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Page 1 | Confidential and Proprietary Information
Driving Sustainable
Organizational Success
The Institute of Chartered Accountants of the Caribbean
31st Annual Caribbean Conference
Warren Allen, President
International Federation of Accountants
June 28, 2013
St. Michael, Barbados
Page 2 | Confidential and Proprietary Information
IFAC’s Vision
Driving Sustainable Organizational Success
• Supporting the sustainability of organizations, markets,
and economies by developing the accountancy profession
• IFAC does this through:
– Professional accountancy organizations (PAOs)
– Professional accountants in business (PAIBs)
– Small and medium practices (SMPs)
– Audit and assurance
Page 3 | Confidential and Proprietary Information
Sustainability Concerns Rising in the Caribbean
Driving Sustainable Organizational Success
• Three pillars of sustainable development are regionally
relevant:
– Economic
– Social
– Environmental
Page 4 | Confidential and Proprietary Information
“(T)he economic benefits of tourism will continue to accrue to
the Barbadian economy well into the long-term, any negative
social effects are manageable and the authorities are
implementing various measures to deal with the adverse
impacts the industry has had on the environment.”
- “Sustainable Tourism Development: The Case of Barbados”
Risk to Opportunity: Sustainable Tourism
Driving Sustainable Organizational Success
Page 5 | Confidential and Proprietary Information
• A stakeholder engagement process establishes the
organization‟s significant economic, environmental, and
social impacts
• These impacts:
– Affect the interests and well-being of others and hence might
influence the assessments and decisions of stakeholders
– Guide management to consider and respond to the most important
issues
Effective Stakeholder Engagement
Driving Sustainable Organizational Success
Page 6 | Confidential and Proprietary Information
Opportunities for SMPs
Driving Sustainable Organizational Success
• Practices can offer sustainability services, including:
– Advice
– Accounting/reporting
– Assurance
• International Accounting Bulletin survey of firms found:
– Many clients see sustainability services as a luxury
– Firms are growing their sustainability services
– The accountancy profession needs to better embrace
sustainability/corporate responsibility
Page 7 | Confidential and Proprietary Information
Opportunities for Practitioners
Driving Sustainable Organizational Success
• IFAC SMP Quick Poll (extracts from current poll)
– Does your practice offer a sustainability service?
• 50% said „yes‟ (Central & South America/Caribbean - 27%)
• 24% said „no, but plan to‟ (38%)
• 26% said „no and no plans to‟ (35%)
– What sustainability service(s) does your practice offer?
• Advice – 41% (Central & South America/Caribbean - 31%)
• Reporting – 27% (28%)
• Assurance – 27% (38%)
• Take the Quick Poll: www.ifac.org/smp
Page 8 | Confidential and Proprietary Information
The CFO’s Role in Sustainability
Driving Sustainable Organizational Success
• A 2012 Deloitte Touche Tomatsu Limited global survey
found:
– 26% of chief financial officers reported they are the person in the
organization accountable to the board for sustainability strategy
• This represents a 9% increase over the 2011 survey results
– 53% reported their involvement in sustainability increased in the
past year
– 61% said they expect greater involvement in sustainability in the
next two years
Page 9 | Confidential and Proprietary Information
Measure What Needs to be Managed
Driving Sustainable Organizational Success
• Setting goals/targets demonstrate commitment and show
progress
• To manage requires measurement, monitoring, and
action:
– Water consumption
– Energy use
– Waste
– Health and safety
– Employee issues
Page 10 | Confidential and Proprietary Information
Energy Efficiency and Waste Minimization
Driving Sustainable Organizational Success
• Initiatives that reduce environmental impacts also
generally reduce operating costs
• Example: VeriForm
– High-precision sheet metal and plate manufacturing
– Between 2006 and 2008, VeriForm invested $46,186 in over 42
individual energy-saving projects
Page 11 | Confidential and Proprietary Information
Vision and Leadership
Driving Sustainable Organizational Success
“Small businesses are leading
the way in terms of shaping how
business will be in the future.”
- Suzanne Fielden, co-founder of Rocky
Mountain Flatbread
www.ifac.org

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Warren allen icac june 28, 2013 final presentation version

  • 1. Page 1 | Confidential and Proprietary Information Driving Sustainable Organizational Success The Institute of Chartered Accountants of the Caribbean 31st Annual Caribbean Conference Warren Allen, President International Federation of Accountants June 28, 2013 St. Michael, Barbados
  • 2. Page 2 | Confidential and Proprietary Information IFAC’s Vision Driving Sustainable Organizational Success • Supporting the sustainability of organizations, markets, and economies by developing the accountancy profession • IFAC does this through: – Professional accountancy organizations (PAOs) – Professional accountants in business (PAIBs) – Small and medium practices (SMPs) – Audit and assurance
  • 3. Page 3 | Confidential and Proprietary Information Sustainability Concerns Rising in the Caribbean Driving Sustainable Organizational Success • Three pillars of sustainable development are regionally relevant: – Economic – Social – Environmental
  • 4. Page 4 | Confidential and Proprietary Information “(T)he economic benefits of tourism will continue to accrue to the Barbadian economy well into the long-term, any negative social effects are manageable and the authorities are implementing various measures to deal with the adverse impacts the industry has had on the environment.” - “Sustainable Tourism Development: The Case of Barbados” Risk to Opportunity: Sustainable Tourism Driving Sustainable Organizational Success
  • 5. Page 5 | Confidential and Proprietary Information • A stakeholder engagement process establishes the organization‟s significant economic, environmental, and social impacts • These impacts: – Affect the interests and well-being of others and hence might influence the assessments and decisions of stakeholders – Guide management to consider and respond to the most important issues Effective Stakeholder Engagement Driving Sustainable Organizational Success
  • 6. Page 6 | Confidential and Proprietary Information Opportunities for SMPs Driving Sustainable Organizational Success • Practices can offer sustainability services, including: – Advice – Accounting/reporting – Assurance • International Accounting Bulletin survey of firms found: – Many clients see sustainability services as a luxury – Firms are growing their sustainability services – The accountancy profession needs to better embrace sustainability/corporate responsibility
  • 7. Page 7 | Confidential and Proprietary Information Opportunities for Practitioners Driving Sustainable Organizational Success • IFAC SMP Quick Poll (extracts from current poll) – Does your practice offer a sustainability service? • 50% said „yes‟ (Central & South America/Caribbean - 27%) • 24% said „no, but plan to‟ (38%) • 26% said „no and no plans to‟ (35%) – What sustainability service(s) does your practice offer? • Advice – 41% (Central & South America/Caribbean - 31%) • Reporting – 27% (28%) • Assurance – 27% (38%) • Take the Quick Poll: www.ifac.org/smp
  • 8. Page 8 | Confidential and Proprietary Information The CFO’s Role in Sustainability Driving Sustainable Organizational Success • A 2012 Deloitte Touche Tomatsu Limited global survey found: – 26% of chief financial officers reported they are the person in the organization accountable to the board for sustainability strategy • This represents a 9% increase over the 2011 survey results – 53% reported their involvement in sustainability increased in the past year – 61% said they expect greater involvement in sustainability in the next two years
  • 9. Page 9 | Confidential and Proprietary Information Measure What Needs to be Managed Driving Sustainable Organizational Success • Setting goals/targets demonstrate commitment and show progress • To manage requires measurement, monitoring, and action: – Water consumption – Energy use – Waste – Health and safety – Employee issues
  • 10. Page 10 | Confidential and Proprietary Information Energy Efficiency and Waste Minimization Driving Sustainable Organizational Success • Initiatives that reduce environmental impacts also generally reduce operating costs • Example: VeriForm – High-precision sheet metal and plate manufacturing – Between 2006 and 2008, VeriForm invested $46,186 in over 42 individual energy-saving projects
  • 11. Page 11 | Confidential and Proprietary Information Vision and Leadership Driving Sustainable Organizational Success “Small businesses are leading the way in terms of shaping how business will be in the future.” - Suzanne Fielden, co-founder of Rocky Mountain Flatbread