Protection of the environment is an increasingly significant issue, and a topic of much debate for both business and the public at large. Day after day, the media is awash with a wide range of celebrity-led campaigns and initiatives designed to make us all realise how our actions affect the world in which we live.
Similarly, larger corporations – across a myriad of industry sectors – are embracing environmental and sustainability issues as core to their business philosophy and growth.
Consumers, too, are demanding that businesses and corporations are more environmentally and socially responsible. A discerning public is now looking across the entire supply chain to see that it reflects a strong commitment to these issues.
In a time when saying – or, worse still doing – nothing is not an option, where does the security industry weigh in on this debate? With environmental and social responsibility policies impacting on all stages of business, from tendering through to recruitment and staff retention, it’s high time the industry engaged in honest and open discussion about Best Practice and future policies.
Measuring the carbon footprint
In an effort to build an industry committed to – and passionate about – such important issues, and in the spirit of shared knowledge, Advance Security is openly taking the lead on establishing a sustainable environmental policy which sits at the heart of its business.
Since December 2006, we have worked towards a comprehensive and sustainable environmental policy which looks to balance the operational and commercial requirements of the business with our ability to provide innovative working practices.
In common with most environmental analyses, Advance first considered the carbon footprint of its business. It was quickly established that this was relatively minimal in comparison with companies of a similar size outside of the security industry (with the vast majority of Advance’s employees based at customers’ premises).
However, we identified that more than 80% of this footprint was due to vehicle usage. If this statistic is replicated across the industry, the impact is both sizeable and worrying. As such, Advance has begun introducing LNG vehicles in major cities for patrol and response. However, only a long-term programme adopted over a number of years will have the necessary effect.
Compensating for emissions
The carbon footprint analysis led us to the inevitable question regarding carbon offsetting, with a wide variety of organisations now offering a method of compensating for the emissions produced with an equivalent carbon dioxide saving.
While Advance acknowledged that such methods can play a part in a wider strategy, it opted instead for a programme of gradual, consistent reduction over a specified time period. This is based on the belief that it will have a greater impact within its field of operation over time. The company insists, however, that it’s equally imperative for organisations within the security industry to undertake one scheme or the other.
It is also important that, at the same time, all staff fully appreciate the environmental commitments of their employer, as well as understand how they can contribute to continued improvements. As such, Advance has introduced a detailed presentation and assessment programme for staff induction, and created a dedicated internal web page offering salient advice to staff on actions that can be taken both at home and at work to minimise their personal environmental impact.
Employees are also motivated to provide environmental suggestions via the quarterly award of ‘green vouchers’, with the results published online and in the staff newsletter.
Use of natural resources
Another obvious environmental area quickly addressed by Advance is the use of natural resources through internal meetings, client meetings, print and travel. Advance quickly signed up with a provider of conference call facilities (both audio and video), and has significantly reduced travelling time for many field-based staff. Paperless meetings were also introduced as an objective wherever possible.
In fact, the majority of internal and external meetings are now operated in totality via IT systems with all paper, mobile phones, PDAs and printer cartridges collected and recycled (thereby saving both time and money).
Taking care of the environment, though, forms only one part of a wider corporate social responsibility programme. We have also implemented a number of other policies and practices that affect the company’s supply chain, its role in the community and our ongoing relationship with employees.
Advance now ensures that all suppliers – from IT systems through to uniforms, and from stationery to office furniture – are equally committed to similar levels of responsibility. Advance also looks for suppliers to possess the capability to transfer Best Practice and improve their own systems and policies.
In addition, we have gradually introduced genuinely open procurement practices that actively allow certain local suppliers to have as much chance of success as the established, national providers.
Professional development
Also dedicated to promoting staff satisfaction, Advance continues to introduce other initiatives that focus on professional development (such as bespoke learning programmes designed in conjunction with the Institute of Leadership and Management, as well as dedicated and detailed welfare and communications packages).
While Advance has made significant progress in its environmental and social responsibility policies in a short space of time, it also recognises that without the buy-in of both customers and employees it’s unlikely to see its goals achieved as both a business and an active member of the security industry.
Believing support of these policies at the top level to be absolutely critical, Advance has formed a Steering Group at senior management level specifically for this purpose, with regular meetings attended by a nominated director and actions/plans communicated to the senior Board on a monthly basis.
In this way, support for initiatives comes from the highest level and, more importantly, it’s then driven throughout the business by relevant departmental heads.
