Presentación de PowerPoint · 1.2 by 2020. Achieving this goal will require CCE to move beyond the...
Transcript of Presentación de PowerPoint · 1.2 by 2020. Achieving this goal will require CCE to move beyond the...
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THE ONE PLANET
SUSTAINABILITY
CHALLENGE
University of Exeter
Business School
June 11th – 12th 2013
EXECUTIVE
SUMMARY
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Background
The first One Planet Sustainability
Challenge (Challenge) was held at
the University of Exeter Business
School in Devon, England, over
June 11 and 12, 2013.
The Challenge was initiated and
organised by current students from
the One Planet MBA Programme
(OPMBA) at the University of Exeter
Business School, developed in
partnership with WWF-International
(WWF).
The theme of the first Challenge
was the role of water and business -
inspired by 2013 being the UN
International Year of Water
Cooperation.
The Challenge aimed to draw attention
to water stewardship and to encourage
Master's and MBA students to
consider the implications for business,
now and in the future.
It was also designed to be an
opportunity for international students
to connect with each other and with
inspirational leaders working to create
a more sustainable and socially
responsible world.
It is hoped that the Challenge will
continue to be a student-run initiative
in future years, highlighting different
business and sustainability issues
each year.
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The Challenge gave participating
teams an opportunity to explore water
issues for business in both developing
and developed countries. During the
second day, fifteen teams comprised of
three Master's students per team from
the UK and abroad pitched their
proposed solutions related to water
stewardship to CCE and SABMiller).
Winning teams were from Oxford
Brookes (CCE) and the University of
Exeter (SABMiller).
Overview of
the event
The first day included six speakers
from Coca-Cola Enterprises (CCE),
SABMiller, Water Aid, WWF-UK,
South West Water and Professor
David Grey, an experienced water
specialist. Speakers presented the
risks and opportunities around water
as a key factor for environmental,
economic and social balance, from
different perspectives.
In the evening, participants were
treated to a networking dinner
sponsored by South West Water with
fundraising to help WaterAid.
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Outcomes
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Securing generous support from three sponsors:
• CCE undertook to take the winning team to visit their operations in
Belgium – the visit would include a tour of their Chaudfontaine
factory and their R&D Lab in Brussels. In addition to that, they
would invite the winners to attend their Sustainability Innovation
Summit, taking place in London on 1st October with 150
stakeholders.
• SABMiller offered to take the winning team to see an active water
program at one of their operations in India. This would include a
three day visit to see one of their watershed projects, covering
airfares and ground expenses. There were also opportunities to
present the results at the World Economic Forum.
• South West Water sponsored the Networking Dinner and raised
money for WaterAid.
The event was a resounding success in achieving the
following outcomes:
Proactively engaging with two of the world’s largest multinational drinks
businesses to source innovative solutions on water stewardship from
Master's students with an interdisciplinary background.
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A strong range of speakers offering a variety of perspectives,
including:
David Grey. Former Senior Water Advisor, World Bank
and Visiting Professor, Universities of Exeter and
Oxford
Jonathan Gosling. Professor of Leadership at the
Centre for Leadership Studies, University of Exeter
and co-founder of the One Planet MBA.
Dave Tickner. Chief Adviser, Freshwater WWF-UK and
Visiting Research Fellow, University of East Anglia
Jean-Paul Jeanrenaud. Director Corporate Relations,
WWF International and co-founder of the One Planet
MBA.
Joe Franses. Director Corporate Responsibility &
Sustainability, Coca-Cola Enterprises
Chris Loughlin. Chief Executive, South West Water Limited
David Grant. Senior Manager Water Risk &
Partnerships, SAB Miller
Malcolm Kirkup, Director of the One Planet MBA
programme and co-founder of the One Planet MBA.
Daniel Yeo. Water Security and Climate Change Senior
Policy Analyst at WaterAid.
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Participation from 13 universities from across the England, Ireland, France,
the Netherlands, Australia and Mexico with 15 nationalities including India,
Argentina, Pakistan, Colombia, Chile, Nigeria, Honduras, Turkey, Portugal
and the US. Participants were engaged in MBAs and Master's programs
including Environmental Technology, Supply Chain Management and
International Management.
Winning teams for 2013 were from the University of Exeter
(SABMiller) and Oxford Brookes (CCE)
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Participation from 13 universities from across the England,
Ireland, France, the Netherlands, Australia and Mexico
with 15 nationalities including India, Argentina, Pakistan,
Colombia, Chile, Nigeria, Honduras, Turkey, Portugal and
the US. Participants were engaged in MBAs and Master's
programs including Environmental Technology, Supply
Chain Management and International Management.
A survey of participants showed that 97% agreed or strongly agreed that
the event was well organised, and 100% would recommend other students
to participate next year. Respondents all agreed or strongly agreed that
the Challenge met their expectations, and 85% agreed that it was
worthwhile in terms of their career objectives.
Specific feedback included: “Excellent quality and range of speakers”, “an
absolutely brilliant event”, “the participation of executives of different
organisations really enlightened the activity”. “ I was deeply impressed by
the calibre of student experience, strength of ideas and creative thinking
on display...I will certainly feedback many of the challenges and comments
into our own business”, “The event was tremendously well organised”, and
“This is the best event that I have seen MBA students organize – well
done!”. Although organization of the event was strong, there were a
number of suggestions for improvement which can be taken on board for
future events.
Topics suggested for future Challenges included the food-energy-water
nexus; sustainable farming; ethical choice of development and poverty
eradication through investment vs sustainability; renewable energy,
innovative business models for sustainability; land-use, promotion of
consumption by multi-nationals, ethical finance, human rights, big data and
analytics, sustainable construction.
The strong range of speakers was the most interesting and useful aspect
of the Challenge for most participants. Particular speakers singled out for
praise included David Grey, Chris Loughlin and Daniel Yeo.
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Themes arising from the event
A number of over-arching themes emerged from the
discussions during the Challenge:
Water is a current big
global ‘mega-challenge’
for society. Water risks are
real here and now.
We are rapidly approaching
a systemic and global
water crisis if we do not act
to reduce institutional
failure at a global level. Global water stewardship is
a complex, wicked problem,
but water stewardship
actions are local.
Effective solutions will
require boundary-spanning
collaboration; crossing
geographical and sector
boundaries.
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Detailed notes
of proceedings
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Day One – June 11th 2013 – Innovation
Centre, University of Exeter
Speaker notes
Malcolm Kirkup - Director of the One
Planet MBA programme, officially
opened the Challenge, highlighting
the Business School's objective to
challenge traditional management
education and develop a new
generation of ‘planet minded’
business leaders.
Jean-Paul Jeanrenaud - Director of
Corporate Relations at WWF
International, remarked on the critical
role of water at a global level. Jean-
Paul focused on the need for
business, government and society to
work together- co-creating solutions
that generate intergenerational
systemic change.
Joe Franses – Director of Corporate
Responsibility & Sustainability at
Coca-Cola Enterprises (CCE), talked
about water stewardship as an
strategic issue for CCE – given that
the company takes 8.8bn litres of
water per year to produce 12bn
bottles and cans demanded by
consumers in North-Western Europe.
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The CCE Sustainability Plan developed in 2011 is focused on reducing,
recycling and replenishing water systems throughout the organisation's entire
value chain. To this end, CCE has set some ambitious targets; such as the aim
to reduce the water ratio required for end-to-end production of CCE products to
1.2 by 2020. Achieving this goal will require CCE to move beyond the 'boundary
of control' and build effective collaborative relationships. In particular, CCE is
working with sugar beet producers and accounting for 99% of the product's
existing water footprint. Community based partnerships in the River Cray and
River Nar are just two examples of this work.
During the last years CCE has
become an industry leader in water
stewardship. Joe talked participants
through CCE's sustainability journey
during this period, highlighting the
critical role both technological and
process innovation has played in
enabling CCE to substantially improve
water efficiency.
However, Joe also highlighted the
increasing need for CCE to look
beyond the organisation’s ‘four walls';
focusing on the risk, impact and
challenge of improving water
stewardship throughout the
organisation's value chain.
David Grant, Senior Manager of
Water Risk & Partnerships at
SABMiller also highlighted the critical
issue of control in tackling business
risks associated with the stewardship
of water.
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Like CCE, over 90% of the water used in the production of SAB products is
located in a part of the value chain where SAB has least control- the
agricultural supply chain.
Managing the economic and regulatory risks associated with the quantity and
quality of water therefore requires new models of supply chain collaboration;
building resilience throughout the value chain and the community in which
production resides. David remarked that companies should recognise the
collective risks associated with ineffective water stewardship and the
importance of building collaborative responses focused on protecting water
sheds, reducing water use, recycling/ reusing water throughout the value chain
and redistributing benefits throughout the community.
Using examples from SAB's work in Tanzania and Rajasthan, David presented
the organisation's approach to effective water stewardship, using a
comprehensive risk assessment process, stakeholder engagement, risk
prioritisation and the development of collaborative risk mitigation plans. Finally,
David highlighted the critical role of pricing as a lever to improve water shed
management- challenging the current disconnect between water price and
water scarcity by recognising the true value of water to society.
David Tickner (Chief Adviser- Freshwater at
WWF-UK) focused on the
complexity and critical importance
of water to all of society stepping
up to a global level.
He suggested that no business is
an island- we're all in this together
and that risks associated with
water stewardship transcend
traditional geographical and
sectoral divisions.
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David proposed that effective solutions will therefore require us to embrace
the wicked, complex nature of the problem; recognising that there are no
silver bullets, no universal rules and no universal solutions. As Joe and David
Grant also emphasised in their earlier presentations, David argued the issue
of water stewardship is too complex and too systemic for business to solve on
its own.
David Grey, Former Senior Water Advisor at the World Bank and Visiting
Professor at the University of Exeter and University of Oxford, argued that we
live in a time of extraordinary opportunity and extraordinary risk from the
perspective of water security. Building on the global challenges and
highlighting the correlation between the distribution of rainfall variability and
variations in GDP, David proposed that access to water is an enduring human
goal-brought about through hydro-climatic variability.
David argues institutional failure at a global level is currently resulting in
intolerable levels of water risk-with huge consequential human, geopolitical
and economic impacts. As a society, we need to move beyond the local
management discussions, beyond questions of water sovereignty and
develop global, system-level solutions to global water variability.
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Daniel Yeo, Water Security and Climate
Change Senior Policy Analyst at
WaterAid, provided participants with a
global view of water stewardship,
focusing on the impact of ineffective
water stewardship on the poorest
countries in the world.
Daniel highlighted the impact of water
access on productivity capability in
developing economies; where access to
water directly limits the productive
capability and education opportunities.
Daniel also presented the rationale for business to engage in effective water
stewardship in developing economies- highlighting the potential opportunity to
improve the health of the local workforce, build trust between multi-national
corporations and communities, and leverage the role of water access as a
critical pillar of economic development and therefore the local customer base.
Chris Loughlin, Chief Executive Officer
at South West Water, brought a local
perspective -focusing on the challenge
of water stewardship in the south west
of the UK.
Setting out his perception of the
“perfect storm” in relation to water,
food and energy consumption, Chris
argued we face unprecedented
societal challenges.
Alongside increasing demand, Chris cited the increasing volatile rainfall in the
UK and decreasing customer willingness and capability to pay as critical
challenges for the water industry.
Furthermore, Chris argued business is facing a crisis of legitimacy; proposing
that success in the new business environment is dependent on effective
corporate engagement in the development of systemic solutions to critical
societal issues.
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Chris also highlighted the critical role of community focused, small scale
solutions as a tool for tackling the global issue of water stewardships. Drawing
on South West Water’s regional work in this area, Chris described the
organisation’s commitment to supporting local communities, exemplified
through their work to reinstate water storage capacity in moorland areas and
through the direct provision of small-scale grants to local farmers to reduce river
water contamination.
Jonathan Gosling, Professor of the University Business School and Director
of the Leadership Programme, encouraged open participation and questions,
to explore different perspectives to build water stewardship. Building on this,
the panelists shared insights regarding these challenging topics. For
example, the most impacting forthcoming technologies that could improve
water stewardship are dry-sanitation, carbon dioxide to produce chlorophila
and information systems. Developing capabilities to manage water should be
a core commitment for business schools.
Companies have a opportunity to influence people for sustainable
consumption. Water footprint, intended as a number, is a meaningless
concept. To have a large impact, it is necessary to analyse the value chain in
detail, outside physical boundaries of companies. Independent verification
contributes to enhance measurement and social media perception to rebuild
corporate image around trust among communities and business.
Panel Discussion
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Networking Dinner June 11th 2013, 19:00 to 22:00 Reed Hall, University of Exeter
South West Water generously sponsored a networking dinner for
participants, and an opportunity to reflect on the day.
Chris Loughlin talked about the commitment of South West Water with
WaterAid programmes to access water and sanitation in developing
countries, remarking that just one pound can help a child to access water
for a month!
Daniel Yeo presented some of the programmes and initiatives led by
WaterAid in low-income areas, remarking that access to water and
sanitation reduces the incidence of diahorrea and other diseases, and
improves women´s lives through straightforward and low-cost solutions to
pump water. Participants were encouraged to support voluntary
fundraising. A total of £300 was collected.
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Day two – June 12th 2013 – Reed Hall,
University of Exeter
The Coca Cola Enterprises Challenge
How can businesses find innovative ways to minimize water impacts throughout
their entire value chain?
The Judging Panel was comprised of:
• Joe Franses – Director of Corporate Responsibility & Sustainability at Coca-
Cola Enterprises
• Jean-Paul Jeanrenaud - Director of Corporate Relations at WWF
International
• Stephen Jollands – Lecturer in Accounting at the University of Exeter
Business School
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Team University Team
members Summary of proposal
< 34H20
Rotterdam
School of Management, Erasmus University
Dan Beseda
Robin Rietveldt Corianne Oosterbaan
CCE should look upstream, become more visible within
key producer networks, build high trust, collaborative relationships with innovators and share best practice throughout the industry.
Aguacero' or
'Downpour'
University of Exeter, Instituto
Politécnico Nacional de México
Nicholas Himowicz Juan Azuara
Sara Martínez
An overarching framework focused on effective stakeholder management. This framework provides CCE with a structure and process for setting challenging,
collective water stewardship goals, achieved in collaboration with stakeholders across the value chain.
Audencia
Audencia Nantes School of Management
Heidi Reed Yann Pichot Stefan Gallard
Recommended CCE go beyond the boundaries of the soft drinks industry and build cross sector, cross market , system level responses to the risks associated with ineffective water stewardship.
Corporate
WaterLinks
UCD Michael Smurfit Graduated Business School
Joel Muthukattil Pamela Uddin Preeti Mokaria
An alternative approach, highlighting CCE’s capability to educate at the community level to improve water stewardship.
EGADE MX
EGADE Business School, ITESM Mexico
Berta Rubio Rene Salazar Ricardo Peña
Focused on creating the space for innovation and leveraging innovative capabilities outside of the existing CCE business boundary. The team proposed this could be achieved through a focus on people and process; leveraging the potential dynamic capability of the broader value chain.
H2OPE
Ashridge Business School
Christoph Bahrdt Jaime Guzman Pedro Vieira
CCE should step back beyond the boundary of the value chain and look for collaborative, industry-level solutions. There is minimal competitive advantage to be found through improved water stewardship; therefore CCE should draw on Nike’s leadership on chemical discharge in the textile industry to build a systems level, industry wide response for water stewardship.
I mperial
College Water
Management
Imperial College London
Josh Burke Emma Lupton Jodie Lahon
CCE should look to improving the science-business interface; applying good science to good business through adaptive co-management techniques.
Jengu
Imperial College London
Tom Lorber Matthew John Charles Naud
Focused on the consumer education theme, suggesting CCE should take a leading role in redefining consumption through ‘closed loop’ business model approach. Ideas such as ‘own bottle’ vending-kiosk services, harvesting plastic waste and identifying potential waste sources that might be used as raw ingredients.
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Team University Team
members Summary of proposal
Kentvironment University of Kent
Karen
Cresswell Ecem Urun Ozkan Gul
Focused on supply chain innovation through collaboration,
suggesting innovation throughout the value chain- and outside of the existing ‘four walls’- will achieve significantly higher value results than a relentless focus on internal innovation.
Oxford
Brookes
Oxford
Brookes University
Sarah Rogers Stephane Portes
Ankur Lakhanpal
Proposed a ‘water trade certification system’ to progress water stewardship solutions at a global, institutional level. This scheme could be self-funded through a ‘1 cent per
bottle’ consumer contributions- enabling water standards at source and funding an independent ‘water think thank’ focused on innovative water stewardship technology and process improvement.
Smurfit
Business
School
Smurfit Bussiness Shool,
University College of Dublin
Matthew Fahy Shane
Jackson Veronica Poblete
Using collaboration and partnerships as a key principle of effective value chain management, the team proposed CCE adopt ‘supply-based continuity’ approach- focused on
supplier outcomes, enabling suppliers to thrive and implementing a cost-based pricing model.
Stream of
conscience
University of Exeter
Joanna Gilroy Anthony Cooke Alexia Massey
CCE should look deeper into the value chain and tackle the water embedded in their ingredients. Focusing on sugar beet, CCE should look to plant science, agronomy and soil-science to minimise value destruction, maximise value creation and build long term resilience.
The Amen University of Birmingham
Gokul Karunakaran James Shallcross Mike Le Quelenec
Urged CCE to nurture broad, sector-crossing collaborations to gain critical mass and influence systemic, institutional change.
Three
Horizons
Consultancy
University of Exeter, Queensland University of Technology
Kirsty O'Connell Lee Sherwood Erdoo Karen Adu
Highlighted a range of tangible opportunities for CCE across the value chain- including treatment, supply and consumption stages. Drawing on ideas such as reducing sugar content, post-discharge opportunities and a water innovation hub, CCE should regard sustainability as ‘the future way of doing businesses’.
Water Wise University of Strathclyde
Cristina Palazzi Luis Adler Shahabas Nishtar
Genetically modified sugar beet is the solution to reducing water embedded throughout the value chain. Highlighting the proven benefits of GM sugar beet in the USA, Waterwise proposed CCE build partnerships with key stakeholders to lobby for introducing GM sugar beet into UK agriculture.
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The SABMiller Challenge
How can the private sector work with developing country governments and
other stakeholders to ensure water resources are priced at a rate that
reflects its opportunity cost while at the same time ensuring the development
needs of these countries are being met?
The Judging Panel was comprised of:
• David Grey - Former Senior Water Advisor at the World Bank and
Visiting Professor at the University of Exeter and University of Oxford
• David Grant, Senior Manager, Water Risk & Partnerships at SABMiller
• Luis Rivas-Tovar - visiting Professor of the Instituto Politécnico Nacional
de Mexico and Universidad del Rosario – Colombia
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Team University Team
members Summary of proposal
< 34H20
Rotterdam School of Management, Erasmus University
Dan Beseda Robin Rietveldt Corianne Oosterbaan
A system based on water licenses and property rights per cubic meter of water. Following the Coase theory, competitive rights bargain to generate the most efficient pricing alternative. Intervention to guarantee community ownerships.
Aguacero' or
'Downpour'
University of Exeter, Instituto Politécnico Nacional de México
Nicholas Himowicz Juan Azuara Sara Martínez
A proposed framework for inclusive participation around water costs. Economic, social and environmental costs, plus collaboration & partnering and innovation could drive to a fair tariff. Each stakeholder can collaborate using their strengthness
Audencia
Audencia Nantes School of Management
Heidi Reed Yann Pichot Stefan Gallard
Involved building trust among traditional investors and local communities, and a scheme for microfinancing through community development cooperatives. Expected outcomes are improved productivity and water savings.
Corporate
WaterLinks
UCD Michael Smurfit Graduated Business School
Joel Muthukattil Pamela Uddin Preeti Mokaria
Looking at corporate water links it is possible to drive scalable water projects. It requires reputation building, a marketing strategy and involvement of stakeholders. It is an opportunity to develop branding awareness around water for responsible drinking and joining brands around water stewardship initiatives.
EGADE MX
EGADE Business School, ITESM Mexico
Berta Rubio Rene Salazar Ricardo Peña
From a wide understanding about ideal models and real challenges around water pricing, it is necessary to explore stakeholders' willingnes to trigger action, create wealth together and be aware about quality of life.
H2OPE
Ashridge
Business School
Christoph
Bahrdt Jaime Guzman Pedro Vieira
Engaging with governments in developing countries to
enforce redistribution. It is possible to introduce grant funding to face times of scarcity
I mperial
College Water
Management
Imperial College London
Josh Burke Emma Lupton Jodie Lahon
A model for catchment water trading, generating surplusses and enhancing local investments. It works as a carbon trade scheme in a local context. The best data available needs to include small farmers.
Jengu
Imperial College London
Tom Lorber Matthew John Charles Naud
A pricing strategy involves stakeholder engagement, willingness to pay and a ecosystemic approach to create the narrative for shared value for water. Creating value, not just price, helps to preserve local ecosystem balance.
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Team University Team
members Summary of proposal
Kentvironment University of Kent
Karen Cresswell T.Ecem Ozkan Gul
Presented a framework focused on cost-benefit, cost-effectiveness and contingent valuation. Regarding the different expectations of stakeholders, it is possible to build trust, solidarity and leadership.
Oxford
Brookes
Oxford Brookes University
Sarah Rogers Stephane Portes Ankur Lakhanpal
A global system for pricing water could contribute to close the gap berween developed and developing countries. It is also enhanced by a water think tank and a water trade balanced score card, to introduce financial, operational and human metrics
Smurfit
Business
School
Smurfit Bussiness Shool, University College of Dublin
Matthew Fahy Shane Jackson Veronica Poblete
A water pricing water process starts with stakeholder selection to involve partners, and pooling resources to reduce the burden of capital costs. It needs supply management to drive prices down and enhance sustainable consumption.
Stream of
conscience
University of Exeter
Johanna Gilroy Anthony Cooke Alexia Massey
Starting from a future perspective of SABMiller's impacts on water stewardship in 2020, the team proposed a “Dynamic Water Census”: a system to optimize water efficiency along economy through transparent and accurate information. Disclosure of information allows cooperation and co-creation, and facilitates the flow of cash into the system.
The Amen University of Birmingham
Gokul Karunakaran James Shallcross Mike Le Quelenec
Water pricing creates a new commodity, then, it is possible to develop based on not monetizing water from a collaborative approach, understanding needs, setting targets, defining monitoring criteria, agreeing sanctions an enforcing systems in place. The need of the community is the need of the company.
Three
Horizons
Consultancy
University of Exeter, Queensland University of Technology
Kirsty O'Connell Lee Sherwood Erdoo Karen Adu
Proposed “price resilience” as an strategy to develop a basic price structure supported on real water costs and behavioral management through stakeholder engagement
Water Wise University of Strathclyde
Cristina
Palazzi Luis Adler Shahabas Nishtar
Following a full-price approach, it is possible to classify
companies in different tiers of water intensity, giving an accurate representation of the opportunity costs. Involving stakeholders, payment for water is better than subsidies.
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The Judging Panel presented University of Exeter with the SABMiller
prize and Oxford Brookes with the CCE prize.
CCE and SABMiller representatives expressed their appreciation to
the innovative work of all teams, and noted the work of the
organizing committee.
The Imperial College Water Management, Jengu, Three Horizons
Consultancy and Audencia teams were also praised for their
presentations.
Awards Ceremony
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Professor David Grey made some suggestions on
presentations to participants, based on his observations
during judging:
Present your solution or your insight first.
Be clear and straightforward. If you capture your
audience, you could develop your proposal later.
Introduce no more than three key points to explain your
proposal.
Be clear in terms of activities, key performance
indicators and next steps.
Be ready to present it fast. Business people are also
busy people, and having just a few minutes to introduce
yourself and your ideas is also a challenge to improve
your career skills.
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Organizing Committee
Members of the Organising committee would like to thank all who
contributed to the success of this event. The members of the committee for
2013 were:
Andrea Bernal-Pedraza - Topic Advisor
Elaine Yong - Partner & Speakers Coordinator
Eman El-Gassier - Logistics Coordinator
Fuji Kimura - Project Manager & Event Host
Mithil Shah - Media Planner
Paula Siabato-Tobon - Marketing & Logistics Coordinator
Sahana Bangalore-Amarajyothi - Participants Coordinator