2013 Sustainability Report

RELATIONSHIPS
SUSTAINABILITY REPORT 2013
SOCIAL
RELATIONSHIPS
JUSTICE
QUALITY
JUSTICE
PEOPLEGOVERNANCE
SOCIAL
GROWTH
PEOPL
GROWTH
PROBON
SUSTA N BILITY
HDY
QUALITY
SOCIAL
COMMUNITY
WELLBEING
LONGEVITY
ENVIRONMENTAL
PEOPLE
WORKFORCE
SOCIAL
RELATIONSHIPS
WORKFORCE
Henry Davis York is a reporting member of the Australian Legal Sector Alliance (AusLSA) and
reports annually.
F O UN D AT I O N M E M B E R
Henry Davis York (HDY) is a Foundation Member of AusLSA which was formed in 2010 to
assist Legal Firms in Australia to identify opportunities to improve business efficiencies, to
develop an enthusiasm to enhance the reputation of the legal sector as a whole and to meet
the growing demand for business to consider the systems of which they are a part. AusLSA
Foundation Members have developed a suite of tools, resources and guidelines to assist
member firms to improve the sustainability of the legal sector.
IMAGINE 2013 - IMPORTANT NOTES
Imagine 2013 is based on the FY12/13 financial year reporting period. This report is intended
for our own staff, prospective employees, clients, suppliers and other key stakeholders.
Where possible, the report content and structure is aligned with guidelines published by the
Global Reporting Initiative (GRI) and qualifies for application level C+, as defined by the GRI
G3.1 Sustainability Reporting Guidelines. Details of profile disclosures and performance
indicators described within can be found in the table at the end of this report.
HDY plans to continue to report on a annual basis and have these reports verified or assured
by an independent third party. Some information on performance prior to FY12/13 has been
included to enable year on year comparisons.
The contributors engaged on the content of this report include the firm’s Managing Partner,
Leadership Team, Pro Bono Coordinator and senior members of the service groups responsible
for the material issues discussed in this report.
2
INTRODUCTION
Intro from Kelvin
Intro from Sharon
Who we are
How did we go?
What do we do next?
4
5
6
7
7
MARKETPLACE
Marketplace 9
WORKFORCE
Health and well-being
11
Partner transition
11
Gender balance
11
Engagement with our employees
12
Our people metrics 12
Equal opportunity KPI’s12
Learning and development
13
Turnover14
ENVIRONMENT
COMMUNITY
Our carbon “balance sheet” 19
Offsets19
Our environmental metrics
and commitments
20
Verification statement
21
GRI application table
23
Community spirit program 16
Pro bono 16
Law reform 16
Commitment to public interest
organisations and individuals 16
Looking towards 2014 17
Charitable giving 17
3
INTRO FROM KELVIN
Welcome to Imagine 2013, our sixth sustainability report.
In achieving a sustainable organisation, a constant theme is that of reflection, adjustment
and re-measurement. To that extent, this year provides us with the opportunity to reflect
on our progress of our journey. We find that in some areas, we have reached a plateau of
performance, and in others, we continue to grow and excel.
Our environmental impacts this year are almost, if you’ll pardon the pun, a “carbon copy”
of the previous year. This tells us that it is likely that we have achieved best practice in our
electricity consumption, however, business travel and transport remain challenging. Likewise,
our paper consumption seems to be stabilising, but does not stop us from considering
additional ways to eliminate waste.
I am conscious that our attempts to achieve Environmental Management Certification have
been on our agenda for the past 2 years and have been unsuccessful. We aim to re-invigorate
this for the next reporting period.
I am particularly pleased with our Community Spirit Program, and the pro bono performance
last year. For the first time we have exceeded our pro bono aspirational target and secured a
position in the top 10 firms of our size in the pro bono arena.
Our staff engagement process through our “Spirit Survey” tells us that we have a workforce
who is highly engaged to a level that is significantly higher than other firms.
These continued small steps reinforce our commitment to remaining a sustainable business
leader in our sector.
Thank you for joining us on our continued journey.
Kelvin O’Connor
Chief Operating Officer
[email protected]
4
INTRO FROM SHARON
The legal market remains in a state of massive flux. Change has been unprecedented over
the last 3 years and there is no sign of it letting up. The Australian legal market is an over
serviced market in decline. The market has shrunk every year for the last 5 years and FY13
was a new low.
So how does this impact Australia’s law firms, and us at HDY?
For firms to survive and thrive, a clear vision and strategy is needed to respond to the
challenges that the external environment brings. And, crucially, there has to be disciplined
implementation of the strategy.
The core of our strategy is putting clients at the centre of everything we do - working with them
to achieve the commercial outcomes they need and creating a unique experience for them.
I am pleased to report that our strategy is working. We are differentiating ourselves and our
clients and the market sees that. We are performing well and drove 2 % revenue growth
in the reporting period. While this is modest compared to a few years ago, we generally
outperformed our competitors.
Our approach to sustainability is to take a long-term view on the issues that we face
today, and will face into the future across the marketplace, environment, community and
workplace. Our approach is also to share these issues, our response, and chart this to our
clients and wider industry stakeholders. Why? Because sustainability is embedded in HDY.
It’s part of who we are.
Our sixth Sustainability Report, Imagine 2013, and our continued participation in the
Australian Legal Sector Alliance (AusLSA), underlines our continued commitment to being
a sustainable business, even in the face of a tough market.
Sharon Cook
Managing Partner
[email protected]
5
WHO WE ARE
GOVERNANCE
After a detailed review of the firm’s governance and structure, a new Board was
elected on 7 November 2012. The Board members are Roger Dobson (chair),
Scott Atkins, Michael Greene and Kathy Merrick, as well as Sharon Cook in her
capacity as Managing Partner.
There were 9 candidates who stood for election, all of whom took part in
a thorough and rigorous selection process. During that process, the key
challenges identified by the Board included:
■■
Strategy
■■
External conditions
■■
Internal conditions
■■
Performance
■■
Communication
HENRY DAVIS YORK’S ORGANISATIONAL CHART
Board: Scott Atkins, Roger Dobson, Michael Greene, Kathy Merrick, Sharon Cook
Managing Partner: Sharon Cook
Leadership Team and Sector Leaders
Chief Financial
Officer
Director of People & Chief Operating
Development
Officer
Director of Business
Development
Director of Legal
Resources
Government Sector
Banking & Financial
Services Sector
David Willimott
Deborah Stonley
Rebecca Burton
Sarah Walters
Michael Greene
Roger Dobson
Kelvin O’Connor
Practice Groups
Corporate &
Commercial
Banking
Restructuring &
Insolvency
Commercial
Disputes
Property,
Environment &
Planning
Construction
Workplace Relations Financial Services
& Safety
Robert Tracy
Jason Opperman
Rebecca Whittle
Shane Martins
Michael Bampton
Stephen Jauncey
RISK MANAGEMENT
The firm formed a Risk Management Committee in July 2013. The
Committee is chaired by Kelvin O’Connor and has representatives from each
of the administration groups. The Committee oversaw the development
and introduction of a new Risk Management Policy and Risk Management
Framework (in accordance with AS/NZS 31000-2009).
The Committee also undertook an analysis of the firm’s key legal and
operational risks, including a review of the associated policies and procedures
in place to address those risks.
6
Liz Gray
HOW DID WE GO?
RESPONSES TO OUR COMMITMENTS FROM OUR LAST REPORTING PERIOD
Undertake environmental management accreditation with the Australian
Legal Sector Alliance “AEMS” program
Deferred until 2014
Undertake “second level sorting” of waste with our building
management to try and attempt to reduce excess waste to landfill
Solving this problem may not be financially feasible, however we will
continue to work with building management during 2014
Establish a strategic direction for the pro bono practice
Completed - see the community section of this report
Increase our commitment to public interest organisations such as PIAC
and PILCH NSW
Completed - see the community section of this report
Continue to monitor and decrease all environmental impacts of our
business
Carbon emissions almost equal to last year - see the environment section
of this report
Contribute to systemic change through law reform and policy work on
behalf of not-for-profit organisations. In particular, drafting law reform
submissions relevant to victims of crime
Completed - see the community section of this report
Develop strategic collaborations and projects with legal centres and notfor-profit organisations
While significant collaboration has been undertaken with PIAC, further
work with legal centres will be undertaken in the coming year
Undertake the next “Spirit Survey” in 2013
Completed - see the workforce section of this report
Reach the pro bono aspirational target of 35 hours per lawyer per annum
Exceeded - see the community section of this report
WHAT DO WE DO NEXT?
OUR COMMITMENTS FOR FY13/14
Implement a cloud based automated performance management system to assist with the career development, performance and appraisal process
Maintain our pro bono commitment with a target to meet the National Pro Bono Resource Centre aspirational target of 35 hours per lawyer per annum
Invest in strategic pro bono projects of public interest
Undertake the AusLSA Environmental Management System Certification
Implement “follow-me” printing and assess the paper reduction that is derived from that initiative
7
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MARKETPLACE
The legal market remains in a state of massive flux. Change has been
unprecedented over the last 3 years and there is no sign of it letting up. A lot
of commentators talk of the “new normal”. We have not landed in the new
normal yet. Change continues at a huge and unsettling pace.
Underpinning this is:
The Australian legal market is an over-serviced market in decline. The market
has shrunk every year for the last 5 years and FY13 was a new low. This has
placed an increased focus on the firm’s client development strategy which is
essential in steering the firm towards success and longevity.
■■
a “go to market” strategy by 2 sectors (financial services & government)
■■
a “one firm one team” approach
■■
an innovative client development program.
As we expressed in last year’s sustainability report, the evolution of our client
strategy is key. What will remain consistent is the continued investment in
ensuring that client service teams at all levels have a deep understanding of
their clients’ businesses, and where they wish to take them. It is this approach
that has enabled us to build a reputation in which HDY is known for the
commercial outcomes we help our clients achieve and the experience we create
for them.
Understanding clients’ long term drivers and in turn assisting clients achieve
their strategic objectives is at the heart of HDY’s client development strategy
and approach.
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HEALTH AND WELLBEING
GENDER BALANCE
In July 2012, we launched our HDY Wellbeing intranet site, bringing together
all of our information, policies, services and advice in relation to well-being
in the workplace. The page is a resource for our childcare and elder care
information, flexibility policies and procedures, and initiatives such as the
Spring Fitness challenge which a number of staff members undertook in
September 2012. We continued with our usual initiatives of staff flu shots,
access to subsidised yoga and pilates, and we have arranged for onsite
physiotherapy from July 2013.
HDY continues to be a firm where we have a high proportion of female
graduates, lawyers, senior associates, special counsel and partners. Of the
total number of legal staff, 55% are female. As at June 30 2013, HDY had
increased its percentage of female partners to 31% and the firm sits well above
1
the partnership figures of 24% females in large and 20% in mid-tier law firms .
HDY continues to hold the EOWA Employer of Choice Citation.
PARTNER TRANSITION
We have implemented a program called the Partner Pathways Program, a series
of workshops and other support services for partners as they look to transition
out of practice.
GENDER BALANCE WITHIN LEGAL TEAMS FY11/12
PA R A LEG A LS
49%
LAWYE R S
S EN IO R
AS S O CIATES 2
39%
51%
PARTN ERS
32%
61%
31%
68%
FEMALE
MALE
1 Source: Law Society NSW as at 3 October 2012
2 Senior Associates also includes Special Counsel and Consultants
11
69%
ENGAGEMENT WITH OUR EMPLOYEES
EQUAL OPPORTUNITY KPI’S
We conducted our third Spirit Survey in February 2013 which measured the
level of engagement across the firm and sought the views of our partners and
staff of HDY as a place to work. We achieved a firm response rate of 88%
and the overall level of engagement has remained steady since our last Spirit
Survey in 2011.
Following the release of the new gender equality indicators in November 2013
by the Workplace Gender Equality Agency, the firm will be setting appropriate
equal opportunity KPIs in relation to:
The 2013 Spirit Survey also benchmarked ourselves against 3 external
benchmarks: other law firms, top tier law firms, and the best performing
professional services firms – that is, the top 3 legal, accounting and
engineering firms. The survey results showed that the firm’s engagement level
is significantly higher than all law firms and the top tier legal benchmarks and
equals the best professional services firms’ benchmark.
■■
gender composition of the firm’s workforce
■■
gender composition of the leadership group within the firm
■■
gender pay equity
■■
recruitment
■■
promotions
The results demonstrated high levels of internal satisfaction around client
focus, senior support and quality of work.
OUR PEOPLE METRICS
Composition of our workforce for the reporting period, in our 3 areas of
administration, support and legal practitioners is as follows:
WORKFORCE COMPOSITION
SUPPORT
full-time
part-time
LEGAL
casual
1
MALE
1
full-time
part-time
55
30
FEMALE
casual
85
ADMIN
full-time
part-time
casual
full-time
part-time
casual
98
6
13
34
1
2
MALE
117
MALE
37
full-time
part-time
casual
full-time
part-time
casual
97
36
13
45
23
2
FEMALE
146
FEMALE
70
456
12
LEARNING & DEVELOPMENT
The total learning hours for this reporting period are lower than the previous
period because we completed a large amount of training that was required for
new systems in the firm. Our commitment to learning & development continues
however, with almost 9,000 of learning and development training hours
offered over the period.
The annual performance appraisal process was once again extended to all
staff, however this year, there was a return rate of 61%. We expect that the
return rate is lower because the paper based performance appraisal process
is somewhat old and unwieldy. We are now in the process of implementing a
cloud based performance management system which we hope will streamline
this process and enable us to achieve a better return rate in FY14.
AVERAGE HOURS OUR WORKFORCE SPENT ON LEARNING & DEVELOPMENT
3443
586
738
3523
650
4767
5
4178
TOTAL HOURS
174
68
88
136
38
330
1
175
EMPLOYEES
19.79
8.62
8.39
25.91
14.52
FEMALE
4.5
23.82
AVERAGE HOURS
LEGAL
17.11
ADMIN
13
SUPPORT
MALE
TURNOVER
TOTAL% TURNOVER
6%
15%
18%
8%
F
15%
0%
M
7%
15%
18%
TOTAL
ADMIN
LEGAL
FEMALE
SUPPORT
MALE
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COMMUNITY SPIRIT PROGRAM
COMMITMENT TO PUBLIC INTEREST
ORGANISATIONS AND INDIVIDUALS
HDY’s Community Spirit Program aims to address the community’s need for pro
bono legal services, financial assistance and volunteer support, and is now in its
fourth year of operation.
Another major achievement to further our strategy was supporting the Public
Interest Advocacy Centre (PIAC) with their International Crimes Evidence Project
(ICEP). ICEP is a project focused on undertaking a legal analysis of war crimes
and crimes against humanity. ICEP aims to prepare a report to be presented to
the United Nations Human Rights Council members. HDY lawyers have been
involved in evidence review, legal analysis and drafting of the report. HDY has
also provided financial assistance and IT support.
This year our pro bono practice underwent considerable growth and our work
in this area accounted for 3% of total revenue. This represents an average of
40 hours per lawyer per annum which exceeds the National Pro Bono Resource
Centre aspirational target of 35 hours per lawyer per annum.
This accomplishment is a milestone for our Community Spirit Program and
places HDY in the top 10 firms nationally when compared with firms of over 50
lawyers who are signatories to the aspirational target.
In addition to the above, HDY maintains its longstanding commitment to
specific pro bono programs, public interest organisations and community legal
organisations. We continue to focus on assisting the Homeless Persons Legal
Service (HPLS), Homicide Victims Support Group (HVSG), Public Interest Law
Clearing House (PILCH NSW)*, Public Interest Advocacy Centre (PIAC), Redfern
Legal Centre (RLC) and Kingsford Legal Centre (KLC). This year HDY also
committed lawyers and resources to the MOSAIC Project which is an initiative of
PILCH developed to address the needs of recently arrived migrants.
PRO BONO
Throughout 2013 HDY has had a particular focus on establishing a strategic
direction for the pro bono practice. Our pro bono strategy has had a strong
emphasis on increasing our commitment to law reform work and developing
strategic collaborations with public interest organisations. Some of our
achievements are listed as follows:
HDY has also continued to respond to the variety of legal needs of individuals and
community organisations in a pro bono capacity. On a weekly basis we examine
a variety of referrals and allocate matters that fall within our pro bono policy.
LAW REFORM
HDY’s commitment to contributing to law reform and policy work on behalf of
not-for-profit organisations resulted in the firm drafting a number of law reform
submissions focused on issues relevant to victims of crime. Our lawyers prepared
submissions on behalf of:
■■
Homicide Victims Support Group (HVSG) for the New South Wales Law
Reform Commission on the Defence of Provocation and the Crimes
Sentencing Procedure Act 1999 (NSW)
■■
Redfern Legal Centre (RLC) for the Legislative Council Inquiry in relation to
racial vilification laws.
* On 1 July 2013 PILCH Victoria and New South Wales merged to become “Justice Connect”.
16
LOOKING TOWARDS 2014
CHARITABLE GIVING
HDY will become more deeply invested in the sector by continuing to increase its
commitment to pro bono. In recognition of this commitment we aim to achieve
the firms first internal pro bono target and meet the NPBRC goal of 35 hours per
lawyer per annum. HDY will fulfil this pro bono strategy by focusing on:
HDY has proudly maintained its strong focus on the charitable sector. The firm
continues to create meaningful connections and relationships with a broad range
of organisations. Some of these charities include Bowel Cancer Australia, the
House of Welcome, the McGrath Foundation, Bravehearts, MS Australia, Lifeline,
Australian Rotary Health and Open Family Australia. Over the last financial year,
our donations to these (and other) charities totalled $164,144.
■■
creating a broader vision for our law reform and policy work with an emphasis
on access to justice
■■
investing in key strategic projects of public interest organisations
■■
working with clients to assist with the development of in-house pro bono
initiatives
■■
devising, implementing and managing a pilot project that addresses an area
of significant unmet legal need
■■
increasing internal communication to recognise and encourage widespread
commitment and interest in pro bono and public interest law
We have also continued our longstanding involvement with community initiatives
such as LEAPS and ROAR. Through these programs members of the firm mentor
students from Doonside Technology High School and assist in the development
of the reading skills of children at Bourke Street Public School. The firm’s
contribution to community programs totalled 637 hours, the value of which is
included in our community program contribution.
SUMMARY OF HENRY DAVIS YORK COMMUNITY SPIRIT
Pro bono hours per lawyer per annum
Pro bono (estimated $ value)
Total pro bono hours
Other community program input (estimated $ value)
Community spirit participation rate across the firm
Community donations
% Community Spirit Investment
17
FY13
FY12
40.06
29.50
$3.028.245
$2.2
8376
6029
$233.509
$283.842
86.1%
73.6%
$164.144
$162.859
3.2%
2.7%
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OUR CARBON “BALANCE SHEET”
OFFSETS
This year’s carbon balance sheet is almost a carbon copy of our last reporting
period, in that we have only a .75% increase in our total carbon emissions. It is
pleasing that we have continued to decrease our electricity consumption, but it
is disappointing that air travel and freight remain issues to be addressed.
During the past 6 years of our sustainability journey, HDY has continued to
minimise carbon emissions from our operations. We now believe that this is
plateauing and that we are nearing a best practice baseline. Because of this,
we have again decided to offset the remainder of our scope 2 and limited scope
3 emissions to give us a “net zero carbon” balance sheet. We make no claim,
however, to “carbon neutrality.”
We have not been able to resolve the waste reporting from the building and have
therefore estimated the carbon output from waste as being the same as last year.
If this issue cannot be resolved our ability to report on total waste from the firm
may not be possible in the future.
This year, our offsets include our green energy purchases, as well as VCS carbon
credits for a Tasmanian Forest Protection Project, and a Biomass/Bagasse Project
in Kinauni, India.
There has been a significant increase in freight this year due to movement of
hard copy documents between offices as well as dealing with matters outside the
Sydney CBD.
We are also proud to continue our relationship with Greenfleet, who help remove
carbon from the atmosphere through landscape development and restoration of
biodiverse native forests. HDY were pleased this year to be awarded the “Huon
Award” for providing support to Greenfleet for over five years.
We can report, however that paper recycled waste (from secure paper destruction)
in the firm during the period was 29.4 tonnes and our toner and printer waste
that was recycled and otherwise saved from landfill was 2.466 tonnes.
FY11/12
tonnes CO2-e
FY12/13
tonnes CO2-e
% Change
Electricity (Scope 2)
957
899
-6.06
Transmission Line Losses (Scope 3)
181
170
-6.08
Flights
233
285
22.32
Taxis and Hire Cars
34
34
0.00
Freight
25
53
112.00
Waste to Landfill*
34
34
0.00
1464
1475
0.75
Green Energy
-324
-360
Greenfleet offsets
-232
-220
VCS Carbon Credits Tasmanian Forest Protection Project
-454
-566
VCS Carbon Credits Biomass Project Kinauni, India
-454
-329
-1464
-1475
0
0
Carbon Emissions
Total tCO2-e
Carbon Offsets
Total Offsets
Net Carbon Emissions (scope 2 and limited scope 3)
For calculations of emissions from electricity consumption, transmission line losses and waste to landfill, the National Greenhouse Accounts (NGA) Factors, July 2010. Department of Climate
Change emissions factors and methodology are used. Emissions from flights, taxis and freight were calculated or extrapolated using in-house factors and methodology in conjunction with factors
and methodologies embedded in the Australian Legal Sector Alliance (AusLSA) carbon calculator as developed by Greenstone Carbon Management Limited, London. Flight data has been based
on a combination of actual and estimates from other travel providers.
19
OUR ENVIRONMENTAL METRICS AND COMMITMENTS
This year we have again slightly reduced our electricity consumption, and our
paper and water trends seem to be plateauing. We still have challenges around
our air travel, a trend that was also apparent with other Australian Legal Sector
Alliance firms.
Last year we committed to undertaking the Australian Legal Sector Alliance
(AusLSA) Environmental Management System (EMS) Certification, however
slipped on that commitment. We plan to attempt to achieve that in the next
reporting period.
During the next reporting period, we have a project in place to replace our printer
fleet and introduce “follow-me” network based printing. This will be implemented
from January 2014 and may see us further reduce our electricity and paper
consumption, thus further eliminating waste.
120
1,200,000
100
1,000,000
15,000
8,000
7,000
12,000
6,000
800,000
80
5,000
9,000
4,000
600,000
60
6,000
3,000
0
08
09
10
11
12
13
3,000
1,000
08
09
10
11
12
0
13
08
09
10
11
12
13
0
REAMS
$ MILLIONS
0
2,000
KILOLITRES
200,000
20
KILOWATTS PER HOUR
400,000
40
08
09
10
11
REVENUE
ELECTRICITY
WATER
PAPER
PURCHASED
% Variance 2012-13
% Variance 2012-13
% Variance 2012-13
% Variance 2012-13
-6.05
+3.3
+0.5
+1.28
20
12
13
VERIFICATION STATEMENT
INDEPENDENT VERIFICATION STATEMENT
INDEPENDENT VERIFICATION STATEMENT
VERIFICATION METHODOLOGY
To the Board of Management, Managing Partner and Stakeholders of Henry Davis York Lawyers:
To the Board of Management, Managing Partner and Stakeholders of Henry
The verification engagement was undertaken in February 2014, and involved
Henry Davis York Lawyers (HDY) commissioned Net Balance Management Group Pty Ltd (Net Balance) to provide
Davis York Lawyers:
the following: Report 2013' (‘the Report’). The Report presents HDY's
independent verification of HDY’s 'Sustainability
Henry Davis York Lawyers (HDY) commissioned Netsustainability
Balance Management
performance for the period 1 July 2012 to 30 June 2013. HDY was responsible for the preparation of
■■ a review of the Report for any significant anomalies, particularly in relation to
Group Pty Ltd (Net Balance) to provide independent
HDY’s
theverification
Report andofthis
Statement presents the verification provider’s independent opinion. Net Balance’s
statements
andistrends
data and Management of HDY in accordance with
responsibility
in performing
its verification
activities
to theinBoard
“Sustainability Report 2013” (“the Report”). The Report
presents
HDY’s
the to
terms
of reference
agreed with them. Other stakeholders should perform their own due diligence before
sustainability performance for the period 1 July 2012
30 June
2013. HDY
■■ a review of HDY’s key systems and processes used for managing, analysing
taking
any
action
as
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result
of this Statement.
was responsible for the preparation of the Report and this Statement presents
and reporting sustainability performance information
the verification provider’s independent opinion. Net Balance’s responsibility in
Verification objectives and processes
■■ a review of the accuracy and source of information presented in the Report
performing its verification activities is to the Board and Management of HDY in
The main objective of the verification engagement is to provide HDY and its stakeholders with an independent
by examining 27 disclosures
accordance with the terms of reference agreed withopinion
them. Other
on thestakeholders
reliability of the data and information presented within the Report. This is confirmed by reviewing
should perform their own due diligence before taking
action as
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theany
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■information
■ a series of and
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collating and writing
this Statement.
disclosures. A complementary objective is to ensure continuous improvement in data management systems and
sections of the Report to substantiate the reliability of data and items
reporting processes.
selected from the Report.
VERIFICATION OBJECTIVES AND PROCESSES
The main objective of the verification engagement Verification
is to providelimitations
HDY and its
OUR INDEPENDENCE
The scopeofofthe
verification
stakeholders with an independent opinion on the reliability
data and covers the Report. Net Balance did not verify financial data, other than that relating to
Net Balance was not responsible for preparation of any part of the Report.
environmental,
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Net Balance confirms that we are not aware of any issue that could impair our
Sydney;
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underlying systems, processes, information and data
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objectivity in relation to this verification engagement.
sustainability performance disclosures. A complementary objective is to ensure
Verification methodology
OUR COMPETENCY
continuous improvement in data management systems and reporting processes.
The verification engagement was undertaken in February 2014, and involved the following:
Verification was carried out by an experienced team of professionals led
by a Lead Sustainability Assurance Practitioner (Lead CSAP), accredited
The scope of verification covers the Report. Net Balance
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VERIFICATION LIMITATIONS
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aware of any issue that could impair our objectivity in relation to this verification engagement.
Our competency
Verification was carried out by an experienced team of professionals led by a Lead Sustainability Assurance
Practitioner (Lead CSAP), accredited by AccountAbility UK. The project included personnel with expertise in
environmental, social and economic performance measurement across a range of industry sectors.
Net Balance is a global leader in the verification and assurance of environmental and sustainability reports, having
undertaken over 200 assurance and verification engagements in Australia over the past seven years.
21
Reliability of performance information
Based on the scope of the verification engagement, the following represent Net Balance's opinion:





the findings of the verification engagement provide confidence in the systems and processes used for
managing and reporting sustainability performance data and information
the level of reliability of sustainability performance data and information was found to be within acceptable
limits
the data trails selected were identifiable and traceable, and the personnel responsible were able to reliably
demonstrate the origin(s) and interpretation of data
the sustainability performance disclosures within the Report appropriately reflect the environmental and
social performance achieved during the reporting period
the GRI application level check found that the Report was classified as C+.
Findings and recommendations
Overall, it is Net Balance’s opinion that the data and information presented within the Report is a reliable and
INDEPENDENT
VERIFICATION
STATEMENT
balanced account
of HDY’s sustainability
performance.
RELIABILITY OF PERFORMANCE INFORMATION
help maintain
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■■ Net Balance
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independent
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for
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data and information
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FINDINGS AND RECOMMENDATIONS
Sydney; no other site visits were conducted.
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informationmethodology
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Verification
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of HDY’s
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Terence Jeyaretnam, FIEAust
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the Australian legal sector, Net Balance makes the following
recommendations

focussed on improvement opportunities:
■■

a review of the accuracy and source of information presented in the Report by examining 27 disclosures

a series of interviews with key personnel responsible for collating and writing sections of the Report to
Net Balance recommends HDY further updates its procedure documents, in
substantiate the reliability of data and items selected from the Report.
particular those relating to pro bono and gender data. Written procedures
and process flows for data capture, recording and Our
analysis
can significantly
independence
improve the consistency and accuracy of data as well
as the quality
of responsible
the
Net Balance
was not
for preparation of any part of the Report. Net Balance confirms that we are not
information available for reporting.
aware of any issue that could impair our objectivity in relation to this verification engagement.
Our competency
Verification was carried out by an experienced team of professionals led by a Lead Sustainability Assurance
Practitioner (Lead CSAP), accredited by AccountAbility UK. The project included personnel with expertise in
environmental, social and economic performance measurement across a range of industry sectors.
Net Balance is a global leader in the verification and assurance of environmental and sustainability reports, having
undertaken over 200 assurance22and verification engagements in Australia over the past seven years.
Reliability of performance information
GRI APPLICATION TABLE
HDY’s Sustainability Report 2013 qualifies for application level C+ of the Global Reporting Initiative (GRI) G3.1 Sustainability Reporting Guidelines. Detail of the
profile disclosures and performance indicators addressed in this report can be found in the table below. All indicators in the index are reported against fully.
Partial reporting is noted by exception.
STANDARD DISCLOSURES
REPORT PAGE/
STATEMENT
1.1
Statement from most senior decision maker
of organisation
5
2.1
Name of the organisation
HDY
3.8
STANDARD DISCLOSURES
REPORT PAGE/
STATEMENT
Basis for reporting on joint ventures,
subsidiaries, leased facilities, outsourced
operations, and other entities
None of these
apply to the
reporting entity
3.10 Explanation of the effect of any
re‑statements of information provided in
earlier reports, and the reasons for such
re‑statement
There are no
restatements from
the previous report
3.11 Significant changes from previous reporting
periods in the scope, boundary, or
measurement methods applied in the report
No significant
changes from
previous reporting
periods
3.12 Table identifying the location of the
Standard Disclosures in the report
This page
2
2.2
Primary brands, products, and/or services
Legal /
Professional
Services
2.3
Operational structure of the organisation
6
2.4
Location of organisation’s headquarters
Sydney
2.5
Number of countries where the
organisation operates
One (Australia)
2.6
Nature of ownership and legal form.
Private partnership
2.7
Markets served
6
3.13 Policy and current practice with regard to
seeking external assurance
2.8
Scale of the reporting organisation
12
4.1
6
2.9
Significant changes during the reporting
period regarding size, structure, or
ownership
No significant
changes
Governance structure of the organisation,
including committees under the highest
governance body responsible for
specific tasks such as setting strategy or
organisational oversight
4.2
Indicate whether the chair of the highest
governance body is also an executive officer
The chair of the
board is a partner
4.3
For organisations that have a unitary board
structure, state the number of members
of the highest governance body that are
independent and/or non-executive members
All board members
are executive
members
4.4
Mechanisms for shareholders and employees No formal
to provide recommendations or direction to
channels during
the highest governance body
the reporting
period
2.10 Awards received in the reporting period
None
3.1
Reporting period for information provided
2
3.2
Date of most recent previous report (if any)
2
3.3
Reporting cycle (annual, biennial, etc)
2
3.4
Contact point for questions regarding
the report
last page
3.5
Process for defining report content
2
3.6
Boundary of the report
Whole of Business
3.7
Specific limitations on the scope or
boundary of the report
None
23
4.14 List of stakeholder groups engaged by
the organisation
2
4.15 Basis for identification and selection of
stakeholders with whom to engage
2
PERFORMANCE INDICATORS
PAGE/
STATEMENT
PERFORMANCE INDICATORS
PAGE/
STATEMENT
EC4
Significant financial assistance received from
government
No significant
financial assistance
received from
government in
FY11
EN28 Monetary value of significant fines and total
number of non-monetary sanctions for noncompliance with environmental laws and
regulations
EC8
Development and impact of infrastructure
investments and services provided primarily for
public benefit through commercial, in-kind or
pro bono engagement
16,17
LA1
Total workforce by employment type,
employment contract, and region
12
LA2
14
EN1
Materials used by weight or volume (partial)
19,20
Total number and rate of employee turnover by
age group, gender, and region. (partial)
EN2
Percentage of materials used that are recycled
input materials (partial)
19
LA4
Percentage of employees covered by collective
bargaining agreements
0%
EN4
Indirect energy consumption by primary source
19,20
LA8
11
EN7
Initiatives to reduce indirect energy
consumption and reductions achieved (partial)
19,20
Education, training, counselling, prevention
and risk-control programs in place to
assist workforce members, their families
or community members regarding
serious diseases
EN8
Total water withdrawal by source
20
EN11 Location and size of land owned, leased,
managed in or adjacent to protected areas
and areas of high biodiversity value outside
protected areas
EN12 Description of significant impacts of activities,
products and services on biodiversity in
protected areas and areas of high biodiversity
value outside protected areas
No land owned,
leased or managed
in protected areas
or areas of high
biodiversity value
No operations
conducted in
protected areas
or areas of high
biodiversity value
EN16 Total direct and indirect greenhouse gas
emissions by weight
19
EN17 Other indirect greenhouse gas emissions
by weight
19
EN22 Total weight of waste by type and
disposal method
19
24
No fines or
incidence of noncompliance with
environmental laws
and regulations
LA10 Average hours of training per year per employee
by employee category
13
LA12 Percentage of employees receiving regular
career and performance development reviews
13
SO8
Monetary value of significant fines and total
number of non-monetary sanctions for noncompliance with laws and regulations
No significant
fines of this nature
during reporting
period
PR9
Monetary value of significant fines for noncompliance with laws and
regulations concerning the provision and use of
products and services
There were no
significant fines
of this nature
during
the reporting
period
For more information or to
provide feedback on this report, please contact:
Kelvin O’Connor
Chief Operating Officer
[email protected]
SYDNEY
44 MARTIN PLACE SYDNEY NSW 2000 AUSTRALIA
T +61 2 9947 6000 F +61 2 9947 6999
BRISBANE
LEVEL 19 324 QUEEN STREET BRISBANE QLD 4000 AUSTRALIA
T +61 7 3087 5000 F +61 7 3087 5099
E [email protected] WWW.HDY.COM.AU

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