantech and healthcare that create social/environmental impact. Challenges to growth include lack of opportunities, ecosystem immaturity, and impact measurement. However, most respondents said they would consider impact for future funds, indicating the field is poised for growth. Key recommendations include identifying current portfolio impacts, communicating these to investors, and including impact in investment strategies
This presentation helps you gain a good understanding of the fundamentals of ESG by explaining the following.
1. What is ESG - Definition and ESG Issues
2. What is ESG VS Responsible Investment (RI) - Definition of RI | Relationship between ESG and RI | Investment profile of RI vs Sustainable Investing vs Impact Investing
3. Why is ESG Important - Two Main Reasons
4. Who should Care about ESG - Key Stakeholders
5. Why They should Care - Reasons for each Stakeholder to Understand and Consider ESG Integration
6. How to Integrate ESG into Investment Process - Overview of Traditional vs ESG-Integrated Investment Process
Presentation of 10 rules for sustainability partnerships, build on years of personal experience, desk-research and best practice, Presentation given at the conference Sustainable Brands in Istanbul April 20, 2017.
The document outlines the agenda and survey results from the iG Summit 2011 event in Gainesville, Florida. The agenda included presentations from local business and government leaders, as well as breakout groups to discuss ways to continue fostering innovation in the community. Survey results showed that participants were motivated by using their skills and following through on commitments. Groups discussed keeping momentum, improving communication, and engaging new audiences. Success was defined as Gainesville becoming recognized as a hub for higher paying and more jobs from innovation and collaboration.
Hiring a senior independent to help with a transformation project can reduce risk of failure, as they operate with board authority outside of internal politics, providing objectivity and experience guided by strong ethics. The development of mutual trust between the client and senior independent is key to project success.
This document discusses stakeholders and participation in planning for a proposed luxury residential development project in Rampallo, Italy. It identifies and categorizes the internal and external stakeholders that would be impacted by the project. Internal stakeholders include the developer, architects, engineers, and financial supporters. External stakeholders include local and regional authorities, political organizations, social groups, environmental groups, and the local community. The document outlines engagement techniques that could be used at different stages of the project, including raising awareness, public meetings, questionnaires, interviews, and focus groups, to understand stakeholder perspectives and concerns regarding the development.
The document discusses stakeholder engagement and co-creation in projects to reduce risks. It advocates using a "net∞WORK mindset" and viewing organizations as complex networks of relationships. Co-creating projects with stakeholders is presented as building social capital that reduces risks. The document provides examples of using social networks and collaboration tools to engage stakeholders and outlines seven essentials for co-creating projects.
Brunswick Future of Stakeholder Engagement Report February 2013Brunswick Group
Conventional wisdom holds that “Stakeholder Engagement” is important and organisations should be doing it.But there’s very little data available about what “it” is, or about the benefits and risks organisations see from engaging in new ways with groups they may not have dealt with in the past.
The purpose of this survey was to explore what stakeholder engagement looks like with those who are closest to the front line: senior European communicators at large corporations, government bodies, NGOs, associations and other organisations.
1. This document introduces stakeholder management and its importance for successful projects and organizations. Stakeholders are individuals or groups that are impacted by or can impact a project or organization.
2. It defines stakeholders and provides examples of common stakeholder types for organizations. Organizational stakeholders must be identified and prioritized. Project stakeholders are also unique to each project.
3. Stakeholder influence comes from their legitimacy and power related to a project or organization. Stakeholders must be managed to maximize benefits and minimize negative impacts. Examples of successful and unsuccessful stakeholder management are provided.
A lesson on how to conduct Stakeholder Management for a project in any industry. Project stakeholders are extremely important to project success. Knowing how to adequately management their expectations and influence on the project is very essential for the project manager.
The document discusses project stakeholder management based on Chapter 13 of the PMBOK Guide. It provides an overview of stakeholder identification processes, including defining stakeholders, analyzing their needs and impact, and developing engagement strategies. The key aspects covered are identifying stakeholders and their interests, classifying stakeholders using models like power/interest grids, and developing a stakeholder register to document them.
Four Keys to Managing Stakeholder Expectations and Delivering ValueWorkfront
Managing stakeholder expectations is an important part of managing project-based work. If you're lucky, project stakeholders have clearly defined the value of what the successful outcome of their project might look like. Unfortunately, clearly defining the potential value of an initiative before the project has begun seems to be the exception rather than the rule in most organizations.
To help you avoid part of this trend, here are five key points to keep stakeholder expectations in check and deliver undeniable value...
Stakeholder theory defines stakeholders as groups who can affect or are affected by a company, including shareholders, customers, employees, and suppliers. It proposes that companies should consider the interests of these stakeholders, rather than just shareholders, and manage stakeholder relationships through defining who the stakeholders are and how they should be treated. While stakeholder theory provides guidance for ethical corporate management, it has been criticized for not fully reflecting how corporations actually operate in prioritizing profits over other stakeholders.
Change Management Made Easier - Know Your Stakeholders: Create advocates within your organization by understanding the motivations of your internal customers.
There are two main theories of stakeholder management: Milton Friedman's theory that only shareholders matter, and Freeman's theory that all stakeholder groups are important to manage. Freeman argued that identifying and managing stakeholders is important for a corporation's consent to operate from the community. Key stakeholder groups include investors, employees, suppliers, customers, and governments. Effective stakeholder management involves identifying stakeholder groups, their interests, and priorities; communicating with them through appropriate channels; and integrating stakeholder analysis into strategic planning and issues management.
This document discusses project stakeholder management. It provides an overview of identifying stakeholders, planning stakeholder management, and managing stakeholder engagement. Key points covered include identifying stakeholders using tools like stakeholder analysis, developing a stakeholder register output. It also discusses planning stakeholder management, including developing a stakeholder management plan using inputs like the stakeholder register and meetings to define engagement levels.
We’re all camping at UX Camp West, so I thought I’d use the metaphor of a tent to share with you my view on the field of User Experience. I will describe the 7 poles of the tent's structure (research, design, evaluation, implementation, business, strategy, and management) and show you some random objects that I found in its corners. It is my goal that afterwards, we can all appreciate the beauty of the big tent, and realise how we contribute to a happy stay.
The document discusses how leaders can create sustainable organizations that deliver value for all stakeholders. It finds that while executives recognize the importance of sustainability, it often remains a secondary priority compared to financial performance. There are also significant gaps between how executives rate their organization's sustainability performance versus other stakeholders like employees, consumers, and citizens. The document introduces the concept of "Sustainability DNA" - comprised of 21 practices across 10 enablers - that can help organizations strengthen human connections, collective intelligence, and accountability to become more sustainable and create lasting value for stakeholders. Organizations with strongly embedded Sustainability DNA are found to outperform peers on both profitability and positive social and environmental outcomes.
Accenture helps companies unlock the business and environmental value of organizational sustainability by strengthening their sustainability DNA. Read more.
Shaping the Sustainable Organization | Accentureaccenture
Accenture helps companies unlock the business and environmental value of organizational sustainability by strengthening their sustainability DNA. Read more.
#FIRMday Manchester 22nd September 2016 - Capita 'Talent Acquisition in the f...Emma Mirrington
Practical recommendations on the steps to take and the
obstacles to overcome in the pursuit of more diverse candidate pools and resulting hires (internally and externally). Themes include:
• Addressing the challenge of unconscious bias – yours,
agencies and hiring managers
• Reconciling speed vs. diversity of hires and managing stakeholder expectations
• The mutual benefits of monitoring and reporting diversity of outcomes
• How more inclusive on-boarding can improve and embed results
Parallel Session 1.2 Creating a Positive Employee Experience in NHSScotlandNHSScotlandEvent
This document summarizes a presentation on employee engagement. It discusses key findings from a 2009 UK government report on engagement, including that engaged employees are more committed, motivated, and able to contribute to organizational success while also enhancing their well-being. The presentation identifies four key enablers of engagement: having a clear strategic narrative, engaging managers, providing employees with voice, and ensuring organizational integrity. It notes that public sector engagement lags the private sector and outlines some strategies for improving engagement during times of change.
APM webinar sponsored by the South Wales and West of England Branch on 23 November 2021.
Speaker: David Hawkins
Projects by their very nature require many stakeholders to work together to deliver outcomes. The greater the level of collaboration the higher the probability of success. This webinar was held on 23 November 2021.
The impact of relationships and behaviours cannot be underestimated but often this is left to develop organically and can frequently be impacted by external influences directly or inadvertently. A structured approach to placing collaborative working as part of the project plan and execution can help enhance performance.
https://www.apm.org.uk/news/how-collaborative-working-can-help-deliver-successful-projects-webinar/
This document discusses the importance of effective change communication. It provides three key points:
1) Research shows that effective employee communication leads to better financial performance and employee engagement. Companies that communicate well see higher returns and engagement.
2) There are seven common mistakes made in change communication, such as focusing only on facts and not emotions, or editing messages excessively.
3) Effective change communication requires reaching both the "hearts and heads" of employees by developing a clear plan, addressing different audiences and their needs, and providing guidance and support through the change process. Measurement is also important to refine the communication approach.
Sefiani’s Mandy Galmes and Julia Hoy present 'Embedding Sustainability into y...Brittany Ferdinands
Sefiani’s Mandy Galmes and Julia Hoy present 'Embedding Sustainability into your narrative:Are you ready to have an Authentic Conversation?' at Mumbrella CommsCon 2022.
This document discusses reasons why technology implementation and organizational change initiatives can fail and provides recommendations. It notes that communication, leadership, unclear objectives, underestimating culture, lack of support, and lack of performance measures are six common reasons for failure. It emphasizes that adoption is an emotional decision and recommends focusing communication on work benefits, designing training, prioritizing initiatives, maintaining commitment after launch, and celebrating successes. The document advocates mapping the change journey, engaging stakeholders, identifying new ways of working, and realizing benefits through ongoing review and innovation.
Sustainability Within the Utility IndustryEnergy909
American Electric Power (AEP) has undertaken a journey toward more sustainable practices and integrated reporting over the past decade. AEP generates most of its power from coal but has been increasing other sources like gas, nuclear, and renewables. Reporting allows AEP to tell its story, engage stakeholders, identify risks and opportunities, and increase shareholder value. Sustainability is now a bottom-line issue as various stakeholders expect companies to consider economic, social and environmental impacts. Transparent reporting of performance on these broader issues helps protect long-term shareholder value by managing reputational, regulatory and other risks. AEP's experience shows that support from leadership, transparency, stakeholder engagement, and a focus on material issues are important lessons
The document discusses stakeholder engagement and co-creation in projects to reduce risks. It advocates using a "net∞WORK mindset" and viewing organizations as complex networks of relationships. Co-creating projects with stakeholders is presented as building social capital that reduces risks. The document provides examples of using social networks and collaboration tools to engage stakeholders and outlines seven essentials for co-creating projects.
Brunswick Future of Stakeholder Engagement Report February 2013Brunswick Group
Conventional wisdom holds that “Stakeholder Engagement” is important and organisations should be doing it.But there’s very little data available about what “it” is, or about the benefits and risks organisations see from engaging in new ways with groups they may not have dealt with in the past.
The purpose of this survey was to explore what stakeholder engagement looks like with those who are closest to the front line: senior European communicators at large corporations, government bodies, NGOs, associations and other organisations.
1. This document introduces stakeholder management and its importance for successful projects and organizations. Stakeholders are individuals or groups that are impacted by or can impact a project or organization.
2. It defines stakeholders and provides examples of common stakeholder types for organizations. Organizational stakeholders must be identified and prioritized. Project stakeholders are also unique to each project.
3. Stakeholder influence comes from their legitimacy and power related to a project or organization. Stakeholders must be managed to maximize benefits and minimize negative impacts. Examples of successful and unsuccessful stakeholder management are provided.
A lesson on how to conduct Stakeholder Management for a project in any industry. Project stakeholders are extremely important to project success. Knowing how to adequately management their expectations and influence on the project is very essential for the project manager.
The document discusses project stakeholder management based on Chapter 13 of the PMBOK Guide. It provides an overview of stakeholder identification processes, including defining stakeholders, analyzing their needs and impact, and developing engagement strategies. The key aspects covered are identifying stakeholders and their interests, classifying stakeholders using models like power/interest grids, and developing a stakeholder register to document them.
Four Keys to Managing Stakeholder Expectations and Delivering ValueWorkfront
Managing stakeholder expectations is an important part of managing project-based work. If you're lucky, project stakeholders have clearly defined the value of what the successful outcome of their project might look like. Unfortunately, clearly defining the potential value of an initiative before the project has begun seems to be the exception rather than the rule in most organizations.
To help you avoid part of this trend, here are five key points to keep stakeholder expectations in check and deliver undeniable value...
Stakeholder theory defines stakeholders as groups who can affect or are affected by a company, including shareholders, customers, employees, and suppliers. It proposes that companies should consider the interests of these stakeholders, rather than just shareholders, and manage stakeholder relationships through defining who the stakeholders are and how they should be treated. While stakeholder theory provides guidance for ethical corporate management, it has been criticized for not fully reflecting how corporations actually operate in prioritizing profits over other stakeholders.
Change Management Made Easier - Know Your Stakeholders: Create advocates within your organization by understanding the motivations of your internal customers.
There are two main theories of stakeholder management: Milton Friedman's theory that only shareholders matter, and Freeman's theory that all stakeholder groups are important to manage. Freeman argued that identifying and managing stakeholders is important for a corporation's consent to operate from the community. Key stakeholder groups include investors, employees, suppliers, customers, and governments. Effective stakeholder management involves identifying stakeholder groups, their interests, and priorities; communicating with them through appropriate channels; and integrating stakeholder analysis into strategic planning and issues management.
This document discusses project stakeholder management. It provides an overview of identifying stakeholders, planning stakeholder management, and managing stakeholder engagement. Key points covered include identifying stakeholders using tools like stakeholder analysis, developing a stakeholder register output. It also discusses planning stakeholder management, including developing a stakeholder management plan using inputs like the stakeholder register and meetings to define engagement levels.
We’re all camping at UX Camp West, so I thought I’d use the metaphor of a tent to share with you my view on the field of User Experience. I will describe the 7 poles of the tent's structure (research, design, evaluation, implementation, business, strategy, and management) and show you some random objects that I found in its corners. It is my goal that afterwards, we can all appreciate the beauty of the big tent, and realise how we contribute to a happy stay.
The document discusses how leaders can create sustainable organizations that deliver value for all stakeholders. It finds that while executives recognize the importance of sustainability, it often remains a secondary priority compared to financial performance. There are also significant gaps between how executives rate their organization's sustainability performance versus other stakeholders like employees, consumers, and citizens. The document introduces the concept of "Sustainability DNA" - comprised of 21 practices across 10 enablers - that can help organizations strengthen human connections, collective intelligence, and accountability to become more sustainable and create lasting value for stakeholders. Organizations with strongly embedded Sustainability DNA are found to outperform peers on both profitability and positive social and environmental outcomes.
Accenture helps companies unlock the business and environmental value of organizational sustainability by strengthening their sustainability DNA. Read more.
Shaping the Sustainable Organization | Accentureaccenture
Accenture helps companies unlock the business and environmental value of organizational sustainability by strengthening their sustainability DNA. Read more.
#FIRMday Manchester 22nd September 2016 - Capita 'Talent Acquisition in the f...Emma Mirrington
Practical recommendations on the steps to take and the
obstacles to overcome in the pursuit of more diverse candidate pools and resulting hires (internally and externally). Themes include:
• Addressing the challenge of unconscious bias – yours,
agencies and hiring managers
• Reconciling speed vs. diversity of hires and managing stakeholder expectations
• The mutual benefits of monitoring and reporting diversity of outcomes
• How more inclusive on-boarding can improve and embed results
Parallel Session 1.2 Creating a Positive Employee Experience in NHSScotlandNHSScotlandEvent
This document summarizes a presentation on employee engagement. It discusses key findings from a 2009 UK government report on engagement, including that engaged employees are more committed, motivated, and able to contribute to organizational success while also enhancing their well-being. The presentation identifies four key enablers of engagement: having a clear strategic narrative, engaging managers, providing employees with voice, and ensuring organizational integrity. It notes that public sector engagement lags the private sector and outlines some strategies for improving engagement during times of change.
APM webinar sponsored by the South Wales and West of England Branch on 23 November 2021.
Speaker: David Hawkins
Projects by their very nature require many stakeholders to work together to deliver outcomes. The greater the level of collaboration the higher the probability of success. This webinar was held on 23 November 2021.
The impact of relationships and behaviours cannot be underestimated but often this is left to develop organically and can frequently be impacted by external influences directly or inadvertently. A structured approach to placing collaborative working as part of the project plan and execution can help enhance performance.
https://www.apm.org.uk/news/how-collaborative-working-can-help-deliver-successful-projects-webinar/
This document discusses the importance of effective change communication. It provides three key points:
1) Research shows that effective employee communication leads to better financial performance and employee engagement. Companies that communicate well see higher returns and engagement.
2) There are seven common mistakes made in change communication, such as focusing only on facts and not emotions, or editing messages excessively.
3) Effective change communication requires reaching both the "hearts and heads" of employees by developing a clear plan, addressing different audiences and their needs, and providing guidance and support through the change process. Measurement is also important to refine the communication approach.
Sefiani’s Mandy Galmes and Julia Hoy present 'Embedding Sustainability into y...Brittany Ferdinands
Sefiani’s Mandy Galmes and Julia Hoy present 'Embedding Sustainability into your narrative:Are you ready to have an Authentic Conversation?' at Mumbrella CommsCon 2022.
This document discusses reasons why technology implementation and organizational change initiatives can fail and provides recommendations. It notes that communication, leadership, unclear objectives, underestimating culture, lack of support, and lack of performance measures are six common reasons for failure. It emphasizes that adoption is an emotional decision and recommends focusing communication on work benefits, designing training, prioritizing initiatives, maintaining commitment after launch, and celebrating successes. The document advocates mapping the change journey, engaging stakeholders, identifying new ways of working, and realizing benefits through ongoing review and innovation.
Sustainability Within the Utility IndustryEnergy909
American Electric Power (AEP) has undertaken a journey toward more sustainable practices and integrated reporting over the past decade. AEP generates most of its power from coal but has been increasing other sources like gas, nuclear, and renewables. Reporting allows AEP to tell its story, engage stakeholders, identify risks and opportunities, and increase shareholder value. Sustainability is now a bottom-line issue as various stakeholders expect companies to consider economic, social and environmental impacts. Transparent reporting of performance on these broader issues helps protect long-term shareholder value by managing reputational, regulatory and other risks. AEP's experience shows that support from leadership, transparency, stakeholder engagement, and a focus on material issues are important lessons
This document discusses collaborative governance and partnerships. It notes that the environment has changed, requiring new approaches to addressing increasing complexity. The old "expert model" is no longer sufficient, and collaborative approaches that value diversity and multiple perspectives are needed. Complex problems require collaboration to solve. Cross-sector partnerships involve organizations working together toward mutual objectives through principles of equity, transparency and mutual benefit. Both collaborative governance and partnerships are about building trust between stakeholders to find enduring solutions to complex issues.
Beyond Random Content: Four Steps to Thought Leadership SuccessRob Leavitt
The document discusses four steps to thought leadership success: 1) developing compelling points of view on important issues through research; 2) educating internal teams to build alignment; 3) sustaining engagement with target audiences through continuous, integrated online and offline content; and 4) establishing programmatic discipline through dedicated staff, budgets, and metrics to ensure focused impact and continuous improvement.
7 Ways Planning Improves Social Impact and Sustainability4Good.org
The document discusses 7 ways that planning can improve social impact and sustainability for nonprofits. Planning provides clarity of mission and focus of activities. It involves analyzing internal strengths and weaknesses as well as external factors to prioritize initiatives that align resources with mission. Financial planning is needed for sustainability. Tight management and leadership development are important. Measuring social impact allows an organization to improve over time. Planning improves nonprofit performance by more than 2.5 times.
This document discusses stakeholder engagement and connecting strengths to create synergy and scale. It provides an agenda for a meeting with Innovation Partners International to communicate enthusiasm for engaging diverse stakeholders through AI Summits. The meeting will involve sharing stories of transformative stakeholder engagement moments and collectively considering innovations for engaging stakeholders in co-creating desired futures.
Strategic Doing is an agile strategy discipline that enables people to quickly form action-oriented collaborations, guide them toward measurable outcomes, and make adjustments along the way. It focuses conversations on the critical questions of "Where are we going?" and "How will we get there?". Strategic Doing has evolved from over 25 years of applying agile strategic practices to complex environments. The Strategic Doing Design Team continues to develop and improve the discipline through practitioner training programs, workshops, and collaboration tools.
World of Learning 2014 Closing Keynote: Linking Learning to BusinessLaura Overton
Laura Overton provided the closing keynote at World of Learning 2014 (Birmingham, UK), sharing why it's important to prioritise the alignment of learning to business needs instead of focusing on the latest fads and technologies.
Traits of successful project managers - RICS ArticleDonnie MacNicol
Donnie MacNicol and Brenda Hales identify the behavioural traits the PM needs to develop and encourage in themselves
and others to enhance their success
Change Management Overview: A Proven Strategy for Design and Implementation o...Environmental Initiative
This document provides an overview of change management and principle-based leadership. It discusses how principle-based leadership focuses on identity, participation, equity and competence to drive culture change. It highlights two case studies of companies that implemented principle-based leadership: Fraser, a local company that began with lean management and quality design teams; and Landscape Forms, a Michigan company that engages customers and employees in product development. Principle-based leadership is described as values-based, employee-focused, time-tested, and having proven financial benefits for creating high performance organizations.
Similar to Stakeholder Engagement: Avoid It At Your Own Risk (20)
AEP's dividend policy and expected EPS growth rate are detailed in this handout, which was shared at the Greater Chicagoland Coalition of Better Investing.
This presentation reflects conditions at the time it was delivered and do not include later developments. Updated information about current conditions can be found in the companies' filings with the Securities and Exchange Commission. AEP has not undertaken an obligation to update the presentation on this page.
1) AEP reported 1Q12 GAAP earnings of $0.80 per share, in line with $0.82 per share in 1Q11.
2) Utility operations earnings were $383 million in 1Q12 compared to $389 million in 1Q11, due to unfavorable weather.
3) Transmission operations earnings increased to $9 million in 1Q12 from $4 million in 1Q11.
What is the future of corporate reporting? AEP's Sandy Nessing, managing director of Sustainability, spoke to an MBA class at The Ohio State University's Fisher School of Business on Feb. 29, 2012, about AEP's experience, why sustainability is a growth platform as well as a risk management strategy and what the trends are in corporate reporting.
American Electric Power (NYSE: AEP) will share 2012 to 2014 plans, including 2012 ongoing earnings guidance (earnings excluding special items) and expected capital spend, during a meeting today with investors in New York.
The company is expected to announce an ongoing earnings guidance range for 2012 of $3.05 to $3.25 per share and set its 2012 capital budget at $3.1 billion. Capital expenditures for 2013 and 2014 are estimated at $3.5 billion to $3.7 billion per year.
AEP had solid financial performance for both the fourth quarter and the year. AEP benefited from favoriable weather conditions throughout most of the year, and our industrial volumes were up 4 percent in 2011.
American Electric Power will broadcast its Friday, Feb. 10, New York meeting with financial analysts and investors live over the Internet at 8 a.m. EST at http://www.aep.com/go/webcasts.
- AEP reported GAAP earnings of $1.93 per share and ongoing earnings of $1.17 per share for 3Q11.
- Key announcements included the election of Nick Akins as CEO and an increase in the quarterly dividend to $0.47 per share.
- Regulatory proceedings underway in Ohio on the transition to a competitive market and environmental rules like CSAPR and MACT standards.
- Third quarter performance was driven by a refund of $43 million in POLR charges from an Ohio ESP remand ruling, higher customer switching of $33 million, and a $19 million increase in O&M expenses.
1) AEP faces significant challenges transforming its business due to stricter environmental regulations, a shifting energy landscape, and economic pressures.
2) AEP is developing a transition plan to address grid reliability, customer costs, job creation, and a more diverse fuel portfolio in response to these changes.
3) AEP supports rational environmental regulation but is concerned about the affordability and timeline of EPA rules, which could prematurely retire some coal plants and significantly increase costs passed to customers. AEP hopes the EPA will consider feedback calling for a more flexible approach.
- The presentation discusses AEP's financial and regulatory performance in the first quarter of 2011, reaffirming earnings guidance for 2011 and 2012.
- It provides an overview of AEP's coal fleet and the potential capital costs to comply with proposed environmental rules from 2012-2020, estimating costs could range from $1.15 billion to $2.21 billion.
- The presentation also notes ongoing reviews of proposed regulations and technical assessments that could impact capital cost estimates.
Brian X. Tierney, American Electric Power executive vice president and chief financial officer presented to an audience of investors at the Credit Suisse Energy Summit in Vail, Colo., on Feb. 8, 2011.
A webcast of the presentation can be accessed through the Internet at http://www.aep.com/investors/webcasts/.
During the conference, AEP reaffirmed its 2011 ongoing earnings guidance of $3.00 to $3.20 per share.
Supplemental information published for AEP’s quarterly earnings conference call with financial analysts on Jan. 28, 2011.
For more information, log on to AEP.com/Investors
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
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
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
How to Implement a Real Estate CRM SoftwareSalesTown
To implement a CRM for real estate, set clear goals, choose a CRM with key real estate features, and customize it to your needs. Migrate your data, train your team, and use automation to save time. Monitor performance, ensure data security, and use the CRM to enhance marketing. Regularly check its effectiveness to improve your business.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
How MJ Global Leads the Packaging Industry.pdfMJ Global
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Stakeholder Engagement: Avoid It At Your Own Risk
1. Stakeholder Engagement:
Avoid It At Your Own Risk
Sandy Nessing
Managing Director, Sustainability and ESH Strategy & Design
National Grassroots Conference – Key West, Florida
January 2011
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3. The Stakeholder Revolution
Everyone is a stakeholder
Expectations are high
◦ Profits and positive societal contributions
Transparency reigns supreme
◦ Information is power and you control the story
◦ Eliminate misperceptions
◦ Build trust, credibility
Avoid shareholder resolutions
◦ 363 filed in 2010
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4. What’s At Stake
Profits
Customers
Public support
Competitiveness
Opportunities for innovation and growth
Reputation
Trust and credibility
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5. It Takes Courage And Leadership
Know your material issues and focus on those
Be willing to listen, with positive intent
Bring the right people to the table
◦ A balanced conversation with many viewpoints
Management commitment is important
◦ Is your CEO willing to engage?
Follow-through is critical
◦ Are you walking the talk?
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6. Not Everyone Gets It At First
They didn’t see the connection between
stakeholder engagement and impact to ROI.
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7. AEP: Engaging With Coal Suppliers
Coal always among top 3 stakeholder issues
Ongoing discussions led to commitment for survey
◦ Environmental, safety and health performance
Followed up with stakeholder meeting
Brought suppliers face-to-face with NGOs for the first time
◦ Passionate but respectful engagement
Surprised at what we learned – as were NGOs
◦ Dispelled commonly-held misperceptions of coal industry
◦ Clearer picture of the performance of our suppliers
◦ Allowed AEP to begin laying the groundwork with stakeholders
for a transformation of its fuel portfolio
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8. It’s All About Relationships
Will they be there when you need them most?
Do you have a platform for discussion,
collaboration, innovation?
Stakeholder engagement is the
new business imperative.
Can you afford not to do it?
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9. Questions?
Sandy Nessing
Managing Director – Sustainability & ESH Strategy and Design
smnessing@aep.com
614-716-2570
Follow me on Twitter -- @Watts4U
www.AEPsustainability.com
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