At Mason Hardy we know that a well aligned and appropriate prioritised focus on Health and Safety is a critical part of any effective sustainability strategy. The wellbeing of employees and others with whom an organisation comes into contact should be one of the cornerstones of any organisation's commitments and behaviours. We also know that the long track record of the Health and Safety profession contains much to inform current thinking around the sustainability agenda, particularly where there is a need to convert a strategic ambition into a set of changed behaviours.

This focus is why Mason Hardy is delighted to have been included in the new register of approved Occupational Safety and Health Consultants. The register was set up after the UK Government accepted Lord Young's autumn 2010 report ‘Common Sense, Common Safety' which recommended that all approved consultants should be accredited to professional bodies and a web-based directory of accredited consultants should be established.

All consultants who join the register are bound by their professional body/bodies code of conduct and are committed to providing sound, pragmatic and proportionate advice. These consultants have had their qualifications and experience assessed by their professional body. The aim of the register is to support those employers who are looking to engage Health and Safety consultants, by providing a register of consultants who met the required criteria.

Mason Hardy's Wayne Currie has worked in the field of Health and Safety for over 25 years, and has real hands on experience of supporting international business of all shapes and sizes, in many sectors; bring about sustained improvement in their H&S Culture and performance. Wayne has been a Member of the Institute of Occupational Safety and Health (IOSH) since 1987, and a chartered Member of IOSH since 2007. Wayne also holds a Masters Degree in Health and Safety Law and Environmental Law.
More details are provided by OSHCR on their website http://www.oshcr.org

Mason Hardy's Kevin Schofield was presented with a prestigious CSR and Sustainability Award on Friday 4th March 2011 for his work with the Solutions for the Planet (S4TP) programme in Yorkshire.

Accepting the award from the Rt Honourable Hilary Benn MP Kevin commented, ‘I've been working with the S4TP team for around a year now and I'm very proud to be associated with this ground breaking programme and group of people. S4TP works to create strong partnerships between young people, businesses and communities and these partnerships aim to create sustainable BIG IDEAS that will benefit our society, economy and environment'

Around 400 young people gathered for the Big Ideas event on 4th March at the Royal Armouries in Leeds. Supported by a dedicated group of experts in energy, community, transport, finance and business; teams of young people developed their unique ideas building networks of support, focused presentations and sustainable business plans. ‘The really compelling part of this programme is its belief in the power of young people's ability and their innovation' says Kevin, ‘they don't know that it can't be done and their creative minds are incredibly inspiring as well as a source of great optimism for the future. The programme also brings great rewards for business, as the employees who get the chance to work with the programme are exposed to creative thinking and problem solving from a unique angle, making them positively question the ‘business as usual' approach in their workplace.'

Mason Hardy supports the S4TP programme on a pro bono basis in line with its fundamental commitment to create sustainable outcomes, and has helped S4TP to align its objectives with the sustainability strategies of local businesses, as well as helping it to access wider business networks in Yorkshire including the IoD. ‘I'm particularly proud of this award' says Kevin, ‘to be recognised in such a way by a team of people for whom I have such enormous respect is a great honour'

More information on the S4TP programme can be seen at http://solutionsfortheplanet.co.uk

Mason Hardy is an innovative management consultancy that delivers sustainable outcomes and joins up the space between strategy, implementation, engagement and technical knowledge. Our mix of skills mean we are at our best when dealing with the complex issues that link sustainability, corporate responsibility, carbon and climate change to business performance. By focusing on material issues and delivering effective change, we save our clients both time and money and help better position them for the future.

The CRC Energy Efficiency Scheme defies the ‘business as usual' approach because it will affect the whole of an affected organisation, not just isolated parts of it. The scheme, therefore, requires the engagement and response of the organisation as a whole. This is in stark difference to previous environmental regulation where responsibility and accountability typically rested with one part of the organisation.

There is a risk that the shift towards the CRC becoming a tax may reduce the incentives for organisations to invest in energy efficiency. There remains, however, an opportunity for organisations to react and respond positively to the challenge set out by the CRC. They will, thereby, be able to pave the way for a model of engagement and implementation that will support other change management projects including the transition to a more sustainable business model.

As we already know, CRC imposes new liabilities and responsibilities across the whole of an organisation whether it be private, public or a form of joint venture or special vehicle. Understanding the structure of organisations can prove complicated, particularly where Group structures exist. From a practical perspective, it would be a mistake to assume that all boards know exactly how many legal or operational entities they operate. The disconnection of information, particular in situations that have witnessed extensive change, is not uncommon and potentially dangerous.

The complexities of organisational structure are often compounded by problems associated with basic data capture. Identifying all qualifying information is a challenge in itself and will have proved time consuming for many registered organisations. In order to ensure that the process is simplified in future years, pragmatic ways of collecting the necessary information will often be required.

If the energy bill was considered sufficient (and this is, of course, subjective) to warrant close scrutiny then systems to track consumption are typically in place for some if not all of the required information. However, in other instances the registration period is likely to have identified situations where gaps or inconsistencies lie in the ability to maintain a compliant position. The issue typically impacts most upon those organisations where energy use was not previously a material consideration. It can also be observed where one part of an organisation has a different culture; there may, for example, be differences in approach to data capture within parts of the healthcare or creative/media sectors.

Building the evidence pack is currently work in progress for a number of organisations and this may be found to be a bigger job than was originally assumed. It is not just a matter of documenting the basics; the expectation is that the evidence pack will show the workings and this expectation can place burdens on already stretched staff if sufficient resource and support is not put in place. From an engagement perspective, organisations should be careful to look for opportunities to connect the production of the evidence pack into areas of core business strategy where this is possible. There should also be a recognition that the production of the evidence pack may well be occurring against a backdrop of organisational change and distraction. This is having an impact on the ability of some organisations to respond effectively, particularly where staff departures have also created ‘corporate memory loss'.

Looking at the demands of the CRC as being a living part of many organisations going forwards, it is important to start addressing the skills gaps very quickly. Yes, there will be impacts upon the way that estate management is considered and most businesses will be making preparations (even if these in the form of accruals) for the purchase of allowances. It is interesting that the majority of organisations had assumed that they would do well within the league table and would, therefore, benefit from recycled payments. Clearly this is no longer an option and the impact of these optimistic assumptions is to create a bigger gap between previously assumed payments and the projected reality.

In addition to the core need to reduce energy consumption (regardless of the shift towards a ‘tax'), other skills gaps will also become increasingly material. In some organisations this will relate to the finance team and their ability to factor new costs into the existing systems. For other organisations it may relate to internal audit skills to ensure ongoing compliance or, perhaps, communication skills to support the energy reduction efforts. In any case, the language used and skills deployed by a wide range of leaders and managers is likely to change to some degree and this will require focus, training and organisational development.

For those organisations that respond to the CRC in a positive fashion, the evidence is that it can trigger the definition and delivery of an implementation programme to ensure sustainability strategy lives within the organisation. Yes, there are substantial cost drivers associated with CRC but these are also wrapped up with a number of bigger picture issues and there attention of the leadership team is ensured when a monetary sum is attached to an issue.

There are well established approaches to understanding which issues are material to an effective strategy for sustainability. This means far more than compliance since a focus on compliance can produce complacency or a focus on avoiding loss, not creating benefits. An effective sustainability strategy will anticipate which issues are important to the ability of an organisation to deliver profitability into the medium term; delivering on such a strategy is about embedding change, and change requires engagement.

Engagement is a powerful force when put to work alongside good communication and a clear strategy. In a well engaged business, discretionary effort is released by everyone knowing how the company's long term strategy converts to personal tactics that can be deployed in day to day activities. A well engaged business is normally found to be a better performing business and if the CRC is used as a trigger, however unwelcome, to catalyse this engaged focus then positive benefits may emerge from a challenging compliance issue.

........................................................

Mason Hardy is an innovative management consultancy that delivers sustainable outcomes and joins up the space between strategy, implementation, engagement and technical knowledge. Our mix of skills mean we are at our best when dealing with the complex issues that link sustainability, corporate responsibility, carbon and climate change to business performance. By focusing on material issues and delivering effective change, we save our clients both time and money and help better position them for the future.

Mason Hardy Delivers Successful Breakfast Seminars at Leading Law Firm

‘Corporate Responsibility, Sustainability or the Creation of Enduring Value?’ was the theme for a series of well attended early morning breakfast seminars delivered by Mason Hardy at a leading UK Law firm. Following hot upon the heels of the well received keynote presentation to Leeds University Business School’s ‘Making Business Sense of Sustainability’ event, the seminars focused on the serious challenges facing resource constrained organisations in the 21^st century, and looked at where future commercial opportunities  may lie.

The presentations, delivered in London, Birmingham, Manchester and Leeds were attended by a diverse range organisations from the private and public sectors and were hailed as a great success. With a backdrop of the uncertainty associated with the financial crisis and the need to adapt effectively to the unprecedented pressures on the supply chains for energy, food and water, Mason Hardy provided a business context for sustainability and focussed upon bringing strategies to life within organisations.  The Q&A sessions supported Mason Hardy’s experience that the business agenda is complicated by the impacts of changing consumption patterns and the anticipated consequences of climate change and, as such, sustainability should be treated as a business imperative rather than a discretionary option.  Speaking during an interview after the event, Simon Pringle focussed on the changing emphasis of corporate governance and the demands that this shift in expectation places upon the attention of boards.  He noted that “a focus on compliance is good at avoiding loss rather than creating benefit so understanding the potential for sustainability to unlock business opportunity and, consequently, deliver enduring value should increasingly be a point focus for well run boards.

Mason Hardy delivers thought provoking and inspiring seminars and presentations to challenge your organisation to think differently engage people and promote innovation. If you would like to talk to us about your corporate event or seminar, contact Simon Pringle for an initial informal chat.

Mason Hardy is pleased to announce that our own Simon Pringle has been elected the the Fellowship of the Royal Society for the encouragement of Arts, Manufactures and Commerce (RSA). The RSA has been a cradle of enlightenment thinking and a force for social progress having an approach that is multi-disciplinary, politically independent and combines cutting edge research and policy development with practical action.The RSA's work is supported by an international Fellowship of achievers and influencers from an extraordinary range of backgrounds, all of whom are committed to innovation and progress.

Mason Hardy are pleased to announce that we are now an official CRC Agent within the CRC Energy Efficiency Scheme.  This means that, in addition to our well recognised track record in delivering engagement, change and the  implementation of sustainability strategies, we are able to act on behalf of our clients and help ensure compliant registration with this important new peice of legislation.  The deadlines for registering with the CRC are fast approaching so if you would like to talk to us about how we can help your organisation then please do get in touch.  We will also be delighted to explain to you how we have used the process of acheiving compliance with CRC to act as a positive catalyst for broader organisational change.

Hitting the Green Wall ... and Beyond
- now available to download

Hitting the Green Wall … and Beyond, a ground breaking piece of research examining the UK development industry's sentiment towards - and preparedness for - sustainability and carbon reduction is now available to download.

With over 7,000 individuals surveyed, the report is believed to be by far the most comprehensive of the UK development industry to date. The key findings include:

The NHS enters 2010 with an enormous to do list, increasing pressures on budgets, the need to improve outcomes and a relentless drive for quality.

It is arguable that the combination of challenges facing the organisation today is wider and more complex than ever before. 

Sitting firmly on the ‘to do’ list are the regulatory compliance issues and stakeholder drivers that surround the need to improve carbon management and address the broader sustainability agenda. 

Regardless of the furore surrounding the Copenhagen summit, resource efficiency will continue to be one of the key determinants of economic success, health and human well-being during the 21st century. This recognition has in part been translated into legislation and the Department of Health has made clear commitments regarding carbon reduction that will bring the issue into sharp relief for everyone.

One cannot help but wonder how the NHS will effectively get to grips with the broad agenda; it will be a real challenge on a site by site basis, let alone across the organisation collectively. However, given that the NHS accounts for approximately 3 per cent of the nation’s carbon footprint and almost one quarter of that emitted by the public sector, it is a challenge that will have to be successfully met.

The looming reduction targets are made even more critical by the implications of the Carbon Reduction Commitment Energy Efficiency Scheme, which became law in April. It will initially comprise an introductory three-year phase, and is in effect a mandatory energy efficiency scheme that will affect all sectors.

In terms of activity to date, a recent survey conducted by the Campaign for Greener Healthcare in the South East England Region looked at the number of active projects during the summer of 2009. The survey identified that the projects tended to be led by estates and facilities personnel and that the highest number, 17 (37 per cent), fall into the area of carbon and energy management, 12 (26 per cent) in the area of travel and transport, 5 (11 per cent) in procurement and food, 4 (9 per cent) in waste management, 4 (9 per cent) in governance, 2 (4 per cent) in design and the built environment, 1 (2 per cent) in water and only 1 (2 per cent) in organisational development. 

There has, of course, been a considerable amount of communication within the NHS relating to guidance, targets and the sharing of best practice. Indeed, the Sustainable Development Unit has been working hard to focus on this very issue.

A recent experience of working with a PCT that is leading on efforts to embrace the full sustainability agenda produced some very interesting lessons in how to make real progress in improving sustainability.  The PCT was trying to identify the best ways to increase the levels of engagement and to significantly reduce their carbon footprint through converting the Trust’s strategy into day to day tactics that all parts of the organisation could understand and adopt.

The PCT had created an all encompassing strategy but had apparently generated very little activity resulting in only modest improvements.  This rather curious situation prompted a few questions; questions such as “what has been done so far to relocate services closer to patients?” and “how has the estates strategy changed the performance of the built assets?” i.e how do we move improving our sustainability performance to not only deal with issues like carbon, but help us to deliver against the other core business goals simultaneously.

As we explored these and other areas of focus, it became clear that the PCT was struggling to get senior management attention, board time or engagement with colleagues when considering the carbon reduction programme.  There were just too many other competing priorities to put sustainability at the top of the list.  However, when the focus changed to think about the service evolution, the transformation programmes currently running and the cross cutting aspects of sustainability within them -the way forward became apparent.

The overall approach to resource efficiency is critical because of the positive synergies that can be created by seeking to address a number of the key challenges. There is no contradiction between carbon reduction, the broader sustainability agenda and financial efficiency savings. By repurposing the existing data that has already been captured into some sort of carbon ‘hub’ it would save time and ensure robust governance in the event of an audit.

One very practical first step is to run an engagement workshop with the senior team, positioning the sustainability agenda, understanding where good practice already exists and highlighting the opportunities that a sustainability focus offers to transform the service through simple interventions, approaches, tools and methodologies.

Diana Standing, Hampshire PCT’s head of estates and sustainability agreed that this method was “the way ahead for her PCT and the NHS as a whole. By addressing the issues in such a way it would engage the executive team and ensure that there was an understanding on how sustainability as a whole could help achieve the trusts financial and commissioning targets.”

The approach that the NHS takes to sustainability cannot be only a sequence of isolated projects but, instead, should focus upon the potential to make the organisation future proof.  Sustainability can act as a point of engagement, an enabler and common currency to ensure that wasteful, damaging activity is reduced at the same time that efficiency of service delivery is increased - it just depends on how you think about it.

Source: This article was published in Health Service Journal; May 2010

James Potter works for Matrix Decisions, Simon Pringle works for Mason Hardy and Diana Standing is head of estates and sustainability at Hampshire PCT.

Mason Hardy has established an exciting partnership with leading data provider Trucost.  The partnership builds upon Mason Hardy's reputation as an innovative management consultancy that focuses on the refinement of strategy and the delivery of sustainable outcomes.   

Trucost's comprehensive data provides clear identification of prioritized focus areas for reducing environmental impacts.  Mason Hardy focuses on these material issues and provides practical support and hands-on delivery that creates effective change.  We take a whole company approach and join up the space between implementation, engagement and technical knowledge.  This allows us help save clients both time and money and be better positioned for the future.

Mason Hardy have skills and experience that mean we are at our best when dealing with the complex issues that link sustainability, corporate responsibility, carbon and climate change to business performance.  In addition, our proprietary tools allow us to work closely with TruCost by  extracting meaning from unstructured text, unlocking perspectives and understanding the opinions reflected in social media channels. 

Mason Hardy consultant Kevin Schofield was one of the two key speakers at a Lexis Legal Intelligence network webinar surrounding the CRC Energy Efficiency Scheme held on Friday 5 February. The webinar, broadcasted live to lawyers all over the UK attracted almost 1400 delegates setting a new record for attendance. Kevin spoke alongside Malcolm Dowden a legal expert in sustainability and focussed on using CRC as a catalyst for change in business, highlighting the need for organisations to respond with early action and greater engagement of internal and external stakeholders.

The seminar demonstrated the continuing significant interest around CRC and produced a very lively question and answer session.