sustainability april 2013

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

Introduction

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

Definition

Definition• What is sustainability?• Impacts• Dimensions• Sources of sustainable

employee motivation

Triple bottom line

Triple bottom line• People• Planet• Profit

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

Drivers for investment 2 of 4• HR• Organizational

Drivers for investment 3 of 4• Internal dimension• External dimension

Drivers for investment 4 of 4• Large employers• Small and medium-sized

employers

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

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

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


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

The implementation process

The implementation process• Initiate-what to• Implement-how to• Operations-why to

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

The corporate maturity curve

The corporate maturity curve• Compliance• Integration• Transformation

Leadership

Leadership 1 of 2CHALLENGES• Living with uncertainty

and complexity• Valuing difference• A relational enterprise• Stepping outside the

system• Leaders developing

leaders

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

Pressures and opportunities

Pressures and opportunities• Investor• Consumer• Peer• Financial• Efficiency• Reputational

Sustainability professionals

Sustainability professionals 1 of 2

• Presidents and CEOs• General Managers and

Operations Managers• Industrial production

managers• Transport, storage and

distribution managers

Sustainability professionals 2 of 2

• Science occupations• Engineering occupations• Others

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

development

Impact on HR 2 of 3LEVERAGING SUSTAINABILITY• Creating a positive brand

that attracts top talent• Improving employee

retention• Developing organizational

leaders

Impact on HR 3 of 3ROLE OF HR• Yesterday• Today and tomorrow

The supply chain

The supply chain• Risks and opportunities• Organizational

perspective• Investor perspective• Framework for

assessment• Examples of risk

Global megaforces

Global megaforces• Climate change• Energy and fuel• Material resource scarcity• Water scarcity• Population growth• Wealth• Urbanization• Food security• Ecosystem decline• Deforestation

Software packages

Software packages• Functionality• Questions to ask• Standard disclosures

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

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

Case studies

Conclusion and questions

Conclusion and questions

• Summary• Videos• Questions

sustainability april 2013

Business

sustainability commitment

sustainability cost

sustainability professionals35

leveraging sustainability

ontarioby toronto training

role of hr

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positive brand