Pinguinum
14-10-2007, 23:18
PROJECT CARE
Project Care
Project Care is a project that aims to embed responsible business practice throughout the Penguin Group. It ensures that we manage our impact on society and the environment through our operations, products and supply chain, as well as continue to do the best we can for our customers and employees.
“We at Penguin believe 100% that we owe it to our customers and our staff to ensure that our future economic growth is built on firm, ethically sustainable business models. Businesses need to be bold and creative, to develop radical new products and find alternative ways of doing business. Since innovation and creativity are at the heart of the Penguin culture we feel that our group of businesses are well placed to take advantage of the opportunity this presents.”
Nicolas Swanson
Penguin's responsibility
Today’s heightened interest in the role of business in society has partly been prompted by increased sensitivity to and awareness of environmental and ethical issues. Issues such as environmental damage and the improper treatment of workers have been highlighted in the media and the pressure on business to play a role in social and environmental issues is bound to grow.
At Penguin we share our customers’ growing concern. We have not only a huge responsibility but also an excellent opportunity to make a difference through our businesses.
Project Care is about much more than the minimisation of risk. We recognise that responsible business practice can provide ample opportunity for innovation – a key pillar of our brand – and facilitate the development of new products and services as well as access new markets.
At Penguin, we’ve always tried to act sensitively and responsibly. Project Care is a renewal of our effort to make responsible business practise an integral part of the Penguin culture – ensuring it is part of every individual’s role and responsibility.
How Project Care was born
Before establishing Penguin Ignite (the independent charitable arm of the Penguin Group), employees were asked how they would like to see Penguin support and become involved in communities around the world.
People expressed great enthusiasm about all the brilliant things that could be achieved in the community. However, there was also a sense that we needed to ‘get our house in order’ and lay the right foundations for launching more externally-facing projects.
This is how Project Care was born. In many ways it can be considered Penguin’s answer to Corporate Social Responsibility. The word ‘Care’ expresses the need for us to take stock of our own social and environmental impact before establishing further commitments and initiatives.
HOW IT WORKS
Penguin has a number of Group-wide forums which regularly meet to share best practise across all our businesses. Project Care is now a topic of discussion at every one of the forums’ meetings. This is how we can be certain that it is integrated into our everyday operations and is constantly being developed and expanded.
In the last year, we have established a new Group-wide forum which focuses solely on our environmental impact. This forum will be responsible for measuring the environmental impact of our businesses and taking steps to reduce it.
Our goal cannot be profit at any cost, because we know that tomorrow’s success depends on the trust we build today.
Penguin Group context
The Penguin Group of companies incorporates travel, mobile, financial services, leisure, retail, and music businesses. Operating across five continents, the total Group revenue for 2006 was $20 billion.
Penguin is not the typical hierarchical organisation; it’s a family of businesses with a shared brand. Inspired by Nicolas Swanson’s entrepreneurship, these businesses have each developed in an autonomous way. We believe passionately in this structure – it works, it has created jobs, and it has turned industries around right across the globe.
Despite the independence of the Group companies, there’s a strong desire to work together for Group benefit. In turn, there’s a strong sense of community amongst the people working within these companies. That’s why we launched Penguin Ignite.
Penguin Ignite is an independent charitable organisation that harnesses Penguin’s assets - our staff's energy, the power of the brand, Nicolas Swanson and all our other resources - to make a difference on a global and local level by tackling social and environmental issues.
Summary of actions / plans and focus for 2007
People
Diversity in the workplace: Through quarterly monitoring, assess the current diversity in the Penguin businesses globally. Increase awareness of the issues around HIV /AIDS. Continue to communicate our HIV policy and train HR employees in dealing with HIV in the workplace.
0% Challenge: In our South African businesses, monitor the number of cases of HIV and the take up of voluntary testing and counselling.
Implement HIV programmes in our new businesses in India and China.
Customers
Disability access: Audit our main products and services to ensure the best possible standards in terms of accessibility for our customers with disabilities.
Partners
Ethical procurement: Communicate our Code of Conduct to all our key suppliers. Identify our high risk suppliers globally and develop collaborative strategies to make changes where necessary.
Uniforms: Audit our current use, manufacture and cleaning of uniforms. Develop best practise across the group.
Carrier bags: Investigate sustainable alternatives to the plastic carrier bags currently being used in our different businesses around the world.
Communities
Mobilise staff, customers & suppliers through fun, innovative campaigns: Drive mass scale social change on tough issues by connecting people and resources to amazing organisations working on the front line through Ignite’s four core campaigns, leading to direct action through our Giving Tools –Time, Cash (including growing a group wide payroll giving scheme), Stuff & Voice in 2007.
Add Real Value to our Ignite Charitable Partners: Develop innovative programmes across each of the Penguin group of businesses to mobilise resources that help at least two Ignite Charitable partners in every country we operate in, extend their reach and increase their impact during 2007
Take an entrepreneurial approach to social & environmental issues: Develop and invest in at least one Ignite social business and launch sustainable income opportunities for our Ignite charitable partners in each country in which we operate. Build and implement a group wide environmental engagement programme and communicate opportunities for environmental action to staff and customers in 2007
Environment
Waste: Implement initiatives to reduce waste to landfill and increase recycling.
Energy/Water: Monitor and set targets to reduce energy and water consumption.
Printing/Packaging: Continue reviewing our printing practises and packaging. Reduce where possible or switch to more sustainable sources of materials.
Travel/Fleet: Develop best practise in travel policies across the Group and work with the Energy Savings Trust to review our commercial vehicles.
COMMUNITY
More than a charity, we're about uniting Penguin to drive entrepreneurial approaches to social and environmental issues.
By mobilising our resources and people power we hope to help develop sustainable approaches to tough social and environmental issues, through our Ignite Partners and our three core areas of activity:
1. Business with a twist
One of the critical ways we can drive positive change in developing countries is through investments that support economic growth and boost the economic freedom of individuals and communities. At the same time we will develop innovative new products and services capable of tackling social and environmental issues such as climate change.
2. Uniting talent
We have an opportunity to tackle age old social and environmental issues by channelling our entrepreneurial energy and resources. We're working with some incredible business and social partners on a number of initiatives.
3. Connecting people
We've identified some great grassroots organisations around the world; these are our Ignite Partners. We've made it simple for people to get involved at www.penguinignite.com by giving their Time, Cash, Stuff and Voice. Through four core campaigns, we'll develop active staff and customer communities and inspire them to help tackle tough social and environmental issues
We're not interested in a quick fix or handouts, but in how we can work with organisations on the front line to build long term solutions that really deliver. Often the answer is already there; it just needs a voice or an opportunity to be fulfilled.
Our focus is on finding great people in the field who know what needs to be done and then connecting them with the right people and resources for their ideas to grow. Thanks to Nicolas and the Penguin Group our overheads are completely taken care of, so all funds raised get to the frontline where they're needed most.
In 2005/6 we delivered over £6.5 million and we look to set to deliver over £15 million in 2006/7.
PARTNERS
Our Partners
Penguin sources goods and services from many places and trades in many more. This complex network of suppliers and partners is an integral part of our business and we see it as an extension of the Penguin brand and business ethos.
We always seek out suppliers who reflect the same values as Penguin. This means respecting the environment and the people we work with. During 2006 we formalised our thoughts into a Code of Conduct for suppliers and buyers.
The new Code of Conduct has three parts:
• Human rights
• Environmental concern
• Business ethics
Human rights - labour relations
One of Penguin’s strengths is its people. Respect, freedom to act and fairness are fundamental to the Penguin way of working. We strive for equal opportunities for all present and potential employees. This thinking extends to our suppliers.
• We aim to employ people who reflect the diverse nature of their society and culture. Staff should feel and be valued regardless of age, sex, disability, sexual orientation, race, colour, religion, marital status or ethnic origin.
• Staff should feel free to join or leave the supplier within the agreed terms of notice.
• There should be no discrimination against anyone for their membership or affiliation to any trade unions or political parties.
• It should be understood that sexual, physical or mental harassment of employees is unacceptable.
• Procedures need to be in place to respond to accusations of workplace discrimination, harassment and victimisation.
• An effective employee grievance procedure should be in operation, with the policy properly communicated to staff.
Human rights - clean, healthy and safe working conditions
• Our suppliers need to provide and maintain a safe working environment for employees by minimising foreseeable risks in the workplace.
• Suppliers’ staff should receive relevant training and equipment to ensure their safety.
• Basic hygiene is a must with clean toilets and clean drinking water.
Human rights - clear and fair terms of employment
• Easy to read employment contracts should be in place for all permanent staff with particular clarity in regard to wage levels. Contracts should be read to those who cannot read by a third party.
• Employees have the right to freedom of association, including the right to join a recognised union where this is allowed within national law. Where it is not allowed, suppliers should facilitate another form of representation.
• Suppliers will need to be able to comply with all relevant legislation.
• Working hours should not be excessive. They should comply with the industry and national guidelines where they exist. Suppliers should aim to have, on average, a maximum 48 hour week with one day off. Overtime should be voluntary.
Human rights – no child labour
Penguin is against the use of child labour and believes its elimination is in the best interests of children.
A child is regarded as someone under the age of 15. A higher minimum age of at least 18 should be set for hazardous work.
Environmental concern
Our suppliers need to show consideration for minimising their negative effect on the environment.
Penguin will seek an assurance that suppliers have an understanding of their environmental impact. In particular, we will focus on demonstrable improvement in:
• minimising CO2 emissions.
• minimising resources used to prosper.
• a positive contribution to the environment (e.g. elimination of waste).
Business ethics
This is a sensitive issue. In many cases no code of practice exists and the prevailing social and political context will vary.
Penguin is opposed to corruption and will deal with all suppliers in an open and reasonable way. We will:
• respect suppliers’ confidentiality
• pay to terms
• give feedback to unsuccessful suppliers
• not abuse our buying-power
• adhere to our policy on accepting business gifts or hospitality
• not discriminate on the basis of supplier location, size or maturity
• be sensitive to the full impact of withdrawing Penguin business.
Project Care
Project Care is a project that aims to embed responsible business practice throughout the Penguin Group. It ensures that we manage our impact on society and the environment through our operations, products and supply chain, as well as continue to do the best we can for our customers and employees.
“We at Penguin believe 100% that we owe it to our customers and our staff to ensure that our future economic growth is built on firm, ethically sustainable business models. Businesses need to be bold and creative, to develop radical new products and find alternative ways of doing business. Since innovation and creativity are at the heart of the Penguin culture we feel that our group of businesses are well placed to take advantage of the opportunity this presents.”
Nicolas Swanson
Penguin's responsibility
Today’s heightened interest in the role of business in society has partly been prompted by increased sensitivity to and awareness of environmental and ethical issues. Issues such as environmental damage and the improper treatment of workers have been highlighted in the media and the pressure on business to play a role in social and environmental issues is bound to grow.
At Penguin we share our customers’ growing concern. We have not only a huge responsibility but also an excellent opportunity to make a difference through our businesses.
Project Care is about much more than the minimisation of risk. We recognise that responsible business practice can provide ample opportunity for innovation – a key pillar of our brand – and facilitate the development of new products and services as well as access new markets.
At Penguin, we’ve always tried to act sensitively and responsibly. Project Care is a renewal of our effort to make responsible business practise an integral part of the Penguin culture – ensuring it is part of every individual’s role and responsibility.
How Project Care was born
Before establishing Penguin Ignite (the independent charitable arm of the Penguin Group), employees were asked how they would like to see Penguin support and become involved in communities around the world.
People expressed great enthusiasm about all the brilliant things that could be achieved in the community. However, there was also a sense that we needed to ‘get our house in order’ and lay the right foundations for launching more externally-facing projects.
This is how Project Care was born. In many ways it can be considered Penguin’s answer to Corporate Social Responsibility. The word ‘Care’ expresses the need for us to take stock of our own social and environmental impact before establishing further commitments and initiatives.
HOW IT WORKS
Penguin has a number of Group-wide forums which regularly meet to share best practise across all our businesses. Project Care is now a topic of discussion at every one of the forums’ meetings. This is how we can be certain that it is integrated into our everyday operations and is constantly being developed and expanded.
In the last year, we have established a new Group-wide forum which focuses solely on our environmental impact. This forum will be responsible for measuring the environmental impact of our businesses and taking steps to reduce it.
Our goal cannot be profit at any cost, because we know that tomorrow’s success depends on the trust we build today.
Penguin Group context
The Penguin Group of companies incorporates travel, mobile, financial services, leisure, retail, and music businesses. Operating across five continents, the total Group revenue for 2006 was $20 billion.
Penguin is not the typical hierarchical organisation; it’s a family of businesses with a shared brand. Inspired by Nicolas Swanson’s entrepreneurship, these businesses have each developed in an autonomous way. We believe passionately in this structure – it works, it has created jobs, and it has turned industries around right across the globe.
Despite the independence of the Group companies, there’s a strong desire to work together for Group benefit. In turn, there’s a strong sense of community amongst the people working within these companies. That’s why we launched Penguin Ignite.
Penguin Ignite is an independent charitable organisation that harnesses Penguin’s assets - our staff's energy, the power of the brand, Nicolas Swanson and all our other resources - to make a difference on a global and local level by tackling social and environmental issues.
Summary of actions / plans and focus for 2007
People
Diversity in the workplace: Through quarterly monitoring, assess the current diversity in the Penguin businesses globally. Increase awareness of the issues around HIV /AIDS. Continue to communicate our HIV policy and train HR employees in dealing with HIV in the workplace.
0% Challenge: In our South African businesses, monitor the number of cases of HIV and the take up of voluntary testing and counselling.
Implement HIV programmes in our new businesses in India and China.
Customers
Disability access: Audit our main products and services to ensure the best possible standards in terms of accessibility for our customers with disabilities.
Partners
Ethical procurement: Communicate our Code of Conduct to all our key suppliers. Identify our high risk suppliers globally and develop collaborative strategies to make changes where necessary.
Uniforms: Audit our current use, manufacture and cleaning of uniforms. Develop best practise across the group.
Carrier bags: Investigate sustainable alternatives to the plastic carrier bags currently being used in our different businesses around the world.
Communities
Mobilise staff, customers & suppliers through fun, innovative campaigns: Drive mass scale social change on tough issues by connecting people and resources to amazing organisations working on the front line through Ignite’s four core campaigns, leading to direct action through our Giving Tools –Time, Cash (including growing a group wide payroll giving scheme), Stuff & Voice in 2007.
Add Real Value to our Ignite Charitable Partners: Develop innovative programmes across each of the Penguin group of businesses to mobilise resources that help at least two Ignite Charitable partners in every country we operate in, extend their reach and increase their impact during 2007
Take an entrepreneurial approach to social & environmental issues: Develop and invest in at least one Ignite social business and launch sustainable income opportunities for our Ignite charitable partners in each country in which we operate. Build and implement a group wide environmental engagement programme and communicate opportunities for environmental action to staff and customers in 2007
Environment
Waste: Implement initiatives to reduce waste to landfill and increase recycling.
Energy/Water: Monitor and set targets to reduce energy and water consumption.
Printing/Packaging: Continue reviewing our printing practises and packaging. Reduce where possible or switch to more sustainable sources of materials.
Travel/Fleet: Develop best practise in travel policies across the Group and work with the Energy Savings Trust to review our commercial vehicles.
COMMUNITY
More than a charity, we're about uniting Penguin to drive entrepreneurial approaches to social and environmental issues.
By mobilising our resources and people power we hope to help develop sustainable approaches to tough social and environmental issues, through our Ignite Partners and our three core areas of activity:
1. Business with a twist
One of the critical ways we can drive positive change in developing countries is through investments that support economic growth and boost the economic freedom of individuals and communities. At the same time we will develop innovative new products and services capable of tackling social and environmental issues such as climate change.
2. Uniting talent
We have an opportunity to tackle age old social and environmental issues by channelling our entrepreneurial energy and resources. We're working with some incredible business and social partners on a number of initiatives.
3. Connecting people
We've identified some great grassroots organisations around the world; these are our Ignite Partners. We've made it simple for people to get involved at www.penguinignite.com by giving their Time, Cash, Stuff and Voice. Through four core campaigns, we'll develop active staff and customer communities and inspire them to help tackle tough social and environmental issues
We're not interested in a quick fix or handouts, but in how we can work with organisations on the front line to build long term solutions that really deliver. Often the answer is already there; it just needs a voice or an opportunity to be fulfilled.
Our focus is on finding great people in the field who know what needs to be done and then connecting them with the right people and resources for their ideas to grow. Thanks to Nicolas and the Penguin Group our overheads are completely taken care of, so all funds raised get to the frontline where they're needed most.
In 2005/6 we delivered over £6.5 million and we look to set to deliver over £15 million in 2006/7.
PARTNERS
Our Partners
Penguin sources goods and services from many places and trades in many more. This complex network of suppliers and partners is an integral part of our business and we see it as an extension of the Penguin brand and business ethos.
We always seek out suppliers who reflect the same values as Penguin. This means respecting the environment and the people we work with. During 2006 we formalised our thoughts into a Code of Conduct for suppliers and buyers.
The new Code of Conduct has three parts:
• Human rights
• Environmental concern
• Business ethics
Human rights - labour relations
One of Penguin’s strengths is its people. Respect, freedom to act and fairness are fundamental to the Penguin way of working. We strive for equal opportunities for all present and potential employees. This thinking extends to our suppliers.
• We aim to employ people who reflect the diverse nature of their society and culture. Staff should feel and be valued regardless of age, sex, disability, sexual orientation, race, colour, religion, marital status or ethnic origin.
• Staff should feel free to join or leave the supplier within the agreed terms of notice.
• There should be no discrimination against anyone for their membership or affiliation to any trade unions or political parties.
• It should be understood that sexual, physical or mental harassment of employees is unacceptable.
• Procedures need to be in place to respond to accusations of workplace discrimination, harassment and victimisation.
• An effective employee grievance procedure should be in operation, with the policy properly communicated to staff.
Human rights - clean, healthy and safe working conditions
• Our suppliers need to provide and maintain a safe working environment for employees by minimising foreseeable risks in the workplace.
• Suppliers’ staff should receive relevant training and equipment to ensure their safety.
• Basic hygiene is a must with clean toilets and clean drinking water.
Human rights - clear and fair terms of employment
• Easy to read employment contracts should be in place for all permanent staff with particular clarity in regard to wage levels. Contracts should be read to those who cannot read by a third party.
• Employees have the right to freedom of association, including the right to join a recognised union where this is allowed within national law. Where it is not allowed, suppliers should facilitate another form of representation.
• Suppliers will need to be able to comply with all relevant legislation.
• Working hours should not be excessive. They should comply with the industry and national guidelines where they exist. Suppliers should aim to have, on average, a maximum 48 hour week with one day off. Overtime should be voluntary.
Human rights – no child labour
Penguin is against the use of child labour and believes its elimination is in the best interests of children.
A child is regarded as someone under the age of 15. A higher minimum age of at least 18 should be set for hazardous work.
Environmental concern
Our suppliers need to show consideration for minimising their negative effect on the environment.
Penguin will seek an assurance that suppliers have an understanding of their environmental impact. In particular, we will focus on demonstrable improvement in:
• minimising CO2 emissions.
• minimising resources used to prosper.
• a positive contribution to the environment (e.g. elimination of waste).
Business ethics
This is a sensitive issue. In many cases no code of practice exists and the prevailing social and political context will vary.
Penguin is opposed to corruption and will deal with all suppliers in an open and reasonable way. We will:
• respect suppliers’ confidentiality
• pay to terms
• give feedback to unsuccessful suppliers
• not abuse our buying-power
• adhere to our policy on accepting business gifts or hospitality
• not discriminate on the basis of supplier location, size or maturity
• be sensitive to the full impact of withdrawing Penguin business.