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Safety as a Springboard to Sustainability

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More interventionist approach by the safety regulator. Significant activity to address concerns ... Non-financial risks. Competitive integration. Safety as a ... – PowerPoint PPT presentation

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Title: Safety as a Springboard to Sustainability


1
Safety as a Springboard to Sustainability
  • International Rail Safety Conference Denver,
    Colorado
  • 5th to 10th October 2008

James Catmur
Arthur D. Little Limited 300 Science
Park Cambridge United Kingdom Telephone 44
(0)870 336 6700 Fax 44 (0)870 336
6701 www.adlittle.com
2
Introduction
Safety as a Springboard to Sustainability
Background
  • Safety is fundamental to the operations of public
    transport, poor safety performance can threaten
    the existence of a firm
  • Safety has been a long-standing fact of business
    for most firms
  • The way that company chooses to act forms part of
    its own responsibility as a corporation

Problem
  • Sustainability is much higher up everyones
    agenda
  • There is an urgent need to respond
  • However, many companies are ill-equipped to
    tackle this area

Answer
  • A robust safety culture within a firm can be an
    excellent springboard to wider sustainability

3
Safety as a starting point
Safety as a Springboard to Sustainability
  • Safety is part of the license to operate
  • As such it is already well managed
  • Safety has benefits for the bottom line and
    longevity of the firm
  • Reduced Costs improved safety means services
    run to time reducing potential fines
  • Increased Opportunities a good safety record
    can be the difference between success and failure
    in competitive tenders

4
Past focus on safety is being mirrored by the new
focus on climate change
Safety as a Springboard to Sustainability
The past focus on Safety
is now mirrored by Sustainability
  • Intergovernmental Panel
  • Scientific evidence of mankinds contribution to
    climate change
  • The Stern Review
  • Economic assessment
  • Climate change shown to have an impact on the
    global economy
  • Activity to address concerns
  • The Clapham accident
  • A turning point for UK rail safety
  • The Ladbroke Grove accident
  • Significant media attention
  • Increase in stakeholder interest
  • More interventionist approach by the safety
    regulator
  • Significant activity to address concerns

Safety high up the agenda
Sustainability higher up the agenda
5
Increasing importance of climate change brings
with it pressure on other issues
Safety as a Springboard to Sustainability
It is not enough to simply manage climate change
and CO2
Corporations are in the Spotlight
  • Individual corporations are targeted as emitters,
    for example
  • BAA/Heathrow airport are criticised over
    expansion plans
  • Drax, regularly attacked by pressure groups

Leaders have Emerged
  • Virgin recently trialled an aircraft on running
    on biofuel
  • UK retailer Marks and Spencer have adopted Plan
    A

Leadership Requires a Holistic Approach
The spotlight on climate change has elevated
attention on other sustainability issues, for
example human rights, supply chain working
conditions, governance, corruption and benefit to
society
6
The drivers are growing, especially relating to
risks and opportunities associated with climate
change
Safety as a Springboard to Sustainability
Market Drivers
7
The difficulty is understanding which issues are
relevant and where to draw the line
Safety as a Springboard to Sustainability

Navigating corporate social responsibility isnt
easy
Corporate citizenship
Leadership ethics
Governance
Probity
CSR
Responsible marketing
Disclosure
Transparency
Reputation management
Environmental stewardship
Non-financial risks
Responsibility
Engagement
CSR
Corporate social opportunity
Enhanced analytics
Accountability
Community investment
Business principles
Social products
Philanthropy
Good business
Competitive integration
Sustainable innovation
ESG risks
Sustainability- driven-innovation
8
Assess how social and environmental issues are
managed across a business
Safety as a Springboard to Sustainability
Governance
Business integrationof sustainability
Environmental stewardship
Social performance
  • Vision/mission
  • Board of Directors
  • Organisation and culture
  • Business principles
  • Performance measurement management
  • Stakeholder engagement
  • Profitability and growth
  • Reputation
  • Strategic management
  • RD
  • Products and services
  • Markets
  • Partners and alliances
  • Environmental impact
  • Resource utilisation
  • Facilities and operations
  • Climate Change and carbon
  • Workplace
  • Treatment of employees
  • Human rights
  • Community
  • Benefit to society

9
Review companys positioning in the zone of
acceptability, and against peers and investor
expectations
Safety as a Springboard to Sustainability

Sustainable Performance
Leading edge
  • Scores 5 on the ADL Sustainable Performance
    Template
  • Performance is tomorrows leading practice

Sustainable performance
5
Leading Edge
Zone of acceptability
Performance
Top-quartile
  • Scores 3 on the ADL Sustainable Performance
    Template
  • Performance is leading edge for the industry

3
Prevailing
1
Prevailing
Trailing edge
  • Scores 1 on the ADL Sustainable Performance
    Template
  • Performance is consistent with industry

Past
Present
Future
Timeline
10
Results were benchmarked to highlight the
strengths, weaknesses, opportunities and threats
Safety as a Springboard to Sustainability
5
4
3
2
1
-
Vision/Mission
Board of Directors
Organisation and Culture
Business Principles
Performance Measurement
Stakeholder Engagement
Profitability and Growth
Reputation Management
Strategic Management
Research and Development
Products and Services
Markets
Partners and Alliances
Environmental Impact
Resource Utilisation
Facilities and Operations
Climate Change and Carbon
Workplace
Human Rights
Community
Benefit to Society
Treatment of Employees
Score
Governance
Integration of Sustainability
Environmental Stewardship
Social Performance
1Based on four benchmark companies examined for
this project
11
To address the key drivers of sustainability,
three different options are presented
Safety as a Springboard to Sustainability
  • Maintain present activities, including biofuel
    and hybrid trials, eco-driving initiatives and
    technology upgrades at depots
  • Communication is enhanced Governance issues such
    as determining and publicising policies and
    measuring performance are addressed

1 Risk Management
  • Overhauls approach to those areas where it is
    deemed furthest from future stakeholder
    expectations
  • Seeks to become identified with sustainability in
    its business but maintains a cautious approach to
    rolling out new technologies, etc

2 Stakeholder Responsive
  • Leads and shapes the direction of sustainability
    in the transport sector, working with regulators
    to influence new regulation
  • Seeks out new avenues for revenue from
    intelligent transport
  • Maintains a leadership position in resource
    management

3 Leading Edge
12
The three options, with leading edge matching
both peer performance and investor expectations
Safety as a Springboard to Sustainability
5
4
3
2
1
-
Vision/Mission
Board of Directors
Organisation and Culture
Business Principles
Performance Measurement
Stakeholder Engagement
Profitability and Growth
Reputation Management
Strategic Management
Research and Development
Products and Services
Markets
Partners and Alliances
Environmental Impact
Resource Utilisation
Facilities and Operations
Climate Change and Carbon
Workplace
Human Rights
Community
Benefit to Society
Treatment of Employees
Score
Governance
Integration of Sustainability
Environmental Stewardship
Social Performance
13
Companies who have learned to manage safety are
better placed to manage sustainability
Safety as a Springboard to Sustainability
The effort required to manage sustainability may
seem high
  • In reality it is no more of a change than that
    required to manage safety
  • Companies who already manage safety
  • Can see the tangible financial and operational
    value
  • Can also accept and understand the intangible
    benefits
  • Are well placed to use the same experience to
    manage sustainability
  • Seeing beyond the jargon and image of being
    Sustainable
  • Understand that it is about protecting and
    growing the firm
  • An approach can be taken which builds upon
    strengths developed in safety and other key
    sustainability related areas

Focus on issues which are material and which are
demonstrated a through the business case just
like any other strategic business issue
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