The Path to Net Positive: Principles, Practical Models and Progress to Date claudine blamey
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The Path to Net Positive: Principles, Practical Models and Progress to Date claudine blamey
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The Path to Net Positive: Principles, Practical Models and Progress to Date claudine blamey
- 1. The Path to Net Positive: Principles, Practical Models and Progress to Date Bill Baue, Sustainability Context Group @Bbaue Zoe Le Grand, Forum for the Future @zlegrand Ralph Thurm, A Leader’s Guide to ThriveAbility @aheadahead1 Claudine Blamey, The Crown Estate @ClaudineBlamey Greg Norris, Harvard School of Public Health Asheen Phansey, Dassault Systemes John Pflueger, Dell
- 2. Measuring Value Beyond Financial return Our Total Contribution
- 4. What is Total Contribution Total Contribution measures the broader value we create beyond financial return and sets out the opportunities for our business to deliver a positive impact
- 5. Our resources and relationships Financial Resources Physical Resources Natural Resources Our People Our Know How Our Networks RESOURCES RELATIONSHIPS
- 6. Biggest impact Environmental Contribution Economic Contribution Value chain - where we have influence not control Net positive direct impact + £154,000 (4,600 tCO2 more emissions sequestered through forestry and avoided by low carbon energy generation than emissions generated) Direct Gross Value Added (GVA) contributed to the UK economy Social Contribution 730 people placed into permanent employment £393m £6.8m
- 7. Investment Erosion of value Enhancing value Other benefits and costs How we calculate the contribution Total Contribution evolution
- 8. Resource & Relationships / Measurement Criteria Other benefit Other Cost Investment Erosion Enhancement Natural Resources Ecosystems services pollutant releases planting trees Deforestation, flooding self seeding Our People employee volunteer schemes unpaid interns, unpaid overtime well being programme workplace inequality Illness, crime good health, security Know- How provision of open source IP use of open source IP R&D, training, sub-optimal turnover rate talent retention (optimal turnover rate) Physical Resources rent free space for community benefit use of public goods energy efficiency, flood defences wear & tear, accidents, criminal damage market movement Networks events held for public benefit community volunteers CRM, stewardship programme late supplier payments, fraud Reduced compliance cost Sample Indicators
- 9. People Progress Summary VALUES / February 2015 Comments Other Benefits £ 0.54 M Capturing the benefits of EVS Other Costs - £ 0.63 M Increase due refinement of management overtime data and the inclusion of interns Investment £ 3.6 M Capturing the value of health care support (financed through taxes) plus internal wellbeing programmes Erosion [Internal] - £ 5.19 M Refinement of injury, absence, equal opportunity and overtime data Erosion [External] - No change / No data Enhancement [Internal] £ 1.22 M Decrease due to refinement of absence related data Enhancement [External] - No change / No data Net - £ 0.4 M
- 10. Example to show impact on business planning and budgeting Know-how VALUES / February 2015 Comments/focus Other Benefits - Other Costs - £ 0.23 Capturing the value of public information goods & services (e.g. the internet). Investment £ 6.93 M training data and inclusion of R&D expenditures. Erosion [Internal] - £ 7.15 M Employee turnover and knowledge decay. Erosion [External] - Enhancement [Internal] - Enhancement [External] - Net - £ 0.44 M
- 11. Key Impact for Business Total Contribution highlights non-financial impacts in financial terms. In doing this it raises questions relevant for business planning and budgeting
Editor's Notes
- Long journey Going to tell you how it has evolved to what we have today.
- Outline each. Business model shows how we take each of the R&Rs, use them astutely and transform them into something of greater value.
- 13/14 results. Biggest impact in enabled.
- We take non-financial indicators such as jobs, waste production and health & safety and identify the investment, erosion and enhancing of value, and other benefits/costs derived from these (for which no payment is made or received by us or society). We then use established methodologies to identify the positive and negative impacts upon society, producing a net impact measurable in £’s. Other benefits and costs – benefits we contribute but for which we receive no payment. Costs- those things we take from society or the environment, or do to it but for which we don’t pay.
- Other benefits – things we give to the outside world free of charge Other costs – things we take from the outside world without paying Investment (£, time, in-kind) Depreciation– int and ext Appreciation – int – practice that enhances value - external – natural or external events that enhance performance Go through each of the yellow boxes as examples
- Example of a big figure made up of factors relevant to BOLT. This needs investigating.
- Another good example of where we might turn our attention. Employee turnover – our turnover rate is above the average which has an impact on productivity Further investigation – some short term contracts, career moves (time to go), but others are ‘regrettable’ leavers Do we need more money invested on training – or is it something else?
- Aim of TC is to influence decision-making – identifying opportunities and highlighting those areas/activities that currently presenting problem and need addressing if we are to make a positive impact. It is there to improve our business.