Download - QinetiQ
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© Copyright QinetiQ Group plc 2010
QinetiQ Group plc Proprietary
QinetiQ – Sustainable business
Sustainable Business Network: Building the Business Case for Sustainability
11 November 2010
Dr Sam Healy and Christine D’Silva
QinetiQ Group Head of Corporate Responsibility
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© Copyright QinetiQ Group plc 2010
QinetiQ Group plc Proprietary
Why is sustainability important to QinetiQ?
Drivers/benefits
• Legislation/regulations
• Reputation with stakeholders
• Reduced risk
• Reduced operating costs
• Engaged employees
• Business opportunities
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© Copyright QinetiQ Group plc 2010
QinetiQ Group plc Proprietary
MOD Sustainable Procurement Charter
• MOD aim to become a national leader in sustainable procurement … we agree to define SP as a process whereby organisations meet their needs for goods, services, works and utilities in a way that achieves value for money on a whole life basis in terms of generating benefits to society and the economy, whilst minimising damage to the environment.
• The MOD invited key suppliers to sign a Sustainable Procurement Charter in 2008
• Supplier Self Assessment through the Flexible Framework
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© Copyright QinetiQ Group plc 2010
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Benchmarking
Criteria
People Best Companies to Work For (UK)
Investors in People (IIP)
ROSPA H&S Awards
Environment Carbon Trust Standard
Carbon Disclosure Project (CDP)
ISO14001
Conservation awards
Community STEMNET awards
All categories BITC Index
Ipsos-Mori survey 2009
Investor feedback
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© Copyright QinetiQ Group plc 2010
QinetiQ Group plc Proprietary
CR Framework at QinetiQ
Themes Mission Focus areas
Market place To be a responsible and sustainable business
Responsible purchasing
Business ethics
Sustainable solutions
Environment To be an excellent environmental steward
Environmental management ISO 14001
Energy efficiency
Waste management
Conservation
Our People To attract, engage and develop great people
Employee safety and wellbeing
Learning and development
Employee engagement
Equality/diversity
Community To have a positive impact on the community
STEM Outreach
Charitable giving
Community engagement
Science for Society
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© Copyright QinetiQ Group plc 2010
QinetiQ Group plc Proprietary
Programmes - Carbon Management
QinetiQ’s Carbon Management Group
• Expertise from Estates, CR, Environment/Sustainability Manager, Business leads
• Oversee the five year management plan for energy and carbon emissions
Programmes
• CRCEES
• Carbon Footprinting
• Carbon Trust Standard
• Promoting energy efficiency and awareness across the company
• Establishing annual carbon reduction targets and monitoring progress
• Energy champion network
QinetiQ has gained certification under the Carbon Trust Standard which is awarded to organisations that measure, manage and reduce their carbon footprint.
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Programmes - Reuse/Recycling
Waste Management
• Recycling up from 18% in 2006 to 66% in 2010 (UK major sites)
Asset disposal scheme
• Database of all equipment that can potentially be reused elsewhere
• Anything from a stapler to a Hercules aircraft
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© Copyright QinetiQ Group plc 2010
QinetiQ Group plc Proprietary
Programmes - Conservation
Excellent Environmental Stewardship
• We manage a range of conservation sites – from St Kida to Foulness Island
Eelmoor Marsh – SSSI
• Located at Head office in Farnborough
• 79 hectare area of wet and dry heath, herb-rich grassland, bog and mire, scrub and secondary woodland
• Insectivorous plants; diverse invertebrate fauna, birds, snakes, lizards
• Classified as ‘Favourable’ status
• Przewalski’s Horses project
• Sanctuary Conservation Award for work in the Hebrides
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© Copyright QinetiQ Group plc 2010
QinetiQ Group plc Proprietary
Programmes - Sustainable Procurement
Working with Suppliers
• Sound business case
• Minimise pollution and adverse impacts on the environment
• Minimise adverse impacts on society
• Drive efficiency and reduce consumption
• Stimulate and support innovation
• Promote transparency of practice and decision making
• Promote the adoption of minimum labour standards and worker rights
• Promote equitable working relationships throughout the supply chain
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© Copyright QinetiQ Group plc 2010
QinetiQ Group plc Proprietary
Programmes - Community Engagement
Making a positive contribution in our community
• Education Outreach (STEM and Young Enterprise)
• Conservation programmes – e.g. Avon Project, bustards
• Beach safety talks
• Network of ~150 Charity Champions across the UK
• Science for Society – UXO in Laos; Ski seat for disabled servicemen
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© Copyright QinetiQ Group plc 2010
QinetiQ Group plc Proprietary
Embedding sustainability - Leadership
QinetiQ Board
QinetiQ Executive Team
N AmericaUK
CR Committee:
chaired by CEO
CR Taskforce:
Lead by Group CR Manager
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© Copyright QinetiQ Group plc 2010
QinetiQ Group plc Proprietary
Embedding sustainability - Employee engagement
• Sustainability session at Corporate Induction
• CR e-learning module
• Intranet pages – regular stories on home page
• Leadership Team briefs
• Awareness campaigns
− Environment, charity, schools
• Employee Networks (e.g. Energy champions)
Celebrating the success of those people who are making
a difference
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© Copyright QinetiQ Group plc 2010
QinetiQ Group plc Proprietary
The power to make a
difference
Environment Week 13-17 SeptemberFind out how and why we are reducing QinetiQ’s carbon footprint, who is making a difference and what you can do to get involved.
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© Copyright QinetiQ Group plc 2010
QinetiQ Group plc Proprietary
Embedding sustainability - Employee engagement
• Umbrella activity driving continuous improvement, employee engagement and operational performance within QinetiQ.
• A tracked and measured productivity programme by which all employees are able to generate and voice their ideas
• Ideas converted quickly into projects that deliver concrete business benefits.
• Thousands of employee ideas feeding into sustainable solutions – energy/estates/waste
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© Copyright QinetiQ Group plc 2010
QinetiQ Group plc Proprietary
Why culture?
Culture is at the heart of engaging employees and changing behaviours at work
Culture is only of interest to business if it can be proven to affect business outcomes, financial or other
• e.g. Kotter and Heskett (1992) found culture was a predictor of outcomes such as revenue and growth
• e.g. A Department for Transport study (2004) has shown the link between organisational safety culture, driver attitudes, and accidents
Culture change is at the foundation of carbon and energy reduction
Engaging employees and stakeholders to the sustainability agenda, in terms they can understand, represents the quickest and easiest way to realising carbon efficiencies
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© Copyright QinetiQ Group plc 2010
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Carbon culture
In the 1970s if you went on to a factory floor in a hard hat and high-visibility jacket you’d have been laughed at. Now you can’t go into any workplace without the
proper health and safety equipment …
... Yet you can still turn on every light and have the heating on and the windows open and no one will
challenge you
The culture across all companies will change soon & they will be talking about theirgood record on carbon in the same way they talk about Health & Safety & CSR now
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© Copyright QinetiQ Group plc 2010
QinetiQ Group plc Proprietary
Carbon culture – key aspects of influence
Organisation’s commitment
Learning and communication
Employee involvement
Procedures and practices
• Management demonstration• Incentives and rewards• Enforcement and sanctions• Support and resources
• Training and awareness• Measurement and feedback• Organisational direction
• Empowerment• Personal responsibility• Social norms and peer pressure
• Goal conflicts• Technology and infrastructure• Behaviours
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Carbon culture survey aims
Bespoke tool to measure carbon culture
The tool enables organisations to effectively target interventions e.g. employee perceptions, managerial support, policy, procedures and supporting systems
Benchmarking against other organisations
Easy to administer and complete
Easy interpretation of results and the rapid identification of risk areas
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© Copyright QinetiQ Group plc 2010
QinetiQ Group plc Proprietary
Carbon Culture Summary Report
Critical questions
65%
25%
10%
60%
40%
Important Information:
Overview:
Carbon culture components and factors of influence
Organisation’s commitment
Organisation's Commitment
0%
20%
40%
60%
80%
100%
Management demonstration S upport and resourcing Rewards and enforcement
Learning and communication
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Training and awareness Measurements and feedback Organisational direction
Employee involvement
0%
20%
40%
60%
80%
100%
Empowerment P ersonal responsibility Social norms and peer pressure
Procedures and practices
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
G oal conflicts Technology and infrastructure Behaviours
Learning and communication
Procedures and practices
Employee involvement
Consultant comments and recommendations:
Carbon culture – reporting
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© Copyright QinetiQ Group plc 2010
QinetiQ Group plc Proprietary
Carbon culture – interventions
Part of the underpinning philosophy of our delivery model is determining the nature of the organisation, its values & approach
We have identified key intervention aspects that can produce behaviouralchange and assist organisations on their journey to reduce carbon outputs
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© Copyright QinetiQ Group plc 2010
QinetiQ Group plc Proprietary
Contact details
Christine D’Silva MSc C.Psychol
Consultant – Operational Readiness and Training
QinetiQ
Cody Technology Park
Ively Road
Farnborough
Hampshire
GU14 0LX
Telephone: 01252 393377
E-mail: [email protected]
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© Copyright QinetiQ Group plc 2010
QinetiQ Group plc Proprietary