Solar 2013 Date: May, 2013 Presented by Katherine Teh-White
• Yourself • Company • Community
The optimum outcome
Finding community interests
Finding your companyâ€™s interests
Finding my optimum outcome
Defining my optimum outcome Actual High
didn ’t be coul lieve d do it” we
Cost : $20 6 25 y ears Billion , US (F Alo ne) irst
Pote n@ $170 al Cost E m & 10,0 s@mate : 00 jo bs
Cost : $40 Billi on Low
Case study CASE FILES The Turnaround Strategy REACTIVE APPROACH
Company: OneSteel Community: Whyalla, SA
Trust and communications between OneSteel and the community reestablished. Local activist group disbanded and the leader of the group now an advocate for the company as a direct result of the Futureye Social Licence to Operate model.
Recipe for transformation:
• Stakeholder engagement • Outrage assessment & mitigation • Corporate social responsibility program • Internal cultural change program • Risk assessment • Envisioning alternatives • Innovation with employees • Sustainable development • Research & policy • Media & issues management & training • Strategic foresight processes • Communication strategy
Red dust and other health concerns arising from the local steelworks over decades had initially caused angst and eventually outrage in the local community, despite the steelworks being the main local employer. By 2005, OneSteel s operating licence was under threat. BRIEF Futureye was asked to help OneSteel rebuild trust with government agencies, the Whyalla community and local stakeholders, in order to secure the company s regulatory conditions and its social licence to operate.
I think they re setting the benchmark for other companies. Ted Kittel, Chairman of the Whyalla Red Dust Action Group (now disbanded).
Assessing the current strategy
Develop the future state you want