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Corporate Sustainability Strategic, Finance & Governance Plan

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Role of Corporate Environmental Governance and Strategy as Drivers to Company Stock Value Growth

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Corporate Sustainability Strategic, Finance & Governance Plan

  1. 1. Realizing the Challenge <br />of Making Sustainability Work<br />A framework to develop and Implement a <br />Corporate Sustainability<br />Strategy, Finance & Governance Plan<br />
  2. 2. Corporate Sustainability<br />Strategy, Finance & Governance Plan<br />Framework<br />Value-Chain<br />Strategies & Goals Setting<br />Current & <br />Prospective ESG Assessment<br />Primary Activities<br />Building Sustainability Mainstream Framework<br />Action<br />Plan<br />Identify Business Drivers<br />Stakeholder-Based Management<br />Investor-Based Management<br />Corporate Sustainability-Risk Strategic Map<br />External Impacts<br />Gap Analysis<br />SWOT<br />Support Activities<br />Sustainability Governance Strategies & Goals <br />Goals<br />Detailing & <br />Breaking-Down<br />Create a Corporate Sustainability VISION<br />Sustainability Mainstream<br />Sustainability Strategy Key-Areas<br />Implementation,<br />Monitoring & <br />Review Tools<br />Sustainability Finance Strategies & Goals<br />Sustainability Governance<br />Stakeholder <br />Engagement <br />Process<br />Scope of <br />Competitiveness<br />Value-Chain Advantages on Sustainability Initiatives<br />Sustainability<br />Communication <br />Platform<br />Sustainability Finance<br />ROSS<br />Return on Sustainability Strategy<br />ESG<br />Benchmarking<br />Sustainability <br />Reporting<br />Developing Leadership Competence for Sustainability Value Creation<br />
  3. 3. Corporate Sustainability Mainstream<br />& the Value-Chain Intersection Paradigm<br />Support Activities<br />Primary Activities<br />Sustainability Mainstream<br />
  4. 4. Corporate Sustainability from the <br />Value-Chain Perspective<br />Company Infrastructure<br />Support Activities & Knowledge Capital<br />Sustainability BI & analytics platform;<br />Capex-Opex sustainability-based decisions;<br />Corporate Sustainability Governance Structure <br />Margin<br />Human Capital Management<br />Creating and internalizing a culture for sustainability;<br />Developing capabilities on sustainability-based management ;<br />Corporate Sustainability Education; Sustainability-oriented Compensation System<br />Innovation and<br />R&D Capital<br />Environmental-based design;<br />Clean technologies development;<br />Environmental material specifications<br />ROSS<br />Leadership & Competence <br />Capital<br />Promptness and ability to convert Sustainability Strategy into Shareholders/Stakeholders Value; <br />Stakeholder-Based Management Approach<br />Stakeholder Sustainability Education initiatives<br />Corporate <br />Sustainability <br />Mainstream<br />Sustainability Strategy: <br />Business Drivers & Key-Performance Measuring; Benchmarking; ESG Assessment; Vision, Mission; Objectives/Goals; Action Plan ; Incentives<br />Sustainability Governance Framework:<br />Compliance & Legal ; Policies; Accountability; Commitments; Transparency; Reputation; Stakeholders Engagement; Value-Chain Ethical Procedures; Communication; Reporting<br />Sustainability Finance & ROSS:<br />TBL Value Creation; Accounting Framework; TBL Balance Sheet; EP & DJSI Standards; Risk Map & Measuring;<br />Select Responsible suppliers & outsourcers;<br />Stimulating less-harmful material uses, safe storage, transportation and waste disposal<br />Life-cycle analysis and process implementation<br />Select Responsible distributors;<br />Stimulating less-harmful material safe storage, transportation , <br />packaging and waste disposal<br />Corporate image & reputation<br />ROSS<br />Stimulating ethical and anti-corruption competing practices, fraud prevention, new process for reducing pollutants discharge and waste; improving energy use; striving for upstream-downstream ESG internationally acceptable standards adoption<br />Carbon & Water Footprint<br />Margin<br />Upstream <br />Logistic & <br />Supply Chain<br />Inbound <br />Logistic & Operations<br />Downstream <br />Logistic & Channels<br />Marketing <br />& Sales<br />End-Cycle <br />Services<br />Primary Activities<br />
  5. 5. Corporate Sustainability-Risk Strategic Map <br />Sources of Either Value Creation or Destruction<br />Human Capital<br />Asset Protection<br />Technology<br />Operation<br />Financial<br />Business<br />Continuity<br />Domain of Traditional Shareholder-Based Corporate Strategic Plan<br />Implementation<br />Funding<br />Feasibility<br />Operation<br />Project Finance<br />Legal & Financial <br />Diligences<br />Organisation & Legal <br />Arrangements<br />Marketing & Sales<br />Local Arrangements<br />IPO<br />Plant Building <br />Production<br />Global Feasibility<br />Private Equity<br />Logistics Up & Down<br />Infrastructure <br />Equipment & Facilities<br />Core Business Design<br />Value-Chain Design<br />Free Cash Flow<br />Domain of the Capex-Opex Dilemma & Traditional Risk<br />Corporate Sustainability Strategic Plan Intersection<br />Domain of Corporate Sustainability-Risk Assessment<br />Legal & Regulatory<br />Global-Local Reputation<br />Environ mental<br />Social<br />Value-Chain Stakeholders<br />Changing Leadership<br />Domain of Corporate Environmental-Social Governance (ESG)<br />Benchmarking<br />
  6. 6. ROSS<br />Return on Sustainability Strategy Framework<br />- From the Perspective of the Shareholder Value <br />ROSS<br />Return on Sustainability Strategy <br />Net Profit & Dividend<br />Market Value Premium<br />Free Cash Flow Generation<br />Revenue Growth<br />Cost of Capital Reduction<br />Margin Improvement<br />New <br />Market <br />Entry<br />Cutting-Edge Technology Innovation<br />Market <br />Share<br /> Growth <br />Risk <br />Premium Gains<br />Market Ratings Grading<br />Corporate Brand & Reputation<br />Reputation Price Premium<br />Operation Cost & Productivity<br />Legal & Voluntary Compliance<br />ESG Human Capital Focus <br />New ES Focused Products <br />ESG Leadership Initiatives<br />Value-Chain Stakeholder Engagement<br />Power <br />of<br />Pricing<br />ESG Knowledge Capital<br />Corporate Sustainability Strategy<br />Corporate Sustainability Finance<br />Corporate Sustainability Governance<br />Sustainability-Risk Management Platform, Compliance & Legal Achievements, Sustainability Accounting & Balance Sheet, Sustainability Reputation Building; Stakeholders Value-Based Governance, Engagement Initiatives; Value-Chain’s Stakeholder Integration and Commitment; Leadership Competence for Sustainability Value Creation; Sustainability Communication & Reporting<br />Sustainability Fund Flow Mapping, Social & Environmental Cost Internalization, <br />Sustainability-Based Capex–Opex Decision, <br />Private Equity & Capital Markets Sustainability Ratings Improvement:: DJSI, UNEP Finance<br />Project Financing Sustainability Standards Achievement: Equator Principles, Fiduciary Responsibility, Insurance<br />Value-Chain Advantages on New Sustainability-Based Initiatives: Climate Change e Carbon Finance, Water Conservation and Quality, Alternative Energy Production & Use, Responsible Property Investing, Social Impacts, Biodiversity and Ecosystems <br />Environmental-based operational process, Clean Technologies Material Specifications Development<br />Corporate Sustainability Mainstream Value-Creation Drivers and Levers<br />
  7. 7. José Antônio Campos Chaves<br />jac.chaves@environgrade.com<br />São Paulo<br />+55 11 3717-4188<br />Rio de Janeiro<br />+55 21 3717-4188<br />Belo Horizonte<br />+55 31 3231-4188<br />Wilmington<br />+1 302 482-8188<br />