How business can measure

the impact – and ROI – of
corporate sustainability
The latest tools, techniques and methodologies for placing
a value on sustainability and safeguarding against future risk
21-22 June 2017 | London
Hear from these leading experts:
This two-day business conference will discuss what leading
organisations are doing to measure their sustainability impact and
ROI. The objective of this conference is to have an off-the-record Sandy Stash
discussion about what we know so far, and how companies can group VP – safety,
learn from each other on improving processes and practices. sustainability and external
Key discussion topics include: Tullow Oil

 The value of sustainability strategy in 2017: How well
Simon Connell
understood is true value, true costs, natural capital
director, sustainability
calculations and other approaches in the boardroom today?
Standard Chartered
 The Investor perspective: How are their expectations of
companies on social and environmental measurement, data Dylan McNeill
and performance evolving in 2017 and beyond? head of sustainability
 Establishing corporate impact measurement systems: Best Philips Lighting
practices and lessons learnt
Christian Heller
 Data collection and frequency: how to improve the collection value-to-society project
process and avoid unnecessary “junk” data leader
 Employee engagement and CSR ROI: How can companies
calculate the value of employee engagement to recruitment, Chris Brown
retention and innovation? group head of environment
Olam International
 Social impact assessments: Where are we today, and what
counts as ‘good’? Leon Kamhi
executive director, head of
 Internal and external communication: How to explain responsibility
performance measures to stakeholders, especially consumers Hermes Investment
and customers Management

Jennie Galbraith
group head of sustainability
& reputation management
British American Tobacco

Book now at or call +44 (0) 20 3780 7435
Confirmed speakers include:
Claire Whitely
Frédérique Desroches
senior sustainability manager, corporate
knowledge and social impact manager
Hilton Worldwide

Sara Lovisolo Renata Bruzova
group sustainability manager social programs manager
London Stock Exchange Group Japan Tobacco International

Dick Ligthart Andre de Freitas
advisor ESE risk & policies executive director
ABN AMRO Sustainable Agriculture Network

Nico Mounard Daniele Giovannucci
CEO president
FarmAfrica Committee on Sustainability Assessment (COSA)

Lexine Hansen Sandy Stash
senior policy advisor, global climate change group VP – safety, sustainability and external affairs
USAID Tullow Oil

Simon Connell Dylan McNeill
director, sustainability head of sustainability reporting
Standard Chartered Philips Lighting

Christian Heller Leon Kamhi
value-to-society project leader executive director, head of responsibility
BASF Hermes Investment Management

Jennie Galbraith
Chris Brown
group head of sustainability & reputation
group head of environment
Olam International
British American Tobacco

Giulia Carbone
deputy director, global business and biodiversity
International Union for Conservation of Nature

?? What makes this conference different?
 Interactive sessions – with a blanket ban on PowerPoint! The conference provides a range of formats, with an
emphasis on audience interaction in order to deliver maximum value to delegates. These formats include one-on-
one case studies, panel debates, interactive roundtables and focused workshops.

 Action and practice – the agenda and event structure is designed to provide actionable tools and practical
insights that can be applied. We will also be sharing post event notes from all sessions to all participants.

 The Chatham House rule – this event is not intended as a PR platform, we hold the event under a covenant of
confidentiality to promote open, honest exchange.
Day one – 21st June 2017

How to make your board take environmental and
social impact analysis seriously
Today all CEOs and boards say they take social and environmental
issues seriously and view them strategically. Harvard Business • Focused debate
Review points out in a recent issue that amongst the firms
• Senior participants
McKinsey “identified as focused on the long term, average revenue
and earnings growth were 47% and 36% higher, respectively, by • Candid dialogue
2014, and market capitalization grew faster”.
But, many boards still don’t understand the link with strategy,
growth and profitability. How do you, as a senior manager, change
this? In this opening role-play style debate, we’ll discuss: Corporate case studies – Establishing corporate
• How you get the proper and sustained attention of your board impact measurement systems: Best practices
to environmental and social impact analysis, and persuade the and lessons learnt
board to fund it So let’s say you’ve won some time and got some budget, remit
• Convincing the board, particularly your CFO, that ‘traditional’ and people resources, now what? In this interactive session we’ll
ROI metrics are no longer the best way to measure look at what managers can and have done to take yesterday’s
performance today, and how these are changing basic data points around areas such as carbon, water, employee
• Timescales: How long can you ask for, and how do you show satisfaction and supply chain efficiency and joined the dots to
them the links between theory and practice in your business? demonstrate some compelling numbers to build on. So what’s
next? We’ll debate:
• How you go beyond the basic data points to aggregate numbers
into a compelling narrative and results that convince, and what
Investor perspective: How are investor it takes to get that done
expectations evolving, and how is social
• How far across the company, and down the supply chain, is
and environmental data factored into their really realistic to take your efforts?
investment decisions today?
• Avoid drowning in data you can’t use. How to avoid the “junk in,
Investors are like CEOs in that they all say they want long term, junk out” challenge
sustainable performance from companies they own shares in. But • Which are the technologies and methodologies that have
they also want CEOs and companies they invest in to deliver those delivered for leading companies, and in which areas?
all-important regular returns. The Principles for Responsible
Investment have nearly 1,500 signatories, from over 50 countries,
representing US$60 trillion today. So how are investor approaches
evolving in 2017 and beyond in terms of their expectations of Focus on social impact assessments: Where are
companies on social and environmental measurement, data and we today, and what counts as ‘good’?
performance? We’ll ask panellists to comment on these areas:
Understanding and measuring social impact is one of the ‘Holy
• The PRI stats of US$60 trillion signed up to responsible Grails’ of corporate sustainability. But social impact measurement
investment are compelling, but is this really changing how they is a moving target, so where are we today? Companies have looked
engage companies, and what they ask for in terms of social and at Economic and Social Value Add metrics for some years, but
environmental data and ROI calculations? how can you put such methodologies, and their successors, into
• The short-termism problem. What can PRI signatories – and practice? We’ll discuss:
others – do to help companies think more long term, and come • The state of play in social impact assessments, how far have
up with better numbers that are meaningful to investors we come beyond community and site impact calculations in
• Is there real evidence that companies which do this, get more 2017?
money from investors today? • What’s coming down the road from leading thinkers,
technologists and companies that you can use to think harder,
and better, about social impact assessment improvements?
• Putting a marker down: Given this is an iterative process, what
can you do now and use now, that will improve results quickly,
so you can build on them?
Day one – 21st June 2017

A brand and supplier case study: How can larger Understanding the future cost of doing business:
companies help their suppliers to measure more Is measuring sustainability impact a necessity,
efficiently, and provide meaningful data? rather than a choice?
Suppliers will often tell you they struggle to meet the data In the face of innovate technology, ever increasing resource
demands of their larger customers, and collecting supply chain constraints and climate pressure, business today is changing
data remains a massive challenge for companies. For suppliers, to ensure future business. But understanding the cost – and
margins, resources and teams are often much smaller. On the consequences – of doing future business is crucial for companies.
other hand, brands face comparison and utility challenges. What Innovative technology can greatly affect the way companies and
do you do with different sets of different quality data? How can society will operate in the future. Transportation and automation
it become useful? Whilst industry initiatives have helped unify technology, such as robots, artificial intelligence and smarter
approaches and reduce audit fatigue, there remains a long way software are changing the game and could have a serious impact
to go. In this session, we’ll hear from the perspective of the brand on labour as we know it. Forecasting risk and understanding the
and the supplier what works, and what doesn’t. In particular, we’ll likely cost of doing business in terms of climate change could be
ask them to discuss, off the record: essential for firms to ensure operation in a future where climate
pressures are only likely to rise and the regulations are going to
• How can bigger companies understand supplier resource
constraints and assist them in delivering better data?
• Consistency. What does useful data look like, and how do you In this session, we are going to reflect on the thoughts of the
make sure it stays that way over time? first day of the conference, and discuss why measuring future
sustainability impact could be a make or break for those
• Why using data, improved processes and ROI to improve
companies playing the long game.
supplier business matters, and how bigger buyers can help put
meaningful numbers into action to deliver demanded results,
such as lower CO2 emissions, water usage or better social
performance numbers of suppliers
• What methods of engagement and assistance work to
build systems and capacity from the brand’s and supplier’s

Networking drinks

?? Who will be attending?
Over 100 sustainability professionals from leading brands, retailers, and suppliers to share what they know so
far, and how companies can learn from each other on improving processes and practices. They’ll be joined by
investors, key NGOs and multi-stakeholder initiatives.

Below is a sample of the organisations that are confirmed to attend this year’s event:
Day two – 23rd
June 2017

Live polling – Natural capital vs. Social license Data collection and frequency: Which systems
to operate: Can companies really value their deliver?
ENTIRE footprint? The “junk in, junk out” problem is significant when thinking about
Whilst some companies have gone down the Natural Capital improving data collection. What is actually meaningful, useable
route, others have focused on their Social Licence to Operate. and helpful for your company to collect? Given sustainability
Both are valid approaches, but another of the ‘Holy Grails’ of teams are usually small and have limited resources, the key
corporate sustainability is that unified approach. We’ll cover: challenge is to motivate different parts of the company to collect
data, and help you make sense of it.
• Could your business join up your environmental assessments
via say an Environmental Profit and Loss approach with your In this session we’ll look at the different approaches companies
Social Licence to Operate work to come up with something use to do this, how they have improved processes and what they
meaningful to sell to senior management and shareholders? do with the data they collect.
• Or is that frankly unrealistic and are you better off focusing on
five or six key areas such as carbon, water, energy efficiency,
supplier performance and stakeholder satisfaction?
This session will discuss different approaches and look at whether
a more complete picture can be gained in the coming years,
and how companies could use it to deliver better approaches to
improving business impacts.

Breakout sessions

Breakout one Breakout two
How is community impact and sentiment Measuring employee engagement:
measurement evolving? How technology can help move beyond
From local communities around your HQ, facilities and physical questionnaires and deliver actionable results
assets, to smallholder farmer communities and key supplier As we know, questionnaires are the classic measure of employee
factories or farms, impact and the resulting sentiment matter satisfaction and engagement. There’s nothing wrong with them as
a lot these days. In this session we’ll look at how companies are a simple assessment. But we also know technology enables much
evolving their approaches to traditional impact (what your money/ more in-depth, even real-time data and sentiment collection. So
resources/activities affect on the ground) assessments. how can you use these kinds of innovations to work out how to
We’ll discuss, in an interactive learning format, how approaches both build bottom up sustainability engagement and innovation
are changing, and how technology and other improvements can programmes AND understand how motivated and happy (or not!)
help you understand the resulting changes on how people feel employees are feeling?
about your business as a result. In this session we’ll focus on how to go beyond the questionnaire
for results that actually deliver meaningful analysis you can use in
the business.
Day two – 23rd
June 2017

Breakout sessions

Breakout one Breakout two
Are there metrics that enable data aggregation? Measuring reputation: how methodologies and
In the research we conducted to create this conference, company technologies are improving accuracy
executives said time and again they were struggling to know how Recent Edelman Trust Barometer research has suggested that
you pull together different social and environmental performance whilst big companies are becoming more trusted by stakeholders,
metrics to come up with a meaningful aggregate measure. Can the leaders are now increasingly less trusted. Technology and
this even be done, and is it desirable? Or is aggregation dangerous resulting new approaches are allowing companies to understand
in that it offers too blunt and simplistic a view of performance? more and more what better trust looks like in a more nuanced
Building on the earlier session about joining up social and way. This is particularly relevant in these times of populist politics.
environmental performance measures, we’ll take a deep dive into In this session we’ll get into the weeds on the issue of what
this and try to come up with some useful responses from leading measuring trust means in 2017, and how you can do it a lot better
companies taking part. than in the past. Typically companies use a variety of different
methods to measure trust, from hiring a service provider to social
media monitoring. Much of the measures used are questionable in
terms of what you then do with the results.
This discussion will get into how you can take your efforts further,
use new approaches and then come up with something you can
actually take to the board to get funded and roll out.

Internal and external communication: How do
you explain all this to stakeholders, particularly
consumers and customers
Reporting on social and environmental data is one thing,
connecting with overall performance quite another. But your
customers, stakeholders and other interested parties, such as
consumers, are interested in performance measures. So how
should corporate sustainability reporting evolve to incorporate
these new approaches, data sets and performance improvements
being made today? We’ll look at these areas:
• No one really reads sustainability reports, but what’s in them
does matter, a lot. So how do you decide which bit of your social
and environmental performance to highlight in your reporting
and beyond it?
• Can you take key measures and build communication
campaigns around them for consumers, or investors, or the
media, and how do you make your messages compelling and
• Given the rise in populism and the growing and consistent need
for companies to justify their existence and discuss their social
and environmental credentials, how are leading companies
going beyond traditional approaches to tell their stories
effectively, across different communications mediums, and
does any of it work?
How business can measure
the impact – and ROI – of
corporate sustainability
The latest tools, techniques and methodologies for placing
a value on sustainability and safeguarding against future risk
21-22 June 2017 | London


3 ways to register
Book before Book before Price after
T +44 (0) 20 3780 7435
28 April 2017 26 May 2017 26 May 2017
NGO/Academic Pass NGO/Academic Pass NGO/Academic Pass
£695 £795 £895 sustainability-measurement
Save £200 Save £100
NGO/Academic Pass
Business Pass Business Pass Business Pass
Eligible for representatives of NGOs,
£895 £995 £1,095 public sector and academia.
Save £200 Save £100 Business Pass
Service Provider Pass Eligible for corporates, for-profits and
Service Provider Pass Service Provider Pass
private-sector representatives.
£1,095 £1,195 £1,295
Service Provider Pass
Save $200 Save $100
Required for for-profit consultancies,
technology and service providers.

3 Reasons to attend
1. Hear from industry leaders – what has worked for them, and what to avoid
2. Multi-stakeholder attendance – network with diverse figures from across
different industries
3. Understand the latest innovation and practices set to transform the
industry in the next five years