Sustainability Report - Pūrongo Toitū 2019 - For Future Generations
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Sustainability Report Pūrongo Toitū 2019
Contents
From our
Managing Director
From our Managing Director 2
Tom Nickels
Our Report 3 Managing Director
Waste Management
Materiality Matrix 3
How we create value 5
I am pleased to present Waste Sustainability Advisory Board, providing us with
thoughtful advice, constructive feedback and useful
Our Sustainability Strategy: For Future Generations 8 Management’s first For Future direction that has informed our work last year and
Our Environment 9 Generations sustainability report. our planning for the future. You will notice in this
Our Communities 13 report that we have refreshed our goals and targets
In just over a year, we are pleased with the progress this year, setting new targets for 2020 and also for
Our Customers 17 we have made on the commitments in our first 2025. We were inspired by Sir Rob when he said to
Our People 21 sustainability strategy. us we were “Better to set high targets to strive for,
even if you might fail doing so” and we have done
Our Business 25 Significant expansion of our electric vehicle fleet exactly that.
has been a focus and a highlight. Across both
About Waste Management 29 our truck fleet and our light vehicles – including I know I speak for our team and many across New
Operations 29 the introduction of three trikes for servicing the Zealand to say that we were incredibly saddened
communities of Queenstown and Wanaka! – by the loss of Sir Rob at the time we were finalising
Health and Safety 29 we have not only achieved reductions in GHG this report. In his usual, selfless fashion, he resigned
Our values 30 emissions from diesel, we have also grown our as our Chair only weeks prior to his passing, and as
confidence that electrification of road transport can we said to him at the time, he provided wonderful
Sustainability Advisory Board 31
make a viable and sustainable impact on our own, advice and friendship over many years, giving
Carbon Footprint 32 and New Zealand’s, carbon footprint. us the confidence to take a leadership position
Ownership32 on many issues critical to our business, our
This initiative sits firmly within our GHG Emissions sustainability and the sustainability of New Zealand.
Governance33 Reduction Plan, which we were also pleased to We will be forever grateful for having had the
Team 34 approve and commence implementing in 2019. opportunity to work so closely with him and benefit
Monthly reporting to all divisions on their emissions from his experience and expertise.
Stakeholder Engagement 34
is ensuring we keep our entire management team
Memberships34 focused on achieving the reductions we have As we now look to 2020 and beyond, we recommit
Supply-chain 34 committed to as a member of the Climate Leaders ourselves to the important programme areas of Our
Coalition. Customers, Our Community, Our Environment, Our
People and Our Business and we are pleased to
Appendixes Other highlights have included expanding our present this report as evidence of both the results
Appendix i: GRI General Disclosures Index 35 partnership with Keep New Zealand Beautiful. of our work over the past 12 months and our
In responding to the material issue raised by ambitions for future generations.
Appendix ii: Material issues defined 37
stakeholders to help educate communities on
Appendix iii: Health & safety results 39 waste, we have been pleased to formally re-launch
Appendix iv: Team in numbers 40 Kiki Kiwi & Friends: The Travelling Trash book, a
copy of which will be delivered to every primary
school across New Zealand by the end of 2020.
Most importantly, we established our
sustainability governance framework. We were
pleased last year when Sir Rob Fenwick, Lisa
Martin and Tim Manukau agreed to sit on our
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Our Report / Stakeholder Engagement
Materiality Matrix
Our Report
This is Waste Management’s first sustainability report which follows on from
10.0
our sustainability strategy For Future Generations, launched in October 2018.
The report has been structured according to the five key themes which form our sustainability
strategy (Our Environment, Our Communities, Our Customers, Our People and Our Business), and 9.5
covers our progress in delivering on this strategy for the 12 month period from 1 January to 31
December 2019. We expect to report annually in the future. Quarterly updates are also available on
our website. Customers as partners
9.0 Customer experience
We have prepared this report in accordance with the Global Reporting Initiative (GRI) Sustainability Consistent excellence
Reporting Standards: Core option. It involved a review of our material issues with the GRI topic Compliance
Innovation
Health and safety
standards to identify required disclosures, and incorporates the GRI principles of stakeholder
8.5 Environment in decision-making
inclusiveness, sustainability context, materiality and completeness. The GRI disclosure index, which Reporting on-demand and on actual weights
summarises the range of indicators we have reported on, is included in Appendix i. Internal Systems
Culture Integrity
The report was also reviewed by our external Sustainability Advisory Board, providing a valuable 8.0 Investment in people
external lens across our progress, performance and future aspirations. An introduction to our Board Brand
can be found on page 31. Long-term profitability
Regional waste solutions
7.5 Collaboration
Business impact
Communication
Materiality Matrix
Employer of choice Waste minimisation is core business
7.0
Transparency
6.5 Education on waste
In developing our sustainability strategy in 2018, Waste Management engaged in a
detailed stakeholder exercise to identify issues which are considered material and
key for us to address, by those both within and outside the company, in order to
6.0
be sustainable and to prepare for a future low carbon economy.
We engaged with 10 people from a wide cross-section of external stakeholders as well as 10 of Social licence to operate
our internal team members. Each person provided their time for a detailed interview to give their 5.5 Leadership on waste
views on the material issues they believe a forward-thinking, sustainable waste company needs to
address now and for the future. Community engagement
From this process, 26 issues were identified as material for us. They are the issues that are key for 5.0
us to address to ensure we are moving towards a successful sustainable future. Then, more than 50
of Waste Management’s leaders reviewed and assessed the issues in terms of their impact on our Community investment
business.
4.5 Diversity and inclusion
These two rankings of external stakeholder importance and impact on the business created our
materiality matrix, shown on page 4. This matrix identifies which issues are the most urgent for us
to address – those that appear in the top right-hand corner of the matrix. We also highlight the top 4.0
five issues that our external stakeholders identified as requiring improvement. These material issues 7.0 7.5 8.0 8.5 9.0 9.5 10.0
are reflected in our sustainability strategy and performance reporting.
Stakeholder importance (all stakeholders)
A full list of the material issues identified through this process, and their definitions, is included in
Appendix ii. Top 5 material issues identified as requiring improvement by stakeholders
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How we create value
Our Business
Our purpose is to safeguard our beautiful environment through the sustainable management of our resources.
INPUTS OUR BUSINESS OUTPUTS
61,300 1,135,859
TONNES COLLECTED
Natural capital
tCO2e OPERATIONAL
EMISSIONS, A 1.1% 9 ELECTRIC Our Environment
TRUCKS
REDUCTION FROM
OUR BASE YEAR 2017
The natural resources (clean water, land, air and CONVERTED, WITH Ensuring healthy environments in and around our
healthy ecosystems) that enable us to operate 14 MORE BY 2020
facilities, prioritising carbon footprint reduction,
NATIONAL GRID
sustainably for generations to come. WE CAN POWER THE energy and water use, biodiversity, and implementing
EQUIVALENT OF proactive initiatives to build on our circular economy.
23,000
COMMERCIAL
Social and relationship capital
Our Communities
COLLECTION
INDUSTRIAL RESIDENTIAL
800
Our relationships with external stakeholders HOMES WITH
RENEWABLE ENERGY Proactively engaging and sharing our
(including customers, suppliers, local
communities and iwi), which we rely upon TRUCKS knowledge by working in partnership with, and
for value creation. supporting our communities.
Intellectual capital GAS CAPTURE Our Customers
PR
ELECTRICITY
33%
EFFICIENCY
N
OC
Our brand, reputation and intellectual GREATER THAN
95%
REGENERATIO
Partnering with our customers on
ESSIN
property, which contribute to our
competitive advantage and our expertise in LIGHT FLEET innovative waste solutions to achieve
ELECTRIC their waste goals, by working together to
providing services safely and sustainably to DURING 2019
attain positive sustainable outcomes.
G
our customers. POWER
GENERATION
Human capital
TRANSFER
STATION Our People
The skills, experience and capabilities of all of our
73,986
team members, and our ability to develop and
Maintaining a safe work environment and
100%
diversify our team to add maximum value to the
supporting a diverse, inclusive culture
business.
LANDFILL AND TONNES OF HAZARDOUS and work practices. Development and
OF LEACHATE ENERGY PARK WASTE REMOVED growth opportunities for our 1758 team
CAPTURED AND TREATED
Manufactured capital members nationwide.
Tangible goods and infrastructure that R E C Y C LIN G
we use that aid in providing valuable and Our Business
innovative services to our customers.
121,068
122,141 MATERIAL
Delivering robust, efficient and innovative
Financial capital RECOVERY TONNES OF RECYCLING solutions-based waste services that are moving
FACILITY COLLECTED us towards a future low carbon and circular
We rely on a strong financial base to operate and TONNES OF FOOD AND economy by providing sustainable outcomes,
70%
GARDEN WASTE TURNED and a profitable and socially beneficial business.
11,500
invest in infrastructure for the future.
INTO COMPOST
OF PLASTICS
TONNES OF TYRES COLLECTED AND
RECYCLED INTO PROCESSED ARE
ALTERNATIVE FUEL SOLD WITHIN NZ
Based on Waste Management NZ Limited’s 2019 national figures and are rounded for marketing purposes.
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Our Sustainability Strategy:
For Future Generations
For many years we have understood the critical role we play in safeguarding our future. Our sustainability
strategy For Future Generations provides the foundation for our focus on the sustainability of our company
and the communities in which we operate across New Zealand.
The 26 material issues (as outlined in our Materiality Matrix) were grouped into five key themes which include:
Our Environment
Our Communities
Our Customers
Our People
Our Business
Under each key theme are goals which contain a series of dedicated projects, with set dates and defined
owners. As projects are delivered, our sustainability goals are achieved. This also addresses the identified
Put simply,
material issues.
In this report, we describe the key projects we have embarked on, progress and achievements realised
during 2019, and our new goals and projects for the future.
Formalising our sustainability work into a public report is an important step in sharing our sustainably journey.
sustainability Global Ambitions: United Nations Sustainable
Development Goals
is what we do. We have also aligned our For Future Generations sustainability strategy with the UN Sustainable
Development Goals (SDGs) and we have identified the 10 SDGs which our strategy provides the greatest
support to. As we continue to implement our strategy, we anticipate the SDGs will challenge us to stretch
our aspirations further. We will continue to integrate these global goals into our strategy and programme.
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Our Environment
Our Our Environment
Environment
As an organisation, our purpose is to safeguard Tō Tātau Taiao
our beautiful environment through the sustainable Ko te kaupapa o te whakahaere he tiaki i tō tātau taiao
management of our resources. ātaahua mā te whakahaere toitū i ā tātau rawa.
The key projects in this programme area reflect a
continuation of our efforts in protecting and enhancing
our environment, and seeking ongoing improvements in
how we go about prioritising the environment as we make
decisions for our company and for New Zealand.
Material issues
Environment in decision-making
What we want to achieve
• We view all major decisions through an environmental • We will reduce environmental harm by making all waste
lens, specifically prioritising the impact of our activities generated by our customers and community safe.
on our carbon footprint, energy and water use, direct • We will build on our circular economy, including through
discharges and biodiversity. our procurement decisions.
2019 Review
The following summarises our goals, action and progress achieved during 2019.
Goals Project Status 2019 Update
Address We are the first waste company in New Zealand to calculate an externally
a) Identify
greenhouse audited comprehensive carbon footprint through the Toitū carbonreduce
possible
gas emissions programme. On completion of our carbon footprint, workshops were
reductions in Achieved
held with our teams across New Zealand to identify actions which will
our carbon
reduce our carbon footprint. For more on our carbon footprint progress
footprint
and plan, refer to page 32
The identified actions from these workshops fed into the creation of
a carbon footprint reduction plan, which has been approved by our
Sustainability Advisory Board and our Executive Management Team, and
b) Create a will have its final review by Toitū auditors in 2020
greenhouse This plan identifies a range of carbon reduction projects to reduce our
Achieved
gas emissions impact on climate change and to help us move towards a future low
reduction plan carbon economy. These projects include ongoing expansion of our EV
truck programme, installation of our first electric bin and truck washes at
our new facility in East Tamaki, Auckland, and continued electrification of
our light vehicle fleet
Drive a) Create a
sustainable sustainable
A new sustainability procurement policy has been created and is now in
procurement procurement Achieved
use for all new suppliers
policy and
standards
b) Implement
the policy and
standards with In progress Process initiated on prioritised suppliers during 2019
all suppliers by
Q4 2020
ffg.nz 10
Our Environment
2020-2025 Goals
Goals Projects 2020 2025
1. Reduce Implement activities from our
carbon independently verified carbon footprint 7.5% reduction in Waste 22% reduction in Waste
footprint reduction plan to reduce our operational Management’s 2020 Management’s 2025
carbon footprint in line with our operational carbon footprint operational carbon footprint
commitments as a signatory to the against a 2017 baseline against a 2017 baseline
Climate Leaders Coalition
10% of Waste Management
2% of Waste Management
team members have
Work with our team members to help team members have measured
measured their carbon
them reduce their personal carbon their carbon footprint and
footprint and have reduced
footprints have plans to reduce their
their greenhouse gas
greenhouse gas emissions
emissions by 10%
2. Expand Ten large suppliers to attend a 100 suppliers have attended
Implement activities to encourage
sustainable Waste Management event on a Waste Management event
suppliers to reduce their carbon footprint
procurement carbon footprint reduction on carbon footprint reduction
Develop and implement code of Code of conduct and
Code of conduct and
conduct and performance management performance management
performance management
framework for suppliers that explicitly framework rolled out to 80%
framework rolled out to
includes sustainability criteria and of suppliers (by spend) and
100% of suppliers
outcomes 100% of all new contracts
Develop and implement a procurement
framework for corporate services
project sourcing that incorporates “cost 50% of new projects by 2020 90% of projects by 2025
v. delivery v. sustainability” weighting
methodology
3. Increase 10% annual increase in
regenerative Expand support for community One new community plantings directly by Waste
plantings programmes that deliver regeneration in regeneration project identified Management or through
areas where we operate and funded support of our community
Case Study
partners
Long Term Contribution
Our Environment key theme supports six United Nations Sustainable Development Goals (SDGs). Our business carbon
footprint reduction efforts and the renewable energy from our Landfill Energy Parks support SDGs 7 and 13. The sustainable
procurement goals promote decent work and economic growth (SDG 8) along with future sustainable cities and communities
(SDG 11) and ensuring responsible consumption and production (SDG12). None of this can be achieved in isolation, with Electric vehicle innovation Waste Management Senior Project Engineer –
Electric Vehicle Sam Donaldson designing the
partnerships fundamental to Our Environment theme (SDG 17).
bespoke features for lifting bins and storing the
First it was electric cars, then trucks and now it’s
waste.
electric trikes.
These innovative vehicles will collect waste from
As of Labour Weekend 2019, Waste Management
public bins, with the ability to lift a variety of
has two e-trikes tackling waste collection in the
different sizes and enough storage capacity to
busy town centres of Queenstown and Wanaka.
only need emptying once or twice a day.
The e-trikes are great for weaving through streets
As well as the trikes in Queenstown and Wanaka,
that are bustling with pedestrians.
there is a third ready to go and the possibility of
The trikes were imported from Germany, with more to come.
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Our Communities
Our Our Communities
Communities
We operate in nearly every community across New Ō Tātau Hapori
Zealand, providing services and managing waste Kei roto mātau i te nuinga o ngā hapori puta noa i
and environmental services facilities. Our teams Aotearoa e mahi ana, he tuku ratonga me te whakahere
work within those communities, supporting the whakaurunga ratonga para, ā-taiao hoki. Mahi ai ō mātau
economy and providing essential services. rōpū i roto i aua hapori, e tautoko ana i te ōhanga me te
tuku i ngā ratonga waiwai.
The key projects in this programme reflect the feedback
through the materiality assessment that our communities
are wanting to make better choices, but need our help,
knowledge and expertise with making the right choices.
Material issues
Communication Community engagement Community investment
Education on waste Leadership on waste
What we want to achieve
• We engage proactively with our local communities on waste issues in the public domain by engaging with
and raise awareness of how waste and environmental central and local government and providing leadership
services operate in New Zealand, by sharing knowledge in the wider waste industry.
that tells the story of waste, including recycling, • We invest in local communities, particularly in areas that
composting, landfill and speciality waste streams. relate to waste and environmental services, working in
• We are a strong communicator and advocate, vocal partnership with the community.
2019 Review
The following summarises our goals, action and progress achieved during 2019.
Goals Projects Status 2019 Update
Educating our a) Use social
To better engage with the wider community, we have expanded
communities media channels
our social media presence into Facebook, enabling us to share our
to engage Achieved
sustainability news, as well as give service alerts and respond directly
with New
to customers through another communication channel
Zealanders
b) Formalise A process for running community tours has been created and existing
and expand tour customer and student tours have continued, but we have been
Not Achieved
programmes for unsuccessful in running new community tours during 2019. We plan to
our facilities roll out this initiative into 2020
Leading on a) Continue to Our executive team members have had a range of engagements with
waste and provide advice national and local stakeholders throughout the year, leading to Waste
environmental on national and Ongoing Management making submissions in support of the Zero Carbon Act,
issues local waste MFE’s Proposed Priority Products and Priority Product Stewardship
issues Scheme and Auckland Council’s Climate Action Framework
During the year we have provided leadership in the waste industry and
b) Identify
also supported New Zealand’s transition into a sustainable future by
new ways to
providing detailed submissions of support on the priority products and
provide better Ongoing
priority product stewardship schemes proposed by the Government,
leadership on
the proposed increase in the waste disposal levy and the Auckland
waste issues
Council Climate Leaders Action Framework
ffg.nz 14
Our Communities
2019 Review 2020-2025 Goals
Goals Projects 2020 2025
Regenerating a) Continue 1. Improve 90% satisfaction score
Kate Valley Landfill and Energy Park is currently visited by a number Stakeholder engagement
our our support mutual Develop and implement an improved in end of year survey and
of bellbirds and kereru. In order to increase biodiversity of our native plan delivered with 75%
communities for Transwaste understanding proactive engagement approach with our stakeholder engagement
species, small animal pest trapping has been started in Tiromoana satisfaction score in end of
Canterbury with stakeholders on key issues plan reviewed and updated
Ongoing Bush near Christchurch for the first time. Between October 2019 year survey
Limited’s work stakeholders annually
and January 2020 the traps have caught 73 possums, 12 stoats, 61
regenerating
weasels, 39 hedgehogs, 15 ship rats, 17 mice and 2 rabbits. During
Tiromoana 2. Improve At least one community tour
this period there has been an increase in tui sightings Increase tours at our landfills to help the Four community tours run
Bush community runs at each landfill during
community understand where their waste at Redvale, Whitford, Tirohia
understanding 2020 (Redvale, Whitford and
goes and Kate Valley during 2025
b) Continue of issues Kate Valley)
our support for relating to
During 2019 a total of 86 Bags of 40L organic potting mix have been waste
the Motutapu Ongoing In partnership with Keep New Reach more than 200,000
provided to the Motutapu Restoration Trust Support education programmes around
Restoration Zealand Beautiful, provide a New Zealand children by
Trust waste minimisation with New Zealand
copy of the Kiki Kiwi children's supporting targeted waste
kids
book to all NZ primary schools education programmes
Work to identify a range of possible partnerships which could be
c) Develop new
developed to support local regeneration has been completed, and Use social media to engage with wider
partnerships that 15,000 followers across our 50,000 followers across our
Not Achieved a preferred partner has been identified but discussions about how New Zealand community beyond our
support local social media channels social media channels
any support would work has yet to begin. These will continue to be customers
regeneration
progressed during 2020
3. Expand
Use volunteering to increase our Establish an annual half-day 100% of team members
engagement
contribution to the communities in which volunteering programme for volunteering for a half-day
with our local
we operate every team member each year
communities
Case Study Long Term Contribution
Our Communities key theme supports five United Nations Sustainable Development Goals (SDGs). Engaging and educating
our stakeholders and surrounding communities about a future circular economy supports SDG 4. This will lead to more
Kiki Kiwi spiral bound A3 Kiki Kiwi & Friends: The Travelling
Trash book from the resource kit as a children’s
sustainable cities and communities (SDG 11) and responsible consumption and production (SDG 12). A more efficient and
less wasteful society will also lead to a reduction in greenhouse gas emissions (SDG 13). For these goals to be achieved with
softcover storybook, making it more accessible to maximum scale and impact, we will be working in partnership with our stakeholders (SDG 17).
Waste Management has teamed up with not-for-
children throughout New Zealand.
profit organisation Keep New Zealand Beautiful
to distribute an educational storybook to every Kiki Kiwi & Friends: The Travelling Trash is an
kindergarten, primary and intermediate school in educational story which follows Kiki Kiwi and his
New Zealand. friends as they aim to ‘Do The Right Thing’ to
keep their community clean and prevent litter from
The book, titled Kiki Kiwi & Friends: The Travelling
entering waterways.
Trash, formed part of the Kiki Kiwi Litter Less
education programme which Keep New Zealand
Beautiful developed in line with the New Zealand
curriculum and aims to educate and encourage
children (aged 5-11 years) about the importance
of putting litter in the bin, and to understand just
because you throw something away, it does not
mean it actually goes away. A teacher’s resource
kit for this programme was provided to all primary
and intermediate schools in New Zealand in Term
3 2018.
With the help of Waste Management, Keep New
Zealand Beautiful has been able to repurpose the
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Our Customers
Our Our Customers
Customers
Managing waste and environmental services Ā Mātau Kiritaki
is an issue of increasing importance to our Ko te whakahaere i ngā ratonga para me te taiao tētahi
customers and this was reflected in our take e nui haere tōna hiranga ki ā mātau kiritaki, ā, e kitea
materiality assessment. Our customers want to ai tēnei i roto i tā mātau aromatawai ukauka. Ko te hiahia
better understand how they and their suppliers o ā mātau kiritaki kia mārama pai ake me pēhea te tutuki
can achieve their waste goals effectively and i ā rātau me ā rātau kaiwhakarato ā rātau whāinga kia
sustainably. whaitake, kia toitū.
We understand the important role we play in this
decision-making, and the projects in this programme
are designed to improve the accuracy and usefulness of
the information we provide and the effectiveness of the
advice we give.
Material issues
Brand Collaboration Consistent excellence
Customers as partners Customer experience Transparency
What we want to achieve
• We create a positive experience for all customers and • Waste Management works proactively to achieve our
we are transparent and honest about the solutions we customers’ waste goals.
can and cannot provide. • We seek to partner rather than have transactional
• We have reporting and information available for our relationships with our customers, working together to
customers about their waste and environmental services achieve their sustainability goals and targets.
and invest in new ways to improve this. • We are better collaborators and partner with others to
• We help our customers through easy-to-understand deliver solutions for customers and for our communities.
reporting of this data.
2019 Review
The following summarises our goals, action and progress achieved during 2019.
Goals Projects Status 2019 Update
Improving a) Invest in We have worked on several new digital solutions in 2019 to provide
customer solutions for our customers with better experiences in managing their waste and recycling.
experience largest national More than 4,400 residents have signed up for the Waimakariri and
customers, to meet Achieved Queenstown Lakes district councils’ digital solution, with almost 4,000
their complex data, texts being sent every week to remind customers of their collections. Go
information and Build, our self-service web app for building and construction customers,
reporting needs continues to grow with close to 800 orders placed by the end of 2019
b) Continue to
obtain feedback
from our customers
We have implemented new customer feedback reporting through our
by expanding
Achieved online channels, which is being communicated to regional managers
our range of
regularly
feedback channels
beyond our formal
customer research
ffg.nz 18Our Customers
2019 Review 2020-2025 Goals
Improving Key improvements have been made based on customer feedback, Goals Projects 2020 2025
customer including standardising the bin order process for new customers and
experience c) Implement enhancing dashboard reporting
changes to our 1. Improve Implement ongoing improvements in 5% per annum increase
5% improvement in customer
business to Achieved A new residential offering has been developed and a soft-launch in customer digital and service delivery solutions for in customer experience
experience measured
respond to this Auckland occurred in December. This is a pay-as-you-go model, which experience our customers measured
feedback enables customers to customise their collections. This has seen an
increasing demand from both councils, in providing municipal collections,
2. Enhance our Identify opportunities to partner with
and residential customers who contract us directly 10 new initiatives implemented, 50 new initiatives
partnerships customers (and others) to implement
with outcomes tracked and implemented, with outcomes
with customers new initiatives that support their
reported tracked and reported
Empowering a) Invest in sustainability goals
customers solutions for our
From January 2019 all commercial customers have received only actual
with largest national
weights in their reporting, and we have developed a customer portal for 3. Improve 10% per annum increase
information customers, to meet Achieved 10% increase in the proportion
commercial customers to be able to access, view and report on their digital Increase the number of customers using in the proportion of orders
their complex data, of orders placed online or
waste data and self-manage bin collection services solutions digital solutions placed online or through
information and through digital channels
digital channels
reporting needs
At least one new solution
Our landfill and energy parks capture high levels of the methane gas Launch online tools to provide better 10% per annum increase on
launched with 100 visits per
produced, and have been audited by Toitū Envirocare. Toitū has now information about waste for customers number of visits
month
preloaded their IT system with Waste Management’s emission factors -
b) Provide accurate which are 51% lower than default Ministry for the Environment emission
greenhouse gas factors. For our customers who are also Toitū Envirocare members,
emissions data with sites located in Auckland and Christchurch, this can mean a 51%
Partially
about customers’
waste and
Achieved reduction in their waste to landfill emissions reporting Long Term Contribution
environmental Auckland District Health Board (ADHB) is our first customer using Waste
services with us Management emission factors to calculate their waste carbon footprint Our Customer key theme supports four United Nations Sustainable Development Goals (SDGs). Our work to improve
through the Toitū carbonreduce programme, although reporting of these customer experience will support the decent work and economic growth (SDG 8) in their businesses which will lead to more
greenhouse gas emissions directly to our customers is not yet complete. sustainable cities and communities (SDG 11) and responsible consumption and production which will result in less waste
We anticipate this will be in place during 2020 (SDG 12). We are moving to enhance the partnership model within our customer businesses, supporting SDG 17.
Waste Management hosted our first team members Ideation Day at the
end of June with over 40 people across the business attending. Teams
c) Identify and worked to define solutions for identified challenges in the business. In
implement new addition an Ideas Hub has been created which has become the centre
technology and for all innovation at Waste Management. This is where we harness the
innovation to Achieved talent, skills and ideas of our wider team and provides a place where any
improve waste employee can submit their ideas
reporting and data
for our customers To date, five ideas have gone through to a design sprint process to refine
and test with end users, produce a rough prototype and assess the
viability of further progression
19 ffg.nz ffg.nz 20Our
Our People
Our People
People
We expected our people to be identified as Ā Mātau Tāngata
one of the programmes through our materiality Ko tā mātau i tūmanako ka tautuhia ko ā mātau tāngata
assessment, reflecting the importance of tētahi o ngā kaupapa i roto i tā mātau aromatawai
our people in making Waste Management a ukauka, e whakaata ana i te hiranga o ā mātau tāngata
sustainable company into the future. kia puta ai a Waste Management hei kamupene toitū ā
tōna wā.
In this programme we are focusing on projects that will
enhance and improve opportunities for our teams, both
those who are part of Waste Management now and those
who will be our future.
Material issues
Culture Diversity and inclusion Employer of choice
Health and safety Investment in people
What we want to achieve
• We maintain our ethos that health and safety is our top • We have an inclusive culture and working practices with
priority. diversity at all levels of the company.
• Our team are proud to work for Waste Management and • We are seen as an employer of choice within New
share their waste industry knowledge with others. Zealand.
• We invest in training and development of our team at all
levels.
2019 Review
The following summarises our goals, action and progress achieved during 2019.
Goals Projects Status 2019 Update
Increasing To support our initiative to increase the number of woman truck drivers,
diversity a series of videos featuring Waste Management women drivers has been
developed and shared across our social media channels. We also have
a) Implement a a new partnership underway with Toi Ohomai Institute of Technology,
national recruiting which encourages women drivers to do work experience with Waste
Achieved Management. This partnership has already resulted in one permanent
programme for
female truck drivers appointment and we are looking forward to additional team members
joining us over the coming months.
Shiree Boereboom is a great example of a woman who has made driving a
successful career. See our case study on page 23
b) Continue
our graduate
2018 graduates are continuing to progress in the business to permanent
programme to bring
Ongoing roles and 2019 graduates are progressing well and adding value in current
more young people
placements
into our business by
Q4 2020
ffg.nz 22Our People
2019 Review 2020-2025 Goals
Goals Projects 2020 2025
Increasing c) Through a 1. Reduce Conduct bowtie risk assessments to identify the causes,
diversity partnership develop critical safety preventative safety controls, reactive safely measures and
awareness of No formal partnership has been developed, but internally diversity and risk incidents consequence for each of our 13 critical safety risks:
unconscious bias Ongoing inclusion material has been launched on our internal training system “Ed” CR1 Collisions, CR2 Exposure to Hazardous Substances,
10% reduction in
and foster inclusive with great feedback from the business on content CR3 Insecure Loads, Trucks, Stacks and Storage, CR4 100% completion
incidents for identified
behaviour by staff Loss of Control, CR5 Exposure to Uncontrolled Energy, CR6 for all critical risks
critical risks
by Q4 2020 Electricity/Arc Flash, CR7 Falls from Heights, CR8 Overcome
by Fumes or Gases, CR9 Threatening Behaviour, CR10
Drug or Alcohol Impairment, CR11 Fire/Explosion, CR12
Improving a) Build on Skills
Accidental Firearm Discharge, CR13 Drowning
skills First initiatives
Graduation held for Auckland Skills First participants, with a great
with a leadership Partially
response. Work continues on our leadership and career development
programme and Achieved 100% of supervisors 10% reduction in
programmes Educate all managers and supervisors in each bowtie
career development and managers incidents for identified
and management of identified critical risks
for potential drivers trained critical risks
b) Invest in our 2. Increase A recurring Māori
“Ed” online training There has been continual work developing content to be delivered on diversity and leaders programme
module to deliver Achieved our internal training tool ‘Ed’, as noted above, including the use of video cultural literacy Develop programmes to increase cultural literacy and Creation of a in place, and at least
user-friendly video content to enhance reach and improve learning outcomes diversity across our teams diversity committee one other diversity or
content to our teams cultural literacy initiative
implemented per annum
Reducing A range of initiatives have been running this year to reduce injuries to our
injuries a) Reduce injuries team including a focus on our number one critical risk – collisions with Ethnicity data
by developing a a target reduction of 20%, and we successfully achieved a reduction of requested from Ethnicity data requested
Measure the effectiveness of diversity and inclusion
national injuries Achieved 34%. Our TRIFR target was less than 5, and we achieved 3.2, (further 100% of new from 100% of employees,
programmes through capturing accurate data from new
prevention detail in Appendix iii). We continued to hold monthly health and safety employees (and tracked and reported year
and existing team members
programme “Toolbox” talks across the country, focusing on topics such as injury sought from 50% of on year
prevention (attended by physiotherapists), nutrition and mental health existing employees)
We developed a wellbeing topic to be covered every month through our
company “Toolbox” talks, which are attended by all staff. Topics covered
b) Implement
wellbeing initiatives
included diabetes, exercise, drugs and alcohol, weight risks, fatigue, Long Term Contribution
Achieved nutrition, movement and exercise, mental health and wellbeing and skin
to address specific
care. We have also encouraged health and wellbeing through supporting Our people key theme supports four United Nations Sustainable Development Goals (SDGs). The work on our 13 critical risks
identified issues
staff to attend the Auckland Round the Bays, Mt Maunganui Challenge, supports good health and well-being (SDG 3) and our programmes to increase diversity will drive gender equality (SDG 5)
Whangarei fun run and the Wellington fun run leading to decent work and economic growth for all (SDG 8). All of this can only be achieved by providing quality education to
our team members (SDG 4).
Case Study
Women drivers wanted Christchurch City Council Kerbside
Collections Team.
Waste Management wants to attract
An exemplar for following process, Shiree
more women to the traditionally male-
is ideally suited for the complex operations
dominated industry of truck driving.
of recycling collections. In her current role
Shiree Boereboom is a great example she is expected to assess contamination
of a woman who has made driving a and report back to the company and the
successful career. Council. Shiree says she especially enjoys
educating the public about what they can
Shiree has been with Waste Management and cannot put in the bin.
for 11 years, collecting organics, rubbish
and recycling waste streams, driving When asked, Shiree states that if she
Iveco and Hino trucks, and adapting was not driving trucks, she would love
to many changes in lifting equipment to do something where she was helping
and advancements in technology. She people. “I feel I do get that in my current
is currently a valued member of the role,” she says.
ffg.nz 24Our Business
Our Our Business
Business
We believe this key performance area reflects Tā Mātau Pakihi
the essential and enduring nature of the services E whakapono ana mātau e whakaata ana tēnei mahinga
we provide and the importance of these to our hira i te āhuatanga waiwai, pūmau hoki o ngā ratonga
customers and the community. By our business e tukuna ana e mātau me te hiranga o ēnei ki ā mātau
operating sustainably, it will have a wide-reaching kiritaki me te hapori. Mā te toitū o ngā mahi o tā mātau
positive impact, environmentally, socially and pakihi, ka tino whānui ngā hua ka puta, ā-taiao, ā-pāpori,
financially for New Zealand into the future. ā-pūtea hoki mō Aotearoa haere ake nei.
Material issues
Compliance Innovation Integrity Internal systems Long term profitability
Regional solutions Reporting on demand and actual weight Social licence to operate
Waste minimisation is core business
What we want to achieve
• We develop solutions to suit different-sized markets • We lead the waste sector in positive transitional change
across New Zealand. to make waste reduction and minimisation profitable.
• We are a net-positive business with a strong social • We have robust internal systems and processes,
licence to operate. with data available to monitor progress against key
• We have full legal compliance across all of our sites, performance indicators.
services and operations at all times. • We are profitable over the long-term.
• We are honest, ethical, and act with strong moral
principles of right and wrong.
2019 Review
The following summarises our goals, action and progress achieved during 2019.
Goals Projects Status 2019 Update
Reaffirming a) Conduct a full
compliance comprehensive
A review of our compliance systems and processes has been completed
review across
Achieved with six major recommendations. The report is currently under final review
environmental and
with the HSE Manager
health & safety
compliance
a) Identify and
implement
No recommendations have been implemented during 2019 and the results
opportunities for Ongoing
of the compliance review are under consideration for 2020
improvement by Q2
2020
ffg.nz 26Our Business
2019 Review 2020-2025 Goals
Goals Actions 2020 2025
Reducing Nine converted EV trucks are now on the road with a tenth currently 1. Contribute to
Develop partnerships with New Zealand
carbon a) Convert 20 diesel Partially being converted from our fleet of 800 trucks. 20 EV truck kit-sets were New Zealand's Five initiatives commenced
manufacturers who are customers to One initiative commenced
through EV trucks to electric Achieved purchased in 2019, and the EV truck conversion process is expected to circular since 2020
support and drive the circular economy
trucks accelerate during 2020 economy
b) Support other 2. Manage Climate change risk register
New Zealand climate change Climate change risk register updated and reviewed each
A number of companies were provided insights into our programme with Identify, assess and mitigate Waste
businesses to Partially risk created, with risk mitigation year, with risk mitigation plans
tours of our EV truck workshop during 2019. No third-party orders have Management's climate change risks
convert their trucks Achieved plans identified implemented, tracked and
yet been placed, although opportunities continue to be explored reported
to electric through
our Innovation Hub
3. Minimise our 100% of waste data from 5% reduction in waste per
Implement the 2020 Waste Minimisation
Identifying We have been converting used tyres into tyre derived fuel (TDF). own waste 80% of sites (by volume) annum per site (once baseline
a) Expand our Plan
solutions Production and transportation to Golden Bay Cement started during captured and reported data has been captured)
for problem end of life tyre the year, which will reduce greenhouse gas emissions from Golden Bay
waste processing Cement by substituting the TDF for coal
Achieved
streams capability to
produce tyre Our waste tyre collection network is expanding to the Waikato and Bay of
derived fuel Plenty regions, supporting a wider range of customers. In 2019, 11,503 Long Term Contribution
tonnes of tyres were recycled for alternative fuel
Our Business key theme supports five United Nations Sustainable Development Goals (SDGs). Efforts to manage climate
Strategic partnerships with local onshore solutions for scrap plastic have change risks supports decent work and economic growth (SDG 8) and industry, innovation and infrastructure (SDG 9).
resulted in approximately 70% of the plastics we collect and process Contributing to moving towards a circular economy and reducing our own waste will support sustainable cities and
being sold to New Zealand customers. For example, as international communities (SDG 11) and responsible consumption and production (SDG12). We work alongside many partners to achieve
markets for plastic film declined we have been able to encourage the these goals (SDG17).
development of a sustainable local market here in New Zealand. We are
b) Identify pleased that there are now three processors in the country who process
and support plastic film into new or secondary raw materials
implementation
Work has also progressed during the year to identify solutions for problem
of sustainable
waste streams, including an e-waste partnership with Remark IT, where
solutions within Ongoing
we trialled a new collection and processing site. More than six councils we
New Zealand for
partner with have made changes to plastic kerbside collections and are
specific problem
now collecting 1 & 2 plastics only, ensuring materials collected are being
waste streams by
recycled. Residential contamination rates have improved significantly,
Q4 2020
resulting in better recovery rates and lower volume to waste
We have also been focusing on reducing recycling contamination with
commercial customers. We are very thankful to our customers for the
success we are having together, with contamination rates improving,
resulting in better recycling recovery rates for all
c) Search globally
for leading,
sustainable Senior staff visited a number of recycle plant manufacturers and processors
solutions to waste Ongoing in Asia to gain an understanding of the latest sustainable waste and
and environmental environmental services
services by Q4
2020
27 ffg.nz ffg.nz 28About Waste Management
About Waste Management
About Waste
Our values
The way we operate is a source of pride and passion for entire Waste Management team that defines our company.
Management
our people. Our values guide how each of us behaves day Our collective positive attitude helps us meet the challenge
to day. They’re the sum of our shared experiences and of managing New Zealand’s waste every day.
ambition, and we live by them. It’s the shared vision of the
Operations Our FlexiBin® product provides a fast, simple, and versatile
waste solution sold through national retailers for general
waste, greenwaste, or construction and demolition waste.
Waste Management is the largest waste and
environmental services company in New Zealand. We Finally, Canterbury Waste Services is our brand which
provides services to Transwaste Canterbury Limited. It’s more than compliance, Through perserverance Safeguarding our We are proud, proactive
have provided services across the country for more it’s fundamental to and innovation we always environment ensures we and engaged!
than 35 years, from general waste and recycling for Changes to our operations during 2019 everything we do! find the answer! have a safe, clean and
commercial clients, to hazardous waste treatment for • We represent Waste
During 2019, we continued to evolve our operations in healthy future. Management wherever
industry and kerbside collections for residential homes. • We are equally • We stay curious and
response to market needs. committed - no inventive • We take responsibility we are
We’re specialists in waste minimisation, resource recovery We enjoyed expanding into Queenstown, through provision of exceptions • We step up and get personally • We are actively involved
and recycling. We see waste as a valuable resource, which the Queenstown Lakes District Council household waste and • We look out for each involved • We keep it clean, we keep • We respect our
can be reused, redirected, or recycled back into a circular recycling collection services, as well as through expansion of other and everyone we it tidy
• We take time to customers and
economy. From turning greenwaste into compost, milk bottles our commercial services to customers in the region. have contact with understand and explore • We promote the good we ourselves
into wheelie bins, or old tyres into fuel, our focus is on finding
a beneficial, sustainable re-use for the community’s waste. In Auckland, our new five rated Green Star Auckland • We respect local rules the options first all do • We say ‘Hi’, ‘Goodbye’
headquarters at East Tamaki was completed at year end. • We wear safety well: half- • We work as a team and • We bring a good attitude and ‘Thank-you’
This includes owning and managing modern landfill and done is half-hearted count on each of us every day
energy parks, where waste is carefully contained to collect Our Wellington recycling operation and a small site office in
playing their part well
landfill gas which is used to generate renewable electricity Hamilton were closed in December, with staff relocated into
that can power more than 23,000 homes across New Zealand our central Hamilton site.
and 100% of leachate from our landfills was captured.
Our Living Earth facilities have more than 20 years’
experience turning organic waste into compost. Our plant
Health and Safety • Safety and environment Promoting team health
• Heavy/ light vehicle/ plant and equipment The happiness, health and wellbeing of our team is a priority and
in Christchurch processes nearly 50,000 tonnes of food and
We are very clear on what drives health and safety at All staff attend our health and safety Toolbox Talks each we have put in place several programmes to achieve this.
greenwaste annually. Overall in 2019, 112,141 tonnes of food
and garden waste was turned into compost. Waste Management– we want our people to go home month. These assess and review best practice safety
procedures, and are a forum for improving our performance • All our team members have access to Vitality Works, which
safe every day.
Our materials recovery facilities across New Zealand process through shared experiences. Every meeting involving four includes free annual medical check-ups and access to a
a range of materials from old corrugated cardboard to glass To ensure this happens, we have developed robust Health, or more Waste Management staff starts with a “safety range of videos, articles and information on health and
to plastics so they can be sold as a commodity input into Safety, Environment and Quality (HSEQ) systems to ensure moment”, where one attendee provides a relevant safety tip wellbeing
making new products. In 2019, 121,068 tonnes of recycling the safety of all team members, as well as members of the or observation for the benefit of everyone. • Our Employment Assistance Programme offers free,
was collected. public, which is externally audited. Our focus on safety
Every branch of Waste Management also has a safety confidential counselling
is a continual work in progress, backed by our senior
Through our Waste Management Technical Services brand, management, and fully documented with rigorous company- committee, which regularly reviews that branch’s own safety • We undertake mandatory drug and alcohol testing and
we provide disposal services for hazardous waste, liquid wide management systems. performance. provide rehabilitation, if required
waste, medical and biohazardous waste, sharps, oil waste,
We have a nationwide training plan, which includes two main • Access to a stop smoking programme
tyre recycling, and asbestos. In 2019, 73,986 tonnes of
types of training - core and elective.
“Safety is at the heart of everything we do”
hazardous waste was removed and treated. Further detail in Appendix iii: Our Health and Safety results.
All our team members are required to complete core training, Risk identification
comprising of four courses:
Waste is carefully contained to collect landfill gas We have identified 13 critical risks, which are the hazards
which is used to generate renewable electricity that can • Company induction that pose the highest consequence of injury or ill health in our
power more than • Site induction operations and we have a comprehensive strategy to raise
23,000
awareness of these risks and to address them.
• Risk management awareness
• Injury management SLAM to be safe
Elective training courses are not required, but are identified We SLAM. Stop, Look, Assess, Manage. It’s the approach
for individual employees based on compliance and risk we take to every task and our staff are trained to SLAM and
homes across New Zealand. management for their position. Elective training includes make the right safety decisions for the circumstances.
numerous modules in the following categories:
29 ffg.nz ffg.nz 30Sustainability Advisory Board
About Waste Management
Sustainability Advisory Board outside of the seafood sector in New Zealand, as well as
more widely around the globe.
Carbon Footprint Emissions in 2019
We achieved a reduction in operational emissions of 1.1%
Our Sustainability Advisory Board provides an external Lisa is a visionary and strategic leader, with strong technical Through the Climate Leaders Coalition, we have in 2019 against our baseline year of 2017, with a reduction
lens on our progress in implementing our strategy. skills, passion and drive to achieve exceptional outcomes. committed to reducing our carbon footprint in line of 0.4% between 2018 and 2019. Diesel, which makes up
She is a highly motivated, capable and solutions-focused 72% of our operational carbon footprint, was the same
The Board gives challenging and constructive feedback, with the Paris Agreement, aiming to keep the world
professional, with a track record of success in leading, as 2018, which is a good result after an expansion into
along with direction and advice in relation to our future designing and delivering best practice sustainability within two degrees of warming.
Queenstown during 2019.
sustainability activities. programmes. In 2019, we achieved our target to create our first carbon
Two good reductions in emissions last year come from
Members in 2019: footprint reduction plan, which identifies a range of carbon
Tim Manukau our EV light fleet programme and reduced air travel. Petrol
reduction projects to reduce our impact on climate change
regular emissions reduced 34% as in 2019, 33% of our
Sir Rob Fenwick KNZM (Chair) Tim is of Tainui Māori descent and is currently the Deputy and to help us move towards a future low carbon economy.
light fleet is now plug-in electric. Air travel experienced a
Director of Te Waiora Joint Institute for Freshwater These projects include an ongoing expansion of our EV
Businessman, environmentalist, professional director and significant 30% reduction in flight emissions, following an
Management (Waikato University & NIWA) and an truck programme and new projects such as our first ever
farmer, Sir Rob belonged to several sustainability advisory 14% decrease the year before.
environmental advisor and consultant to councils, iwi and electric bin and truck washes at our new facility in East
panels including Air NZ and Westpac and chaired the
Tamaki in Auckland. Our carbon footprint reduction plan
Fonterra panel. He was chairman of Aotearoa Circle and
corporates.
does not use carbon offsetting to meet our reduction Ownership
Sustainable Seas National Science Challenge, and director Tim was a long time Environmental Manager for the Waikato-
targets and goes into effect during 2020.
of Te Papa Tongarewa and Ngati Whatua Orakei’s corporation Tainui iwi and an advisor on the Waikato River Treaty Waste Management NZ Limited is a New Zealand-
Whai Rawa Ltd. Settlement negotiations. Tim was a technical advisor to the Waste Management’s largest emissions are Scope 1 which
based company, with its headquarters at 318 East
Iwi Leaders Group for Freshwater and Climate change; and make up 88% of our carbon footprint and come from
He was an inductee of NZ Business Hall of Fame; recipient Tamaki Rd, East Tamaki, Auckland.
developed joint management agreements and ministerial our landfills and diesel use through our truck fleet; direct
of the Blake Medal; an honorary doctorate from Lincoln
accords with local and central government, which promoted emissions (Scope 1) occur from sources that are owned or We are part of the Beijing Capital Group, which is a leading
University and was knighted for services to business and
sustainability as a core principle. controlled by the company. group operating in the solid waste, water and environmental
the environment in 2016.
Tim has represented corporate, government, council, iwi and 72% of Waste Management’s carbon footprint is from protection industries. Beijing Capital Group Co Limited is
Lisa Martin landfills, which reflects the amount of waste generated by the ultimate holding company of Waste Management.
community interests in the area of resource management
Lisa Martin is the Managing Director of her own consultancy, for many years and has acted as an independent hearings the communities we service and are highly variable. As we Waste Management is also involved in the following
specialising in business strategy, risk and sustainability, and commissioner and review panel member for resource do not directly control the amount of waste generated by joint ventures:
until recently was the General Manager of Sustainability at consents applications and Environment Court appeals. Tim the communities we service, our carbon footprint reduction
was a member of Hamilton City’s Environmental Sustainability plan focuses on reducing our operational carbon footprint, • 50% ownership of Waste Disposal Services with
Sanford Group, New Zealand’s largest and most diverse
Strategy Leadership Forum and has been an advocate for which excludes landfill emissions. However, Waste Auckland Council
seafood business, where she made a significant contribution
to Sanford’s leadership in sustainability, both within and indigenous sustainability practices and knowledge both in NZ Management remains focused on limiting the emissions • 50% ownership of Transwaste Canterbury Limited with
and overseas. from our landfills, ensuring we capture maximum landfill gas the other 50% owned by Christchurch City Council, and
to generate renewable electricity. the Hurunui, Waimakariri, Selwyn and Ashburton district
For transparency we will continue to report our total carbon councils
footprint, which includes landfill emissions. • 50% ownership of Midwest Disposals Limited with
Our base year is 2017, and an equity share approach was Envirowaste Services Ltd.
used to calculate our carbon footprint.
Waste Management’s carbon footprint 2017 to 2019
2017 2018 2019
Scope 1 160,227 121,771 196,023
Scope 2 928 939 744 “Further reducing
Scope 3 26,188 26,497 25,308 our carbon
Total gross emissions 187,344 149,207 222,075 footprint will
All GHG emission gases are included and the emission factors are defined as per the Toitu Carbonreduce programme.
not be easy. But
Waste Management’s Operational Carbon Footprint we have clear
2017 2018 2019 and significant
Scope 1 34,846 34,114 35,248 goals, and we
Scope 2 928 939 744 are committed to
Scope 3 26,188 26,497 25,308 delivering them.”
Total operational emissions 61,962 61,550 61,300
All GHG emission gases are included, except landfill emissions, and the emission factors are defined as per the
Toitū Carbonreduce programme.
Left to right: Managing Director Tom Nickels and Sustainability Advisory Board members Sir Rob Fenwick, Lisa Martin and Tim Manukau 1
Carbon dioxide equivalent, or CO2e is a term for describing different greenhouse gases in a common unit. For
any quantity and type of greenhouse gas, CO2e signifies the amount of CO2 which would have the equivalent
global warming impact.
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