This document summarizes a presentation about the need for the Social & Human Capital Protocol. It discusses the evolution of environmental, social and governance guidance over the past 20 years. It outlines increasing investor demand for ESG performance data. The presentation describes recent corporate and investor activity related to social and human capital topics. It provides an overview of the Social & Human Capital Coalition and its goal to standardize social and human impact measurement and valuation for businesses. The Coalition is developing a protocol to guide companies in measuring, valuing and managing their social and human impacts.
GreenBiz 19 Workshop Slides: The Evolution of Social and Human Capital Manage...GreenBiz Group
Corporate managers have long heralded people as their companies’ most important assets and research confirms the vital role of human capital in long-term value creation. In recognizing the importance and value of social and human capital many corporations, their investors, stakeholders and business partners are seeking to integrate consistent, standard, and widely accepted valuation and decision making tools. This session will discuss the evolution of the Social & Human Capital Coalition. The Coalition and key stakeholders will delve into the latest trends around valuing social and human capital, as well as the application of the Social & Human Capital Protocol.
Portland Rotary: The state of socially responsible investing and the drivers...Mike Wallace
This presentation provides the latest information about the dramatic increase in interest in socially responsible investing (also known as environmental, social, and governance (ESG) investing). Mike Wallace, a Partner with BrownFlynn, and past Director of the North American Global Reporting Initiative, will discuss the growing interest amongst retail and institutional investors in applying either values or ESG data to their investments in the stock market. He will also discuss the role of investors in pushing companies to improve ESG policies and performance on issues such as climate change, diversity, and human rights.
ESG Roadmap: Observations and practical advice for boards, corporate secretar...Mike Wallace
Company governance practices and failures have long been an important factor in investor
analysis of a firm’s short-term and long-term value. Over the last several decades—with an
acceleration in the last five years—the relevance to investors of a company’s environmental and
social impacts stemming from its practices, policies and products has increased substantially.
Effective oversight and management by boards, corporate secretaries and sustainability teams
of so-called “ESG” (environmental, social and governance) issues are increasingly important to
preserving and creating shareholder value. Driven by client demand, reputational risk
management and a supportive body of financial research, many investors are demanding that
companies think more broadly about their ESG impacts, take corrective action (if required) and
disclose their ESG-related efforts. In this brief, we will examine the drivers of the growth in
ESG-related investing and engagement, explore ESG’s impact on financial products and
strategies and suggest practical advice to assist boards, corporate secretaries and sustainability
teams.
ERM partnered with a range of leading experts and institutions in June 2019 to bring the latest ESG and sustainability information to the Asian markets. Partners in this tour included, the Stock Exchange of Thailand (SET); Hong Kong Stock Exchange (HKEX); Bloomberg; Citi; Robeco; The Economist; and CDP.
GreenBiz 19 Workshop Slides: The Evolution of Social and Human Capital Manage...GreenBiz Group
Corporate managers have long heralded people as their companies’ most important assets and research confirms the vital role of human capital in long-term value creation. In recognizing the importance and value of social and human capital many corporations, their investors, stakeholders and business partners are seeking to integrate consistent, standard, and widely accepted valuation and decision making tools. This session will discuss the evolution of the Social & Human Capital Coalition. The Coalition and key stakeholders will delve into the latest trends around valuing social and human capital, as well as the application of the Social & Human Capital Protocol.
Portland Rotary: The state of socially responsible investing and the drivers...Mike Wallace
This presentation provides the latest information about the dramatic increase in interest in socially responsible investing (also known as environmental, social, and governance (ESG) investing). Mike Wallace, a Partner with BrownFlynn, and past Director of the North American Global Reporting Initiative, will discuss the growing interest amongst retail and institutional investors in applying either values or ESG data to their investments in the stock market. He will also discuss the role of investors in pushing companies to improve ESG policies and performance on issues such as climate change, diversity, and human rights.
ESG Roadmap: Observations and practical advice for boards, corporate secretar...Mike Wallace
Company governance practices and failures have long been an important factor in investor
analysis of a firm’s short-term and long-term value. Over the last several decades—with an
acceleration in the last five years—the relevance to investors of a company’s environmental and
social impacts stemming from its practices, policies and products has increased substantially.
Effective oversight and management by boards, corporate secretaries and sustainability teams
of so-called “ESG” (environmental, social and governance) issues are increasingly important to
preserving and creating shareholder value. Driven by client demand, reputational risk
management and a supportive body of financial research, many investors are demanding that
companies think more broadly about their ESG impacts, take corrective action (if required) and
disclose their ESG-related efforts. In this brief, we will examine the drivers of the growth in
ESG-related investing and engagement, explore ESG’s impact on financial products and
strategies and suggest practical advice to assist boards, corporate secretaries and sustainability
teams.
ERM partnered with a range of leading experts and institutions in June 2019 to bring the latest ESG and sustainability information to the Asian markets. Partners in this tour included, the Stock Exchange of Thailand (SET); Hong Kong Stock Exchange (HKEX); Bloomberg; Citi; Robeco; The Economist; and CDP.
CITI: Guidance for Investor Relations Officers on Managing ESG DemandMike Wallace
We were asked to speak to a group of CITI clients about the latest trends in #sustainability and #ESG. This presentation provides the latest information on the growth of the #ESG market, as well as real examples of corporate ESG data and how it is being presented to and used by intermediaries like Bloomberg, MSCI, Sustainalytics and others, as well as by asset owners and managers.
One of my earlier ESG presentations to an Investor Relations Officers' ( #IRO ) association called the National Investor Relations Institute ( #NIRI ). This was in 2009 while I was running my own consultancy #WallacePartners and representing clients like #Trucost
A tour of the global ESG standards landscape, 100 days out from COP26, explaining how Inline XBRL, a building block approach to international standards consistency, and independent review of coming mandatory ESG disclosures will change reporting. Presented to the Taiwan Stock Exchange 21 July 2021.
NL:
ESG Routekaart.
De dwingende uitdaging waarvoor wij staan op het gebied van milieu is, om met zijn allen de beweging in gang te zetten om de gemiddelde opwarming van de aarde tot 1,5 graden te beperken. Sommige belanghebbenden, gouvernementele organisaties en banken, vragen regelmatig om verbetering en het aanscherpen van de Europese wetgeving met betrekking tot het klimaat. De EU zou tegen 2050 een totale reductie van de binnenlandse emissies van 80% moeten realiseren. Door een eenduidig stappenplan te borgen, is een concrete stap naar verduurzamen. Denk daarbij aan de interne- en externe belanghebbenden te betrekken voor de implementatie van initiatieven om CO2-emissies te verminderen, of een stap verder zou zijn, om de emissies te compenseren. De Routekaart beschrijft aan de hand van analyses, en sector specifieke KPI’s, modellen hoe dit beleid goed zou kunnen worden geborgd in een Environmental Socio-Economic Governance beleid. De Routekaart biedt op de lange termijn een kosten efficiënt pad naar een schonere, klimaatvriendelijke bedrijf.
Short biography of the presenter; Ginio Franker, September 1966, Suriname.
Position Learning and Development NLP-trainer & Transpersoonlijke coach + Climate Leader trained by Al Gore. "A Moral Call to Climate Change" + "Environmental Justice".
Website www.greandream.com.
EN:
ESG-ROADMAP
With the effects of climate change already upon us, the need to cut global greenhouse gas emissions is nothing less than urgent. It’s a daunting challenge, but the technologies and strategies to meet it exist today. A small set of ESG policies, designed and implemented well, can put us on the path to a low carbon future. ESG Key Performance Indicators are complex, so they must be sector specific, focused and cost-effective. One-size-fits-all approaches simply won’t get the job done. Sustainability managers need a clear, comprehensive resource that outlines the ESG policies that will have the biggest impact on our climate future, and describes how to implement these policies well within their own organisations.
We don’t need to wait for new technologies or strategies to create a low carbon future—and we can’t afford to. ESG-ROADMAP gives professionals the tools they need to select, design, and implement the policies that can put us on the path to a livable climate future.
The Environmental Social Governance challenges e.g: on regulatory and reputational risks, market scandals and new market opportunities makes ESG information a data source of growing importance. With ESG in company seminars, round table discussions, scholarships and online association programs, we leave no one behind. Sign up today. Zentrepreneur Environmental Social Governance Associates Training. (ZESGA).
contact@esgwatch.eu
+32485773608 BE
+31630092220 NL
This white paper was the culmination of a series of webinars and in-person conversations with corporate practitioners in the sustainability field. It provides the end user with an understanding of the ESG ratings and rankings field and helps prioritize engagement with the most influential organizations in the field.
ESG research and corporate sustainability assessment proof the correlation between sustainable management integration and superior financial performance
ESG Is No Longer Optional. What Every Private Equity Manager Should KnowNavatar
Recording: https://www.youtube.com/watch?v=K5NBmZs84gY&feature=youtu.be
Responsible investment (or ESG), once a do-good sideshow, is becoming mainstream. Private equity managers must consider a host of issues, from gender diversity to carbon emissions, or risk losing investor capital and deals. The trend is only growing.
The challenge today is formalizing ESG policies to meet heightened standards. In this webinar, Navatar in conjunction with Invest Europe, brought together leading ESG thinkers from the industry to discuss how GPs should present their ESG framework to investors, what to consider during pre-investment due diligence, and ultimately portfolio monitoring and exit.
We address:
- Why your ESG strategy can make or break a deal
- What LPs want to see in your policies/practices
- Bringing your ESG DDQ to the next level
-Automation, plastics and other emerging ESG risks
Speakers:
- Maaike van der Schoot, Responsible Investment Officer, AlpInvest Partners
- James Holley, Head of ESG, Bridgepoint
- Graeme Ardus, Head of ESG, Triton Partners
- Jaideep Das, Partner, ERM
Sustainable Brands New Metrics: The evolution of social and human capital man...Mike Wallace
Presented at Sustainable Brands New Metrics on Oct. 29, 2018. It captures the history of sustainability frameworks, guidelines and standards that touch on social and human capital issues. It also outlines the growing investor interest in social and human capital issues and what investors are expecting from companies they own. The presentation ends with the latest developments of the Social & Human Capital Coalition and the current state of the Protocol.
Presenters included BASF, Roche, S&P and UAW Trustees.
In this session, 2016 International Corporate Citizenship panelists looked at the landscape of ratings and rankings. Grasp exactly where your company is best positioned and when it might be most advantageous for you to make a commitment to participate.
When we conducted our inaugural environmental, social and governance (ESG) survey of private equity (PE) professionals last year, it was startling to see that nearly half (49%) of our general partner (GP) respondents did not have an ESG program at their firm and had no plans to create one, despite heightened concern from limited partners (LPs) on ESG issues. What a difference a year makes—not to mention the fact that we had a higher proportion of European respondents this year, who are much more progressive when it comes to ESG issues. In our second edition of the ESG survey, a majority of GP respondents (60%) now work at a firm with an established ESG program and another 26% either have an ESG program in development or plan to create one in the near future. However, there are still some PE firms that see little value in ESG programs. As one GP respondent put it: “we think [ESG] is the most asinine initiative ever to come out in the business world.”
While some PE firms eschew ESG issues and think that strong fund performance is enough to attract LP commitments, the LPs themselves are telling a different story. Eighty-four percent of LP respondents say that ESG issues are at least somewhat important when deciding whether or not to commit to a PE fund, with 18% claiming they are essential. Furthermore, 24% said they would they would commit to a fund with slightly lower historical performance if the firm had a strong ESG program. Remember, many of the largest contributors to PE funds are public pension plans, endowments, foundations and sovereign wealth funds—institutions which not only are interested in returns but also have an image to maintain. “GPs have to be more aware of investors’ desire for knowledge of their investments beyond just the financial return,” commented one LP respondent, while adding that the responsibility ultimately falls on the investors: “GPs will only change if the LPs push them to.”
One of the big takeaways from this year’s survey is that more PE firms are taking the necessary steps to make ESG a fundamental part of their investment approach. For example, 28% of GP respondents indicated that their firm produces a corporate social responsibility (CSR) report, up from 18% in 2012. And while finding effective metrics to monitor ESG performance continues to be the largest hurdle for ESG efforts, PE firms continue to find new ways to measure their ESG initiatives and have increasingly utilized forums, case studies and industry events and guidelines to fill the knowledge gap.
We hope that this survey serves as a lens into the current state of ESG issues in the PE industry and provides a starting point for developing a set of best practices that can be adopted by firms of all sizes. If you are interested in participating in future editions of the survey, or have any comments or suggestions for how we can improve this report, please contact us at research@pitchbook.com.
Social & Human Capital Launch & ReleaseMike Wallace
The Social & Human Capital Protocol was released on April 17th to a 60-day public consultation period. The Social & Human Capital Coalition was also announced on April 17th and is building a multi-stakeholder group of experts to help direct the Coalition and refine and publish the Protocol. This presentation provides some of the initial information about this new global initiative. We look forward to your involvement and input!
CITI: Guidance for Investor Relations Officers on Managing ESG DemandMike Wallace
We were asked to speak to a group of CITI clients about the latest trends in #sustainability and #ESG. This presentation provides the latest information on the growth of the #ESG market, as well as real examples of corporate ESG data and how it is being presented to and used by intermediaries like Bloomberg, MSCI, Sustainalytics and others, as well as by asset owners and managers.
One of my earlier ESG presentations to an Investor Relations Officers' ( #IRO ) association called the National Investor Relations Institute ( #NIRI ). This was in 2009 while I was running my own consultancy #WallacePartners and representing clients like #Trucost
A tour of the global ESG standards landscape, 100 days out from COP26, explaining how Inline XBRL, a building block approach to international standards consistency, and independent review of coming mandatory ESG disclosures will change reporting. Presented to the Taiwan Stock Exchange 21 July 2021.
NL:
ESG Routekaart.
De dwingende uitdaging waarvoor wij staan op het gebied van milieu is, om met zijn allen de beweging in gang te zetten om de gemiddelde opwarming van de aarde tot 1,5 graden te beperken. Sommige belanghebbenden, gouvernementele organisaties en banken, vragen regelmatig om verbetering en het aanscherpen van de Europese wetgeving met betrekking tot het klimaat. De EU zou tegen 2050 een totale reductie van de binnenlandse emissies van 80% moeten realiseren. Door een eenduidig stappenplan te borgen, is een concrete stap naar verduurzamen. Denk daarbij aan de interne- en externe belanghebbenden te betrekken voor de implementatie van initiatieven om CO2-emissies te verminderen, of een stap verder zou zijn, om de emissies te compenseren. De Routekaart beschrijft aan de hand van analyses, en sector specifieke KPI’s, modellen hoe dit beleid goed zou kunnen worden geborgd in een Environmental Socio-Economic Governance beleid. De Routekaart biedt op de lange termijn een kosten efficiënt pad naar een schonere, klimaatvriendelijke bedrijf.
Short biography of the presenter; Ginio Franker, September 1966, Suriname.
Position Learning and Development NLP-trainer & Transpersoonlijke coach + Climate Leader trained by Al Gore. "A Moral Call to Climate Change" + "Environmental Justice".
Website www.greandream.com.
EN:
ESG-ROADMAP
With the effects of climate change already upon us, the need to cut global greenhouse gas emissions is nothing less than urgent. It’s a daunting challenge, but the technologies and strategies to meet it exist today. A small set of ESG policies, designed and implemented well, can put us on the path to a low carbon future. ESG Key Performance Indicators are complex, so they must be sector specific, focused and cost-effective. One-size-fits-all approaches simply won’t get the job done. Sustainability managers need a clear, comprehensive resource that outlines the ESG policies that will have the biggest impact on our climate future, and describes how to implement these policies well within their own organisations.
We don’t need to wait for new technologies or strategies to create a low carbon future—and we can’t afford to. ESG-ROADMAP gives professionals the tools they need to select, design, and implement the policies that can put us on the path to a livable climate future.
The Environmental Social Governance challenges e.g: on regulatory and reputational risks, market scandals and new market opportunities makes ESG information a data source of growing importance. With ESG in company seminars, round table discussions, scholarships and online association programs, we leave no one behind. Sign up today. Zentrepreneur Environmental Social Governance Associates Training. (ZESGA).
contact@esgwatch.eu
+32485773608 BE
+31630092220 NL
This white paper was the culmination of a series of webinars and in-person conversations with corporate practitioners in the sustainability field. It provides the end user with an understanding of the ESG ratings and rankings field and helps prioritize engagement with the most influential organizations in the field.
ESG research and corporate sustainability assessment proof the correlation between sustainable management integration and superior financial performance
ESG Is No Longer Optional. What Every Private Equity Manager Should KnowNavatar
Recording: https://www.youtube.com/watch?v=K5NBmZs84gY&feature=youtu.be
Responsible investment (or ESG), once a do-good sideshow, is becoming mainstream. Private equity managers must consider a host of issues, from gender diversity to carbon emissions, or risk losing investor capital and deals. The trend is only growing.
The challenge today is formalizing ESG policies to meet heightened standards. In this webinar, Navatar in conjunction with Invest Europe, brought together leading ESG thinkers from the industry to discuss how GPs should present their ESG framework to investors, what to consider during pre-investment due diligence, and ultimately portfolio monitoring and exit.
We address:
- Why your ESG strategy can make or break a deal
- What LPs want to see in your policies/practices
- Bringing your ESG DDQ to the next level
-Automation, plastics and other emerging ESG risks
Speakers:
- Maaike van der Schoot, Responsible Investment Officer, AlpInvest Partners
- James Holley, Head of ESG, Bridgepoint
- Graeme Ardus, Head of ESG, Triton Partners
- Jaideep Das, Partner, ERM
Sustainable Brands New Metrics: The evolution of social and human capital man...Mike Wallace
Presented at Sustainable Brands New Metrics on Oct. 29, 2018. It captures the history of sustainability frameworks, guidelines and standards that touch on social and human capital issues. It also outlines the growing investor interest in social and human capital issues and what investors are expecting from companies they own. The presentation ends with the latest developments of the Social & Human Capital Coalition and the current state of the Protocol.
Presenters included BASF, Roche, S&P and UAW Trustees.
In this session, 2016 International Corporate Citizenship panelists looked at the landscape of ratings and rankings. Grasp exactly where your company is best positioned and when it might be most advantageous for you to make a commitment to participate.
When we conducted our inaugural environmental, social and governance (ESG) survey of private equity (PE) professionals last year, it was startling to see that nearly half (49%) of our general partner (GP) respondents did not have an ESG program at their firm and had no plans to create one, despite heightened concern from limited partners (LPs) on ESG issues. What a difference a year makes—not to mention the fact that we had a higher proportion of European respondents this year, who are much more progressive when it comes to ESG issues. In our second edition of the ESG survey, a majority of GP respondents (60%) now work at a firm with an established ESG program and another 26% either have an ESG program in development or plan to create one in the near future. However, there are still some PE firms that see little value in ESG programs. As one GP respondent put it: “we think [ESG] is the most asinine initiative ever to come out in the business world.”
While some PE firms eschew ESG issues and think that strong fund performance is enough to attract LP commitments, the LPs themselves are telling a different story. Eighty-four percent of LP respondents say that ESG issues are at least somewhat important when deciding whether or not to commit to a PE fund, with 18% claiming they are essential. Furthermore, 24% said they would they would commit to a fund with slightly lower historical performance if the firm had a strong ESG program. Remember, many of the largest contributors to PE funds are public pension plans, endowments, foundations and sovereign wealth funds—institutions which not only are interested in returns but also have an image to maintain. “GPs have to be more aware of investors’ desire for knowledge of their investments beyond just the financial return,” commented one LP respondent, while adding that the responsibility ultimately falls on the investors: “GPs will only change if the LPs push them to.”
One of the big takeaways from this year’s survey is that more PE firms are taking the necessary steps to make ESG a fundamental part of their investment approach. For example, 28% of GP respondents indicated that their firm produces a corporate social responsibility (CSR) report, up from 18% in 2012. And while finding effective metrics to monitor ESG performance continues to be the largest hurdle for ESG efforts, PE firms continue to find new ways to measure their ESG initiatives and have increasingly utilized forums, case studies and industry events and guidelines to fill the knowledge gap.
We hope that this survey serves as a lens into the current state of ESG issues in the PE industry and provides a starting point for developing a set of best practices that can be adopted by firms of all sizes. If you are interested in participating in future editions of the survey, or have any comments or suggestions for how we can improve this report, please contact us at research@pitchbook.com.
Social & Human Capital Launch & ReleaseMike Wallace
The Social & Human Capital Protocol was released on April 17th to a 60-day public consultation period. The Social & Human Capital Coalition was also announced on April 17th and is building a multi-stakeholder group of experts to help direct the Coalition and refine and publish the Protocol. This presentation provides some of the initial information about this new global initiative. We look forward to your involvement and input!
Corporate social responsibility (CSR) promotes a vision of business accountability to a wide range of stakeholders, besides shareholders and investors. Key areas of concern are environmental protection and the wellbeing of employees, the community and civil society in general, both now and in the future.
OECD Workshop: Measuring Business Impacts on People’s Well-being, Chris PinneyStatsCommunications
OECD Workshop: Measuring Business Impacts on People’s Well-being, 23-24 February 2017, Paris, France, More information at: http://www.oecd.org/statistics/oecd-workshop-on-measuring-business-impacts-on-peoples-well-being.htm
Social & Human Capital Coalition - Protocol Launch (GreenBiz 2019)Mike Wallace
Corporate managers have long heralded people as their companies’ most important assets and research confirms the vital role of human capital in long-term value creation. In recognizing the importance and value of social and human capital many corporations, their investors, stakeholders and business partners are seeking to integrate consistent, standard, and widely accepted valuation and decision making tools. This session will discuss the evolution of the Social & Human Capital Coalition. The Coalition and key stakeholders will delve into the latest trends around valuing social and human capital, as well as the application of the Social & Human Capital Protocol.
Kevin Martin: The New Corporate Currency
People Analytics Conference 2023 Summer
Website: https://pacamp.org
Youtube: https://www.youtube.com/channel/UCeHtPZ_ZLZ-nHFMUCXY81RQ
FB: https://www.facebook.com/pacamporg
Sugarcane Company’s performance has remained to be one of the challenging facts in the growing companies in Kenya today. The delays in harvesting operations are attributed to uncoordinated and unpredictable harvesting and transport schedules; and inefficiencies in mill operations. Therefore, the main aim of the study is to determine the influence of Sustainability Management Systems CSR on firm performance of selected sugarcane companies in Kenya. The study is guided by Corporate Social Performance Theory. This study used ex- post facto research design. Ex- post facto research design determines and reports the way things are. The target population was 528 employees. This study therefore sampled 228 respondents. Purposive sampling technique was used to select 10 managers, 24 supervisors, 38 accountants and 156 clerks from the 7 sugarcane companies because they have specific information concerning the effects of corporate social responsibility practice on firm performance of selected sugarcane companies in Kenya. Pilot study was done in order to test for validity and reliability of the research tools. The pilot study was done in Trans-Mara Sugar Company found in rift Valley region of Kenya. For inferential statistics, correlation and multiple regression was used for comparative analysis between frequencies of corporate social responsibility practice on firm performance. The study findings indicated that sustainability management systems have an effect on firm performance. The government will use this study in establishing policies that would ensure improvement in firm performance of sugarcane processing firms among other firms in Kenya. The study recommends that the companies should encourage sustainability management systems since sustainable management systems is an important mechanism for improving corporate sustainability performance. It can generate business value through measurement and management of sustainability risks and opportunities. The study recommends further researchers to study on corporate social responsibility strategy and financial performance of firms in Kenya which the study didn’t cover.
Accountability for SustainabilityOverviewLEARNING OBJECTIVES.docxbartholomeocoombs
Accountability for Sustainability
Overview
LEARNING OBJECTIVES
1. Discuss business and organizational accountability.
2. List the factors that are influencing an increase in interest and activity in business accountability.
Accountability is a concept in corporate governance that is the acknowledgement of responsibility by an
organization for actions, decisions, products, and policies that it undertakes.
A customer of a business expects that a product manufactured and sold by a business has been designed, tested, and produced so that it is safe to use. An investor in a business expects that the managers of the company are working to maximize shareholder return and to not be wasteful of corporate resources.
The federal government expects that a business pays its taxes properly and promptly. These are all examples
of the expectations that stakeholders have of businesses to act in a responsible manner.
Rising stakeholder expectations are motivating organizations to consider the impacts of their actions in a
broad, transparent, and systematic manner. Businesses are a major actor in modern society, and
stakeholders expect that businesses be a positive contributor to societal well-being. Stakeholders want
companies to be more than purveyors of a product or a service; they expect them to fulfill a more positive
societal role.
Consumers are showing increasing concern for the environmental and societal impacts of the products
and services they purchase. [1] Many investors are starting to use a company’s performance in
sustainability as an indicator of business value and of management strength. A recent example of
increased investor sustainability accountability expectations is when twenty-four institutional investors
wrote to thirty of the world’s largest stock exchanges asking that they address
inadequate sustainability reporting by companies.[2]
“Shooting the Elephant”
There are numerous examples of companies’ social or environmental actions affecting consumer
purchasing behavior both positively and negatively. In March 2011, Bob Parsons, the CEO of GoDaddy, the world’s largest provider of web hosting and domain name registrations, posted a video of him shooting an elephant in Zimbabwe, Africa, on the Internet. The video showed the elephant being killed
and local villagers stripping flesh from the carcass of the dead elephant to a score of rock band AC/DC’s
“Hells Bells.” While Parsons claimed the elephant was destroying the villagers’ crops and that he was
actually, providing a service to the local African community, his actions—and specifically the callous way
that he documented his actions—spurred outrage from customers with many cancelling their accounts as a result. This is an example of how the social conduct of the CEO of a company carried over to the brand image of the company and resulted in a loss in revenue.
Video 1
Elephant Hunt Video
Follow the link to view the video:
http://www.youtube.com/watch?v=HXVH4OsfapI
Sidebar
“Ethical Jewelry”.
ISO 26000 & HR, Human Resources & Human Responsible Management, Short introdu...Alexander Crépin
ISO 26000 will require organisations to show that they are acting in a social responsible manner.
This is for HR a very interesting challenge as well as an opportunity to show business partner and change master qualities.
Similar to The need for the Social & Human Capital Protocol Jan. 2019 - AHC Group (20)
A look at the connections between mainstream ratings agencies and those now focused on sustainability and environmental, social and governance (ESG) performance.
The health care industry is estimated to encompass close to 20% of the US GDP. Health care providers have a significant presence in their communities and are often a communities largest employer. Their role and s
GRI Reporters In The Public Sector Feb 2010Mike Wallace
A rapidly growing number of government entities and public agencies are reporting on their own sustainability performance. This presentation highlights those using the GRI Guidelines, as well as the Top 10 European countries based on the number of GRI reporters.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Case Analysis - The Sky is the Limit | Principles of Management
The need for the Social & Human Capital Protocol Jan. 2019 - AHC Group
1. The need for the
Social & Human
Capital Protocol
37th Bi-Annual Corporate Affiliates
Executive Workshop
AHC Group
Mike Wallace – Partner, BrownFlynn, an
ERM Group company
Interim Executive Director, Social & Human
Capital Coalition
| January 24, 2018
3. GRI (1997) - Globally Crowd-Sourced ESG Issues
Environmental
Materials
Energy
Water
Biodiversity
Emissions
Effluents and Waste
Products and Services
Environmental Compliance
Transport
Supplier Environmental Assessment
Environmental Grievance
Mechanisms
Economic
Economic Performance
Philanthropy
Market Presence
Indirect Economic Impacts
Economic Inclusion
Procurement Practices
Human Rights
Non-discrimination
Freedom of Association & Collective
Bargaining
Child Labor
Forced /Compulsory Labor
Security Practices
Indigenous Rights
Supplier Human Rights Assessment
Human Rights Grievance Mechanisms
Labor Practices
& Decent Work
Training and Education
Employment
Labor/Management Relations
Occupational Health & Safety
Diversity & Equal Opportunity
Equal Remuneration for Men
and Women
Supplier Assessment for
Labor Practices
Labor Practices Grievance Mechanisms
Society
Anti-Corruption
Public Policy
Anti-competitive Behavior
Local Communities
Supplier Assessment for Impacts on
Society
Grievance Mechanisms for Impacts on
Society
Product Responsibility
Customer Health & Safety
Product & Service Labeling
Marketing Communications
Customer Privacy
Product Compliance
Social & human capital issues are interwoven throughout
11. UN Principles for Responsible Investment (PRI)
The United Nations-supported Principles for Responsible Investment (PRI) Initiative is an international
network of investors working together to put the six Principles for Responsible Investment into
practice. Its goal is to understand the implications of sustainability for investors and support
signatories to incorporate these issues into their investment decision making and ownership practices.
Source: http://www.unpri.org/
$7 $10
$13
$18
$21
$24
$32 $34
$45
$59
$62
$68
$82
63
185
361
523
734
890
1,050
1,186
1,251
1,384
1,501
1,714
1,961
-
200
400
600
800
1,000
1,200
1,400
1,600
1,800
2,000
$-
$10
$20
$30
$40
$50
$60
$70
$80
$90
$100
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
UN PRI Growth Over Time
Assets under management (US$ trillion) Number of Signatories
14. A glimpse of the current ESG Ecosystem
Based on sustainability reporting standards and frameworks, there are 100+ organizations producing
lists, rankings, ratings, and scorecards of the “top companies” and “most sustainable” companies.
15. A glimpse of the current ESG Ecosystem
Based on sustainability reporting standards and frameworks, there are 100+ organizations producing
lists, rankings, ratings, and scorecards of the “top companies” and “most sustainable” companies.
16. RiskMetrics Group
buys Innovest
FEB 2009
Thomson Reuters
buys Asset 4
NOV 2009
Bloomberg
buys New Energy
Finance
DEC 2009
GMI and
The Corporate
Library merge
JUL 2010
Vigeo and
EIRIS merge
OCT 2015
MSCI acquires GMI
Ratings
JUN 2014
ISS buys IW Financial
JAN 2017
Morningstar buys
40% of Sustainalytics
JUL 2017
SEP 2009
Sustainalytics and
Jantzi Research
Inc. merge
NOV 2009
RiskMetrics
Group buys KLD
MAR 2010
MSCI buys
RiskMetrics
Group
JUN 2012
Sustainalytics acquires
Responsible Research
SEP 2015
ISS acquires Ethix SRI
Advisors
OCT 2016
Standard & Poor’s
buys Trucost
JUN 2017
ISS acquires South Pole
Group’s Investment
Climate Data Division
ESG Research Market Evolution
18. Recent Market Developments
January 2018 – Larry Fink’s Letter to CEOs
“Companies must ask themselves: What role do we play in the
community? How are we managing our impact on the environment? Are
we working to create a diverse workforce?”
March 2018 – Investor Stewardship on Human Capital
“Research has consistently shown the importance of human capital to
company performance. Companies included in Fortune magazine’s “100
Best Companies to Work For” lists earned, over the long-term, excess
risk-adjusted returns of 3.5%.”
October 2018 – BlackRock to Expand Access to ESG Data
“BlackRock projects ETF assets in ESG to grow from $25 billion today to
more than $400 billion by 2028.”
Investor Activity
19. Recent Market Developments
April 2018 – CEO of Salesforce Closes the Gender Pay Gap
“One of the reasons we’re considered such a great place to work (Fortune
rated them #1 this year) is that from the time we founded the company, we
emphasized philanthropy and social responsibility. We pay employees to give
their time to local schools and charities, and we have donated more than
$180 million to non-profits.”
“The World Economic Forum says that it'll take more than 100 years for us to
pay men and women equally.”
“We said we're going pay men and women equally at this company, and
we're going to go through and level set every job, every division, and every
department. We’re going make sure that we have gender equality.”
“It cost us about $3 million for us to do those adjustments the first year.”
Corporate Activity
21. Human Capital Activity
Evolution of concepts
fair labor
practices; health
and safety;
responsible
contracting and
diversity
20152014
workforce
demographics;
workforce stability;
workforce composition;
workforce skills and
capabilities; workforce
culture and
empowerment;
workforce health and
safety; workforce
productivity; human
rights; workforce
compensation and
incentives
total headcount, “broken
down by the division
between full-time and
part-time employees,
gender, and diversity”;
Annual turnover—
including both planned
and regrettable turnover;
Investment in training,
skills, and professional
development; Employee
engagement score
2016
gender diversity;
employment type, such
as full-time, part-time or
agency workers; staff
turnover; accidents,
injuries and workplace
illnesses; investment in
training and
development; pay ratios
between the highest
paid and median and
lowest quartile workers
across the company;
and employee
engagement scores.
2017
workforce
composition,
unionization, worker
participation in
decision-making, OHS
practices, training and
development and
employee
compensation
policies.
workforce
composition,
worker welfare,
investment in skills
and worker
representation.
Sources: Corporate Disclosure of Human Capital Metrics. October 2017. Retrieved from: https://lwp.law.harvard.edu/files/lwp/files/pension_paper_corporate_disclosure_of_human_capital_metrics_102317.pdf
CSHS Human Capital Project. http://www.centershs.org/human-capital.php
2018
22. U.S. Securities & Exchange Commission (2017)
A sample of some of the influential and global participants:
• LouiseDavidson,CEO, Australian Councilof SuperannuationInvestors
• MartinWhittaker,CEO, JUST Capital
• ScottConnolly, Assistant Secretary, Australian Councilof Trade Unions
• Kerrie Waring,ExecutiveDirector,and Joyce Haboucha,Co-Chair,Disclosureand Transparency
Committee;InternationalCorporateGovernanceNetwork
• Jeffrey P. Mahoney, General Counsel,Councilof InstitutionalInvestors
• Ken Hall, General Secretary-Treasurer, InternationalBrotherhoodof Teamsters
• CatherineHowarth,ChiefExecutive, ShareAction
• Denise L. Nappier,State Treasurer, State of Connecticut
• Gary Yee, BoardChair,BritishColumbiaMunicipalPensionBoardof Trustees
• HeatherSlavkin Corzo,Director,Corporationsand CapitalMarkets,AFL-CIO
• Josh Zinner,ChiefExecutiveOfficer, InterfaithCenter onCorporateResponsibility
• MichaelW.Frerichs,State Treasurer of Illinois
• RonaldB. McKinley, Chair, ISOTC/260
• Paul Kearns, Chair,MaturityInstitute
• Anne Simpson,InvestmentDirector,SustainableInvestments,CaliforniaPublicEmployees Retirement
System (CalPERS),and Anne Sheehan,Directorof CorporateGovernance,CaliforniaStateTeachers'
RetirementSystem (CalSTRS)
Rulemaking Petition - https://www.sec.gov/comments/4-711/4-711.htm
25. Social & Human Capital Topics in Bloomberg
Social Human Capital
Employees
Employee Turnover %
Number of Part-Time Employees
Number of Temporary Employees
Number of Contractors
Employee Diversity
% Women in Management
% Women in Workforce
Gender Pay Gap Breakout
Percentage Gender Pay Gap for Senior Management
Percentage Gender Pay Gap Mid & Other Management
Percentage Gender Pay Gap Employees Ex Management
% Gender Pay Gap Tot Empl Including Management
% Minorities in Management
% Minorities in Workforce
% Disabled in Workforce
Community & Customers
Community Spending
Community Spending/Profit Before Tax
Community Spending Percentage of EBITDA
Community Spending Percentage of Total Equity
Number of Customer Complaints
Supply Chain
Number of Suppliers Audited
Number of Supplier Audits Conducted
Social Supply Chain Management
Number Supplier Facilities Audited
Sustain Sup Guidelines Encomp ESG Area Pub Disclsd
Employees
Number of Employees - CSR
% Employees Unionized
Employee Average Age
Policies
Health and Safety Policy
Equal Opportunity Policy
Human Rights Policy
Training Policy
Business Ethics Policy
Fair Remuneration Policy
Employee Protection / Whistle Blower Policy
Anti-Bribery Ethics Policy
Policy Against Child Labor
Accidents & Fatalities
Workforce Accidents - Employees
Lost Time from Accidents
Fatalities - Contractors
Fatalities - Employees
Fatalities - Total
Lost Time Incident Rate
Fatalities - Third Party
Fatalities per 1000 employees
Accidents per 1000 employees
Lost Time per Employee
Total Recordable Incident Rate
Total Accidents - Contractors
Lost Time Incident Rate - Contractors
Total Recordable Incident Rate - Contractors
Employee Training
Employee CSR Training
Employee Training Cost
Total Hours Spent by Firm - Employee Training
Training Spending per Employee
Other
Sustainable Investment/Capital Expenditures
Source: Bloomberg. Metrics as of 8/7/2018
Overlap
31. The Social & Human Coalition and Protocol
The Social & Human Capital Coalition is an initiative which aims to
mainstream the measurement of social & human impacts for
business – shifting the improvement of social & human
performance from an optional extra to a core part of business
decision making.
The Protocol serves two purposes:
• It provides a consistent process to guide companies through
the journey of measuring, valuing and better managing social
and human capital.
• It provides a framework for collaboration to harmonize the
currently fragmented landscape of social & human impact
measurement and valuation, and to move towards
standardized approaches for business.
The phrase “Social & Human Capital” is being defined through a
public comment process that was launched on April 17, 2018.
32. Protocol consultation and review process
Built from
existing best
practice
Targeted
review and
test
Public
consultation
Analysis of
consultation
inputs
Integration
into Protocol
Launch of
updated
Protocol
Public consultation
launched 17/04/2018
Formal consultation
closed in July 2018
Insights from 20
companies in 2016
Review and release
of Protocol – Q4
2016/2017:
Social Capital Protocol
Advisory Group (20
external experts)
25 companies tested
the Protocol in their
organizations
Q3/4 2018
Categorize comments
Evaluate validity
Consider options for
update of Protocol
content
Resolution with
Technical Committee
input
Report on resolution of
comments (short
summary)
Q/4 2018
Overseen by Coalition
Technical Director
Approval by Coalition
Executive Director
Final sign-off by
Coalition Board
Q1 2019
33. Board of Directors
• Peter Bakker, CEO, World Business Council for Sustainable Development (WBCSD) (Board Chair)
• Pavan Sukhdev, President, WWF International
• Sharan Burrow, General Secretary, International Trade Union Confederation (ITUC)
• Cécile Duflot, Director General, Oxfam France
• Mark Gough, Executive Director, Natural Capital Coalition (NCC)
• Kathy A. Seabrook, Chair, Center for Safety & Health Sustainability (CSHS)
• Jeremy Nicholls Former CEO, Social UK and Social Value International
• Martine Durand, Chief Statistician and Director of Statistics and Data, Organisation for Economic Co-Operation and
Development (OECD)
• Victor van Vuuren, Director Enterprises, International Labour Organization (ILO)
• Richard Howitt, CEO, International Integrated Reporting Council (IIRC)
• Additional Board Members TBD
35. Outreach & Engagement
• Distribution list: >1,300
• Coalition Webinars: >100 participants at each webinar
• Joint Statements: x4 key partners
• International Integrated Reporting Council
• Natural Capital Coalition
• Roundtable of Product Social Metrics
• Social Value International
• Article Distribution >100,000
• Follow us on Twitter @shcCoalition
37. Thank you
Mike Wallace
Executive Director, The Social & Human Capital Coalition
wallace@social-capital.org
Partner, BrownFlynn, an ERM Group company
mikew@brownflynn.com