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Be seen, be green February 2011
The document discusses green organizations and the green economy. It defines key terms like the green economy and green jobs. It outlines growth sectors in the green economy like renewable energy. It discusses skills needed for the green economy now and in the future, like skills in renewable energy and sustainability. It also covers drivers of change for green organizations, their carbon footprints, programs and initiatives, and how HR relates to environmental performance. It concludes with trends, policies, and questions.
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Be seen, be green February 2011
- 1. Be seen ,be green!by Toronto Training and HR February 2011
- 2. Contents 3-4 Introduction toToronto Training and HR 5-6 Definitions 7-8 Growth sectors of the green economy 9-10 Drivers of change11-16 Skills 17-18 Carbon footprint 19-20 Recognizing ecosystem health 21-24 Community, green business & climate change adaptation-green jobs strategy 25-26 The corporate zoo27-28 Self-identifying as green organizations 29-31 Green goods or services produced 32-35 Green programs and initiatives36-38 Links between HR and environmental performance39-41 Trends and policies affecting green organizations42-43 Drill44-51 Case studies52-53 Conclusion and questions
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- 4. Page 4Introduction toToronto Training and HRToronto Training and HRis a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking10 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:Training course design
- 5. Training course delivery- Reducing costsSaving time
- 6. Improving employee engagement& morale
- 7. Services for jobseekersPage 5Definitions
- 8. Page 6DefinitionsThe greeneconomy-technical perspective, economic perspective and development process perspectiveGreen jobs-practices or productionGreen skills
- 9. Page 7Growth sectorsof the green economy
- 10. Page 8Growth sectorsof the green economyRenewable energy and energy efficiencyBuildings, retro-fitting and constructionTransportation and alternative transportationWaste recycling and waste management
- 11. Page 9Drivers ofchange
- 12. Page 10Drivers ofchangePRIMARY DRIVERSFinancial incentives (i.e. benefits of reducing energy consumption)Regulatory necessity / government policyConsumer demandMarketplace competitive advantageCorporate stewardship / corporate reputationCatastrophes / environmental impact of operations
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- 14. Page 12Skills 1of 5SKILLS GAPSTechnological changeSustainable developmentInterdisciplinary thinkers
- 15. Page 13Skills 2of 5CURRENT SKILLS, KNOWLEDGE & EXPERIENCESpecific environmental training/educationIndustrial trades/occupationsEngineeringReducing environmental impactRemediation/pollutants/waste disposal and treatment of the environmentEducationSustainable products/recycling
- 16. Page 14Skills 3of 5CURRENT SKILLS, KNOWLEDGE & EXPERIENCEEnergy conservation/alternative electricity productionSolar electric systems/wind turbines/alternative electricity productionWater filtration/managementEffective communication/customer, public and government relations
- 17. Page 15Skills 4of 5FUTURE SKILLS, KNOWLEDGE & EXPERIENCEKeeping up to date on green trends & issuesSpecific environmental training/educationIndustrial trades/occupationsReducing environmental impactInnovative green ideas and productsEffective communication/customer, public and government relations
- 18. Page 16Skills 5of 5FUTURE SKILLS, KNOWLEDGE & EXPERIENCEEnergy conservation/alternative electricity productionSustainable products/recyclingEngineeringRemediation/pollutants/waste disposal and treatment of the environment
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- 20. Page 18Carbon footprintWhatis a carbon footprint?Business reasons for manufacturers looking to fund a Greenhouse Gases (GHG) inventory programHow of carbon foot printing-Scope one, Scope two, Scope threeGuiding the documentation and reporting of carbon footprints
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- 22. Page 20Recognizing ecosystemhealthHealthy forestsHealthy aquatic ecosystems-streams, rivers and lakesHealthy agriculture-soil healthHealthy shoreline
- 23. Page 21Community, greenbusiness & climate change adaptation-green jobs strategy
- 25. Page 23Community, greenbusiness & climate change adaptation-green jobs strategy 2 of 3CLIMATE CHANGE IN ONTARIO The new projections for Ontario in 2050, based on middle of the road assumptions about GHG reductions, show an increase in annual average temperature of 2.5 degrees C to 3.7 degrees C. Southern Ontario, like the Far North, is projected to see the greatest seasonal increase in precipitation in winter, much of it likely to fall as rain. The combination of increased evaporation with little change in precipitation raises the likelihood of more intense dry periods with low run-off water and low soil moisture.
- 26. Page 24Community, greenbusiness & climate change adaptation-green jobs strategy 3 of 3CLIMATE CHANGE IN ONTARIO Expected impacts of climate change in Ontario include: 1. increases in heat-days combined with poor air quality and its adverse affects on human health; 2. decreases in Great Lakes water levels; 3. increased risk to the Boreal forest as a result of drought, pests and fire; 4. extreme precipitation events causing (flash) flooding; and 5. damage due to both aquatic and terrestrial invasive species.
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- 28. Page 26The corporatezooGorillasPeacocksOstrichesMuleDolphin
- 29. Page 27Self-identifying asgreen organizations
- 30. Page 28Self-identifying asgreen organizationsProvides services/technology/materials/knowledge that reduce(s) the environmental impactBusiness is energy management/alternative energy productionProtect environment mandate/limited amount of waste/pollutionEnvironmental consultants/researchRecycling organization/collects/processes materials for recycling purposesWaste disposal/containment/treatment
- 31. Page 29Green goodsor services produced
- 32. Page 30Green goodsor services produced 1 of 2Performs a service related to consulting/education/researchPerforms a service related to environmental consulting/trainingPerforms a service related to engineering/consultingPerforms a service related to designPerforms a service related to recycling/remanufacturing
- 33. Page 31Green goodsor services produced 2 of 2Performs a service related to water/air filter/treatment equipmentPerforms a service related to water/air filter/treatment/waste waterPerforms a service related to heating/cooling/energy managementPerforms a service related to waste disposal/containment/treatment/collection
- 34. Page 32Green programsand initiatives
- 35. Page 33Green programsand initiatives 1 of 3Making internal operations more greenMaking products and/or services more greenGranting special leave to employees for participation in green activitiesEnvironmental protection programs and initiativesActive participation in green eventsFinancial support and/or sponsorship for various initiatives Providing services free/or at low cost to green organizationsProviding resources and assistance to raise money for green concerns
- 36. Page 34Green programsand initiatives 2 of 3Site remediationAir quality assessmentInternal training / education coursesSustainable packaging Reducing energy consumptionWater usage reductionEmission reductionEnergy efficiencyLight weighting initiatives (automotive)
- 37. Page 35Green programsand initiatives 3 of 3Energy auditing / energy efficient buildingsAlternate fuel / bio fuels research and developmentIntegrated training / interdisciplinaryFuel usage reduction
- 38. Page 36Links betweenHR and environmental performance
- 39. Page 37Links betweenHR and environmental performance 1 of 2Have younger employees or less unionization. Older or highly unionized employees may be more resistant to change.Have more involvement and support at the managerial level.Demonstrate transformational leadership at thehighest levels. Allow for flexibility in HR policies, which in turnfosters employee satisfaction.
- 40. Page 38Links betweenHR and environmental performance 2 of 2Have a dedicated environmental unit—ideally, witha privileged position within their organization.Have greater employee involvement, communication, and cross-functional collaboration relating to environmental programs. The best-performing companies used several communications vehicles including screens, magazines, videos, PDAs, posters, interactive software, e-mail, and the intranet.Use specific rewards to incentivize ideas or behaviours.
- 41. Page 39Trends andpolicies affecting green organizations
- 42. Page 40Trends andpolicies affecting green organizations 1 of 2Changing government regulations and/or policies in CanadaDecreasing access to raw resources for my sectorChanging technologies that make my sector less relevantLack of skilled / educated / trained human resourcesIncreasing international competitionDecreasing access to investment capitalIncreasing domestic competitionChanging public demand/expectations from companies in my sectorChanging government regulations and/or policies in other countries
- 43. Page 41Trends andpolicies affecting green organizations 2 of 2GOVERNMENT POLICIESHigh costs of going greenHigh taxesLack of funding for clean energy projects, companies, R&DGovernment bureaucracy / inefficiency / posturingContinued preference for fossil fuel energy / lack of support for reducing carbon Lack of supportive regulations / enforcement
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- 54. Page 52Conclusion &Questions
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Editor's Notes
- #23 ABC9