DNV GL © SAFER, SMARTER, GREENER DNV GL © ASSESSMENT OF UNITED NATIONS GLOBAL COMPACT 1 “IMPACT :TRANSFORMING BUSINESS, CHANGING THE WORLD” How can green.

Slides:

Advertisements

Similar presentations

Business revolution? Challenges and opportunities of CSR management Róbert Braun, Ph.D. Managing Director Braun & Partners Bulgaria 30 October 2008.

Advertisements

The difference between what we want and what we have got

Delivering as One UN Albania October 2009 – Kigali.

A Forever Unfinished Framework for Power and Change Valerie Miller JASS: Just Associates.

The difference between what we want and what we have got.

Corporate Plan and Business Transformation Informal Member Briefing 15 th June 2009.

Newcastle City Council – Grant Aid support to Voluntary and Community Sector Bryan Beverley Communities Support Team Manager Newcastle City Council.

Deborah Voyt, Ph.D. Presented at D-SHRM Total Rewards October 2013

The Environment and Corporate Culture

Preconditions for Effective Implementation of anti-corruption measures.

Theory of Change, Impact Monitoring, and Most Significant Change EWB-UK Away Weekend – March 23, 2013.

October 2012 Michael Field Learning to Achieve Results Market Assistance Programme, Kenya.

Product Stewardship Paradigm Shifts Beth Turner Global Director – Sustainability and Product Stewardship E. I duPont de Nemours and Co, Inc. Asia Pacific.

Cranfield University 12 June 2007 Corporate Responsibility Index To help companies integrate corporate responsibility across the business Sponsored by.

Global 100 Mission, Vision & Values. Mission We make the exceptional happen by challenging traditional thinking and defying conventional boundaries.

STRATEGIC MANAGEMENT & BUSINESS POLICY 12TH EDITION

Assignment 4: Identifying CSR/Sustainability NGO and NPO Heroes Chosen NPO: AccountAbility “Setting the Standard for Corporate Responsibility and Sustainable.

Introducing the Oman Green Building Centre 19 January 2013 City Season Hotel, Muscat Eng. Issam Mansour Chairman.

Management 11e John Schermerhorn

Being a Cooperative Council Abigail Melville, RSA.

AG 1 Developing Innovation and the role of HR Annalisa Gigante 5 October 2006.

Management of Social, Ethics and Transformation in Afrox July 2013.

Learning Efforts on the Post-2015 Development Agenda Amina Mohammed December 2014.

Green and Inclusive Business

Capability Assessment Process

Key Requirements for Transforming to Community Impact Lessons from the Impact Transformation Partnership (ITP) – October 2005.

Safety Driven Performance Conference 2013 The future of managing asset-intensive businesses John Keefe APM/RBMI Technical Manager Asset Integrity Services.

DNV GL © April 2014 SAFER, SMARTER, GREENER DNV GL © April 2014 Yongtao Yang Storage optimization in Power Grid 1 Master student projects.

AN INVITATION TO LEAD: United Way Partnerships Discussion of a New Way to Work Together. October 2012.

What is Culture?. A collection of ideas, beliefs and customs that are shared and accepted by people.

PART II – Management Audit: Basic Standards, Values and Norms Shared by Pratap Kumar Pathak.

The Changing WORLD OF LEADERSHIP dEVELOPMENT

Identifying and Developing “Star Quality” YMCA Leaders.

SUPPORTING the CULTURE SHIFT November 29,

Envisioning the Future of Minnesota Transportation Finance Advisory Committee April 20, 2012.

What is HQPD?. Ohio Standards for PD HQPD is a purposeful, structured and continuous process that occurs over time. HQPD is a purposeful, structured and.

BIMCO Maritime Environmental & Efficiency Management Seminar - 2 June 2015 ©ecoreflect ltd Why manage environmental issues? Dr Anne-Marie Warris.

Corporate social responsibility: A brief overview Heidi Eterovic, CSR/GC Project Manager United Nations Development Programme.

Making Universities More Entrepreneurial Dr. David Woollard Special projects Manager.

06 May 2011 Building a Culture of Integrity in DNV Cecilie Hultmann, senior consultant, Det Norske Veritas (DNV)

Fairtrade Sourcing Programmes threats or opportunities? International Conference Universities Developing Social Entrepreneurship through Cross-Section.

BizNGO Chemical Footprint Project Conference 2015 Moving Beyond Compliance: Campaigns & Corporate Strategies Nicole Koharik, M.A. Global Sustainability.

CSR and the ASEAN Community Jerry Bernas Program Director ASEAN CSR Network.

International Life Cycle Partnership To bring science-based life cycle approaches into practice worldwide UNEP/SETAC Life-Cycle Initiative Life Cycle Management.

Launch of Iraq Local Network Baghdad, 15 October 2011.

The Great Lakes Stewardship Initiative What We Know Shapes What We Do.

COMPANY PROFILE  Corporate profile:   etc.  Mission and activities:   etc. 1/2.

1 Mark Didden Brussels, January CEO-led organization of some 200 global forward-thinking companies that galvanizes the global business community.

© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

The Business Case for Executive Assessment : Why Assessment in Challenging Times Can Enhance Productivity and Be a Talent “Game Changer” Linda Sharkey,

AVID Leading College & Career Readiness Districtwide - Transforming Student Outcomes AVID's mission is to close the achievement gap by preparing all students.

B IOCHEMICAL T ECHNOLOGY L EADERSHIP R OUNDTABLE (BTLR) Vision: A sustainable chemicals economy Scope: Chemicals made using bio-based and renewable technologies.

V03 Toastmasters City Manager, Jeff Fielding Strategic Leadership March 2, 2016.

Health Inequalities: The new policy context Kay Barton Health Improvement Strategy Scottish Government.

Sean Cruse, Ph.D, United Nations Global Compact United Nations Global Compact Corporate Commitment to Global Principles of Socially Responsible Business.

Global Libraries – Recommendations for Leaving the Field Strong National Libraries – New Service Solutions CDNL - August 22, 2017 © Bill & Melinda Gates.

CRSA MEETING 16th DECEMBER 2015

Nepal Administrative Staff College Dipendra Purush Dhakal

REFLECTED IN JAMAICA’S ENERGY POLICY

Principles Of Women Empowerment

Organizational Culture

Vision – Faculty of Management

The Environment and Corporate Culture

Understanding the current Public Sector landscape from an risk management point of view Applying the ethical responsibility to the Triple Bottom-line:

Coach Approach Culture

7th Environment Action Programme to 2020 Living well, within the limits of our planet Evaluation - COM (2019) May 2019.

BRD The Development Bank of Rwanda Plc (BRD) is Rwanda’s only national Development Finance Institution Public limited company incorporated in 1967 and.

Company and Product overview

H&M Diversity Leader – An Attempt to Learn from Past Mistakes?

Business can and should be a force for good in our world.

Presentation transcript:

DNV GL © SAFER, SMARTER, GREENER DNV GL © ASSESSMENT OF UNITED NATIONS GLOBAL COMPACT 1 “IMPACT :TRANSFORMING BUSINESS, CHANGING THE WORLD” How can green solutions be good for business? 14 OCTOBER 2015 Mark Line DNV GL Business Assurance UK

DNV GL ©2 A SUSTAINABLE AND INCLUSIVE GLOBAL ECONOMY THAT DELIVERS LASTING BENEFITS TO PEOPLE, COMMUNITIES AND MARKETS. THE GLOBAL COMPACT VISION

DNV GL © PROJECT OBJECTIVES 3 Pathways of transformation towards achieving the Global Compact’s vision and objectives 03 Assessment of the impact of the UN Global Compact in The modern history of the corporate sustainability movement from

DNV GL ©4 THREE PROJECT OUTPUTS The findings from the analysis of the impact of the UN Global Compact. 30 interviews with global leaders about the future of sustainable business. A website where all the material from the assessment can be easily accessed:

DNV GL © THE HISTORY OF THE MODERN CORPORATE SUSTAINABILITY MOVEMENT 5

DNV GL ©6 Global Compact in Numbers 2015

DNV GL © MAIN FINDINGS: Levels of Change

DNV GL ©8 3 LEVELS OF CHANGE Level 1: Corporate practices To what extent are company practices changing, towards greater integration of sustainability priorities in strategy, culture, systems and day- to-day operations? Level 2: Corporate operating environment To what extent do we see changes in the external operating environment shaping corporate conduct? Level 3: Dominant worldviews To what extent are we seeing a shift in the dominant worldviews, paradigms and mindsets which are structuring our thinking, beliefs, values and behaviour.

DNV GL ©9 LEVEL 1 CORPORATE PRACTICES FINDINGS: 1. Taking root: The global spread of sustainability 2. Into the fold: Expanding the scope of corporate sustainability 3. Moving up: Sustainability gaining strategic ground 4. Mind the gap: Actions and intentions are still not aligned 5. Chain reaction: Sustainability cascading through the value chain 6. Nowhere to hide: Transparency is becoming the new norm 7. Smarter together: New forms of collaboration between business and society.

DNV GL © #1Taking Root: The Global Spread of Sustainability 10

DNV GL © DNVGL’S VISION: GLOBAL IMPACT FOR A SAFE AND SUSTAINABLE FUTURE 11 Thank you for your attention! Please contact me at: