Issuu on Google+

SUSTAINABILITY MATTERS DILLON’S APPROACH TO SUSTAINABILITY ANNUAL REPORT FISCAL YEAR 2014 (MARCH 2013 - FEBRUARY 2014)

1


approach

environment

social & community

employees & well being

moving foward

contents pg. 1

pg. 6

environment

social & community

pg. 10

pg. 11

employees & well being

moving foward

OUR VISION “Delaying mitigation efforts beyond those in place today through 2030 is estimated to substantially increase the difficulty of the transition to low longer-term emissions levels and narrow the range of options consistent with maintaining temperature change below 2°C relative to pre-industrial levels.” - AR5, United Nations Climate Change Working Group April 13, 2014

To be recognized by Dillon’s key stakeholders – our owners, employees, and clients – as a leader in our industry at corporate sustainability and by practicing what we preach.


approach

environment

social & community

employees & well being

moving foward

corporate leadership

Gary Komar President

Andrew Wilson Director, Corporate Services

Ann Joyner Project Partner, Dillon’s Corporate Sustainability Strategy

Owen Wilson, Director, Finance

Dillon has many passionate staff that lead this initiative. The Environment and Community Investment Fund supports staff to be engaged with local activities. “Infrastructure developments and long-lived products that lock societies into GHGintensive emissions pathways may be difficult or very costly to change, reinforcing the importance of early action for ambitious mitigation” - AR5, United Nations Climate Change Working Group April 13, 2014

Sustainable Natural Environment

sustainability Economic Vitality Clement Lam, Coordinator, Dillon’s Corporate Sustainability Strategy

Brendan Salakoh Coordinator, Dillon’s Corporate Sustainability Strategy

Healthy Communities


approach

environment

social & community

employees & well being

moving foward

environment Carbon/Energy Reduction Goal Maintain carbon neutrality with a reduction in carbon emissions, as measured by an environmental footprint rating.

2012 Results Carbon Footprint (tonnes) 130

Actions • A detailed carbon assessment is conducted company-wide every year. Carbon offset credits purchased to offset emissions. • More accurate tracking of air travel through our travel agency, Goliger’s Travel Plus. This results in increased accuracy for our carbon assessment. • A “turn it off to win” campaign occurs annually during Earth Week to refresh employee awareness. • Several offices (e.g., Vancouver, Calgary, and Saint John) have a smart motion sensing lighting system that automatically disables lighting after short periods of inactivity (10-12 minutes). Additionally, the lights may be set up by zones so that staff working in the early morning or late in the evening only turn on zones of lights they will be working in.

610 1350 399 8 23

397 683 Fleet

Employee Commute

Electricity

Business Travel (Car)

Heating

Business Travel (Air)

Paper Usage

Wastewater Treatment

5.64

CARBON NEUTRALITY

Tonnes of CO2e per Employee

For 2011, 3,477 tonnes of CO2e were offset through the purchase of credits from the City of London’s W12A landfill gas flaring and collection system.

2008

666 employees 17 offices 3759 tonnes

Since 2008

1

4.65

4.62

2009

2010

744 employees 17 offices 3460 tonnes

718 employees 17 offices 3319 tonnes

4.68

2011

743 employees 16 offices 3477 tonnes

4.75

2012

757 employees 19 offices 3599 tonnes


approach

environment

social & community

employees & well being

moving foward

Environmental Footprint Rating In order to develop a rating scale, 2008 was established as the baseline year and the scale was set to accommodate both a reduction of CO2e per employee and a doubling of the 2008 levels (setting the baseline to 5 on a scale of 10). Based on this data a rating system was developed, as shown to the right.

For the 2012 calendar year, Dillon estimated an increase of 0.07 tonnes of CO2e per employee from 2011 and maintained a rating of 6 out of 10. The increase in the estimated emissions for 2012 was due for the most part to more accurate tracking of business travel by air and higher natural gas usage. These increases outweighed the reductions in emissions from electricity usage, business travel by automobile, the Dillon fleet of office vehicles and from wastewater treatment. Emissions from paper usage decreased by 46%, however this decrease is due largely to the use of a more up-to-date estimation technique rather than to actual changes in consumption patterns.

Environmental Footprint Rating 2010 4.62

2011 4.68

Tonnes of CO2e per Employee 10.35

9.20

8.05

6.90

5.75

4.60

3.45

2.30

1.15

1

2

3

4

5

6

7

8

9

0

10 Rating Level

2008 5.64 2012 4.75

Goal Purchase only green office products when they are available. Actions • Tracked all office products purchased through our suppliers. • Increased the list of green products available. • Continued to use environmentally friendly products such as stationary manufactured from recycled plastics/papers (e.g., Paper Mate re:think Biodegradable Series). • To reduce packaging waste, Dillon purchased items in bulk whenever possible. • Energy efficient appliances and equipment are purchased and used when possible (e.g., computers).

2013 Results Dillon’s Green Procurement Policies • Green computer procurement • Green vehicle procurement • Green meeting strategy • Green hotels and restaurants promotion • Green office products purchased

60.0 %

green office materials purchased over all Dillon offices

Percentage of Green Products Purchased Company Wide Percentage of Green Products Purchased When Available

Green Procurement

2009 4.65

60.1% 58.5%

FY2011

2

FY2012

59.3%

60.0%

FY2013

FY2014


approach

environment

social & community

employees & well being

moving foward

Solid Waste Reduction and Diversion Goal Establish three-stream waste management (waste disposal, recycling, and composting) for all Dillon offices and implement actions to further reduce, reuse, and recycle. Actions • Three waste audits were conducted in 2013 at the Winnipeg, Kitchener and Halifax offices.

Reduce • Educated staff on reducing waste with a focus on reducing the amount of paper we consume. • Found alternatives to paper towels or compost paper towels, where possible. • Lunchrooms are extensively fitted with re-usable dishes, cutlery and mugs; thus completely eliminating the use of disposable serving items. • Used pitchers of tap or filtered water instead of bottled water. • When purchasing new electronics, Dillon aims to obtain ones that have reusable lithium batteries. • All printers and copiers are set to “double-sided” printing to reduce the amount of paper used. • Corded devices are used whenever possible instead of wireless devices. Reuse • Garbage bags were reused whenever possible by custodial staff. • Purchased supplies that contain recycled materials. • Talked to suppliers to take-back cardboard boxes, drawing tubes, etc. • Set up a common area for employees to deposit/find binders, file folders and other gently used office supplies. • Promoted sending electronic waste to reuse options (e.g., local charities). Recycle • Dillon has a full recycling program which includes paper, cardboard, aluminum, glass, plastics, batteries, printer toners and electrical equipment (e.g., computers). • Paper recycling bins are provided at every desk. • Educated staff on common recyclable materials that are not being recycled. • Identified facilities near each office that will safely recycle electronic waste.

3

2013 Results • The average waste generated by employees was found to decrease between 2009 and 2011, with an increase in 2013 as shown in the figure below. • While waste generated has increased, the average diversion rate has also increased from 2009 through 2013 from 48% to 75%. As a result, the amount of waste disposed has remained approximately the same between 2011 and 2013. • All 17 offices have access to an in-office recycling program and 47% (8 of 17 offices) have access to a composting program.

A TALL DRINK OF WATER Dillon’s goal is to completely eliminate delivered bottled water and single service water bottles across all offices. Tap water is the preferred option but offices are exploring several other strategies such as fountain/bottle filling stations that quantify the amount of bottles saved from the landfill. Some offices have water coolers that are hooked up to the municipal water supply to eliminate delivered bottles.


approach

environment

social & community

employees & well being

moving foward

Results Continued

Waste Reduction Practices

BEST PRACTICES

Windsor Disposable plates and cutlery are never used and are often returned to the caterer, if provided. Winnipeg There is an annual auction used for office furniture and supplies for employees to take part in. The furniture and supplies that are not auctioned get donated to local organizations. Computers are also auctioned and the remaining items are delivered to an e-waste recycling facility. Non-confidential one-sided used paper is taken to a day-care for arts and crafts use. One-sided used paper is also made into notebooks for employees to use.

Waste Reuse Practices

ORGANICS WASTE MANAGEMENT Waste Management Programs

Backyard Composting Saskatoon, Windsor, Winnipeg

Third Party Pick-up Vancouver

Composting Provided Vermi-Composting Yellowknife by Management Company Halifax, Kitchener, Toronto

4


approach

environment

social & community

employees & well being

moving foward

Transportation Goal Decrease use of single occupant cars and increase use of alternative commute options. Actions • Provided office-based bicycles for use in some offices. • Many of the offices have secure bike storage, lockers for personal items and showers readily available for staff that bike to work. • Participated in Bike to Work Week and Bike to Work Day. • Prior to leasing any office space a Green Lease Criteria check list is completed that takes into account transit, cycling/walking infrastructure and bike parking. These criteria are considered prior to signing any new lease. • The Winnipeg office supported the 2014 International Winter Cycling Congress. • Developed carpooling contact list for all employees. • Transit tickets/tokens provided for staff use (client meetings, carpoolers to get home). • A survey will be done in 2014 to reassess Dillon’s commuter trends.

2012 Results

2010: 70.2% 2012: 75.9%

single occupancy vehicle

car pool

2010: 9.2% 2012: 8.0%

2010: 0.9% 2012: 0.4% telecommute

2010: 4.3% 2012: 3.5% bicycle

2010: 10.1% 2012: 7.3%

HUB BIKE FRIENDLY WORKPLACE - VANCOUVER Dillon is proud to have been identified as a HUB Bike Friendly workplace. Dillon has been carbon neutral company since 2008 and employee commute is included in our annual carbon assessment.

public transit

Each year HUB recognizes local businesses for their leadership and commitment to a more bike friendly future. Dillon’s Vancouver office was selected as a runner up of the HUB 2013 Bike Friendly Business Award.

walk

2010: 5.4% 2012: 4.9%

Based on a series of bikeability criteria, the selection panel felt both Dillon and the BC Institute of Technology (Richmond) are taking concrete steps towards encouraging cycling and investing in healthier employees, sustainable transportation and a more bike friendly workplace. 5

Our team will work together to improve these outcomes in FY2015 and beyond.


approach

environment

social & community

employees & well being

moving foward

social & community Environment and Community Investment Fund Goal Invest over 1% of pre-tax profits towards environmental and community initiatives. Actions Dillon established the Environment and Community Investment Fund (ECIF) as a means to support efforts to improve our environmental, social, and community impact. Rather than simply donate 1% of pre-tax profits to various community and environmental organizations, Dillon instead leverages this investment by enabling employees to execute projects, programs, or initiatives that fit the fund’s criteria. Results

over 1%

120+ ECIF Initiatives

Nationally

in 2013

Total ECIF Spending

$493,764

*Staff volunteer time was above and beyond these expenses

Pre-tax Profits

600+

and Donation Fund

Access to the ECIF

{

2009 - 5 offices involved 2010 - 15 offices involved 2011 - 16 offices involved

$2,620 $69,507 $144,598 $155,477

2012 - 17 offices involved 2013 - 17 offices involved

120+ ACTIVITIES IN 2013 INCLUDED SUPPORT FOR: • • • • • • • • • • • •

Employees with

Allocated to the ECIF

In-school programs Community greening events Fundraising sports events Earth day events Food banks Community shelters/homes/missions Child and youth programs Disaster relief Nature conservancy programs Habitat for humanity Seniors and seniors’ programs Office greening

6

$121,562


approach

social & community

environment

employees & well being

moving foward

Environment and Community Investment Fund Example Initiatives Yukon Territory

Northwest Territories

Nuunavu vutt Yellowknife

New f ou n

British Columbia Alberta

Calgary

n

ab rad or

wa

sk Sa

Vancouver

dla nd an dL

e ch

at

Maani n toba ba

Saskatoon Winnipeg

St. John’s

Quebec Neew N New Brunswic ruunn wick wic ick

Ontario

Fredericton

Dillon Office Locations

Saint John

Ottawa Toronto Kitchener Oakville

London Windsor

Chatham

Environmentally Friendly Tumblers for Cystic Fibrosis Walk Office: Oakville Local Champion: Tracy Micallef, Office Administrator Fifteen Dillon Oakville staff takes part in the Great Strides walk for Cystic Fibrosis each year, on a team called Chloe’s Consultants. Chloe, the daughter of one of the local staff members, has Cystic Fibrosis (CF). The money the team raised went to support CF research, but Dillon also sponsored over $1,700 for reuseable cups with straws for each walker.

School Breakfast Program Office: London Local Champion: Sabrina Stanlake, Planner Dillon’s London office has been actively involved in the Prince Charles Elementary School Breakfast Club for three years. The committed team provides breakfast twice a month at the school, and is involved in purchasing food, menu planning, cooking, and serving. It’s a major highlight for the 20+ staff that participates and have built an ongoing relationship. Together, they’ve served over 600 warm, nutritious breakfast meals.

7

P I PE PEI Nov No ova ova Sccotia Sco

Sydney

Halifax


approach

environment

social & community

employees & well being

Rideau Valley Wildlife Sanctuary Office: Ottawa Local Champion: Natalya Suckow, Administrative Assistant & Alex Zeller, Biologist For three consecutive years, the Ottawa office has been supporting the Rideau Valley Wildlife Sanctuary through the ECIF. The office has spent considerable time and effort on the creation of turtle rehabilitation tanks for RVWS following the Terry Fox Drive Blandings Turtle studies. The RVWS cares for a significant number of injured and displaced turtles every year, including the Blandings Turtle. Aside from volunteering at the organization, the team has donated several items and pieces of equipment to the organization. Library: Progress Centre for Early Intervention Office: Halifax Local Champion: Jodie Connors, Administrative Assistant This past summer, Dillon’s Halifax office donated time, funding, and materials for the expansion of the Family Toy and Resource Library. The team carried out the demolition, painting and re-assembly of the library. The library is now easier to navigate and has more space for a larger variety of toys, books, and resources for use by families and staff. Habitat for Humanity Office: Winnipeg Local Champion: Clement Lam, Environmental Scientist Each year, Dillon sends a team of committed volunteers to help build Habitat for Humanity homes. Most recently, the team helped build a house in a LEED certified development in Winnipeg. The ECIF also supported the initiative by purchasing backfill, perimeter drain stones and a high efficiency furnace. Laskeek Bay Conservation Society Office: Vancouver Local Champion: Stacie Kalyn, Environmental Technician Last year, Dillon contributed $750 in supplies to the Laskeek Bay Conservation Society (LCBS) as part of the ECIF program. LCBS is a not-for-profit organization dedicated to the conservation of marine and terrestrial ecosystems on Haida Gwaii (formerly, Queen Charlotte Islands). One of Dillon’s professionals assisted the society with her expertise.

8

moving foward


approach

environment

social & community

employees & well being

Kingsclear First Nation - Christmas for Kids Office: Fredericton Local Champion: Ryan Dunbar, Environmental Engineer Kingsclear First Nation was thrilled with Dillon’s involvement with their Christmas for Kids Campaign, which assists low income families during the holiday season. This past year, Dillon helped support Christmas Day for over 30 families living within the Nation. Dillon further supported the campaign with personal contributions beyond ECIF funding, and helped Kingsclear in wrapping some of the donations. Children’s Treatment Centre Office: Chatham Local Champion: Larry Oulds, Municipal Engineer Dillon’s Chatham office helped fund and build an accessible therapy playground for the Children’s Treatment Centre. The playground hosts pediatric rehabilitation services and activities for children with developmental and physical needs. The team of volunteers contributed playground equipment and volunteered to help build and landscape the playground.

Scholarships Scholarships awarded in 2013:

$5000 each

Canadian Institute of Planners (CIP) Canadian Water Resources Association (CWRA) Canadian Engineering Memorial Foundation (CEMF) Transportation Association of Canada (TAC)

9

moving foward


approach

environment

employees & well being

social & community

moving foward

employees & well being Awards

Well Being •

Canada’s 50 Best Managed Companies Deloitte, 2006-2013 Now a Platinum Club Member The Green 30 - Canada’s Greenest Employers Hewitt Associates, 2011, 2013

Best Employers in Canada Hewitt Associates, 2011, 2013 Best Employers in the Greater Toronto Area Hewitt Associates, 2011, 2013

Employee Engagement

conducted since 2010

Juice Survey: Checking the Pulse of Employee Well Being Goal Continuously improve on metrics that capture employee well being. Dillon takes these results seriously. We value employee feedback, emphasize the challenges we face, and incorporate improvements in our corporate strategy annually.

Results

Overall Employee Workplace Engagement

2010

3.75/ 5.00

2011

3.83/ 5.00

2012

3.84 / 5.00

2013

3.82 / 5.00

The Women in Dillon (WiD) team has been in place since the spring of 2009. The goal of the WiD initiative is to identify barriers to attracting and retaining women of merit within Dillon, and propose positive solutions to overcome them. Dillon promotes employee innovation through a wide variety of programs, including Development Initiatives and the Innovation Prize. Most recently, Dillon launched the Idea Incubator, through which employees can apply for funding to investigate and develop innovative processes and ideas. Dillon is a strong supporter of work-life balance, and enables employees to develop flexible work arrangements that meet their needs. These arrangements include flex-time, telecommuting, and the generous provision of caregiver time and parental leave. Dillon’s transition to a Google-based platform supports out-of-office and inter-office collaboration, allowing access to video “hangouts,” instant messaging, cloud drives and other online collaboration tools. Dillon’s mentorship programs provide staff with opportunities for sound professional and career development. The intent of the program is to increase the employee’s breadth of experience and “big picture” understanding of our business in general. There are also opportunities for technical coaching.

The President’s Crew

2013 - 2014 Crew

The President’s Crew is a one year, challenging, fast paced, intensive program specifically tailored to provide experience and interdisciplinary learning opportunities to new graduates. “Crew Members” are provided with an opportunity to spend a year rotating through the firm’s practices and different geographical regions, balancing an abundance of both technical experience and business development. This year marks the sixth year of this initiative. Members are placed across Canada.

10


approach

environment

social & community

employees & well being

moving forward

moving forward to FY2015 Approaches and Priorities REDUCTIONS IN OUR CARBON EMISSIONS

• Implement a company-wide office challenge or competition tied to sustainability and based on improvement. • Update energy reduction guide and provide to offices for use.

ORGANIC WASTE PROGRAMS IN ALL OFFICES

• Take action on all negative results from 2013 waste management survey. • Initiate one-on-one discussions on organic waste program implementation, encourage an ECIF subsidy of pick-up or supplies, use incentives, and promote idea generation.

EMBRACEMENT BY LOCAL CHAMPIONS THROUGHOUT THE YEAR

• Identify one Partner/senior leader to provide direction and accountability at each office and continue to encourage Partner and Associate involvement. • Consider recognition as an incentive and motivator.

COMPANY-WIDE COMMUNICATIONS THROUGHOUT THE YEAR ON WHAT WE ARE DOING

• Debrief locally after ECIF activities, recognize attendance, collect photos, and inspire leadership. • Provide one additional update per year in addition to the annual report; include a summary of ECIF activities from across the company. • Highlight and encourage the use of green products at product locations at each office through posters/ signage. • Work more closely with Office Managers and Office Administrators to mandate green products, make bulk purchases, and devise energy reduction strategies. • Apply for one sustainability award in FY2015.

WORK WITH TALENT MANAGEMENT GROUP ON CONTINUOUS IMPROVEMENT WITH EMPLOYEE WELL-BEING • Develop a specific goal for improvement of employee well-being. • Focus on challenges identified by Juice Survey. • Expand opportunities for recognition and appreciation.

11


approach

environment

social & community

moving forward

employees & well being

Dillon’s sustainability scorecard Dillon’s Sustainability Scorecard aligns with the over-arching company strategy.

Our Vision

Carbon Neutrality

To be recognized by Dillon’s key stakeholders – our owners, employees, and clients – as a leader in our industry at corporate sustainability and by practicing what we preach.

For 2011, 3,477 tonnes of CO2e were offset through the purchase of credits from the City of London’s W12A landfill gas flaring and collection system.

Environment

Since 2008

Environmental Footprint Rating Tonnes of CO2e per Employee 10.35

1

2010 4.62

2011 4.68

9.20

8.05

6.90

5.75

4.60

3.45

2

3

4

5

6

7

2.30

8

1.15

0

9

10 Rating Level

2008 5.64

Employees and Well Being

2012 4.75

Juice Survey Overall Employee Workplace Engagement

2009 4.65

Social and Community

2010

3.75/ 5.00

over 1%

2011

3.83/ 5.00

Allocated to the ECIF

2012

3.84 / 5.00

2013

3.82 / 5.00

Pre-tax Profits and Donation Fund

12


16


Sustainability Matters