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THE CONTOURGLOBAL WAY TO SUSTAINABIL ITY
A ug us t -D ecem ber , 2 0 1 3
V ol um e 2 , I s s ue 6
The community cultural center will be housed in an existing municipal building th
is currently not utilized and we will do some basic renovations on the facilit
However, the cities of Joao Camara and Parzinho have a population of 40,00
people with 65 schools with limited transportation to the city center. Thus, we w
also provide programming at two satellite campuses. In the first year, we expect
have an enrollment of 360 students and 60 adults.
The music and arts programs will teach students technical skills but the curriculu
will also include the study of the culture and history of Brazil. The sports progra
will introduce concepts of fair play and promote health and physical well-bein
The Agires Institute has 20 years of experience in designing, planning an
developing programs for environmental education, social responsibility an
sustainability. As part of the diligence for the project, a ContourGlobal team visit
an existing project run by Agires in Sao Paulo. The project was extremely well ru
with a professional staff and significant community involvement.
The total cost of the project for the first year is BRL 980,000 (USD 421,000) and th
initial costs will be funded by a social line of credit (i.e., a loan) from BNDES, th
Brazilian development bank that is also providing the long-term financing for o
Asa Branca business. The terms of the loan are very attractive (Brazil Long Ter
Interest Rate of ~5% over ten years) and include programming design, faculty, an
equipment purchases. The ongoing costs of the program will be much lower (B
200-300,000) and will be funded by the operations budget. We will track t
programs success by measuring school performance of the project participants an
interviewing parents, teachers and the local community. We will also u
quantitative metrics to measure project success.
Congratulations to the Brazil team, especially Joao, Paula, Daniel, Ricardo, , an
Guilherme, for developing this unique and high impact project. We look forward
tracking its progress in 2014.
Launch of Winds of Asa Branca Slated for January
IN THIS ISSUE:
Launch of Winds of Asa
Branca Slated for
December...p.1
UN Global Compact Leaders
Summit: The Role of
Business............p. 2
Celebrate Social
Investments...........p. 3
CG Unveils New Program for
Suppliersp.4
Continuously Improving at
Apapa....p.5
Sustainability Committee:
2013 Review....p.6-8
Above: The current Agires project in Sao Paulo, Brazil that will serve as a model for our project.
Left: The municipality building proposed for renovation in Joao Camera, Brazil.
Our long-awaited social investment project in Joao Camera and Parazinho, Brazil will be launched shortly. We will partner
with a non-governmental organization, Agires, to develop a community cultural center called the Winds of Asa Branca.
The center will provide programming in the arts, music, and sports, mainly targeted at the youth in the community, and will
also offer adult eduction, including a course on community leadership.
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T H E C O N T O U R G L O B A L W A Y T O S U S T A I N A B I L I T Y
On September 19-20, the UN Global Compact
Leaders Summit took place in New York. The
theme for the summit was Architects of a Better
World and its purpose was to strengthen the
commitment of the business community to the
Global Compact principles. An important
publication, Building the Post-2015 Business
Engagement Architecture, was released at the
event. This publication and the summit set thestage for businesses to shape and advance a
development agenda.
The heightened role that businesses will play in
achieving Sustainable Development Goals, United
Nations goals that will build upon the Millennium
Development Goals, is both exciting and
daunting.
We are being called upon to help tackle the
worlds problems by collaborating with the public
sector to contribute to global priorities, such as
climate change, water, food womens
empowerment, childrens rights, decent jobs, and
education.
Participation in organizations such as the UN
Global Compact, Global Reporting Initiative
World Business Council for SustainableDevelopment, World Economic Forum, and
Business for Social Responsibility will facilitate
collaboration. Additionally, participation in
business sector initiatives and local initiatives wil
also foster cooperative relationships to enhance
the goals.
As an organization, we are well-positioned to play
a key role in advancing the sustainable
development goals. We are actively engagedwith the UNGC and our business strategy is fully
aligned with global sustainability responsibilities
We are well down the path to integrating
sustainability into our corporate culture and our
sharing of best practices, community
involvement, and partnerships, such as the one
at Asa Branca described on page 1, are al
important steps towards that goal.
UN Global Compact Leaders Summit:
The Role of Business
The LeadersSummit is a major opportunity to
mobilize and expand the Global Compact network
to act on all three pillars of sustainable
development - social, economic and
environmental. Let us work together to build
momentum for the Leaders Summit so we can
harness the power of business towards our
world's needs.
~UN Secretary-General Ban Ki-Moon
Chair of the Leaders Summit 2013
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T H E C O N T O U R G L O B A L W A Y T O S U S T A I N A B I L I T Y
Celebrate Social Investments
On July 31 we hosted a webinar to celebrate our businesses social investments for the first half of
2013. Following the webinar, we conducted a survey and gleaned valuable feedback on thewebinar itself and the types of social investments that you would like to see:
83% of participants agreed that the webinar was a good use of their time
74% of participants said our social investments make them proud to work at ContourGlobal
and 52% of participants were introduced to new ideas for social investments through the
webinar
91% of participants agreed that our social investments in health and safety education, and
environment are aligned with our core business
Participants are interested in helping children, the elderly, and those with disabilities
through initiatives such as education, sports and recreation, employment opportunities,scholarships, and programs that provide food for the hungry
In the area of health and safety, participants are interested in programs working with
hospitals and medical centers, emergency services, traffic safety, and clean water
Participants would also like to invest in projects protecting flora and fauna and projects
that provide electricity to those that dont have it, particularly renewable energy
The survey responses also gave some good advice on how to communicate internally our
investments and we will incorporate them into future webinars. A special thanks to all of the
businesses and individuals at ContourGlobal involved in our social investment projects.
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T H E C O N T O U R G L O B A L W A Y T O S U S T A I N A B I L I T Y
ContourGlobal Unveils New
Program For Suppliers
The Global Compact encourages signatories to engage with their
suppliers around the Ten Principles to develop more sustainable
supply chain practices. Historically, we have always worked closely
with our suppliers to ensure they have complied with our anti-
corruption program and our health and safety standards, but our
engagement with suppliers on issues such as human rights, labor
practices and environmental standards has been very general.
Beginning next month, we will change this with a pilot program
targeted at suppliers that will be kicked off at Maritsa.
Led by the Sustainability Committees working group onprocurement, with extensive contributions by Bilyana and
Valentina Maneva, we are introducing two important publications
for our suppliers: a Suppliers Guide to the UNGC Principles and a
Suppliers Code of Conduct. The Guide provides a detailed
explanation of the Ten Principles and ideas on how to improve
sustainability management and performance. The Guide sets forth
ContourGlobals expectations of suppliers, acknowledges that the
Principlesmay be new to some suppliers, and pledges to work
closely with these suppliers to develop business practices aligned
with the Principles.
Additionally, we have summarized some of the key expectations of
our suppliers in a Code of Conduct. Signing the Code of Conduct
will be a key differentiating factor in supplier selection we only
want to work with companies that are like-minded when it comes
to sustainabilityand in the future, all suppliers will be expected to
sign the Code before working with us.
In addition to the publications, we will also be hosting a training
session for our suppliers in Bulgaria. Meeting the suppliers face to
face will provide a unique opportunity to explain our commitment
to the UNGC Principles and share our knowledge of sustainable
business practices.
Once the pilot program is completed, we will incorporate our
lessons learned and roll the program out to other businesses in
2014. Our long term objective is to introduce the program to all
suppliers within two to three years. We hope that this program will
advance integration of the Ten Principles into supply chain
management systems around the globe.
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T H E C O N T O U R G L O B A L W A Y T O S U S T A I N A B I L I T Y
In 2013 our Solutions Nigeria team launched a Continuous Improvement initiative aimed at tackling technical problem
and improving operational performance. In April, the team at Apapa addressed an issue with steam and condensa
leakages at the bottling lines of our client, Nigeria Bottling Company (NBC) and also worked on technical solutionsreduce gas consumption. The team used Kaizen methodology to identify solutions to the problems.
Working with the client, the team checked steam lines, installed a mechanical condensate pump, and checke
condensate return quality based on its conductivity. The team analyzed the steam pressure and found it met the OE
recommendation and also the clients requirement. The team also analyzed the firing rate, i.e., the rate at which he
is generated in the burner to produce steam. After a careful study of NBC steam consumption patterns, the team w
able to identify the clients peak and offpeak periods. During the off peak periods, the burner control switch was set
LOW FIRE HOLD which simply means that the burner will only fire at 10% of its maximum capacity and still meet NBC
steam demand. The cost benefit of the adjustment to the burner control switch will result in annual savings
~$5,541.
The team is continuing to work on intiatives such as re-lagging the steam and condensate lines in the trench to avo
further heat loss. With ongoing monitoring and planned follow up, the team will address any problems and asse
other alternatives such as boiler treatment chemical usage reduction, natural gas usage reduction and ways t
improve steam generation. The team will also look into implementing similar programs at the Benin and Ikeja plants.
The use of continuous improvement methodology at Apapa illustrates how sustainability strategy proper
operationalized provides a bottom line impact for financial, operational, and environmental performance.
Continuously Improving at Apapa
Whats your idea?
The Wall Street Journal recently posed the question: Is innovation an overused word? Maybe but innovation is stvital to the development of our business. Without it, we will not be the sustainable company we want to be.
How can we continue to be innovative? Through idea sharing. Sharing ideas inspires creativity and changes the stat
quo and it all starts with you. Your ideas might include new ways to expand power access in underserved areas
make a power plant more energy efficient. Your ideas might minimize an environmental impact or keep our workfor
safer. Yours idea might enhance the use of local suppliers or create jobs in the local market.
The Sustainability Committee wants to hear all of your ideas about how to improve our business and contribute t
social and economic development. Please send [email protected].
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T H E C O N T O U R G L O B A L W A Y T O S U S T A I N A B I L I T Y
2013: Reflections from the Sustainability Committee2013 was a transformational year for the Sustainability Committee with the development of our sustainabilit
strategy and framework for sustainable business objectives. We had many successes, guiding our businessewith social investments and providing policies, procedures and other useful tools. However, our year was no
without its challenges and struggles. We did not achieve all we set out to do and we often had a hard tim
meeting commitments when many committee members had demanding day to day responsibilities. Here ar
some first-hand reflections from the Committee Members on the 2013 year.
Andrew Berezhnoy, Performance & Analysis
Manager, Operations Team, Paris
From my personal experience, participation in
the 2013 Sustainability Committee was anoutstanding experience. Continuous involvement in the
Committee working processes gave me solid understanding of
what it actually takes to keep and support sustainable operations
and growth of the company. Sustainability working group activities
had their highs and lows during the year, with some targets
originally set being too aggressive to implement within one year
(like developing a detailed Carbon Emissions Management plan for
all plants) and some being effectively implemented (like more
robust environmental metrics reporting).
As for the actual projects implemented this year - whether its a
development of the Cultural Center near the Asa Branca site or
donation of the medical equipment to Kramatorsk hospital, its a
huge amount of work, which is being done by people on the
ground from the stage just an idea to actual implementation. I
strongly believe our implemented projects should be promoted
more within the company, as these types of activities are actually
the ones that make people really proud of working in
ContourGlobal.
Specifically I would like to highlight our Annual Sustainability
Reporting. When we compared ContourGlobals environmental
and operational reporting metrics to our peers in the industry (AES,
ENEL, RWE, E.On), it becomes clear that our reporting is more
excessive and detailed, than the reporting of the markets biggestplayers. To me this is another indication of how open and
transparent we are, especially considering the fact that 2012 was
not the best year in our history. This also gives a clear signal to the
third-party users of the Report about how serious our attitude to
Sustainability is and that there are no forbidden topics for us.
Work in the Sustainability Committee requires passion and
dedication as all of the Committee members were performing their
duties on top of their regular activities and were doing it extremely
well. I would like to thank my colleagues for their hard work and
dedication in 2013 and hopefully, 2014 will provide us more
opportunities and challenges in this field.
Joao Vidal, LATAM Manager for Social an
Environmental, Sao Paulo
F
2013 was a very special year in the sustainability field in inAmerica region. We had some positive impacts and others
were not so nice but at the end of the day we achieved a lo
learned a lot of lessons that will be useful in the future.
In Inka we found a very socially active community and from
beginning we had numerous demands of the project. Most o
demands stemmed from a lack of understanding a
ContourGlobal and its mission and the fact that demands
addressed on a reactive basis and on the basis of patern
rather than the principles and values we have adopted. Initia
was very hard to change community perceptions and we sp
lot of time explaining the value of a sustainable project
ultimately we succeeded and developed some well oriented investment projects. We learned the importance of hav
Community Liasison Officer onsite during the earliest stag
construction. We also implemented a social management pro
to work through our issues. Our Stakeholder Engagement Pla
very useful to track social issues and identify ways to address
and our community newsletters and grievance mechanism w
essential communication tools. By developing these pow
social management tools, we provided solutions for the
project and can now use these as templates for othe
greenfield projects in the future.
In Brazil we strengthened our partnership with BNDES by taklead role n the execution of high impact social projects in the
Branca region in a consortium with several other wind p
generation companies. Asa Branca pioneered and led the initi
resulting in a recently approved set of projects to benefit two
needy communities of northeastern Brazil.
We have a promisng horizon ahead based upon the lesson
have learned from our failures and the successful form
developed in 2013. The Sustainabibility Committees commit
will drive the future development of the company in the are
environment and sustainability.
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Massimo Maroni, Solar Operations Manager
Italy
This year as a member of the Sustainability Committee I had the opportunity to understand and appreciate the worldwide sustainab
approach that CG has. No matter if you are part of a big power plant or a small one, throughout the company there is the awarenes
the importance of sustainability and every plant is active with the local communities organizing events, donations, school visits, etc.
I personally think that in CG we do really think and take care of the global sustainability of our business, its not just a matter of writ
documents or publishing reports. Can we improve? Of course we can, and we have to. We really need all our colleagues to be ac
players in the organization and focus on sustainability from the very beginning of a project and throughout plant operations.
Tiffany Gastineau, Acting Global Health and Safety Director
Paris
2013 was my second year as member of the Sustainability Committee and I could personally notice some changes positivein the
it was organized and managed. First of all, I especially appreciated the organization around its four sustainable business objectiv
Grow Well, Operate Safely and Efficiently and Minimize our Impacts, Manage Our Business Responsibly, and Enhance Our Oper
Environment. I think these principles are helpful for committee members to better understand that Sustainability is not somet
independent but is by definition embedded in our organization.
I was appointed as lead for the Sustainability Working Group Operate Safely and Efficiently and Min imize our Impacts, which alperfectly fit with my daily jobHealth & Safety and in my spare time Environment! but also included other areas in which I expre
my interest. I appreciated that my interest in training had been taken into account for my role in this committee: to be involved in t
you have expertise in or you are interested in increases motivation!
The goals of the group were defined in advance and I must confess that I found them very challenging, especially the deadlines. At
beginning, I also had difficulty understanding exactly what was expected from that group, in terms of deliverables or outcomes. I
group, we did our best to achieve those objectives but, all along the year, we regularly had to revise or simplify them as we realiz
would require more efforts or resources that we could practically provide. In some ways this was frustrating as there were many
which we couldnt implement. From a practical standpoint, I also had to manage a group with different languages (some members d
speak or understand English well) and different levels of commitment (different job constraints), which brought additional complexity
Nevertheless, I think that the work we have done, even if incomplete, helped to clarify what we really want to do, what is essential to
business and what we are missing to achieve our targets as a first step to turn our strategy into realistic objectives. At the Comm
level, I provided regular feedback on the progress made by the working group and we often spent a lot of time, especially starting
second quarter, reviewing the Social Responsibility projects submitted by the sites. In that role, the committee is now fully experie
and proficient but throughout the year this limited the time we spent on discussing strategy and objectives. This is an are
improvement for the Committee in 2014.
I personally think we are making progress every year in the way Sustainability is addressed and managed, and even if this year may no
considered as successful because we didnt deliver as much as expected, this is still a step forward to a better consideration
implementation of our Sustainability strategy I would also like to say that, by definition, Sustainability means to last over time
we will last even longer if we take the time to have the right bases.
2013: Reflections from the Sustainability Committee
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2013: Reflections from the Sustainability Committee
Michael Kuperman, IT SAP/PMO Governance
Manager, New York
I joined the Sustainability Committee in December 2012, shortly
after joining the company. I very quickly learned how sustainability
touches on every aspect of our companyfrom development, to
construction, to operations (and so for me membership in the
Committee carried a fringe benefit of helping me learn about many
areas I would not have otherwise been exposed to). Reflecting this,
our working groups (Grow Well, Operate Safely and Efficiently to
Minimize Impacts, Manage Our Business Responsibly, Enhance Our
Operating Environment) run the gamut to ensure focus in every
area. However, if I were to highlight just one impression from my
participation in the committee in 2013, it would have to be the
number and quality of grass-roots projects raised to the committee
by our plants. It was really fantastic to see how in so many parts of
the globe ContourGlobal staff was proposing and delivering on
impactful projects to help local communities, improve the
environment, and make a difference. The passion for the projects
was very apparent as representatives from the local plants or
offices joined our monthly meetings to present the projects and
push for their approval. Through these projects I could see that the
spirit of sustainability is alive and well at ContourGlobal and, even
more importantly, that this spirit translates into practice with verytangible and meaningful results.
I also had the privilege to lead one of the working groupsGrow
Well. In 2013, the group focused on three key areas of focus. First,
we did a lot of work on integrating sustainability objectives more
tightly into the development process, to ensure that we take our
environmental, social and other sustainability concerns into
account from the onset as we contemplate new projects. As a
result, we will soon be piloting a SharePoint-based sustainability
checklist to be used during the development process. As a logical
next step, we are working on a standard project plan template for
use during the construction phase of projects. This will bind
sustainability tasks with other construction tasks in a single project
plan for when we build plants and wind farms. Last but not least,
we are coming up with ideas for new and innovative applications of
renewable technologies which can be used for sustainability
purposes. For example, Massimo Maroni took the lead on exploring
butterfly solar technologies which turned out to be quite
promising and can be considered for some communities where the
conditions are right. There is much more work to do on this in 2014
as we plan to pilot and then fully implement these initiatives.
As busy and fruitful as 2013 has been, our expectations are much
Sarah Flanigan, Executive Vice-PresideCorporate Sustainability, New York
In 2013 I had the privilege of leading the Sustainabili
Committee and working with some of the most creative an
committed individuals in our organization. Unlike m
Committee members, I am 100% dedicated to developin
our sustainability strategy and implementing initiatives. Th
is truly an extraordinary opportunity as it is rare to find
company of our size and age that is willing to prioritiz
sustainability the way we have. I am very grateful to Jo
Brandt, our visionary CEO, and the executive leadership tea
for their belief that sustainability is not only a good thing t
do but will bring value to the organization for years to come
Some of the highlights for me this year included our work o
developing materials to train our supply chain on the UNG
principles, establishing relationships with NGOs in Lat
America, and meeting the UNGC advanced level of reportin
using the GRI G4 metrics for sustainability reporting. In 201
I am looking forward to integrating our sustainable busine
objectives and actionable items throughout the organizatio
enhancing our human rights initiatives, developing mo
robust environmental reporting, and fostering partnershipwith external stakeholders.
Although we have a Sustainability Committee, building
sustainable organization is the responsibility of everyone
ContourGlobal. I encourage every CG person to read abo
our activities and find ways to get involved in either
structured or unstructured way. Whether you suggest idea
participate in a working group, or just do your day to day jo
with the hightest standards of performance, you will b
contributing to the sustainability of ContourGlobal.
higher for 2014. We are refocusing and refreshing our
objectives to add structure by creating project plans with
clear milestones and impactful deliverables, and we arecoming up with actionable plans to improve internal
processes, transparency, level of engagement with the rest
of the company, and external reporting. For me, as a
member of a group of volunteers who share a world view,
being a part of the Sustainability Committee has been both
challenging and continuously rewarding experience, and so
am approaching next year with high expectations, a healthy
dose of optimism, and with my sleeves rolled-up.