gbn’s 9 international benchmarking conference innovation ...and gbn sustainability tool...

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© Fraunhofer IPK Global Sustainability Challenges and GBN Sustainability Tool Fraunhofer-Institute for Production Systems and Design Technology (IPK) Berlin Prof. Dr.-Ing. Holger Kohl Director Division Corporate Management [email protected] GBN’s 9 th International Benchmarking Conference Innovation & Benchmarking for Sustainability 17 th December 2015 - Dubai Le Meridian Hotel Dubai

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© Fraunhofer IPK

Global Sustainability Challenges

and GBN Sustainability Tool

Fraunhofer-Institute for Production Systems

and Design Technology (IPK) Berlin

Prof. Dr.-Ing. Holger Kohl

Director Division Corporate Management

[email protected]

GBN’s 9th International Benchmarking Conference

Innovation & Benchmarking for Sustainability

17th December 2015 - Dubai

Le Meridian Hotel Dubai

© Fraunhofer IPK

Fraunhofer – An international innovation driver

Fraunhofer at a glance

Approx. 24 000

employees

More than 72%

revenue from

industrial and

contract research

28% base funding

from Bund and Länder

(2013)

66 institutes and

Research units

Bu

dg

et

2 Bn

2013

Applie

d r

esearc

h

1.7 Bn

Goal: Promoting and conducting applied research for the benefit of

private and public enterprises and society as a whole.

Infrastructure and

defense research

© Fraunhofer

>10 Mio €

8-10 Mio €

4-8 Mio €

1-4 Mio €

107 Mio €

Boston Plymouth

East

Lansing San José Newark

College Park

Londo

n

Vancouver

Santiago de Chile

Salvador

São Paulo

Campinas

Dubai

Bangalore

Jakarta

Kuala Lumpur

Singapur

Peking Seoul

Tokio Sendai

Kairo Jerusalem

Brüssel

Porto

Wien

Bozen Graz

Budapest

Wrocław

Göteborg Glasgow

Paris

Southampton

Niederlassung

Center

Project Center

ICON / Strategische Kooperation

Repräsentanz- / Marketingbüro

Senior Advisor

Fraunhofer International Engagement

Stellenbosch

Dublin

Osaka

Pretoria

Hamilton

Zur Lavon

© Fraunhofer

Social challenge: eradicating global

poverty

Two major sustainability challenges for the 21st century…

Source: Rockström et al. 2009

Source: Worldbank 2009

30th November – 11th December 2015:

United Nations Framework Convention on

Climate Change, Paris, France

25th September – 27th September 2015:

United Nations Summit to adopt the post-2015

development agenda, New York, USA

Environmental challenge: staying

within planetary boundaries

Ocean

acidificati

on

Stratospheri

c ozon

depletion

Climate

change Chemical

pollution

Atmospheric

aerosol

loading

Biodiversity

loss

Change in

land use Global

freshwater

use

Nitrogen

cycle

Phosphoru

s cycle

© Fraunhofer

Economical, environmental and social challenge

Nation sizes to

greenhouse gas

emissions ratio

Nation sizes to

population ratio

Nation sizes to

GDP ratio in

USD

ww

w.w

orldm

app

er.

org

w

ww

.wo

rldm

app

er.

org

ww

w.w

orldm

app

er.

org

© Fraunhofer

Quality of life and consumption of resources

Source: [Seliger, 2010]

Industrialised

countries

Emerging

countries

Responsible consumption of resources

Accep

tab

le liv

ing

sta

nd

ard

Irresponsible development

path: Wealth for all people

relying on present

technologies

Quality of life

Co

nsu

mp

tio

n o

f re

so

urc

es

Acceptable living standard with responsible

consumption of resources

© Fraunhofer

Prosperity for everybody? How to design and manufacture products and services

► opening up hungry markets,

► avoiding bad investments in saturated markets,

► increasing human wealth on global level within

conditions of ecological resource availability

Change in existing process

paradigms

► from economies of scale to

economies of scope,

► to more benefit for more

people with less resources.

Triple Bottom Line of Sustainability

Sustainable Development

Key Sustainability Indicators (1/3)

Economic Sustainability Perspective

Subject Area BenchmarkIndex Indicators Innovative Key Indicators Sample Calculation

Economic

Sustainability

Return on Capital Employed

(ROCE)

[Profit before tax / (Long-term loans + Other long-term

liabilities + Shareholders' funds)]

Working capital turnover

Operating Revenue / [(Trade debtors + Stock + Cash in

bank and in hand) – (Trade creditors + Other current

liabilities)]

Gross gearing [(Short-term loans + Long-term loans) / Shareholders'

funds] x 100

Net profit growth [(Profit before tax – Profit before taxprev year) / Profit

before taxprev year] x 100

Taxes paid (or the percentage

paid in taxes on revenues) Taxation / Operating Revenues * 100

Percentage of orders rejected

during warranty period

(Percentage of orders rejected / Number of orders

received) x 100

Satisfaction of employees Nr. of terminations of employment / nr. of employees * 100

Average staff cost per employee

Costs of employees / nr. of employees

Delivery schedule deviation (Number of customer orders which were not delivered

when promised / Number of orders received) x 100

Key Sustainability Indicators (2/3)

Ecological Sustainability Perspective

Subject Area BenchmarkIndex Figures Innovative Key Figures Sample Calculation

Ecological

Sustainability

Number of new products with

sustainability features per year

Nr. of new products with sustainability features / nr.

of new products * 100

Locations with eco-balances Locations with eco-balances / nr. of locations * 100

Sales generated per square meter

Operating Revenues / Square Meters of Premises

Floor Space

Pollution (air) Pollution (km3)

Pollution (water) Pollution (l)

Waste Waste (t)

Recycling rate Recyclable waste / waste (t) * 100

Consumption of resources (water) Consumption (l)

Consumption of resources (energy) Consumption (MWh)

Key Sustainability Indicators (3/3)

Social Sustainability Perspective

Subject Area BenchmarkIndex Figures Innovative Key Figures Sample Calculation

Social

Sustainability

Staff costs as a percentage of

sales (Staff costs / Operating Revenue) x 100

Employees with formal work-

related qualifications per FTE

employee

Number of FTE employees with formal work-related

qualifications / Number of FTE employees x 100

New employees per FTE

employee

(Number of new FTE employees / Number of FTE

employees) x 100

Proportion of women executives Nr. of female executives / nr. of executives * 100

Earnings ratio men / women Costs of male employees / costs of female

employees * 100

Percentage of employees over 50

years Nr. of employees (50+) / nr. of employees * 100

Share trainee Nr. of trainees / nr. of employees * 100

Number of jobs created Nr. of employees (act. year) - nr. of employees (last

year)

Expenses for health care and safety

precaution Expenses for health care and safety precaution

Screenshots from the Tool (1/3)

Welcome Page

Screenshots from the Tool (2/3)

Start Interface

Screenshots from the Tool (3/3)

Data Input

Output (1/2)

Benchmark Report

Output (2/2)

Benchmark Results

© Fraunhofer IPK

Dubai Institute of Technology (DIT)

DIT was founded in 2008 to support Dubai in becoming a leading place in the world for R&D

activities. Fraunhofer IPK supported DIT in creating an Ecosystem that supports Science,

Technology & Innovation to lead the region towards a value-based sustainable knowledge

economy.

Research Area Major Topics

W

H

E

E

L

Water

Health

Energy

Engineering

Logistics / Mobility

Water Desalination

Water Treatment

Integrated Water Management

Medical Technologies

Biotechnology

Health Management

Renewable Sources of Energy

Sustainable Fossil Fuels

Energy Efficient Management

Production Technology

Sustainable Manufacturing

Engineering Management

Intelligent Transport Systems

Global Logistics

Logistics Management

Researc

h In

sti

tute

s

Un

ivers

itie

s

© Fraunhofer IPK

American University of Sharjah Plan for the development and implementation of the American University of Sharjah project for

a RTI Park (Research, Technology and Innovation)

Duration: 6 Monate

Area: 1.7 sqkm

Planning of the RTI Park in Sharjah

04.11.2014

© Fraunhofer IPK

© B

ild:

Fra

unhofe

r IP

K/K

onsta

ntin H

Thank you for your kind attention.

Prof. Dr.-Ing. Holger Kohl

Director Division Corporate Management

[email protected]