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Corporate culture
The new vision-mission-values set was introduced in early 2008 which seeks to build cohesion within the expanded workforce and establishes a new understanding of the sustainability journey for the Corporation. We set the aspiration to be a globally recognised leader and through our four core values of excellent service, mutual respect, value creation and enterprising spirit we commit to a broad range of social, economic and environmental best practices. The six sustainability drivers facilitate the workplace integration of these values and the mission statement intent.
Business Case for Sustainability
The Corporation subscribes to the business case as the framework for sustainable development. The Sustainable Competitive Advantage model expresses this by integrating risk management with stakeholder engagement in a continuous cycle of identification, prioritisation, mitigation, monitoring and reporting. Our corporate strategy, expressed through the vision, mission and values combines with risk and engagement processes to drive performance and deliver value.
A series of web casts examines the Sustainable Competitive Advantage model and its components of risk management and stakeholder engagement. Other web casts that articulate the business drivers in sustainable development are available for download.
The Materiality Map visualises the prioritisation process of business risks to sustainability in a three dimension graphic. The Map also reflects how the Sustainable Competitive Advantage model drives the principles of inclusivity, materiality and integrity in our reporting process.
The Maturity Matrix measures our sustainability performance over time through a self-assessment of characteristics identified under the BS8900:2006 Guidance for Managing Sustainable Development. In reviewing of our progress for the 2007 year, we moved forward as expected in most areas. However, our goal to build capability was not met due to pre-merger activities taking precedence on staff time and programmes. As a consequence, building capability will be a priority in staff engagement for 2008 as the merger processes integrates across divisions and the initiatives under the 'One Company, One Team' campaign take hold.
The Sustainability and Corporate Social Responsibility (S&CSR) Steering Committee is tasked with the development of the relevant programmes to improve this area of our sustainable development journey.