Financial profit & loss has been the key performance measure in business for years. This single dimension view is no longer adequate and a multi bottom line view incorporating a wider range of measures is required. Culture and Conduct is one of those measures.
This session takes a look at the application of measurement to culture and conduct. Can we strike a net “profit” or “loss” for this difficult-to-measure area?
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Financial profit and loss has been the key business performance measure since the Venetians adopted debits and credits in the 15th century. The reason for this is obvious: financial performance is the easy one to measure.
However, this singular bottom line approach means a lack of focus on every other value add/deduction that an organisation creates, from environmental and social to employee wellbeing. This is no longer acceptable. We need to be able to measure every material aspect of an organisation’s stakeholder impact, positive or negative.
Risk management has a major role to play in fixing this problem. Nowhere is it more evident than in how our people behave, and how our people’s behaviour impacts the behaviour and wellbeing of others.