3a jornada circular y competitiva · sostenibilidad , ec y liderazgo. 02. sostenibilidad , ec y...
TRANSCRIPT
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����3a Jornada �Por una economía circular y competitiva��Liderazgo Sostenible y Circular��Retos, Oportunidades y Competencias Clave ��Sònia Ruiz�NOIMA, Meaningful Strategies �Gavà, 5 de marzo ����
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ENTORNO Y TENDENCIAS: RETOS Y OPORTUNIDADES
Temática a tratar
01.
02.SOSTENIBILIDAD Y ECONOMÍA CIRCULAR: UN NUEVO LIDERAZGO Y COMPETENCIAS CLAVE
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01.ENTORNO Y TENDENCIAS �
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01. ENTORNO Y TENDENCIASRetos
complejos y sistémicos
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gree https://www.youtube.com/watch?v=9I99gaC1I9U https://www.youtube.com/watch?v=9I99gaC1I9U
01. A VUCA WORLD
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01. ENTORNO Y TENDENCIAS
Retos medio ambientales
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01. ENTORNO Y TENDENCIAS
Retos medio ambientales
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01. ENTORNO Y TENDENCIAS
Crisis Confianza
A Polarization of Trust
Growing Inequality of Trust
2016Trust in Crisis
2017The Battle for Truth
2018
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41 ��
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53 53
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-3 -1 0 0
Business MediaNGOs Government
0 0
41
+2 0
Informed Public
General Population
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01. ENTORNO Y TENDENCIAS
Nuevo Consumidor
14
Rewardingand Punishing
gg
Companies
Brand Purpose Gap
65%Consumers who want
to support companies
with a strong purpose
Consumers who can name
a company that makes a
positive difference in society
The brand
purpose gap
45% 20%
28%26% Consumers who
punished companies for their behavior
Consumers who
rewarded companies for their behavior
The number
is up by 9%
since 2013
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01. ENTORNO Y TENDENCIAS
Nuevo Consumidor
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01. ENTORNO Y TENDENCIAS
Rol de las Empresas
Percent who agree that …
Business Must Show
Commitment to Long-Term
56%
Companies that only
think about themselves
and their profits are
bound to fail
60% CEOs are driven more
by greed than a desire
to make a positive
difference in the world
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01. ENTORNO Y TENDENCIAS
Reporting y ODS
1 Reporting is improving82% of member companies in our benchmark have improved their Overall scores since baseline year 2014; 37% have improved their Materiality score in this timespan.
4 The state of GRI reporting83% of reports reviewed reference the Global Reporting Initiative (GRI); 54% have already transitioned to the GRI Standards launched in October 2016.
2 The state of SDG reporting89% of reports reviewed acknowledge the SDGs in some way; 53% map their sustainability strategy to relevant SDGs and provide some evidence of activities.
5 Governance is strengthening39% of the 115 companies in our sample with ESG data on Bloomberg Terminals have links between sustainability performance and executive remuneration.
3 The state of integrated reporting33% of reports reviewed combine financial and non-financial information, up from 22% in 2014; 18% are self-declared integrated reports.
6 The future is digitalOnly 20% of reports reviewed provide a digital-first experience; but 53% of member companies include the bulk of their report content online to complement their PDF report.
“Reporting matters” WBCSD, 2018
9%9%
9%
7%
7%7%7%
45%
ODS 13
ODS 9
ODS 8
ODS 7
ODS 5
ODS 4
ODS 1
Otros
OTROS ODS
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01. ENTORNO Y TENDENCIAS
Nuevo marco europeo
�
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01. ENTORNO Y TENDENCIAS
Activismo Corporativo
Welcoming RefugeesSimilarly, with a mission to inspire and nurture the human spirit and
create a place where everyone is welcome, Starbucks is taking a stand
by committing to employ 10,000 refugees over the next five years.
Known for their long-standing history of creating job opportunities
for all and investing in the people who are a part of the communities
where they do business, the initiative not only helps address a serious
global crisis, but it reinforces their reputation at the local community
level. “We are fighting for what we love and believe in, and that is the
idealism and the aspiration of America, the promise of America, the
America that we all know and hold so true,” CEO Howard Schultz
explained in the New York Times.
FOUR DESIGN PRINCIPLESTAKE A STAND
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02. LIDERAZGO SOSTENIBLE Y CIRCULAR: COMPETENCIAS CLAVE
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02. SOSTENIBILIDAD, EC y LIDERAZGO
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02. SOSTENIBILIDAD, EC Y LIDERAZGO
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02.
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SOSTENIBILIDAD , EC Y LIDERAZGO
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02.
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SOSTENIBILIDAD , EC Y LIDERAZGO
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02.
�� HR: Achieve alignment with processes, procedures and incen)ves such as scorecards, objec)ves, KPIs, recogni)on; alignment with business values�
�� L&D: Provide regular and ongoing opportuni)es to learn through different formats including experien)al learning, simula)on exercises, classroom learning with academic partners and mul)ple stakeholders including customers, suppliers and local communi)es. Training at all levels of the organisa)on and in diverse groups to encourage cross�fer)lisa)on of ideas�
�� Board: Lead with the knowledge of current systems, pressures and trends, a sense of urgency, embedding strategy and longer�term targets and ensuring appropriate board�level governance�
�� Sustainability team: Incubate new programmes, provide secondments, first�hand involvement in training, understand priori)es of internal func)ons and leverage points�
�� IT: Develop systems that encourage collabora)on, experimenta)on and forward�looking data analysis that drives behaviour change in the organisa)on and measures impact�
�� Communica)ons: Create compelling narra)ves that encourage change and foster a culture of authen)c and truth�based communica)ons, not greenwash �
�� Individual employees: Stand up as courageous change agents at all levels of the organisa)on�
�� External stakeholders and learning partners: Provide new perspec)ves and knowledge, and a willingness to challenge and collaborate�
SOSTENIBILIDAD , EC Y LIDERAZGO
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02. SOSTENIBILIDAD , EC Y LIDERAZGO
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02.
Individual leadership
Building and aligning the values, thinking
and practices needed to lead purposeful
change.
Business performance Creating long-term
commercial value and building organisational
resilience that is aligned with the delivery
of positive social and environmental
outcomes.
Systemic economic
transformationProactively working to transform the economy to create an enabling
policy and market context for long-term,
resilient business success.
Positive social and
environmental outcomes
Delivering results at the scale and pace required
to achieve the United Nations Sustainable Development Goals.
Put simply, there is a need for businesses – and their leaders – to not only anticipate the future, but to shape the future we want. This is the leadership we need.
SOSTENIBILIDAD , EC Y LIDERAZGO
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02. SOSTENIBILIDAD , EC Y LIDERAZGO
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02. SOSTENIBILIDAD, EC Y LIDERAZGO
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02. SOSTENIBILIDAD, EC Y LIDERAZGO
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02. SOSTENIBILIDAD , EC Y LIDERAZGO
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02. SOSTENIBILIDAD, EC Y LIDERAZGO
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02. SOSTENIBILIDAD, EC Y LIDERAZGO
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02. SOSTENIBILIDAD, EC Y LIDERAZGO