How we can help you
We serve organizations by helping them manage the economic, social and environmental risks and opportunities associated with doing business, helping to make sustainable development part of core business. This includes provision of advisory and support services, facilitating communications and collaboration across a wide range of different stakeholder groups both internally and externally at local, regional, national, and international levels.
Internal assessment
Understanding the relevance and organizational implications of sustainable development and corporate responsibility.
Working with the Community Affairs Department, researched a paper for Rio Tinto on the emerging sustainable development agenda.
External consultation
Consulting with stakeholders and prospective partners and their constituencies to test assumptions and match potential partners.
Working on behalf of ETSU (Energy Technology Support Unit) and the Energy Efficiency Best Practice Programme, interviewed a range of voluntary and charity organizations in the UK to determine how best the government can engage the NGO sector in delivering the message of energy efficiency.
Consensus building
Reaching agreement within the organization and with wider stakeholders and potential partner organizations on strategy.
Working with Fauna & Flora International, carried out a scoping study on behalf of the Indonesia Department of Mines and Energy with support form the World Bank to design a cross-sectoral, partnership-based initiative focused on resolving potential conflicts between mining and conservation in the country.
Implementation
Moving corporate responsibility strategy from outline agreement to practical implementation.
Working as part of Fauna & Flora International’s Corporate Affairs team, designed and implemented a strategy for engaging with the business community.
Working with ETSU (Energy Technology Support Unit), researched and developed a set of guidelines for marketing the Energy Efficiency Best Practice Programme and its products and services to key industry and business audiences.
Integration
Developing the management resources and systems to run corporate responsibility as a part of core business.
Working with British American Tobacco’s Corporate and Regulatory Affairs Department, designed and delivered a training and communications programme aimed at implementing the company’s child labour policy and strategy. Clinic-based workshops were held in key regions around the world, providing key managers at operational level to understand the issue of child labour in the context of their individual businesses and the business implications.
Measuring and reporting progress
Understanding corporate responsibility performance to respond to shocks and to maintain the flow of benefits.
On behalf of Fauna & Flora International, coordinated the development of a partnership British American Tobacco and four international conservation agencies - Earthwatch Europe, Fauna & Flora International, Royal Botanic Gardens Kew and the Tropical Biology Association – focused on key conservation priorities where the partners operate. The governance structure incorporates an independent group of senior biodiversity specialist representing key regions of the world the partnership operates who provide assurance to key stakeholder groups through peer review and advice.
Our Rules of Engagement
Our Rules of Engagement define the way we work. Our commitment to the goal and tenets of sustainable development underpins our approach. We believe our ability to make a difference and add value depends on there being a clear and mutual understanding of our mission, values and rules of engagement.
We apply the following rules of engagement for all relationships:
1. Our client should be serious about working with us, based on a full appreciation of our mission, values and rules of engagement.
2. We should be serious about working with a potential client, based on a full appreciation of their mission, values and potential to play a role in the transition to sustainable development.
3. Our relationships should be governed by clear governance objectives
• Integrity: Our work is based on trust and openness. If we believe there is a misalignment of objectives or performance we will terminate the relationship. We will seek to agree a termination statement with the client.
• Accountability: The contractual and management relations have to ensure the work is accountable to the client and to key stakeholders. We should be prepared to sign a reciprocal confidentiality agreement. However, we reserve the right to be transparent with key stakeholders about general aspects of the relationship and progress. The Director/Principal Consultant will be responsible for each relationship. Where the needs of a relationship dictate, a Relationship Manager will be appointed.
• Effectiveness: The results of the work must be practical and workable. We will agree indicators for measuring both the process and the outcomes/impact of the relationship at the outset. However, we recognize that, given the nature of the work, some aspects of progress will remain a matter of judgment. We will track progress on an ongoing basis and will be open at all times where we believe insufficient progress is being made
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At the outset of a new relationship we will agree indicators against which progress will be measured and assessed. We will also agree time-scales for jointly reviewing the relationship.
Our experience suggests that our relationships are adding value when they are:
• facilitating greater stakeholder engagement and understanding, both internally and externally
• promoting increased understanding of sustainable development issues and their materiality/relevance to the business
• contributing to robust policies
• encouraging enhanced strategies and programmes
• supporting effective management structures and processes
• helping the efficient deployment of limited human and financial resources
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