Towards a better future

Transcription

1 Towards a better future

2 Outcomes 15 Goals 48 Targets by

3 Welcome to What can Interserve do to address the many urgent issues that affect our future, the future of those who work with and for us, and the communities in which we work and live? That is the question we asked ourselves when we began to redesign our approach to sustainability 18 months ago. We concluded that, with our large workforce, global reach and extensive range of activities, we are particularly well-placed to make a significant difference. We decided to be ambitious, to seek to take a leadership position and to tackle the issues that are most relevant to our people. The result is SustainAbilities. We have called our plan SustainAbilities because it reflects the abilities of our 50,000 people to deliver services and products in a way that has a measurable and beneficial impact on society and the environment, whilst delivering sustainable growth and profit to our shareholders. We also recognise that radical approaches and new thinking are required to tackle the pressing global environmental and social issues that we are facing. Not to succeed with all of our ambitions would be disappointing; not to try would be unforgiveable. We have a lot to be proud of, but we have more to do. For us, SustainAbilities is about taking a broad and joined-up view of the challenges we (and others) face. It is a way of managing risks, doing the right thing and realising opportunities. We are busy laying the foundations for achieving the goals in this plan. We ve got a fair way to go, but this plan describes how we intend to get there. We hope you ll join in the conversation and work with us to help achieve it. SustainAbilities brings together many of our excellent existing initiatives, policies and strategies, but it also introduces a number of significant new challenges and provides a clear direction for our future work as a Group. Some of the goals we ve set ourselves are bold and ambitious. We consider this to be a long journey, and whilst we don t yet know how all of the goals and targets will be achieved, we have the commitment and determination to find a way. Tim Haywood Group Finance Director and Head of Sustainability 3

4 Why SustainAbilities? Why now? SustainAbilities is Interserve s response to the mounting environmental issues, social challenges and economic pressures that are rapidly changing the business landscape and redefining what is required for companies to be successful. SustainAbilities is our action plan from now to 2020 and beyond. It is our way to manage risks and increase our opportunities for profitable growth. It is our strategy to put the issue of sustainability at the forefront of our decision making. And we are introducing it now, before it s too late. At Interserve We believe in what we do and live our values. We want to play an active part in the communities in which we operate. We use our skills to understand customers needs, and our ingenuity to satisfy them. We can make a difference through improving the skills and wellbeing of our people. We see the environmental necessity, and the financial common sense, of safeguarding natural resources. 4

5 Our vision is to redefine the future for people and places We feel SustainAbilities goes beyond conventional thinking on how to do sustainability and makes a considerable effort to measure Interserve s contribution. We will measure this, not only in terms of financial capital, but also in terms of three other forms of capital value: social capital the value of people and communities; natural capital the value of the contribution of nature; and knowledge capital the value of know-how and learning. As you read this document you ll also recognise our determination to enhance our substantial positive impact through facilitating collaboration between business and society. Our activities will be focused on achieving five key outcomes set out in this document. These outcomes mean that: our buildings, and the services we deliver, will both meet users' expectations and benefit wider communities; there will be increased opportunities for learning, innovation and sharing experiences; we will consider environmental impacts and opportunities; and deliver growth, efficient operations and new employment opportunities. We expect that, no matter what Interserve does, whether providing a hot meal or building a school, sustainability will be a central element. 5

6 The Interserve journey : First Environment & the Community section in the Annual Report : Environmental initiatives underway. Support Services win PFM Partnership Award for introducing web-based EMS on government estate; ISO certified EMS in widespread operation across group. 2008: Corporate Sustainability Strategy, RENEWABLES launched, receiving BCE Environmental Leadership Award and CoreNet Sustainability Award. 2007: Public commitment to focusing on skills and supporting employees demonstrated, as one of four companies signing the government s Skills Pledge : Leading practice in sustainable procurement demonstrated; assessed at Level 5 against flexible framework and Gold Level against BS8903 sustainable procurement guidance. 2011: Interserve s 1.5 million Passivhaus office opens, winning multiple awards including Green Apple Environment Award and RICS award for Design and Innovation. First Passivhaus school built : Focus on learning & development recognised with a number of awards including PFM Partners for Skills Development for work with Asset Skills and RICS to develop employee career pathways, BIFM Learning and Development Award and Education Investors Local Education Partnership of the Year award for Sandwell Building Schools for the Future. 2012: Interserve Employee Foundation launched with ultimate aim of improving the quality of life and life chances of people in and around communities where we operate. 2012: Ongoing commitment to leading practice in sustainable design and management demonstrated by undertaking first government BIM project for HM Young Offenders Institute Cookham Wood. Site Services move into new 2 million waste recycling facility. 2013: SustainAbilities plan launched. 2013: Joined IIRC (International Integrated Reporting Council) Pilot Programme to contribute to progress on communicating more coherent, value-relevant information to investors and stakeholders

7 Four capitals SustainAbilities is built around the more intelligent use of capital, defined in the widest sense. We will seek to measure our outcomes, not only in traditional financial terms, but more holistically using four capitals that capture the wider impact of our activities. How we use (and create) natural, social and knowledge capital, as well as how we manage and grow our financial capital will determine how, and whether, we achieve the outcomes we have set out. We intend to report on these through developing a Capitals Scorecard. We are working with a number of partners to develop this and move forward the debate over the next five years. Our four capitals are: Naturalcapital The stock of natural resources that enable the Earth and everyone on it to exist from drinking water to breathable air, to sources of energy and raw materials. We have a significant impact and dependence on these resources and we are committed to taking action to protect them. Socialcapital This is the stock of social connections, benefits, roles and networks that enable societies to function and thrive. It includes employment opportunities, trust, a sense of place, and employee and community health and wellbeing. Knowledgecapital This is the stock of skills, know-how and experience possessed by society and organisations. We recognise the importance of helping to nurture talent, enable innovation, support our employees and encourage stakeholders to work collaboratively towards a more sustainable and resilient world. Financialcapital By taking steps to protect and enhance natural, social and knowledge capital, we will improve our ability to manage financial capital in ways that will generate more profitable business and growth. By seeing our business through the lens of sustainability, we can better manage risk and costs. 7

8 Outcomes Interserve is involved with all life stages of the provision of buildings and infrastructure, from design to construction, operation, end-of-life and re-use. We provide physical assets and support for the activities carried out in them and we take care of often big, technical and out of sight social and environmental challenges. The 5 outcomes that we aim to achieve through our SustainAbilities strategy reflect the way we work and what we do. By making progress towards these outcomes, Interserve will become a more competitive and stronger organisation, one that is more aligned with the needs of our customers and one that delivers what society needs. We will seek to: Create places that benefit people 1 Deliver public service in the public interest 2 Build more skills and more opportunities 3 Generate a positive environmental impact 4 Achieve sustainable growth 5 8

9 Goals Our 15 goals specify the actions we will take to achieve our 5 outcomes. Working towards these will provide the momentum for real change. The aim of this plan is to embed positive sustainability practice and behaviour for the long term, with clear starting points and mechanisms for integration across the business. By defining short and medium term tactical targets we can measure where we are, establish what resources we need, develop internal processes, share lessons learned and report progress against milestones to drive improved performance. The 48 targets, phased between 2014 and 2020, have been set with the input of each of our business units. More detailed action plans and milestones for tracking progress sit behind these throughout the business. The ultimate success of the plan will not necessarily be when we have achieved all of these targets, but when we have transformed our thinking: when our business plan and our SustainAbilities plan are one and the same thing; when everything we do is truly sustainable; and ultimately, when the same can be said for our supply chain and our customer base. Our goals are to: 1 Go above and beyond in communities where we work 2 Embrace and promote wellbeing 3 Uphold the highest ethical standards 4 Act with transparency 5 Offer clients sustainability as standard 6 Inspire future professionals 7 Create a culture of innovation 8 Protect the natural environment 9 Conserve and replenish water 10 Halve carbon emissions 11 Make waste a thing of the past 12 Buy sustainable products and services 13 Improve clients energy security 14 Adapt and respond to environmental change 15 Value more than just money 9

10 The SustainAbilities route map charts our Places that benefit people Go above and beyond in communities where we work Introduce local employment whenever beneficial to the c Embrace and promote wellbeing Offer healthier mea HOSPITAL Uphold the highest ethical standards Apply a new sustainable proc strategy to five major suppli EMERGENCY Public service in the public interest Act with transparency Offer clients sustainability as standard Identify the sustainability value add in our client w Inspire future professionals Provide 1,000 school placements every year SCHOOL More skills, more opportunities Create a culture of innovation Protect the natural environment Sustainability targets inclu in our managers appraisal Use only sustainable forest products Conserve and replenish water Halve carbon emissions Positive environmental impact Make waste a thing of the past Increase reuse of construction waste by 15% Buy sustainable products and services Know our main indirect energy impacts Improve clients energy security Sustainable growth Adapt and respond to environmental change HEAD OFFICE Value more than just money 10

11 ded s journey through to 2020 BY 2014 BY 2016 BY 2018 BY 2020 targets ommunity Achieve the Business in the Community (BITC) Community Mark or equivalent Achieve a level of 15% of employees donating time to benefit local communities Enable projects to be jointly-owned, managed or operated with community groups Invest 3% of pre-tax profit into local communities l choices Achieve top Considerate Constructor scores Reduce voluntary employee turnover to under 10% Introduce wellbeing key performance indicators to our contracts urement ers Double the opportunities for those in disadvantaged groups Apply the sustainable procurement strategy to half of our suppliers Have boards that better reflect the diversity of our business Apply the sustainable procurement strategy to all our suppliers Achieve Investors in Diversity or equivalent Opportunities for disadvantaged groups, each year, will have doubled All our public sector work offers open book accounting ork Promote sustainable alternatives to requested products Double the number of apprenticeships, traineeships and graduate training opportunities Develop 3 partnerships dedicated to innovation in sustainability 50% of forest products we use will be certified sustainable 20% cut in use of water Assess and act on our clients vulnerability to water scarcity Reduce emissions from business travel by 30% Reduce emissions from energy use at construction sites by 30% Halve our absolute carbon emissions Reduce construction waste by 25% Reduce office waste by 50% Implement our first closed-loop system Introduce closed-loop systems along our value chain Reduce our main indirect energy impacts by 15% Comply with best practice procurement standards 75% traceability of construction materials Comply with all relevant independent standards Recycled content in materials up by 50% Introduce renewable energy generation at construction sites At least 10 co-designed energy security projects underway Apply risk assessments on resilience to environmental change Commit to sustainable drainage Develop a full suite of resilience targets Report on our '4 capitals' for half of our work Work with our largest suppliers to report against the '4 capitals' BY 2014 BY 2016 BY 2018 BY

12 2 Places that benefit people 1 The vision Create places and deliver services that enhance people s lives, that can be valued, that contribute to individuals wellbeing and that are designed and built for the future. Goals and targets 1 Go above and beyond in communities where we work Introduce local employment targets whenever beneficial to the community This means we will design places that are fit for the future that are resilient to the effects of climate change and high energy costs, and that respond to the changing demands of modern society. The action We will shape places so that they enhance health and wellbeing, through design that builds a sense of community, respects the environment and includes local suppliers. 2 Achieve the Business in the Community (BITC) Community Mark or equivalent Achieve a level of 15% of employees donating time to benefit local communities Enable projects to be jointlyowned, managed or operated with community groups Invest 3% of pre-tax profit into local communities Embrace and promote wellbeing Offer healthier meal choices Achieve top Considerate Constructor scores Reduce voluntary employee turnover to under 10% Introduce wellbeing key performance indicators to our contracts Key: Outcome Goal By 2014 By 2016 By 2018 By

13 Public service in the public interest The vision Set ourselves apart by delivering services that benefit people and demonstrating the value our employees play in society. As the role of government changes, Interserve will increasingly support front-line public agencies and the third sector, as well as delivering public services directly. The action There are many ways Interserve can make a positive impact through the food we offer hospital patients, the training we provide for our staff and the way we value all people, including those working in the most routine roles. We will also use our voice to promote issues such as diversity. Goals and targets 3 4 Uphold the highest ethical standards Apply a new sustainable procurement strategy to five major suppliers Double the opportunities for those in disadvantaged groups Apply the sustainable procurement strategy to half of our suppliers Have boards that better reflect the diversity of our business Apply the sustainable procurement strategy to all our suppliers Achieve Investors in Diversity or equivalent Opportunities for disadvantaged groups, each year, will have doubled Act with transparency All our public sector work offers open book accounting 4 Key: 3 Outcome Goal By 2014 By 2016 By 2018 By

14 More skills, more opportunities The vision Build the skills of employees and stakeholders by sharing knowhow, providing opportunities for self-improvement and making a positive and productive contribution to society. Building and maintaining the skills of our employees and stakeholders is vital for all aspects of what we seek to achieve. Developing skills and sharing learning will increase our capabilities, enhance relationships and generate wider benefits by adding to society s collective pool of capacity and knowledge. The action By creating employment, apprenticeships, career pathways and learning opportunities we will make a contribution towards resolving some of society s most pressing challenges for example, youth and long-term unemployment and rehabilitation. Goals and targets 5 Offer clients sustainability as standard Identify the sustainability value add in our client work Promote sustainable alternatives to requested products 6 Inspire future professionals Provide 1,000 school placements every year Double the number of apprenticeships, traineeships and graduate training opportunities Develop 3 partnerships dedicated to innovation in sustainability Create a culture of innovation Sustainability targets included in our managers appraisals 5 Key: Outcome Goal By 2014 By 2016 By 2018 By

15 Goals and targets 8 Protect the natural environment Use only sustainable forest products 50% of forest products we use will be certified sustainable Positive environmental impact 9 10 Conserve and replenish water 20% cut in use of water Assess and act on our clients vulnerability to water scarcity Halve carbon emissions Reduce emissions from business travel by 30% The vision We will move beyond compliance towards making a positive and restorative contribution to the environment through every project. Environmental challenges are increasingly pressing and it is no longer sufficient simply to comply with regulations or deliver on narrow and modest targets. Overall emissions of greenhouse gases need to be drastically cut and quickly. Urgent action is also required in order to protect biodiversity. The action We are committed to lifting our ambitions, and to striving to use natural resources more efficiently. New ideas are emerging on how best to do this and we will be a leader in putting these into practice. 11 Reduce emissions from energy use at construction sites by 30% Halve our absolute carbon emissions Make waste a thing of the past Increase reuse of construction waste by 15% Reduce construction waste by 25% Reduce office waste by 50% Implement our first closed-loop system Key: Introduce closed-loop systems along our value chain Outcome Goal By 2014 By 2016 By 2018 By

16 12 13 Goals and targets Buy sustainable products and services Know our main indirect energy impacts Reduce our main indirect energy impacts by 15% Comply with best practice procurement standards 75% traceability of construction materials Comply with all relevant independent standards Recycled content in materials up by 50% Sustainable growth 13 Improve clients energy security Introduce renewable energy generation at construction sites The vision The action At least 10 co-designed energy security projects underway Building a profitable business that takes into account the true costs of business and delivers sustained value for all. In our fast-changing world it is no longer possible to focus only on financial values as we seek to grow. It is now necessary to build a broader platform to measure performance, that recognises wider considerations alongside the more familiar measures of profit growth and financial success. We will pioneer the use of new tools to assess our wider impact on the world, adjusting our strategies to accommodate a wider range of non-financial measures. By taking a wider approach that delivers sustainable growth, Interserve can create more value for all of our stakeholders, including investors Adapt and respond to environmental change Apply risk assessments on resilience to environmental change Commit to sustainable drainage Develop a full suite of resilience targets Value more than just money Report on our 4 capitals for half of our work Work with our largest suppliers to report against the 4 capitals Key: Outcome Goal By 2014 By 2016 By 2018 By

17 How are we doing? We re working hard to put our plan into action Measurement and reporting As the plan progresses we will report against our goals. We are currently working towards being able to generate a full baseline year for 2013 and to report against our stated goals and targets in Our performance against metrics we have tracked since the early days of our journey can be found in the 2012 Annual Report. We have joined the IIRC (International Integrated Reporting Council) Pilot Programme alongside over 80 leading businesses to test the principles, content and practical application of Integrated Reporting. International approach We are adopting a flexible approach to enable the plan to take into account local factors such as differences in legislation and regulation, market conditions and available skills to ensure the targets are appropriate in different markets. Not all of our operations will initially contribute equally to achieving our global targets. We are working closely with our international business to provide the support and capacity to set targets and implement action plans with the aim to narrow any gaps over time. 17

18 To discover more about SustainAbilities At the heart of SustainAbilities are people our employees, the people we serve, the wider community and the world in which we live. Our stakeholders are central to our outcomes and we want to work with you to successfully achieve them. We hope you will engage with us on our journey and follow our progress. From dipping into the website, following our blog or joining in the debate, you can help us build a more positive future. Watch us We have launched the SustainAbilities Hub to share our latest blogs, case studies and video content. Blog: sustainabilities.interserve.com/blog Join us SustainAbilities is about working together to address challenges and find new solutions. We hope you ll be involved and will engage with us on our journey. Talk to us Your comments and feedback on what we are doing are welcome. Contact us directly, or via social media. talk.sustainabilities@interserve.com Blog: sustainabilities.interserve.com/blog LinkedIn: 18

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20 Interserve Plc Interserve House Ruscombe Park Twyford Reading RG10 9JU T: +44 (0) E: This brochure is printed on 100% recycled paper and using environmentally friendly vegetable-based inks.