uno-nachhalg- keitsziele als basis neuer geschäs- modelle ...€¦ · time content 13:30 session...
TRANSCRIPT
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UNO-Nachhal)g-keitszielealsBasisneuerGeschä8s-modelle:Wie
funk)oniertdas?
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Agenda
Time Content13:30 Session1:Strategicoutside-ininnova5onsfortheSDGs14:00 Session2:Shortinputpresenta5onbythepilotcompanies
• Swisscom• LosingerMarazzi• ewz• GeorgFischer• Presenta5onSDGXCHANGE
14:30 Session3:Plenarydiscussionwiththepilotcompaniesandthepar5cipants
15:15 Session4:Conclusionandnextsteps15:30 Endofworkshop
01.11.17 2
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AboutBusinessSchoolLausanne
• Purposedriven• Self-organizedwithdistributedpower• 30-yearsold• Everybodyisaminority(70+na5onali5es)• Fullprogramrange(bachelor,master,e/MBA,execu5veprograms,
doctoralprograms)• Integra5onofsustainability&responsibilityintoallprogramsand
allcourses
3
Mission“OurMissionistoprovidealearningpla4ormthatenablesindividualsandorganiza9onstothrivebyco-crea9ngviablebusinesssolu9onsforourplanetanditspeople.”
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Business&SustainableDevelopmentCommissionBeKerBusinessBeKerWorldReport:
BUTHOW?trillions$innew
marketopportuni)es.
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Moreandmorecompaniesandexecu)vesreportthat
theircommitmenttosustainabilityisstrongand
increasing
Butsomehowthisgoodnewsisnotreflectedinstudiesmonitoringthestateofourplanet
THEBIGDISCONNECT
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ThreetypesofbusinesssustainabilityBUSINESS
SUSTAINABILITYTYPOLOGY(BST)
Concerns
(What?)
Valuescreated
(Whatfor?)
Organizationalperspective
(How?)
Business-as-usual Economicconcerns Shareholdervalue Inside-out
BusinessSustainability1.0 Three-dimensionalconcerns
ShareholdervalueInside-out
BusinessSustainability2.0 Three-dimensionalconcerns Triplebottomline Inside-out
BusinessSustainability3.0 Three-dimensionalconcerns
Creatingvalueforthecommongood Outside-in
Keyshiftsinvolved: 1stshift:broadeningtherelevantconcerns
2ndshift:expandingthevaluespace
3rdshift:changingtheperspective
“Trulysustainablebusinessshi8sitsperspec)vefromseekingtominimizeitsnega)veimpactstounderstandinghowitcancreateasignificantposi)veimpactincri)calandrelevantareasforsocietyandtheplanet.”
(Dyllick/Muff2016)
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“Trulysustainablebusinessshi8sitsperspec)vefromseekingtominimizeitsnega)veimpactstounderstandinghowitcancreateasignificantposi)veimpactincri)cal&relevantareasforsociety&theplanet.”Dyllick/Muff2016
TrueBusinessSustainability
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TrueBusinessSustainabilityBusinessSustainability3.0
Inside–Out Outside-In
• Risks&opportuni5esforcurrentbusiness
• Materiality• Reducingnega5veimpacts
• Newwhite-spaceopportuni5es
• Focusonposi5vecontribu5ons
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How do we go about ensuring that business can reap the benefits of the SDGs and help solve our burning societal issues? Coming to GRIPS with exponential times
Co-creating strategies of change
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Understandingthestar)ngpoint!
CulturalReadinessAssessment TypeofBusiness Sustainability
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Adop)ngtheoutside-inperspec)ve!
Inside-out Outside-in
• Materialitymatrixofyourindustry
• Exis5ngrisksrelatedtosustainabilityissues
• Opportuni5estoimproveyouropera5ons
• Opportuni5estoimproveexis5ngproductsandservices
SDGs
Mostlyknowntothecompany Mostlynewtothecompany
BewareofSDG-washing!
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Outside-in:star)ngwiththeissues!
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TheGAPFRAMEanimatedvideoVideolink:h^ps://youtu.be/MNXhkv3-UfI
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Matchingcorecompetencieswithburningissues
• ….• ….• ….• ….• ….
Whatarewegoodat/proudof WhatwewanttodoWhatweshoulddoCorecompetencies Personalaffinity Priorityissues
TheGoldenMatch
Innova)onprocessdesignedtogeneratednewrevenuestreamsfromwhitespotopportuni)es
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ExampleFoodinSwitzerlandCountrypriorityissues
1.Carbonquo)entCarbonfootprintrela5vetonetbiocapacityavailableacerfarming
2.Sustainableconsump)onCarbonconsump5on(incl.import),energysavings(over5me)
3.BiodiversityEx5nc5onrateofanimals,protectedterrestrialhabitatareas
4.EqualopportunityGINI,genderwagegap,womenpresenceinboardsandparlament
5.CleanenergyRenewableenergy,domes5cuseofsolidfuels
6.OceansFishstock,phophateconsump5onrela5vetocul5vatedland
7.Socialintegra)onIntegra5on,minoritydiscrimina5on
8.WastetreatmentRecovered/recycledsolidmunicipalwaste,wastewatertreatment
Inside-out(risk/oppcurrentbus.)
Furtherreducingenergyuseinproduc5on
Becominganequalpaycompany
Shicingtorenewableenergyinproduc5on
Increasinginternalrecycling
Outside-in(newfutureopport.)
Reducingmeatproduc5ontoreduceCO2footprint
Favoringlocal&seasonalproductsinoffer
Replacingsugarwithlocalhoney
Role-modelingwomen’scontribu5ontodecisions
Promo5ngrenewableenergyalongen5revaluechain
Elimina5ngphosphorateinagriculture
TrainingforrefugeesRecipeesfromimmigrants
Replacingplas5cinpackaging,elimina5ngpackaging
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Developing«outside-in»strategiesFORLONG-TERMBUSINESSSUCCESS
Elements:
• Newformsofcoopera)on
• Changingtherulesofthegame
• Newbusinessmodels
• Roleofleadershipandculture
• Anewnarra)veinsidethecorpora)on
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Come to GRIPS with exponential times
Co-creating strategies of change
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Agenda
Time Content13:30 Session1:Strategicoutside-ininnova5onsfortheSDGs14:00 Session2:Shortinputpresenta5onbythepilotcompanies
• Swisscom• LosingerMarazzi• ewz• GeorgFischer• Presenta5onSDGXCHANGE
14:30 Session3:Plenarydiscussionwiththepilotcompaniesandthepar5cipants
15:15 Session4:Conclusionandnextsteps15:30 Endofworkshop
01.11.17 Session1:Welcome&introduc5on 19
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UNO-Nachhaltigkeitsziele als Basis neuer Geschäftsmodelle
30. Oktober 2017 Res Witschi Corporate Responsibility Swisscom AG
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Matching von Nachhaltigkeitsherausforderungen mit Kernkompetenzen
11.1
0.20
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21
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Wo kann ICT zu einem attraktiven und nachhaltigen Lebensstil beitragen?
11.1
0.20
11
22
Sw
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nbib
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Losinger Marazzi – feedback workshop engageability Christof Kreienbühl Leiter Nachhaltige Entwicklung 30.10.2017
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Warum machen wir mit ?
Name der Präsentation 24
• Wir verstehen Nachhaltigkeit als Leitmotiv um die Firma «fit» zu halten bzw. «fit» für die Zukunft zu machen
• Nachhaltigkeitsstrategie soll Teil der Wertschöpfungskette sein!
• Nachhaltigkeit ist für uns deshalb eine CHANCE und bedeutet CHANGE MANAGEMENT
• Die «UN sustainability goals» betreffen uns ganz konkret
• Ein «mapping tool» wäre sehr nützlich für ein effizientes (d.h. an die Schweiz angepasstes) Vorgehen!
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Ergebnisse des workshop
Name der Präsentation 25
1. Wir brauchen eine interne «Bestandesaufnahme» :
• Wer macht was, welche Allianzen sind möglich, welche gemeinsamen Ziele und Visionen bestehen?
• Wie treten wir gegenüber unserer Generaldirektion auf ? • Wird Nachhaltigkeit in der Kommunikation mit den Kunden erwähnt?
(Internet-Auftritt, Prospekte, Zeitungen, usw..)
2. Wir brauchen eine externe «Bestandesaufnahme»
• Was versteht unser Kunde unter Nachhaltigkeit? Wie wird es gelebt? • Welche Strategie hat der Kunde betreffend Nachhaltigkeit? • Falls ja, welche Motivation ? (Werbegag oder reelles Interesse) • Warum hat der Kunde allenfalls kein Interesse bzw. keine Strategie
zum Thema Nachhaltigkeit? • Bestehen unsererseits Strategische Ziele um dies zu ändern?
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Hindernisse
Name der Präsentation 26
Interne Hindernisse:
• Projektbezogene Organisation behindert das Verfolgen von Firmenzielen die Projektübergreifender Natur sind („jeder hat seine eigenen Ziele“)
• Kollaborativer Prozess ist für unsere Firmenkultur (noch) untypisch
• Ressourcenmangel (Zeit )
Externe Hindernisse:
• Konservatives Umfeld mit wenig Visionen: „ haben wir immer schon so gemacht“ Attitude unserer Partner…
• Mangelndes Bewusstsein der langfristigen Auswirkungen der Projekte auf die Gesellschaft
• keine Methode zu deren systematischen Erfassung bzw. Nachverfolgung (Life Cycle Analysis und Produktequalität sind noch neue Begriffe in der Baubranche allgemein)
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Erreichtes
Name der Präsentation 27
Wir haben eine transversale Arbeitsgruppe mit folgenden Zielen gebildet: • Identifikation von max. 3 Kunden, von denen wir wissen, dass sie ein
„echtes“ Interesse an Nachhaltigkeit haben (Strategie und/oder konkretes Projekt) Deadline: Kundenauswahl und erster Kontakt bis Ende 2017
• Suche nach einer Stiftung welche als „Katalysator“ die Zusammenarbeit mit einem Kunden unterstützen möchte/könnte Deadline: Wahl und erster Kontakt bis Ende 2017
• Regelmäßigen Austausch über Wertschöpfung durch Nachhaltigkeit mit dem Kunden etablieren (Ritual). Erkennen von Chancen und Risiken auch außerhalb des „daily business“ ->ab Frühling 2018
• Identifikation von gemeinsamen Interessen (Kunde und LM) im Nachhaltigkeitsbereich, Erarbeitung von Produkten, welche vom Kunden als Mehrwert geschätzt werden und konkrete positive Auswirkungen auf die Nachhaltigkeit haben -> Sommer 2018
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Zusammenfassung
Name der Präsentation 28
„Wer etwas will, findet Wege. Wer nicht will, findet Gründe.“
(Albert Camus)
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SGES, IF06 UNO-NH Ziele als Basis für Geschäftsmodelle Urs Schön, ewz, 30. Oktober 2017
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Clean Energy
Innovation Carbon Quotient &
Sustainable Consumption
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Source: ewz Annual and Sustainability Report 2016
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32
Integrated Energy Solutions
Owners’ objection
Marketing measures
1
2
Ideas that are tested in other projects
No return
Missing competences
3
4 Zürich Open Data
«Wicked» Problem
Solution
Design Thinking Process
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33
City of Zurich
Business Unit A
Business Unit B
Potential Customer
Innovation Management
Sustainability Management
Knowledge Carrier
Executive Board
CEO
Project Group xy
Executive Managers
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34
Foto: Philippe Rossier
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SDGXChange Pilot participation - findings
Georg Fischer
Swiss Green Energy Symposium October 30, 2017
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11.10.2016 | Stefanie Koch 36
GF Materiality Matrix Status February 2017
low medium high very high
low
m
ediu
m
high
ve
ry h
igh
Legal Compliance Energy Efficiency*
Waste Management*
Occupational Health and Safety
Supply-chain management
Equipment
Corporate Governance
Logistics
Customer relations
Water (products, customer)
Water (usage)
Economic impact
Social Engagement
Employment Practices
Atmospheric Emissions
Product Safety
Human Rights
Level of impact on GF
*along the whole Life-Cycle
Leve
l of s
take
hold
er c
once
rn
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11.10.2016 | Stefanie Koch 37
Issue Mapping
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11.10.2016 | Stefanie Koch 38
Impressions
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11.10.2016 | Stefanie Koch 39
Take-aways from the workshop
• Initial scepticism turned into enthusiasm over the course of the day • Colleagues that never collaborated before, enjoyed working
together • External facilitation helped to structure the day and to ensure all
participants’ engagement • Mix of colleagues who are with the company for a long time and
“newcomers” helped to the creation of bold ideas but keeping them within a realistic scope (fish-bowl exercise)
• A unique set of potential business opportunities was developed and the most promising and feasible identified
• There is no lack of understanding of the SDGs, ideas or imagination but time and room to focus on the further development of the ideas
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11.10.2016 | Stefanie Koch 40
Action Plans
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11.10.2016 | Stefanie Koch 41
Challenges
• A pre-requisite is management’s commitment to experiment and innovate as well as to provide the necessary resources
• Working on SDG-related opportunities can’t be on top of day-to-day activities – time and space needs to be dedicated to this task
• Integration into other initiatives – e.g. Design Thinking, Sustainability Campaign
• The follow-up on the opportunities needs to become part of the “job description” and a certain percentage of time allocated
• Best results can be achieved by a multi-disciplinary team • Budget
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Next steps
• Allocation of an “SDG-Idea-Development-Creative” Space (“Brain-Shop”), i.e. a physical location that enables and nurtures collaboration
• Form teams to elaborate and develop concept for the most promising ideas
• Conduction of follow-up meetings of the initial and potentially extended group
• Lobbying within the organization to ensure support • Presentation/pitching to top management (Executive Committee
meetings etc.) • KEEPING THE MOMENTUM
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Incrementalvsexponen)althinking
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TheGRIPSapproach
01.11.17 46CometoGRIPSwithexponen5al5mes
Co-crea5ngstrategiesofchange
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TheGRIPSapproach
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Es)mateddura)onoftheGRIPSapproach
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BEING
DOING
KNOWING
Behavioralchange
approaches
Transforma)vetools
Hands-onprocesstools
Data/info
Conceptualframeworks
IMPROVINGCURRENT GENERATINGBUSINESSACTIVITIES NEWBUSINESSES
owndata
ownconcept
largeinventoryoftools&indicators
WhatmakestheSDGXCHANGEunique?
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Agenda
Time Content13:30 Session1:Strategicoutside-ininnova5onsfortheSDGs14:00 Session2:Shortinputpresenta5onbythepilotcompanies
• Swisscom• LosingerMarazzi• ewz• GeorgFischer• Presenta5onSDGXCHANGE
14:30 Session3:Plenarydiscussionwiththepilotcompaniesandthepar5cipants
15:15 Session4:Conclusionandnextsteps15:30 Endofworkshop
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Agenda
Time Content13:30 Session1:Strategicoutside-ininnova5onsfortheSDGs14:00 Session2:Shortinputpresenta5onbythepilotcompanies
• Swisscom• LosingerMarazzi• ewz• GeorgFischer• Presenta5onSDGXCHANGE
14:30 Session3:Plenarydiscussionwiththepilotcompaniesandthepar5cipants
15:15 Session4:Conclusionandnextsteps15:30 Endofworkshop
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Nextsteps
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• Interestedinimplemen5ngtheSDGXCHANGE,thestrategytoolandapproachfortruebusinesssustainabilityinyourcompany?– Flyer– Howtoguide&handbook(availableshortly)– Contact:BarbaraDubachorKatrinMuff
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