– TH E F I N N I S H A S S O C I A T I O N O F B U S I N E S S S C H O O L G R A D U A T E S –

SEFE RY

Sustainable Leadership

Case SEFE

GRLI 15th General Assembly, Top Forum

Oulu, March 25th 2014

Ms. Aija Bärlund

Executive Director

PRESENTATION STRUCTURE

Who?

Why?

What?

How?

2

Who?

THE FINNISH ASSOCIATION OF

BUSINESS SCHOOL GRADUATES – SEFE RY

4

WHAT IS THE FINNISH ASSOCIATION OF

BUSINESS SCHOOL GRADUATES?

Education policy

Labour market

Tax policy

Social policy

Economic policy

5

SEFE COMMUNITY

SEFE consists of member associations:

25 regional associations (~34,000 members)

13 student communities (~17,000 members)

In total, almost 51,000 individual members

Rate of organisation 63% (of graduated members under 63 years of age)

Women: 53%

Men: 47%

In working life: 86.7%

Outside working life: 11.7%

Unemployed: 4.6%

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DEVELOPMENT OF THE NUMBER OF MEMBERS

0

10000

20000

30000

40000

50000

60000

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

Economics students

Economists

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Source: The Finnish Association of Business School Graduates - membership register

Why?

TOP MANAGEMENT (8%)

MANAGEMENT (13%)

MIDDLE MANAGEMENT(20%)EXPERTS (38%)

CLERICAL EMPLOYEES(13%)TEACHERS (4%)

ENTREPRENEURS (4%)

MEMBERS IN WORKING LIFE 2013

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Source: The Finnish Association of Business School Graduates - membership register

PROCESSING (23%)

TRADE (10%)

FINANCE (14%)

BUSINESS SUPPORT SERVICES(29%)

EDUCATION (7%)

PUBLIC ADMINISTRATION (7%)

OTHER FIELDS (10%)

MEMBERS IN DIFFERENT FIELDS OF BUSINESS 2013

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Source: The Finnish Association of Business School Graduates - membership register

Managing Director

Controller

Finance Director

Finance Manager

Business Controller

Auditor

Project Manager

Marketing Manager

Consultant

ECONOMISTS' MOST COMMON JOB TITLES

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Source: The Finnish Association of Business School Graduates - membership register

Responsible ones for finance crisis and economic troubles?

Why is the responsibility not taken seriously?

Reference: BSR Sustainable Lifestyles: A New Frontier for Business?, 18.9.2013

Reference: BSR Sustainable Lifestyles: A New Frontier for Business?, 18.9.2013

Is responsible and sustainable growth possible?

•

•

•

Reference: Eurobarometer, April 2013

Doing Better Business - Unilever

They want to be sure that the products are manufactured responsibly and the raw

material supply chains are ethical.

In sustainable development, they have some targets of their own. Therefore, they

need other value chain actors to implement them.

Especially product and package innovations that are beneficial to the customers.

Doing Better Business - Unilever

Over 50 % of the sales are in the developing countries where there are some challenges in the

sustainable development.

Energy, package size, less waste

Cost saving and cheaper consumer prices

Vision of creating a sustainable and growing business motivates the personnel and

help in the recruitment processes.

What?

Sustainable Leadership - A New Must In Every Business

Mrs. Susanna Perko, PhD, Political Science, Senior Lead, Industrial Symbiosis, The Finnish Innovation Fund Sitra.

TERMINOLOGY

Responsible business

Corporate responsibility

Corporate Social Responsibility (CSR)

Sustainable development

From jargon to common sense!

CHANGEMAKERS

CONSISTENT REPORTERS

COMPANIES MAKING MUCH GOOD WITHOUT TOO MUCH COMMUNICATION

COMPANIES AT EARLY PHASE OF THE DEVELOPMENT

REFUSERS

Responsibility: 5 segments

PROFITABLE BUSINESS

INDIVIDUAL WELL-BEING

WELL-BEING OF THE NATURE

WELL-BEING OF THE

COMMUNITIES

360-degree Sustainable Leadership

Shared value

How?

Welcome to a world where expectations

are meant to be exceeded

CHANGE IS POSSIBLE

By sound, fair and open:

target setting

measuring and

rewarding.

SEFE sustainable leadership scorecard

A change leadership tool, the first of its kind in Finland

Sustainability incorporated into the organization's strategy and management methods

Helps clarify the different aspects of sustainable leadership and their current status

- vision, strategy, management and operating methods and financial indicators.

The scorecard illustrates which areas of sustainable development the organization:

are managed well in everyday operations

need improvement

not been taken into consideration or developed at all.

The tool suits organizations of all kinds and sizes, and it takes sector-specific differences into

account.

www.kestavajohtajuus.fi

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http://www.kestavajohtajuus.fi

TAUSTATIETOA

ITSEARVIOINTI

JALKAUTUSOPAS

Tutustu osoitteessa:

:

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SEFE

SEFE

The Finnish Association of

Business School Graduates

The Finnish Association of

Business School Graduates –SEFE ry

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