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SNC-Lavalin Sustainable Business Strategy

Our Sustainable Business Strategy – 2019Implementing our strategy across our projects and activities as a business.


OUR VISIONWe strive to be the premier engineering solutions partner, committed to delivering complex projects from vision to reality for a sustainable lifespan.

A WORLD LEADERFounded in 1911, SNC-Lavalin is a fully integrated professional services and project management company with offices around the world. SNC-Lavalin connects people, technology and data to help shape and deliver world-leading concepts and projects, while offering comprehensive innovative solutions across the asset lifecycle. Our expertise is wide-ranging — consulting & advisory, intelligent networks & cybersecurity, design & engineering, procurement, project & construction management, operations & maintenance, decommissioning and sustaining capital – and delivered to clients in four strategic sectors: EDPM (engineering, design and project management), Infrastructure, Nuclear and Resources, supported by Capital. People. Drive. Results. www.snclavalin.com

https://www.snclavalin.com/en


IDENTIFYING MAJOR AND MATERIAL RISKS RELATING TO SUSTAINABILITY


A new clause in ISO14001:2015 requires organizations to understand their context and will require high-level understanding of the critical internal and external issues that can affect their environmental management system. One way of ensuring that this is carried out is to use a PESTLE analysis. A PESTLE analysis considers six key themes:

PESTLE ANALYSIS

IN CONJUNCTION WITH A REVIEW OF GLOBAL SOCIETAL AND ENVIRONMENTAL TRENDS, WE HAVE ALIGNED OUR BUSINESS STRATEGIES WITH OUR SUSTAINABLE BUSINESS STRATEGY OBJECTIVES.

Political

Who is or could be in government? What are

their policies?

Economic

Is there growth or recession

Social

What are the changing demographics and trends?

What are the primary concerns of society?

Technological

What new technology or materials are emerging?

What is the cost of renewable sources of

energy.

Legal

What are the changes in International, National and

Local Policy?

Environment

How is the environment changing due to, say, the

impact of climate change, local air quality and the

availability of space? Are resources available on a

continuing level or becoming scarcer.

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Environmental Risk Management and Mitigation - ISO 14001 Re- launch 2015 – PESTLE Analysis


Major and Material Risks Sustainability related facing the Corporation in its business operations and corporate functions.

1. PwC Five Megatrends and their implications for Global Defense and Security 2016

2. Forum for the Future, Future of Sustainability – Living in Non-Linear times 2018

3. United Nations World Population Prospects 2017

4. IPPC Report – Summary for Policy Makers 2018

GLOBAL SOCIETAL MEGATRENDS1,2

Shift in Global Economic Power

The focus of global growth has shifted. Western economic dominance is waning and the

developments we see are essentially a rebalancing of

global economies.1,2

Demographic Shifts

The UN projects that the current world population of 7.6 billion is expected to grow to

8.6 billion in 2030, 9.9 billion in 2050 and will continue to grow reaching 11.2 billion in 2100.3,2

Accelerating Urbanisation

UN Projections show that urbanization, combined with the

overall growth of the world’s population could add another

2.5 billion people to urban areas by 2050.3,2

The Rise of Technology

Breakthroughs in such disciplines as artificial

intelligence, nanotechnology, and other frontiers of research

and development are increasing productive potential.1,2

Climate Change and Resource Scarcity

A special report in September 2018 from the IPCC confirms the climate change impacts

avoidable by limiting globalwarming to 1.5ºC

compared to 2ºC, or more.4,2


STRENGTHENING SUSTAINABILITY GOVERNANCE


Our approach to the implementation of our Sustainability Policy is underpinned by strong governance, high-level leadership roles and responsibilities, and clear metrics and targets. As a business we are committed to sustainable development. Our vision to become a global leader in sustainability requires concrete actions.

Our approach to the implementation of our Sustainability Policy and Strategy outlined below is data-driven and centred on the development of high-level, science-based targets. Each sector and corporate function is responsible for the development of implementation plans which encompass all our corporate and project-based activities. The implementation of our Sustainability Policy and Strategy are embedded in the processes of our sectors and corporate functions and we have developed a robust approach to regular monitoring, auditing and progress reporting against the actions outlined in our implementation plans. Our reporting is undertaken on a monthly basis so that we can regularly assess our performance against our KPI’s, high-level targets and objectives. This reporting is coordinated by our Sector Sustainability Implementation Leaders and our auditing programme is developed in conjunction with our Global Health, Safety and Environmental team.

OUR APPROACH TO STRATEGY IMPLEMENTATION

SUSTAINABILITY POLICY

SECTORS AND CORPORATE FUNCTIONS

SUSTAINABILITY IMPLEMENTATION PLANS

SUSTAINABILITY STRATEGY

SECTOR AND CORPORATE FUNCTION PROGRESS REPORTING


RISK MITIGATION AND OUR PROGRESS TOWARDS UN AGENDA - 2030


Introduction to the UN Sustainable Development Goals (SDGs)

SNC-Lavalin has been a signatory of the UN Global Compact responding to Agenda 2030 since 2015, progressing corporate and project initiatives across all of the goals. It is important to recognize the link between sustainable development and other relevant ongoing processes in the economic, social and environmental fields. We have the potential to create significant positive change across all our activities globally and have assessed the goals in terms of significance to our business operations. Our business is already addressing relevant strategic, economic, social and environmental topics through our corporate initiatives and our project execution. It was essential for us to use the UN SDGs as a framework for assessing which topics had become significantly important to our stakeholders.

The assessment of the issues which matter most is a key component of our Sustainable Business Strategy and our overall business strategy going forward. Addressing the UN SDGs through identified material topics has enabled us to better integrate sustainability and strengthen our economic incentives for operating more efficiently. We have assessed the UN SDGs in order of significance. Higher significance goals includes those which are material to our current business strategy and our 5-year plan. Goals with medium significance are those we are already actively pursuing and will continue to pursue in forthcoming years. Goals with lower significance are those we are already pursuing but that are not significantly material to our business strategy.

Business Strategy – 5-Year Plan

We are currently contributing to all 17 of the UN Sustainable Development Goals. We have selected three goals on which we will focus our improvement activities over the next five years. These are the goals we consider to be most material both to our business strategy and activities but also in relation to our stakeholders.

OUR PROGRESS TOWARDS UN AGENDA 2030


Analyzing our Impact on the Sustainable Development Goals (SDGs) through focused market research of our key stakeholders has allowed us to identify our organization’s most “material issues” relating to sustainability. In conjunction with a review of the global societal and environmental trends, we have aligned our business strategies with our Sustainable Business Strategy objectives and taken into consideration the issues which are of greatest interest to our stakeholders.

WHAT MATTERS MOST TO OUR STAKEHOLDERS

IN CONJUNCTION WITH A REVIEW OF GLOBAL SOCIETAL AND ENVIRONMENTAL TRENDS, WE HAVE ALIGNED OUR BUSINESS STRATEGIES WITH OUR SUSTAINABLE BUSINESS STRATEGY OBJECTIVES.

We firmly believe that addressing the UN SDGs is our responsibility to our investors, the governments we work for, our colleagues and clients. We are already working with national and local governments to transform the way we deliver projects. This allows us to initiate positive change in relation to climate resilience, clean energy, decarbonization, low carbon transportation systems, low-carbon water infrastructure, buildings, industrial plant activities, power generation and distribution. Establishing what matters most with respect to our contribution to the UN SDGs is essential in the development of a future facing climate resilient business.

The ten following key material issues emerged from regular dialogues with internal stakeholders’ and market analysis of our clients, competitors, the governments we work with and their approach and strategies in relation to sustainability and the UN.

We will focus on improving our performance in relation to these ten material issues, across our own activities and across the projects we deliver for our clients and partners.


Propose improvements to our clients’ projects to reduce energy and carbon emissions.

Reduce our energy consumption by implementing passive design, energy efficiency and low and zero carbon energy initiatives.

Propose improvements to our clients’ projects to reduce water usage and conserve available water resources.

Reduce our water consumption by implementing water efficiency and sustainable urban drainage measures.

Propose improvements to our clients’ projects to promote active travel and develop sustainable low-carbon transportation systems.

Reduce our energy consumption for business travel by utilizing digital technologies and prioritizing low-emission modes of transport.

Energy

OUR TEN MEASUREMENT CATEGORIES AND THEIR IMPACT ON THE UN SUSTAINABLE DEVELOPMENT GOALS

Water Transport


Propose improvements to our clients’ projects to design them in accordance with circular-economy and resource-efficiency principles.

Reduce our material usage by utilizing digital technologies and developing a sustainable procurement strategy.

Propose improvements to our clients’ projects to develop solutions that are beneficial to employees’ mental and physical well-being.

Measure the health of our workforce and develop innovative solutions to improve employee mental and physical well-being.

Propose improvements to our clients’ projects to develop innovative solutions that prevent and reduce pollution.

Measure our performance in relation to pollution and develop innovative solutions that prevent and reduce pollution.

Materials


Health Pollution


Propose improvements to our clients’ projects to develop innovative solutions that adapt and mitigate the effects of climate change.

Measure our performance in relation to making sure our business is prepared to adapt to and cope with climate change.

Propose improvements to our clients’ projects to develop innovative solutions that increase biodiversity and utilize biophilic design.

Increase our performance in relation to biodiversity by implementing biodiversity and biophilic design initiatives.

Propose improvements to our clients’ projects to develop innovative solutions that increase equality and diversity.

Increase our performance in relation to equality and diversity by implementing equality and diversity initiatives.

Climate


Biodiversity Diversity


Maximize the economic benefits to the communities/regions/countries in which we have projects.

Remain a good corporate citizen and participate in the development of the economy in every country in which we have a presence.

Community


Pierre-Lassonde Pavilion (MNBAQ) Québec City, Québec, Canada


For questions around sustainability or how we can help your business, please contact:

SARAH JANE STEWART Global Head of Sustainability

[email protected]

www.snclavalin.com/en/sustainability

Birmingham New Street Station Birmingham, England, United Kingdom

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Implementing our strategy across our projects and .../media/Files/S/SNC... · Our approach to the implementation of our Sustainability Policy and Strategy outlined below is data-driven