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Beyond Employee Engagement: Using New Metrics
to Embed Sustainability throughout the Organization
The New Metrics of Susta...
Beyond Employee Engagement
How do social and environmental initiatives create value?
Sustainable Brands New Metrics Confer...
© 2013 SAP AG. All rights reserved. 3
Key metrics of our sustainability performance
Social
2011 2012
Total Revenue (non-IF...
© 2013 SAP AG. All rights reserved. 4© 2013 SAP AG. All rights reserved. 4
SAP Sustainability Dashboard
© 2013 SAP AG. All rights reserved. 5
Where are we today?
Integrated Reporting
www.sapintegratedreport.com
© 2013 SAP AG. All rights reserved. 6
Key Question: How do social and environmental activities
create value for SAP?
SAP
S...
© 2013 SAP AG. All rights reserved. 7
Connecting non-financial and financial performance
Example: Employee Retention
© 201...
© 2013 SAP AG. All rights reserved. 8
Connecting non-financial and financial performance
Example: Greenhouse Gas Emissions...
© 2013 SAP AG. All rights reserved. 9
Example: How do employee related KPIs affect SAP’s
financial performance?
Company Im...
Beyond Employee Engagement
How do social and environmental initiatives create value?
Sustainable Brands New Metrics Confer...
measure,
manage, and
disclose
chris miller
activism manager, ben & jerry’s
@cmwdc
2 companies
2 approaches
• seventh generation
• ben & jerry’s
seventh generation
• was looking for a way to drive
increased ownership of and
engagement around the company’s
sustainabil...
an integrated plan
• raise the visibility of the goals
throughout the company
• implement an employee engagement
program f...
incent it
• Virgin Plastic Reduction
• BioPreferred Certification
• Employee Engagement
• Community Service
results
mixed
• visibility and engagement of company
goals rose dramatically
• sustainability metrics were added to
monthl...
ben & jerry’s
• increase the total QoR score at a rate faster
than the rate of the Company’s sales
growth – as required by...
a plan born out
of an acquisition• Sourcing Ingredients:
• Fully sustainable dairy
• Fairtrade-certified Sugar
• Certified...
lessons learned
• what is measured, can be managed
• what is disclosed, is done
• set goals that are focused, ownable,
and...
Interface Voice
Lindsay Stoda
New Metrics of Sustainability
September 2013
25
Measuring Engagement – Interface Voice
• Using text messaging to create feedback loops and assess employee
engagement.
...
26
27
Measuring Engagement – Interface Voice
• Held 3 quarterly surveys among our US manufacturing employees
• Response rate ...
Beyond Employee Engagement: Using New Metrics to Embed Sustainability throughout the Organization
Beyond Employee Engagement: Using New Metrics to Embed Sustainability throughout the Organization
Beyond Employee Engagement: Using New Metrics to Embed Sustainability throughout the Organization
Beyond Employee Engagement: Using New Metrics to Embed Sustainability throughout the Organization
Beyond Employee Engagement: Using New Metrics to Embed Sustainability throughout the Organization
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Beyond Employee Engagement: Using New Metrics to Embed Sustainability throughout the Organization

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Jeff Mendelsohn, Founder & Chair, New Leaf Paper
Rachel Parikh, Director, Sustainability, SAP
Lindsay Stoda, Senior Business Analyst, Interface
Christopher Miller, Social Mission Activism Manager, Ben & Jerry's

How do companies quantify the value of successful employee engagement initiatives? What are the current best practices around incorporating tangible on-the-ground HR incentives tied to recruiting, performance assessment, compensation, and competency building? What does it take to effectively drill down objective and subjective performance criteria and goals to the level of every employee?

Publié dans : Technologie, Business
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Beyond Employee Engagement: Using New Metrics to Embed Sustainability throughout the Organization

  1. 1. Beyond Employee Engagement: Using New Metrics to Embed Sustainability throughout the Organization The New Metrics of Sustainable Business 2013 Jeff Mendelsohn, New Leaf Paper Rachel Parikh, SAP Lindsay Stoda, Interface Christopher Miller, Ben & Jerry’s
  2. 2. Beyond Employee Engagement How do social and environmental initiatives create value? Sustainable Brands New Metrics Conference Rachel Parikh, Director, Sustainability, SAP
  3. 3. © 2013 SAP AG. All rights reserved. 3 Key metrics of our sustainability performance Social 2011 2012 Total Revenue (non-IFRS, billion EUR) 14.3  16.3 Operating Margin (non-IFRS, %) 33  32 Customer Success n/a 8.9 Employee Engagement (%) 77  79 Business Health Culture Index (%) 65  66 Employee Retention (%) 93  94 Women in Management (%) 18.7  19.4 Greenhouse Gas Footprint (kt CO2e) 490  485 Total Energy Consumed (GWh) 860  860 Data Center Energy (kWh/employee) 2,824  2,598 Renewable Energy (%) 47  60 Economic Environmental
  4. 4. © 2013 SAP AG. All rights reserved. 4© 2013 SAP AG. All rights reserved. 4 SAP Sustainability Dashboard
  5. 5. © 2013 SAP AG. All rights reserved. 5 Where are we today? Integrated Reporting www.sapintegratedreport.com
  6. 6. © 2013 SAP AG. All rights reserved. 6 Key Question: How do social and environmental activities create value for SAP? SAP Stakeholder groups Costs related to SAP’s ecological and social initiatives Direct and indirect benefits for SAP related to its ecological and social initiatives Behavioural Change
  7. 7. © 2013 SAP AG. All rights reserved. 7 Connecting non-financial and financial performance Example: Employee Retention © 2012 SAP AG. All rights reserved. 7 For SAP, a one percent turnover per year (about 640 people) will typically lead to more than 62 million EUR impact on operating result.* * According to SAP-internal study
  8. 8. © 2013 SAP AG. All rights reserved. 8 Connecting non-financial and financial performance Example: Greenhouse Gas Emissions © 2012 SAP AG. All rights reserved. 8 Through increased carbon efficiency, SAP has avoided costs of EUR 235 million since 2008.* * in comparison to a “business as usual” extrapolation with baseline 2007
  9. 9. © 2013 SAP AG. All rights reserved. 9 Example: How do employee related KPIs affect SAP’s financial performance? Company ImpactChange of Behavior and Perception (Stakeholder level – here: Employees) Financial Impact Revenues Operating Margin Impacting SAP’s company value / stock price Employee Engagement Business Health Culture (BHC) Employee Retention Capability Building Innovation Customer Success Employer Ranking Productivity Social Investment GHG Footprint Diversity / WiL * * * * Synchronous effects of BHC and Employee Engagement Individual KPI effects Effects on top-line Revenues Effects on Operating Margin SAP‘s corporate objectives*
  10. 10. Beyond Employee Engagement How do social and environmental initiatives create value? Sustainable Brands New Metrics Conference Rachel Parikh, Director, Sustainability, SAP
  11. 11. measure, manage, and disclose chris miller activism manager, ben & jerry’s @cmwdc
  12. 12. 2 companies 2 approaches • seventh generation • ben & jerry’s
  13. 13. seventh generation • was looking for a way to drive increased ownership of and engagement around the company’s sustainability goals • to move beyond incremental progress and foster innovative new approaches to reduce the impact of the business
  14. 14. an integrated plan • raise the visibility of the goals throughout the company • implement an employee engagement program focused on the company’s impacts and strategies to reduce them • imbed sustainability targets into the company’s annual incentive program
  15. 15. incent it • Virgin Plastic Reduction • BioPreferred Certification • Employee Engagement • Community Service
  16. 16. results mixed • visibility and engagement of company goals rose dramatically • sustainability metrics were added to monthly business dashboard • goals ultimately too broad to be managed effectively
  17. 17. ben & jerry’s • increase the total QoR score at a rate faster than the rate of the Company’s sales growth – as required by the unique acquisition agreement between Unilever and Ben & Jerry’s. • requires a way to aggregate and score progress against a range of social and environmental metrics • metrics must be regularly trackable, ownable, and actionable
  18. 18. a plan born out of an acquisition• Sourcing Ingredients: • Fully sustainable dairy • Fairtrade-certified Sugar • Certified-Humane cage-free & free-range Eggs • Fairtrade-certified Chunks & Swirls • Fairtrade-certified Banana • Fairtrade-certified Cocoa • Fairtrade-certified Flavorings (i.e.: Vanilla & Coffee) • Sustainable Materials (Packaging and Office) • Non-GMO ingredient sourcing • Community & Activism and engagement for 2012, the QoR measures the specific goals for social and environmental performance within 13 priorities of our business
  19. 19. lessons learned • what is measured, can be managed • what is disclosed, is done • set goals that are focused, ownable, and actionable • money talks
  20. 20. Interface Voice Lindsay Stoda New Metrics of Sustainability September 2013
  21. 21. 25 Measuring Engagement – Interface Voice • Using text messaging to create feedback loops and assess employee engagement. • Allows for monthly, quarterly surveys of employees where data is recorded and reported in near real time. • Analytics allow you to view data can by department/shift/tenure/etc to view trends and explore results. • Using independent consulting service to ensure anonymity for respondents. • Extremely low cost in comparison to other employee engagement measurement systems: 1 Android phone and some consulting support • Using Telerivet, a free online mobile communications platform.
  22. 22. 26
  23. 23. 27 Measuring Engagement – Interface Voice • Held 3 quarterly surveys among our US manufacturing employees • Response rate increased from 23% in the first quarter to 56% in the third • Example Questions: #1: Are you able to do your best work daily? Yes or No. #2a (if Yes): Does Interface make it easier or harder to do your best work daily? Yes or No. #2b (if No): What is the biggest barrier to you doing your best work? Management, Co-Workers, Lack of Opportunities, Lack of Independence, Lack of Recognition. #3: On a scale of 0-10 where 0 is "we could do much more" and 10 is "we do everything we can", to what extent do you think your department does its best work daily? •Identified a trend in responses among different departments •Operations management held follow-up focus groups with employees to receive additional input and address issues identified in the surveys

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