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HACK4GOOD: Sustainable business and energy
- 2. What we’ll cover 1. Who we are…what I do 2. Drivers of sustainable business 3. How business is responding? 4. Getting systemic 5. Energy in focus 6. Questions & discussion
- 3. Single column layout • A bullet point goes here • Another bullet point • And one more Forum for the Future is a sustainability non-profit that works globally with business, government and others to solve tricky challenges.
- 4. New York London Mumbai Singapore Where are we?
- 6. water scarcity poverty health burden Loss of Biodiversity climate change Water Scarcity conflict & instability gender inequality Transparency loss of biodiversity human rights Human Rights resource scarcity
- 7. The world is changing
- 8. Shaping the operating context Big Picture trends Business Drivers Business ?
- 9. How is business responding?
- 10. A sustainable business model achieves commercial success delivering social value within environmental limits
- 11. 2020 goals
- 12. Unilever’s overall GHG footprint Distrib. / retail Raw materials Manufacture Consumer use Disposal 26% 3% 2% 68% 1%
- 13. IMPACT SAME PLACE AS INFLUENCE IMPACT INFLUENCE Raw materials etc COMPANY End User
- 14. Leaders are acting on two fronts: Innovating on that path Shaping the context for a brighter future 14 Internal External
- 15. So businesses cannot work alone…
- 16. System Innovation- #theBIGshift A set of initiatives that lead to shifting in a whole system – a sector, a city, an economy – onto a sustainable path Solving the tricky sustainability challenges that are too big for one organisation to tackle on its own.
- 17. 6 Steps – to significant change System innovation
- 19. Where does change come from? Incumbent ≠ Disruptor
- 21. Major challenges: circular economy We have to move from linear use of resources - mine, process, use dispose – to constant recovery and reuse. Can we: • Map the dark spots. Where is recycling lowest and the opportunity greatest for someone entrepreneurial? • Distribute value throughout the circular economy. How to communities and individuals get value rather than just processors etc?
- 23. Our energy system was designed for the 20th Century
- 24. Where does change come from? BIG SIX ≠ Disruptor
- 25. What we are doing shifting the relationship between people and energy; helping communities become key participants in the energy system, particularly by supporting community-ownership of energy assets; equipping both established and emerging players with the knowledge and ambition to identify and deliver innovative solutions; ensure that proposed ‘solutions’ are genuinely sustainable.
- 26. Demand and supply linked Empowering people Decentralised Zero carbon Smart Secure and nimble Renewable Digital Affordable
- 28. Farm Power Putting agriculture on the Grid Our vision: all UK farms playing their part in generating sustainable energy by 2020 – and having helped establish a more decentralised and community-led energy system
- 29. Major challenges: An information problem Local energy resource mapping and planning for communities • Map grid health: Hard to know health/capacity of grid in the area and whether/how your project can connect. • Other? Solar load; weather charts; public rights-of- way; council proclivity towards renewables?
- 30. 2 other ideas • Peer FIT: Can we create geolocated currency from 2% FIT of early adopters that could be used by people who no longer have good FIT? • 100 Roofs project: Factory roofs are some of the best places to put solar. Can we identify the 100 best roofs e.g. solar load, orientation etc
Editor's Notes
- System innovation is at the heart of our strategy. We look at the whole system and how its different parts join up, we bring together key organisations to identify areas where we can intervene to create widespread change, and we plan multi-faceted action addressing behaviour, technology, policy and business practice. There are a couple of things to note from this definition. First, the set of actions is important. Systems change usually requires multiple interventions across different areas of society. It is very rare that a single person or innovation can change a whole complex system, such as waste or energy. Second, we are dealing explicitly with systems. Of course, pretty much everything is a system of sorts – the human body, a garden, a company, a government. But we are talking about tackling tricky problems that are too large for any one organisation, however powerful, to solve on its own. [Here, you could briefly touch on a few examples to set the context:] Edison’s light bulb – to ensure his was the prevailing technology he recognised that he needed to built a whole system around it. So he worked on getting political support and demonstrated success through a pilot in Manhattan. This then became the infrastructure that was rolled out because the innovation was proven but it had the behaviour change to match it. Marine Stewardship Council – an innovative idea that is now focused on becoming mainstream through combining new practice with consumer behaviour change. It hasn’t changed the system yet but that’s the plan. Better Place – the approach is all about duplicating the Edison moment by taking a small country, Israel and using mobile phone contracting to think differently about how to support the growth of electric cars Feed in tariffs are the sorts of innovation that could facilitate system change, but they need to be supporting by planning and behaviour change and other removal of perverse incentives...a very regulatory one though.
- KEY SLIDE We have deliberately chosen not to include all partner logos. Select the most appropriate version of this slide for your audience: Global partners (as above); Food partners/members; Energy partners/members. If you would like to add a specific logo, please place it in black & white in the top right corner (between Bank of America and Heineken). You can find all Network partner logos here: P:Comms_Networks_and_PartnershipsCommsResources_for_all_staffTemplatesPowerPointForum_ppt_2013_For Admin.pptx [due to change October 2013] WHO WE WORK WITH – The Forum Network Forum for the Future’s Network is a unique network of over 100 organisations at the leading edge of sustainability, working together to increase the pace of change across the world. As an independent charity we share what we learn through our Forum Network of over 100 organisations and beyond so that we can help businesses succeed in a more sustainable future. We provide a unique opportunity for specialist discussion and collaboration within the Forum Network, facilitating groups such as a Sustainability and Brands Roundtable and a Sustainable Business Models Group. We have a 17 year track record developing pioneering techniques, creative ideas and sustainable business models to share best practice and spark innovation among our network members. We recognise the power of collaboration and, by working together with influential thought leaders, The Forum Network enables action from across business, government and other organisations towards a more sustainable future; For example Forum for the Future brought Sainsburys and Unilever together to collaborate on Consumer Futures, exploring how brands and business can adapt to meet changing business behaviours; Mike Barry, Head of Sustainable Business at M&S, says about Forum: “Forum brings us together with great organisations [...] I’m very clear M&S can’t be sustainable on its own.” Examples of collaboration and practical action born from the network would include: Well known examples - Sustainable Business Models Group or Sustainable Brands Roundtable. High profile collaborative projects - Consumer Futures or Sustainable Shipping Initiative. Also smaller, informal sessions we have organised for people like Hammerson (brought in other members like Skanska and M&S to address their CR board on emerging trends, or Kyocera (where we brought together a roundtable to discuss whole life product issues and client / consumer education – Lafarge, City of London, Interface, Skanska all contributed). And as a consequence… People trust us to meet the needs of a broad spread of organisations and individuals, be that: the fresh ideas and exciting insights provided by high profile leaders; the practical insights, hints and tips provided by small and intimate surgery sessions; and opportunities to connect with other leaders and champions, sharing challenges and following up on their ideas in a safe and informal environment.
- Our future ambitions (to 2015): Forum to have global reputation for our high-impact systems-change work To have helped launch sustainable business models Forum to be an international organization with five bases: London, New York, New Delhi, Sao Paulo & Singapore.
- Sustainability and development challenges are complex Each of us has identified different critical sustainability and development issues we need to address To even solve one or a fraction would be a tall order – and yet we still need to have this impact Whether acting alone or in collaboration, we need our collective impact on these challenges to add up to more, and fast.
- 7
- 15 Nov 2010 launched Consumers want it Customers want it It fuels innovation It helps us grow our markets It saves money You have to decouple business growth from environmental impacts. That means a new business model. That’s why, at Unilever, we have set out a new vision for the company – the challenge of doubling our size whilst reducing our environmental footprint.” Paul Polman, CEO, Unilever Feb 2010 - link
- System innovation is at the heart of our strategy. We look at the whole system and how its different parts join up, we bring together key organisations to identify areas where we can intervene to create widespread change, and we plan multi-faceted action addressing behaviour, technology, policy and business practice. There are a couple of things to note from this definition. First, the set of actions is important. Systems change usually requires multiple interventions across different areas of society. It is very rare that a single person or innovation can change a whole complex system, such as waste or energy. Second, we are dealing explicitly with systems. Of course, pretty much everything is a system of sorts – the human body, a garden, a company, a government. But we are talking about tackling tricky problems that are too large for any one organisation, however powerful, to solve on its own. [Here, you could briefly touch on a few examples to set the context:] Edison’s light bulb – to ensure his was the prevailing technology he recognised that he needed to built a whole system around it. So he worked on getting political support and demonstrated success through a pilot in Manhattan. This then became the infrastructure that was rolled out because the innovation was proven but it had the behaviour change to match it. Marine Stewardship Council – an innovative idea that is now focused on becoming mainstream through combining new practice with consumer behaviour change. It hasn’t changed the system yet but that’s the plan. Better Place – the approach is all about duplicating the Edison moment by taking a small country, Israel and using mobile phone contracting to think differently about how to support the growth of electric cars Feed in tariffs are the sorts of innovation that could facilitate system change, but they need to be supporting by planning and behaviour change and other removal of perverse incentives...a very regulatory one though.
- System change happens throughout the curve, but the major moments for system innovation are at stages 2, 3, and 4 - between diagnosing the system through to enabling the tipping point. This is when a number of new ideas and approaches are catalysed, then taken up by mainstream. With our work, we therefore focus on these stages, and use System Innovation to accelerate the path to change.
- System innovation is at the heart of our strategy. We look at the whole system and how its different parts join up, we bring together key organisations to identify areas where we can intervene to create widespread change, and we plan multi-faceted action addressing behaviour, technology, policy and business practice. There are a couple of things to note from this definition. First, the set of actions is important. Systems change usually requires multiple interventions across different areas of society. It is very rare that a single person or innovation can change a whole complex system, such as waste or energy. Second, we are dealing explicitly with systems. Of course, pretty much everything is a system of sorts – the human body, a garden, a company, a government. But we are talking about tackling tricky problems that are too large for any one organisation, however powerful, to solve on its own. [Here, you could briefly touch on a few examples to set the context:] Edison’s light bulb – to ensure his was the prevailing technology he recognised that he needed to built a whole system around it. So he worked on getting political support and demonstrated success through a pilot in Manhattan. This then became the infrastructure that was rolled out because the innovation was proven but it had the behaviour change to match it. Marine Stewardship Council – an innovative idea that is now focused on becoming mainstream through combining new practice with consumer behaviour change. It hasn’t changed the system yet but that’s the plan. Better Place – the approach is all about duplicating the Edison moment by taking a small country, Israel and using mobile phone contracting to think differently about how to support the growth of electric cars Feed in tariffs are the sorts of innovation that could facilitate system change, but they need to be supporting by planning and behaviour change and other removal of perverse incentives...a very regulatory one though.
- ENERGY TEAM –
- We focus on two critical, global systems: Food and Energy. We diagnose how these systems work, bring together key players, and deliver projects that solve tricky problems and address key sustainability challenges. Tractor image: narvikk/iStock
- What will a sustainable energy system look like? What are the characteristics?
- 36 civil society and sustainable energy groupsmembership base of over 17 million people. Our shared vision for 2020 is "communities across the UK owning, generating and saving energy together for the benefit of all". How we work: We advocate community energy politically and to the public, working collaboratively to create the conditions for rapid scaling – of policies, financing, public support.
- FARM POWER The challenge What role could – and should – farms play in a sustainable energy system? Our vision is to have all farms in the UK generating their own sustainable energy by 2020 – and that this has, in turn, helped establish a more decentralised and community-led energy system across the UK. The ultimate outcome of this project is to lay the conditions for every farm in the UK to be able to contribute sustainably to the energy needs of its local community. What we’re doing Forum for the Future has partnered with Farmers Weekly and Nottingham Trent University to launch Farm Power. The ultimate outcome of this project is to lay the conditions for every farm in the UK to be able to contribute sustainably to the energy needs of its local community. Creating a vision of sustainable farm-based energy Building an effective coalition Implementing a set of targeted workstreams Developing effective communications On-going Research Summary of expected outcomes (by end of 2014)
- ENERGY TEAM –
- ENERGY TEAM –