Born in 1964, John Swinney joined the Scottish National Party in 1979 and went on to graduate from Edinburgh University with an MA (Hons) in Politics. Prior to his election as Westminster MP for North Tayside in 1997, he held a number of posts in the SNP at local and national level.
Warren McIntyre has over ten years’ experience working in the environment sector and is now manager of the public sector team at Resource Efficient Scotland, the new Scottish Government funded programme to help all businesses and organisations save money by using energy, water and material resources more efficiently.
Following completion of a MSc in Environmental and Waste Management he initially worked within the private recycling industry developing resource use reduction projects and delivering training to both operational staff and senior managers. He then worked in a senior management position at Carbon Trust Scotland for four years during which time, among other achievements, he helped over 180 public sector organisations and SME’s to develop a Carbon Management Plan. Luana has worked in Digital Delivery of transactional services for seven years and her specialism is youth engagement and innovation. Her reach has encompassed working in a busy media centre, working in Private Office, opening the first Dept of Health Public Enquiry Office to working on the Towards Cleaner Hospitals MRSA task force. Luana previously worked for Directgov, where all essential government information and services were provided in one place, ensuring it was easy to understand for the members of the public.
Joel Bailey is a knowledgeable customer experience and service design leader, having spent over 15 years combining user-centred methodologies and business strategy to transform services in the private and public sectors. Colin is the technology lead for the Glasgow Future Cities Demonstrator, an ambitious £24m programme funded by the Technology Strategy Board (TSB). Martin Dorchester is the CEO of the David MacBrayne Group and operates as Managing Director of both Argyll Ferries and Caledonian MacBrayne.
Martin is a firm believer in CPD and lifelong learning and is currently completing a diploma in Economics with the Open University. Claire Guerin is an MSc level Biological Sciences graduate, with over 12 years of experience within the environmental sector. Claire began working at Zero Waste Scotland in 2011 as a Design and Waste Prevention Manager. Colin Henderson is the geospatial lead at Atkins, the UK’s largest design and engineering consultancy. Alex is a native Glaswegian who, after Strathclyde University, joined the Met Office in the early 1970s.
He has held a variety of posts working amongst others as a forecaster at RAF Leuchars, Glasgow Weather Centre, Senior Forecaster London Weather Centre, and Senior Forecaster for the ITV National Weather. After London Weather Centre he moved on to manage the Met Office defence network in the south of England and the Mediterranean.
Stuart McRae is an Executive Collaboration & Social Business Evangelist for IBM Collaboration Solutions, responsible for briefing executives and IT strategists on the business value organisations can realise from the latest exceptional web experience and exceptional work experiences solutions, as well as speaking at public events on related topics. As a senior leader within the Scottish Government, Robbie Parish holds a pivotal role in building partnerships across the entire public sector in order to transform the service landscape for the people of Scotland. As a Board level Director with experience encompassing both the Private and Public sector, Robbie utilises this experience to drive forward public sector reform, and the opportunity digital presents in delivering public services which are accessible, user-friendly and cost efficient. A digital strategist and software engineer at heart, Robbie is recognised within the industry at both a UK and international level for his ability to build award winning applications and services across a range of sectors.
Since January 2013, Robbie has held the position of Director Online Services with responsibility for the delivery of digital service transformation for Scotland.
Robbie’s vision for the Scottish Digital landscape is founded on the premise that we need to put user needs at the heart of change.
A keen golfer, Robbie is a lifelong fan of technology and innovation and is always on the lookout for ways to combine the two. Mark Powles is chief executive officer of Business Stream, the leading supplier of water and waste water to businesses. Since joining the company at start up stage in March 2007, he has created a major stand-alone retail business operating in the world’s first competitive water retailing market in Scotland. He has championed the benefits of competition in the water industry and is playing an influential role in driving forward the water market reform agenda in England.Business Stream is now established as a strong, sustainable and high performing brand delivering significant value for customers, through keener prices and a range of tailored and innovative services.
He brings a wealth of senior management experience from private sector companies operating in highly regulated, competitive and customer focused markets across retail, travel and financial services, with leading companies such as Sealink Stena Line, National Express Group and AEGON UK.
Very often it's the creative thinking that takes place across organisations and between sectors that leads to the best results. Climate change impacts, growing concerns about environmental degradation, shifts in consumer attitudes and consumption patterns, and growing government oversight on the management of scarce natural resources are among the many challenges facing corporations today that are redefining corporate responsibility.
National and local governments in many parts of the world are demanding changes in long held relationships between resource developers and host communities.
BallroomMost industry sectors would be unprofitable if they paid the full price for what they take from nature, or for the environmental damage they cause. BallroomThe impacts of global warming and the consequences of failing to adapt to these realities are well documented.
Room 2After a century extracting carbon-based assets to power our economy, we urgently need to manage carbon emissions while ensuring affordable energy. Room 2Canada has been a world leader in the ‘greening’ of the mining sector, which has become a major concern worldwide. BallroomThe United Nations Global Compact, World Business Council for Sustainable Development, GRI and other like-minded initiatives have teamed-up to drive business engagement on sustainable development worldwide. Room 11More and more, governments are seeing the benefits of organizations that have developed and report on their sustainable business strategies. Room 11The magnitude and frequency of extreme weather events in North America has grown steadily over the last 15 years, culminating in 2013 with a record natural disaster insurable loss of $3 billion in Canada alone, due largely to major floods in Alberta and Ontario. The critical role of employee network groups -- and a dose of introspection -- in driving diversity and inclusion. Similar to every initiative at Campbell Soup, we reexamined our Diversity and Inclusion (D&I) efforts in 2012.
Hispanic Network de Campbell and Pepperidge Farm (HNdeC), one of the company's eights BRANs, has initiated several efforts towards this purpose, many in partnership with the Campbell Consumer Insights Department, to aid the company in gaining a deeper understanding of the Hispanic consumer, including attitudinal and food-specific perspectives.
In addressing these questions, it became clear that the company needed to progress from diversity to inclusion to impact.
Typically, diversity efforts are measured by an organization's ability to attract, select and retain a mix of people in the workplace relevant to effective operations.

In talent management, our efforts to attract, recruit and retain diverse talent include such activities as recruiting professionals at conferences organized by the National Black MBA Association (NBMBAA), National Society of Hispanics MBAs (NSHMBA) and National Society of Black Engineers (NSBE).
For example, Campbell Maxton American Indian Network (MAIN) partners with Robeson Community College to assist high school and associate degree students obtain the skills, competencies and opportunities to work at Campbell’s.
When we shift to work climate, the journey switches from active recruitment to consistent education and empowerment. One of our classes on Inclusive Leadership, for example, provides leaders with the awareness, knowledge and skill readiness to enable individuals and groups to contribute their fullest potential. We are asking our managers to reflect on some fundamental questions such as: how do my strengths prevent others from exhibiting theirs and what don’t I know about others that could aid our collective success? While classroom education serves a specific purpose, we complement these with networking, relationship-building and experiential learning through our eight BRANs. BRANs are employee led, company supported, volunteer organizations that assist the company with successfully on-boarding, engaging and developing members representing demographic difference within the organization.
BRANs generate three organizational benefits: connection, competence, and business development. Specifically, BRANs provide members with opportunities to connect with others to share experiences, best practices and form essential support systems.
To address this reality, we are continually projecting the value BRANs bring to our organization internally as well as externally.
The revolutionary: an accelerated use of technology, social media and innovative ideas, matched with a culture of open-mindedness, Intercultural expertise and collaboration to reach our objectives. For example, the Campbell and Pepperidge Farm chapters of Our Pride Employee Network (OPEN) hosted a booth at the Equality Forum "Out" festival. As most leaders know, D&I management consists of formal and informal processes, policies and practices built in to effectively manage commonalities and differences among all organizational stakeholders in a manner that delivers value to the organization. Evolving from diversity and inclusion to impact, the final all-important rung requires an accelerated effort in benchmarking, educating and networking. Benchmarking: Diversity and inclusion must be managed against clear benchmarks addressing some of our most important organizational challenges like innovation and human capital, two key challenges for all corporations today.
We not only position ourselves to limit liability, cost, turnover and missed opportunities; we also facilitate an inclusive, innovative culture that becomes the standard by which others are measured. Educating: We want to establish Intercultural expertise as a core competency for leaders so that all employees have the opportunity to achieve their full potential on the job. Connecting: We want to create networks within and outside our company to generate insights, to build affinity and to foster innovation among our team members. Which brings me to measurement: How will we measure the success of the journey from diversity to inclusion to impact?
By measuring the level of diversity (the mix, representation, and varied skills and perspectives of people), the breadth and depth of inclusion (people being respected, engaged, and challenged), and improved business results that we generate for our organization. The opinions, beliefs and viewpoints expressed by CSRwire contributors do not necessarily reflect the opinions, beliefs and viewpoints of CSRwire.
In 1999, he became the MSP for Tayside North, remaining as the constituency’s MP until standing down from Westminster at the 2001 General Election. He lives near Blairgowrie in his constituency and his hobbies include cycling and hill walking. Delivered by Zero Waste Scotland, this new service is a one-stop shop where clients can access a range of free expert advice, training and funding.
Warren then moved to Glasgow City Council where he lead in the accreditation of over 40 operational sites to the ISO 14011 standard and the development of the City’s Environment Strategy and Carbon Management Plan.
She has more than twelve years of stakeholder and change management, account as well as project management experience across government .
Her specialist area is Digital Communications with particular expertise within the youth space.
He is Director of Service Design at Capita, a FTSE 100 company that delivers large-scale multichannel services for private sector and public sector clients such as the BBC, the Ministry of Defence, O2 and Birmingham City Council. Prior to the Future Cities Demonstrator, Colin was responsible for Glasgow City Council’s ICT Strategy and established an enterprise architecture practice within the ACCESS Joint Venture to increase the alignment of business and IT.
In a career spanning 30 years Martin has operated nationally and internationally with organisations covering logistics, technology and finance.
Martin is a supporter of Social and Community Business and chairs Firstport Ltd, a start-up funding organisation for social enterprises. She supports the co-ordination of public, private and third sectors across Scotland so the third sector in particular can support people to make the most of digital technologies.
She previously worked as an energy advisor with local authorities and community groups for the Energy Savings Trust,  and more recently as an environmental consultant to SMEs and public sector organisations with the Green Business Partnership. Her current role is as a Key Account Manager within Resource Efficient Scotland’s Public Sector Programme of Support.
Colin has over 13 years' experience in Geographic Information Systems (GIS), including complex data analysis and modelling. Alex then became Head of London weather Centre where he lead a team of forecasters responsible for severe weather and road forecasts in the southeast of England, rail forecasts for the UK as well as overall monitoring of UK National TV and radio output. He is particularly focused on the business impact of emerging technologies like Social Computing, Mobile Devices and Cloud Computing. Along with responsibility for Digital Service Transformation for Scotland, Robbie is also responsible for GLOW – the national platform of web services that connects parents, students and teachers in the Scottish education system. So if you know any apps which improve a golf handicap or would like to discuss Digital in the public sector more generally, Robbie is contactable at The Scottish Government, Online Services Division. Independently, maintain and develop the existing and new customers, through appropriate propositions, ethical sales methods and relevant internal liaison, to optimize quality of service, business growth and customer satisfaction. Learn from the successes and failures of companies who are dealing with the new realities of earning the social license to operate. How will a true accounting for natural resource use affect the economy and corporate sustainability in the longterm? Can we capture carbon and turn it into something of significant societal and economic value?
New technologies, mineral production and refining processes, coupled with vastly improved management practices and regulation for mine wastes and water use, have significantly reduced the environmental impacts of large scale mining and have changed how the international mining sector is responding to demands for more environmentally sensitive processes and practices.

Highlighting the main building blocks central to effective corporate responsibility commitments and actions, this session will examine how these buildings blocks can be strengthened through a collective effort by business, government, investors, civil society and consumers. As a result, governments are actively encouraging, and increasingly institutionalizing, the practice.
To help better prepare for ongoing extreme weather events, this session will address two critical subjects. I collaborate with business units on diversity strategy; manage our Business Resource Affinity Networks, or BRANs, and conduct facilitated leading and learning on such topics as Intercultural competence and work style orientation. By accepting this as our journey, we would be consciously declaring that D&I is a continuous improvement process that must result in clear business outcomes that lead to organizational success.
Similarly, inclusion efforts are usually measured by whether or not this diverse mix of talent is acknowledged, valued and engaged in pursuit of business goals. Specifically, 28 employees have gained additional skills through RCC’s Advanced Manufacturing and maintenance apprenticeship programs which have allowed them to move into our Maintenance department to replace employees who have retired over the past three years.
Valuing Diversity, Practicing Inclusion explores the various diversity challenges that are affecting the business and links them to the organization’s existing diversity initiatives. These Networks have hosted or sponsored sessions such as the Asian Network of Campbell's (ANC) China 101 workshop and the Bridge Network's Generations program and the Women of Campbell and Pepperidge Farm (WoC) Leadership series. Campbell’s Administrative Professionals (CAPs) hosted the executive assistants of the World 50 organization to foster relationships to accelerate administrative assistant on the job performance, skills and competencies. Similar to other organizations; however, it is a constant challenge to prove the value of BRANs to middle-managers. It is proven that successfully initiated employee networks generate insights and often business development opportunities. So over the next 12 to 36 months, we are going to kick things up a notch by doing some things that are familiar, some others that are evolutionary, as well as some that are revolutionary. OPEN handed out a mix of V8 Fusion, Sparkling Fusion, V8 Energy, PF Goldfish, Cookies and Crackers and Swanson Flavor Boost varieties with Recipe cards.
It's a mouthful but it's meant to be expansive and a testament to the rich diversity of our organizational talent. Challenged to bring D&I education to our plants and to remote employees, we will launch a Diversity E-Learning Course.
She has provided advice and guidance to organisations such as Consumer Focus, Student Loans Company, YouthNet and the Citizens Advice Bureau. Before working with the public sector, Colin spent ten years working for a telecommunications company gaining valuable experience in network, operations centre and customer care architectures, and approaches to opening up services (such as service-oriented architecture, SOA) - experience that is now valuable within the context of smart cities. As CEO of Dixon's B2B operation Martin built up the largest Apple reseller business in the UK as well as developing a £100m public sector business. An experienced programme manager she has a background in developing and delivering large-scale social inclusion and change management programmes.
He also acts as executive sponsor for key customers and partners, helping them to maximise the business value they derive from the IBM Social Business solutions they deploy.Prior to his current role, Stuart has worked in Technical Sales, Business Transformation, Product Management, IT Architecture and Development teams in IBM and Lotus.
In addition, Robbie holds the position of Executive Director and Board Member at Visit Scotland.
What tools have been developed around ecosystem services to maintain the value of the earth’s natural capital? This session will explore the emerging technological and economic pathways – many pioneered in Canada – to turn industrial CO2 emissions into fuels, fertilizers, feeds, chemicals, plastics, building materials, and other valuable products.
How can R&D be applied in order to lower operational costs and also generate industry best practices? Learn more about this initiative from its pioneers, and see how this work could change how companies do businesses. Some 18,000 companies in the EU may soon be required to disclose sustainability information.
First, property and casualty insurers will profile the losses they are currently realizing due to extreme weather, and the actions that the sector believes must be addressed to sustain an insurable housing market.
I have also been acquainting myself with social media through Inclusion Innovates to share Campbell D&I efforts externally to build affinity in the marketplace. For example, our African American Network (CAAN) hosted presentations on "Multicultural Marketing to African Americans," that led to a spirited discussion on how to increase sales for a specific product segment. A diverse team means many more ideas, different perspectives and a continual cycle of innovation. This training will provide learning insights around inclusive behaviors that promote individual and team productivity.
Martin was part of the team that brought the 5 radio authorities together to create Ofcom and worked with the London Borough of Hackney on developing its infrastructure for the 2012 Olympics.
In June 2012, Brazil, Denmark, France, and Sweden declared theircommitment to a “report or explain” approach – requiring companies to disclose sustainability information, or else explain why they don’t. Second, industry and government leaders will recount their “real world” lessons with recent catastrophic floods, and share broadly applicable lessons that others should embrace to reduce vulnerability to extreme weather. ANC then sponsored an internal cooking competition using Campbell’s Chefs and ingredients where recipes were shared at the 33rd Annual Asian American and Pacific Islander Heritage Festival. As part of Managing the Campbell Way, our goal is to provide behavioral reflections to managers regarding work climates that improve manager quality. Our goal is to increasingly leverage the insights of BRAN members internally to spur innovation and to share their value with an increasingly diverse external marketplace. Martin is also a keen lecturer and academic and has written a number of papers covering areas as diverse as CSR and Emotional Intelligence in management development. Stuart has been involved in many industry bodies, including Guide Share Europe, EEMA and the IETF. Better manage your corporate risk and get ahead of the curve by finding out in this session how to be better prepared for governments and regulators that are increasingly mandating transparency and corporate sustainability reporting.
This means leveraging information from Equal Employment and Affirmative Action Programs and Employee Life-Cycle analysis with anecdotal and quantitative date to determine the how, what and why of decisions.

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