http://www.youtube.com/watch?v=5wq_6lbd_HM&feature=player_embedded#!
Very good discussion! I recommend (specially from here... The middle of this magical Amazon...)
Monday, July 19, 2010
Saturday, July 3, 2010
Reputation and Sustainability
Research has established that sustainable business practices have a direct
impact on corporate reputation and, in turn, bttom‐line success:
* 76% of executives say sustainability contributes positively to shareholder value in the
long‐term, and 50% see short‐term value creation (Source: McKinsey Quarterly, 2010)
* The Reputation Institute found that its CSR index, which considers dimensions
of citizenship, governance and workplace, predicted 40% of overall reputation
impact on corporate reputation and, in turn, bttom‐line success:
* 76% of executives say sustainability contributes positively to shareholder value in the
long‐term, and 50% see short‐term value creation (Source: McKinsey Quarterly, 2010)
* The Reputation Institute found that its CSR index, which considers dimensions
of citizenship, governance and workplace, predicted 40% of overall reputation
Extract from "A New Era of Sustainability" - CEOS approach
Embedding sustainability into the performance and remuneration packages of top executives and management was seen by many CEOs as perhaps one of the most effective means of ensuring more active management and monitoring of sustainability impacts (and Sustainability Exame Guia show us it also).
According to business leaders: “People have a habit of doing what you pay them to do” and
“We have changed the incentives for our board and management, so in addition to traditional economic metrics they now incorporate additional criteria based on consumer and employee satisfaction…we’re trying to move toward greater long-term thinking.”
We found several innovative approaches for more embedded metrics programs. For example, global utility National Grid plc has a target of 80% greenhouse gas reduction across its businesses by at least 2050, with a mid-term reduction target of 45% by 2020.
To drive performance at the individual level, in 2009 the company launched a carbon remuneration scheme that embeds carbon targets in the pay packages of senior
leaders and management. The scheme has provided a source of public differentiation since National Grid is able to point to a willingness to take action and put individual
rewards on the line in the interests of better environmental outcomes. It has also demonstrated National Grid’s advanced capabilities in detailed analysis and quantification of the
environmental impact of their operations. Although there are still challenges ahead, National Grid’s approach to carbon business planning has gone a long way toward resolving the traditional tension between a reward cycle that operates on an annual basis and performance objectives
that need to be measured over much longer timescales.
Based on conversations with many CEOs who had embarked on setting sustainability targets for top executives—or were considering doing so—National Grid’s story may be the sign of
things to come.
According to business leaders: “People have a habit of doing what you pay them to do” and
“We have changed the incentives for our board and management, so in addition to traditional economic metrics they now incorporate additional criteria based on consumer and employee satisfaction…we’re trying to move toward greater long-term thinking.”
We found several innovative approaches for more embedded metrics programs. For example, global utility National Grid plc has a target of 80% greenhouse gas reduction across its businesses by at least 2050, with a mid-term reduction target of 45% by 2020.
To drive performance at the individual level, in 2009 the company launched a carbon remuneration scheme that embeds carbon targets in the pay packages of senior
leaders and management. The scheme has provided a source of public differentiation since National Grid is able to point to a willingness to take action and put individual
rewards on the line in the interests of better environmental outcomes. It has also demonstrated National Grid’s advanced capabilities in detailed analysis and quantification of the
environmental impact of their operations. Although there are still challenges ahead, National Grid’s approach to carbon business planning has gone a long way toward resolving the traditional tension between a reward cycle that operates on an annual basis and performance objectives
that need to be measured over much longer timescales.
Based on conversations with many CEOs who had embarked on setting sustainability targets for top executives—or were considering doing so—National Grid’s story may be the sign of
things to come.
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