Sustainable Leadership Case SEFE GRLI 15th General Assembly, Top Forum Oulu, March 25th 2014 Ms. Aija Bärlund, Executive Director The Finnish Association of Business School Graduates SEFE ry

1. – T H E F I N N I S H A S S O C I A T I O N O F B U S I N E S S S C H O O L G R A D U A T E S –
SEFE RY
Sustainable Leadership
Case SEFE
GRLI 15th General Assembly, Top Forum
Oulu, March 25th 2014
Ms. Aija Bärlund
Executive Director

2. PRESENTATION STRUCTURE
Who?
Why?
What?
How?
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3. Who?

4. THE FINNISH ASSOCIATION OF
BUSINESS SCHOOL GRADUATES – SEFE RY




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5. WHAT IS THE FINNISH ASSOCIATION OF
BUSINESS SCHOOL GRADUATES?


 Education policy
 Labour market
 Tax policy
 Social policy
 Economic policy
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6. SEFE COMMUNITY
 SEFE consists of member associations:
 25 regional associations (~34,000 members)
 13 student communities (~17,000 members)
 In total, almost 51,000 individual members
 Rate of organisation 63% (of graduated members under 63 years of age)
 Women: 53%
 Men: 47%
 In working life: 86.7%
 Outside working life: 11.7%
 Unemployed: 4.6%
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7. DEVELOPMENT OF THE NUMBER OF MEMBERS
0
10000
20000
30000
40000
50000
60000
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
Economics students
Economists
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Source: The Finnish Association of Business School Graduates - membership register

8. Why?

9. TOP MANAGEMENT (8%)
MANAGEMENT (13%)
MIDDLE MANAGEMENT
(20%)
EXPERTS (38%)
CLERICAL EMPLOYEES
(13%)
TEACHERS (4%)
ENTREPRENEURS (4%)
MEMBERS IN WORKING LIFE 2013
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Source: The Finnish Association of Business School Graduates - membership register

10. PROCESSING (23%)
TRADE (10%)
FINANCE (14%)
BUSINESS SUPPORT SERVICES
(29%)
EDUCATION (7%)
PUBLIC ADMINISTRATION (7%)
OTHER FIELDS (10%)
MEMBERS IN DIFFERENT FIELDS OF BUSINESS 2013
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Source: The Finnish Association of Business School Graduates - membership register

11. Managing Director
Controller
Finance Director
Finance Manager
Business Controller
Auditor
Project Manager
Marketing Manager
Consultant
ECONOMISTS' MOST COMMON JOB TITLES
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Source: The Finnish Association of Business School Graduates - membership register
Responsible ones for finance crisis and economic troubles?

12. Why is the responsibility not taken seriously?







13. Reference: BSR Sustainable Lifestyles: A New Frontier for Business?, 18.9.2013

14. Reference: BSR Sustainable Lifestyles: A New Frontier for Business?, 18.9.2013

15. Is responsible and sustainable growth possible?
•
•
•
Reference: Eurobarometer, April 2013

16. Doing Better Business - Unilever

 They want to be sure that the products are manufactured responsibly and the raw
material supply chains are ethical.

 In sustainable development, they have some targets of their own. Therefore, they
need other value chain actors to implement them.

 Especially product and package innovations that are beneficial to the customers.

17. Doing Better Business - Unilever

 Over 50 % of the sales are in the developing countries where there are some challenges in the
sustainable development.

 Energy, package size, less waste
 Cost saving and cheaper consumer prices

 Vision of creating a sustainable and growing business motivates the personnel and
help in the recruitment processes.



18. What?

19. Sustainable Leadership
- A New Must In Every Business
Mrs. Susanna Perko, PhD, Political Science, Senior Lead, Industrial Symbiosis, The Finnish Innovation Fund Sitra.

20. TERMINOLOGY
Responsible business
Corporate responsibility
Corporate Social Responsibility (CSR)
Sustainable development
 From jargon to common sense!

21. CHANGEMAKERS
CONSISTENT REPORTERS
COMPANIES MAKING MUCH GOOD
WITHOUT TOO MUCH COMMUNICATION
COMPANIES AT EARLY PHASE OF THE
DEVELOPMENT
REFUSERS
Responsibility: 5 segments

22. PROFITABLE
BUSINESS
INDIVIDUAL
WELL-BEING
WELL-BEING
OF THE
NATURE
WELL-BEING
OF THE
COMMUNITIES
360-degree Sustainable Leadership
Shared value

23. How?

24. Welcome to a world where expectations
are meant to be exceeded

25. CHANGE IS POSSIBLE
By sound, fair and open:
target setting
measuring and
rewarding.

26. SEFE sustainable leadership scorecard
 A change leadership tool, the first of its kind in Finland
 Sustainability incorporated into the organization's strategy and management methods
 Helps clarify the different aspects of sustainable leadership and their current status
- vision, strategy, management and operating methods and financial indicators.
 The scorecard illustrates which areas of sustainable development the organization:
 are managed well in everyday operations
 need improvement
 not been taken into consideration or developed at all.
 The tool suits organizations of all kinds and sizes, and it takes sector-specific differences into
account.
 www.kestavajohtajuus.fi
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27. http://www.kestavajohtajuus.fi
TAUSTATIETOA
ITSEARVIOINTI
JALKAUTUSOPAS
Tutustu osoitteessa:

30. :
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The Finnish Association of
Business School Graduates
The Finnish Association of
Business School Graduates –SEFE ry
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