Shaping our Business Strategies Towards a Sustainable Future

8/9/2019 Shaping our Business Strategies Towards a Sustainable Future

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ShapingourBusinessStrategies

TowardsaSustainableFuture2009-2010 Company SuStainabilit

yRepoRt

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CHOW:HILL 2010 COMPANY SUSTAINABILITY REPORT

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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

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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

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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

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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


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Stakeholders

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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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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

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Clients

Staf


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StakeholderS

Iscommunication

in thisorganisation

open and

honest ?

Areyouable

tomaintaina

goodworklife

balance?

Whatsthe

onethingthat

makesChow:Hill

agreatplace

to

work?

WhatstheonethingthatneedstochangetomakeChow:Hillagreatplacetowork?


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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



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.

perforManceOUR BUSINESS, OUR PEOPLEmessage to stakeholders StakeholderS Decision Making Priorities performance key performance indicators cO2 fOOtprint stories

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Performance

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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

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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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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


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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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15/18

15


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


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cO2 fOOtprint


16/18


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18/18

Contact:

Mauricekiely

Director-Sustainability

[email protected]

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.

Shaping our Business Strategies Towards a Sustainable Future

Documents

Transcript of Shaping our Business Strategies Towards a Sustainable Future