We believe that ethical and responsible behaviour fosters trust and confidence with our stakeholders, providing the optimal platform for a truly sustainable business.
1. Responsible risk management
We recognise that the management and mitigation of risk is crucial to the long-term sustainability of our business.
We periodically review our corporate responsibility (CR) structures. We also look to executives that monitor the “forces for change” to advise on issues that could pose strategic risks to the company. We frequently review our executive management structures and engage with a programme of learning and education that embeds CR into our business.
- Continually refresh our strategy to include potential impacts of planetary and social mega trends and devise programmes of adaptation that will preserve the sustainability of the company.
- Continue to develop strategies to influence our key stakeholders in acting as advocates for a sustainable approach to business.
2. Business governance
The executive board will have the requisite skills, experience, and integrity to run a successful, sustainable business. The recognition and reward of our senior business leaders reflects our long-term sustainability goals.
We periodically review our CR model. We continue to train our key executives in sustainability principles.
- Continue leadership training of employees through University of Cambridge’s Institute of Sustainability Leadership programme.
We commit to conducting business with the highest ethical standards, and take great pride in our reputation. We remain committed to maintaining the highest level of integrity in business dealings.
The vision, mission, and values of the company have been communicated and are now made public on our website. Our Personal Performing Planning process reflects these values for individuals. Their performance against our vision, mission, and values is assessed annually.
- All employees have clear objectives and goals set annually, including a clear set of behaviours expected of them.
- All senior managers receive code of conduct and business ethics training annually and are required to complete an assessment.
4. Corporate governance
CR is recognised as a key responsibility of the board, and will be an integral part of business strategy and decision making. Our CEO assumes ultimate responsibility for CR.
Upon the conclusion of our CR governance model review, which was performed under the supervision of specialised committees tasked with driving change, we’ve assimilated the committees into the organisation’s normal operating model.
- Continue building CR and sustainability leadership into our business operating model.
- Conclude entry into the BITC index.
- The CEO will continue to drive the organisation’s advocacy of sustainability leadership.