Over the last five years our sustainability strategy has been based around two key principles:
Being a catalyst for change - using our skills, voice, and relationships to work with others and become “part of the solution” through activities that influence change in the marketplace, with clients and suppliers.
Doing the right thing - advancing an active agenda of sustainability initiatives which create value for our business and for our stakeholders. This includes acting in a way that upholds social and environmental standards.
To hold ourselves accountable over the years we’ve developed, assured and reported key performance indicators and targets for each of the four focus areas, using the same best practice standards that we recommend to our clients. Being transparent about our performance - both positive and negative - has been a key principle underpinning our strategy, and we’ve reported our progress each year in our Annual Report, our sustainability scorecard, and this website.
In 2017 we report on our five-year results against these targets, and and are very pleased with what we’ve achieved over that period - particularly against our targets to decouple our environmental impacts from our business growth, and the impacts of our community programmes.
We also report, for the fifth year, the estimated financial value of the economic, tax, social and environmental impacts that reflect the outputs of our business model, using our Total Impact Measurement & Management (TIMM) framework.
As a knowledge-based organisation we also feel we have a contribution to make by sharing our insights with clients and other stakeholders. One way we do this is through our ‘lessons learned’ documents and videos. You can find these, and the many policies that help us to embed sustainability in our business, in the case studies and downloads section of this website.
Our business, and the context we operate in, has changed considerably over the last five years accelerated by interdependent megatrends. In this context, and driven by our purpose, in 2017 we took stock of the sustainability issues that are front of mind for our stakeholders and refreshed our materiality matrix as a key input to a more ambitious Responsible Business framework - see below.
The framework focuses on eight key ways we feel we can make a positive societal impact through the work we do in our core operations, our supply chain and our community engagement activities. You can explore these outcomes below.
Our business and the context we operate in have changed a lot since we set our strategy for 2013 to 2017. So, we’ve refreshed our framework, and identified eight key ways in which we can make a positive impact for our business and society. Over the coming five years, from 2018 to 2022, we intend to drive these outcomes in a more integrated way, through our client work, our core operations, our supply chain and our community engagement. And, since they align to the Sustainable Development Goals that are the most relevant for our business, they should also help to tackle the important problems that governments around the world have prioritised.
Over the next year we’ll align our non-financial scorecard and reporting to this new Responsible Business framework.