CBI low carbon business breakfast: Paul Turner (Lloyds Banking Group)
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The document discusses Lloyds Banking Group's focus on operational efficiency, being a great place to work, prudently managing risk, and building deep customer relationships. It emphasizes that sustainability impacts every aspect of business from costs to risk to attracting employees and customers. The group aims to unlock value from sustainability for customers, employees, and stakeholders through resource efficiency, engaging colleagues, managing risks, collaboration, and engaging networks.
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CBI low carbon business breakfast: Paul Turner (Lloyds Banking Group)
- 2. THE LLOYDS BANKING GROUP
- 3. FOCUS AND STRATEGY Best in class operational efficiency A great place for all our colleagues to work To manage risk prudently To build deep and lasting customer relationships To be recognised as the best financial services company by customers colleagues and shareholders
- 4. OUR BUSINESS RETAIL INSURANCE WEALTH AND INTERNATIONAL WHOLESALE
- 5. SUCCEEDING TOGETHER Agree Disagree “ It is important to me that the company I work for is actively engaged in combating climate change and other environment related issues”
- 6. LOOKING BEYOND OUR DIRECT IMPACTS
- 8. SIX STRATEGICALLY ALLIGNED VALUE CREATING STEPS R esource Efficiency E ngaging colleagues D istinctive relationships U pgraded risk platforms C ollaboration E ngaging stakeholders Learning, development and engagement Managing existing and emerging risks Building deep, lasting customer relationships Operational efficiency and reputation New networks and building capability Building brand and advocates in the public and private sectors
- 10. UNLOCKING THE VALUE OF SUSTAINABLE DEVELOPMENT Value Culture Brand Colleague Customer “ Showing leadership in unlocking the value of Sustainable Development for our customers for our colleagues and for our stakeholders”
- 11. STAKEHOLDER VALUE FINANCE OPERATIONS COMMERICAL RISK HR GROUP STAFF ASSET FINANCE CUSTOMERS EXCO CORPORATE Language Priorities Value Relevance Strategy Who
- 15. EMERGING TALENT AND EMERGING LEADERSHIP
- 16. THE POWER OF NETWORKS Personal action Network Encourage others
- 18. NEW RELATIONSHIPS AND COLLABORATIONS
- 19. VALUE AND VALUES – AN INTEGRATED APPROACH R esource Efficiency E ngaging colleagues D istinctive relationships U pgraded risk platforms C ollaboration E ngaging stakeholders Learning, development and engagement Managing existing and emerging risks Building deep, lasting customer relationships Operational efficiency and reputation New networks and building capability Building brand and advocates in the public and private sectors
- 20. A JOURNEY……..
Editor's Notes
- It needs to be strategic Next – Resource efficiency
- The component parts of the Group
- A 37% increase in the use of teleconferencing during 2008 which helped avoid £3.7m in travel costs and improved productivity.
- CLICK FOR HIGHLIGHT
- Rarely has a business issue affected every value creation leverdoes an issue Margin improvement Revenue Growth Valuation multiple – earnings multiple.
- Need to get our own house in order Engage with our staff – 8 out of 10 want to work for an environmentally responsible organisation Distinctive relationships Deeper understanding of the many risks Joined up thinking – working with business and government Stakeholders like investors and supply chains
- Jolly Green Banking Giant pops our for a takeover Six steps Business relevant four box
- A survey of 1300 business professionals conducted as part of a report called The Engaged Organisation found that 85% of respondents see E&S knowledge as valuable, particularly in new hires while 78% said that knowledge would rise in importance over the next five years. Higher engaged employees try 50% harder, perform 20% better and are 80% less likely to leave than employees with low levels of engagement (Corporate Leadership Council). 70% of employees say they want their employers to cuts carbon emissions In 2008 a company (called Stonyfield) challenged its employees to save energy at the company's facilities. Savings were tied to employee bonuses for all workers. The company achieved its annual goal reducing the company’s energy use per ton of product by over 22% Enhanced ability to attract retain and motivate employees Employee productivity
- A survey of 1300 business professionals conducted as part of a report called The Engaged Organisation found that 85% of respondents see E&S knowledge as valuable, particularly in new hires while 78% said that knowledge would rise in importance over the next five years. Higher engaged employees try 50% harder, perform 20% better and are 80% less likely to leave than employees with low levels of engagement (Corporate Leadership Council). 70% of employees say they want their employers to cuts carbon emissions In 2008 a company (called Stonyfield) challenged its employees to save energy at the company's facilities. Savings were tied to employee bonuses for all workers. The company achieved its annual goal reducing the company’s energy use per ton of product by over 22% Enhanced ability to attract retain and motivate employees Employee productivity
- The need for a positive vision
- Leapfrog is a unique business-led not-for-profit organisation that channels pro bono (free) services from top businesses into activities that deliver carbon reductions. Ashton Hayes – 20% energy efficiency Leapfrog is providing the legal and financial resources required to complete the renewable energy micro-grid model and is also helping this pioneering community secure funding for its future projects. Leapfrog will assist with setting up the community owned energy supply company (ESCO) and in due course anticipates a wider team becoming involved to secure the requisite planning and regulatory consents and assist negotiations with the utility and grid companies to implement the micro-grid. All participants agree that the work product will be made available as free-ware to other community groups undertaking similar projects . Background Purpose Audience Partners Business benefit
- Need to get our own house in order Engage with our staff – 8 out of 10 want to work for an environmentally responsible organisation Distinctive relationships Deeper understanding of the many risks Joined up thinking – working with business and government Stakeholders like investors and supply chains
- We don’t have all the answers – we have just started and we all have so far to go Thank God – choice of train and not plane