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					Pathway: Awareness                                                                Log relevant actions which show
                                                                                     Very
                                              Acid                     Note to
List of characteristics                 RL            Case Example?                 widely
                                              test?                   Reviewer?
                                                                                   actioned
Summary Response Level 1 f or
this pathway: Whether CC is
happening or not & whether it is
                                        0.9
down to human activity is mostly
academic to us right now. We have
other things to worry about!
People are unaware of any of the
implications of CC for the
organisation for the foreseeable        1
future - e.g. how government policy
might affect it
Aware of some of the uncertainties
                                        1
of the science
Boundary marker 1 to 2                  1.5
Summary Response Level 2 for
this pathway: CC is probably
happening. We do not know               1.9
enough about it to say how it will
affect us in the future.
Can describe CC in broad terms but
with some errors (eg confusion with     2
ozone depletion)
Can broadly describe agenda of
government and key regulators but
                                        2
may not be able to identify
implications for organisation
Can describe agendas of some other
stakeholders - e.g. customers - but
                                        2
may not be able to identify
implications for organisation
Boundary marker 2 to 3                  2.5
Summary Response Level 3 for
this pathway: CC is an important
                                        2.9
issue that is beginning to affect
our organisation in various ways.
Can describe some of the more
significant ways in which the
                                        3
activities of the organisation
contribute to climate change
Aware of some of the adaptation
pressures already evident in ops - eg   3
drought, subsidence, heat
Aware of how likely trends in
government policy on mitigation - eg
                                           3
C trading - might affect org over 1 to
5 yrs
Aware of likely cost trends as a
consequence of climate change -
esp energy & water (though not             3
necessarily of how these trends
might change in future)
Can describe the main mechanisms
of climate change - eg the human           3
impact on the carbon cycle
Boundary marker 3 to 4                     3.5
Summary Response Level 4 for
this pathway: CC looks a bigger
issue than we first thought. We
                                           3.9
need to find out a lot more about
how it will affect us over coming
years.
Organisation can identify some but not
all strategic risks and opportunities on
                                           4
mitigation and recognises need to know
more
Organisation can identify some but not
all strategic risks and opportunities on
                                           4
impacts and recognises need to know
more

Can describe some, if not all, of the
ways in which CC could suddenly            4
worsen and so appreciates urgency
CC has occasionally been discussed
seriously in decision making and/or        4
strategic planning
Boundary marker 4 to 5                     4.5
Summary Response Level 5 for
this pathway: CC is a huge issue
which will affect most aspects of          4.9
our organisation. We understand
many of the practical issues that
we have to deal with over the next


Has identified range of likely climate
impacts & has assessed their potential
                                           5
impact on the work of the organisation
over 20-30 yrs
Good understanding of C reductions
required (30-50% or more) and impact
                                              5
on the work of the organisation over 20-
30 yrs



Actively tracks research on climate
impacts that are critical to organisation's   5
resilience


Actively monitors research on mitigation
& energy and C futures relevant to org's      5
resilience

Can describe the process of 'lock-in' -
i.e. where organisation risks becoming
                                              5
trapped into a high emissions or low
adaptation position

Boundary marker 5 to 6                        5.5
Summary Response Level 6 for
this pathway: CC is among the
biggest issues that our planet, let
alone our species, has ever faced.            5.9
We cannot adapt for ever. We
might not make it but we have a
responsibility to do what we can.

Understands climate impacts that will
or may occur and how they affect
                                              6
ecosystems, society, industry and
organisation over 30-100 yrs & more
Understands scale of C reductions
required (ie 80% or more) and
impact on organisation, industry,             6
economy and society over 30-100
yrs & more
Understands how delays in CC itself
& delays before human social &
                                              6
economic responses interact to
make out of control CC more likely.

Appreciates how unintended
consequences are almost certain as            6
a consequence of human actions.
Routinely researches and seriously
considers how major decisions might
                                       6
make CC worse, in fulll awareness of
how complex the issues are
Unsorted below this point!             6.9
Log relevant actions which show evidence of these characteristics
               Partial     Visible
                                                  Neither
               action -  plans but   Does not
                                                action nor Not sure
               not yet    little/no   apply
                                                   plan
              standard   action yet
Reviewer's notes
Pathway: Agency                                                                         Log relevant actions which show evid

                                                    Acid                     Note to    Very widely
List of characteristics                       RL            Case Example?
                                                    test?                   Reviewer?    actioned

Summary Response Level 1 for
this pathway: We see no reason to
                                              0.9
consider acting on climate change
right now.
Decision makers do not recognise
any opportunites or threats that might        1
lead them to act on CC agenda.
Boundary marker 1 to 2                        1.1
Summary Response Level 2 for
this pathway: We see other areas
as having a much bigger pay off
                                              1.9
right now. But we would consider
acting if an important stakeholder
were to ask us.
Decision makers see benefits of acting to
meet minimum requirements of major
                                              2
customers / service users or other
priority stakeholders

Can identify reputational benefit of
activity with CC benefits motivated by
                                              2
other concerns (e.g. Cost-cutting,
reputation)
Boundary marker 2 to 3                        2.1
Summary Response Level 3 for
this pathway: We recognise the
benefits of continuous
improvement actions - e.g. to                 2.9
incremental costs & revenues -
and so see lots of opportunities to
act.
Based on analysis, there is a list of areas
for possible improvement action -             3
mitigation / energy
Based on analysis, there is a list of areas
for possible improvement action on            3
adaptation to impacts

Strong cost benefit-type analysis done to
                                              3
prioritise areas for potential improvement

There is a resourced (costed and staffed)
                                              3
plan to address high priority actions

Boundary marker 3 to 4                        3.1
Summary Response Level 4 for
this pathway: We can see
opportunities to take a major step
forward in our engagement with                3.9
CC issues in areas where our
current strategic priorities overlap
with the CC agenda.
Org has identified some opps
significantly to reduce ghg emissions,
with good business case, but which
                                               4
requires taking new approach & not
just doing the same thing better /
more of same
Org has identified some opps
significantly to increase resilience to
climate impacts, with good business
                                               4
case, but which taking new approach
and not just doing the same thing
better / more of same
Organisation can show it is taking or has
already taken action on one of these           4
opps.
Can spot win : win agendas with
                                               4
other orgs/groups - mitigation
Can spot win : win agendas with
                                               4
other orgs/groups - adaptation
Boundary marker 4 to 5                         4.1
Summary Response Level 5 for
this pathway: We have a very
good grasp of the specific
opportunities when we need to act              4.9
to open up our strategic options
on CC & are making plans
accordingly.
Organisation can show that it has
identified opportunities to act over next 3-
                                               5
5 yrs so as significantly to increase its
future resilience - mitigation

Organisation can show that it has
identified opportunities to act over next 3-
                                               5
5 yrs so as significantly to increase its
future resilience - adaptation

Organisation has plans in place that are
sufficient to address key opportunities        5
and risks over 20-30 yrs

The organisation is systematically
addressing 20-30 yr risks as part of major     5
project due diligence

Organisation has identified exposure
                                               5
to mitigation / energy futures
Organisation has identified exposure
                                               5
to impacts
Boundary marker 5 to 6                         5.1
Summary Response Level 6 for
this pathway: We have a strong
grasp of the transformations that
are needed to make climate
stability possible. We have
identified where what we can                   5.9
realistically do, & when, to make
the biggest contribution to
transformation & of what we need
to do to make that contribution
possible. We are making plans
accordingly.
Decision makers have identified
opportunities for the organisation
credibly, significantly & helpfully to         6
intervene for the better in the human /
climate system
Organisation is actively expanding
its potential to act in significant ways -
                                               6
eg by seeking partnerships with
other organisations.
Organisation has plans in place to act, or
is already acting, on some of these            6
significant opportunities

Organisation can show that it has
identified key opportunities to act over
                                               6
next 3-5 yrs so as significantly to increase
likelihood of climate stability

Unsorted below this point!                     6.1
Log relevant actions which show evidence of these characteristics
               Partial     Visible
                                                  Neither
            action - not plans but   Does not
                                                 action nor Not sure
                 yet      little/no   apply
                                                    plan
              standard action yet
Reviewer's notes
Pathway: Formal leadership                                                             Log relevant actions which show

                                                   Acid                     Note to    Very widely
List of characteristics                      RL            Case Example?
                                                   test?                   Reviewer?    actioned

Summary Response Level 1 for
this pathway: Our leaders
prioritise action on our core                0.9
activities. They discourage action
on CC - perhaps strongly.
Leadership group has actively
resisted formal adoption of CC                1
statement or policy
On the record comments by formal
leadership group belittle relevance of        1
CC to business
Corporate governance does not
                                              1
address CC or related issues at all.
Active scepticism by formal
leadership group expressed widely             1
internally and/or externally
No evidence of senior management
attention being given to CC issues -
                                              1
e.g. no time in meetings or do not
attend.
Boundary marker 1 to 2                       1.1
Summary Response Level 2 for
this pathway: While our leaders
do not say much about CC, some
have made some statements
which suggest that they might
broadly support some action if it            1.9
was not very expensive. But it
isn't clear where they would draw
the line & they have not given
clear guidance as to what we are
expected to do - or not to do.
There is a general statement of
corporate policy that covers CC but
this is not specific to org's activities &
                                              2
is short on specific commitments -
alternatively it may be naïvely over
ambitious.
Formal leaders have made public
statements endorsing in principle             2
action on the issue - but not specific
Formal leaders have been prepared
to 'front' discussions of the issue with      2
significant stakeholder groups
Some top team time has been
devoted to discussing these issues
                                          2
(but not necessarily with any tangible
outputs)
Corporate governance tracks &
addresses compliance with policy &        2
legislation
Boundary marker 2 to 3                   2.1
Summary Response Level 3 for
this pathway: Our leaders have
made some formal statements on
CC which sound well informed.
They have approved a policy &
programme of action & people feel        2.9
confident that they would be
backed up if acting in line with
these. They are treating CC as a
mainstream activity - e.g. by
setting targets & monitoring
progress.
Organisational policy statement
applying to CC makes specific
commitments to managerial actions
                                          3
and to continuous improvement and
shows some understanding of how
issue is relevant to org.
Public statements / speeches etc by
top managers show awareness of
actions being taken & show                3
commitment to improvement over
time.
Senior management review impact of
operational decisions on org's ability    3
to meet improvement goals
There is a nominated Responsible
Director or equivalent to cover CC        3
issues.
When problems are identified,
governance process picks this up.
                                          3
Problems are escalated to the
Responsible Director if they persist
Top management thoroughly reviews
progress against targets at least         3
annually
Boundary marker 3 to 4                   3.1
Summary Response Level 4 for
this pathway: Our leaders realise
that CC raises major strategic
questions that we can't yet answer
and & are getting themselves &
the organisation up to speed with
                                          3.9
the issue. E.g. they are personally
sponsoring certain strategic
projects and stay very closely in
touch with what is being learned.
Some of them are taking time out
to look at the issue in depth.

Responsible Director and or other top
management has frequent contact
                                           4
with breakthrough projects, visibly
supporting & learning from innovation

Policy and / or approved public
statements by organisation show
evidence of appreciation of significant    4
risks and opportunities and a
commitment to find out more.
Issue is increasingly brought into
strategic planning discussions and
                                           4
investment decisions as potentially
relevant factor
Board has called for briefing notes
and / or presentations on the              4
strategic implications of the issue.
Some top managers are taking
courses or attending senior
                                           4
workshops so that they can
understand CC much better
Senior managers are becoming
actively involved as participants in      4
specific projects
Leadership group includes at least 1
committed CC change agent with
                                          4
confidence of formal leader who can
facilitate strategic experimentation
1 or more formal leader prepared to
set breakthrough objectives for CC
                                          4
performance & justify their
achievability with evidence
Boundary marker 4 to 5                    4.1
Summary Response Level 5 for
this pathway: Our leaders see this
issue as crucial to our long term
future as an organisation. They
make sure that the issue comes
up in every major decision, and is
properly looked at in every capital
project. It is treated very             4.9
seriously: if we haven't thought
the implications for energy &
climate resilience through, we
have to go back to the drawing
board. They are acting as senior
'champions' with top Response
Level stakeholders - e.g.
government.
Speeches and / or statements by top
managers demonstrate advanced
                                         5
awareness of mitigation risks for org
over 20 to 30 years.
Speeches and / or statements by top
managers demonstrate advanced
                                         5
awareness of adaptation risks for org
over 20 to 30 years.
Governance processes make it very
unlikely that a major decision or
investment could be approved if it
increases org's CC exposure, with        5
presumption being that such
exposure would usually decrease
significantly
CC issues are fully integrated into
org's core strategy, with competent      5
options analysis.
Senior management are clear as to
their own active (not just review and
approve) role and are held
accountable for this - e.g.              5
engagement with senior stakeholders
such as investors, big customers and
politicians.
Organisation can see senior team
acknowledging & addressing issues       5
of personal alignment on CC issues
Boundary marker 5 to 6                  5.1
Summary Response Level 6 for
this pathway: Our leaders are
justly respected for their CC work
by CC experts & are acting well
beyond the boundaries of our own
organisation, yet they manage to
do this in a way which is entirely
consistent with what we have
                                     5.9
always stood for as an
organisation. They relate what we
can do as an organisation to the
needs of humanity & of the planet.
My colleagues and I feel that we
are not only helping the
organisation but also humanity
respond to this great challenge.
Unsorted below this point!           6.1
Log relevant actions which show evidence of these characteristics
               Partial     Visible
                                                  Neither
            action - not plans but   Does not
                                                action nor Not sure
                 yet      little/no   apply
                                                   plan
              standard   action yet
Reviewer's notes
Pathway: Agents of change                                                         Log relevant actions which show

                                              Acid                     Note to    Very widely
List of characteristics                 RL            Case Example?
                                              test?                   Reviewer?    actioned

Summary Response Level 1 for
this pathway: Enthusiasts in our
organisation are discouraged and
may even be forbidden from              0.9
working. They may see no
alternative to acting outside
management approval
Agents of change actively
                                        1
discouraged.
Agents of change get no support
                                        1
whatsoever.
Agents of change work outside
organisational procedures to get        1
anything done.
Boundary marker 1 to 2                  1.5
Summary Response Level 2 for
this pathway: Colleagues with a
personal commitment have
sometimes been allowed limited
                                        1.9
scope. However while they may be
encouraged verbally, they usually
have to fight for resources – e.g.
training, time, budgets.
Agents of change or 'champions' are
recognised but have little formal       2
power.
Champions' identified to encourage
energy saving etc - status similar to   2
first aiders.
Efforts of committed 'champions'
                                        2
have begun to achieve some results
People known to be personally
committed may be invited to
                                        2
comment on decisions concerning
premises etc in informal way.
Time given occasionally to agents of
change on an adhoc basis, but most      2
work done in their own time.
Boundary marker 2 to 3                  2.5
Summary Response Level 3 for
this pathway: Growing
professionalism as most agents of
change are appointed on basis of              2.9
organisational role or technical
competence with personal values
seen as less important
Training & other professional needs
of agents of change have been                 3
formally assessed
Agents of change selected for
professional competence more than             3
enthusiasm
Agents of change encouraged to join
                                              3
professional networks.
Agents of change are routinely
consulted on organisational plans &           3
projects
Climate change managers have
formal reporting lines to senior              3
management.
Boundary marker 3 to 4                        3.5
Summary Response Level 4 for
this pathway: Importance of
people skilled at change &
innovation is recognised. Contact
with senior managers and access               3.9
to decision making is opened up
within parameters of key projects.
Change agent role seen as
increasingly self-directed.

Recruitment & development processes
address need for 'champions' with             4
change skills in breakthrough projects.

Agents of change have easy access to
senior manager with understanding of
                                              4
CC issues (or similar) who can assist in
engaging with top managers.

Potential agents of change are given
systematic opportunities to contribute to     4
organisational programme.

Efforts are made to enrol change agents
in overlapping fields for win : win actions   4
with climate change agenda.
People placed into agent of change role
on climate change as part of their
                                              4
broader strategic management
development.
Agents of change are invited to
participate in project strategy
                                              4
meetings & reviews as a matter of
course.
Agents of change are supported to go on
courses of their choosing to extend their     4
capabilities.
Attempts are made to find ways of
harnessing the abilities of people with
                                              4
passion and insight into climate change
in organisational projects.
Agents of change are given time to meet
up with others both internally & externally
without need for prior approval &             4
organisation is open to support their
initiatives.
Boundary marker 4 to 5                        4.5
Summary Response Level 5 for
this pathway: Agents of change
seen as a key element in strategic
change with plans being made to
have them in the right place at the
right time supported by the                   4.9
relationships & processes to help
them handle challenges ahead -
e.g. trusted by key managers &
with easy acess to senior
management.
Requirements for agents of change
for major activities over the next 2+
                                              5
years have been realistically
estimated.
There are contingency plans (e.g.
more than one person) for when an
                                              5
agent of change becomes
unavailable.
There are networks to ensure that
agents of change will be available to         5
support roll-out not just initial change.
Agents of change are being recruited
and developed to address future               5
strategic plans.
Much attention to developing
relationships of sufficent trust
between decision makers and agents            5
of change to support good work
together
The organisation has developed a
strong team of experienced and
respected change agents who                 5
routinely add value to policy, strategy
and operations.
Agents of change programmes
extend to supply chain & other              5
networks - not just host organisation.
Support is offered for the particular
emotional stresses of work for              5
change on climate change.
Boundary Response Levels 5 to 6             5.5

Summary Response Level 6 for
this pathway: Emphasis shifts to
developing an ecosystem of
champions, both internally and
externally. Attention paid to
                                            5.9
developing the conditions within
which champions can flourish.
The particular emotional stresses
of work for change on CC are
recognised & support is offered.
Agents of change are deployed beyond
the boundaries of the organisation & its
interests, affecting change at community,   6
governmental and intergovernmental
levels.

The characteristics of agents of
change - passion, thirst for agency,
                                            6
high level of understanding - are
valued, understood and sought out.
Efforts are made to place strategic
'champions' where they can be of            6
most value
Organisation makes efforts to
develop and learn from a wide               6
network or 'ecosystem' of champions
Awareness of where the work of
senior 'champions' can be most
effective (e.g. tipping points for wider
                                            6
climate change responses) & efforts
are made to find & 'place' appropriate
people.
Unsorted below this point!                  6.9
Log relevant actions which show evidence of these characteristics
               Partial     Visible
                                                  Neither
            action - not plans but   Does not
                                                action nor Not sure
                 yet      little/no   apply
                                                   plan
              standard   action yet
Reviewer's notes
Pathway: Learning processes                                                           Log relevant actions which show evid

                                                  Acid                     Note to    Very widely
List of characteristics                     RL            Case Example?
                                                  test?                   Reviewer?    actioned

Summary Response Level 1 for
this pathway: We get no
encouragement to learn about
                                            0.9
CC issues - indeed it would
probably be actively
discouraged.
Boundary marker 1 to 2                      1.5
Summary Response Level 2 for
this pathway: Our organisation
sees learning to improve what
we do on CC as a good thing in
                                            1.9
principle - but if anyone wants to
go further they need to organise
it themselves & to do it in their
own time.
People with an interest in CC matters
are investing their own time in acquiring   2
relevant skills & knowledge

People whose job involves climate
change meet in their own time to share      2
what they are learning
Boundary marker 2 to 3                      2.5

Summary Response Level 3 for
this pathway: We are very
committed to learning to help us
improve our own performance
and our organisation supports
us to do this. We encourage
rather than suppress learning -
                                            2.9
e.g. mistakes are seen as part of
learning rather than attracting
blame. We measure results
against intentions and use this to
improve what we do. We also
learn from experts and from
other comparable organisations.

A training needs analysis is regularly
(e.g. biennially) undertaken to support     3
CC action plans

There are adequate training budgets &
course provision etc to address training    3
needs analysis for CC programme
Outcomes vs targets & post project
audits are used to stimulate review of
CC performance among responsible          3
managers & workgroups (i.e. not all
done by senior management)

Benchmarking or similar processes
                                          3
to compare & learn from peers
There are CC 'quality circles' or
equivalent opportunities for staff to     3
learn & improve in a structured way
People are supported to participate in
climate change networks or good
                                          3
practice clubs, etc, so that they can
learn from peers and experts.

Seek out & question previous
                                          3
projects to identify & apply learning
Boundary marker 3 to 4                    3.5

Summary Response Level 4 for
this pathway: Our projects
include a strong learning-by-
doing focus with rapid feedback
to accelerate innovation. We try
to identify and match or improve
on the very leading edge of best          3.9
practice. We use people trained
to challenge beliefs and
assumptions that may be getting
in the way of breakthroughs. Top
decision makers are closely in
touch with our learning.

Training is made available in non-
standard areas - e.g. change skills -     4
for breakthrough projects
We use facilitators who are trained
to challenge beliefs and
                                          4
assumptions that may be getting in
the way of breakthroughs
We design learning processes into
selected projects to help us understand
what needs to change if we are to make
                                          4
significant breakthroughs in CC
performance. Project plans include the
budgets and the time to pay for this.
Some top managers (e.g. report to
board or above) are closely involved in
selected projects to learn about            4
strategic issues. They are involved
throughout the project, not only at end.

Projects set up with 'learning
contract' with top mgt that
                                            4
encourages open feedback on
issues that need to change
Post project reviews focus on
strategic learning as well as on            4
operational improvement lessons
Boundary marker 4 to 5                      4.5
Summary Response Level 5 for
this pathway: We use both
formal & informal processes to
ensure that what we are learning
spreads widely across the
organisation and our partners.              4.9
Our 'knowledge management'
goes beyond just circulating
memos, data and briefings, etc.
We give people a chance to
apply new insights & test them
out for themselves
Organisation has processes which
encourage any stakeholder / employee
(subject to disciplines of evidence, etc)   5
to make discoveries which initiate
fundamental changes

We have knowledge management
processes to record and disseminate
what we are learning from our work on
climate change – e.g. when we identify      5
obstacles to change. This learning is
made widely available to support future
decision making.

The organisation systematically records
strategic learning e.g. on contextual
constraints (e.g. political, economic or    5
social) and uses this to refocus learning
in critical areas
Learning needs are identified &
addressed at the level of a) individual
beliefs & assumptions etc, b) culture, c)
                                            5
individual skills & knowledge, d)
objective knowledge - e.g. economics,
legal barriers, etc

Focus becomes increasingly learning
for the organisation as a whole rather      5
than for individuals or groups
We form strategic learning consortiums
with partner organisations and with
selected stakeholders. These are
designed to help us to learn from and
                                          5
alongside each other so that we can
jointly build our capacity to take
effective action in response to climate
change.

Boundary marker 5 to 6                    5.5
Summary Response Level 6 for
this pathway: We play a central
role in cross-organisational
partnerships set up to act & learn
together over several years. By
doing this we find ways to deal
with important barriers to
building a sustainable future,
identify new ones in the process
                                          5.9
& address them in turn. Each
organisation is actively
supported at top Response
Levels & is represented by
several people who play active
roles, who carry what they are
learning back to their own
organisations & recruit new
people.
Focus becomes increasingly
learning for society & not only for       6
the organisation, person, group
Resources (e.g. facilities, trained
people, money) are made available
                                          6
to support learning across
organisations & sectors
Learning processes engage
different people from different
organisations in common
programme of learning by doing, so        6
developing learning culture in an
industry or region not just in an
organisation
Unsorted below this point!                6.9
Log relevant actions which show evidence of these characteristics
                 Partial      Visible
                                                      Neither
             action - not plans but     Does not
                                                     action nor     Not sure
                  yet        little/no    apply
                                                        plan
               standard     action yet
Reviewer's notes
Pathway: Working together                                                            Log relevant actions which show evid

                                                 Acid                     Note to    Very widely
List of characteristics                    RL            Case Example?
                                                 test?                   Reviewer?    actioned

Summary Response Level 1 for
this pathway: We do not
encourage spending time with
other organisations on CC                  0.9
issues. We see other groups'
perspectives as irrelevant and
often as hostile.
Boundary marker 1 to 2                     1.5
Summary Response Level 2 for
this pathway: We do discuss CC
with our key stakeholders - e.g.
clients, legislators - if they             1.9
request it. Where we are required
to do so, we will engage with
other groups.
We have a list of statutory consultees &
seek their views from time to time on      2
CC issues.

We use external consultants etc to seek
stakeholder views on CC in line with
requirements & report to us. We wld        2
read comments or responses from most
important stakeholders.

Boundary marker 2 to 3                     2.5
Summary Response Level 3 for
this pathway: Our stakeholders
are people - inside or outside our
organisation - who can affect, or
are affected by, what we do. We
have a programme for
identifying, communicating with,           2.9
consulting and involving
stakeholders before we take a
CC decision that is relevant to
them. We follow good practice to
make it easy for them to express
an opinion.
Org takes soundings of stakeholder
views before and after any CC
                                           3
activity or regulation that may affect
them.
We have developed a stakeholder
engagement strategy and work to
                                           3
external standards. (e.g. AccountAbility
AA1000)
We have developed a list of
stakeholders which need to be
consulted about our CC plans. We have      3
thought widely about the list, going
beyond what is required by law

As part of our CC strategy process we
hold a number of events - often
                                           3
facilitated by professionals - to seek
views from a wide variety of sources
We make it easy for service users &
others to give us their views on CC
                                           3
issues & have systematic ways of
identifying issues for attention

We use statistically valid surveys to
understand the views of a wide variety     3
of people before CC decisions.

We report externally on our CC
performance & plans & invite &             3
consider feedback
We are keen to engage internal
stakeholders with our CC strategy &
                                           3
action plans so that they develop a
sense of ownership.
We experiment with a number of ways
to work with stakeholders so that they     3
can contribute fully.
We take steps to ensure that the
public & other stakeholders
understand what we are trying to do        3
& that key risks have been
addressed
Boundary marker 3 to 4                     3.5
Summary Response Level 4 for
this pathway: Working creatively
together with stakeholders for a
period requires building
considerable trust - e.g. by
working transparently with
conflicting agendas & striving for
win win outcomes. We know that             3.9
many participants need help to
understand what CC issues
mean for them & to identify
options & so do our best to give
them support to enable them to
contribute at a high Response
Level.
We see value in exploring conflicts
around CC issues in depth & use
                                           4
people trained in conflict resolution to
help us explore the issuess
We make an effort to develop group
dynamics which support creative
working together on CC (e.g. which can
allow conflicts or strong feelings to be   4
explored) & put the necessary time &
skills into this. We review the process
with all involved.

Some of our best projects have been
conducted in a spirit of mutual
                                           4
exploration with diverse groups
engaged in a collective enterprise.

We work closely with some
stakeholders on projects or to
                                           4
explore difficult issues for protracted
periods - 6 months or more
We involve service users & partners
/ suppliers closely during innovation
projects so that we can take               4
account of their needs & gain rapid
feedback
We use deliberative decision-
making e.g. citizens juries to seek
input on some CC issues & provide
                                           4
support & opportunities for
members to go up a long learning
curve.
We carefully explore the CC agendas,
views & needs of stakeholders before
                                           4
we engage with them & negotiate terms
of reference to suit both parties

Before we seek people's views on
sometimes complex CC issues we use
                                           4
a variety of approaches (not just
reading! ) to bring them up to speed

Boundary marker 4 to 5                     4.5
Summary Response Level 5 for
this pathway: We invest in long
term engagement on CC issues
& develop networks with the
capacity to work on them. We
                                           4.9
start from a realistic assessment
of each stakeholder's current
capacity to engage with CC &
aim to build understanding both
of the issue & of how to respond.
We work together with internal &
external stakeholders over protracted      5
periods (1 year +).
We can show how we have formed
trusting and respectful partnerships on
CC issues with a wide range of             5
organisations with very different
perspectives
Willingness to explore alternative forms
of engagement where these might lead       5
to better outcomes
We invest & actively participate in
networks of organisations & groups
                                           5
to address challenging CC issues
over 12 months or more
We assess the current & needed
capacity of stakeholders before
                                           5
engaging with them on CC & plan
engagement to develop capacity
We recognise that many internal
stakeholders have development              5
needs on CC & engage accordingly

We engage with the group or
organisation as much as with the
individual. We offer a variety of
                                           5
ways of engaging at different levels
(incls the most senior) so that more
than a handful participate
We use a variety of approaches to
engage with different types of
stakeholders (e.g. with business,          5
with community groups, with
officials) & accept no size fits all
We do not just seek opinions but
joint action in CC programmes with         5
stakeholders
We negotiate programmes of
activity with stakeholder groups
which provide underlying framework         5
to legitimise actions & provide a
context for future engagement

Partnerships are formed to allow
work to be done where organisation         5
has no scope to act in isolation
Boundary marker 5 to 6                     5.5
Summary Response Level 6 for
this pathway: We look to build
coalitions that can take on
constraints to change and to
improve processes to favour
responsible decisions. We do
our best to identify & understand
the needs and world views of
other groups whose support
                                     5.9
might be crucial to building a
sustainable climate.
Understanding the pattern of
relationships between groups is
also important. Stakeholder
engagement can never be perfect
but we can learn a lot from it and
it is important to do our best to
engage as well as we can.

Unsorted below this point!           6.9
Log relevant actions which show evidence of these characteristics
                 Partial      Visible
                                                      Neither
             action - not plans but     Does not
                                                     action nor     Not sure
                  yet        little/no    apply
                                                        plan
               standard     action yet
Reviewer's notes
Visits to 'iconic' Thames
Barrier are continuing for
key individuals & groups
Pathway: Managing operations                                                      Log relevant actions which show evidence

                                              Acid                     Note to    Very widely
List of characteristics                 RL            Case Example?
                                              test?                   Reviewer?    actioned

Summary Response Level 1 for
this pathway: We alter
operations when we can see
good business benefits from             0.9
doing so. If there are CC benefits
from doing so that would be by
chance.
Boundary marker 1 to 2                  1.5
Summary Response Level 2 for
this pathway: We have
developed some pockets of good
operational practice - e.g. in
specific projects or in certain
                                        1.9
work groups. However these are
not yet standard practice across
the organisation and could be
vulnerable when key staff move
on.

(If subsidiary) addresses corporate
                                        2
CC policies in operations
(If commercial) tracks & addresses
customer CC requirements in             2
operations
Tracks & addresses relevant CC
                                        2
legislation
Tracks & complies with taxation &
                                        2
fiscal policies - e.g. carbon trading
Has system to track, assess &
                                        2
address implications of case law
Compliance issues on CC included
                                        2
in management system
Boundary marker 2 to 3                  2.5
Summary Response Level 3 for
this pathway: We are getting on
top of how we manage CC
issues. We manage for
continuous improvement of
performance and to apply good
professional practice. We               2.9
communicate procedures clearly
to staff & suppliers. We measure
outcomes & take corrective
action both to improve
performance & also the system
of management.
Measure carbon emissions & similar
activities which increase CC - using    3
GHG protocol or similar

Has researched potential for carbon
                                        3
emissions reductions & set targets
Written procedures address
                                        3
mitigation targets
Benchmarks good practice on GHG
reduction looking for BATNEEC
(Best Availaable Techniques Not         3
Entailing Excessive Cost) in sector /
nation & applies in procedures
Mitigation issues systematically
                                        3
addressed in procurement
Clear statement of adaptation
                                        3
targets
Written procedures address
                                        3
adaptation targets
Benchmarks good practice on
adaptation looking for BATNEEC
(Best Available Techniques Not          3
Entailing Excessive Cost) in sector /
nation & applies in procedures
Adaptation issues systematically
                                        3
addressed in procurement
Operational control or audit process
tests how well relevant CC              3
procedures apply
Systematically tracks performance
                                        3
vs targets
Discrepancies from targets
investigated & corrective action        3
taken
Carbon costing of decisions & new
                                        3
initiatives
Reviews log of issues & prioritises
those that may need addressing in       3
future activities
Boundary marker 3 to 4                  3.5

Summary Response Level 4 for
this pathway: We start from a
clean slate with service users,
suppliers & other stakeholders to
reconceive how we do things to
achieve breakthroughs in our CC         3.9
performance. We know what we
would like to achieve & have the
experimentation & measurement
processes to know when we
achieve breakthoughs.
Knows extent of improvement
possible from current approaches -     4
mitigation
Benchmarks acros sectors / nations
for breakthrough practices in GHG
                                       4
reduction perhaps even looking
beyond CC field
Breakthrough targets set in some
                                       4
mitigation areas
Knows extent of improvement
possible from current approaches -     4
adaptation
Benchmarks acros sectors / nations
for breakthrough practices in
                                       4
adaptation perhaps even looking
beyond CC field
Breakthrough targets set in some
                                       4
adaptation areas
Monitoring process for breakthrough
areas is capable of identifying /      4
verifying significant changes
Project procedures support
experimentation for breakthorughs
                                       4
e.g. by facilitating rapid testing &
reworking with end users
Criterion for selection is long term
                                       4
potential not quick wins
Membership of breakthrough project
teams is set up to allow change in     4
light of developments
Breakthrough projects have
parameters sufficient to ensure core
                                       4
operations not threatened
inadvertently
Procedures extend to suppliers &
                                       4
other partners in projects
Life cycle analysis &/or carbon
footprinting techniques deployed for   4
selected services / products
Boundary marker 4 to 5                 4.5
Summary Response Level 5 for
this pathway: We test our
operational procedures & assets
not only for how well they work
today but to ensure they will
work in the future under possible
CC futures - e.g. drought, floods,
energy constraints. We prioritise
risks & are reducing exposure in        4.9
important areas. We recognise
that over-standardisation
reduces flexibility & so build
some diversity into our
operations - e.g. by maintaining
different approaches each
resilient under different
scenarios.

Key operations are tested for
resilience under realistic climate
                                        5         3
impacts scenarios - with
probabilities that reflect CC futures

Key operations are tested for                   1 for
resilience under realistic C                  adaptation
                                        5
constraint scenarios - with                    NOT for
probabilities that reflect CC futures         mitigation
Planning assumptions (e.g. energy
& insurance costs) for project
                                        5
appraisal systematically take
account of climate trends
Consider scenarios that combine
possible events - e.g. drought          5
followed by flooding or forest fires
Major investments and core activity
strategy developments routinely
                                        5
reviewed vs climate / energy
scenarios & options identified
Operational redundancy (e.g. more
than one usable facility with
                                        5
different risk profiles) routinely
applied in areas of high risk
Include key suppliers & service
                                        5
users in scenario assessment
Interim backup plans in place to
continue operations where risks         5
identified
Where inherent uncertainty, &
where economically advantageous,
options are identified for possible     5
action; 'trigger points' to exercise
options identified & monitored
Boundary marker 5 to 6                  5.5
Summary Response Level 6 for
this pathway: We go beyond a
strictly CC position to construct
our operations around science-
based sustainability principles,
e.g. 'Cradle to Cradle' and 'The
Natural Step'. This means that we      5.9
have to take account both of the
impact of what we do on natural
processes beyond the climate
itself but also of the extent to
which we are building or
undermining human capacity to
respond in future.
Fundamental sustainability
principles, e.g. 'Cradle to Cradle',
Contraction & Convergence, 'The        6
Natural Step', used as basis for all
operational plans
Unsorted below this point!             6.9
Log relevant actions which show evidence of these characteristics
                Partial       Visible
                                                      Neither
             action - not plans but     Does not
                                                    action nor      Not sure
                  yet        little/no    apply
                                                       plan
               standard action yet
Emergency
planning
procedures
being tested
Reviewer's notes
Consider scenarios in
operational decision
taking


Decision making tool
being developed under
ESPACE addresses this
need
We have contingency
plans for all
emergencies on
adaptation side


DO NOT TEST against
C constraint scenarios.
Pathway: Programme scope & coherence                                               Log relevant actions which show evidence

                                               Acid                     Note to    Very widely
List of characteristics                  RL            Case Example?
                                               test?                   Reviewer?    actioned


Summary Response Level 1 for
this pathway: We don't have the
time to take part in projects, let       0.9
alone help people think through
what needs doing.
No evidence of any response to
surveys or of taking up invitations to
                                         1
consultation exercises - e.g. by
government.
Boundary marker 1 to 2                   1.5
Summary Response Level 2 for
this pathway: If someone
important asks us, we may offer
our opinion as to what they              1.9
should do - but it is not our
responsibilty to devise a
programme of work
Org may have responded to
surveys +/or sent a Manager /
Director etc to consultation
                                         2
exercises on (e.g.) new legislation
or regulation if invited by important
stakeholder.
Lessons, priorities, opportunities etc
from projects may sometimes travel
                                         2
to other activities but there is no
formal system for doing so.
May have participated in (e.g.) post
project audits if organised by clients   2
or other stakeholders.
Programme of action under 'climate
change' or similar (e.g. CSR) label      2
but scope is trivial
Boundary marker 2 to 3                   2.5
Summary Response Level 3 for
this pathway: After projects we
log areas that need attention in
areas that we control directly or        2.9
significantly influence (e.g. own
operations or supply chain
issues) & ensure that we address
them in the future.
Extends scope of projects by
noticing/documenting constraints to
progress and trying to remove            3
obstacles when arise within org's
area of direct control
When there is success in one area
of operations can identify & scale      3
up to replicate quickly across others
Takes action in the priority areas
                                        3
identified in own operations
Includes supply chain and business
partner issues in log of areas for      3
future action.
Reviews previous projects before
new projects to ensure scope
                                        3
includes outstanding issues &
builds on lessons learned.
Programme of action under 'climate
change' or similar (e.g. CSR) label
but scope is limited to exisitng        3
operating practices or to 1 or 2 year
time horizon
Boundary marker 3 to 4                  3.5
Summary Response Level 4 for
this pathway: To make major
breakthroughs we know that we
usually need to work in areas
that we do not control - e.g.
industry practice or the
perspective of pressure groups -        3.9
as well as what we do. We bring
together a group of people -
usually both internal & external -
to work on barriers &
opportunities that we cannot
address in isolation.
Can point to some issues identified
which lie outside org boundary of
control which either block action or    4
prevent scaling up but that it has
included in agenda for action
Customers / service users,
suppliers or suppliers etc are
                                        4
involved in developing project
scope
Issues (barriers & opportunities)
identified in project beyond scope of
organisation are sought out &
reported to top management at end       4
of project but there may be no
established procedures for taking
action on these
Feedback on core organisational
issues - e.g. mainstream policy &
                                        4
strategy, culture, 'mindsets' etc is
expected & welcomed
Scope of some projects is defined
to allow issues beyond boundary of
                                           4
organisation & its supply chain to be
addressed as necessary
Programme of action under 'climate
change' or similar (e.g. CSR) label
includes at least one significant
                                           4
project to explore options under
aspect of 25 yr+ realistic climate &
energy scenarios
Boundary marker 4 to 5                     4.5
Summary Response Level 5 for
this pathway: We log & in due
course take action on any issue
that needs to be addressed for
further progress, of any type -
e.g. cultural, HR & strategy               4.9
issues - whether inside or
outside our own organisation,
including (e.g.) local, national &
international government or the
wider community.
Log of issues extends beyond
organisation's area of control to
include all areas where change is          5
needed - e.g. government, the EU,
industry bodies, local community

In prioritising action and then acting,
issues outside organisation's              5
boundary are fully included

Has systematic processes for
updating programme / agenda for
action which are inclusive - open to
wide range of participants from well
                                           5
beyond organisation's boundaries -
and which look to include issues
beyond organisation's capacity to
address alone

There is systematic search for
'subjective' - e.g. cultural / mindset -
                                           5
barriers to change and these are
addressed in programmes

Programme of action under 'climate
change' or similar (e.g. CSR) label
is oriented to building organisation-
                                           5
wide resilience under meaningful
set of realistic of climate & energy
scenarios extending to 25 yr+
Boundary marker 5 to 6                     5.5
Summary Response Level 6 for
this pathway: We are setting up
practical ways to make it easy for
any group to identify & log any
issue that needs attention if a
sustainable climate is to be             5.9
possible & to ensure that
appropriate action is taken by
organisations - e.g. government,
industry, community or
whatever, that can take it.

Organisation initiates +/or strongly
supports +/or leads processes to
assist a wide range of other
organisations & groups to identify
                                         6
significant barriers or opportunities
for a sustainable climate; it uses its
influence to help ensure that these
are reviewed & acted upon

Programme of action under 'climate
change' or similar (e.g. CSR) label
is oriented to halting or reversing
                                         6
climate chaos & to preserving social
cohesion under scenarios which
extend to 22nd century
Unsorted below this point!               6.9
Log relevant actions which show evidence of these characteristics
                Partial       Visible
                                                      Neither
             action - not plans but     Does not
                                                    action nor      Not sure
                  yet        little/no    apply
                                                       plan
               standard action yet
Reviewer's notes
Pathway: Expertise                                                                Log relevant actions which show evid

                                              Acid                     Note to    Very widely
List of characteristics                 RL            Case Example?
                                              test?                   Reviewer?    actioned

Summary Response Level 1 for
this pathway: We have no idea
what expertise is needed to work        0.9
on climate change issues nor
how to acquire it
Boundary marker 1 to 2                  1.5
Summary Response Level 2 for
this pathway: We do not have
formal systems to identify the
skills that we need. However we
know some people - colleagues,          1.9
consultants etc - who have some
expertise about CC, whether
from previous jobs or because of
their personal interest.
We can identify a small number of
colleagues or consultants with
                                        2
greater understanding of CC &
related issues
Boundary marker 2 to 3                  2.5
Summary Response Level 3 for
this pathway: We formally
identify the skills and expertise
we need to deal with CC issues
                                        2.9
in basic operations and we have
programmes in place to develop
them by training staff or, where
necessary, by hiring them in.

We have a regularly maintained
database of experts with technical
                                        3
CC understanding, e.g. geologists,
ecologists, energy managers.

We have formally identified the
range of expertise / skills needed to
                                        3
implement our CC programme &
have plans in place to develop them

Systematic skills identification and
                                        3
training to support mgt programnme
Has processes in place to ensure
that available expertise is actually    3
used.
Growing file of case studies on
different low carbon and adaptive
                                       3
technologies such as water-saving
tools and processes
Boundary marker 3 to 4                 3.5
Summary Response Level 4 for
this pathway: When we innovate
we obviously need to bring in
expertise that we don't already        3.9
have. We actively look to bring in
people with unusual approaches
& skills.
We use project advisory panels or
similar to extend our range of
                                       4
expertise / skills & to help us find
people who can help us
We actively seek out 'soft' skills
                                       4
such as change experts
We form projects to include a
diversity of organisational skills,
                                       4
functions & levels even if relevance
not always 100% clear
Seek out & use expertise that is
                                       4
lacking in organisation.
Boundary marker 4 to 5                 4.5
Summary Response Level 5 for
this pathway: There will
inevitably be areas of expertise
that we need and that we don't
know that we don't have. If we
can't identify these we                4.9
sometimes risk making major
mistakes. We use formal
processes to engage with a wide
range of expertise to seek out
and help us fill our own blind
spots.
All major decisions informed by
expert assessment of carbon cost
                                       5
and expert assessment of climate-
proofness
We use expert critics to identify
future decision points where highly    5
specialist expertise is needed
We use external group of experts to
review & critique our CC
                                       5
programme & identify new expertise
needed
We can identify where we have
known gaps in specialist expertise &   5
are looking to fill them
We have a register of a wide range
of non-scientific / technical CC
                                       5
experts, e.g. finance, economics,
social
We offer our own expertise to other
                                       5
organisations to help them.
Boundary marker 5 to 6                 5.5
Summary Response Level 6 for
this pathway: We recognise that
expertise may be valuable even
when its immediate relevance to
our own activities seems
unclear. We invest to develop
expertise in broader networks
that look beyond our own               5.9
agenda. We sometimes support
staff to develop expertise on CC
without any requirement to show
early relevance to us - providing
that they can make the case that
it might significantly support the
wider CC agenda.
We actively seek feedback from
scientific & social experts to
                                       6
challenge our CC plans from a
broader sustainability perspective
We have a group of staff trained to
apply science-based sustainability     6
assessment of CC plans
Unsorted below this point!             6.9
Log relevant actions which show evidence of these characteristics
                 Partial      Visible
                                                      Neither
             action - not plans but     Does not
                                                     action nor     Not sure
                  yet        little/no    apply
                                                        plan
               standard     action yet
Reviewer's notes
Pathway: Other                                                                       Log relevant actions which show evidence

                                                 Acid                     Note to    Very widely
List of characteristics                    RL            Case Example?
                                                 test?                   Reviewer?    actioned

Summary Response Level 1 for
this pathway: Place in Response
Level 1 on this sheet any new
activity that seems to have an
                                           0.9
effect on CC responses but
which comes from a position that
CC is (or should be) irrelevant to
the organisation's operations.
Threatened by the issue. Reluctant
                                           1
action, if any.
Boundary marker 1 to 2                     1.5
Summary Response Level 2 for
this pathway: Place in Response
Level 2 on this sheet any new
                                           1.9
activity that is necessary to
support a response to
stakeholder concerns

Will respond to pressure from others –
e.g. a legislator or a customer – but
won’t be proactive. Little understanding
                                           2
of how issues apply to the
organisation’s activities; actions risk
being tick-box exercise.

Boundary marker 2 to 3                     2.5
Summary Response Level 3 for
this pathway: Place in Response
Level 3 on this sheet any new
                                           2.9
activity that is necessary to
support a strong and efficient
managerial response

Recognise that climate change needs to
be managed systematically, rather than
occasionally. There will be
measurement systems & targets. Issue       3
is usually delegated to someone lower
down the organisation; senior managers
may think they’ve cracked it.

Boundary marker 3 to 4                     3.5
Summary Response Level 4 for
this pathway: Place in Response
Level 4 on this sheet any new
                                           3.9
activity that is necessary for
strong breakthrough project
activity on CC
Top managers begin to recognise that
the agenda poses substantial risks and
opportunities. They use projects to             4
make breakthroughs in practice, taking
a close interest in their progress

Boundary marker 4 to 5                          4.5
Summary Response Level 5 for
this pathway: Place in Response
Level 5 on this sheet any new
activity that is necessary to                   4.9
support a defensive strategic
response to CC issues over a 5
to 20 year horizon
Top managers recognise that issue is of
significant strategic importance. They focus
on the ongoing resilience of the organisation
and the key systems of which it is part both
                                                5
to climate impacts and to an energy
constrained future.
Boundary marker 5 to 6                          5.5
Summary Response Level 6 for
this pathway: Place in Response
Level 6 on this sheet any new
activity that is necessary to                   5.9
support a response to CC itself,
and not just to its impacts or the
impact of CC policies, peak oil
etc
The organisation’s focus is on
significantly changing the political,
social, legal, technological environment
in which it operates in order to promote        6
sustainability, rather than just respond
to a changing climate or position itself
on the issue.

Unsorted below this point!                      6.9
Log relevant actions which show evidence of these characteristics
                Partial       Visible
                                                      Neither
             action - not plans but     Does not
                                                    action nor      Not sure
                  yet        little/no    apply
                                                       plan
               standard action yet
Reviewer's notes

				
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