Please plan your SCN wiki tasks accordingly.
The scheduled session will focus on how Sustainability Performance Management (SuPM) steers business growth. It is aimed at participants who would like to know about adapting SuPM for their organizational Sustainability reporting. It will give advanced insight into the product’s capability as a strategic analytical tool.
Participants shall learn how to build sustainability related content for organizations and also about the flexibility of the application by adapting the underlying BI models to one’s business needs.
After the workshop, participants will be able to:
1. Define different types of KPIs based on the customers’ business model
2. Comply to sustainability standards by importing standard content
3. Execute different modes of data collection process
4. Do flexible reporting based on KPIs
5. Do trend analysis for strategic planning
6. Understand the underlying BI processes
Brief Background :
Sustainability performance reporting has become the norm and is no longer a small trend that many wonder will gain widespread acceptance. From a regulatory standpoint managing your sustainability performance is still voluntary in most countries but the various business issue really do make it a much for companies to address. In fact, a 2008 KPMG survey found that 80% of Global Fortune 250 companies disclose their sustainability performance. This is up from 50% in 2005. There is increasing pressure from stakeholders such as customers, employees, governments, NGO’s and investors to develop, communicate, and implement sustainability programs and strategies. As further evidence that sustainability performance reporting is a rising priority for CEO’s, CSO’s, CFO’s and other executives, was that this survey showed 2/3rds of these companies actively engage with stakeholders to identify what sustainability indicators are important to them. That is up from 1/3 in 2005.
Additionally management is pressured to find sustainable business practices that will improve operating margins, ie less waste or energy usage in manufacturing increases profitability.
Customers are also increasingly demanding their vendors become more sustainable. For a growing number of companies they are using sustainability as a key benchmark in evaluating and accepting vendors. For example Walmart and Dell have their own indexes their suppliers must report against.
Finally the investor community is increasingly using sustainability performance as a key benchmark for investment decisions.
As such Heads of Sustainability Operations are tasked with holistically identifying and managing opportunities that will lead to a more sustainable business. In order to do that they need to monitor their sustainability performance in a way that’s actionable so they can execute on their strategic objectives. This sounds simple but there are challenges to being able to do this.