Sustainable Businesses

Sustainable Businesses
Navigating towards a more sustainable future

Contents

Introduction – Nathan Goode 2
Strategy & Risk Management 4
Implementation: Governance & Embedding Sustainability 8
Sustainability Reporting 13
Sector Specific Approaches 17
Food & Beverage 18
Freight & Logistics 20
Property & Construction 22
Higher Education 24
Local Authorities 26
Healthcare 28
Conclusion – Nathan Goode 30
Contact us 33

Foreword

“ ustainability is one
S
of the buzz words
of the moment. But
what does it really
mean for business?
Global and large
quoted corporations
increasingly see
sustainability issues
as important to their
business model.”

Nathan Goode
Head of Energy, Environment and Sustainability
Grant Thornton UK LLP

Sustainable Businesses 1

Introduction

Whilst global and large quoted corporations’ public
profile provides an obvious rationale for incorporating
sustainability issues into the way they operate, what
about the rest of the business world?

What about nationally or regionally based where they draw resources? Do they draw an explicit
organisations, or companies that are part of global link between these issues and their own profitability
supply chains, operating business-to-business and competitiveness? Can and should the principles
or competing in specialised markets? Do these of sustainability be universally part of an organisation’s
organisations need to plan for sustainability amidst DNA, embedded in its business model, and given
competition and cost pressures on all sides? equivalent value to the financial bottom line?
Sustainability can be tricky to define in a way
that satisfies everyone. Sustainability involves both “What are the threats and opportunities coming
planning for the long-term, seeing the linkages out of global shifts in resource use and patterns,
between all of the influencing factors – and greater awareness of the corporate footprint
understanding that the relationships between an in general and changing government regulation
organisation and its environment (in the broadest around areas such as carbon emissions, waste
sense) are both dynamic and interactive. Sustainability management and renewable energy?”
is fundamentally linked to an organisation’s use of
resources and the waste outputs that it produces. At Grant Thornton, we sensed that business
We can see the leadership from global corporates models are starting to respond to these challenges,
and understand the rationale, but at Grant Thornton and not just amongst the global multinationals.
we wanted to know whether these approaches were But we wanted to test this presumption, see if
starting to spread into the wider economy. And if we could identify a trend and, if so, assess how
they were, how those organisations were thinking widespread and how deep it was.
about the cost of resources: were they focused on So we commissioned independent analyst firm
today’s cost model or looking forward to a world Verdantix to undertake an independent, anonymised
where basic commodities such as energy, water and review with 200 senior executives across the private
minerals show themselves to be volatile, costly, finite and public sector in the UK, choosing the types
and scarce? And how important for their own future of organisation we work with on a day to day basis:
do these organisations think the impact is on the ‘mid-tier’ businesses broadly in the £250 million –
communities they serve, where they operate and £1 billion turnover range, who are key to the

2 Sustainable Businesses

“ ustainability is fundamentally linked to an
S
organisation’s use of resources and the waste
outputs that it produces.”

country’s future economic growth, in sectors which
should in theory be amongst the first to be affected
by sustainability issues:
Food Beverage, Freight Logistics, Higher
Education, Property Construction and the Public
Sector, concentrating on Health and Local Authorities.
We want to look at the challenges these
organisations face in developing a long-term,
sustainable business model and ask: what is the
business case for sustainability? What are the threats
and opportunities coming out of global shifts in
resource use and patterns, greater awareness of
the corporate footprint in general and changing
government regulation around areas such as carbon
emissions, waste management and renewable energy?
This report addresses sustainability in the
following key areas:
• Strategy and risk management
• Governance arrangements
• Embedding sustainability
• Reporting sustainability
The organisations we surveyed had clearly begun
the journey, but to a greater or lesser extent were still
only part of the way there. There is still plenty more
to do before sustainability becomes business as usual.

Nathan Goode
Head of Energy, Environment and Sustainability
Grant Thornton UK LLP


Findings

Strategy Risk Management

Overview majority have already begun integrating sustainable
The primary finding of this survey development into their daily work practices.
is that sustainability is no longer the 85% of those surveyed said this trend will increase
preserve of the happy few; different in importance in the next year and 94% indicated
that this will be of even greater importance over
forces are compelling many businesses
the next five years. Sustainability therefore has
and other organisations to recalibrate their a strong and growing relationship to overall
operations in a more sustainable fashion. organisational behaviour.

In the sectors we reviewed, something of a Strategy
‘tipping point’ seems to have been reached – those 12% of respondents were still grappling with what
organisations still failing to face up to the impact of sustainability meant for their organisation, although
sustainability on their organisational performance the vast majority (88%) of those interviewed were
now risk being left behind by their peers. The able to articulate this. The residual 12% may be failing
sustainability imperative is starting to be seen as to identify the risks and opportunities associated with
a determinant of business success. sustainability, which may place them at a competitive
This is illustrated by the fact that 92% of survey disadvantage. However, the overwhelming majority
respondents stated that sustainability performance is of our sample had at the very least reached ‘first base’
either ‘very important’ or ‘important’ to the overall in seeing a direct relationship between sustainability
success of their organisation, and that the vast and overall organisational performance.

Which statement best describes your perspective
12%
on what sustainability means for your organisation?
Sustainability is a new concept
for our organisation and we are
still grappling with what it means

42%
Sustainability describes
the long-term viability of our
organisation in the context
46%
of natural resource scarcity Sustainability describes our
organisation’s performance on
non-financial metrics such as
energy, environment and social


“Market demand
means that ignoring
sustainability is not
an option.”

Organisation At the same time, sustainability is now seen
Survey respondents were encouraged to give their as a necessary cost of doing business. “The increase
own thoughts as well as answer specific questions. [in our interest in sustainability] is because of the
“We are constantly trying to raise the bar every year financial importance of achieving cost savings and
on our sustainability targets,” was how a respondent our commitment towards using more sustainable
from the Food Beverage sector expressed their products. We include this even in tenders and our
company’s attitude. As another, in the Freight overall procurement process and this will only
Logistics sector, put it: “Market demand means increase,” said a respondent from the Property
that ignoring sustainability is not an option.” Construction sector. Another, in the Food
Why do so many organisations think the Beverage said “It will be more and more important
significance of sustainability will increase in the to find out how to source our raw materials in
future? There appears to be a combination of factors, a sustainable way and then strive to improve
such as rising energy costs, government targets, and increase efficiency.”
competition within the sector and a commitment There was a high level of confidence amongst
to social responsibility. Each organisation will interviewees that sustainability was a part of the
rank these factors differently according to their organisation’s strategic planning. A substantial
own circumstances. However, short-term financial majority said their organisations had fully or partly
constraints, especially in the public sector, are included sustainability into the following areas:
affecting the kinds of sustainability initiatives • Long-term strategy (89%)
that are being undertaken. • Core values (81%)
Clearly ones with immediate cost benefits are • Mission statement (79%)
more attractive. “I see a significant increase in the • Vision statement (79%)
importance of sustainability due to the cost of • Financial objectives (70%)
utilities, indirect cost associated with sustainability Awareness of the issue, therefore, was the norm
like waste and packaging, procurement, cost of amongst our interviewees. The next question is how
transport, increase in fuel charge, fuel duty, aviation this is reflected in everyday business practice.
taxes, all of it,” was one comment from a Higher
Education respondent.


“ limate change will impact on Healthcare and
C
so we need to mitigate this. The Department of
Health has carbon reduction targets. We’re very
much looking to beat them.”

Risk Management the highest business risks, but wouldn’t be surprised
We wanted to know how organisations assessed to see more fundamental economic considerations
the key risks associated with sustainability and set starting to come to the fore in future surveys.
performance targets against them. The survey listed Perhaps one conclusion from these results is that
seven risk areas. These were: people are not necessarily distinguishing the concept
• Carbon regulations of risk (which is about volatility and unpredictability
• Energy prices in forward planning) from simply articulating current
• Environmental regulations business concerns. In some cases, limited datasets
• Water scarcity or technical experience to undertake an effective
• Commodity prices evaluation may also be playing a part, particularly
• Extreme weather where these issues are relatively new to a sector.
• Substitution risk from more sustainable products When the analysis is broken down, some sectors
The responses showed a real mix of concerns, with gave more of a preponderance to carbon regulations
no single dominant risk area, indicating that carbon than others. Carbon regulations were identified as the
regulations were identified as the ‘most important’ most important risk factor by 60% of respondents in
sustainability risk factor for an organisation’s the Mining Extractive sector (and energy prices
performance in over a quarter (27%) of cases, and by 40%), by Local Authorities in 44% of cases,
energy prices by one fifth (20%) of respondents. and by 39% of respondents in Higher Education
“Climate change will impact on healthcare and (and energy prices by 32%).
so we need to mitigate this. The Department of 168 Local Authorities in the UK are subject
Health has carbon reduction targets. We’re very to the CRC Energy Efficiency Scheme which may
much looking to beat them,” said one Healthcare be driving the responses here, but it is a relatively
sector respondent. predictable business cost rather than a risk, and it
It is important to stress that this survey is a is also likely that public sector responses reflected
snapshot, taken at a particular point in time. We can wider concerns and aligned with current public
see the rationale for identifying regulatory drivers as policy agendas.


On average across all sectors, the second Substitution risks from competitive, more
biggest risk after carbon was energy prices (20%). sustainable products were considered the least
Environmental regulations (17%), water scarcity important risk by 19% of respondents. This kind of
(16%) and commodity prices (10%) followed. At ‘disruptive’ market intervention can have profound
the other end of the scale, 25% thought that extreme consequences, especially in fast-moving technology
weather events were the least important risk, which fields, but it is likely that in the sectors we chose,
is interesting given this year’s widespread flooding this risk was not considered particularly relevant
incidents and other extreme events globally. to the business model.

To what extent has your organisation’s leadership In the next two years, how significant will the following
included sustainability in the following? risks be to your organisation’s performance?
% %
100 100

90 90

80 80

70 70

60 60

50 50

40 40

30 30

20 20

10 10

0 0
Long-term strategy

Core values

Mission statement

Vision statement

Financial objectives

Carbon regulations

Energy prices

regulations
Environmental

Water scarcity

Commodity prices

Extreme weather

more sustainable products
Substitution risk from

Fully included Partially included

Not included Don’t know 1 2 3 4 5 6 7

1 – Most important


Findings

Implementation: Governance
Embedding Sustainability

Overview competitive market? And how can you tell the
Awareness is one thing, but translating difference between superficial box-ticking and
this into meaningful and effective action genuine action?
is a different matter. Leaders wishing Often environmental compliance requirements
affecting a company’s ‘licence to operate’ is the entry
to implement change face plenty
point for sustainability in the operational areas of a
of challenges. business. However, to move from this to ‘embedding’
sustainability so that it becomes a core part of the
Is there resistance to change and, if so, where does
business model is a major step. Often resources
it lie? What strategies are available to overcome it?
and money are the barriers to action, but also lack
Does there have to be a crisis to drive change, or
of clarity about what sustainability initiatives can
can there be evolution during periods of stability?
and should achieve. If sustainability is treated
How is change best institutionalised? How does
predominantly as an ‘environmental’ issue,
an organisation implement sustainability goals
rather than also as an economic and social issue,
while surviving in a potentially conflicting
embedding could be harder.

Who is accountable for performance against 2% 2%
sustainability goals in your organisation? CEO
4% Sustainability Director
4% Other
4% Vice Chancellor
Environment/Energy Director
5% Head of Council

7%
40% COO
Managing Director
CFO
Facilities/Estates Director
10%

20%


Governance critical finding – not only do successful organisations
Ascertaining who has designated leadership for have the strategy for addressing and incorporating
sustainability, together with which departments sustainability throughout the business mix, but
of the organisation are involved was revealing. designated responsibility goes to the top.
Questions targeted on accountability and Where a board has committed the time and effort
responsibility generated some very interesting to establish such a position, it is a highly positive sign
results. In order to surmount barriers to embedding that sustainability has been acknowledged as key
sustainability, it is clear that leadership is crucial. to overall business performance and requires its
With a strong and consistent message from own management.
the top of an organisation sustainability can be The range of job titles in this response suggests
communicated as something that simply has to be a diversity of approaches, however. Organisations
done. “The CEO made it very clear that... addressing need to implement as well as strategise and it is
sustainability issues are necessary for the growth interesting to see that in only 7% of cases the Chief
of our organisation,” was how one respondent in Financial Officer or the Chief Operational Officer is
the Food Beverage sector put it. accountable for attaining sustainability goals, despite
The survey showed the CEO or equivalent the survey showing that sustainability is enshrined
was accountable for sustainability performance ‘partially’ or ‘fully’ in 70% of organisations’ financial
in nearly half of the organisations questioned. targets. Yet the economic case for sustainability is
47% of respondents reported that the CEO already very important and becoming more so.
or Vice Chancellor (the equivalent of a CEO in “In the short-term, financial benefits and increased
Higher Education) was the individual accountable awareness will increase the importance of
for performance against sustainability goals. sustainability,” one respondent from the
A further 20% identified the Sustainability Director Local Authorities sector commented.
as responsible. With other board-level categories
there was a clear 80% where sustainability was led
from the ‘top table’ of the organisation. This is a


“ ustainability goals were described
S
as ‘fully embedded’ in any department
in no more than a third of respondents.”

Embedding Sustainability in adopting sustainable business practices, either fully
Sustainability goals are not always embedded or in part, with under 60% of respondents in these
consistently throughout all branches of an operation. two specialisms reporting that sustainability was either
They must cascade down through every department, fully or partially embedded. Many organisations have
or there is the risk of a disconnect between high-level started the journey towards embedding sustainability
strategy and organisational reality. and to measure where each organisation was on this
In our review, sustainability performance metrics journey would require more detailed analysis.
were least noticeable in financial management and The uncertainty may be because many
product development compared to energy and departments still consider sustainability as just an
environmental management functions. It is clear environmental issue. In Sales for example, where
that the stage of embedding sustainability is where targets are financially driven, non-financial metrics are
many organisations still have much to do. considered to be less important, unless they are seen as
In leading organisations and businesses, by having a direct impact – for example where businesses
contrast sustainability is fully embedded throughout need to meet certain environmental requirements in
the core strategy, and is seen as a driver of growth order to win contracts.
and innovation. For the SME’s reviewed in this
research, sustainability goals were described as ‘fully Less than 60% of respondents reported that
embedded’ in any department in no more than a third sustainability goals had been ‘fully embedded’
of respondents. This highest response rate at 33% was or ‘partially embedded’ within HR and Sales.
Operations – the lowest, at 14% was Sales, with the
others falling between these extremes.
The scores go up when ‘fully embedded’ and
‘partially embedded’ are combined, but the results
show clearly that HR and Sales are lagging well behind


The power of sustainable business practice is To what extent are sustainability goals
recognised as a potent motivator for behavioural embedded in the following functions?
change. When the SME’s in this survey were %
asked whether there were plans to incentivise 100

the incorporation of sustainability into employee 90
behaviour, responses indicated limited consideration
of possible interventions. Only 13% said that they 80

planned to fully embed employee recognition for
70
improving sustainability into their strategy. This was
‘employee recognition’ in a non-financial sense – 60
we asked separately about bonuses and pay rises.
50
The figure rose to 51% to include ‘partial embedding’,
but again what this means in practice is a moot point. 40
Employee recognition was the most popular of all
suggested strategies. Giving bonuses to executives was 30

the next most popular choice (9% fully embedded)
20
with general employee pay rises or bonuses the lowest
(3% fully embedded). 10

0
Operations

Risk

Finance

RD

IT

Supply chain

HR

Sales

Fully embedded Partially embedded

Not embedded Don’t know


There is a majority recognition that different Leading companies which have already
investment criteria should apply to sustainability successfully integrated sustainability throughout
projects. 67% of respondents identified longer payback their organisation all report that they have some
periods as being allowable for sustainability projects form of recognition for behaviour change embedded
and 53% included non-financial social and in their operations. When sustainability metrics
environmental information in the assessment process. directly affect financial performance and therefore
48% had reached the stage of monetising these criteria, the reward that people derive from their work within
while only 15% did not include social and environmental the organisation, they can become truly embedded.
information in the process. This seems like a strong
platform to build on. No doubt different metrics are
inconsistently reported in organisations’ sustainability
reports and wide disparities exist between the quality,
quantity and types of information represented, but
a process at least appears to be underway.

How does your organisation account for sustainability
in its capital investment appraisal processes?

Longer payback periods are considered
for sustainable projects
Non-financial environmental and
social information is included in the
assessment process

67%
Environmental and social information is
not included in the assessment process
53% 48% All environmental and social costs
and benefits must be monetised for
5% consideration in the appraisal process
15% Don’t know


Findings

Sustainability Reporting

Sustainability information was reported At the top of the list of reported metrics was
either internally and/or externally in over Waste Management (fully included by 56%),
followed by Environmental Management (51%).
80% of organisations surveyed. Just 16%
Energy Management came third at 50%.
did not publicise any information related
This probably reflects the length of time that
to their sustainability performance. waste and environmental (pollution) legislation has
been in force (up to thirty years in some cases), during
But exactly what they are reporting varies widely.
which time it has become almost a standard concern.
Of those who do report, 46% see ‘sustainability’
In particular, the Landfill Directive has begun driving
as their organisation’s performance on non-financial
increasing recycling, waste minimisation and resource
metrics such as energy, environment and social.
efficiency, with material effects on the bottom line.
Almost as many, 42%, see it as the long-term
“We have to nearly double our recycling rates
viability of their organisation in the context of
from 28% to 40% by 2014,” said one respondent
natural resource scarcity.
from the Local Authority sector.
Either way, this suggests that sustainability
Water Management has been creeping up the
reporting can provide a way of systematically
agenda (fully included in 46% of reports) due
and quantitatively measuring management quality.
to compulsory water metering and rising costs.
However, the fact that Waste and Environmental
Management came top of the reporting list suggests
there isn’t necessarily a strong correlation between
the responses on external sustainability risks (carbon,
energy etc.) and what gets reported on. It is likely
that what gets measured tends to be linked to what is
required for compliance purposes. Yet it is important
that organisations measure, manage and disclose
the full range of factors that help it to create and
preserve value.


“ ector and trade bodies have the opportunity to
S
demonstrate leadership to assist this process by
working closely with regulators and governments
to improve the quality and value of reporting.”

Boards take a variety of approaches to presenting Communications (20%) or the CEO (37%) or the
sustainability data. 28% present it as a standalone Head of Sustainability (42%).
report. A further 40% either integrate it or present External validation of sustainability information
it as a separate section in the annual report. 16% was not widespread in this group. Only one third
just include it in their internal reports and 16% do of sustainability information was subject to any form
not report on it at all. It is probably fair to say that of assurance.
sustainability is not yet seen as having a direct impact Yet, despite there being no regulatory
on financial results – only 7% of those surveyed requirement, many organisations are reporting.
consider the CFO/FD responsible for deciding Many other countries, such as South Africa, France
how to present sustainability information. This and parts of Scandinavia, have statutory obligations
was significantly less than the Head of Corporate for sustainability reporting.

To what extent does your organisation include sustainability
performance metrics in the following areas?

Fully included Partially included Not included Don’t know

Waste management 56% 37% 2% 4%

Environmental
51% 42% 5% 1%
management

Energy management 50% 42% 6% 2%

Water management 46% 45% 6% 4%

Facilities management 34% 45% 17% 4%

Procurement 29% 51% 17% 4%

Travel and logistics 26% 45% 22% 7%

Financial management 21% 50% 22% 7%

Product development 13% 39% 32% 16%


Businesses that have incorporated sustainability
in their reporting processes tend to adopt independent
benchmarking according to recognised standards.
This helps organisations avoid accusations of
‘greenwashing’. Independent assurance is possible
using AA1000AS (2008), the Carbon Trust’s GHG
Protocol Product Standard, GRI (G3) guidelines,
and ISO26000, for example. There are new initiatives
to improve corporate reporting such as the development
of an integrated reporting framework by the
International Integrated Reporting Council and the
disclosure of carbon emissions by the Carbon Disclosure
Project. Sector and trade bodies have the opportunity to
demonstrate leadership to assist this process by working
closely with regulators and governments to improve the
quality and value of reporting.
The proposed introduction of mandatory carbon
reporting for UK companies listed on the main exchange
should also lead to greater transparency and comparability
in reporting. Whilst there is a concern that this may add
to the reporting burden, the move towards mandatory
carbon reporting was wholeheartedly backed by business
during the recent Government consultation process.
The argument is that companies, investors and
other stakeholders will benefit from improved
information about the risks and opportunities facing
the organisation; this should lead to better decision-
making through increased awareness of sustainability
issues. Many respondents to our survey cited the
expectations of clients and the public as being
important motivators for reporting.


As one respondent put it: “It is mainly external community and diluting efforts to move away from
influence, customers’ expectations on our company. a solely short-term focus on investment decision-
A lot depends on the external stakeholders and at making. On the other hand, developments in social
times they are putting a lot of increasing pressure on and interactive media are magnifying the potential
the business to address these sustainability issues.” for reputational damage and may act as a catalyst
Reputation is everything and can massively affect for change.
brand value, and this is seen as vital by many Effective communication of sustainability
leading companies. performance can enhance reputation, but ineffective
Other barriers to effective communication include communication or a lack of trust can equally work
not quantifying and accounting for sustainability in the opposite direction, particularly through social
issues in financial terms, which can result in the issues media, where damage may be difficult to repair.
having less perceived importance to the investment

Which of the following statements best describes
your approach to sustainability reporting?

16% 28%
We do not publicise any information relating to Sustainability information is presented in a
our organisation’s sustainability performance standalone sustainability report

16%
Sustainability information is integrated
in our internal management reports

20% 20%
Sustainability information is presented Sustainability information is integrated
as an independent section within the into the annual report and accounts
annual report and accounts


Sector

Sector Specific Approaches
Within sectors, as we have identified, approaches to sustainability
differed widely on a sector by sector basis.

“ e deal with sustainability
W
thoroughly; it is part of our
business and it will only
increase in importance.”


Sector

Food Beverage
Companies in the food and beverage sector are An independent research and analysis report
exposed to reputation and resource scarcity risks. conducted by our Strategy and Commercial Advisory
To mitigate these risks and achieve positive brand Team on behalf of the Food and Drinks Federation
impacts, firms are investing in sustainable supply (FDF) identified growth opportunities and barriers
chain strategies which are less resource intensive that companies in the sector are facing based on
and focus on building stronger relationships extensive surveys and interviews with senior
with key suppliers. management (representing c. 29% of the total
“We deal with sustainability thoroughly; industry by turnover value).
it is part of our business and it will only increase One of the major future risks identified in this
in importance,” said one respondent. 32% of report was access to raw materials exacerbated by
respondents confirmed that sustainability goals had the growing demand from emerging markets and the
been fully embedded into their supply chain, for extreme volatility in commodity prices. Executives
example by sourcing locally. This was the highest regarded access to raw materials a competitive
value recorded for supply chain and is reflective disadvantage for the UK compared to other countries
of its relative importance in this industry when who are more self-sufficient or can access more raw
compared to the others evaluated in this study. materials locally, compared to the UK, which remains
In this sector, consumers have been taking a more particularly dependent on importing certain commodities.
active interest in the sustainability of products for One of the conclusions of the report is that in
some time and many have been the target of consumer order to ensure food security, the UK food and drink
campaigns. This explains why communicating industry and Government must work together. The
sustainability performance to customers was industry must develop more resilient supply chains
identified as ‘very important’ by this sector. (produce more with less resources while reducing the
In terms of threats, water scarcity emerged as the impact on the environment) while the Government
most important risk factor for this sector (identified should facilitate greater trade liberalisation through
as such by 32% of respondents), reflective of the high international trade negotiations.
water usage intensity levels of this industry.


Case Study:
Marks Spencer plc
Marks Spencer (MS) is one of the UK’s leading retailers. They have delivered
£185 million in net benefits through Plan A. An essential element has been close
collaboration across the supply chain.
Adam Elman, Head of Delivery at Plan A, commented that CO2 emissions from
the supply chain are up to 10 times that of the company itself. “We do not have all
the answers and it makes sense to work together and learn from each other.”
A Supplier Exchange best practices programme was launched 5 years ago
that allows best practice to be shared on a whole range of topics both on-line and
face-to-face working groups plus at an annual conference where over 1,200 suppliers
can engage with each other to discuss challenges and opportunities. This approach
engenders collaborative working to develop better working practices but suppliers
must meet sustainability standards from an environmental, social and economic
perspective that align to the company’s balanced scorecard, in effect a ‘carrot and
stick’ approach is used.


Sector

Freight Logistics
For Freight Logistics, the sustainability agenda Looking ahead, this sector sees more efficient
(specifically low carbon transport) is having transportation as a theme which has been strong for
a transformative impact on this industry, and it the last three years and is likely to continue to be so.
was the shareholders who were the target group Although 24% of respondents foresaw no change
most frequently identified as ‘very important’ in the importance of sustainability in the next year,
for sustainability performance communications. this is because they have already taken on board the
Whilst low carbon is a priority it is also importance of the aspects of sustainability most
a challenge for companies in the sector because relevant to them.
alternative fuel systems – such as electric – have yet The need to embed sustainability was noted by
to be developed which can run vehicles for long one respondent from the Freight and Logistics sector
periods of time. who stated: “We are driving [sustainability] through
our internal environmental management system
which requires input from lots of departments
and teams.”


Case Study: Case Study:
Debach Enterprises Ltd Deben Transport
Debach, a warehousing, logistics and Deben Transport provides container haulage
distribution company, has installed a services to multinational shipping companies.
large solar PV array at one of its depots. The haulage sector faces increased regulatory
Another is planned. Bee Kemball, MD pressures to reduce carbon emissions, such
of Debach, said: “[the deal] is financially as Euro 6, which alone can add £10,000 to
rewarding immediately and long-term, the cost of new vehicles. Deben attributes
giving us and our customers, operational and the sustainability of its business model to
most importantly, environmental benefits.” high levels of performance and reliability,
The company has a goal of becoming carbon achieved through commitment to co-
neutral and the initiative sits alongside effective operation and partnerships and a highly
energy monitoring and management systems skilled workforce that is able to adapt to
and insulation. Debach plan to tackle changing demands.
transportation emissions next.


Sector

Property
Construction
The Property Construction sector appears to
have been more effective at embedding sustainability
goals into its Operations and Risk functions than any
of the other sectors (45% and 43% of respondents
respectively confirmed they were fully embedded).
The UK property market is highly competitive, and
firms in this sector are seeing sustainability credentials
as a way to differentiate in the market place.
Legislation is also playing a part. One respondent
in the Property Construction sector remarked that
sustainability is increasing in importance for their
company “because of the financial importance of
achieving cost savings and our commitment towards
using more sustainable products. We include this even
in tenders and our overall procurement process.”
Environmental regulations were most frequently
identified (26%) as the major risk factor for this
sector. This is due to the significant volume of
environmental legislation to which the industry is
subject. “It is linked to quotas for sustainable homes
which is a national policy, basically that is by 2016
all new homes have to be constructed zero carbon,”
said one respondent.


Argent Group Quintain
Property development company Quintain is an estate-leasing and urban
Argent Group strives to manage its sites regeneration business. It tries to avoid undue
as sustainably as possible. For example, focus on the financial bottom line through
its 67 acre development in King’s Cross, an integrated development approach.
London, which requires £2 billion of One Brighton contains 172 zero carbon
infrastructure works, will include a district eco-homes, offices and community areas
heating system running off an already that reflect sustainability principles with
existing 2MW Combined Heat and Power a car club, rooftop allotments and recycling
system, with two similar plants to be added. facilities. Eco-studios and apartments feature
The project included an Energy Centre highly energy-efficient lights, appliances and
on site, and working closely with English fittings. Sky gardens on every level provide
Heritage ensured a listed building was communal space. All energy is supplied
refurbished to their requirements. from renewable sources, achieving a 95%
In a totally different kind of project – reduction in CO2 emissions.
an open-cast coal mine and land reclamation Elsewhere, Quintain’s student
scheme near Merthyr Tydfil – Argent is accommodation block in Hoxton, London,
remediating the environmental impact of has been fitted with LED lighting, CHP
coal extraction, and providing much-needed for heating and hot water, individual flat
employment, by restoring the land and sub-metering, a central energy management
its former biodiversity. This involves the system, a green roof and a bat box. The
removal of three toxic tips and preserving social element of sustainability is addressed
a community of Great Crested Newts, through the provision of ample, communal,
an endangered species. social and study space and facilities, which
encourages students from a range of
disciplines and countries to mix. Quintain
has supported local businesses by facilitating
them giving discounts to residents.


Sector

Higher Education
In Higher Education, 53% of respondents saw
a significant increase in the importance of this topic
over the next year. This appears to be in part due
to the relatively recent appearance of sustainability
on the policy agenda in this sector. There are a
number of drivers, which include: rising energy costs,
government targets, competition within the sector and
greater expectations by stakeholders of institutions
to perform on social responsibility.
“I see a significant increase in the importance
of sustainability due to the cost of utilities, indirect
cost associated with sustainability like waste and
packaging waste, procurement, cost of transport,
increase in fuel charge, fuel duty, aviation taxes,
all of it,” said one respondent.
Carbon regulations were identified as the most
significant risk factor for this sector, by 39% of
respondents. At the same time, energy prices were
also reported as the most significant risk by 32%
of respondents. Higher Education bodies are
mandated to produce carbon management plans
by their funding body, the HEFCE. “Our Carbon
Management Plan, and the university’s long-term plan
as well as government policies will mean significant
increase in sustainability,” said one respondent.
In terms of communicating performance,
policymakers were the group identified most
frequently as a ‘very important’ target for messages.


Downing College, University of
Cambridge Southampton
With savings in fuel consumption of 14.4% The University’s award winning Combined
gas and 11.4% electricity, cost reductions Heat and Power facility connects to a district
are over £45,000pa and carbon emissions heating network on its Highfield campus,
over 300 tonnes CO2e. As a result Downing using heat normally wasted in generating
became the first Oxbridge college to achieve plant to meet over half of the heating
Carbon Trust Certification. Success has demand, thus reducing the need
been achieved with a range of methods for conventional boilers. The £3.5 million
addressing the specific challenges of initiative was largely funded by the
sustainably refurbishing a 200 year old University, supplemented by an £800,000
building. Solutions included hiding solar Government grant. Over £1 million of this
panels on roofspaces, insulation in attics, was spent on reducing the heat demand of
and double glazing in listed Georgian sash existing buildings, and with a web-based
windows. In addition rainwater harvesting, metering system allowing close monitoring
an electric vehicle charging point and of running costs, a six-figure operating profit
a ground source heat pump for its new was achieved with a saving of 4,000 tonnes of
£8 million Howard Theatre, has already CO2e. Other benefits of the scheme include
delivered up to 40% savings. Funding increased property value and a contribution
is assessed on a ‘spend to save’ basis, to satisfying planning requirements on
recognising that some returns may be subsequent building projects. Southampton
over the long-term. University is passing on its experience to
other organisations, with keen interest
shown by private businesses, as well as
the education sector.


Sector

Local Authorities
Local Authorities already see sustainability performance The primary audience for communication of their
as an integral part of their organisational performance, performance for Local Authorities is almost always
for example with respect to the Carbon Reduction the residents of their boroughs. “The council’s role
Commitment; many have signed up to the Nottingham is to serve the general public, sustainability goals lead
Declaration on climate change and its successor, Climate to improving their climate security, energy bills,
Local, and, going back further, were involved in the health etc.,” said one respondent.
post-1992 Rio Earth Summit Local Agenda 21 project.
This is the only sector where any respondents
suggested the importance of sustainable development
may reduce; 24% also foresaw no change in the next
year. This was identified as being down to depressed
budgets, where spending on sustainability becomes
tougher to justify (though it should be noted that some
more imaginative respondents used the challenging
economic environment as a driver for continued
investment, due to the expected cost savings).
As one respondent here put it: “In the short-term,
financial benefits and increased awareness will
increase the importance of sustainability. New
projects are bringing attention to it; successes mean
there has been positive attention on what we’re
doing on sustainability. This will create support
for maintaining sustainability in the long-term.”
Here again, carbon regulations were identified
as the most significant risk factor in 44% of cases.
Most authorities are subject to the CRC, but ongoing
uncertainty around the final shape of this scheme
creates a risk for these organisations.


Wychavon Haringey
District Council Borough Council
‘Intelligently Green’ Haringey have committed to a 40% CO2
reduction from its corporate estate by 2015.
The Intelligently Green Plan provides the
The Sustainable Investment Fund (SIF)
blueprint for Wychavon from 2012-2020
is a £1.5 million, ring-fenced fund
with practical actions to cut energy use,
supplementing Business Unit budgets
tackle fuel poverty and reduce reliance
ensuring that installations and works are not
on fossil fuels.
simply replaced, but completely upgraded
It covers energy, construction, transport,
mainstreaming whole-life costing by
food, tourism and green space. The plan
removing the ‘price premium’ and focusing
contains a range of new commitments
on the combined costs of price, operations
including developing an Intelligently Green
and disposal. Several projects have been
Award scheme, reviewing cycle provision
completed on the strength of the swift
at train stations and major bus interchanges,
return on investment through energy
promoting examples of sustainable
savings. The scheme can also be used to
construction, working with farmers and
finance entire projects requiring significant
growers on water supply issues and making
capital investment, with an investment return
it easier for business parks to install green
of less than five years through energy cost
technologies. Wychavon will be promoting
reduction. The Council benefits from CO2
the Green Deal programme and currently
reductions immediately.
offers free loft and cavity wall insulation to
Arguably the most successful project to
all owner occupiers or residents privately
date has been a new ‘regenerative filtration’
renting their home.
system based on fired volcanic glass material
“Being intelligently green is about things
for the swimming pool at Tottenham Leisure
that not only have a positive impact on the
Centre, saving 106 tonnes of CO2 emissions
environment, but also bring financial or
and almost £7,000 in water charges per year.
community benefits.”
The pool was the first in England to have the
new system installed.


Sector

Healthcare
For the Healthcare sector, it is the general public
as well as policymakers who are the key driver and
target for communication. “Being a Trust there is a
constant need to ensure that we provide sustainable
services to our local people and community. This has
to be done to ensure a sustainable future for our
hospitals,” said one respondent.
However, because of the pressure on the NHS
to save money, this makes it harder for some Trusts
to make the initial investments that may be required
to make long-term, sustainable savings. When asked
about barriers to action, one respondent commented:
“Top of the list is money, then second is the necessary
will of the organisation itself. We need to get to grips
with the fact that a lot of sustainability is becoming
mandatory. The NHS needs a culture change.”
Another agreed with this: “We only get so much
allocation each year for capital projects – there are
limits. Possibly this will improve but it depends
on pressures from above. I’m not sure if it’s being
taken seriously enough. We struggle to get financial
backing, which indicates that it’s just not being taken
seriously by management.”
Overall, pressure on finances is key; as another
respondent said “We should make sure that we save
money, as we are the NHS!”


“ eing a Trust there is a constant need to ensure
B
that we provide sustainable services to our local
people and community.”


Conclusion

This survey reveals that sustainability The supply chain impact is also evident and one
is an integral part of the strategic fabric that larger corporates and small to medium sized
companies need to take note of. Up to one in three
of the ‘middle tier’ of organisations in the
of respondents confirmed that sustainability goals
UK. Sustainability is no longer a luxury;
had been fully embedded into their supply chain,
many different forces are compelling for example by sourcing locally. This has greater
businesses and other organisations to prominence in retail markets where consumers
revolutionise and recalibrate their traditionally take a more active interest in the
operations in a more sustainable fashion. sustainability of products, many of which have
Organisations failing to understand the been the target of consumer campaigns.
impact of this on their organisational However, embedding sustainability into the
performance risk being left behind by business model, making it ‘business as usual’, remains
a work in progress. Responsibilities and incentives
their peers. As one respondent put it:
vary and a common framework for articulating
“Market demand means that ignoring
sustainability practices has yet to emerge. The primary
sustainability is not an option.” risks and drivers for sustainability approaches vary
widely, and not just on a sector by sector basis.
The survey showed that 9 out of 10 respondents
Sustainability looks set to become a core element
see sustainability performance as either ‘very
of the business model as regulations increase and
important’ or ‘important’ to the overall success of
the availability of resources presents new challenges.
their organisation and many of them have already
Organisations, both public and private, that are able
begun integrating sustainable development into their
to innovate and adopt sustainable practices should
daily work practices. This is a trend that will grow
stand to gain an advantage in their marketplace.
in importance over the next five years. A combination
of factors emerge, such as rising energy costs, increase
Nathan Goode
in compliance and government targets, competition Head of Energy, Environment and Sustainability
within the sector and a commitment to social Grant Thornton UK LLP
responsibility. As one respondent puts it “we deal
with sustainability thoroughly; it is part of our
business and it will only increase in importance.”

“ esponsibilities and incentives vary and a
R
common framework for articulating sustainability
practices has yet to emerge.”


Notes


Contact us
For further information on this report and its findings please contact:

Jane Stevensen Mike Reid
Director, Sustainability Associate Director, Sustainability
T 020 7728 3046 T 0131 659 8503
E jane.stevensen@uk.gt.com E mike.reid@uk.gt.com

Nathan Goode
Partner, Head of Energy,
Environment and Sustainability
T (Edinburgh) 0131 659 8513
T (London) 020 7728 2513
E nathan.goode@uk.gt.com


© 2012 Grant Thornton UK LLP, All rights reserved.

‘Grant Thornton’ means Grant Thornton UK LLP, a limited
liability partnership.

Grant Thornton is a member firm of Grant Thornton International Ltd
(Grant Thornton International). References to ‘Grant Thornton’ are to the
brand under which the Grant Thornton member firms operate and refer
to one or more member firms, as the context requires. Grant Thornton
International and the member firms are not a worldwide partnership.
Services are delivered independently by member firms, which are not
responsible for the services or activities of one another. Grant Thornton
International does not provide services to clients.

This publication has been prepared only as a guide.
No responsibility can be accepted by us for loss occasioned
to any person acting or refraining from acting as a result of
any material in this publication.

grant-thornton.co.uk

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