Competitiveness in a changing world. The importance of environmental performance.

Transcription

1 Competitiveness in a changing world. The importance of environmental performance.

2 Objectives To offer some perspectives on: Environmental performance and why it matters. The process of change and the hurdles associated with it. To tell some stories

3 Change Process Vision: accepting the need to change Mental Models: change in thinking and beliefs Systems: change in structure and systems Patterns: change in issues and problems raised Activities: change in actions by individuals

4 Vision: accepting the need to change Political agenda Gov t Policy Market forces Media attention Legal Challenge Sustainability Consumer preference Change

5 Vision: accepting the need to change Perception is reality Whether science ultimately produces hard evidence to support these [horror] stories is irrelevant Strategy & Business (2002) Global Warming: perception is reality

6 The Brent Spar Deep water disposal - Cost efficient - Minimal impact - Minimal OH&S Hazard BUT - Negative public perception

7 The Brent Spar Consequences Occupation of Brent Spar by Greenpeace Massive media coverage Boycotts and fire-bombing of Shell Servo s in Germany Climb-down by Shell

8 Ignoring the signals from the public can be costly (Even if the perceptions are wrong)

9 Vision: accepting the need to change Crown of Thorns Cyclones Coastal Towns Bananas Fishing Tourism Bleaching Sugar Cane Cattle

10 Change Process Vision: accepting the need to change Mental Models: change in thinking and beliefs Systems: change in structure and systems Patterns: change in issues and problems raised Activities: change in actions by individuals

11 The The Opportunity Problem Protection Economic Benefit?

12 Mental Models: change in thinking and beliefs New objectives New dialogues New beliefs: The role of science New information

13 New Objectives Management (Policy) Objectives Total recovery of nutrient inputs Increased profitability through input cost-savings A perception of environmental responsibility for the industry.

14 New Objectives Operational Indicators Recovery - Nutrient loss to waterways. Profitability -Money saved through environmental mitigation. Public Perception - Opinion polls.

15 New Dialogues Discussing operational goals is essential. Industry should take the lead. ALL stakeholders should be included.

16 New Dialogues Conservationists and Farmers may well have objectives that are aligned more often than we imagine. An interesting tale MPA s in South Australia

17 New Beliefs The role of science To develop common understanding and facilitate decision making

18 The role of science Avoiding the S word Science can never tell you what you should do UNLESS, an operational objective has been agreed.

19 Finding Value Propositions Better ecosystem based management will come from creating better value propositions for industries.

20 New Information (solutions) and Beliefs 1. Plausible promise Researchers develop a solution to a problem that some farmers think might work 2. Product champion A product champion to build a co-development team of researchers and key participants. 3. Monitor and Evaluate Learning & Development Learning and selection by development team (esp key participants) encouraged. Adoption

21 Summary Vision: accepting the need to change Mental Models: change in thinking and beliefs New Objectives New Dialogues New Beliefs The role of science New Information

22 Delivering on Potential Learn new skills. Appreciate alternative perspectives Communicate in new ways. Take the lead

23 Wicked Problems?

24 The Ythan Estuary (an informative tale)

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26 Ythan Part Scientists show Ythan river now has nitrogen concentrations 2-3 x higher than in the late 1950s. Marked increase in algae in estuary. Effects on shorebirds and invertebrates. Finger points to nutrient run-off from farming. European Union starting to act on eutrophication (EC Nitrates Directive)

27 Ythan Part DoE Not UK Policy to have nutrient enriched rivers ( data must be wrong ) 1991 Scottish EPA review data and inform European Union that Ythan is eutrophic. UK Govt (DoE) goes ballistic ( against UK Policy ) Scots react become standard bearer for eutrophication. Ythan designated - the only eutrophic UK river! (cf Denmark, which declares all its rivers)

28 Ythan Part MAFF UK meet with NFU and local farmers and send out 20 page document to farmers threatening them to change their ways. Farming community polarised with huge backlash against scientists and conservation groups. Conservation groups lash back saying the Ythan is dead

29 Ythan Part Minister visits Ythan along with by Govt Dept officials, scientists, NFU & lobby groups declares its all a storm in a teacup Confusion amongst farmers, some of whom have now seen for themselves that there is a problem. Positions become more entrenched no action.

30 Ythan Part The Formantine Partnership established. Local groups: NFU, Farmers, Gov t Depts & Conservation Groups University decides not join, but stay out as honest broker Bottom-up solutions start to be implemented.

31 Ythan Part 6 Bottom-up (stakeholder) solutions look like they will work UNTIL Lobby groups (outside the partnership) decide to petition the EU to make the Ythan a Nutrient Vulnerable Zone. EU inform the Scottish Parliament of $150K a day fine unless they designate (so they do).

32 Ythan Part 6 Farmers explode Partnership collapses Progress set back considerably and improvement program halted. EU inform the Scottish Parliament of $150K a day fine unless they designate (so they do).

33 The Moral It took a top down legislative mechanism to accept there was a problem But solving the problem came from a bottom up partnership. Once partnerships are formed further legislative hurdles can de-rail progress. The dynamics of problem solving are extremely complicated!

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