Accenture in Australia and New Zealand Corporate Citizenship Report 2014

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On the cover: Cherie McAdam is a client of Many Rivers, a nonprofit microenterprise development organisation. Cherie is a money management coach in the East Kimberley, Western Australia, and has published a range of books aimed at educating communities on the principles of sound money management. Cherie has also been a participant in the Many Rivers Pop-Up Shop series.

Accenture is pleased to share this report, which details the impact we made globally and in Australia and New Zealand across each of the five pillars of our corporate citizenship reporting strategy: Corporate Governance; Skills to Succeed; Environment; Our People and Supply Chain. The report explores our corporate citizenship goals, progress and performance across our operations during fiscal 2014 (1 September 2013 – 31 August 2014) unless otherwise noted.

Table of contents Letter from our leaders: Jack Percy and Simon Flack 3

Overview 4

Corporate Governance 6

Skills to Succeed 10

Environment 20

Our People 26

Supply Chain 32

The Path Forward 38

Letter from our leadersJack Percy and Simon FlackWe are pleased to share with you our latest Corporate Citizenship Report, which details our impact on the communities that we support in Australia and New Zealand across the five pillars of our corporate citizenship strategy: corporate governance, Skills to Succeed, the environment, our people and our supply chain.

In Australia and New Zealand we strive to increase our impact and performance while working alongside our corporate citizenship network — our dedicated nonprofit partners, employees who contribute their skills and time towards corporate citizenship initiatives and our valued clients and suppliers.

We believe the rich diversity of our workforce in Australia and New Zealand, together with the skills and passion that our employees have for corporate citizenship, will see us continue our efforts in making a positive impact on at-risk youth, Indigenous Australians, women in need and others who face challenges.

The success of Accenture’s efforts around the world has resulted in a revision of our global ambitions for fiscal year 2020, which include:

Skills to Succeed: equip more than three million people around the world with the skills to get a job or build a business; increase our focus on the successful transition from skill-building programs to sustainable employment; and bring together more organisations across sectors to create large scale, lasting solutions aimed at closing global unemployment gaps.

Environment: reduce our per employee carbon emissions by more than 50 percent against our fiscal 2007 baseline, and begin to measure and report the impact of our sustainability initiatives with clients and suppliers.

Collaboration is essential to our corporate citizenship journey and, together with our local and global networks, we have a significant opportunity and important role in making a measurable difference – now and in the years ahead.

Thank you for your interest in our endeavours.

Jack PercyChairman & Managing Director Accenture in Australia and New Zealand

Simon FlackManaging Director, Corporate Citizenship Accenture in Australia and New Zealand

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Accenture at a glance

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Accenture is a global management consulting, technology services and outsourcing company, with more than 323,000* people; offices and operations in more than 200 cities in 56 countries; serving clients in more than 120 countries. Our clients span the full range of industries around the world and include 89 of the FORTUNE Global 100 and more than three-quarters of the FORTUNE Global 500.

We help organisations maximise their performance and achieve their vision. We develop and implement technology solutions to improve our clients’ productivity and efficiency—and may run parts of their business—enabling them to become high-performance businesses and governments. And, we have a unique way of doing things—the Accenture Way. It’s how we

innovate, collaborate, operate and deliver value for our clients, shareholders and communities around the world.

At Accenture, corporate citizenship is central to our vision to improve the way the world works and lives, and it reflects our core values. From our Skills to Succeed initiative to our efforts to drive sustainable economic growth with our people, clients and suppliers, we take thoughtful actions to bring positive change, for today and for the future. This includes playing a vital role in convening people and organisations to create long-term value for our communities, strengthen our business and enhance our contribution to society.

323,000 We have approximately 323,000* people serving clients in more than 120 countries

200+Offices and operations in more than 200 cities in 56 countries

30.0BNet revenues for fiscal 2014

$*As of 28 February 2015

Global performance highlights

2MMetric tonnes of CO2 avoided between fiscal 2007 and 2014

98Number of small, medium and diverse suppliers developed through our Diverse Supplier Development Program between fiscal 2008 and 2014

43%Percentage reduction in per employee carbon emissions we achieved in fiscal 2014 against our fiscal 2007 baseline

36%Percentage of women in our global workforce in fiscal 2014

8Number of consecutive years recognised among Ethisphere’s World’s Most Ethical Companies

13Number of consecutive years recognised among FORTUNE’s Most Admired Companies

7Number of consecutive years recognised among FORTUNE’s 100 Best Companies to Work For

800K+Number of people equipped with Skills to Succeed between fiscal 2011 and 2014

CO2

No. 1Top industry rank for four consecutive years on CR Magazine’s Best Corporate Citizens list

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Corporate GovernanceThe way we innovate, collaborate, operate and deliver value—for our clients and our shareholders—is grounded in our core values and shared business ethics. Our core values—Client Value Creation, One Global Network, Respect for the Individual, Best People, Integrity and Stewardship—shape the culture and define the character of our company. They serve as a foundation for how we act and make decisions.

“At Accenture, we hold ourselves to the highest ethical standards and we are expected to treat each other with mutual respect and fairness. These principles are part of our core values, our Code of Business Ethics and how we live the Accenture Way.”Pierre Nanterme, Chairman & CEO

Caption: Sydney, capital of New South Wales and one of Australia's largest cities, is known for Darling Harbour, with its famous towering, arched Harbour Bridge.

NEW:AWARENESS BUILDING: Following the fiscal 2014 launch of Conduct Counts, we will strive for employee awareness levels of our five global behavioural standards to be at least 90 percent each year.

ETHICS TRAINING: Annually, we will strive to maintain employee completion rates in the high 90th percentile for our Ethics & Compliance training.

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Global Goals and Progress

ACHIEVEDAccenture’s Board of Directors adopted amendments to our Code of Business Ethics to reflect business and regulatory developments as well as provide additional guidance and greater detail about various matters, including the use of social media, compliance with laws and political contributions.

ETHICAL STANDARDSIn fiscal 2014, we will update our Code of Business Ethics to reflect business and regulatory developments and to provide additional guidance and detail about areas such as the use of social media and political contributions.

Corporate Governance strategyStrong corporate governance and ethics are key parts of Accenture’s business strategy. They help make us a high-performance business, and are critical to the long-term creation of stakeholder value at Accenture. They are critical to our growth, providing the freedom to operate and sell competitive differentiation and protection. Central to corporate governance at Accenture is our Ethics & Compliance program, which includes five main elements: leadership; risk assessment; standards and controls; training and communication; and monitoring, auditing and response. Additionally, as an IT services provider to many of the world’s most-respected companies, effective data privacy and data security programs are essential to maintain the trust of our clients and their people.

Leading ethicallyWe expect every leader at Accenture—including our Board of Directors; Chairman & CEO; General Counsel, Secretary & Chief Compliance Officer; and Global Management Committee (GMC) members—to advocate for ethics and compliance and be a role model of the highest ethical standards.

Our global Ethics & Compliance program, which includes our Anticorruption Program, requires leaders across our business to collaborate to address the topics that are of highest risk and most relevant to our business.

Corporate Governance guidelinesOur corporate governance guidelines describe the functions, composition, performance and operation of our Board of Directors, as well as its committees, leadership and performance. Our guidelines also address the means for communicating concerns to the Board. They specify that our Board—which is responsible for providing governance and oversight regarding our company’s strategy, operations and management— should have a majority of independent directors, that those directors must not have any other direct or indirect material relationship with Accenture and that each director’s continued independence is verified in an annual review. The company’s strategy, operations and management includes our five corporate citizenship pillars—Corporate Governance, Skills to Succeed, Environment, Our People and Supply Chain.

“This year, we are again renewing our commitment to the 10 principles of the United Nations Global Compact, which we signed in 2008. We continue to support the UNGC’s efforts to advance corporate citizenship and sustainability, while promoting the social legitimacy of businesses and markets. These efforts are well aligned with our core values and our brand, and matter deeply to our people and our leadership team.”Pierre Nanterme, Chairman & CEO

90th+Percentile of employee completion rates we will strive to maintain annually for our Ethics & Compliance training

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Code of Business EthicsOne of our most important written standards is our Code of Business Ethics (COBE). It establishes an ethical framework of expected behaviours in everything we do, from serving our clients and running our business, to further enhancing our brand, reputation and transparency. Our COBE reiterates that we have zero tolerance for corruption in any form. We encourage our people to speak up if they have a good faith concern about disrespectful or inappropriate conduct, or unethical or illegal behaviour of any kind. We also stress that at Accenture, we have zero tolerance for retaliation against anyone who speaks up in good faith, and we clearly explain what “retaliation” means.

We update our COBE regularly to account for internal and external factors, changes in the regulatory environment, and business priorities and strategies. For example, in fiscal 2014, we added a new action statement to reflect behaviours we expect of our people in relation to our social media policy released in fiscal 2013.

Corporate Citizenship governance globallyAccountability to advance corporate citizenship at Accenture starts at the top, with our Chairman & CEO, and cascades through our business, including through performance objectives relating to corporate citizenship.

A dedicated subcommittee of our Global Management Committee determines key corporate citizenship strategies. This subcommittee, comprising senior leaders from multiple corporate functions and geographies, meets one to three times each year to consider policy and guide the Corporate Citizenship Council and the Environment Steering Group.

The Corporate Citizenship Council and the Environment Steering Group make strategic recommendations on our sustainability initiatives, and our leadership approves and acts on these recommendations, taking responsibility for driving our objectives through Accenture.

Corporate Citizenship governance in Australia and New ZealandGovernance of our corporate citizenship program is a top priority in Australia and New Zealand. The leadership team meets twice a year to review the program; in addition, our leadership reviews grant proposals from nonprofit organisations to ensure our Skills to Succeed projects have the greatest community impact.

8Number of consecutive years recognised among Ethisphere’s World’s Most Ethical Companies

WORLD ECONOMIC FORUM’S PARTNERING AGAINST CORRUPTION INITIATIVEWe are members of the World Economic Forum’s Partnering Against Corruption Initiative, which brings together business leaders, international organisations and governments through a universal commitment to having a zero tolerance policy toward bribery and to developing, implementing and maintaining broad-based anticorruption programs. In 2014, we recommitted to the initiatives updated principles.

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“The most effective part of the Navigating the Job Market workshop was learning about giving a good interview. The skills and processes you will need for an interview… that part of the workshop really helped me because I am seeking a job.” Navigating the Job Market workshop participant, The Smith Family

Having the right skills to open doors to meaningful, lasting employment or business ownership is critical. We launched Skills to Succeed in 2009 to address this need and to advance employment and entrepreneurship opportunities in markets around the world. By mobilising our people, partners, clients and others, we strive to make a measurable and sustainable difference in the economic vitality and resilience of individuals, families and communities.

Caption: Participants at a Navigating the Job Market workshop in Canberra for The Smith Family.

Skills to Succeed

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Global Goals and Progress

NEW:By the end of fiscal 2020, together with our strategic partners, we will pursue the following targets:

DEMAND-LED SKILLING: Equip more than 3 million people with the skills to get a job or build a business.

EMPLOYMENT AND ENTREPRENEURSHIP OUTCOMES: Increase our focus on the successful transition from skill-building programs to sustainable jobs and businesses, and improve our collective ability to measure and report on these outcomes.

COLLABORATION FOR SYSTEMIC CHANGE: Bring together organisations across sectors to create large-scale, lasting solutions aimed at closing global employment gaps.

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ACHIEVEDBy the end of fiscal 2014, together with our strategic partners, we had equipped more than 800,000 people with workplace and entrepreneurial skills—more than tripling the impact we set out to achieve when we first established our Skills to Succeed goal in 2010.

SKILL-BUILDINGBy 2015, we will equip 700,000 people around the world with the skills to get a job or build a business.

A Global NeedIn today’s climate of constant change and volatility, building a resilient workforce is more important than ever. According to the International Labor Organization more than 200 million people were currently unemployed worldwide in 2014, including more than 70 million young people. To keep unemployment from rising even higher, an additional 280 million jobs must be created in the next five years.

Having the right skills to open doors to meaningful, lasting employment or business ownership is critical. We launched Skills to Succeed in 2009 to address this need and to advance employment and entrepreneurship opportunities in markets around the world.

Skills to Succeed draws on two of Accenture’s core capabilities: training talent and convening partnerships to achieve tangible, measurable results. By mobilising our people, partners, clients and others, we strive to make a measurable and sustainable difference in the economic vitality and resilience of individuals, families and communities.

An Australian needAccording to a Brotherhood of St Laurence report, “Barely Working: Young and Underemployed in Australia,” youth unemployment in Australia has risen sharply but so has youth underemployment. “Today, young people are more likely to be underemployed – to have some work but want more hours – than at any time in the last 36 years. With the unemployment rate among those aged 15 to 24 at July 2014 standing at 14.1 percent, young Australians are facing a dual assault on their aspirations for the future as they negotiate the modern economy.”

In terms of Indigenous Australians, according to the Indigenous Advisory Council, the proportion of Aboriginal and Torres Strait Islander peoples aged 15 to 64 years who are employed fell from 53.8 percent in 2008 to 47.5 percent in 2012-13. The Council has identified areas of priority for improving the lives of Indigenous Australians and communities—getting children to school, adults into jobs and making communities safer—and believes that focusing on these priorities will produce real progress and help to address the most intractable difficulties in eliminating Indigenous disadvantage.*

Skilling at ScaleSince setting our first goal in 2010, our Skills to Succeed progress has continued to exceed our expectations. Along the way, we have sharpened our focus and rapidly accelerated the number of people we equip with workplace and entrepreneurial skills. Together with our strategic partners, we have equipped more than 800,000 people with these skills, and we are setting our sights even higher for the future.

Key drivers of our success to date include:

• Focusing our corporate citizenship efforts on one consistent global initiative that plays to our strengths of developing talent and convening partnerships, while mobilising the time, skills and expertise of our people.

• Ensuring successful delivery through strong relationships with our network of partners. We team with global and local partners that share our passion for building skills and bring rigour and discipline to measuring program outcomes. Increasingly, we are bringing together our people, our clients, nonprofit organisations and others to drive collaboration.

• Leveraging technology to accelerate our impact and drive innovative solutions at scale.

*Source: Closing the Gap: Prime Minister’s Report 2015

800K+Number of people equipped with Skills to Succeed between fiscal 2011 and 2014

$220M+Amount Accenture and the Accenture Foundations contributed to support corporate citizenship efforts between fiscal 2011 and 2014

3M+Number of people we plan to equip with Skills to Succeed by the end of fiscal 2020

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Partnering for success in Australia and New Zealand

Dress for Success Dress for Success is on a mission to promote the economic independence of disadvantaged women by providing professional attire, a network of support and career development tools to help women thrive in work and in life.

Accenture has provided funding towards the Career Support Program at Dress for Success in Sydney, Wellington, Brisbane (known as Suited to Success) and Melbourne (known as Wear for Success). Four years ago, Accenture helped Dress for Success establish the Career Support Program in Australia and in fiscal 2014 began its support of the Wellington-based Dress for Success affiliate.

The Career Support Program provides career development and employability skills for in-need women and men (at Suited to Success and Wear for Success) who are actively seeking employment. In fiscal 2014, across all four supported Dress for Success affiliates, nearly 900 people were equipped with employability skills.

Accenture people volunteered at Dress for Success in Sydney, Melbourne and Brisbane in fiscal 2014. Through the Career Support Program, volunteers developed course curriculum and delivered skill-building workshops. Volunteers also prepared work-appropriate clothing for clients, assisted at fundraising events and mentored as ‘Coaches’ for in-need women in Sydney.

Accenture people donated quality work-appropriate clothing for the third year running at International Women’s Day events held in March 2014 in Sydney, Melbourne, Brisbane, Canberra and Perth. We also encouraged employees to support the inaugural “Random Acts of Likeness” campaign, which focused on spreading positivity and raising awareness of Dress for Success in Australia and New Zealand.

“Accenture’s generous support of Dress for Success has been integral in helping clients in three Australian and one New Zealand centre to gain skills and confidence via our Career Support Program as they prepare to enter or re-join the workforce. This partnership is part of our multi-pronged approach to helping women transform their lives and become strong role models for their families and their communities. Simply put, our clients wouldn’t be able to reach the level of success they do without the support of Accenture!”Sue Lewis-O’Halloran, Regional Director of Australia & New Zealand Dress for Success Worldwide

MEET PAULA Sydney, AustraliaPaula gained more confidence in herself and her ability to get back into the workforce and cope with interviews through participation in the Career Support Program. Paula attended Skills to Succeed workshops and spent valuable time with her mentor, where she was able to get focussed attention on her resume and felt enormous support.

Paula says, “The high-quality and very professional services of Dress for Success was a major contributor towards gaining employment and I will be forever grateful for the help and guidance received.”

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Many RiversMany Rivers provides micro enterprise development services to marginalised and disadvantaged Australians, with a special focus on Indigenous Australians. Their approach is to address structural barriers to economic participation, thereby assisting clients to start business, stay in business and thrive in business.

In late 2013, Accenture and Avanade, a wholly owned subsidiary of Accenture, jointly provided technical and project delivery capabilities to design, build and implement a Microsoft Dynamics customer relationship management database with an integrated Microsoft SharePoint solution called “Compass”. The project was implemented on a pro bono basis with employees contributing their skills and time to the new solution. Compass allows Many Rivers to more effectively manage its rapidly expanding client base of micro entrepreneurs and Field Officers.

In fiscal 2014, Accenture people volunteered with a number of operational excellence initiatives at Many Rivers, including data analysis and reviewing and enhancing existing processes, applications and support tools. Accenture also managed the pilot of the Remote Distribution Project to provide access to

market for Many Rivers’ clients via Pop-Up Shops. Volunteers assisted Many Rivers with their Pop-Up Shops in Perth and Sydney by working with Field Officers on product inventory and the provision of point of sale technology.

“Compass provides Many Rivers with a deeper insight into how our work supports not only individuals, but also communities, on their journey towards financial independence. It has enabled us to capture and track client and business information, delivering a centralised ‘single source of truth’. Data is managed more efficiently and is more accessible, enriched, timely and reliable than ever before. Accenture is an extremely valued partner of ours and we look forward to moving onto the next phase of our partnership.”John Burn, CEO Many Rivers

MANY RIVERS POP-UP SHOP Perth and Sydney, AustraliaMany Rivers’ Pop-Up Shops sell a wide-range of products from more than 30 micro enterprises across seven Australian regions, including the Kimberley, Pilbara, Hunter Valley and Western Sydney.

According to Many Rivers, 70 percent of participating businesses are Indigenous, 90 percent are female owned and 100 percent of sales proceeds are returned to the microenterprise owners. Shown above is a Many Rivers Pop-Up Shop in Sydney at the head office of their major supporter, Westpac.

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Mission Australia Mission Australia’s goal is to reduce homelessness and strengthen communities across Australia through a wide range of integrated solutions over the long term.

In fiscal 2014, Accenture collaborated with Mission Australia on new and innovative ways to enhance its existing Pathways to Employment Program, which aims to equip unemployed people with skills to find employment. The desired outcome was to convert existing curriculum into a blended learning program that would include existing in-person workshops and a new online Learning Management System (LMS).

The LMS was implemented by Accenture in early 2014 and has seen improvement in employability through an increase in knowledge retention by learners and an increase in people completing the program due to access for remote and isolated job seekers. Through the Pathways to Employment Program, more than 20 people were equipped with skills to gain employment during the LMS’ first few months of operation.

Through Accent on Giving, Accenture and its employees together contributed funding towards the Connections to Employment Program, which provides training and employment focussed activities to engage local job seekers to secure sustainable employment.

Accenture people volunteered at Mission Australia and delivered skill-building workshops for clients of the Connections to Employment Program, and also for Mission Australia employees to further develop their skills in leadership fundamentals and project management. Through the Connections to Employment Program, more than 30 people were equipped with skills to obtain employment or start a business, with ten people being supported into employment.

“Mission Australia is extremely grateful to Accenture for their level of innovation and commitment to this project which has helped the Pathways to Employment program target Australia’s most vulnerable job seekers. This support transitions people to a place of independence in ways Mission Australia could not achieve alone. Together both organisations are genuinely making a difference to the lives of Australians in need.”Mike Skeggs, National Corporate Partnerships Manager, Mission Australia

MEET KEVIN Melbourne, AustraliaKevin*, long-term unemployed and age 46, was referred to the Connections to Employment program to develop his skills and obtain employment. Whilst working with Kevin, Mission Australia program staff assisted him to overcome many barriers, including financial, family, emotional and health issues. Kevin re-trained and completed a Cert II in Skills for Work and Vocational Pathways. Through the program he was able to find employment that would give him the financial freedom and self-worth of earning a wage whilst accommodating his need to care for his two children.

Feedback from Kevin has been very positive, with his employment experience proving to be immensely rewarding and improving his social and family life. He says he no longer worries so much, or has to fret about not taking his kids out to do things on the weekends. “There is no better feeling than picking your kids up after a good day’s work.”

*Name changed to protect identity

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The Beacon Foundation The Beacon Foundation believes every young person has the right to hope, a job, financial opportunity and the associated sense of personal success.

Accenture has supported the delivery of The Beacon Foundation program across Australia over the last five years by providing funding, volunteers and pro bono support. During this time Accenture provided significant pro bono support for the development of Beacon Tools, which is an online solution for young people to learn the skills they need to successfully transition from school to further education, training or employment.

In fiscal 2014, Accenture funded The Beacon Foundation program in five high schools across Australia that equipped more than 750 students with skills. Students participated in activities that developed life and employability skills and increased their knowledge of workplaces and career options so they could make an informed decision about their future.

Beacon Tools is a great example of additional learning tools, reaching more than 1,900 young people with practical advice and crucial skills to successfully navigate life beyond school. Students gained skills in resume creation, communication, applying initiative, goal setting and social skills—all of which also lifted student confidence and increased self-esteem.

In fiscal 2014, Accenture continued to assist Beacon with its IT function by providing advice and guidance, with an Accenture employee sitting on Beacon’s IT steering committee. Accenture people also volunteered in the core Beacon program that included speed careering and mock interviews, along with delivering Skills to Succeed skill-building workshops on goal setting, interview skills and resume writing through a student mentoring program in Sydney.

“98 percent of students from Accenture supported schools were fully engaged in education, work or training eight months after completing year 10 in 2013. This is especially impressive when compared with the average percentage of 16-17  year old Australians from low socioeconomic status areas, with just 87.1 percent fully engaged.”Accenture and Beacon partnership report 2014

A DAY IN THE OFFICE Brisbane, AustraliaIn August 2014, Year 10 students from Earnshaw State College in Brisbane participated in a unique event called “Accenture: A day in the office.” The event explored career options and opportunities and focused on teamwork and student strengths. Student testimonials capture what the event meant to them:“I will focus more in school and try working out my strengths and weaknesses.”

“I will be open to constructive feedback.”

“I will consider more jobs in this industry.”

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The Smith Family The Smith Family believes that every young Australian deserves a chance and that circumstances should never limit their achievement of potential. They support disadvantaged children and students to succeed in their education by providing learning support and mentoring programs that help the students build their skills and create better futures.

The Smith Family and Accenture have teamed up to provide students with the opportunity to attend the workshop, Navigating the Job Market, which is aimed at students who are studying in Year 12 or at tertiary institutions and are looking to make a successful transition into the workforce with employability skills and access to resources. In fiscal 2014, Accenture people volunteered to deliver this workshop in Brisbane, Canberra, Melbourne, Perth and Sydney, resulting in more than 50 young people being equipped with skills to gain employment.

Through Accent on Giving, Accenture and its employees together contributed funding towards tertiary education for more than 20 students of the Learning for Life program. The program provides emotional, practical and financial support to help disadvantaged young people continue to succeed in their education, giving them the best chance at breaking the cycle of disadvantage and finding meaningful employment.

In fiscal 2014, Accenture people volunteered with The Smith Family’s online mentoring program called iTrack. Through the program, high school students in Years 9 to 11 are matched with a supportive adult who volunteers as a mentor to provide the student with advice and guidance about the workplace, study and career opportunities.

“The Navigating the Job Market workshops that are run by Accenture not only provide the Learning for Life students with essential skills, such as resume writing and how to prepare and perform in an interview, but also help with building their confidence and self-assurance…skills they need to succeed in life. Accenture is truly helping young Australians realise their potential and we sincerely thank them and their staff.” Joanne Carter, National Project Manager, The Smith Family

MEET SANG Sydney, AustraliaSang participated in a Navigating the Job Market workshop, and says, “I successfully landed an internship role in December 2013 for a renewable energy engineering/construction company for the summer!”

“The interview tips and resume review definitely gave me an edge over the process. The interviewer actually remarked that it was my preparation that set me apart, so thank you again for all that hard work.”

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World Education Australia (Good Return)Good Return is an initiative of World Education Australia. Its vision is for a world without poverty, where people have access to resources and opportunities to improve their own lives. Through responsible microfinance and skills development, Good Return enables people living in poverty to grow their incomes and change their lives sustainably.

The Accenture Australia Foundation, in collaboration with Good Return, developed the Skills for Life project, which has been in place for five years and has equipped more than 6,800 people with skills to start or expand their business since fiscal 2011. The project gives micro entrepreneurs living in Philippines, Indonesia, Cambodia and Nepal the opportunity to complete village-based financial literacy and livelihood training courses to further their skills and see their businesses succeed.

In fiscal 2014, more than 1,600 Skills for Life participants completed training courses, covering topics such as savings and debt management, small business management, literacy, numeracy and sustainable agriculture. The participants were also microfinance clients and the training enabled them to make better use of money and income generation opportunities. The Skills for Life program has two objectives:

• Empower women and men to improve their livelihoods through enhanced knowledge and skills in money management, small business management, and other livelihood-related skills, and build a sustainable trainer network.

• Support partner agencies to become leading providers of sustainable and responsive financial and training services that help to reduce poverty, and share tools and approaches with other development agencies.

Accenture provided resources on a pro bono basis to support Good Return’s strategy and IT function, with a project manager overseeing the implementation of Good Return’s new website and customer relationship management solution. In addition, Accenture people raised funds for Good Return through a number of initiatives, including a national bake sale and a team-based sports competition in Canberra.

Through Accent on Giving, Accenture and its employees, known as the Good Return Committee, together donated more than AUD$32,000 towards funding microfinance loans for women. After the women repaid their loan, the funds provided small business and livelihood training for another 336 women through the Skills for Life project.

Since the Good Return Committee’s inception in fiscal 2010, Accenture and its employees have donated more than AUD$90,000 in microfinance loans for women in the Asia Pacific region.

MEET MRS MAO HEN Kampong Cham, CambodiaMrs Mao Hen is a rice and cassava farmer and lives with her family in a village in Kampong Cham province, Cambodia.

In the past year, Mrs Mao Hen has participated in two financial literacy courses under the Skills for Life project and says, “The most useful things I have learned from the courses include setting savings goals, saving for emergencies and making a savings plan. And I also like the courses very much because it provides me with basic concepts, which help me improve money management skills and I can better my business.”

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YalariYalari offers quality, secondary education scholarships at leading Australian boarding schools for Indigenous children from regional, rural and remote communities.

Over three years, Accenture has funded the establishment and ongoing delivery of the Post Schools Pathways Program. The program provides structured support and guidance for Yalari students after they complete their secondary school education, and equips the graduates with the necessary skills and assistance to be successful at university or further study, trades, general employment or with starting their own business. In addition, the Post Schools Pathways Program also works with senior students in secondary school, equipping them with skills in resume writing, interview techniques, leadership, communications and time management. The multi-year initiative will directly help more than 100 Yalari students.

Accenture people volunteered at Yalari supporter events and delivered skill-building workshops that helped further advance the computer skills for Yalari employees and their volunteers.

“A definition of the best job is finding something you love and getting paid to do it. Through Accenture’s support of the Yalari Pathways Program our graduates are getting the assistance necessary to get the best jobs they can or go onto further education which will lead to even better jobs. Accenture is helping them find their passion which turns into their purpose. By finding their purpose they not only instigate change for themselves but also for their home communities and their country. Yalari is very grateful for Accenture’s support of our work.”Waverley Stanley, Founding Director, Yalari

MEET TYSON Melbourne, AustraliaTyson is a Post Schools Pathways Program participant and is studying to obtain a Bachelor of Arts at Melbourne University.

Tyson says, “With the fantastic support I receive from Yalari and its generous partners I can strive to be the best that I can be. I and so many other Yalari scholars have unlimited potential and thanks to the Post Schools Pathways Program, we all get the knowledge and assistance necessary to ensure we reach that potential. The support of this program was instrumental in getting me through school and into university and allows me to focus on my studies and concentrate on my development.”

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EnvironmentFostering sustainable economic growth for our company and our stakeholders is at the heart of our environmental strategy, and it is central to our vision to improve the way the world works and lives. Our environmental strategy comprises four areas—running efficient operations; working sustainably; enabling client sustainability; and providing insights to advance sustainability—and serves as a compass as we raise our ambition toward 2020 and beyond.

“Joining the Environment Action Group (EAG) in Australia and New Zealand has been an outstanding experience. By collaborating with like-minded Eco Champions, I continue to learn more about the environment both locally and globally, and how the EAG in Australia and New Zealand can contribute towards advancing sustainability through the initiatives we deliver.” Environment Action Group Australia and New Zealand member

Caption: The Great Barrier Reef, off the coast of Queensland in north-eastern Australia, is a 2,300km-long ecosystem that comprises thousands of reefs and hundreds of islands and it’s also home to countless species of fish, starfish, turtles, dolphins and sharks.

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Global Goals and Progress

NEW:By the end of fiscal 2020, we will pursue the following targets:

RUNNING EFFICIENT OPERATIONS: Reduce our carbon emissions to an average of two metric tons per employee—representing a more than 50 percent reduction against our 2007 baseline.

ENABLING CLIENT SUSTAINABILITY: Begin to measure and report the impact of our work with clients and suppliers in key areas of sustainability.

ACHIEVEDBy the end of fiscal 2014, we exceeded our target and achieved a per employee reduction of more than 43 percent.

RUNNING EFFICIENT OPERATIONSBy the end of fiscal 2015, we plan to reduce our per employee carbon emissions by 35 percent against our fiscal 2007 baseline.

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Our Environmental Strategy and Governance Our environmental strategy comprises four areas: running efficient operations; working sustainably; enabling client sustainability; and providing insights to advance sustainability. With this, environmental stewardship is ingrained in our Code of Business Ethics and our core values, specifically Stewardship. These inform our Environmental Responsibility Policy, which our Environment Steering Group (ESG) established in 2007, updated in 2014, and reviews annually.

Accountability for our environmental strategy starts with our Chairman & CEO and cascades through our business to our Chief Leadership Officer, Chief Operating Officer and Global Geographic Services Managing Director and their respective teams across Corporate Citizenship, Workplace Solutions and Environmental Operations.

We have a clear governance structure to drive performance toward our goals and to articulate roles and responsibilities for our environmental efforts. Our ESG meets quarterly to monitor our environmental performance and identify improvement areas. It also supports a dedicated subcommittee of our Global Management Committee (GMC)—the Accenture Corporate Citizenship Committee (ACCC)—in making strategic recommendations on our sustainability initiatives.

The ACCC comprises cross-functional leadership from Marketing & Communications, Human Resources and Legal. It approves major initiatives, including our carbon-reduction targets, and monitors our Environmental Responsibility Policy. At the same time, the GMC, ACCC, our Chief Leadership Officer, Chief Operating Officer and Board of Directors—which includes our Chairman & CEO—are accountable for our corporate objective of fostering environmentally sustainable growth.

Running efficient operationsSince setting our initial carbon target in fiscal 2008, globally we have reduced our per employee carbon emissions by more than 43 percent against our fiscal 2007 baseline—from an average of 4.0 to 2.3 metric tonnes of CO2 per employee.

Due to the vast Australian landscape, our environmental footprint consists primarily of carbon emissions generated from our business air travel; with our other main carbon emission source being office-based electricity use. Both of these challenges are being addressed by encouraging employees to adopt a more environmentally friendly way of working.

Accenture people can limit their business air travel by using the latest collaboration technology with colleagues and clients, such as Telepresence, Accenture’s Videoconferencing Bridging Service and Microsoft® Lync®, and exploring alternative travel arrangements where possible. All Accenture offices in Australia have adopted energy management and resource-conservation programs, including installing remote energy monitoring technologies.

Our office in Sydney occupies a 6-Star Green Star rating from the Green Building Council of Australia. The Green Star accommodation provides significant environmental benefits, including reduced electricity consumption due to improved heating, cooling and lighting efficiencies.

CO2

2MMetric tons of CO2 avoided between fiscal 2007 and 2014

RECOGNISED ON CDP’S GLOBAL CLIMATE PERFORMANCE LEADERSHIP INDEXSince 2007, we have reported our environmental performance to CDP’s Climate Change program each year, capturing our environmental risks, opportunities and methodologies in our response. In 2014, Accenture was included for the first time on CDP’s Global Climate Performance Leadership Index. The index spotlights companies that have demonstrated a commitment to managing climate change by integrating it into their business strategy and taking actionable steps to mitigate climate-related risk. Accenture received a disclosure score of 94 (out of 100) and a performance score of A.

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Environmental Management System and ISO 14001 certification

Our ISO 14001 Environmental Management System (EMS) certification, with its focus on energy efficiency, is a key credential for many of our clients and tangible evidence of our commitment to being an environmentally responsible partner. Our Melbourne, Canberra and Sydney offices have achieved ISO 14001 certification.

Waste, water and recycling

Accenture seeks to minimise water consumption across our business. While our operations are not water-intensive, we recognise the increasing importance of water availability in areas of the world that may become water-stressed due to factors such as population increases or drought. We engage in raising the visibility of conservation measures with our people, and we continue to work with our building management companies to promote the careful use of water, implementing improvements where practical.

All Accenture offices in Australia are equipped with recycling bins so employees can dispose of their office and food waste sustainably. In addition, each year we collect from employees small electrical items for disposal in an environmentally friendly way; year-round, employees can have their unwanted personal mobile phone and accessories recycled in a safe, secure and ethical way with MobileMuster, which is a free mobile phone recycling program. MobileMuster is the Australian mobile phone industry’s way of ensuring mobile phone products don’t end up in landfill, but instead are recycled in a safe, secure and ethical way.

Working sustainably To reduce our per employee carbon emissions, we aim to deliver more effectively for our clients in the most environmentally and economically efficient manner possible. Our people support our ambition—constantly inventing ways to execute our environmental strategy in their daily work.

Globally, we continue to invest in collaboration technology, focus on staffing locally where possible and maximise our Global Delivery Network. By explicitly managing the need for air travel, we have reduced its use, even as our workforce has expanded.

Collaboration technology

Accenture embraces technology in every aspect of our business, and our widespread adoption of the latest collaboration technology across all the countries where we operate and hundreds of thousands of employees serves as a powerful catalyst for reducing the cost, time and necessity of travel. It enables people to meet, learn and create smaller, more interconnected and personal worlds within our vast global network through instant text and phone chats, screen sharing and real-time client collaboration.

Through a combination of Telepresence and Accenture’s Videoconferencing Bridging Service, we can conduct meetings with more than 500 clients. With webcasts, we are expanding our broadcast capabilities to reach people live, or connect with them later.

COOKING FOR A CAUSEEmployees volunteered with OzHarvest in Sydney and Brisbane by creating healthy meals for vulnerable people under the guidance of professional chefs. The meals were cooked with quality excess food that would otherwise go to waste, and in doing so, OzHarvest contributed towards eco-friendly solutions, which aligns with our own commitment to environmental stewardship. During fiscal 2014, our people volunteered with OzHarvest and created around 800 restaurant-quality meals that rescued 266kgs of food from going to landfill.

Caption: Accenture employees volunteer with OzHarvest in Sydney.

8M Average number of employee videoconferencing minutes logged globally per month

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Eco volunteering, giving and campaigns

Accenture people regularly volunteer with environmental nonprofit organisations, and in fiscal 2014, more than 200 employees together contributed over 1,100 hours volunteering for the environment. Employees volunteered with OzHarvest in Sydney and Brisbane for “Cooking for a Cause” and with FareShare in Melbourne to cook healthy meals for vulnerable people using quality food that would otherwise go to landfill. In addition, our people volunteered with Conservation Volunteers Australia to plant trees and undertake weed control, fencing and seed collection.

For the eighth year running Accenture supported Earth Hour with each office switching off non-essential power on Saturday, 29 March, from 8.30-9.30 pm, with employees encouraged to do the same at home. Accenture globally supported the United Nations World Environment Day on Thursday, 5 June, and its theme “Raise Your Voice Not the Sea Levels” to encourage worldwide awareness and action for the environment.

Environment Action Group Australia and New Zealand

The Environment Action Group (EAG) Australia and New Zealand is a national employee group that’s driven by its members who, on a voluntary basis, provide a forum for sharing ideas and promoting positive environmental activity. The group complements Accenture’s overall environment program and supports initiatives such as World Environment Day, Ride to Work Day and environmental volunteering. As of May 2015, the EAG had grown to approximately 90 members and had plans to implement a range of environmental initiatives in the coming year.

Enabling client sustainabilityAccenture invests annually in research and development to help create, commercialise and disseminate innovative business strategies and technology solutions, including those that help our clients improve their sustainability performance. Further, we combine a comprehensive set of sustainability assets, offerings and tools with our insights and deep experience to help clients achieve high-performance in three strategic areas: sustainability strategy; sustainability operational excellence; and technology and intelligent infrastructure.

By working closely with its global network of employees, clients and suppliers, Accenture is on a journey toward more sustainable operations and a smaller environmental footprint. Engaging clients in positive environmental operations has been identified as an opportunity to explore further in Australia and New Zealand as Accenture works towards achieving its fiscal 2020 environment goal.

The Supplier Standards of Conduct Policy includes environmental criteria that form part of Accenture’s sourcing and contracting process.

Providing insights to advance sustainabilityAccenture strives to contribute to the overall environmental agenda by serving as a collaborator, convener and thought leader. We team with other businesses and organisations to gain insight into issues and solutions that will help make the world a better place. Highlights in fiscal 2014 include collaborations with the United Nations, World Economic Forum, World Business Council for Sustainable Development, Chinese Academy of Sciences, and CDP, as well as our own Sustainability 24 initiative.

OPTUS: A SUSTAINABILITY LEADEROptus is a wholly owned subsidiary of SingTel Group and one of the largest telecommunications companies in Australia. Every year, Optus invests hundreds of millions of dollars to upgrade the network over which its services are delivered—as quickly as Optus was purchasing network-related equipment, it was decommissioning assets that had become obsolete.

Working closely with Accenture Strategy, Optus now has the industry’s first-ever asset disposal program in place and generated in-year cash benefits of just under AUD$3 million through the resale of reusable assets and the recycling of obsolete equipment. The program has enhanced Optus’ position as a sustainability leader, giving new life to its assets by avoiding landfills and making those assets conveniently available to other telecommunications companies at reduced prices.

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Caption: Accenture people volunteered with Conservation Volunteers Australia on World Environment Day by planting trees for the ‘Tree Planting Challenge.’

Our people are our greatest asset, and our clients’ and our own business results are fuelled by their extraordinary contributions. With this in mind, attracting, developing and inspiring the very best talent is a top priority at Accenture.

Caption: Our people volunteer at FareShare; a cause that aligns with our environmental focus.

Our People

“I believe Accenture in Australia and New Zealand, and globally, is unique in that all employees have the opportunity to succeed and grow their careers here regardless of their background or how they identify individually. With such a diverse make up of people, experience and skills, our inclusiveness is a key differentiator in the marketplace.”Kellie Simpson, Human Capital and Diversity Lead

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Global Goals and Progress

ACHIEVEDComprehensive evaluations were conducted against the recognised global standard for Web content accessibility on five of our key information and reporting tools.

NEW:TALENT DEVELOPMENT: By the end of fiscal 2016, we will enhance the way our people interact and learn by building a global network of 100 connected classrooms that combine interactive technologies with innovative content design.

INCLUSION & DIVERSITY: By the end of fiscal 2017, we will increase the diversity of our workforce by growing our percentage of women new hires to at least 40 percent worldwide.

TALENT DEVELOPMENT: By the end of fiscal 2018, we will grow the percentage of Accenture Consulting professionals who have certified industry skills or are aligned with a specific industry to 90 percent.

PROGRESSThroughout fiscal 2014, the program was introduced in nine countries and 200+ STEM undergraduate students.

INCLUSION & DIVERSITYIn fiscal 2014, review key global information and reporting tools, such as time and expense reporting, against global accessibility standards to help ensure they are optimised for current and future employees with disabilities.

TALENT DEVELOPMENTIn fiscal 2014, launch the Accenture Future Technology Leaders Program and expand it to include more than 1,600 high-performing science, technology, engineering and math (STEM) student participants within four years.

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$787MAmount invested in employee training and professional development in fiscal 2014

ATTRACTING, DEVELOPING AND INSPIRING A DIVERSE PIPELINE OF NEW TECHNOLOGY TALENTAccenture launched the Accenture Future Technology Leaders Program in fiscal 2014. Participants must be in their first or second year in university and participate for the duration of their college experience.

The program emphasises global collaboration and includes live webinars with prominent STEM executives; local office networking, mentoring and social collaboration via LinkedIn with Accenture Technology professionals; and workshops featuring cutting-edge technology, leadership and professional development topics presented in an interactive and digital learning environment.

With participants across nine countries, the program will scale to new geographies, with 1,600 expected participants by year four.

Our Talent StrategyOur talent ambition is to be the best place for the best talent on the planet. Our people are our biggest and most important investment, so attracting, developing and inspiring the very best talent is central to our success.

Our talent strategy encompasses attracting top talent and developing our people, advancing an inclusive and diverse environment, and supporting engaging employee experiences. Ultimately, this is all about creating a rich and rewarding career experience that is unmatched in the industry, while delivering client value and profitable growth for Accenture.

Developing TalentAs a professional services company, talent is our ultimate differentiator. Thus, we recruit the best people and help them develop deep, specialised skills to grow their careers and serve the diverse needs of our clients around the world. Consequently, globally we invested US$787 million—an average of 45 hours per person—in employee training and professional development in fiscal 2014.

Additionally, we have introduced a host of new methods of training delivery, such as Accenture Connected Classrooms and Digital Learning Boards, and we are placing greater emphasis on direct experience learning programs as a way to build skills. Our people are learning every day on the job through coaching, apprenticeship and collaboration in addition to formal training. Further, all of our people participate in a required performance review with their career counsellors as part of an annual cycle that involves setting goals and objectives, reviewing progress against those goals, and a formal assessment of performance and contribution. Performance reviews complement the real-time feedback that supervisors and career counsellors are encouraged to provide.

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Advancing an inclusive, diverse environmentDiversity forms the foundation of our Accenture culture and through our diversity, we are truly able to understand and be relevant to our clients. As a leader in inclusion and diversity, our people represent a tremendous variety of backgrounds, cultures, ethnicities, beliefs and languages.

The rich diversity of our people makes Accenture stronger, smarter, more innovative and a better-performing company across all dimensions. While we are proud of our continued progress, we recognise the ongoing opportunity to evolve our programs and increase the diversity of our workforce. Advancing our culture of inclusion and diversity is a business imperative. With this in mind, we strive to keep pace with the changing needs of all of our people, addressing the obstacles that may stand in the way of their success and providing them with opportunities for rich and rewarding career experiences.

Our leaders around the world, including members of our Global Management Committee who reside on the Accenture Diversity Council, have helped shape our five Inclusion and Diversity global priorities: women; lesbian, gay, bisexual and transgender (LGBT); persons with disabilities; cross-cultural diversity; and ethnic diversity.

Women at Accenture

Attracting, retaining and advancing women is critical to being a high-performance business, and the number of women working at Accenture continues to grow— crossing the 100,000 mark in fiscal 2014, when women accounted for:

• Approximately 36 percent of our global workforce and 37 percent of new hires.

• Seventeen percent of Accenture Leadership, which comprises our approximately 5,300 managing directors, senior managing directors and members of the Global Management Committee.

• Thirty-three percent of the external members of Accenture’s Board of Directors.

To support their goals and aspirations, we strive to provide an environment and culture that develops women, empowers them and enables them to thrive. Our programs and initiatives for women feature training opportunities, mentoring programs, networking and celebrations.

Lesbian, gay, bisexual, transgender equality

Our goal is to create a culture of acceptance where our people can feel comfortable, be themselves and, as a result, be productive. To that end, we maintain recruitment, promotion and retention policies and guidelines, including providing access to specialised professional development and mentoring, that make us one of the most inclusive and progressive companies in the world for lesbian, gay, bisexual and transgender (LGBT) people.

Cross-cultural diversity

With more than 323,000* people serving clients in more than 120 countries, understanding how to work in a cross-cultural environment and valuing the diversity of different cultures are essential factors to being successful at Accenture. We equip our people with the resources and information they need to work effectively across cultures, either virtually or face to face.

INTERNATIONAL WOMEN’S DAY

Accenture continues to celebrate International Women’s Day—a United Nations-designated event—in more than 200 locations around the globe every year on 8 March. In 2014 Accenture celebrated its tenth International Women’s Day with the theme “Knowing and Growing Your Career Capital: Your skills, experience, networks.”

Awarded: Australian HR Champion (CEO) Award for Australia and New Zealand Managing Director, Jack Percy (Australian HR Awards)

This award recognises the CEO whose approach to leadership, inclusion and diversity and people management has driven successful HR strategy from the top by putting people first and championing innovative HR values.

Awarded: Commonwealth Bank Inclusive Workplace Award (AHRI Annual Inclusion and Diversity Awards)

This award recognises organisations that prioritise diversity and recognise the value of an inclusive workplace for individuals and the organisation as a whole.

* As of 28 February 28 2015

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Supporting engaging employee experiences In addition to developing talent and advancing an inclusive and diverse environment, we support employee experiences that help our people thrive through an engaging work environment where they can hone their talents and work toward their aspirations. Ways we do this include enabling work/life integration, protecting the health and safety of our people, and rewarding innovative solutions.

Volunteering

Accenture people enthusiastically volunteer with nonprofit organisations that strategically align with Skills to Succeed and the environment, along with other nonprofit organisations that employees are particularly passionate about. Accenture in Australia and New Zealand allows its employees 7.5 hours of paid volunteering leave per fiscal year.

In fiscal 2014, 13 percent of our Australian workforce put their skills, energy and passion towards volunteering, contributing a total of nearly 3,000 hours. Employees were involved in a number of volunteering activities, including mentoring youth and social entrepreneurs, facilitating skill-building workshops, cooking healthy meals, planting trees and improving IT capability.

Accenture Development Partnerships

Accenture Development Partnerships provides another way for our people to give back. This pioneering “corporate social enterprise” employs a not-for-profit business model that makes our core skills and assets accessible to the international development sector. Its goal is to help strengthen organisations and build growth markets from within.

Accenture Australia people have participated in the Accenture Development Partnerships program and worked in locations ranging from Kenya and Ghana to Switzerland and Sri Lanka.

WORLD VISION AUSTRALIA

Accenture worked with World Vision Australia to develop an account management strategy and approach for its major government and multinational donors. The strategy will assist WVA with being more transparent, coordinated, aligned and effective in its engagement with key supporters.

FOUNDATION FOR YOUNG AUSTRALIANS - WORLDS OF WORKWorlds of Work builds the skills and beliefs young people need to make successful transitions into life beyond school. Over a week-long program, it combines structured personal development with student-to-workplace activities focused on de-mystifying career pathways and developing employability skills.

Accenture supported WoW workshops across Brisbane, Canberra, Melbourne, Perth and Sydney, with more than 125 employees engaging more than 400 students in 2014. In addition, Accenture employees volunteered as mentors at Turbocharge Your Venture and facilitated a skill-building workshop on project management to further develop the skills of Foundation for Young Australians’ employees.

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Fundraising and giving

Accenture supports financial contributions by its people to nonprofit organisations through three different giving programs, including: the Employee Donation Matching Program, Accent on Giving and Adopt a Charity.

Employee Donation Matching Program

Accenture recognises the tremendous efforts by its employees who raise funds for nonprofit organisations that are close to their heart. Through the Employee Donation Matching Program, Accenture matches all or part of individual and team employee fundraising efforts. In fiscal 2014, Accenture and its people together donated more than AUD$161,000 to nonprofit organisations that align to Skills to Succeed as well as the environment and other causes.

Fundraising included Accenture people participating in Movember, with male employees growing a moustache to help promote men’s health and wellbeing, and together raising more than AUD$27,000. Our people have also completed bike rides, triathlons and treks to demonstrate their commitment and passion towards raising funds for a cause.

We responded to the devastating effects of natural disasters and raised funds for nonprofit organisations helping affected communities. This included, in October 2013, when residents of the Blue Mountains in New South Wales experienced the devastating effects of bushfires, and shortly after, in November 2013, when Typhoon Haiyan struck the Philippines causing widespread destruction.

Accent on Giving

Accent on Giving is Accenture’s workplace giving program and gives employees the opportunity to donate towards up to 17 nonprofit organisations directly through payroll deduction, with Accenture matching all or part of employee donations. In fiscal 2014, Accenture and its employees together donated more than AUD$160,000 to nonprofit organisations.

Adopt a Charity

As part of our Human Capital and Diversity program, Adopt a Charity was introduced in June 2014 to encourage a team approach to community giving through healthy competition and ingenuity to further employee engagement and connection across Accenture in Australia. Teams of employees raised more than AUD$55,000 and a vast majority of the workforce got involved in events.

BRISBANE AMBASSADOR NETWORKThree years ago, a group of Brisbane-based employees formed the ‘Brisbane Ambassador Network’, which aims to raise funds and awareness of nonprofit organisations that we support by engaging and connecting with local employees.

The group meets monthly to update each other on volunteering opportunities and fundraising initiatives, and has raised thousands of dollars through fun, creative and engaging initiatives such as cricket games, car washes, bowling competitions and bake sales.

LEGACY

For the second consecutive year, Accenture and the Australian Defence account have made a donation to Legacy to support children of incapacitated and deceased veterans, with a special priority given to the education of their children. Legacy is a charity providing services to Australian families suffering financially and socially after the incapacitation or death of a spouse or parent, during or after their defence force service. Legacy volunteers currently care for around 90,000 widows and 1,900 children and disabled dependants throughout Australia.

Caption: Members of the Brisbane Ambassador Network supported nonprofit organisation, Yalari, at their annual Brisbane supporter dinner.

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Supply Chain As a company with a multi-billion dollar global supply chain, Accenture has a significant opportunity to use our procurement organisation to create long-term value for our clients and promote sustainable and inclusive business practices among our network of suppliers and within their communities around the world.

Caption: June is a client of Many Rivers, a not-for-profit microenterprise development organisation. June works with the Marnin Studio in the West Kimberley, Western Australia, which creates contemporary Indigenous textile products and hand painted ceramics and boab nuts. The Marnin Studio were participants in the Many Rivers Pop-Up Series.

“Supply Nation commends Accenture for its contributions to the supplier diversity space in Australia. Accenture has evidenced its commitment to the advancement of Indigenous business in Australia throughout their membership term. We hope to see other large corporations in Australia follow their lead by actively seeking to engage with Indigenous suppliers.”Supply Nation

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Global Goals and Progress

UPDATEDBy the end of fiscal 2016, all of our geographic procurement teams will include environment, social and governance performance of prospective suppliers as a weighted factor for purchasing decisions in the categories with the largest sustainability impact (IT, travel and workplace/facilities).

PROGRESSIn fiscal 2014, we updated our procurement systems to require additional information to further the extent to which environmental, social and governance factors are weighted in our procurement decision-making process across all six procurement categories globally.

SUPPLIER SUSTAINABILITYIn fiscal 2014, we plan to create a new long-term target for our procurement spend that will consider environmental, social and governance factors in our purchasing decisions.

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UPDATEDBy the end of fiscal 2016, we will develop a total of 170 small, medium and diverse suppliers through our Diverse Supplier Development Program.

PROGRESSBy the end of fiscal 2014, 98 diverse suppliers had graduated or were in the process of completing the Diverse Supplier Development Program, a number that has steadily increased since we launched the program in fiscal 2008.

SUPPLIER INCLUSION AND DIVERSITYBy the end of fiscal 2014, we plan to develop at least 100 small, medium and diverse suppliers through our Diverse Supplier Development Program—a number that will rise to 170 by the end of fiscal 2016.

Global Goals and Progress

PROGRESSBy the end of fiscal 2014, we expanded our Supplier Inclusion & Diversity program to include 16 countries.

SUPPLIER INCLUSION AND DIVERSITYBy the end of fiscal 2016, we aim to expand our Supplier Inclusion & Diversity program to include a minimum of 20 countries.

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Caption: Students from The Beacon Foundation attended Skills to Succeed workshops in 2014 as part of a mentoring program.

TOP 10Recognised on DiversityInc’s Top 10 Companies for Supplier Diversity

Our Supply Chain strategy Supplier sustainability, inclusion and diversity are key components of our procurement strategy—and central to our vision to improve the way the world works and lives.

Specifically, we focus on:

• Maintaining Adherence to Our Supplier Standards of Conduct: We embed environmental, social and governance factors into our purchase-decision and supplier relationship management processes.

• Driving Supplier Sustainability: We take a collaborative approach to advance sustainability practices in our supplier network across our six primary procurement categories: contractors; HR and professional services; IT and telecom; marketing and communications; travel; and workplace services and facilities.

• Advancing Supplier Inclusion and Diversity: We promote the integration of more small, medium and diverse enterprises into our global supply chain and help them develop, fostering more inclusive economic development.

– Integrating Diverse Suppliers: We implement various initiatives to diversify our supply chain worldwide with a focus on small and medium-sized enterprises and businesses owned by women, persons with disabilities, ethnic minorities and lesbian, gay, bisexual and transgender persons.

– Developing Diverse Suppliers: Our Diverse Supplier Development Program offers classroom learning experiences and a mentoring program model that pairs senior Accenture executives with diverse suppliers to help them grow their own businesses.

Maintaining adherence to our standardsOur leaders, people, clients and partners increasingly want to know where and how the goods and services we buy were created or sourced and that the procurement process was managed responsibly. To manage these complex and cross-cutting issues of transparency and traceability, we are constantly challenged to evolve and maintain adherence to our procurement processes and standards.

Supplier Standards of Conduct

We set high standards for the way we conduct business, and we expect our suppliers across all six of our procurement categories (contractors; HR and professional services; IT and telecoms; marketing and communications; travel; workplace and facilities) to uphold them as well. Accenture’s Supplier Standards of Conduct are key to securing our suppliers’ commitment through our global procurement sourcing and contracting process. The Standards, published in 14 languages, include compliance with all applicable laws and regulations, supplement our Code of Business Ethics, and reflect our core values and commitment to the United Nations Global Compact. As our Code of Business Ethics evolves to reflect changes in the business world, we update our Standards to align with these revisions. All new supplier agreements with Accenture are required to include a signed commitment to uphold our Supplier Standards of Conduct, or an equivalent statement.

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SUPPLY NATION Accenture Australia is a member of Supply Nation, a direct business-to-business purchasing link between corporate Australia, government agencies and Indigenous-owned businesses. As a Supply Nation member, Accenture meets the requirements of the Australian Government’s Indigenous Opportunity Policy, and receives access to an online database of Supply Nation-certified Indigenous business suppliers. Accenture is also involved in regular networking events to exchange and share information on supplier inclusion and diversity, incorporating diverse supplier development with like-minded companies, corporate social responsibility managers and procurement specialists.

Driving supplier sustainabilityOf our six primary procurement categories, we focus on those that create the greatest environmental impact from our suppliers: IT, travel, and workplace services and facilities.

Carbon Disclosure Project partnership

As part of our multi-faceted relationship with the Carbon Disclosure Project (CDP), we use its tools to promote engagement and sustainable business practices with our suppliers. As a corporate member of CDP’s Supply Chain program, each year since 2010 we have invited a targeted group of our suppliers to voluntarily respond to its Supply Chain self-assessment questionnaire.

Globally, in 2014, we more than doubled the number of our suppliers we invited to participate, and more than 64 percent responded—well above CDP’s average of 52 percent. In addition, the number of our invited suppliers who disclose their CDP responses publicly has doubled, from 25 in fiscal 2013 to 50 in 2014. We believe this kind of disclosure is an important first step for our suppliers in managing their sustainability performance, and we are encouraging more and more of them to advance their transparency, benchmarking and accountability by public disclosure wherever possible.

Supplier Inclusion and Diversity programOur Supplier Inclusion & Diversity program generates a broader choice of suppliers, including complementary skill sets from our project contractors and access to the most innovative, responsive and cost-competitive supply solutions for our clients and stakeholders. By providing access so small, medium and diverse companies can better participate in the marketplace, we create a multiplier effect that adds more jobs, more revenue and more vitality in communities across countries.

Accenture supports the development of small, medium and diverse enterprises with initiative such as training programs in collaboration with WEConnect International and Skills to Succeed in a growing number of countries. For instance, Accenture continues to chair WEConnect International in Australasia, having co-founded this nonprofit organisation. WEConnect International empowers women to succeed in global markets and helps corporations to find and develop women-owned businesses.

We are integrating small, medium and diverse enterprises into our global supply chain and helping them develop their businesses, thereby generating broader supply choice for our clients and our communities.

98Number of small, medium and diverse suppliers developed through our Diverse Supplier Development Program between fiscal 2008 and 2014

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The Path Forward at Accenture Caption: Australia is surrounded by the Indian and Pacific oceans, with its major cities – Sydney, Brisbane, Melbourne, Perth, Adelaide – located along the coast, and its capital, Canberra, located inland. Approximately 3% of the Australian population lives in remote and farming areas of Australia.

Corporate GovernanceAs we continue to expand our geographic footprint and, increasingly, as people from a range of cultures and backgrounds join our company, proactive corporate governance becomes even more critical. Looking ahead, we plan to enhance our Code of Business Ethics as needed, work toward raising awareness of priority policies among our people, and increase understanding with real-time communications and relevant Ethics & Compliance training. This is not only for the sake of compliance, but also in keeping with our culture of integrity.

Skills to SucceedAlthough Skills to Succeed is focused on reaching millions and effecting global change, behind the numbers lies the heart of this initiative: the individuals whose lives are transformed by gaining the skills to get a job or build a business. We are honoured to have the opportunity to work with them, and to help them drive improved economic opportunities for themselves, their families and their communities. As we look ahead, we are inspired by the dedication of our people, partners, clients and local communities. Together, we are continuing our ambitious journey to address the issues of employment and entrepreneurship head on. We are energised by the opportunities to build on the significant momentum and success of our programs to increase our impact.

EnvironmentOn our journey to 2020, our efforts to run efficient operations and work more sustainably will continue to drive our carbon reductions and help us achieve our new carbon emissions target. As these begin to reach more sustainable emissions levels, we will look for new ways to advance our environmental stewardship outside our four walls. As we look to the future, we are placing additional emphasis on purposeful collaboration.

With an expanding ecosystem of employees, clients, suppliers and partners across geographies, business is becoming borderless—unbounded by location or time zone. We will continue to build social collaboration tools into our business processes to connect, converse, share and enhance how we deliver services for our clients and create a vibrant workplace for our people.

Our PeopleIn fiscal 2014, we received roughly two million resumes and hired nearly 80,000 people globally. As we grow, we want to continue to be known as one of the top employers of choice on the planet. We will continue to build differentiated skills at scale, empower people at all levels to serve as leaders and underscore diversity as a business imperative. We will continue to customise our talent development programs that deepen employee specialisation and improve technology so that they are able to be used by people of all abilities. It is our ambition to be the most inclusive and diverse organisation in the world. We will continue to invest in our people, so they have the skills, tools, technology and support needed to find purpose in their work and serve our clients at the highest level.

Supply ChainAs a global company with a far-reaching supply chain, we have the opportunity and commitment to drive responsible, sustainable and inclusive business practices in the marketplace. On our path forward, we are taking steps to measure and report the impact of our work with clients and suppliers in key areas of sustainability. We are expanding our sights in two areas, and where market conditions allow. The first area is impact sourcing, purchasing services from people who have limited opportunity for sustainable employment, often in low-income areas. The second area is social enterprise, supporting businesses driven by a social or environmental purpose beyond profit-making.

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Copyright © 2015 Accenture All rights reserved.

Accenture, its logo, and High Performance Delivered are trademarks of Accenture. 15-1856

About Accenture Accenture is a global management consulting, technology services and outsourcing company, with more than 323,000 people serving clients in more than 120 countries. Combining unparalleled experience, comprehensive capabilities across all industries and business functions, and extensive research on the world’s most successful companies, Accenture collaborates with clients to help them become high-performance businesses and governments.

Through its Skills to Succeed corporate citizenship initiative, Accenture is equipping more than 3 million people around the world with the skills to get a job or build a business. The company generated net revenues of US$30.0 billion for the fiscal year ended Aug. 31, 2014. Its home page is www.accenture.com

For information on Accenture in Australia and New Zealand, please visit: www.accenture.com.au or www.accenture.co.nz

To contact Corporate Citizenship in Australia and New Zealand, please email: Corporate.Citizenship.Australia.NewZealand@accenture.com