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PLANNING - tactical planning - P5
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Key Questions
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‘What do we need to do to achieve our vision and deliver our strategies?’
‘How do we get to where we want to go?’
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Alignment with principles
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Organisations should ensure that:
| Their tactical plans are aligned with the organisation’s vision and mission for sustainable development and any other operating principles they have adopted. |
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When
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Prior to executing the implementation programme and throughout the implementation process.
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Who
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Project Champions, Board Members and Senior Management Team.
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Implementation project plan
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Key activities
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| Developing or consolidating the implementation project plan |
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Suggested resources
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Outcomes & outputs
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Revised implementation project plan, (originally produced in P1) with agreed milestones and resources |
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Tactical plans
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Key activities
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| Developing tactical plans that underpin strategic planning, significant actions, impacts and outcomes and the short-term delivery of the organisation's vision, mission and operating principles |
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Outcomes & outputs
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Tactical plans |
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Supply chain management approach
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Key activities
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| Agreeing the supply chain management approach, including partnership, training, performance targets and indicators, knowledge management and prioritisation approach (e.g. spend profile analysis, criticality or risk-based approach or focus on tier 1 suppliers, etc.) |
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Suggested resources
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Outcomes & outputs
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| Agreed supply chain management approach, including consideration of supplier/service provider performance evaluation, knowledge management approach, use of contractual requirements to address sustainability impacts embedded in the supply chain, etc. |
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Business management systems
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Key activities
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| Agreeing organisational business management systems (including those for knowledge management) |
| Integrating business management systems to facilitate informed decision-making and a balanced approach to capital enhancement (as appropriate and required). |
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Suggested resources
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Outcomes & outputs
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| Agreement on business management systems to be used and systems integration strategy and plans (as required) |
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Performance indicators and scorecard
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Key activities
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| Agreeing organisational objectives, targets and performance indicators and measures. |
| Incorporating performance indicators into SIGMA Sustainability Scorecard or similar balanced scorecard approach. |
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Suggested resources
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| ISO 14031 - Environment management - Environmental performance evaluation - Guidelines www.bsi-global.com |
| ISO TR 14032 - Environment management - Environmental performance evaluation - Case Studies www.bsi-global.com |
| 'Sustainability Reporting Guidelines' Global Reporting Initiative (August 2002) www.globalreporting.org |
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Outcomes & outputs
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Agreed organisational objectives, targets (short, medium and long-term) and performance indicators and measures (management, operational and external condition indicators), along with an identified list of personnel responsible for monitoring and recording progress against them |
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Monitoring and review process
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Key activities
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| · Developing initial monitoring and review process to measure progress against vision, strategies, etc.Developing initial monitoring and review process to measure progress against vision, strategies, etc. |
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Suggested resources
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Outcomes & outputs
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Initial monitoring and review process. |
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Key Issues
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Useful documents:
| Agreed strategic plans and supporting documentation |
| Existing and historical tactical plans and supporting documentation |
| Initial performance review report/compliance report/actions, impacts and outcomes report |
| Information on existing management programmes |
Real world tips:
| At this stage implementing organisations will need to review the skills, knowledge and competencies of the implementation team and compare them to the requirements raised by the Performance Review and subsequent action plans and reports |
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When the team has been finalised, it should identify:
| - | Implementation (project) plan (including project resources, milestones and dependencies) |
| - | Objectives and targets (including areas of further research) |
| - | Performance indicators and quantitative and qualitative measures (see suggested reporting measures within the GRI Sustainability Reporting Guidelines) |
| - | Areas of plan requiring cost-benefit analysis |
| - | Prioritisation of management programmes |
| - | Roll out process to departments, business units, countries, etc. |
| - | Ongoing stakeholder engagement process |
| - | Appropriate policy statements |
| - | Initial monitoring and review process, including assignment of roles and responsibilities |
| - | Final report structures and timeframes. |
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