organisational sustainability v5

8/22/2019 Organisational Sustainability V5

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Organisational Sustainability

6. A Sustainability

Maturity Rating System

Networking

& References

2.What do we mean

by sustainability?

4. Example of maturing

Organisational Sustainability

Purpose

5. Planning to make

it happen

1. Business is

destroying the world3. A Sustainability

Maturity Model

Version 5


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Purpose

The purpose ofOrganisational Sustainabilityis:

To describe a way organisations, both private and public sector, can :

a) Improve theirs and others sustainability, and in doing so also

b) Show how their progress can be measured in economic, community, andenvironmental terms .

Main Headings:

1. Business is destroying the world

2. What do we mean by sustainability?

3. A Sustainability Maturity model

4. Example of maturing Organisational Sustainability

5. Planning to make it happen

6. How to assess Governments & Industries Sustainability MaturityCopyright David Alman 2011


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Business is destroying the world: What are you doing about it?

Quote from The ecology of commerce by Paul Hawken

Copyright David Alman 2011


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*Rephrasing of a quote by Herman Daly, Senior Economist , World Bank (1988-1994) in The Consumption Dilemma.

Report by Deloitte Touch Tohmatsu and the World Economic forum. January 2011

Basically, environmental and social costs are growing faster than the benefitsof economic growth, making us poorer not richer.*

Unlimited

Economic

Growth

Civilisation

in danger

Population

explosion

Green house

effects

Famine & growingregional conflict /

terrorism /refugees

Depletion of

biosphere & mineral

resources



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Slide 1 with 12 supporting

slides from

Interconnectness of world

problems by Fritjof Capra

Actually it is more

like this (too much

for one slide!)



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But there are businesses that are

working on changing from wasteful

and destructive practices to restorative

practices, cutting costs and finding

competitive advantage.

The way to becoming a Sustainable

Organisation is difficult and involves

changes to mindsets and innovation.

The Interface Model from Mid- Course Correction by Ray AndersonCopyright David Alman 2011


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2. What do we mean by Sustainability?

2.1 Sustainability defined

2.2 Translating sustainability into organisational terms

2.3 Brief explanation of organisational sustainability terms

2.4 Internal & External Sustainability issues and costs



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2.1 Sustainability Defined:

Organisational SustainabilityAn Organisations ability to achieve its goals and increase long-term stakeholder

value by integrating economic, environmental and social opportunities into itsstrategies.Adapted from Symposium on Sustainability Profiles in Leadership, NYC, Oct. 2001.

UN Based DefinitionMeeting the presentgenerations needs in ways that are not only economically

viable, environmentally sound and socially equitable but will also allow future

generations to do the same .Based on an explanation in the Brundtland Report Our Common Future United Nations WorldCommission on Environment and Development, 1987




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Thick ValueTo achieve social, environmental, and

economic (SEE) sustainability by optimising

the value of resources and outcomes value

to stakeholders (Organisational Health).Thin ValueTo achieve organisational sustainability

by minimising waste in the use of

resources (inputs) and optimising

the value of services/products (outputs)

(Financial Health).

2.2 Translating Sustainability into Organisational terms

Developing Organisational Sustainability means shifting from a single - thinone

dimension to a thickthree dimension - approach, and recognising each dimension

also affects the other in achieving sustainable value.


Thin & Thick Value are terms coined by Umair Haque in The New Capitalist Manifesto


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Social

EconomicEnvironment

Well-being

ProductivityResources


2.2 Translating Sustainability into Organisational terms

Internal Organisational termsSustainability Terms


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2.3 Brief explanation of Organisational Sustainability terms: Productivity



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2.3 Brief explanation of Organisational Sustainability terms: Resources.Energy & Materials Usage. Diagram below illustrates changes in materials usage.

Figure 4 from World Economic Forum report Redesigning business value: A roadmap for sustainable consumption



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2.3 Brief explanation of Organisational Sustainability terms: Well-being

1. Well- being covers: Employee Satisfaction

Cost of disengagement in 2007 in Australia is estimated as $42.1 billion(Ref: Gallop Q12 Employee Engagement Poll 2008 Results)

2. Well-being covers: Employee Health

The World Health Organisation (WHO) and International Labour Organisation (ILO) define the

aims of occupational health as:

The promotion and maintenance of the highest degree of physical, mental, and social well-being

of workers in all occupations by prevention of departures from health, and controlling risks.

The four elements affecting employee well-being are therefore:

Environmental factors; Physical health; Mental (psychological) health; and Social health.Information drawn from Creating Healthy work organisations edited by Cooper & Williams

Cost of workplace stress in Australia (inc Presenteeism and Absenteeism) $14.81 billion a year

(Ref: The cost of workplace stress in Australia. August 2008. Medibank Private).

Economic cost of work related injury and illness in 2005-6 in Australia was $57.5 billion(Ref Australian Safety and Compensation Council quoted by Safe to Work)



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External Stakeholder IssuesInternal Organisational Issues

Sustainability

Productivity

(efficiency &effectiveness)

Resources (Energy

and materials

usage/waste)

Employee

(Wellbeing)

Economic progress

Environmental

protection, restoration,

& regeneration

Community well-being

2.4 Internal & External Sustainability Issues


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External Stakeholder Costs

Internal Organisational costs

Sustainability

Productivity

inefficiency (wastetime)

Resources (Energy &

material waste)

Employee

(incompetence,

injury inc stress)

Product/service waste causing health

& environment impacts e.g. diabetes,

cancer, heart disease. Higher Taxes to

cover community costs.

Clean up of environmental damage,

non-renewable/finite resource over

usage (water, natural resource & fossil

fuel usage): Regulation and Penalty

charges.

Education costs, medical costs, family

and community costs. Higher taxes to

cover welfare and unemployment

costs.

2.4 Internal & External Sustainability Costs


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3. A Sustainability Maturity Model


3.1 A Sustainability Maturity model 4 Levels

3.2 Level 1 Foundation

3.3 Level 2 Rebuilding

3.4 Level 3 New value chains

3.5 Level 4 Balanced systems

Adapted from the World Economic Forum Report Redesigning Business Value: A Roadmap for Sustainable Consumption


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The first step is to firm up the foundation, as the current leading business practices of today



3.1 A Sustainability Maturity model 4 Levels

Level 4. Balanced systems: Stakeholder driven sustainability. In which

innovation drives sustainable value chains and value is redefined for all

stakeholders as partners.

Level 1. Foundation: Sustainability Reports available. Demonstrated

mindsets, statements, and plans

Level 2. Rebuilding: Breakthrough innovative improvements.

Organisations integrate sustainability across all operations. Viable new

operating and business models developed.

Level 3. New value chains: Zero waste and no harm performance.

Integrating sustainability across entire value chains to achieve no harmand zero net waste.



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3.2 Sustainability Maturity model Level 1 Foundation

Level 1. Foundation: Sustainability Reports available. Demonstrated

mindsets, statements, and plans to support continuous improvements in

sustainability.

Challenges: Developing a leadership mindset

Awareness at all levels

Sustainable strategy planning

Organisational (public & private sector) inertia

Enablers: Employee engagement

Stakeholder dialogue

Internal measurement & reporting of non-financial information

(e.g. Sustainable Balanced Scorecard)



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3.3 Sustainability Maturity model Level 2 Rebuilding

Level 2. Rebuilding: Breakthrough innovative improvements. Organisations

integrate sustainability across all operations.

Viable new operating and business models developed.

Challenges: Integrating sustainability into all levels of the organisation

Trialling innovative new models

Collaborative organisational change

Value chain changes

Enablers: Internal trustDeep smarts in knowledge and knowhow

Cross industry & government reporting & transparent measurement

Consumer/citizen engagement

Employees enabled & empowered



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3.4 Sustainability Maturity model Level 3 New Value Chains

Level 3. New value chains: Zero waste and no harm performance.

Integrating sustainability across entire value chains to achieve no harm

and zero net waste.

Challenges: Sustainably integrated across value chains

Towards zero net waste & no harm

Major shifts to new models

Refocus value towards all stakeholders

Enablers: Industry & government collaboration

External trust through transparency

Markets/policies

Sustainability literate citizens

Co-opetition platforms



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3.5 Sustainability Maturity model Level 4 Balanced Systems

Level 4. Balanced systems: Stakeholder driven sustainability. In which

innovation drives sustainable value chains, and value is redefined for all

stakeholders as partners.

Challenges: Continuous value chain innovation

Closed value loops, zero waste, no harm

Sustainable enriched communities & lifestyles

Enablers: Societal collaboration

Governance

Regulation

Eco-system replication & regeneration

Business/government consensus and partnership

True cost of resources reflected in resource value.



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4. Example of maturing Organisational

Sustainability


4.1 Organisational Sustainability Maturity Model

4.2 Organisational Sustainability Maturity Model Level 1. Foundation

4.3 Organisational Sustainability Maturity Model Level 2. Rebuilding

4.4 Organisational Sustainability Maturity Model Level 3. New Value Chains

4.5 Organisational Sustainability Maturity Model Level 4. Balanced Systems


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Sustainability

Economic Sustainability

Waste reduction Value adding

Environmental & Social Sustainability

4.1 Organisational Sustainability Maturity Model: Concepts


3. Sustainability Factors (colour Coded)

2. Organisational Performance model

Internal External

Productivity:

Waste

efficiency

Productivity:

OutcomeDifferentiation

Resourcese.g. waste &

emissions

reduction

Employee

well-being

Shareholder

dialogue

Resources:Supplier

dialogue

Community

well-being

Natural

Environment

1. Sustainability Maturity Levels

Level 1. Foundation: Sustainability Reports available

Level 2. Rebuilding: Breakthrough innovative improvements

Level 3. New value chains: Zero waste and no harm

Level 4. Balanced systems: Stakeholder driven sustainability


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Sustainability



Productivity:

Waste efficiency

e.g. process &network efficiency

Productivity:

Outcome

Differentiationvalue e.g. customer

value


emissions reduction

Employeewell-being

e.g. health

(physical, mental,

and social)


4.1 Organisational Sustainability Maturity Model


Community

well-beingResources:Supplier dialogue

Shareholder

dialogue

Natural

Environment


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Sustainability



Productivity:

Waste efficiency


Productivity:

Outcome

Differentiationvalue e.g.

Customer/ citizen

value


emissions reduction

Employeewell-being

e.g. Employee

engagement


4.2 Organisational Sustainability Maturity Model Level 1. Foundation

Shareholder

dialogue:

Customers/citizens,Shareholders

Resources:

Supplier dialogue

on value chains



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Sustainability



Productivity:

Waste efficiency


Productivity:

New models of

Differentiationvalue e.g.

Customer/ Citizen

value

Resources

e.g. waste &

emissions reduction

Employee

well-being

e.g. Employees

enabled &

empowered; use of

Deep smarts


4.3 Application of Sustainability Maturity Model Level 2. Rebuilding

Shareholder

dialogue: Cross

industry &government ;

Consumer/citizen

engagement

Resources:

Supplier dialogue:

On value chainchange



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Sustainability



Productivity:

Waste efficiency


Productivity:Major shift in models,

refocus value onto all

stakeholders(customers/citizens,

shareholders, regulators,

suppliers, environment).

Resources

e.g. Closed loops,

Zero waste &

emissions, No harm

approach

Employeewell-being

e.g. No harm

approach & equity


4.4 Application of Maturity Model Level 3. New Value Chains

Shareholder dialogue:Industry & government collaboration;

Consumer/ citizen engagement;

co-opetition platforms

Resources

Supplier dialogue:

Sustainability across valuechains

Community well-being.

Reduced work related

health costs.

Natural EnvironmentLower service & product impact on

finite environmental resources



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Sustainability



Productivity:

Waste efficiency


Productivity:Major shifts in models,

refocus value onto all

stakeholders(customers/citizens,

shareholders, regulators,

suppliers, environment).

Resources

e.g. Closed loops, Zero

waste & emissions,

No harm approach.

True cost of resources

in valuing resources

Employeewell-being

e.g. Enrichment &

social justice


4.5 Application of Maturity Model Level 4. Balanced Systems

Shareholder dialogue:Sustainable lifestyles, consensus

business/government partnership

Natural Environment

Eco system replication

& regeneration

Community well-being.

Sustainable enriched

communities

Resources

Supplier dialogue:

Continuous value

chain innovation.

Closed loops.



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5.1 Develop a Sustainability Life Cycle Assessment

5.2 Develop a Sustainability Balanced Scorecard



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5.1 Develop an Organisational Sustainability Life Cycle Assessment

Impact of organisation Impact in organisation Impact of organisation

Sustainability

Factors

Supplier on-cost waste Process waste/value User value End Use waste

Economic % new improvements

% inefficiency (non value

adding time)

User complaints

User satisfaction

Environmental % of contaminants insupplies

% of hazardous chemicals

supplied

% Energy used in supplies

Sustainability of supplies

Environmental damagefrom supplies

Overall energy consumption

Water usage/% recycled

Solid waste/% recycled

Emissions

Hazards from materials used

Hazards from

service/products

Service/product life

cycle length

% recycled waste

% toxicity of

waste

% compostable

Social Safety hazards (flow on)costs to suppliers

employees from

products/services provided

Transport costs

Network value contribution

Competency level assessments

Employee participation levels

Staff absence costs

Conflict/complaint costs

Injury/stress costs

Community costs of

health impacts

Community literacy

on

social/environmental

issues.



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Economic

5.2 Develop a Sustainability Balanced Scorecard Generic Private/Public Sector Example

Social

Environmental

Financial effectivenessReturn on Capital/ Budget cost benefit

Customer/ Citizen Complaints.

Service/product satisfaction

Process productivity % new improvements

% inefficiency (non value adding activities)

Suppliers % of contaminants in supplies

% of hazardous chemicals supplied

% Energy used in supplies Sustainability of supplies

Environmental damage from supplies

Safety hazard (flow on) costs to

suppliers employees from

products/services provided

Transport costs

Process waste/value Overall energy consumption

Water usage/% recycled

Solid waste/% recycled Emissions

Hazards from materials used

Network value contribution

Competency level assessments

Employee participation levels

Staff absence costs

Conflict/complaint costs

Injury/stress costs

User hazards & waste Hazards from service/products

Service/product life cycle

% recycled waste % toxicity of waste

Community costs of health impacts

Community literacy on

social/environmental issues.



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6.1 Rating Government & industry Sustainability Maturity Performance.The following Sustainable Maturity Performance Rating System examples how governmentand industry are interconnected and can be assessed on their Sustainability Maturity.

A rating system (1 to 4) is exampled as an easy way of gauging both industry and governmentagencies performance toward achieving full sustainability (Rating 4) to benefit stakeholders.

Stakeholders interested in making this kind of assessment on government(s) and industriescould include:

Individuals;

Employees and unions;

Community & community groups;

Industries and shareholders;

Government (local, state, & federal);

Media (news, talk shows);

Social media.

6. How to assess Governments & Industries

Sustainability Maturity



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6.1 Rating Government & industry Sustainability Maturity Performance.


Sustainability Maturity Performance Rating System*

Rating 1. Foundation: Sustainability Reports available. Demonstrated mindsets, statements, and plans (including legislation)

that support continuous improvement in organisations performing as Sustainable Organisations;

Rating 2. Rebuilding: Breakthrough innovative improvements. Organisations (including public sector agencies) demonstrate the

application of the 3 sustainability factors across all operations, and viable new ways that show breakthrough innovation inimproving sustainability;

Rating 3. New value: Zero waste and no harm performance. Organisations (including public sector agencies) demonstrate the

integration of the 3 sustainability factors by the achievement of no harm and zero waste practices.

Rating 4. Balanced systems: Stakeholder driven sustainability. Organisations (including public sector agencies) demonstrate

innovation is driving ongoing sustainability improvements in their systems (and those they influence/affect), and the value of what

is done is defined by stakeholders as partners.

*Adapted from the World Economic Forum Report Redesigning Business Value: A Roadmap for Sustainable Consumption.

Sustainability maturity rating is based on the three integrated sustainability factors:Economic (productivity) e.g. Industry/public sector efficiency (minimal non valued activity waste) and effectiveness in meeting

stakeholder needs and values.

Social (well-being) e.g. employee and community satisfaction and health & development (physical, mental, and social).

Environmental (resources) e.g. energy/material waste, restoration, and regeneration.


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6.1 Rating Government & industry Sustainability Maturity Performance.


Economic (productivity)

Financial value generated

Community

Proportion of locally based suppliers used

Proportion of senior management living in local community

Development & impact of infrastructure investments & services

provided for local benefit (commercial, in kind, pro bono).

% of operations implemented with local engagement, impact

assessments, and development programs.

Operations with potential or actual negative impacts on local

communities.

Social (well-being)

Health & Safety

Injury rates, lost days, absenteeism

Training, counselling, preventative/risk control programs.

Number of incidents of discrimination & corrective action

Training Hours per employee by gender & category

Programs for skills management & life long learning

% employees receiving regular performance & career

development by gender & employee category

Remuneration

Rates of basic salary & remuneration by gender & employee

category

Environmental (resources)

Materials: % of recycled material used

Energy: Energy saved due to conservation & efficiencies

Water: % & total volume recycled & re-used

Emissions, effluents, & waste:

Greenhouse emissions by weight

Ozone depleting substances by weight

NO, SO, and other significant emissions by type & weight

Total waste water discharged by quality & desalination

Total weight of waste & hazardous waste.

Total number and volume of spills

Habitats affected by water discharge & run off

* Based on the Global Reporting Initiative (GRI). Reporting Frameworks. G 3.1 Guidelines

Biodiversity:

Impact of activities, products, services on areas of high

diversity value.

Habitats protected or restored

Sustainability Performance indicators * that could be reported to, and rated by, stakeholders include the following:

Customer satisfaction on life cycle product/service information &

labelling

% of products & services subject to life cycle assessment

Environmental impacts of products/services

% of products & packaging reclaimable. Renewable energy based products/services

Health & safety impacts of products & services

Transport impacts of products, goods, materials, & services


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6.1 Rating Government & industry Sustainability Maturity Performance - Example.


Sustainability Maturity Performance Rating

System

Rating 1. Foundation: Sustainability Reports

available . Demonstrated mindsets, statements,

and plans (including legislation) that support

continuous improvement in organisations

performing as Sustainable Organisations;

Rating 2. Rebuilding: Breakthrough innovative

improvements. Organisations (including publicsector agencies) demonstrate the application of the

3 sustainability factors across all operations, and

viable new ways that show breakthrough

innovation in improving sustainability;

Rating 3. New value: Zero waste and no harm

performance. Organisations (including public

sector agencies) demonstrate the integration of the

3 sustainability factors by the achievement of no

harm and zero waste practices.

Rating 4. Balanced systems: Stakeholder driven

sustainability. Organisations (including public

sector agencies) demonstrate innovation is driving

ongoing sustainability improvements in theirsystems (and those they influence/affect), and the

value of what is done is defined by stakeholders as

partners.

Rating System based on three integrated

sustainability factors:

Economic (productivity) .

Social (well-being)

Environmental (Resources)

Queensland State

Government

Legislation supporting

Organisational

Sustainability

Rating: 0

Queensland Local

Government

By laws & Regulations

Rating: 0

Queensland

Government

Agencies

Rating: 0

Queensland

LocalGovernments

Rating: 0

Industry operating within Legislative & Regulatory

Requirements example industries

Civil construction

inc housing &

infrastructure

Rating: 0

Health services &

support

Rating: 0

Energy providers

Rating: 0

Water & effluent

managementRating: 0

Waste Management

Rating: 0

Mining

Rating: 0

Manufacturing

Rating: 0

Forestry

Rating: 0

Fisheries

Rating: 0

Agriculture

Rating: 0

Hospitality &

tourismRating: 0

Financial Services

Rating: 0

Transport

Rating: 0


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Social Network Acknowledgements


This PowerPoint has largely grown out of a LinkedIn group discussion on Gene

Bellingers Systems Thinking World where Helene Finidori set up the following Thread:UN call for revolutionary thinking and action to ensure an economic model for survival... How to make this

happen?

Warning for global suicide and time running out, Ban ki-moon called last Friday at Davos for revolutionary

thinking and action to ensure an economic model for survival. What is needed to take a global interconnected

perspective on the issues and threats our planet is facing and start action? How can this gain traction andproduce the desired effect?

To make it happen we have to be prepared to make major changes in our lifestyles, our economic models,

our social organization, and our political life. We have to connect the dots between climate change and what I

might call here, WEF water, energy and food Together, let us tear down the walls, he declared. The walls

between the development agenda and the climate agenda. Between business, government and civil society.

Between global security and global sustainability. It is good business good politics and good for society.

In over 1250 posts (at time of writing) the discussion has ranged widely, been

informative, and supplied many references. This Power Point covers only one

perspective on a small part (Organisational Sustainability) of that much larger

discussion, now being reset into Blogs at: http://www.systemswiki.org/blog/?p=285
http://www.systemswiki.org/blog/?p=285http://www.systemswiki.org/blog/?p=285


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Social Network Acknowledgements


In this respect I would like to express an especial thank you to the following for their

many contributions and references as they relate to the subject area of this Power

Point (while recognising that their views are not necessarily those expressed here).

Helene Finidori

T.A. Balasubramanian

Stephen Scott Wright
http://www.linkedin.com/groups?viewMemberFeed=&gid=2639211&memberID=8365646


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ReferencesModels of SustainabilityThe ecology of commerce. Paul Hawken. Harper Business.

Interconnectedness of world problems. Fritjof Capra. http://bit.ly/j7qPm9The new capitalist manifesto. Umair Haque. Harvard Business Review Press.Capitalism at the crossroads. Stuart Hart. Wharton School publishing.Redesigning business value. Deloitte Touch Tohmatsu & World Economic Forum. http://bit.ly/k35zyx

Developing Organisational SustainabilityFour steps to see sustainability as a strategicasset. Anton Breman. http://bit.ly/mdSXGVCreating Sustainable Value. Hart & Milstein. http://e4sw.org/papers/Hart_Milstein.pdfMid-course correction toward a sustainable enterprise: The Interface model. Ray Anderson. The Peregrinzilla Press.

ProductivityThe Productivity Model. Philip McGee. http://bit.ly/lMhcmjDefining and measuring productivity in the public sector: Managerial perceptions. Linna, Pekkola, Ukko, & Melkas. http://bit.ly/iWWoMFOrganisational Productivity. David Alman. http://slidesha.re/kZuPp7

Well-beingCreating healthy work organizations. Ed. Cooper & Williams. Wiley & SonsThe Gallop Q12 Employee Engagement-Poll 2008 Results. http://bit.ly/kOBxMEThe cost of workplace stress in Australia. August 2008. Medibank Private. http://bit.ly/kVRIPiThe cost of work related injury and illness for Australian employers, workers and the community 2005-6. Safe to Work http://bit.ly/iGExb7Workplace conflict and how business can harness it to thrive. CPP Global Human Capital Report. July 2008 http://bit.ly/lWJXST

Sustainability MeasuresWhat is sustainable development?Kates, Parris, Leiserowitz. http://hvrd.me/jquAKTTranslating ESG into Sustainable Business Value. UNEP Finance Initiative & World Business Council for Sustainable Development. http://bit.ly/lu67WOGlobal Reporting Initiative (GRI). Reporting Frameworks. G 3.1 Guidelines. http://bit.ly/mrtHfQ

Sustainability Life Cycle AssessmentThe consumption dilemma. Deloitte Touche Tohmatsu & World Economic Forum. http://bit.ly/ij396T

Life cycle-based sustainability indicators for assessment of the US food system. Heller & Keoleian. http://css.snre.umich.edu/css_doc/CSS00-04.pdf

The Balanced ScorecardThe Strategy-Focused Organization. Kaplan & Norton. Harvard University Press.Sustainable Organisation Performance. Graham Hubbard. http://bit.ly/kMwnoSThe Sustainability Balanced Scorecard. Figge, Hahn, Schaltegger, & Wagner. http://bit.ly/msctCA

Sustainability BenchmarkingLists of the most sustainable companies. Bob Willard. bit.ly/isZ0KuLeadership and corporate responsibility metrics for sustainable corporate performance. Szekely & Knirsch. http://bit.ly/mrdjBs

Sustainability Futures ThinkingSystems Theory: Balancing efficiency with resilience. John Fullerton http://bit.ly/iMpkolThe New Economics Foundation http://www.neweconomics.org/Scenarios for 2040. The Challenge Network. http://bit.ly/jqIupu

http://bit.ly/j7qPm9http://bit.ly/j7qPm9http://bit.ly/k35zyxhttp://e4sw.org/papers/Hart_Milstein.pdfhttp://e4sw.org/papers/Hart_Milstein.pdfhttp://e4sw.org/papers/Hart_Milstein.pdfhttp://e4sw.org/papers/Hart_Milstein.pdfhttp://bit.ly/mdSXGVhttp://e4sw.org/papers/Hart_Milstein.pdfhttp://bit.ly/lMhcmjhttp://slidesha.re/kZuPp7http://bit.ly/iWWoMFhttp://slidesha.re/kZuPp7http://bit.ly/kOBxMEhttp://bit.ly/kOBxMEhttp://bit.ly/kVRIPihttp://bit.ly/kVRIPihttp://bit.ly/lWJXSThttp://bit.ly/lWJXSThttp://bit.ly/lWJXSThttp://bit.ly/iGExb7http://bit.ly/lWJXSThttp://hvrd.me/jquAKThttp://bit.ly/mrtHfQhttp://bit.ly/lu67WOhttp://bit.ly/mrtHfQhttp://bit.ly/ij396Thttp://css.snre.umich.edu/css_doc/CSS00-04.pdfhttp://css.snre.umich.edu/css_doc/CSS00-04.pdfhttp://bit.ly/kMwnoShttp://bit.ly/kMwnoShttp://bit.ly/msctCAhttp://bit.ly/msctCAhttp://bit.ly/isZ0Kuhttp://bit.ly/mrdjBshttp://www.neweconomics.org/http://www.neweconomics.org/http://bit.ly/iMpkolhttp://www.neweconomics.org/http://bit.ly/jqIupuhttp://www.neweconomics.org/http://bit.ly/jqIupuhttp://bit.ly/jqIupuhttp://www.neweconomics.org/http://bit.ly/iMpkolhttp://bit.ly/mrdjBshttp://bit.ly/isZ0Kuhttp://bit.ly/msctCAhttp://bit.ly/kMwnoShttp://css.snre.umich.edu/css_doc/CSS00-04.pdfhttp://css.snre.umich.edu/css_doc/CSS00-04.pdfhttp://css.snre.umich.edu/css_doc/CSS00-04.pdfhttp://bit.ly/ij396Thttp://bit.ly/mrtHfQhttp://bit.ly/lu67WOhttp://hvrd.me/jquAKThttp://bit.ly/lWJXSThttp://bit.ly/iGExb7http://bit.ly/iGExb7http://bit.ly/kVRIPihttp://bit.ly/kOBxMEhttp://slidesha.re/kZuPp7http://bit.ly/iWWoMFhttp://bit.ly/lMhcmjhttp://bit.ly/lMhcmjhttp://e4sw.org/papers/Hart_Milstein.pdfhttp://bit.ly/mdSXGVhttp://bit.ly/mdSXGVhttp://bit.ly/k35zyxhttp://bit.ly/j7qPm9


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Travelling Companions


http://bit.ly/lB7lEm http://bit.ly/kYJRiShttp://bit.ly/kFOwpJ
http://bit.ly/lB7lEmhttp://bit.ly/kYJRiShttp://bit.ly/kFOwpJhttp://bit.ly/kFOwpJhttp://bit.ly/kYJRiShttp://bit.ly/lB7lEm


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Want to explore or talk more?

Please feel comfortable in contacting David Alman at Proventive Solutions

A range of contact options are shown on my Contact Page at

proventivesolutions.com.au
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