CASE STUDY
own success criteria, with no evidence or third party validation for their claims. Working towards a sustainable business model, decisions need to be made over the long term against a triple bottom line: • Effective protection of our environment
• Social progress which recognises the needs of everyone
• Maintenance of stable economic growth
However these are not just commitments in principle. Companies must back up their claims with hard evidence and this is only easy if they deliver what they promise. In Marshalls’ case, key performance indicators have been set for all three measures against independently verifiable standards. Together these form the BSI PAS 99 Integrated Management Systems that underpin Marshalls’ drive for sustainable operations.
As well as working with reliable
partners, it’s important for companies to benchmark their work and seek assessment where possible. In 2009, Marshalls was accepted by the United Nations Global Compact (UNGC). As a member, Marshalls is required to publish a Communication on Progress based on a set of key humanitarian and environmental principles. David Morrell, Marshalls’ Head of Sustainability, comments: “The UNGC framework supports and enhances Marshalls’ own sustainable business model. The principles are providing us with guidance as well as challenging our own processes.”
WORKING ON THE GROUND Sustainability also means looking after the communities you work with. Corporate responsibility plays a part in this but it’s much more than that – it relies on a real commitment to engage and work together. Marshalls’ overseas partnerships with suppliers bring about real change to local communities by working on the ground with local NGOs who understand the issues. In India, for example, Marshalls opened its 4th street school for children of quarry workers and its health clinics are now reaching more people than ever before.
Group Marketing Director Chris Harrop says: “It’s only by working together that you can really make a difference. Our supplier partnership programme in India has pioneered ethics in the supply chain and has won numerous awards including a Big Tick at the Business in the Community Awards for Excellence. And we work with UK
communities as well as overseas. We’re in partnership with Living Streets and the RHS, and we work closely with the Ethical Trading Initiative.”
COMMUNICATING WITH CUSTOMERS Communicating with customers is key and organisations wanting to take a stronger stance on sustainability need to communicate with their customers about their achievements. Marshalls has a dedicated sustainability website (
www.marshalls.co.uk/sustainability) which is the best port of call for anyone looking for specific sustainability information about the company. The website has great publications that explore sustainability topics in more detail such as the Guide to Carbon Labelling, The Truth About Imported Indian Sandstone and Halt the Greenwash.
Back in 2007, Marshalls highlighted the issues surrounding the use of child labour in Indian stone quarries. Three years on and the subject is still very much talked about – consumers want to know where their products come from and how the people who to make the products have been treated. According to the latest Populus survey on home and garden companies, 61% of consumers are very concerned about the use of child labour in the production of home and garden products.** In the interest of clarity, Marshalls recently labelled all of its
exclusive imported stone ‘Fairstone’. With Fairstone, concerned customers are reassured that all Marshalls’ stone comes from ethical sources and no child labour will have been used in creating the product. Walking the sustainability line and communicating the need for a sustainable approach aren’t always easy, especially in times of such continued financial uncertainty – but consumers are becoming increasingly aware of ways to lead a more sustainable lifestyle and businesses have to work hard to innovate, stay competitive and provide the products and information needed by their customers.
The sustainability journey has not been easy for Marshalls. There have been cynics and difficulties along the way that have made the company realise that sustainability is a way to operate the business, not a fad. There are no easy, quick ways to being sustainable, it’s a matter of finding the right combination for your business: • working to a sustainable business model
• choosing projects carefully • not over committing • celebrating achievements • setting key performance indicators to measure progress
• working with reputable partners. For more information on Marshalls, visit
www.marshalls.co.uk/sustainability
* From Concerned Consumers Populus survey (February 2009) ** From IGD 2009 (
http://www.igd.com/index.asp?id=1&fid=1&sid=5&tid=149&foid=58&cid=188) *** From Concerned Consumers Populus survey (February 2009)
SUSTAINABLE FM | JUNE 2010 |33
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