Developing a Preliminary Sustainable Development Strategy

in an organisation’s value chain BOI Primary activities People Process Structure Infrastructure Consulting Global Report • Draft for Discussion8 BOI S...

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Developing a Preliminary Sustainable Development Strategy for the Board of Investment 21 September 2010

Strictly Private and Confidential

Table of Contents Page

1

Introduction

1

2

Approach and methodology

10

3

Findings

17

4

Preliminary recommendations

27

Introduction

Consulting

Section 1 – Introduction

The bigger picture Sustainable Development

Corporate Sustainability Corporate Social Responsibility

Individual Social Responsibility

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Section 1 – Introduction

For true sustainability, a shift in mindset is required – from philanthropy, to risk management – to integrating sustainability into the character of an organisation

to give

to do

to be Consulting Global Report • Draft for Discussion3

Section 1 – Introduction

Why should organisations be concerned with anything but economic value and financial results?

It‘s part of risk management

Institutional shareholders are expecting it

It‘s being increasingly regulated

Governments and officials are expecting it

“We want to attract the best people“

It’s part of building a brand

Consumers are demanding it

International partners expect it

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Section 1 – Introduction

The business case for sustainability The commercial rationale for responding to the sustainability agenda is that “business cannot succeed in societies which fail”. It is therefore in the interests of organisations to ensure an appropriate balance between current and future environmental, social and economic considerations

Community

Environment

Workplace

Marketplace

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Section 1 – Introduction

Thai and Malaysian companies tend to focus more on community initiatives C ommunity 40%

Malaysian KLSE Top 50 average1

30%

Thailand Top 20 + 5 average1

20%

10%

W orkplace

40%

30%

20%

10%

10%

20%

30%

40%

E nvironment

10%

Note: Aggregate of the key sustainability initiatives under each dimension by % is reflected above to highlight the global companies’, Malaysian PLCs and Thailand’s PLCs’ sustainability portfolio 1. Analysis performed on KLSE Top 50 companies weighted by market capitalisation as at 16 Sept 2008 2. Analysis performed on Thailand SET Top 20 + 5 additional listed companies, weighted by market capitalisation as at 7 April 2009 3. Analysis based on 25 multinational companies, as at 14 November 2008Report • Draft for Discussion Consulting Global

20%

MNC average2

30%

40%

M arketplace

6

Section 1 – Introduction

Organisations can be segmented according to the benefits they see in sustainability BUSINESS OPPORTUNITY Opportunity

Where leaders are heading Operational efficiency

Brand enhancement

Reduce carbon footprint

Market leading

Product efficiency

Product innovation

New Business Models

BOI

Creating NextPractice Platforms

Increasing value

Operational risk Regulatory compliance

Risk

Reputational risk Compliance & risk management

Operational effectiveness

Strategic advantage

New Practices

RISK MANAGEMENT Where many organisations start Consulting Global Report • Draft for Discussion

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Section 1 – Introduction

Fundamental to the development of a sustainability strategy is understanding the sustainability drivers associated with each link in an organisation’s value chain

BOI Primary activities

Marketing

Project Evaluation

Project Implementation

Project Monitoring

BOI Support activities

People

Process

Structure

Infrastructure

The value chain depicts all the activities a company engages in while doing business, and can be used as a framework to identify the sustainability drivers of an organisation.

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Section 1 – Introduction

What is a sustainability driver?

Sustainable Development

Sustainability drivers are business practices that are built around social and environmental considerations – and that therefore foster long-term value.

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Corporate Sustainability

Sustainability Drivers

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Approach and methodology

Consulting

Section 2 – Approach and methodology

The approach to the development of a preliminary sustainability strategy for the BOI consisted of 4 key stages STAGE

1

2

Project set-up Briefing and agreement

Key activities



Project set-up, briefing and agreement



Understand OPDC’s OG policy



Conduct internal stakeholder interviews



Perform a desktop review of current sustainability initiatives within comparison companies / organisations



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Prepare Validate sustainability direction and preliminary sustainability strategy within BOI

Facilitate Working Session #1 with BOI/OPDC working team

Assess “As-is”

4

Review portfolio balance and discuss potential initiatives with BOI



Inventory BOI’s current sustainability initiatives, within four dimensions: Environment, Community, Workplace, Marketplace



Compare BOI’s sustainability portfolio balance with BOI sustainability direction and comparison companies Facilitate Working Session #2 with BOI/OPDC working team



Design Preliminary Strategy



Review BOI sustainability portfolio balance and misalignment to sustainability direction



Develop recommendations



Develop high-level sustainability roadmap



Facilitate Working Session #3 with BOI/OPDC working team



Incorporate feedback from Working Session #3 and synthesise analysis



Issue draft report



Incorporate feedback from BOI/OPDC



Issue final report



Present final results 11

Section 2 – Approach and methodology

Methodologies employed focused on interviews, desktop research and data analysis Stage 1

Methodology

Interview scheduling

OPDC worked with BOI to schedule interviews with BOI Executives and Directors during July and August 2010. These interviews included 1 meeting with the Secretary General of the BOI and 3 meetings with the Senior Investment Advisor

Interview guide

A high-level interview guide was developed as a broad and flexible basis for interviews

Interview analysis

Raw interview data was analysed according to the BOI value chain and 4 sustainability dimensions of Community, Environment, Workplace and Marketplace. Key themes were derived from these findings, and grouped into 4 key sustainability drivers. Key stakeholders were also identifed. BOI confirmed the relative importance of both the identified sustainability drivers and stakeholders.

Peer screening

Four investment/trade-related international government agencies were selected for comparison, with BOI input, according to certain criteria and information availability.

Peer analysis

Comparison agencies’ sustainability practices relating to BOI’s key sustainability drivers were analysed and reported.

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Section 2 – Approach and methodology

Methodologies employed focused on interviews, desktop research and data analysis Stage 2

Methodology

Inventory template development

An sustainability inventory template was developed to obtain information of BOI’s sustainability initiatives, budgets, approvals and other relevant information.

Distribution and collection

OPDC shared the inventory template with BOI for distribution to interviewees via email. BOI coordinated distribution and returned responses to OPDC.

Inventory analysis

Results from the sustainability inventory were analysed and plotted according to sustainability dimensions, re-confirmed with BOI.

Stage 3 Recommendations development

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Methodology Results of interviews, peer study and inventory analysis were reviewed and recommendations. Recommendations were reconfirmed with BOI and the draft report amended accordingly.

13

Section 2 – Approach and methodology

Interview analysis

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Section 2 – Approach and methodology

Peer analysis

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Section 2 – Approach and methodology

BOI sustainability initiative inventory

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Findings

Consulting

Section 3 – Findings

Key BOI stakeholders 1 Investors

5 Citizens and community*

• Finance, Commerce, Industry, Natural Resources and Environment, Energy, Foreign Affairs, Science and Technology, Office of the PM, others ** Industry associations, Chambers of Commerce, Thai Bank Association, Federation of Thai industries, banks, private sector companies, NGOs

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Board of Investment

4 Private sector and NGOs**

2 Employees

3 Government agencies

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Section 3 – Findings

BOI value chain • • • • •

Internal co-ordination Deep understanding of investors and their “ecosystem” Service innovation Effective communications Promotion of Sustainable Development mindset (external)

• • • • • • • •

Marketing

People

• • • •

Service-mindedness Clear career paths and job rotations Targeted recruitment of people with the right mindset Promotion of Sustainable Development mindset (internal)

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• • • • • •

Stakeholder collaboration CSR stewardship Environmental stewardship Provision of accurate information Linking potential suppliers to investors Promotion of sustainable investments Provision of accurate and timely advice Coordination with industrial estates

• •

Service-mindedness Alertness to issues arising

Project Evaluation

Project Implementation

Process

Structure

Customer engagement Employee engagement Government agency engagement Private sector and NGO engagement Community engagement Organizational responsiveness

• • •

• • •

Authority to act sustainability governance structure Advocating policy changes in line with market needs

• •

Service-mindedness Alertness to issues arising Active monitoring of issues and their resolution Being the “voice’ of investors Sharing of lessons learnt with the investment community

Project Monitoring

Infrastructure

• •

Knowledge management to capture and share experience within and across teams Effective use of technology to address needs of stakeholders

19

Section 3 – Findings

Key BOI sustainability drivers

1

2

3

4

Sustainable Investment

Marketplace Agility

Community Engagement

• Understanding the conditions required for sustainable investment (e.g. technology transfer, knowledge transfer, supporting industries, employs uniquely Thai strengths - i.e. investment that has “deep roots”) through strategic understanding of the investment “ecosystem” • Looking beyond investors and taking into account broader stakeholder impacts in the community, environment and economic dimensions

• Understanding changes in the marketplace and their effects on the BOI • Being responsive to changes in the investment environment and their effects on investments and investors

Service Excellence Mindset

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• Being more of an advisor to investors, rather than simply a regulator • Servicing customers with sincerity and authenticity • Delivering high quality, rapid and timely service

• Understanding, engaging and developing community relations to gain acceptance from local communities and citizens in general

• Communicating adequately and consistently through appropriate means

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Section 3 – Findings

Summary of key themes Sustainable Investment • Attracting the “right” type of investors • Deep understanding of investors and their “ecosystem” • Stakeholder engagement and collaboration • Promotion of sustainability mindset

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Marketplace Agility

Service Excellence Mindset

• Policy responsiveness

• Service-mindedness

• Organisational responsiveness

• Targeted recruitment and selection process

• Service innovation

• Promotion of professionalism

• Knowledge management • Effective use of technology

Community Engagement • Community engagement

• Attractive and functional physical environment

• Effective internal coordination 21

Section 3 – Findings

BOI desired sustainability strategic focus areas C ommunity Community engagement 10%

W orkplace Service Excellence Mindset (25%) Marketplace Agility (15%) 40%

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E nvironment Sustainable Investment 17.5%

M arketplace Sustainable Investment (17.5%) Marketplace Agility (15%) 32.5%

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Section 3 – Findings

BOI target sustainability portfolio balance (figures rounded) C ommunity 45% 40% 35% 30% 25% 20% 15% 10%

W orkplace

40%

10%

5% 0%

18%

E nvironment

33%

M arketplace Consulting Global Report • Draft for Discussion

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Section 3 – Findings

BOI’s current sustainability focus (figures rounded) C ommunity

0%

E nvironment

3.6%

• Sustainable investment promotion

W orkplace • • • • • •

Employee satisfaction survey Service excellence training Maintaining ISO 9001:2008 standards Maintaining ISO/IEC 27001:2005 standards Job Rotation Career Path Development

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67.9%

M arketplace • • • • • • • •

28.6%

Awareness raising to support investment Investment advice “clinics” in provincial areas Industry network development Sustainable investment promotion OSOS centre Investor confidence survey Stakeholder satisfaction survey Modifications to website information services

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Section 3 – Findings

Current BOI sustainability portfolio balance (figures rounded) C ommunity 70% 60% 50% 40% 30% 20%

W orkplace

68%

10% 0%

0% 4%

E nvironment

29%

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Section 3 – Findings

Comparison between current and target BOI sustainability portfolio balance C

ommunity 70% 60% 50% 40% 30% 20%

Current Target

10% W

orkplace

0%

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nvironment

arketplace 26

Preliminary recommendations

Consulting

Section 4 – Preliminary recommendations

Benefits to the BOI Knowing BOI sustainability issues

BOI has had the opportunity to reflect on its sustainability issues. It can now focus on these issues in developing its sustainability plan

Knowing BOI stakeholders

BOI has identified and prioritised its key stakeholders. These stakeholders will need to be engaged as part of BOI’s sustainability planning

Understanding sustainability dimensions

BOI understands how it should focus its limited resources in the 4 key areas of community, environment, workplace and marketplace, in order to be sustainable

Understanding gaps

BOI understands the gap between their desired sustainability focus and current sustainability initiatives. It can use this as a basis for streamlining sustainability with its business plan

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Section 4 – Preliminary recommendations

KEY STEPS

Proposed high-level sustainability roadmap for the BOI VALIDATE

ENGAGE

STRATEGISE

PLAN

Hold a management workshop to validate identified sustainability drivers

Prioritise groups within key stakeholder categories and engage

Link learnings to the future role of BOI (and other government entities)

• List stakeholder concerns and identify those important to you • Engage investors and key stakeholders that are leaders in sustainability to understand practices and challenges • Engage national and international Government agencies to seek key learnings

Compare with current BOI strategic plan and review the gaps and key success factors (e.g. key sector prioritisation)

List out what needs to be done in the 4 sustainability dimensions to address validated sustainability drivers

Reconfirm: • What does sustainability mean to you? • What are your sustainability issues? • What are you going to do about them?

• Roadmap • KPIs • Roles and responsibilities (BOI and stakeholders) • Agree with Office of PM • Incorporate in OG plan

Understand BOI’s future role

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Section 4 – Preliminary recommendations

Key BOI sustainability drivers

1

2

3

4

Sustainable Investment

Marketplace Agility

Community Engagement

• Understanding the conditions required for sustainable investment (e.g. technology transfer, knowledge transfer, supporting industries, employs uniquely Thai strengths - i.e. investment that has “deep roots”) through strategic understanding of the investment “ecosystem” • Looking beyond investors and taking into account broader stakeholder impacts in the community, environment and economic dimensions

• Understanding changes in the marketplace and their effects on the BOI • Being responsive to changes in the investment environment and their effects on investments and investors

Service Excellence Mindset

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• Being more of an advisor to investors, rather than simply a regulator • Servicing customers with sincerity and authenticity • Delivering high quality, rapid and timely service

• Understanding, engaging and developing community relations to gain acceptance from local communities and citizens in general • Communicating adequately and consistently through appropriate means

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Section 4 – Preliminary recommendations

BOI sustainability driver #1

Sustainable Investment Attracting the “right” type of investors • • • • •



Identify key national sustainability issues Develop quantitative and qualitative measures of these indicators, as relevant to the BOI Establish a process to identify those industries that make the most significant contribution to these indicators Develop monitoring and evaluation process Reach out to investors, international government agencies and other stakeholders to more deeply understand good practices in promoting sustainable investment Attract the “right” type of investors to the “right” places, i.e. align infrastructure, education, incentives/ regulations to investments effectively

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Section 4 – Preliminary recommendations

BOI sustainability driver #1

Sustainable Investment What others are doing •





Because of limited resources, AUSTRADE focuses its effort on areas that will provide the largest impact and biggest difference to the Australian economy. It focuses on promoting businesses and industries that have the greatest potential for growth and for gaining new market footholds AUSTRADE targets developing international markets for new industry sectors with high potential impact (Asian markets, especially Japan, China and India) AUSTRADE helps to grow those industries which make a significant contribution to Australian employment, innovation, growth and export

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Section 4 – Preliminary recommendations

BOI sustainability driver #1

Sustainable Investment

Deep understanding of investors and their “ecosystem” •

Take a proactive, versus reactive, approach to understanding investor needs, i.e. anticipate needs of investors by actively researching and applying knowledge on global, industry and investment environment trends

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Section 4 – Preliminary recommendations

BOI sustainability driver #1

Sustainable Investment What others are doing •



AUSTRADE conducted specific research into the changing needs of the Australian business community (Journey to Export and International Business), and refreshed its client service offering in response. It now offers a full and integrated suite of relevant trade and investment services, ranging from advice, market intelligence, in-market assistance, referrals, business matching, partnering, coaching and grants NTZE views that it is critical for its staff to be close to developments internationally, to be able to provide the latest market intelligence and in-market advice

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Section 4 – Preliminary recommendations

BOI sustainability driver #1

Sustainable Investment Promotion of sustainability mindset • • •





Establish common agreement on the definition of sustainability and sustainability mindset Incorporate sustainability mindset into competency framework Support promotion of sustainability mindset with activities and communications in line with competency framework Conduct further research into the area of sustainability and sustainable investment and disseminate amongst investors and the broader community Raise awareness of sustainability in marketing and knowledge sharing activities

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Section 4 – Preliminary recommendations

BOI sustainability driver #1

Sustainable Investment What others are doing •



NZTE' s Sustainability Thought Leadership Workshops aimed to educate New Zealand companies about remaining internationally competitive in the face of rapidly changing consumer preferences. The workshops covered understanding and responding to increased regulatory interest in measuring and monitoring the environmental and social impact of products on the market NZTE has produced numerous “Investment Ready Guides” for investors relating to sustainability. Topics of the guides include Sustainable innovation, people power, CSR, Create a Sustainable Supply Chain, Supply Chain Transparency and Benchmarking, Credibility , Certification and Ecolabels and the Business of Waste

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Section 4 – Preliminary recommendations

BOI sustainability driver #1

Sustainable Investment What others are doing •



AUSTRADE will appoint industry specialists in Australia and in major offshore markets to promote Australia' s clean energy trade and investment potential and assist clean energy companies to globalise their operations. The government will also provide $14.9 million over three years to attract productive investment into Australia' s clean energy sector and assist Australian clean energy companies to access international markets through export and investment

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Section 4 – Preliminary recommendations

BOI sustainability driver #1

Sustainable Investment What others are doing •

Within UKTI, employees are encouraged to have sustainable practices. These practices include activities such as improving energy efficiency, facilitating recycling and using double-sided printers. UKTI also tries to reduce the amount of air travel, reducing carbon foot-print by promoting greater use of tele- and video-conferencing. Home and flexible working is also encouraged

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Section 4 – Preliminary recommendations

BOI sustainability driver #2

Marketplace Agility

Policy responsiveness •

Foster improved collaboration with minister, government agencies, private sector and other stakeholders (see stakeholder engagement) for greater policy responsiveness

Organisation responsiveness • • •

Identify and validate organisational and staff KPIs – are they still relevant? Incorporate both quantitative and qualitative KPIs Align with recognition and rewards structure

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Section 4 – Preliminary recommendations

BOI sustainability driver #1

Sustainable Investment What others are doing •



During 2008-09, NTZE implemented its Performance Measurement Framework across the organisation. The framework lays the foundation for measuring NZTE’s impact on firms and tracking NZTE’s performance in key areas. The framework also draws on Ministry of Economic Development data on firm performance as a benchmarking tool At AUSTRADE, all employees are eligible for bonus payments for exceptional performance in the previous performance cycle, if they have been employed for longer than 12 months. AUSTRADE also recognises and rewards exceptional performance by individuals and teams through employee award programs

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Section 4 – Preliminary recommendations

BOI sustainability driver #2

Marketplace Agility

Service innovation •

Develop additional, innovative service offerings based on deep understanding of investors and learnings from peers

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Section 4 – Preliminary recommendations

BOI sustainability driver #2

Marketplace Agility

What others are doing •





IE Singapore is stepping up efforts to develop new and innovative partnerships with international organisations to support Singapore-based companies as they explore emerging markets In 2008-09, UKTI formed a partnership with British Airways and British American Business (BABI) to launch a multi million pound package to help UK SMEs win new business abroad, and help beat the recession UKTI developed the UK Advisory Network for Inward Investors which aims to strengthen the partnership between Government and the private sector in delivering support for new and existing investors and UK firms internationalising their business

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Section 4 – Preliminary recommendations

BOI sustainability driver #2

Marketplace Agility

What others are doing •

UKTI’s Gateway to Global Growth package helps experienced exporters diversify into new overseas markets, focusing on innovative SMEs with two to ten years’ export experience. The package offers a strategic review with an experienced International Trade Adviser to assess trade development needs and construct a next steps action plan; guidance and mentoring from export professionals and support on specialist subjects. It also includes access to UK Trade & Investment’s international network; assistance with market research, language and culture and networking opportunities to learn from other exporters

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Section 4 – Preliminary recommendations

BOI sustainability driver #2

Marketplace Agility

What others are doing • •

“Take It To The World” is UKTI’s regional initiative which encourages UK businesses to explore opportunities overseas with confidence, with expert help from UKTI. Since 1991, NZTE has mentored more than 49,000 New Zealanders and SME businesses using more than 1,600 volunteer mentors. These mentorship programs help businesses see the bigger picture. They can also help a business owner refocus their business goals and offer advice on strategies to better achieve them. NZTE has received very positive responses on its mentorship programme

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Section 4 – Preliminary recommendations

BOI sustainability driver #2

Marketplace Agility

What others are doing •





NZTE publishes regular market intelligence updates, to ensure that Ministers, businesses and stakeholders are kept informed of current and potential economic impacts NZTE has a Lean Business programme, which helps businesses improve productivity, performance and international competitiveness Key initiatives that IE Singapore took during 2008 included a S$123 million budget for capability development and market access programmes. In addition, up to 2,500 companies can tap into financing schemes offering S$4.2 billion worth of loans

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Section 4 – Preliminary recommendations

BOI sustainability driver #2

Marketplace Agility

Effective internal co-ordination • •

Ensure key contacts assigned for each office are familiar with entire BOI organisation and key personnel Establish global BOI knowledge and communications portal to ensure required information available at all times anywhere in the world

Effective use of technology •

Explore more interactive website applications, e.g. social networking through Twitter, Facebook

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Section 4 – Preliminary recommendations

BOI sustainability driver #2

Marketplace Agility

What others are doing •



UKTI has a key role in managing its network of offices around the world and co-ordinating the efforts of both the public and private sector partners around the UK to make the best case for “UK plc”. This ensures that investors have access to all of the available help and advice they need to make the vest commercial decision. UKTI provides a wide range of channels by which business can access services ranging from the more traditional to new media, such as YouTube, Twitter, LinkedIn and Flickr

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Section 4 – Preliminary recommendations

BOI sustainability driver #3

Service excellence mindset Service-mindedness • • •





Understand investors’ perception of service-excellence Establish common agreement on the definition of serviceexcellence mindset Incorporate service-excellence mindset into competency framework and cascade training, assessments and development programmes from framework Consider other initiatives beyond training, e.g. recognition and reward of service-excellence role models, initiating customer feedback forms on service from individuals etc. Cascade recruitment and talent selection process from competency framework

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Section 4 – Preliminary recommendations

BOI sustainability driver #3

Service excellence mindset What others are doing •



NZTE has developed five competency levels to better define the different behavioural and technical skills for performance across similar groups of positions. These levels aim to help provide clarity to staff about the skills and behaviour needed to be successful in specific jobs AUSTRADE delivers client engagement and relationship management skills training was delivered across the organisation to support the introduction of a new service delivery model and business practices

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Section 4 – Preliminary recommendations

BOI sustainability driver #3

Service excellence mindset What others are doing •



During 2008, UKTI launched a new corporate learning and development programme designed to give staff the skills needed to deliver excellent services to customers. A very successful Developing Client Relationship Skills programme has be delivered in nearly 40 markets to almost 600 people in overseas markets Learning and development is also key within UKTI. This is to ensure that employees can deliver high quality services to customers. Training programmes include: business system training, investor development, client relationship management, and communicating with confidence master classes

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Section 4 – Preliminary recommendations

BOI sustainability driver #3

Service excellence mindset What others are doing •



Responding to AUSTRADE’s new role of supporting the integration of inward investment, Austrade delivered three levels of training to staff including the Winning Investment for Australia training program for investment specialists, a tailored investment programme for staff with trade and investment responsibilities and a program for staff on foreign direct investment Further professional development training for export and investment advisers was conducted as part of the 2008 AUSTRADE advisers’ conference

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Section 4 – Preliminary recommendations

BOI sustainability driver #4

Community engagement Community engagement • • •



Understand the win-win opportunities for community and investment Understand what communities get out of investments Understand what investments would be beneficial to communities in future Reach out to other investors, government agencies and other stakeholders to understand good practices in community engagement

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Section 4 – Preliminary recommendations

BOI sustainability driver #4

Community engagement What others are doing •



AUSTRADE conducted a Community Awareness Study in 2010 to study the awareness of trade and investment and the community’s perception of the value of trade for Australian’s society. A higher percentage of Australians views that AUSTRADE helps improves the country’s economy and standard of living. The awareness of Austrade’s activity is also higher. AUSTRADE also organises forums to provide a platform to engage with Australian business and the wider community on the importance of trade and foreign investment to Australia’s prosperity.

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Section 4 – Preliminary recommendations

BOI sustainability driver #4

Community engagement What others are doing •



IE Singapore’s CSR steering committee have already initiated many activities in the community, including raising awareness of how CSR and businesses go hand in hand, offering internships for students, charity work, fund raising for the President’s Challenge. To raise awareness of how CSR and business go hand in hand, IE Singapore’s 2009 calendar showcased companies that include social and environmental considerations in their businesses

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Section 4 – Preliminary recommendations

KEY STEPS

Proposed high-level sustainability roadmap for the BOI VALIDATE

ENGAGE

STRATEGISE

PLAN

Hold a management workshop to validate identified sustainability drivers

Prioritise groups within key stakeholder categories and engage

Link learnings to the future role of BOI (and other government entities)

• List stakeholder concerns and identify those important to you • Engage investors and key stakeholders that are leaders in sustainability to understand practices and challenges • Engage national and international Government agencies to seek key learnings

Compare with current BOI strategic plan and review the gaps and key success factors (e.g. key sector prioritisation)

List out what needs to be done in the 4 sustainability dimensions to address validated sustainability drivers

Reconfirm: • What does sustainability mean to you? • What are your sustainability issues? • What are you going to do about them?

• Roadmap • KPIs • Roles and responsibilities (BOI and stakeholders) • Agree with Office of PM • Incorporate in OG plan

Understand BOI’s future role

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Section 4 – Preliminary recommendations

….ACT

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