1. Doing Your Part Presented by Wayne Dunn President &
Founder, CSR Training Institute Former Prof. of Practice in CSR
(McGill University) [email protected] Taatheer 2017
The Address Dubai Marina May 16, 2017 Dubai, UAE Incorporating the
SDGs into your organizations strategy
2. Who/What is Canadian based with global delivery (focus on
Americas, Gulf Region and Africa) Social Responsibility Partner:
Free Zones of the Future Trained hundreds of executives, leaders
and practitioners in CSR Strategy and Practice Focus on CSR
strategy, Value Creation and Impact Public programs and customized
corporate and organizational programs Consulting and strategic
assignments National/regional partnerships in UAE, Bahrain, Ghana,
Greece, Zambia, East Africa, India Wayne Dunn Founder &
President of CSR Training Institute Master of Science in
Management, Stanford Business School Stanford University Sloan
Fellow Former Professor of Practice in CSR, McGill University
Entrepreneur & Organizational Strategist Social Responsibility
Leader: Free Zones of the Future Chairman, Taatheer 2016 25+ years
of practical CSR experience (40+ countries, every continent, public
and private sector) Frequent speaker on strategy and sustainability
at events worldwide Numerous awards (1st private sector winner of
World Bank Development Innovation Award, Stanford Case Study, etc.)
Advisor to corporations, governments, NGOs and international
organizations worldwide Consulted across industries, geographies
and sectors on Strategy, CSR, Sustainability and Operations CSR
Awards Jury duty throughout MENA & Africa Taatheer 2017 CSR
Bootcamps (Impact Measurement / Reporting & Communications
3. Agenda & Objectives Agenda Growing performance pressures
on business (social, environmental financial) Also applies to
governments, charities, foundations, NGOs, etc. CSR and Value
(distribution, creation, preservation, destruction) The Global
Goals for Sustainable Development SDG SWOT Analysis
4. Caution: Language is under development Corporate Social
Responsibility (CSR) Sustainability Corporate Citizenship Corporate
Responsibility Social Responsibility Environment, Social and
Governance (ESG) Shared Value Social License Social Impact ???? And
more.
5. The world changed Isolated world gave more power and
influence to large institutions (government, business, etc.) More
focus on local issues, standards and expectations CSR &
Sustainability arent optional Globalized inter-connected world
Emerging global standards and norms Increased democratization of
power and influence Anywhere is everywhere
6. Financing & Investing Changed Impacts beyond financial
returns Social and environmental performance key to financial
performance Some investors still see financial, social and
environmental returns as a trade-off (but number is shrinking) 84%
of millennials are interested in sustainable investing. Assets
utilizing sustainable investing criteria have grown 76 percent in
2014-15 to $6.57 trillion* * Morgan Stanley Institute for
Sustainable Investing
7. Financing and Investing Changed Sustainable Investment was a
key theme of Dubai Investment Forum, Oct 2016 GCC Investment Funds
are focusing on sustainability
8. Increasing mandatory and voluntary compliance ICMI -
International Cyanide Management Institute (ICMI) Conflict Free
Gold Standard Voluntary Principles on Security and Human Rights
EITI CDP ISO26000 Global Compact Global Reporting Initiative
Voluntary Principles ICMM National CSR Policy IFC Equator
Principles ILO Accountability Many, many more
9. Equator Principles
10. Global Reporting Initiative
11. Echo Chamber of Social Media
12. Increasing societal expectations and influence on business
0 50 100 150 200 250 300 1975 1980 1985 1990 1995 2000 2005 2010
2015 SocietalExpectations&Influence Applies to organizations of
all types, but especially business *directionally indicative data
derived from SWAG analysis The expectations of society and
government are increasing rapidly in GCC/MENA
13. Operational performance expectations are growing too Cost
reduction and increased operational efficiency are standard
expectations Optimization Doing more with less Across the board
value and efficiency improvements And, at the same time,
governments are increasingly engaging in sustainability and social
development activities, and expecting business to be part of
them
14. Social value & sustainability imperative applies across
industries, sectors and geography
15. Changes to Social Responsibility GCC/MENA region businesses
have a long history of support and engagement with society Predates
modern CSR movement Traditionally it has taken a charitable and
philanthropic approach Value distribution from the business to
social causes and activities with little or no thought to alignment
with business interests Zero Sum approach Increasing public,
government and investor expectations demand a more value-centric
approach Anything else is sub-optimal and not sustainable
16. CSR is about value not Charity Value for Society,
environment and business. Value creation, Value alignment, Value
optimization
17. CSR Economics Value Distribution to Value Creation
18. Many successful examples Emirates NBD and Social Inclusion
Social value, business value and more Emirates Steel, Abu Dhabi
National Oil Company & Masdar - CO2 capture Reduced carbon
footprint can drive improved supply-chain positioning Improved oil
recovery for ADNOC Improved emission management for Abu Dhabi / UAE
Dubai Sustainable City eco-efficiency supports cost reductions and
enhanced marketability Apple 100% renewable energy Reduced energy
costs and improved energy stability over time Enhances brand image
and product marketability Supports employee recruitment and
retention
19. Strategic CSR needs a framework for consistent alignment
Effective shift from value distribution to value creation approach
wont happen ad-hoc Alignment of social, environment, government and
business value can be complex Need a framework and approach that
can work across industries, sectors and geographies Must facilitate
engagement with government and society Framework to provide
consistency and yet enable flexibility to facilitate response to
local needs, issues and drivers
20. The Worlds Development Framework Adopted unanimously by all
member of the United Nations Development framework for governments
and organizations of all types Easy adaptation by business (most
are already contributing) Great framework for social and
environmental impact communications Great framework for public
private partnerships
21. What are the SDGs (video)
22. SDGs are a government priority
23. Gulf Business Leaders on the SDGs 92% of respondents
believe working towards the SDGs will positively impact their
business sustainability. 80 percent believe in the power of
multi-stakeholder collaborations to move the SDG agenda forward,
86% agree the SDGs are a useful framework for Gulf sustainability
action 64% claimed that their company has made a commitment towards
the SDGs. However, only 20% of the respondents believed that a
majority of regional companies will be effectively implementing
initiatives to progress the SDGs in the next 5 years. Survey of
senior business leaders across all six Gulf States Oct 2016 (Pearl
Initiative)
24. Gulf Business Leaders on the SDGs Survey of senior business
leaders across all six Gulf States Oct 2016 (Pearl Initiative) Most
Relevant For Companies Reducing environmental impact Benefitting
youth Improving labour standards Most Relevant Personally
Alleviating poverty Improving health Access to education Business
Outcomes from SDG Action Stronger brands Expanded CSR practices
Improved operational efficiency
25. SDG Framework for Value The 17 SDGs provide a great
framework for public private partnerships They are broad enough to
capture the full range of business social and environmental
priorities They are the de-facto development framework for
governments, NGOs and other development partners Used strategically
the SDGs can facilitate alignment of social and business interests;
optimizing value and impact for all.
26. Integrating SDGs into Business Strategy Integrating the
SDGs into your strategy can drive business performance. SDG
integration will drive social performance, operational performance
and sustainability performance. SDG integration will help align
your business with government priorities and interests SDG
alignment enhances stakeholder relations, internally and
externally. SDG performance drives value and helps to future-proof
your operation. SDG strategies are simply smart business. Needs to
integrate across functions, units and departments. It is about more
than just the Foundation/Charity part of the business
27. SDG SWOT Analysis Systematic review of Strengths,
Weaknesses, Opportunities and Threats in relation to SDGs
Encompasses all aspects of the organization (e.g., finance,
marketing, engineering, supply chain, human resources, corporate
affairs, etc.) Identify and prioritize opportunities and risks
Identify and prioritize partnership and collaboration opportunities
Facilitate broad buy-in across the organization Develop go forward
strategy and action plan Important to be thorough, but dont
over-complicate.
28. SDG Themes The 17 SDGs can be grouped into themes (will
often make it easier to facilitate integration into your
organizational strategy) Poverty Education Health Community
Environment Partnerships Justice Can your supply chain strategy
reduce costs and contribute to poverty reduction? Can
worker/community health initiatives improve business productivity
and reduce recruitment, training and retention costs? Can design
and engineering achieve capital and operating cost savings with
improved eco-efficiency? What questions will unlock value for your
organization?
29. The Sustainable Development Goals and you 17 Business &
Activities Goal 1 End poverty in all its formseverywhere Goal 2 End
hunger, achieve food security and improved nutrition and promote
sustainable agriculture Goal 3 Ensure healthy lives and promote
well-being for all at all ages Goal 4 Ensure inclusive and
equitable quality education and promote lifelong learning
opportunities for all Goal 5 Achieve gender equality and empower
all women and girls Goal 6 Ensure availability and sustainable
management of water and sanitation for all Goal 7 Ensure access to
affordable, reliable, sustainable and modern energy for all Goal 8
Promote sustained, inclusive and sustainable economic growth, full
and productive employment and decent work for all Goal 9 Build
resilient infrastructure, promote inclusive and sustainable
industrialization and foster innovation Goal 10 Reduce inequality
within and amongcountries Goal 11 Make cities and human settlements
inclusive, safe, resilient andsustainable Goal 12 Ensure
sustainable consumption and production patterns Goal 13 Take urgent
action to combat climate change and itsimpacts* Goal 14 Conserve
and sustainably use the oceans, seas and marine resources for
sustainabledevelopment Goal 15 Protect, restore and promote
sustainable use of terrestrial ecosystems, sustainably manage
forests, combat desertifcation, and halt and reverse land
degradation and halt biodiversity loss Goal 16 Promote peaceful and
inclusive societies for sustainable development, provide access to
justice for all and build effective, accountable and inclusive
institutions at all levels Goal 17 Strengthen the means of
implementation and revitalize the global partnership for
sustainable development SDGImpactAreas
30. High Performance Organization Responsibility for corporate
performance & employee well being Responsibility for planet and
environmental impacts Responsibility for society & social
impacts Value Optimization ImpactMeasurement
KeyPerformanceIndicators Reporting&Communications
HiPerformingOrganization
31. Corporate Social Responsibility & Sustainability Myths
CSR is charity, philanthropy and do good stuff CSR is a cost, not a
value driver CSR is something extra done when budgets allow CSR is
not part of core business activities Sustainability is a cost to
business Smart business will minimize sustainability and CSR to
maximize profits CSR and Environmental Stewardship can drive
business value, social value and eco-system preservation and
enhancement
32. If interested we are leading a Impact Measurement Bootcamp
on Thursday Will have an SDG focus Theory, practice, lectures,
videos, group work / case studies Guest faculty will include Ms.
Rasha Kashkoush Head of Communications for FaceBook MENA Region Mrs
Ola Al Haj Hussin, Corporate Citizenship Manager, Crescent
Enterprises Ms. Laurel Sabur, Investment Banker & impact
investing expert, CSR Training Institute
33. Wayne Dunn President & Founder, CSR Training Institute
Former Professor of Practice in CSR, McGill University
[email protected] www.csrtraininginstitute.com
WhatsApp +1.250.701.6088 Thank you for listening Questions &
Follow-up