Our Sustainability Strategy & Policies 2019

1. To inspire organisations to reduce their impacts by being the leading authority in sustainable supply chains

How we will achieve this:

  • To be the foremost sustainable procurement and ISO 20400 experts recognised by our clients and wider industry.
  • The ongoing implementation of an Environmental Management System that complies with the requirements of ISO14001.
  • By attracting, developing and retaining the best professionally qualified staff to deliver the very best service to clients.

2. To be a low carbon business and achieve a year-on-year reduction in our carbon emissions

How we will achieve this:

Understand our carbon footprint and where our impacts are by understanding the following:

  • Office energy use
  • Employee travel by car, rail and aircraft
  • Courier transport for training and events
  • Delegate travel for training and events

3. To be a fair and inclusive employer

How we will achieve this:

  • Publish our executive pay gap data on our website annually
  • Publish gender pay gap data on our website annually
  • Publish our diversity profile
  • Conduct regular staff EDI training
  • Continue to develop sector leading EDI resources to improve and raise the EDI bar with clients and require our own people to use those resources

4. To uphold the highest standards of business ethics

How we will achieve this:

  • A fully signed up member of the Living Wage Foundation
  • A commitment to paying suppliers in 30 days, and not “paid when we’re paid”
  • A commitment of transparency to clients which includes:
    • Being transparent about time and costs from the outset of a project
    • Be transparent about our skills, competence and capacity to deliver projects to client satisfaction

5. To organise all of our events to the ISO20121 standard

How we will achieve this:

  • Use a balanced scorecard approach to select the most sustainable venue available with suitable facilities to host the events we offer
  • Continue to host events throughout the UK to minimise delegate travel
  • Undertake due diligence checks on venues and operators for sustainability risks and opportunities
  • Specify sustainable options for catering and associated services
  • Investigate potential for virtual events and collaboration with others to share space and potentially reduce impacts

6. To add value to the communities we work in

How we will achieve this:

Local Outlook 

  • An ongoing commitment to employ an apprentice. Explore opportunities to work with local colleges to encourage young people into the sector and explore opportunities to offer placements to graduates
  • Where possible supporting social enterprises
    • Measuring and increasing the number of social enterprises we engage with, through procuring services (such as events) or pro-bono work.
    • Ensuring sustainability built into procurement decisions
      • Demonstrated by our pension provider, event venue choices and office space provider.
  • Investigate the potential for the business to be registered as a social enterprise.
  • Investigate a mentoring programme with local colleges

Global Outreach

  • Dedicate 2.5% of our revenue to our not-for-profit social enterprise sister company to spread knowledge on sustainable procurement
  • Dedicate pro-bono time and support to our not-for-profit social enterprise sister company to spread knowledge on sustainable procurement
  • Inspire businesses to become more sustainable by developing knowledge and providing businesses with free sustainability learning resources
  • To continue to develop knowledge and provide free sustainability resources (such as the ISO 20400 website) to wider industry, primarily through our community interest company

 


Implementation Plan

The table below provides an outline of the responsibilities for implementing our Sustainability Strategy.  An overarching part of the implementation will be to publicise an annual Sustainability Update which includes the following key performance indicators:

  • Our Scope 1,2 and 3 carbon emissions;
  • % change of carbon emissions in the last 12 months;
  • Executive pay gap data (%);
  • Gender pay gap data (%);
  • % of suppliers paid within 30 days;
  • % of staff who are apprentices; and
  • Spend on CIC (£).

The document will be a short summary which displays the years performance versus the year before, with some explanatory text explaining how things have gone in the last 12 months and if targets have been met.

These reports are available below:

Action Sustainability Sustainability Policy – Implementation Plan

Gender Pay Gap Report- April 2019

 

These policies will be reviewed on an annual basis every April.

Ian Heptonstall

Director