sustainability; what's it all about ? may 2011
DESCRIPTION
Half day interactive open workshop in Toronto on sustainability.TRANSCRIPT
Sustainability; what’s it all about
by Toronto Training and HR
May 2011
Contents3-4 Introduction to Toronto Training and HR5-6 Definitions7-8 Core concepts of sustainability9-10 Case study A11-15 The three legged stool16-17 Ranking of Canadian cities18-20 Vancouver in 202021-24 Case studies B & C25-26 The sustainability journey27-28 Benefits of sustainability strategies29-30 Shifts made by organizations that excel 31-32 Making a sustainability winner33-34 Business sustainability35-37 Spectrum of individual sustainability38-39 Helping employees learn about
sustainability40-44 Developing leaders through sustainability45-46 Drivers of action by CEOs47-49 The new economy50-53 Case studies D & E54-55 Conclusion and questions
Page 3
Introduction
Page 4
Introduction to Toronto Training and HR
• Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden
• 10 years in banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HR
are:- Training course design- Training course delivery- Reducing costs- Saving time- Improving employee engagement &
morale- Services for job seekers
Page 5
Definitions
Page 6
DefinitionsSustainabilitySustainable development
The big ideaThe argumentA better approach
Page 7
Core concepts of sustainability
Page 8
Core concepts of sustainability
Futures thinkingEco-systems thinkingSocial justice
Page 9
Case study A
Page 10
Case study A
Page 11
The three legged stool
Page 12
The three legged stool 1 of 4
SUSTAINABILITYEconomic legEnvironmental legSocial leg
MUNICIPAL/SUSTAINABLE COMMUNITY
Page 13
The three legged stool 2 of 4
MUNICIPAL/SUSTAINABLE COMMUNITYEcological identityEconomic securityGovernance and empowerment/social wellbeingInfrastructure and the built environment
Page 14
The three legged stool 3 of 4
TRIPLE BOTTOM LINE, 3 Es= 3PsEconomy= ProfitsEnvironment= PlanetEquity= People
Page 15
The three legged stool 4 of 4
SMART BUSINESSFinancial capital/built capitalHuman capital/social capitalNatural capital
Page 16
Ranking of Canadian cities
Page 17
Ranking of Canadian cities
Page 18
Vancouver in 2020
Page 19
Vancouver in 2020 1 of 2
Green Economy Capital: 20,000 new green jobsClimate Leadership: Reduce GHGs 33%from 2007 levelsAll new construction carbon neutral, improve efficiency of existing buildings by 20%Green Mobility:50% of trips on foot, bicycle, public transitReduce solid wastepaper per capita going to landfill by 40%
Page 20
Vancouver in 2020 2 of 2
Every person lives within a 5 minute walk of a green space Reduce per capita ecological footprint by 33%Clean Water: Reduce per capita consumption by 33%Clean Air: Meet or beat WHO air quality guidelinesReduce carbon footprint of food by 33% per capita
Page 21
Case study B
Page 22
Case study B
Page 23
Case study C
Page 24
Case study C
Page 25
The sustainability journey
Page 26
The sustainability journey
Pre-complianceComplianceBeyond complianceIntegrated strategyPurpose/passion
Page 27
Benefits of sustainability
strategies
Page 28
Benefits of sustainability strategies
Customer retention and attractionDrop in operating costs such as energy, water, materials and waste handlingLower insurance and borrowing costsGreater productivityEmployee retention and recruitmentMore tax incentivesImproved reputation
Page 29
Shifts made by organizations that
excel
Page 30
Shifts made by organizations that excel
Elevate leadershipSystematize methods and modelsAlign strategy and deploymentIntegrate managementSystematize reporting and communication
Page 31
Making a sustainability winner
Page 32
Making a sustainability winner
WinnersLosersDreamersDefenders
Page 33
Business sustainability
Page 34
Business sustainability
How phaseWhy phaseWho phaseExternal phase
Page 35
Spectrum of individual sustainability
Page 36
Spectrum of individual sustainability 1 of 2
RANGE OF BEHAVIOURSBurnoutJoyless depletionSustainable leadership
ROLE OF THE ORGANIZATIONPurpose and meaningFearless speech
Page 37
Spectrum of individual sustainability 2 of 2
GETTING THE VISION RIGHTDo old things in new waysDo new things in new waysTransform core businessNew business model creation and differentiation
Page 38
Helping employees learn about
sustainability
Page 39
Helping employees learn about sustainability
Codes of conductImpact measuresCompany structure and policiesPurchasing and Supply Chain initiativesCommunicationSeminars, training events and workshopsCompany visitsVolunteering
Page 40
Developing leaders through sustainability
Page 41
Developing leaders through sustainability 1 of 4
OLD PARADIGM v NEW PARADIGMConcern with performance v concern with human sustainability as prerequisite for performanceIdentify skills or competencies v foster and integrate core individual processes of reflection on action, psychological intelligence and physiological wellbeingModify leaders’ behaviour based on these competencies v negotiate engagement between core processes and culture of the organization
Page 42
Developing leaders through sustainability 2 of 4
OLD PARADIGM v NEW PARADIGMLeadership is drilled into people via off-job training v leadership emerges from reflection on action in dealing with real-life adversityFocus on the development of one-size-fits-all set of competencies; no attempt to adapt these to leader’s specific context and challenges v focus on the quality of the relationship between the leader’s core processes and the culture of the organization
Page 43
Developing leaders through sustainability 3 of 4
DEVELOPING SUSTAINABLE LEADERS-A TYPICAL EXPERIENTIAL PROGRAMIndividual inquiryExecutive coachingResidential workshopFollow-on coachingAction inquiry
Page 44
Developing leaders through sustainability 4 of 4
HALLMARKS OF SUSTAINABLE LEADERSHIPReflection on actionPsychological intelligencePhysiological wellbeingNegotiated engagement
Page 45
Drivers of action by CEOs
Page 46
Drivers of action by CEOs
Brand, trust, and reputationPotential for revenue, growth / cost reductionPersonal motivationConsumer / customer demandEmployee engagement and recruitmentImpact of development gaps on businessGovernmental / regulatory environmentPressure from investors / shareholders
Page 47
The new economy
Page 48
The new economy 1 of 2
Low-carbon economy vs. fossil fuel-based economyLocal supply chains vs. global supply chainsServices vs. productsDematerialization” vs. physical goods, processes, or travel using “virtual” alternatives like videoconferencing or online shoppingResponsible consumption / thrift vs. over-consumption
Page 49
The new economy 2 of 2
Low / No-growth model vs. “grow or die” modelNew ownership models: employees, customers, co-ops, social venture funds, government fundingNew company purposes: “For-Benefit / B-companies,” “Social enterprises,” “Fourth sector,” “Hybrid organizations
Page 50
Case study D
Page 51
Case study D
Page 52
Case study E
Page 53
Case study E
Page 54
Conclusion & Questions
Page 55
Conclusion
SummaryQuestions