organisational sustainability
DESCRIPTION
The purpose of the Organisational Sustainability slide show is to present 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, and environmental terms .TRANSCRIPT
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 world
3. A Sustainability Maturity Model
Version 5
Purpose
The purpose of Organisational Sustainability is:
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, and
environmental 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 Maturity
Copyright David Alman 2011
1. Business is destroying the world
“Business is destroying the world”: What are you doing about it?
Quote from The ecology of commerce by Paul Hawken
Copyright David Alman 2011
1. Business is destroying the world
*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 benefits of economic growth, making us poorer not richer.*
Unlimited Economic Growth
Civilisation in danger
Population explosion
Green house effects
Famine & growing regional conflict /
terrorism /refugees
Depletion of biosphere & mineral
resources
Copyright David Alman 2011
1. Business is destroying the world
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!)
Copyright David Alman 2011
1. Business is destroying the world
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 Anderson
Copyright David Alman 2011
2. What do we mean by Sustainability?
2.1 Sustainability defined2.2 Translating sustainability into organisational terms2.3 Brief explanation of organisational sustainability terms2.4 Internal & External Sustainability issues and costs
Copyright David Alman 2011
2.1 Sustainability Defined:
Organisational Sustainability An Organisation’s ability to achieve its goals and increase long-term stakeholdervalue by integrating economic, environmental and social opportunities into itsstrategies.Adapted from “Symposium on Sustainability – Profiles in Leadership,” NYC, Oct. 2001.
UN Based DefinitionMeeting the present generation’s needs in ways that are not only economicallyviable, environmentally sound and socially equitable but will also allow futuregenerations to do the same .Based on an explanation in the Brundtland Report “Our Common Future” United Nations WorldCommission on Environment and Development, 1987
2. What do we mean by Sustainability?
Copyright David Alman 2011
2. What do we mean by Sustainability?
Thick ValueTo achieve social, environmental, and economic (SEE) sustainability by optimisingthe value of resources and outcomes value to stakeholders (Organisational Health).Thin Value
To achieve organisational sustainability by minimising waste in the use of resources (inputs) and optimisingthe value of services/products (outputs)(Financial Health).
2.2 Translating Sustainability into Organisational termsDeveloping Organisational Sustainability means shifting from a single - “thin” onedimension – to a “thick” three dimension - approach, and recognising each dimensionalso affects the other in achieving sustainable value.
Copyright David Alman 2011
“Thin” & “Thick” Value are terms coined by Umair Haque in The New Capitalist Manifesto
2. What do we mean by Sustainability?
Social
EconomicEnvironment
Well-being
ProductivityResources
Copyright David Alman 2011
2.2 Translating Sustainability into Organisational terms
Internal Organisational termsSustainability Terms
2. What do we mean by Sustainability?
2.3 Brief explanation of Organisational Sustainability terms: Productivity
Copyright David Alman 2011
2. What do we mean by Sustainability?
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
Copyright David Alman 2011
2. What do we mean by Sustainability?
2.3 Brief explanation of Organisational Sustainability terms: Well-being
1. Well- being covers: Employee SatisfactionCost 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 HealthThe 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)
Copyright David Alman 2011
2. What do we mean by Sustainability?
Copyright David Alman 2011
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
2. What do we mean by Sustainability?
Copyright David Alman 2011
External Stakeholder Costs
Internal Organisational costs
Sustainability
Productivity inefficiency (waste time)
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
3. A Sustainability “Maturity” Model
Copyright David Alman 2011
3.1 A Sustainability “Maturity” model – 4 Levels3.2 Level 1 Foundation3.3 Level 2 Rebuilding3.4 Level 3 New value chains3.5 Level 4 Balanced systems
Adapted from the World Economic Forum Report Redesigning Business Value: A Roadmap for Sustainable Consumption
The first step is to firm up the foundation, as the current leading business practices of today
3. A Sustainability “Maturity” Model
Copyright David Alman 2011
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 harm” and zero net waste.
Adapted from the World Economic Forum Report Redesigning Business Value: A Roadmap for Sustainable Consumption
The first step is to firm up the foundation, as the current leading business practices of today
3. A Sustainability “Maturity” Model
Copyright David Alman 2011
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 mindsetAwareness at all levelsSustainable strategy planningOrganisational (public & private sector) inertia
Enablers: Employee engagementStakeholder dialogueInternal measurement & reporting of non-financial information (e.g. Sustainable Balanced Scorecard)
Adapted from the World Economic Forum Report Redesigning Business Value: A Roadmap for Sustainable Consumption
The first step is to firm up the foundation, as the current leading business practices of today
3. A Sustainability “Maturity” Model
Copyright David Alman 2011
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 organisationTrialling innovative new modelsCollaborative organisational changeValue chain changes
Enablers: Internal trust“Deep smarts” in knowledge and knowhowCross industry & government reporting & transparent measurementConsumer/citizen engagementEmployees enabled & empowered
Adapted from the World Economic Forum Report Redesigning Business Value: A Roadmap for Sustainable Consumption
3. A Sustainability “Maturity” Model
Copyright David Alman 2011
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 chainsTowards zero net waste & “no harm”Major shifts to new modelsRefocus value towards all stakeholders
Enablers: Industry & government collaborationExternal trust through transparencyMarkets/policiesSustainability literate citizensCo-opetition platforms
Adapted from the World Economic Forum Report Redesigning Business Value: A Roadmap for Sustainable Consumption
The first step is to firm up the foundation, as the current leading business practices of today
3. A Sustainability “Maturity” Model
Copyright David Alman 2011
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 innovationClosed value loops, zero waste, “no harm”Sustainable enriched communities & lifestyles
Enablers: Societal collaborationGovernanceRegulationEco-system replication & regenerationBusiness/government consensus and partnershipTrue cost of resources reflected in resource value.
Adapted from the World Economic Forum Report Redesigning Business Value: A Roadmap for Sustainable Consumption
4. Example of “maturing” Organisational Sustainability
Copyright David Alman 2011
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
4. Example of “maturing” Organisational Sustainability
Economic Sustainability
Waste reduction Value adding
Environmental & Social Sustainability
4.1 Organisational Sustainability Maturity Model: Concepts
Copyright David Alman 2011
3. Sustainability Factors (colour Coded)
2. Organisational Performance model
Internal External
Productivity:Waste efficiency
Productivity: Outcome Differentiation
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
4. Example of “maturing” Organisational Sustainability
Economic Sustainability
Waste reduction Value adding
Productivity:Waste efficiency e.g. process & network efficiency
Productivity: Outcome Differentiation value e.g. customer value
Resourcese.g. waste & emissions reduction
Employee well-being e.g. health (physical, mental, and social)
Environmental & Social Sustainability
4.1 Organisational Sustainability Maturity Model
Copyright David Alman 2011
Community well-beingResources:
Supplier dialogue
Shareholder dialogue
Natural Environment
4. Example of “maturing” Organisational Sustainability
Economic Sustainability
Waste reduction Value adding
Productivity:Waste efficiency e.g. process & network efficiency
Productivity: Outcome Differentiation value e.g. Customer/ citizen value
Resourcese.g. waste & emissions reduction
Employee well-being e.g. Employee engagement
Environmental & Social Sustainability
4.2 Organisational Sustainability Maturity Model Level 1. Foundation
Shareholder dialogue: Customers/citizens, Shareholders
Resources:Supplier dialogue on value chains
Copyright David Alman 2011
4. Example of “maturing” Organisational Sustainability
Economic Sustainability
Waste reduction Value adding
Productivity:Waste efficiency e.g. process & network efficiency
Productivity: New models of Differentiation value e.g. Customer/ Citizen value
Resourcese.g. waste & emissions reduction
Employee well-being e.g. Employees enabled & empowered; use of “Deep smarts”
Environmental & Social Sustainability
4.3 Application of Sustainability Maturity Model Level 2. Rebuilding
Shareholder dialogue: Cross industry & government ; Consumer/citizen engagement
Resources:Supplier dialogue: On value chain change
Copyright David Alman 2011
4. Example of “maturing” Organisational Sustainability
Economic Sustainability
Waste reduction Value adding
Productivity:Waste efficiency e.g. process & network efficiency
Productivity: Major shift in models, refocus value onto all stakeholders (customers/citizens, shareholders, regulators, suppliers, environment).
Resourcese.g. Closed loops, Zero waste & emissions, “No harm” approach
Employee well-being e.g. “No harm” approach & equity
Environmental & Social Sustainability
4.4 Application of Maturity Model Level 3. New Value Chains
Shareholder dialogue: Industry & government collaboration; Consumer/ citizen engagement; co-opetition platforms
ResourcesSupplier dialogue: Sustainability across value chains
Community well-being.Reduced work related health costs.
Natural EnvironmentLower service & product impact on finite environmental resources
Copyright David Alman 2011
4. Example of “maturing” Organisational Sustainability
Economic Sustainability
Waste reduction Value adding
Productivity:Waste efficiency e.g. process & network efficiency
Productivity: Major shifts in models, refocus value onto all stakeholders (customers/citizens, shareholders, regulators, suppliers, environment).
Resourcese.g. Closed loops, Zero waste & emissions, “No harm” approach. True cost of resources in valuing resources
Employee well-being e.g. Enrichment & social justice
Environmental & Social Sustainability
4.5 Application of Maturity Model Level 4. Balanced Systems
Shareholder dialogue: Sustainable lifestyles, consensus business/government partnership
Natural EnvironmentEco system replication & regeneration
Community well-being.Sustainable enriched communities
ResourcesSupplier dialogue: Continuous value chain innovation. Closed loops.
Copyright David Alman 2011
5. Planning to make it happen
5.1 Develop a Sustainability Life Cycle Assessment5.2 Develop a Sustainability Balanced Scorecard
Copyright David Alman 2011
5. Planning to make it happen
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 in supplies• % of hazardous chemicals supplied• % Energy used in supplies• Sustainability of supplies• Environmental damage from 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.
Copyright David Alman 2011
5. Planning to make it happen
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.
Copyright David Alman 2011
6.1 Rating Government & industry Sustainability Maturity Performance.The following Sustainable Maturity Performance Rating System examples how government and 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 government agencies performance toward achieving full sustainability (Rating 4) to benefit stakeholders.
Stakeholders interested in making this kind of assessment on government(s) and industries could 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
Copyright David Alman 2011
6. How to assess Governments & Industries
Sustainability Maturity6.1 Rating Government & industry Sustainability Maturity Performance.
Copyright David Alman 2011
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 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 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.
6. How to assess Governments & Industries
Sustainability Maturity6.1 Rating Government & industry Sustainability Maturity Performance.
Copyright David Alman 2011
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 categoryRemuneration
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
6. How to assess Governments & Industries
Sustainability Maturity6.1 Rating Government & industry Sustainability Maturity Performance - Example.
Copyright David Alman 2011
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 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 their systems (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 & RegulationsRating: 0
Queensland Government
Agencies Rating: 0
Queensland Local
GovernmentsRating: 0
Industry operating within Legislative & Regulatory Requirements – example industries
Civil construction inc housing & infrastructure
Rating: 0
Health services & supportRating: 0
Energy providersRating: 0
Water & effluent management
Rating: 0
Waste ManagementRating: 0
MiningRating: 0
ManufacturingRating: 0
ForestryRating: 0
FisheriesRating: 0
AgricultureRating: 0
Hospitality & tourismRating: 0
Financial ServicesRating: 0
TransportRating: 0
Social Network Acknowledgements
Copyright David Alman 2011
This PowerPoint has largely grown out of a LinkedIn group discussion on Gene Bellinger’s 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 and produce 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
Social Network Acknowledgements
Copyright David Alman 2011
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
ReferencesModels of SustainabilityThe ecology of commerce. Paul Hawken. Harper Business.Interconnectedness of world problems. Fritjof Capra. http://bit.ly/j7qPm9 The 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 strategic asset. Anton Breman. http://bit.ly/mdSXGV Creating 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/kOBxME The cost of workplace stress in Australia. August 2008. Medibank Private. http://bit.ly/kVRIPi The cost of work related injury and illness for Australian employers, workers and the community 2005-6. Safe to Work http://bit.ly/iGExb7 Workplace 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/kMwnoS The 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/iMpkol The New Economics Foundation http://www.neweconomics.org/ Scenarios for 2040. The Challenge Network. http://bit.ly/jqIupu
Copyright David Alman 2011
Travelling Companions
Copyright David Alman 2011
http://bit.ly/lB7lEm http://bit.ly/kYJRiShttp://bit.ly/kFOwpJ
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 atproventivesolutions.com.au
Copyright David Alman 2011