hibu

Responsibility at hibu

We continue to ensure our corporate responsibility strategy fits with and supports our company strategy and objectives. Our CSR strategy is aligned with our hibu brand – we are the people who help communities to thrive.

This strategy has two further elements to it:

• Being a responsible, sustainable business
• Championing local businesses

CSR committee 

In May 2012, we held our inaugural CSR committee meeting. We plan to hold four committee meetings each year. The CSR committee is made up of senior managers from across all departments and regions. The committee is responsible for:

• Promoting the CSR strategy across all our regions
• Monitoring CSR performance
• Ensuring actions and behaviours across hibu align with the CSR strategy
• Identifying and managing CSR risks and opportunities
• Maintaining stakeholder dialogue

The CSR committee reports to Mike Pocock, CEO, who is also the Board member responsible for CSR.

Risks and opportunities

In 2012 we undertook a formal corporate responsibility risk and opportunities assessment conducted by our Internal Audit team.

CSR measurement

This year we reviewed the CSR-related data that we collect and report. We made the decision to focus our data collection on those areas that we can directly control and that contribute to our new digital business. These include:

• CO₂e emissions – scope 1, scope 2 and business travel from scope 3
• Environmental impact of our products and services
• Community impact
• Business travel
• Resource use in our offices

Our corporate responsibility metrics are measured on a quarterly basis and are shared with our CSR committee at the end of each quarter. These metrics will be communicated each year in our annual report. The Global CSR Manager is responsible for the overall collation and reporting of these metrics both internally and externally.

We have produced a Group-wide, formalised and consistent data collection and measurement system in order to manage our corporate responsibility metrics to ensure we have clear Board and senior management accountability and to enable us to set robust objectives and targets.

By successfully implementing a formal data and measurement process we can demonstrate to our stakeholders that we have effective processes in place to manage our responsibility programmes, to make informed decisions, to increase the impact of initiatives and programmes and to encourage more sustainable working practices.