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Market place / Pioneering and ambitious
Our focus is on integrating sustainability considerations in our products and services.
As a trusted part of brands’ supply chains, we worked hard in 2011 to deliver pioneering and ambitious communication solutions to our clients. Increasingly, clients deploy sustainability as more than a point of compliance but as a point of competitive differentiation as well as an opportunity to engage their customers actively around their products.
Our market place approach is three-pronged:
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- meeting and exceeding our clients’ requirements around sustainability and corporate responsibility in their supply chain
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- investing in training for our client practitioners to raise awareness of and proficiency in developing effective and successful but greener marketing campaigns
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- raising awareness internally and externally around the role sustainability plays in delivering content and entertainment and its contribution to brand development.
What went well?
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- The CR Department contributed and responded to a record number of RfPs, RfQs, tenders, pitches and supplier charters this year, with a 5 fold increase on requests since 2010. We were proud to meet our clients’ sustainability requirements and gained Sustainable Supply Chain Data Exchange (Sedex) membership. We also responded to Ecovadis and CDP Supply Chain requests on behalf of our clients
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- In conjunction with our sustainability communications agency Clownfish, we developed the first iteration of the Green Thread as part of our proprietary client delivery tools. With input from representatives across our agencies, we built a number of key consumer insights, client case studies and best practice to highlight the role sustainability could play in delivering more sustainable marketing campaigns
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- Aegis Media was recognised for its leadership role in the World Economic Forum (WEF) “Scaling Sustainable Consumption” initiative. The Chair of the CR Steering Group, Nigel Morris, contributed to its development in 2011, culminating in a report in January 2012 at the Davos annual meeting, where he hosted a panel around this issue.
What did not go so well?
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- We are not yet able to meet sub-contractor (i.e. our Tier 1 or Tier 2 suppliers) expectations of our clients. This is the result of our materiality assessment, where our Tier 1 supply chain was not deemed as important as other, more direct emissions. However, we discern a trend towards our sub-contractors being regularly included in our clients’ supplier charters and may well have to be included to be able to meet these new requirements in the near future.
2012 Target
We will work with the product team to train media planners and buyers in the Green Thread in 2 material markets.
Work place / Rewarding and connected
We want to foster a rewarding and connected work place, which stimulates collaboration and innovation.
To meet and exceed our clients’ expectations, we need to attract, develop and retain the best industry talent, ensuring they have the skills that reflect the converging nature of media, such as digital and insight capacity.
Our work place approach is three-pronged:
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- meeting and exceeding employees’ expectations around corporate responsibility and sustainability to enhance engagement and commitment of our workforce
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- stimulating a culture of innovation and collaboration internally through using sustainability initiatives to break down geographic and brand barriers, and build trust
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- developing our talent through the effective integration of sustainability in the induction, learning & development and management training across the Group.
What went well?
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- Enhancing employee engagement and commitment is a key part of our sustainability initiatives. In 2011, 47% of employee volunteers responded that “it made me proud of the company as it has a better reputation”
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- In 2011, our annual employee opinion survey, Global Check-in, indicated that corporate responsibility and sustainability is a key aspect of employees’ engagement and commitment to the Group. In particular, the knowledge and capacity to integrate sustainability into one’s function was a key driver and 53% of our employees indicated they felt they knew how Future Proof was contributing to doing a better job
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- In 2011, our sustainability initiatives made a valuable contribution towards learning & development of our people. For instance, our evaluation showed that the most improved skills through volunteering on GlobalGivingTIME were communication, adaptability and problem solving. This focus on up-skilling and capacity building for Aegis employees makes a robust contribution to the Group’s sustainability in the longer term
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- We launched our Code of Conduct in 6 languages in 2011 to reinforce the importance of meeting high standards of ethical behaviour. Employees can report any potential breaches of the Code of Conduct to the dedicated Speak Up facility completely confidentially.
What did not go so well?
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- We did not achieve widespread integration of sustainability in induction, training & development and management training beyond the UK and US markets. This reflects the devolved nature of learning and development in 2011, with local markets having responsibility for the development and execution of these programmes.
2012 Target
We will ensure that 65% of our employees know what they can contribute to the Future Proof strategy in their functions.
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