Our Scorecard

In 2010, we moved into the next phase of our corporate responsibility initiative by integrating our approach to each of the four areas into one overarching strategy. Through this strategy we have laid out a plan to incorporate CR into all aspects of our business and operations. This has helped us to further align those priority areas that we believe to be ‘key’ to our internal and external stakeholders.

The table presents our progress against priorities identified in our 2011 Highlights publication and defines our key priorities moving forward.

Our scorecard

Quadrant

FY 2010 Priorities

FY 2011 Update

FY2012 Key priorities

Community

      
  developing a five-year strategic plan ACHIEVED
We developed a new five-year strategic plan.

See the community section.
 
  • develop a logic model to better understand what inputs, outputs, outcomes and impacts we hope to achieve through our community investment activities
  • deepen our people and firm’s relationships within the not-for-profit sector to help build capacity through strengthening organizational effectiveness and empowering community leadership
enhancing the Foundation’s brand internally and externally ACHIEVED
We issued thought leadership including a strategic framework for volunteering (Volunteer Continuum) and the Foundation’s strategic approach to community investment (Capacity Building).
See the sharing our expertise section.
 
strengthening our performance measures to ensure they continue to provide meaningful information on program outcomes ACHIEVED
We developed a new community investment scorecard to help measure and benchmark social impact data.
See the community section.
 
increasing participation by our people in team volunteering ACHIEVED
We added new initiatives to help increase the number of skill-based experiences to attract more participation in team volunteering.
See the volunteering section.
 

Environment

      
    develop a climate change strategy to identify new opportunities for energy and emissions reductions ACHIEVED
We created an Energy and Carbon Reduction strategy for the period from July 2011 to June 2015. It includes a plan to reduce our energy use and overall carbon footprint with specific goals and targets for meeting these objectives.

See the climate change section.
 
  • develop a logic model to better understand what inputs, outputs, outcomes and impacts we hope to achieve through our community investment activities
  • deepen our people and firm’s relationships within the not-for-profit sector to help build capacity through strengthening organizational effectiveness and empowering community leadership
enhance support for our local Environmental Committees through funding, management support and other operational activities ACHIEVED
The national committee chair continues to support the efforts of our Environmental Network and provide funding for local committee events throughout the year.
See the engaging our people section.
 
  • increase the breadth and depth of the integration of our environmental programs and initiatives across our offices in Canada and increase our people’s engagement in environmental activities
  • build out the specific actions we need to take in order to meet the targets set out in our energy and carbon reduction strategy and begin to implement those actions and measure the results and impacts

People

      
     continue our efforts to to turn our diversity and inclusion strategy into action ONGOING
We revisited our three-year diversity and inclusion strategy (struck in 2009) and realigned our FY2012 deliverables setting aspirational goals for gender diversity and aligning our WIL/ROW and broader diversity efforts to best leverage our resources.
See the diversity and inclusion section.
 
  • Continue our efforts to operationalize our diversity and inclusion strategy
  • Manage our global mobility program to better meet our strategic business and talent needs
  • Continue to differentiate our talent pools and build robust development plans for our people with the greatest potential
manage our global mobility program to better meet our strategic business and talent needs ONGOING
We identified the need to increase our number of secondments to emerging markets.
See the strategic mobility section.
 
implement more impactful experiential learning programs ACHIEVED
We expanded the reach of our Enhanced Working Practices (EWP) initiative across all our lines of service. Successes have included positive feedback from our people and our clients, with many examples about how EWP has helped them accelerate skill development and service delivery.
See the enhanced working practices section.
 
continue to differentiate our talent pools and build robust development plans for our people with the greatest potential ONGOING
We increased the number of coaching workshops across the country that focus on feedback delivery and coaching methodologies.
We implemented group coaching training sessions, ensuring we published toolkits and online resources to augment development plans.
See the coaching section.
 

Marketplace

      
    further integrate corporate responsibility into our procurement practices through the revision of documents and review and enhancement of firm-wide practices ONGOING
We undertook several stakeholder engagement sessions with representatives from both procurement and facilities departments and began the review of our policies and practices. This resulted in the revision of our Sustainable Paper Procurement and Usage Policy and our Sustainable Events Guidelines document.

See the how we do business section.
 
  • continue to review and enhance our procurement practices on a firm-wide basis
  • refine our marketplace strategy to identify further opportunities to:
    • lead the debate on issues impacting our profession
    • help our clients embed sustainability into their business strategies, operations and practices
continue to lead the debate on issues impacting our profession through the services we provide, the development of thought leadership and general participation in working groups and other forums ONGOING
We developed thought leadership to address a broad range of issues: corporate responsibilitiy practices in private companies, strengthening the capacity of the not-for-profit sector and engaged citizens in a reference panel on healthcare in Ontario.

See the reconnecting with the market and thought leadership section.
 
continue to find innovative ways to help our clients embed sustainability into their business strategies, operations and practices. ONGOING
Our Consulting and Deals, Tax and Audit and Assurance professionals helped companies address the strategic, compliance, operational, reputational, financial and reporting implications of CR through project work as well as various training seminars.
See the our role in creating a sustainable society and the connecting with the marketplace and thought leadership sections.