Presentation on theme: "Sustainability Reporting – what Facilities Managers should know"— Presentation transcript:
1 Sustainability Reporting – what Facilities Managers should know Reana RossouwNext Generation ConsultantsSeptember 2010
2 Facilities Managers have the ability to significantly influence sustainability outcomes in a wide range of activities such as campus planning and design, building construction, waste management, environmental management, purchasing, and building and grounds maintenance.
4 The Sustainable Organisation “As we face a sustainability crisis that could ultimately even threaten our very existence as a species, we need to know how organisations are positioned to rise to the challenges, provide solutions and adapt to coming changes.”Ernst Ligteringen, CEO, GRI
5 It’s not all about reporting… It’s about managementandbusiness practices5
6 The roadmap to sustainability’s biggest priority by far is performance The roadmap to sustainability’s biggest priority by far is performance. Organisations must produce tangible results that put them on a truly sustainable path. Performance will be the ultimate measure for evaluating a company’s progress towards achieving sustainability. Richard Locke Deputy Dean and Professor of Entrepreneurship, MIT Sloan School of Management6
7 Integrating Sustainability Go DeepIntegrate and embed sustainability into the company strategy and standard operating practicesGo WideEngage and leverage the value chainGo LongShort-term focus – long-term objectivesGo LocalShared responsibility that needs local action and commitmentModel: UN Global Compact7
8 Sustainability and Facilities Management While the heart of any green building project is minimizing the impact that the built environment has on the natural environment, green buildings also offer healthy, productive workspaces that cost less to operate and maintain than conventional buildingsTypical issues facility managers should consider are:Reduced Costs Through Energy EfficiencyWater Efficiency SavingsSavvy Waste ManagementIncreased Occupant Health and ProductivitySustainability and Facilities Management
9 Incorporating Sustainability Incorporating sustainability into facilities management will require Facilities Managers to:Gain commitment from senior management.Find a champion at senior level to support the change.Identify material risks, issues and priorities.Set policies, objectives and targets (long and short-term) in conjunction with stakeholders.Develop a plan to implement the process.Allocate resources to action the plan.Effectively communicate those details to all internal and external stakeholders through sustainability reporting.
10 Value of sustainable facilities management – Internal Operational Benefits Helps identify opportunities for saving energy, water, materials, and money.Helps identify opportunities for waste minimization and reuse.Helps identify and address risks, potentially lowering facility costs.Adds rigor to internal data gathering and information systems (including environmental management systems) to ensure facilities have the baseline information necessary to measure and drive continuous improvement in their operations.Facilitates opportunities to benchmark environmental and social performance against other entities.Promotes organisational learning by making linkages across typically independent functions within a facility more apparent, such as finance, quality control, procurement, facilities, environmental and safety compliance, etc.Opens value-generating internal conversations that would not otherwise occur.
11 Value of sustainable facilities management – External Stakeholder Benefits Helps strengthen partnerships and build trust with local communities, regulators, suppliers and customers.Supports proactive engagement with regulators.Supports supply-chain performance reporting expectations.Positions a facility to take advantage of performance-focused, regulatory approaches.Sharpens management’s ability to assess a facility's positive and negative impacts on the environment and society.Provides advance warning of potential liabilities and performance problems, and highlights “triple bottom line” opportunities.Helps a company achieve external value from its environmental management system.Assist with overall organisational sustainability reporting processes.
12 Incorporating Sustainability into Facilities Management
13 Sustainability Reporting Sustainability Reporting is the practice of measuring, disclosing and being accountable to internal and external stakeholders for organisational performance against specific economical environmental, social and governance goals and metrics that support sustainable development, and for how sustainability is incorporated into the overall organisational strategy and policies.
14 Value of Sustainability Reports Report usersSustainability reports can be a rich and empowering source of information whether you are a consumer, employee, investor, researcher, community member, or just an interested individual. The best reports should provide a balanced and reasonable representation of the sustainability performance of an organisation – including both positive and negative results.Use reports issued by companies, non-profits, public agencies, and others to:Assess sustainability performance with respect to laws, norms, codes, performance standards, and voluntary initiatives;Create a continuous platform for dialogue about expectations for responsibility and performance;Understand the impacts (positive and negative) that organisations can have on sustainable development; andCompare performance within an organisation and between different organisations over time to inform decisions.
15 Value of Sustainability Reports Report makersSustainability reporting is a living process and tool, and does not begin or end with a printed or online publication.Reporting should fit into a broader process for setting organisational strategy, implementing action plans, assessing outcomes, and communicating continuous improvements.Whether a key element in risk management, the main vehicle for external reporting, or a platform for stakeholder dialogue, sustainability reporting is fast becoming an essential part of management practice for successful organisations of all sizes worldwide.Reporting should be a focused exercise that supports the needs of management and stakeholders.
17 The GRI Reporting Framework The Sustainability Reporting Guidelines are the cornerstone - provides guidance for organisations to disclose their sustainability performance.It is applicable to organisations of any size or type, and from any sector or geographic region, and has been used by thousands of organisations worldwide as the basis for their sustainability reporting. It facilitates transparency and accountability by organisations and provides stakeholders a universally-applicable, comparable framework from which to understand disclosed information.The Guidelines contain principles and guidance as well as standard disclosures – including indicators – to outline a disclosure framework that organisations can voluntarily, flexibly, and incrementally, adopt.
18 The GRI Guidelines Principles and Guidance Define report content by applying the Principles of materiality, stakeholder inclusiveness, sustainability context, and completeness.Ensure report quality by applying the Principles of balance, comparability, accuracy, timeliness, reliability, and clarity.Set the report boundary by determining the range of entities that should be included in the report.
19 The GRI family of documents The GRI GuidelinesSector supplements – providing guidance that captures sustainability issues faced by specific industry sectors, e.g. financial services, telecommunications, auto manufacturing, miningTechnical protocols – providing detailed measurement methods and procedures for reporting on indicators contained in the core guidelines e.g. energy indicators providing definitions (e.g. direct vs. indirect energy) and measurement methodologies (e.g. conversions, units)National annexes – providing national (local) country perspectives and particular influences, nuances and contexts to sustainability i.e. South Africa – BEE LegislationIssue guidance documents – on topics such as ‘diversity’; ‘productivity’; and HIV/Aids
21 Typical Indicators for sustainability reporting Economical Indicators:R/Supplier/pa% Suppliers/areaEnergy R/m2Water R/m2Environmental% recycled materials/m2Energy kWh/m2Water kL/m2CO2 emissions/m2% change in natural area due to operations & activities% recycled product/paNo of spills/volume of product/paWaste/tonne/paSocial% level of involvement with the community% of student involvement in activities of FM% of involvement of FM in student research programsAverage hrs trainingAbsentee rates% compliance with legislation
22 Assisting you with Sustainability Reporting Refer to hand out/ worksheet
23 Reporting Structure 1. Strategy & Analysis Statement from CEO about the relevance of sustainability to the organisation and its strategy.Description of key impacts and opportunitiesThis should be a concise section of a few pages in length. This is about the impacts of the organisation BUT is also about how sustainability trends affect the organisationRG 1.1 – 1.22. Organisational ProfileOrganisational Background informationRG 2.1 – 2.103. Report ParametersReport Scope and BoundaryThis section includes a description of how the report content has been determined, the prioritization of topics and a list of the stakeholders that are expected to use the reportRG 3.1 – 3.11GRI Content IndexTable identifying the location of all standard disclosuresRG 3.12AssuranceThis section covers the policy with regard to any external assurance of the reportRG 3.13Governance, commitment and engagementsGovernanceExternal InitiativesStakeholder EngagementThis section explains how the reporting organisation is governed, who the decision makers are, and how stakeholders have been engaged.It also describes how external initiatives are supportedRG5. Management Approach and Performance IndicatorsThis provide a brief overview of how the organisation manages aspects under the indicator categories – economic, environmental and social (labour, human rights, society and product responsibility) separatelyRG 25-36EconomicDisclosure on Management ApproachGoals and PerformancePolicyAdditional Contextual InformationPerformance IndicatorsRG ProtocolsEnvironmentalDisclosure on Management ApproachGoals and PerformanceOrganisational ResponsibilityTraining and AwarenessMonitoring and Follow-upAdditional contextual informationPerformance IndicatorsRG ProtocolsSocialDisclosure on Management ApproachGoals and PerformancePolicyOrganisational ResponsibilityTraining and AwarenessMonitoring and Follow UpAdditional Contextual InformationPerformance IndicatorsRG ProtocolsApplication Level GridFor a report to be recognised as GRI-based, self declaration of a level is required
24 Application Levels C C+ B B+ A A+ Report Application Level Report on 1.12.1 – 2.103.1 – 3.8; 3.10 – 3.124.1 – 4.4; 4.14 – 4.15Report Externally AssuredReport on all criteria listed for Level C plus:1.23.9; 3.134.4 – 4.13, 4-16 – 4.17Report Externally AssuredSame as requirement for Level BReport Externally AssuredG3 Profile DisclosureNot RequiredManagement Approach Disclosures for each indicator CategoryManagement Approach Disclosures for each indicator CategoryG3 Management Approach DisclosuresReport on a minimum of 10 Performance Indicators, including at lease one each of Economic, Social and EnvironmentalCore IndicatorsReport on a minimum of 20 Performance Indicators, including at least one from each Economic, Environmental, Human Rights, Labour, Society, Product ResponsibilityCore + Additional IndicatorsReport on each core G3 and Sector Supplement Indicator with due regard to the Materiality Principle by either:a) Reporting on the Indicator orb) Explaining the reason for its omissionNot applicable is not valid – Must explain i.e. not material, no data, no commitment, proprietary informationG3 Performance Indicators &Sector SupplementsPerformance IndicatorsIndicator Guidelines:1. Depend on what level of report (A, B, C) you are aiming for2. Always core, then additional, then sector supplements, then others (industries, new, other)