Post on 12-May-2015
description
A sustainable future for Ontario
by Toronto Training and HR
April 2013
Contents3-4 Introduction to Toronto Training and HR5-6 Definition7-8 Triple bottom line9-13 Drivers for investment14-15 Barriers to sustainability16-17 Positive outcomes of initiatives18-20 Demonstrations of sustainability21-22 The implementation process23-24 Stages in the reporting process25-26 The corporate maturity curve27-29 Leadership30-31 Pressures and opportunities32-34 Sustainability professionals35-38 Impact on HR39-40 The supply chain41-42 Global megaforces43-44 Software packages45-47 Growing trends48 Case studies49-50 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 event design• Training event delivery• Reducing costs, saving time plus
improving employee engagement and morale
• Services for job seekers
Page 5
Definition
Page 6
Definition• What is sustainability?• Impacts• Dimensions• Sources of sustainable
employee motivation
Page 7
Triple bottom line
Triple bottom line• People• Planet• Profit
Page 8
Page 9
Drivers for investment
Drivers for investment 1 of 4• Contribution to society• Competitive financial
advantage• Environmental
considerations• Saving money on
operational costs• Health and safety
considerations• The future
Page 10
Drivers for investment 2 of 4• HR• Organizational
Page 11
Drivers for investment 3 of 4• Internal dimension• External dimension
Page 12
Drivers for investment 4 of 4• Large employers• Small and medium-sized
employers
Page 13
Page 14
Barriers to sustainability
Barriers to sustainability• Cost of launching• Difficulty in measuring
return on investment• Lack of support from
organizational leaders• Costs of maintaining• Lack of internal capacity
or knowledge
Page 15
Page 16
Positive outcomes of initiatives
Positive outcomes of initiatives• Improved employee
morale• More efficient
organizational processes• Stronger public image• Increased employee
loyalty• Increased brand
recognition• Increased
consumer/customer confidence
• Increased employee retention
Page 17
Page 18
Demonstrations of sustainability
Demonstrations of sustainability
1 of 2 • Sustainability is part of the organizational goals
• Information about sustainability efforts is included on the organization’s intranet
• Information about sustainability efforts is included on the organization’s website
Page 19
Demonstrations of sustainability
2 of 2 • Sustainability commitment is included in the organization’s mission
• Sustainability efforts are covered in the organization’s annual report
• Sustainability is linked to individual performance goals
• The organization issues a report dedicated exclusively to sustainability
• Sustainability seminars/training is mandatory
Page 20
Page 21
The implementation process
The implementation process• Initiate-what to• Implement-how to• Operations-why to
Page 22
Page 23
Stages in the reporting process
Stages in the reporting process• Define report content• Ensure report quality• Set report boundaries• Include standard
disclosures• Focused sustainability
report
Page 24
Page 25
The corporate maturity curve
The corporate maturity curve• Compliance• Integration• Transformation
Page 26
Page 27
Leadership
Leadership 1 of 2CHALLENGES• Living with uncertainty
and complexity• Valuing difference• A relational enterprise• Stepping outside the
system• Leaders developing
leaders
Page 28
Page 29
Leadership 2 of 2COMPETENCIES• External awareness and
appreciation of trends• Visioning and strategy
formulation• Risk awareness, assessment
and management• Stakeholder engagement• Flexibility and adaptability to
change• Ethics and integrity
Page 30
Pressures and opportunities
Pressures and opportunities• Investor• Consumer• Peer• Financial• Efficiency• Reputational
Page 31
Page 32
Sustainability professionals
Sustainability professionals 1 of 2
• Presidents and CEOs• General Managers and
Operations Managers• Industrial production
managers• Transport, storage and
distribution managers
Page 33
Sustainability professionals 2 of 2
• Science occupations• Engineering occupations• Others
Page 34
Page 35
Impact on HR
Impact on HR 1 of 3• Changing employee
contract• Recruitment• Employer brand• Engagement• How people work• Accountability and
measurement• Training and leadership
developmentPage 36
Impact on HR 2 of 3LEVERAGING SUSTAINABILITY• Creating a positive brand
that attracts top talent• Improving employee
retention• Developing organizational
leaders
Page 37
Impact on HR 3 of 3ROLE OF HR• Yesterday• Today and tomorrow
Page 38
Page 39
The supply chain
The supply chain• Risks and opportunities• Organizational
perspective• Investor perspective• Framework for
assessment• Examples of risk
Page 40
Page 41
Global megaforces
Global megaforces• Climate change• Energy and fuel• Material resource scarcity• Water scarcity• Population growth• Wealth• Urbanization• Food security• Ecosystem decline• Deforestation
Page 43
Software packages
Software packages• Functionality• Questions to ask• Standard disclosures
Page 44
Page 45
Growing trends
Growing trends 1 of 2• Sustainability reporting is
growing, but the tools are still developing
• The CFO’s role in sustainability is on the rise
• Employees emerge as a key stakeholder group for sustainability programs and reporting
Page 46
Growing trends 2 of 2• Despite regulatory
uncertainty, greenhouse gas reporting remains strong, along with growing interest in water
• Awareness is in the rise regarding the scarcity of business resources
• Rankings and ratings matter to senior executives
Page 47
Page 48
Case studies
Page 49
Conclusion and questions
Page 50
Conclusion and questions
• Summary• Videos• Questions