Transcript Document

SUSTAINABILITY AND
THE BOTTOM LINE
Presentation to
The RMLA Auckland Branch
27th June 2002
Rodger Spiller
Executive Director NZBCSD
Providing business leadership as a catalyst for
change toward sustainable development, and
promoting eco-efficiency, innovation and
responsible entrepreneurship.
Sustainable Development
Is about ensuring a better quality of life for
everyone, now and for generations to come.
What is SD?
SD is forms of progress that meet the needs of
the present without compromising the ability of
future generations to meet their needs.
SD encompasses three linked elements:
• Economic/Profit
• Environmental/Planet
• Social/People
February 2000
Sustainable New Zealand Scenario
ECONOMY
Knowledge-intensive
Responsive
Niche-focused
Clustered
Kiwis are confident
& entrepreneurial
Wealth is created
sustainably
ENVIRONMENT
For
Ever
Stretch goals for:
Waste reduction
Air and water quality
Energy efficiency
Biodiversity
Restoration
Everyone walks
the talk
SOCIETY
Proactive
Educated
Networked
Diverse
Caring
Our Aims
•
•
•
•
Business leadership
Demonstrate best practice
Policy development
Global outreach
Our Members
3M New Zealand Ltd
BP Oil NZ Ltd
City Care Ltd
Deloitte Touche Tohmatsu
Fletcher Building Ltd
Fonterra Co-operative Group Limited
Hubbard Foods Ltd
Interface Agencies
Landcare Research
Meridian Energy
Mighty River Power Ltd
Milburn New Zealand Ltd
Minter Ellison Rudd Watts
Money Matters NZ Ltd
Morel & Co
Natural Gas Corporation
NIWA
Palliser Estate Wines of Martinborough Ltd
Port of Tauranga Ltd
PricewaterhouseCoopers
Richmond Ltd
Sanford Ltd
Shell New Zealand Ltd
Simpson Grierson
Telecom New Zealand Ltd
The Boston Consulting Group
The Living Earth Company
The Warehouse Group Ltd
Toyota NZ Ltd
Transfield Services (NZ) Limited
Transpower
Trust Power
Urgent Couriers Ltd
URS - NZ Ltd
Waimangu Volcanic Valley
Waste Management N.Z. Ltd
Watercare Services Ltd
"Our company is focussed on the highest possible
standards of performance. By that, we don't just mean
financial performance. We also mean environmental
and social performance. We see no contradiction
between these three measures of performance. They
are entirely complementary - and the companies that
recognise that first, will deliver themselves a significant
competitive advantage."
Craig Norgate, CEO, Fonterra
8 April 2002
THE REGIONAL NETWORK
- BCSDs and Partner Organizations BCSD North
Sea Region
CGLI USA/Canada
Vernadsky Foundation Russia
BCSD Poland
EPE France
BCSD Czech Republic
BCSD Mongolia
FE Spain
BCSD Austria
FFA Spain
BCSD Croatia
BCSD Latin America
BCSD Gulf of Mexico
BCSD Mexico
BCSD Honduras
BCSD El Salvador
BCSD Venezuela
BCSD Costa Rica
APEQUE
Algeria
CII India
BCSD Taiwan
BCSD Thailand
BCSD Malaysia
PBE Philippines
BCSD Colombia
BCSD Indonesia
BCSD Brazil
EFZ Zimbabwe
IEF South Africa
WASIG
BCA
W.Australia Australia
BCSD Argentina
BCSD New Zealand
DEDICATED TO MAKING A DIFFERENCE
Examples of WBCSD Projects
DEDICATED TO MAKING A DIFFERENCE
Current NZBCSD Projects
• Sustainable Development Reporting
• Climate Change
• Zero Waste
• Sustainable Consumption
• Successful Schools
• Youth Employment
NZBCSD SDR Project
Objective:
Lead NZ business into Sustainable
Development Reporting (SDR)
What is Sustainable Development Reporting?
•
•
•
•
•
•
•
A clear picture of company SD values and principles
A vision of how the company approaches sustainble development
A transparent picture of performance information on enconomic,
environmental and social dimensions
The management response to performance – the commitment to
improvement
A description of the company’s contribution to the sustainable
development of society
One part of an overall management system designed to deliver a
company’s strategic objectives consistent with sustainable development
The information on a company’s SD values, objectives and aspirations
through a public commitment to continuous improvement on a timeline
with clear targets.
NZBCSD SDR Project
• Concise NZ Industry guide on the “why” and “how” for
SDR
• All member companies report on progress towards their
commitment to produce an SDR within 3 years of
becoming a member
• Website area including industry guide, reporting facility
and other “learning by sharing” tools.
Overview of the Guide
Section One
- Why Report: The Business Case for SDR
Section Two
- How to Report: The SDR Process
Section Three
- Examples of the Process: NZBCSD Case
Studies
 Case studies of businesses that had begun the SDR Process
Sanford
BP NZ
Hubbard Foods
The Warehouse
 Case studies of businesses with no experience in the SDR process
City Care
Interface Agencies
Telecom
Urgent Couriers
Why Report?
Increased Financial Return and Reduced
Risk for Shareholders
“It hit us between the eyes when those two incidents
(disposal of the Brent Spar oil platform and the execution of
Ken Saro Wiwa in Nigeria) to which Shell was linked
became front-page news around the world. Both were
glaring examples of the need to communicate clearly with
all audiences. In both cases we simply didn’t. We had
developed blind spots for emerging stakeholders and
important issues. Simply we had lost the ability to listen.
And to act effectively on our principles and values.”
Ed Johnson, Chairman, Shell New Zealand.
"Reasons for considering SDR include competitive advantage,
enhancing reputation, shareholder value, improving sustainability
culture. These include aspects of risk management.
"Warts and all" is an issue, but the sooner an organisation is faced
with reporting, the sooner it is faced with fixing them up. Warts and
all increases creditability - we have realised there is an issue(s) we
do not like it and so we are actually going to do something about it but without painting the organisation "lily white". If going to do SDR
credibly, organisations will have warts. If there are big warts the
sooner these are faced up to the better."
"We have received positive payback for our investment in SDR and
implementing ISO 14000 in the parent company and all subsidiary
companies."
Eric Barratt, Group Managing Director, Sanford
Attracting and Retaining Employees
"The very strong company-wide staff support surprised
us. For many the SDR process is a tangible benefit in
working for Meridian."
Meridian Energy
Improving Customer Sales
and Loyalty
"A necessary process to measure company against
company and thus ensure a level playing field".
Rob Fenwick, Managing Director, Living Earth
Growing Supplier Commitment
“Because it is important to me and the credibility of my
company, I am trying to ensure that our first Triple Bottom
Line report does not preach and has information that gives a
true snapshot of where we really are at in regards to
sustainability. I also want our report to clearly state that this is
a first step, and be sure that our stakeholders understand
that we are asking them to help us become sustainable and
hold us to account by setting benchmarks that we will be
measured by in future years. Small business needs to
understand that this is a journey, not a destination.”
Robb Donze, CEO, Interface Agencies.
Contributing to Environmental
Sustainability
“We simply realise that the environment is our most
important asset. Everything we do must aim to protect
that asset. If we tamper with the soil or alter the climate –
we don’t have a business”.
Richard Riddiford, CEO,
Palliser Estate Wines of Martinborough
Strengthening Community
Relations
The government's efforts internationally are matched here
in New Zealand ... by the emergence of the New Zealand
Business Council for Sustainable Development which is
also committed to promotion of the triple bottom line to
ensure that environmental and social considerations are
weighed in decision making alongside the economic
considerations … In the private sector, here and abroad,
leading edge firms are finding that social and
environmental responsibility goes hand in hand with brand
image and market positioning in the twenty-first century.”
Prime Minister, Rt Hon Helen Clark.
For more information visit our websites
nzbcsd.org.nz
wbcsd.org