Sustainability Report 2015

Sustainability at ERM

Our material issues

Each financial year, ERM conducts a formal materiality assessment in accordance with the GRI G4 Guidelines to identify and prioritize our primary sustainability issues, as well as associated key performance indicators (KPIs) and targets for improvement. 

As part of this year's assessment, we increased our engagement with nongovernmental organizations, contractors and global sustainability thought leaders to gain greater insight into our material issues. Building on our approach last year, we engaged directly with 44 external stakeholders, including thought leaders, contractors and sustainability experts from around the world. Our Senior Leadership Team conducted reviews with our many of key clients and 170 ERM employees completed an online survey to help us shape our sustainability priorities. These activities supplement a range of other ongoing engagement mechanisms.

Based on our assessment, the most important material issues for ERM and our stakeholders are consistent with previous years, however, a number of these have been refined to reflect our progress and plans for FY16. We will demonstrate our performance against these goals in next year's report.

Materiality matrix: determining report content

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Material issues and targets

FY16 Material issue/KPIsFY15 targetFY16 target
Our people

Attracting, developing, rewarding and retaining employees

KPIs:

  • Training
  • Voluntary turnover
  • Regionally focused diversity strategies
  • Employee engagement
  • 40 hours training per employee
  • Voluntary turnover rate of ≤ 13%
  • Ratio of female to male Senior Consultants and Partners increased by an incremental 5% (from FY14)
  • 40 hours training per employee
  • Voluntary turnover rate of ≤ 13%
  • Ratio of female to male Senior Consultants and Partners increased by an incremental 5% (from FY15)
  • Each region and Specialty Global Business to develop specific diversity and inclusion strategies outlining FY20 targets and actions to meet business needs both locally and in alignment with the Group objectives
  • Set baseline for annual Employee Survey to meet or exceed Engagement and Enablement Index scores for Professional Services firms
Health and safety 

Health and safety

KPIs:

  • Total Recordable Incident Rate (TRIR)
  • Fatality and serious injury prevention
  • Mandatory new starter training
  • Safety Management System (SMS)
  • Annual TRIR and 3-year rolling average at or below FY14 results
  • Fatality and serious injury prevention initiative developed and launched
  • 100% compliance with FY15 mandatory training requirements
  • Annual TRIR and 3-year rolling average at or below previous year results
  • No fatalities or serious injuries
  • 100% completion of ERM mandatory new starter health and safety training requirements
  • Establish FY16 baseline for SMS audit performance, and set targets for annual improvements
  Our performance 

Business conduct, ethics and compliance

KPIs:

  • Fines or non-monetary sanctions for material non-compliance with laws or regulations
  • Mandatory new starter training
  • No fines or non-monetary sanctions for material non-compliance with laws or regulations
  • 100% compliance with FY15 mandatory training requirements
  • No fines or non-monetary sanctions for material non-compliance with laws or regulations
  • 100% completion of ERM business conduct and ethics mandatory new starter training requirements

Climate change engagement and GHG emissions

KPIs:

  • GHG emissions
  • Climate resilience
  • Engagement
  • 3% reduction in total GHG emissions per FTE employee (from FY14)
  • Complete Climate Resilience Strategy
  • Measure and set reduction targets for internal business travel from FY17 and beyond
  • Active engagement in business response to climate change through COP21 and associated involvement

Supply chain/value chain management

KPIs:

  • Value chain management
  • Further development of process for identifying, prioritizing and managing risk throughout our value chain
  • Document processes for identifying, prioritizing and managing risk throughout our value chain
Impact through client work 

Technical expertise and independence

KPIs:

  • Sustainable financial and technical growth of the company
  • Sales to Global Key Clients (GKCs) increased from FY14 to FY15
  • All five core practices sold to more than 50% of GKCs
  • Proportion of large projects increased from FY14 to FY15
  • Finalize the approach for a robust measure of client satisfaction
  • Deploy and evaluate tools to support selected clients in evaluating the sustainability impacts of strategic and project-related decisions
Contributing to society 

Contributing to society and the environment

KPIs:

  • Innovative responses to sustainability challenges
  • Donating resources to support sustainable program & initiatives
  • Approach developed and piloted for quantifying the sustainability impacts of projects
  • Active leadership in WBCSD Vision 2050 and Action2020 platform
  • 1% of prior year profits contributed to global sustainability initiatives, primarily through the Foundation
  • Measure the sustainability impacts of pilot projects with the ERM Foundation
  • 1% of prior year profits contributed to global sustainability initiatives, primarily through the ERM Foundation
  • Active leadership in WBCSD

Our progress managing these material issues and performance against FY15 targets are discussed in detail in the Progress on key issues section of this report, including a summary of results against targets.