Ernst & Young are a leader in assurance, tax, transaction and advisory services. To meet the expectations of both their clients and their employees they determined to find flexible ways of working and sustainable, cost-effective ways of travelling. They have thus managed to reduce their impacts on all main methods of transport and improve staff engagement.
Impacts
- •In 2009/10 6.8 million air miles have been avoided from using video-conferencing facilities
- •In 2010/11 the amount of conference calls per head reached 21, compared to 8 in 2007/08 (237,816 versus 83,396)
- •In 2010/11: Road travel: 24% reduction in distance travelled per head and 15% reduction in CO2 emissions per head compared to 2006/07
- •2010/11: Rail Travel: 2010/11 showed 5% reduction in distance travelled and CO2e emissions per head compared to 2006/07
- •7545 staff have taken up season ticket loans, tax efficient cycle scheme and free Oyster cards
- •The flexible working strategy has been supported by a £650k initial investment while the potential annual direct cost savings from business travel avoidance is of £2.5 million
- •Savings of £34.4k over 3 months during a video conference upgrade pilot
- •Telepresence installation provides estimated annual travel savings of £585k
- •75% of pilot assessment respondents said working flexibly improved working life
- •Improved staff engagement and perception as an employer that supports diversity by enabling flexibility
Background
Ernst & Young are a leader in assurance, tax, transaction and advisory services. As a business where people are the greatest assets, it is crucial to them to be able to provide a good and responsible work environment combined with exceptional and cost-effective client services. To achieve that balance, Ernst & Young have launched a programme encouraging sustainable and flexible ways of working and travelling.
To encourage flexible working a series of measure have been taken to make it easier for employees to work away from the office. Aside from providing the adequate equipment, a Flexible Working Coach advises and informs them.
To tackle sustainable travelling, Ernst & Young have adopted two strategies:
Reducing travel through alternative ways of working and meeting:
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They have invested in video/audio conferencing facilities as well as web-based meeting and telepresence facilities
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They have introduced travel policies which de-incentivise travel and all travel requests need to follow an approval process
Reducing the travel impacts on the environment through travelling more actively and sustainably:
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Cycling is encouraged through a tax-efficient bicycle scheme and discounts at a national cycle retailer. Investments have been made on cycle storage facilities, showers and lockers
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On Public Transport, Ernst & Young are providing financial support through interest-free loans for season tickets or by giving free Oyster Travel Cards
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On car travel, Ernst & Young for example offer a car leasing scheme offering incentives for low emissions vehicles
All of those measures are supported by senior management and come with communication actions to ensure staff engagement. Outstanding environmental behaviour is rewarded, surveys and competitions are regularly organised and environment champions collect ideas and feedbacks.
Collaboration with stakeholders is evidenced by the numerous partnerships formed by E&Y (from local authorities, to transport organizations and NGOs), the Supplier Code of Conduct evaluating environmental performance of suppliers and the communication campaigns to the public.
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