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October 2015 Certification Panel

28 October 2015 | News

Loomis, Barts Health NHS Trust and Bacardi seek thoughts from the Carbon Trust Certification Panel on the topical issues they face.

October 2015 Certification Panel

Q: "Loomis first approached the Carbon Trust in 2010 as there was pressure from our clients (Tesco, Sainsbury’s, HSBC) to demonstrate our ‘green’ credentials. Since then, the Carbon Trust have certified the footprint of our cash delivery service year on year and you will see the Carbon Trust Footprint Label on our vehicles. To continue our progress, the next step for us is to explore the use of electric vehicles. It is thanks to demonstrating our own commitment that we are now in a good position to encourage our suppliers to do the same. However, whilst sharing best practise amongst the supply chain is mutually beneficial it does come with its challenges. Can you provide counsel for effective collaboration with suppliers?"

Brian Saleh, Health & Safety Manager Loomis UK Limited


Avinash Lunj, Group Environmental Manager, FirstGroup

A: "Whilst sharing best practice is important, dialogue on its own can create some inertia. Being creative, by introducing a 'competition element' in your tendering process is one way of ensuring you create partnerships that result in value-added change and ultimately positive outcomes. For example, simulating a real-life problem and assessing the prospective suppliers on the solutions they propose. This creates a tangible perspective for your supply chain on what you expect them to deliver for you. Ultimately, they benefit from satisfying a customer and the collaboration results in a win-win for both."

Louise Harry, Head of Safety & Sustainability for EE

A: "At EE we are increasingly looking at our value chain to continue to unearth carbon reduction opportunities.  With potentially long and complex supply chains, collaboration is a key tool so work on; finding the common goals between us and our suppliers to reduce emissions.  If key customers are a driving force there could be potential to find synergies with their supply chain approach - what approach & tools do they use? Could you use similar?"


Q: "Barts Health are committed to creating a healthcare system that is first for both now and for the future. We are driven to make changes that address both the immediate and long term environmental, social and financial aspects of making our organisation, and indeed the NHS, sustainable. We were fortunate to be the first hospital to achieve the waste standard, and this is a testament to the partnership - developing and building trust together, along with single vision in a complex environment. We are interested to find out the views of others in how they view the key success factors and how they drive investment in longer term strategic thinking, whilst the pressure to reduce cost is at the forefront of the health service."

Fiona Daly, Environmental Manager, Barts Health NHS Trust


Louise Harry, Head of Safety & Sustainability for EE.

A: "At EE, we have a strong brand & how we think as an organisation is linked to our brand & its’ values.  So we have tried to work on giving the environmental strategy an identity.  We have also worked to ensure it is complimentary to the overall company brand/culture.  Working against the organisational culture & identity will most likely result in conflict.  We have also taken what our stakeholders think is important to them & perhaps more importantly, what they think EE should be working on, into account.  This allows the wider business to understand why we are working on the topics we are.  It’s a start towards making it less of the HS&E team’s job & more of everybody’s job."


Faye Bennett-Hart, Group Sustainability Manager, UBM

A: "At UBM, we are developing our global sustainability strategy for the company, which revolves around our five focus areas – People, Environment, Communities, Customers and Governance. We believe that making progress in each of these areas, will provide sustainable commercial success in alignment with our Events First strategy. We are currently in the process of conducting a materiality matrix for UBM.  We will utilise the matrix to narrow our focus on the most important aspects of sustainability as defined by our key stakeholders. Ensuring long-term profitability is part of our sustainability strategy.  Investment in sustainable initiatives is justified by strong business cases, which detail the return on investment and potential pay-back period. However, in some cases the ROI is difficult to put a monetary value to, for example, our UBM diversity initiatives and employee engagement. In these cases we are also guided by our ‘UBM Commitments’ – our values, which encapsulate what it means to work at UBM."

Q: "Since 2011 Bacardi UK have consistently achieved the Carbon Trust Standard for Carbon. For us, it is essential that our employees remain engaged with our journey to help us have a greater impact on the carbon reduction potential. I’d be keen to understand how others go about engaging employees across multiple sites, each with different demands and pressures making it truly reach to the hearts and minds of your staff."

Helen Smith, Environment, Health and Safety Advisor, Bacardi UK


Avinash Lunj, Group Environmental Manager, FirstGroup

A: "Effective engagement is a continuous and iterative process of bringing out the best in your workforce. One such approach could be to introduce 'league tables' for carbon reduction campaigns and initiatives that you have introduced, with the different sites competing for the top spot, harnessing the 'friendly-competitive' nature of staff. Engagement doesn't mean using 'templated' approaches - where one ‘one size fits all'.  It's all about doing things attentively - leading, listening, involving, recognising and rewarding your staff. It's not about instructing, but enabling participation. Set the destination and let your different sites plan their own journey (don't be prescriptive!). This enables staff to demonstrate their abilities in planning, creativity, strategising, teamwork & delivery. At the end of the year, recognise the best efforts in an applicable awards category - this doesn't have to be a 'green' or 'environment' award - after all you want to be working towards integrating these activities within your mainstream business processes."


Louise Harry, Head of Safety & Sustainability for EE.

A: "We have found sharing the information about what has already been done, what is planned and is of key importance with the results of the changes made, greatly helps.  We also ensure we are as balanced and inclusive as we can be.  There is the potential to spend all the time and effort at the high profile site or largest site, etc.  However with multi-site employee awareness campaigns, we have tried to build ownership and responsibility for energy consumption to the sites, departments and to individuals - so all need to be involved.  We find that the acts that our employees find the most rewarding and motivating are the most simple and immediate to them.  So finding the simple and straight forward actions that they can do and/or have been done, is important.  With this aspect, it is an on-going conversion with employees and a balancing act between inclusiveness (by not leaving any site out of the work and so it could become a more generic message) and tailoring the messages (to site specific content and as immediate to the employees as possible)."


The Carbon Trust helps organisations communicate results to stakeholders/customers/senior management in a way that they can value.  E-mail or call +44 (0)20 7832 4802 for more information on how we can catalyse change within your business.

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