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8/9/2019 Shaping our Business Strategies Towards a Sustainable Future
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ShapingourBusinessStrategies
TowardsaSustainableFuture2009-2010 Company SuStainabilit
yRepoRt
next
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CHOW:HILL 2010 COMPANY SUSTAINABILITY REPORT
Keytoiteractve
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Whatis aCSR?CorporateSocial Responsibility(CSR) is knownundernumerousothertitles suchas sustainability reports,social responsibility
reports, corporate responsibility,corporate citizenship,responsiblebusiness, sustainableresponsible business (SRB)andcorporate socialperormance.
Broadly, the intent othese documents is todescribe,evaluateandexplain theimpacts,both positiveandnegative, oa companysactivities andto set out uture perormance targets.
WereertoChow:Hillsreportas ourCompany Sustainability Report - ShapingourBusiness TowardsaSustainable Future.
Whereas othermediareportinternally onouroperating and
fnancialperormance, ourCSR details orinternal andexternalStakeholders ourperormanceagainstspecifc economic (Prosperity),environmental (Planet), and sociocultural (People) goals.Specifcally orChow:Hill, too, it reports also on therolesustainability playsinourlongerterm strategic direction(Aspiration).
ValidationThis, our frst Company Sustainability Report,has been guidedby2008 participationin theSustainable Business NetworksGet SustainableChallenge.Thisprocess involved an initialevaluation oChow:Hills baseline o perormanceandwill berepeatedin2010asa validation oourreportedperormancewithinthis document. Chow:Hill is considering the participationoanalternativethird-party
validation sourcein uture years.
ReortingperiodInthis CSRwe have documentedour activities between1 April 2009 to 31March2010.
Welcome
BACk
NExT
Inside our report:
Message to Stakeholders 3
Our Business, Our People 4
Stakeholders 5
Stakeholder Engagement 8Decision Making 9
Priorities 10
Performance 11
Key Performance Indicators 13
CO2 Footprint 15
Stories 16
OUR BUSINESS, OUR PEOPLEmessage to stakeholders StakeholderS Decision Making Priorities performance key performance indicators cO2 fOOtprint stories
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CHOW:HILL 2010 COMPANY SUSTAINABILITY REPORT
Weareatheart
adesignorganisat
ion.
Cntext and purse-
ourpursuit fabetterWrld
We areat heart a designorganisation.Wework alongsideour
clients in realisation o theirdreams and projects, anywhere
within the built environment. Outcomesinvolve not only
physical changebut transitions inoperational, social andcultu
ral
paradigms. Increasingly, as Chow:Hill developsover time as an
ideas organisation, weimaginea rolein developing solutions
whichmay not have aphysicalcomponent atall, andwehave
experience o this emergingnow.
Thisactivity will always remainin the real worldo a highly
competitive andincreasinglytechnical and litigious industry, o
ne
which experiences client sector andregional dierences, regio
nal
andnational political infuences andthe critical infuenceso
global economic trends, not theleastowhich has beenthe
unsparing current economic recession. Interestingly,when we
cross industry boundaries weoten ndincredible optimism an
d
a willingness toshare ideas, collaborateandinnovateand itis
this
energywe wish to harness.
We have takenan optimistic position withregard to this and,
in anevolutionary ashion, havecommitted to establishing a
vision, a strategy anda serieso programmes tobecomea tru
ly
sustainable organisationwithina ve-year time rame. Not
limited bythe themes oPlanet,PeopleandProsperity, we ha
ve
addeda ourth strandtoourdrivetowards sustainability and
wecall thisAspiration anattitudetowards innovationand
dierentiation.
BACk
NExT
Our Business, Our People
operatinsandReprtbundaryChow:Hill ArchitectsLimitedis aprivatelyownedlimitedliabilityNew Zealand company.Thecompanyhas seven
shareholder-directors: Chien Chow, Richard Hill, AnthonyFlannery,DarrylCarey,Mauricekiely, Simon Woodall and BrianSquair.
ChienandRichard establishedourcompanyin1992.We havegrown consistentlyandpresently have acombinedstaoseventy withinthreeofces inAucland, Hamilton and Taurangalocatedinthemid-upperNorthIsland.WeworwithclientsthroughoutNew Zealandandonoccasion, internationally.
The proessional servicesweoerincludeStrategicDesign,UrbanDesign, Landscape Architecture, Architecture,InteriorDesignandDesignManagementramedwithinthe propositionoTotalDesign.
Our2009-2010CSRdescribesouractivitiesundertaenbythesethreeofces.
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OUR BUSINESS, OUR PEOPLE
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Images o our staeholders (BD to source)
Stakeholders
CHOW:HILL2010 COMPANY SUSTAINABILITY REPORTBACk
NExT
or cs include government sectoreducation, health, housing and justice
representatives; territorial authorities; commercial
investors and developers; private residentialcommunities; cultural, entertainment and other
public institutions.
Our clients have an epectation we will understand
their business and their needs, to have the necessary
sills and eperience or their unique projects and
leadership ability in guiding them through the
processes o change. We meet regularly with our
clients, in recent years we have communicated with
clients through and electronic e-news bulletin and
have held various client-ocussed social events.
Potential clients also view the content o our web-
site.
Our most signicant engagement in 2009 was our
interviews with a cross section o clients to better
understand their perception o our perormance and
we are continuing with this programme in 2010.
or Our team o 60, 36 o whomare based in Auckland, 16 in Hamilton and 8
in Tauranga, is represented by nearly twenty
nationalities, a third o whom are women and twothirds men, and are aged between 26 and 64.
Our people have an epectation they will be
involved in meaningul and rewarding wor, will
enjoy collaborative and communicative woring
relationships, and have opportunities or proessional
responsibility and leadership. They also wish to have
regular and open communication and consultation
on company matters. Our responsibility as employers
has in turn been to consider their proessional
and personal needs and we have encapsulated
this in ourEmployment Lie Cycle Programme.
Communication with our people occurs through
oce meetings and orums, worshops, SMART
communications via e-mail, communiqus such as
our i-news and SEED, our quarterly publication on
sustainability matters. While the spectrum is broad it
not as consistent nor as timely as we would lie it be.
The three most signicant events in 2009 were
ourSta Engagement Survey, company-wide
participation in a review o our perormance appraisal
system Inspiring Ecellence and participation o a
large cross-section o sta in our Strategic Planning
Re-Framing Worshop.
People
Clients
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StakeholderS
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Stakeholders
or css and colleagues includestructural and civil engineers, planners, project
managers, cost managers, acousticians, fre
engineers, artists, cultural advisors and otherspecialists.
Consultants and colleagues loo to Chow:Hill or
opportunities to wor together in ways that will
support their own businesses and urther their
aspirations. This applies to ourselves also. They
are curious about our organisation and see to
understand us.
Communication with them operates on a number o
levels, rom the ormal to the inormal. It can be both
relationship-based or opportunity-based, depending
on the closeness o eisting relationships to our
people or the specic sills required or any particular
project. Within this, relationships are not necessarily
company-based but are oten person-to person.
A signicant advance has been the development o
client-care plans which include a broadening pattern
o regular communications to include consultants.
BACk
CHOW:HILL2010 COMPANY SUSTAINABILITY REPORT
or shrhdrs are Chien Chow, RichardHill (Board Chair) and Brian Squair living in
Hamilton and Simon Woodall, Darryl Carey,
Anthony Flannery (Managing Director) and MauriceKiely living in Auckland.
Our shareholders share the aspirations o our people
within the contet o moving the company orward
at operational and strategic levels. This higher level
activity and responsibility demands we communicate
eectively with all other staeholders.
Up until the end o the 2009-2010 nancial period
Shareholder-Directors ormally met monthly in a
dual governance-management role. In the 2010
period onwards these roles will be split into quarterly
shareholder meetings and bimonthly Practice
Steering Group (PSG) management meetings. Out
o these meetings communication plans and actions
have evolved.
The shareholders have been involved in all the events
described or our clients and sta and in commencing
the drating o our net Strategic Plan and its
communication to other staeholders in the new year.
NExT
S
uppliers
Consultants
Shareholders
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StakeholderS
auranga Suppliers...Catering: Spring St Cae; Printing: Copy Corner,
Paper(Plotter), Aarque Graphics; Stationery:
Ofcemax; Florist: Marg Amor Florist, PassionFlower Florists; Computer Lease: Allleasing; Car
Lease: Honda Lease; Rental cars: Hertz; Groceries:
City Markets, Havana Coee, The Mill; Cleaning:
Asset Cleaners; Couriers: NZ Couriers; Poste Haste;
Paper Collection: Allbrite; Rubbish Collection:
Asset Cleaners; Printer Toners: Elite; Rubbish Bags:
Asset Cleaners; Hotels: Kingsview; Electricity: Trust
Power; Mobile Phones: Vodaone; Phone & Internet:
Telstraclear; IT: Pat Paiti, Stephen Woolerton,
Graphisot, IPFX (telephone system); Website: Hart
Design; Mail: NZ Post; Safety Training: Site Sae, St
ohns
Auckland
Our suppliers provide us with both thenecessary goods and services to supply our own
professional services operation and the information
on products, services and systems incorporated inour project design work. Our professional institutes
and others supply us with training opportunities,
conferences and general support services.
Our suppliers want to do business to business and
the pursuit o this is primarily through relationships
with our commercial team and specifers in our
design teams. Suppliers expect to have access to our
people.
Communication with our suppliers is mostly through
Proessional Development programmes on or o-site,
meetings, product presentations and seminars, or
via our web-site. Communication rom proessional
bodies is more likely to be one-way rom them to
Chow:Hill.
2009 saw our participation in a greater depth o
client-centric training or our senior sta in our
Winning Work programme and in Communication
through The Eect. It was also the year in which a
major product suppliers contract was negotiated on
terms that included their environmental perormance
and this is eatured on ourStories page.
Hamilton Tauranga
8/9/2019 Shaping our Business Strategies Towards a Sustainable Future
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7
Stakeholders
BACk
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or wrd... is the greater part o New Zealandand the remainder o the planet!
Its our belie those beyond our immediatecommunity are seeing opportunities to engage with
lie-minded organisations and we enjoy dialogue
with a number o proessionals nationally and
internationally in a common pursuit o nowledge
and uture collaborations.
We attend conerences to urther this pursuit and in
the past have toured reerence sites and visited with
contacts in Australia and the United States. Early
April will see a visit to the latter by our strategic
design team.
Through the eamples o our project wor, the
reputation o our people and our promotion o
sustainability evidenced through our Company
Sustainability Report we see a broader infuence.
or cyis the local, city and regionalenvironments o our three ofces in Newmarket-
Auckland, Hamilton-Waikato and Tauranga-Bay
o Plenty.
Our Communities loo or support through the
paid project wor we do, through donations and
community wor. Indirectly we support our business
communities through the transactions we mae with
them rom cleaning services to the lunches we buy
every day. Communication with our communities is
oten event-based or through day-to-day business
and personal connections.
Community Day is a concept we introduced
three years ago where we oer our sta a paid
day away rom their oce to participate in a
community-support activity o their choosing. One
such connection has been with Newmarket Primary
School and their EnviroSchools programme. Other
commitments this year have inhibited the uptae
on this programme and we will be epecting to
encourage and reinorce greater participation in the
coming year. In Aucland in March we collaborated
with two local galleries in a shared ehibition o
recent wors or our respective clients and customers,
with a view to supporting and sustaining each others
business in a local contet.
Com
munity
World
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StakeholderS
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CHOW:HILL2010 COMPANY SUSTAINABILITY REPORT
OurclientsareloyaltoChow:Hillandwantto
retaintheir relationshipwith us;
wouldclearlyvalueandappreciate closercollab
orativeworkingrelationships;preer
consistencyinthecompositionotheteamsth
eydealwith;weneedtounderstand
theindividualneedsoeacho
theirbusinesses;weneedto payattentiontod
etail as
wellasunderstandthebigissues;they, aswe do,liketoworkwithpeop
letheylike;
theylovecreativityanddelightingreatprojec
toutcomes.
Theresponsestoover50questionsin our sta
engagementsurveydisplaysignifcant
variabilityinengagementorindividualsacross
multipleindicatorsandvariances in
scores betweenpeergroupswithinofces,and
betweenourthreeofces.These
rangeacrossleadership,communicationcultur
e,opportunity,careerdevelopment,
recognition, reward,teamworkandwork-lieb
alance.
How will thisinfuenceourCSRanduturep
rogrammes?
Forourclients,itsuggests agreateremphasis
inourPersonal and Proessional
Developmentprogramme intheareas orelati
onships,communication,design quality
andcollaborationandpotentiallyouruturerecruitmentp
riorities.Withoursta,we
will beocusingonclarityocompanypurpos
e andcommunication,engagement
oseniorpeoplewithteammembersinall area
so work,collaborativeprocesses,
personalrecognitionandindividual developme
nt, improved design outcomesanda
cultureocollectiveresponsibility.
StakeholderEngagement
BACk NExT
Clients
Staf
OUR BUSINESS, OUR PEOPLEmessage to stakeholders StakeholderS Decision Making Priorities performance key performance indicators cO2 fOOtprint stories
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StakeholderS
Iscommunication
in thisorganisation
open and
honest ?
Areyouable
tomaintaina
goodworklife
balance?
Whatsthe
onethingthat
makesChow:Hill
agreatplace
to
work?
WhatstheonethingthatneedstochangetomakeChow:Hillagreatplacetowork?
8/9/2019 Shaping our Business Strategies Towards a Sustainable Future
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9Decision Making
RssyAt Board level, ourDirector Maurice Kiely taes overall responsibility or development o oursustainability vision and with Aucland-based Associate Bridgit Diprose leads a small team in strategyand implementation. While policy is discussed and approved at Board meetings, strategy and implementationis acilitated in a two way - top-down/bottom-up approach where we encourage the ideas, energy and inputo our people. Through two primary publications, internally via our SEED quarterly and now eternally andinternally via this CSR we hope to widen our audience networ. Our challenge is to illustrate or our peoplea clear, simple picture o this vision and strategy, to be able to map and communicate our progress in a waywhich is inspirational, motivational, and encouraging o greater meaningul participation.
PRACTICE STEERINGGROUP (PSG)
Directors and
selected others
PERFORMANCE MANAGER(AUCKLAND) PERFORMANCE MANAGER(HAMILTON) PERFORMANCE MANAGER(TAURANGA)
Design Teams Commercial Team
Design Teams Commercial Team
Design Teams Commercial Team
SUSTAINABILITY
POLICY
SUSTAINABILITY
STRATEGY
SUSTAINABILITYIMPLEMENTATION
SUSTAINABILITY
IMPLEMENTATION
COMMUNICATION
STAKEHOLDERS
STAKEHOLDERS
STAKEHOLDERS
STAKEHOLDERS
C
OMMUNICATION
DecisionMakingCommunicationNot all people are alie - we employ a variety
o means and styles o communication to meet
the needs o our staeholders...
BACk CHOW:HILL2010 COMPANY SUSTAINABILITY REPORT
SupportSimplicity
Creativity
or Vs
Respect
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BOARD OF
SHAREHOLDERS
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SettingoourprioritiesacrosstheProspe
rity-Planet-People-
Aspirationdimensionsoourbusinesshas
beendrivenbyinternal
strategicprioritiesandexternal
exigenciesbroughtaboutbythe
globalrecession.Importantly,thestructuringotheseprioritieshas
beenwithintherameworotheGlobalR
eportingInitiative(GRI
Guidelines)andurtherinfuencedbythe
earlierassessmentoour
baselinepositionbytheSustainableBusin
essNetwors(SBN)Get
SustainableChallengeprogramme.
Oursignicantissueslieinthatpartoth
espectrumwhereour
ocusisnotsomuchondoinglessharm
butindoingmore
good-whileremainingaviablebusiness!
Thisocusispowered
bytheaspirationaldriveoourboardand
sta,andthedesireo
ourclients.
Duringthisperiod,theoneareawehavegivenlessatte
ntionto
istheintroductionomajorprogrammesin
reductionoueland
energyconsumption.Weveconcentratedi
nsteadonbuildingbase-
linedataacrosstheorganisationorthesea
ndotherenvironmental
indicators,withsomeinitialperormanceim
provementinwaste
reductionandtheintroductionoecoo
ceconsumables.
Priorities
High-theseareourmostmaterial issues and youcanreadabouttheseon ourPerformancepage.
Medium these containsome oourless materialissues andyoucanfndthem reported on ourKeyPerformance Indicatorspages.Lowthesecontainmaterial issuesonlycommentedonin theullScheduleofIndicators
indcators
our focusis not so much on doing lessharm but indoing more good
CHOW:HILL2010 COMPANY SUSTAINABILITY REPORTBACk NExT
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Priorities
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CHOW:HILL2010 COMPANY SUSTAINABILITY REPORT NExTBACk
Performance
These are thematerial issues which have taken priorityorChow:Hill over the past twelve months and the table describes which
stakeholders have been aected andhow weve perormed.
esshg lrg Cyprrc 09-10One o the 5 propositions coming rom our 2009 Strategic Planningworshop was the development o a learning community, bringingtogether sta and staeholders in learning programmes. Eempliying thisengagement was the seminar by Carin Wilson, consultant Cultural Advisorand collaborating Designer on the subject o Maori and Treaty o Waitangiinfuences on design. More on Carin Wilsons presentation.
prrc trgs 2010-11We plan to develop our thining and strategy around the concepts oLearning Community and Learning Academy. Well be eploringopportunities o greater shared learning opportunities or staeholdersand our people. Through this we loo to greater engagement and deeperrelationships.
prs d prssprrc 09-10Our Employment Lie cycle programme encourages close engagementbetween senior sta and team members. This includes understanding opersonal and proessional development needs. The challenge is in maing thisconsistent and meaningul. Weve now lined and captured data rom ourAppraisal documents to build individual and company-wide pictures o theseneeds, enhancing ino sharing and learning programmes.
prrc trgs 2010-11Our aim this year is to embed a new Continuing Proessional Developmentteam and to enhance our ability to respond to both individual and companyneeds. Our budgets will remain consistent with last year on a pro-rata basis aswe believe learning is a must have in maintaining our nowledge base andcompetitiveness.
PEOPLE(SoCial)
Sf ars - isrg exccprrc 09-10Our 2007 sta appraisal system Inspiring the Pursuit o Excellence, aproduct o R&D by a cross section o sta was a signicant improvementon our previous system, but shortcomings in its detail and application ledus to worshop this with our sta. From their eedbac we have developedan enhanced template and rened methodology to assist our people inmanaging personal perormance against company needs.
prrc trgs 2010-11We will be introducing the enhancements in early 2010-2001 through statraining seminars and with one-on-one mentoring. We will be gatheringsta eedbac later in the period either as part o a urther sta engagementsurvey or in a separate process, yet to be decided.
BACk NExTCHOW:HILL2010 COMPANY SUSTAINABILITY REPORT
PROSPERITY(eConomiC)
eggg wh r Csprrc 09-10In Aucland, Miranda Chang continued our long-standing engagementin tutoring a Design programme at UNITEC. We collaborated with SEEDGallery and the The Poi Room in an ehibition o recent wors, bringingtogether local creative enterprises and clients . In Hamilton we committed tosponsorship o Hamilton Museum or a major Sustainable Living ehibition.Sta participation in a day ree to wor within their communities was downon previous years.
prrc trgs 2010-11In addition to maintaining teaching and our sponsorship programmes we aimto hold one business-to-business event per oce. We will be encouraging agreater uptae by our sta in Community Day participation through betterinternal mareting o the opportunities and benets.
bsss Syprrc 09-10We have been a protable company since ormed in 1992, with a strongcash-fow and with our business 100% nanced by its shareholders. Ourattitude to scal responsibility means we pay all creditors in the monthollowing invoicing and our invoicing regime is based on quality o design,service delivery and Director ownership by o client accounts and invoicing.Our net equity position has remained unchanged during 2009.
prrc trgs 2010-11Our goals in the coming year revolve around developing consistency operormance across our three oce studios and a similar consistency acrossour service oerings. Our business stability and a level o protability toallow reinvestment in the business will be reliant on careul management andbalancing o revenue, cost o sales and business overheads.
Chow:Hill Stakeholder Key
or Cs
or p
or Shrhdrs
or Css
or Srs
or Cy
or Wrd
Hhy tsprrc 09-10The Healthy Team Programme was developed to establish a sharedunderstanding o what constitutes a healthy team environment. Theassociated Healthy Team Snapshot helps us monitor the relative health oteams within the company in respect o business development, project andbusiness perormance and the degree to which core values are ehibited in ourbehaviour.
prrc trgs 2010-11Reporting procedures introduced or 2010 require Healthy Team Snapshots tobe completed and submitted by each oce manager as part o the monthlyPSG reporting cycle. Feedbac received through these snapshots should betterenable us to ocus on and address the specic needs o individual teams as andwhen they arise.
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CHOW:HILL2010 COMPANY SUSTAINABILITY REPORT
Performance
BACk NExT
PLANET(enViRonmental)
udrsdg r Rsrc usprrc 09-10Ater research to identiy appropriate tools or Chow:Hill at this timewe selected the Catalyst ACE sotware programme to record our CO2emissions. Recording o data across ve ey indicators was carried out or theyear to establish a base-line. Sta understanding, commitment and supporto the initiative has been varied and greater uture engagement will result inmore accurate data.
prrc trgs 2010-11This year well be adding other aspects o our travel outputs into our CarbonCalculator and these include use o private cars and tais or companybusiness. Well also be conrming a method o recording paper savings.
osg r Css Rsrc usprrc 09-10Chow:Hills greatest opportunity to infuence change and minimise resourceuse is in the design wor we provide or clients on their projects withinthe built environment. We have been involved in several environmentaldesign wor opportunities but most signicantly have developed with theassistance o consultants EnviroSpec, a set o dedicated ESD (EnvironmentallySustainable Design) construction Specications.
prrc trgs 2010-11The Specications, which represent or us a new minimum base-line oenvironmental perormance above industry norms will be introduced in early2010-2011 and will infuence all uture design and project wors. As well asrequiring sta education and mentoring, this initiative will require greatercommunication and be part o a learning process with our clients.
osg r Rsrc usprrc 09-10Our eorts in this area have sirted the ringes where weve ocussed onoptimising some o our consumables, looed at waste minimisation and re-cycling. Weve encouraged thining on this topic with our sta and held anUrban Living Competition - a photo-essay o personal sustainable living.View Frances Monteros winning entry.
prrc trgs 2010-11Our priorities net year will be in the reduction o motor vehicle uelconsumption and oce electricity use. We are targeting reductions o %and y% respectively across the organisation. Initiatives to be investigatedinclude adoption o travel plans, light switching and ttings enhancement,and mechanical services operation with our building owners.
ASPIRATION(innoVation)
esshg cr Cy Vsd prsprrc 09-10The Re-Framing Chow:Hill initiative was designed to help us redene andbetter articulate the companys Purpose, Vision, Strategy and the Tacticsthrough which we will achieve them. The eercise comprised surveys anda range o acilitated worshops involving a cross-section o staeholdersincluding shareholders, sta, clients and consultants.
prrc trgs 2010-11We intend to use the outcomes o the Re-Framing eercise as the basis orraming and evaluating all strategic programmes in 2010. These programmes
are Design Excellence, Client Experience, Leadership, Relationships, andCommunication. A major ocus will be to improve our communication o theRe-Framing outcomes and to show how our new plans, programmes andinitiatives are aligned with and supportive o our purpose and vision.
BACk NExTCHOW:HILL2010 COMPANY SUSTAINABILITY REPORT
Rrg d Ccg whr Skhdrsprrc 09-10Weve committed to letting our staeholders now who we are, what we doand how we perorm in our rst CSR - its been a challenging process and weaim or continuous improvement. SEED, our internal sustainability quarterlyhas been an important stepping stone. We continue with oce orums andinter-oce Roadshows to communicate with sta, recognising consistentand meaningul communication is one o our greatest challenges - oursurveys conrm this.
prrc trgs 2010-112010 will provide an opportunity to gather response to this report romour staeholders, to respond in turn and plan accordingly or our net CSR.Continued gathering o opinion via our programme o client interviews willbenet in understanding eternal perspectives on our perormance. A newstructure within our company management - our Practice Steering Group(PSG) - will provide greater transparency in day-to-day company matters orour sta.
or Cs
or p
or Shrhdrs
or Css
or Srs
or Cy
or Wrd
Chow:Hill Stakeholder Key
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performance
13
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CHOW:HILL2010 COMPANY SUSTAINABILITY REPORT
Cry:
One o the ey ocus areas or our
Landscape Architecture team isEcological and Sustainable Design
including revegetation & restoration
o waterways. This may include
voluntary wor in habitat protection
and/or restoration such as Te Rau
Puriri, a 247 hectare par, south head
o the kaipara Harbour, purchased by
the Aucland Regional Council and
Rodney District Council in 2006.
Key Performance Indicators
Our kPIs are taen rom the protocols established by the Global Reporting Initiative (GRI)
Guidelines which report on Economic, Environmental, Labour, Human Rights and Social
Sustainability criteria. We have supplemented these with two indicators related to our
Aspirations: Strategic Planning (AS1) and Communication (AS2) and one related to Labour
Practices: Opportunities or Volunteer Wor (LA 15).
GreenhousegasesGreenhousegasmeasureshavebeenreportedinmoredepthon
theC02Footprintpage.
BACk NExT
Financial Performance
EC1
Perormance
Targets
Reinvestment in Our Business
EC10
Targets
EN1, EN2, EN22Materials used, recycledand/or wasted
Perormance
Targets
EN 13
EN 29
Environmental Biodiversity -Habitats protected or restored
Perormance
Targets
Related Projects/Events
Perormance
Targets
Environmental Impacts
of Transport
KEY TO SCORE
NOTMET
MOSTLYMET
MET AHEAD
TARGETMOSTLY
MET
TARGETMOSTLY
MET
NOTARGET
SETTARGETMOSTLY
MET
TARGETNOTMET
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key performance indicators
Commentary:Our Commercial Team has developed
and adopted more robust management
accounting and perormance
orecasting systems, weekly cash ow
planning and budget reviews on a
monthly basis enabling decisions to
be made based on thorough business
analysis. Introduction o Earned Value
methodologies or proessional sta
has resulted in improved project
fnancial perormance. Shareholders
continue to invest in the business
and proft has been retained to und
business growth and development
and we continue to donate unds to
appropriate social institutions such as
Waikato Museum, Anglican Trust or
Women and Children and others such
as Trade Aid and the Samoan Tsunami
Relie.
Commentary:This year we have continued to
invest in Continuing Proessional
Development and R&D such as a
recent visit to the USA to examine
excellence in delivery o healthy and
tertiary education services. We have
migrated to Version 13 o ArchiCAD,
our computer drawing sotware, as we
continue to maintain optimal systems
delivery. Our fnancial management
has been supported by investment and
signifcant improvements in reporting
and unctionality.
Commentary:
We are a paper-heavy company
because o our industry-type but
change to electronic tendering, web-
hosting and other initiatives
will see this reduce over time.
Not all products in all oces are
recycled content due to existing
local supply agreements taking
precedence.
Due to fuctuations in sta numbers
and contract sta we have
not calculated averages per person.
Commentary:
One of the key focus areas for our
Landscape Architecture team is
Ecological and Sustainable Design
including revegetation & restoration of
waterways. This may include voluntary
work in habitat protection and/or
restoration such as Te Rau Puriri, a 247
hectare park, south head of the Kaipara
Harbour, purchased by the Auckland
Regional Council and Rodney District
Council in 2006.
Commentary:
One of our greatest effects on the
environment is our use of fossil fuels
in transportation, both in business use
and in journeying of staff to and from
work each day.
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CHOW:HILL2010 COMPANY SUSTAINABILITY REPORT
Key Performance Indicators
BACk NExT
KEY TO SCORE
NOTMET
MOSTLYMET
MET AHEAD
Workforce DiversityLA1
Perormance
Targets
LA10
Strategic Plan
AS1
Targets
Reporting & Communication
AS2
Targets
LA15
Measure of Sta Trainingand Development
Meaningful Opportunities forVolunteer Work: Chow:HillCommunity Day
Perormance
Targets
Community Involvement
Perormance
Targets
TARGETMOSTLY
MET
TARGET
MOSTLYMET
TARGETMET
TARGETMET
TARGETMET
OUR BUSINESS, OUR PEOPLEmessage to stakeholders StakeholderS Decision Making Priorities performance key performance indicators cO2 fOOtprint stories
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key performance indicators
Commentary:
Our perormance in this area is judged
against having exible working
arrangements or sta - to
accommodate maternity leave, reduced
hours or those studying and - and
part-time employment or contract
provisions where we are unable to
oer a ull-time position or to meet
short-term service supply demands. In
the 2009-2010 we did not set specifc
criteria around numbers.
Commentary:
The Re-Framing Chow:Hill exercise
was introduced in 2009 to help
us better defne and articulate our
purpose and vision or the company
and assess how this might enhance
our value proposition or our clients.
Re-Framing surveys and workshops
involving both internal and external
stakeholders reafrmed support or ourTotal Design Philosophy but showed
signifcant divergence in understanding
and appreciation o exactly what
Total Design comprised and how it
should maniest itsel in respect o our
purpose, our vision, our behaviour,
our project work and the nature and
quality o proessional service we oer
to our clients.
Commentary:
Our frst CSR is being delivered
according to a programme set two
years ago and in respect o content
and breadth o coverage exceeds our
expectation. We have delivered our
high-quality quarterly editions o SEED,
our internal sustainability publication.
We have communicated to our sta
the outcomes o our Strategic Planning
Re-Framing workshop on time and
continue with other internal written
communications and presentations. In
our Auckland ofce we replaced ormal
ofce meetings with ofce Forums,
where sta and Directors can share
and discuss issues at a deeper level.
Commentary:
We are actively promoting our
development towards a Learning
Community and within this
Proessional and Personal Development
or our people is a given and an
expectation. We budget or an invest
a signifcantly in providing internal and
external learning opportunities and
resolved to continue this despite the
adverse eects o the recession.
Commentary:
Our Community Day is an opportunity
for staff to engage with those inneed within their community -
neighbourhood, suburb, city, and/or
region. Giving time to our communities
is a valued and important action and
staff are encouraged to consider what
might suit their individual talents but
most importantly consider what might
make a difference to others lives. The
day can be any working day of the
year and is a paid day away from work.
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15
CHOW:HILL2010 COMPANY SUSTAINABILITY REPORT
Whatdoesatonneof
C02emittedrepresent?TheNewZealandInsti
tutesuggests:
*Thecurrentpercapitaemissions inNZare18.
5tonneso CO2peryear
*NZcurrentlyranksat23rdouto27OECDc
ountries
*New Zealandsprojectedtargetby2015is15
tonnespercapita
* Sixtwenty-fveyear oldpinetreesabsorbone
tonneo CO2
.andwhatdoourresultsmean?
By extrapolationourdatahighlighttwothings;
frstly,ourpeople
expendaround10%otheir annualemissionsw
hileatworkor
Chow:Hill(excludingpersonaltravelto androm
theirworkplace
andworko-site);secondly, iwechose,wewoul
dneedtosetaside
theequivalento atleast650 pinetrees eachyeartoosetourtotal
emissions o108 tonnesoCO2.
TargetsWevetargeted signifca
ntemissionreductions inelectricityandpetrol-
diesel consumptionandhavesetreductiontarg
etso10%and15%
oreachrespectivelythroughsuchmeasuresas
travelplanning, zoned
lightingswitchingandmechanicalservicesopera
tion.
Weve targetedanoverallCO2emissionsredu
ctionof10%inthe
comingyear.
CO2 Footprint
BACk
Electricity
Line Losses
Petrol
Diesel
Waste
Flights
Rerigerant Losses
How have we perormed?In our rst year o measure our annual CO2 emissions or our
Aucland oce were calculated at 46.18 tonnes (1.28 tonnes per
person), Hamilton at 50.60 tonnes (2.81 tonnes per person) and
Tauranga at 10.65 tonnes (1.18 tonnes per person).
NExT
l i i r k
0.0
1.0
2.0
3.0
4.0
5.0
6.0
April
May
June
July
August
September
October
November
December
January
February
March
El ri i li ll r l i l
Fli ri r l
Hamilton //Monthly Emission Breakdown
tC02e
Auckland // Monthly Emission Breakdownl r
0.0
1.0
2.0
3.0
4.0
5.0
6.0
Ap
ril
M
ay
June
July
August
Septemb
er
Octob
er
Novemb
er
Decemb
er
Janua
ry
Februa
ry
Mar
ch
tC02e
0.0
0.2
0.4
0.6
0.8
1.0
1.2
1.4
1.6
1.8
April
May
June
July
August
September
October
November
December
January
February
March
El ctric ity l in l C l tr l i l t Fli ht fri r nt l
Tauranga //Monthly Emission Breakdown
tC02e
DataCaptureWeveadoptedCatalystNZsACECatalystCarbonCal
culatortoolto
determineourannualcarbonemissionsandhaverecordedthisdata
onanocebyocebasisallowingustoviewperormanceandset
targetstorefectourdierentaccommodationtypes,regionaldierences
andclimaticconditions.
Whathaventwemeasured?Intherstyearomeasurewehaventcapturedsomeearlywastedata
andsohavepro-rataallocatedaveragesromgureslaterintheyear;we
alsohaventcapturedalltaxiuseorbususeoncompanybusiness(were
workingonameansomeasuringthismeaningully!)Thesotware
doesntcaptureourstasuseoprivatevehiclesorcompanybusiness
butwehopetobeginrecordingthisdataromApril2010onwards.
Auckland Hamilton
1 x= 10 tonnes ofC02 emissions
Tauranga
OUR BUSINESS, OUR PEOPLEmessage to stakeholders StakeholderS Decision Making Priorities performance key performance indicators cO2 fOOtprint stories
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cO2 fOOtprint
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Contact:
Mauricekiely
Director-Sustainability
095226464
0275708930
Forurtherinormationonthe
guidingprinciplesoCSRsview
www.globalreporting.organdoran
overviewoChow:Hill,pleasevisit
www.chowhill.co.nz
Supplementaryinformationis
availableonourwebsite:
www.chowhill.co.nz/sustainability.html
This report documents ouractivitiesbetwee
n
1April 2009to31 March2010.