SSS Program summary

SSS Program summary Smart Sustainable Secure

We are smart with our information We are sustainable with our actions We are securing our future

8/8/2008 Author: Celeste Young

SSS - Smart Sustainable Secure is subject to copyright and cannot not be used commercially in part or reproduced without the author’s consent.

Smart Sustainable Secure Program Summary

Contents 1.

INTRODUCTION ......................................................................................................................... 3

1.1

What is SSS? .............................................................................................................................. 3

1.2

Background ................................................................................................................................ 3

2.

THE PRINCIPALS OF SSS ........................................................................................................ 4

3.

SETTING UP YOUR COMMUNICATION PROCESS ................................................................ 4

4.

THE TOOLS FOR ENGAGEMENT............................................................................................. 5

4.1 a. b. c. d. e. f.

The Newsletter/wiki page/ website........................................................................................... 6 What You Say .............................................................................................................................. 6 Climate Smart .............................................................................................................................. 6 At Home ....................................................................................................................................... 6 SSS Champions .......................................................................................................................... 7 Think Piece .................................................................................................................................. 7 SSS Snap Shot ............................................................................................................................ 7

4.2

SSS boards ................................................................................................................................. 7

4.3

SSS feedback ............................................................................................................................. 7

4.4

Visual imagery ........................................................................................................................... 7

4.5

SSS Update ................................................................................................................................ 8

4.6

Meetings ..................................................................................................................................... 8

4.7

Presentations ............................................................................................................................. 8

4.8

Informal communication ........................................................................................................... 8

4.9

SSS Smart Award of the Year .................................................................................................. 8

5.

THE MODULES.......................................................................................................................... 9

5.1

Research and SSS Updates ..................................................................................................... 9

5.2

Launching the module ............................................................................................................ 10

5.3

The process .............................................................................................................................. 10

5.4

Using research ......................................................................................................................... 12

5.5

Module completion .................................................................................................................. 12

6.

COMPLETION OF THE PROGRAM .......................................................................................... 12

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1.

Introduction

1.1

What is SSS? SSS is a behaviour change program that was designed to educate people about sustainability in a way that brings about active responses through embedding sustainability communication practice and understanding into current operational and communication systems. It was originally designed for a private manufacturing organisation and the focus of the program was sustainable use of resources but the principals can be adapted to suit other areas of interest. It was developed in 2006 and it was piloted in a manufacturing firm in 2008. This document provides a summary of key aspects of this program.

1.2

Background Sustainability is a way of thinking. When I was five my father who was a mining engineer decided we should emigrate from England to Australia. We packed up our house in Cornwall and moved to rural Victoria where we bought a farm. The first year we moved to our farm there was a drought. I still remember being given half a cup of water to clean my teeth with and bucketing the water onto the garden. I also remember that we wasted nothing; scraps were fed to the animals, string was plaited into hay nets, and wood scraps were collected and burnt during winter. When I moved to the city I was amazed at how extravagant people were. The thought that you could wash your concrete or just throw everything in the rubbish was totally alien to me. Ten years ago I stayed in Austria for four months. I was very impressed by how recycling and environmental issues were dealt with. To the Austrians it was a part of life and each individual had a responsibility, which they accepted. People would no more think about putting items that could be recycled in the normal rubbish than we would about throwing all our money in the bin. They had developed this in response to very limited landfill being available to them and it had become an automatic reaction. All forms of cultural patterning can be changed to adapt to a new environment but it needs clear leadership, collaboration and persistence to achieve this. We need to change the way we think so we can change the way we act and the only way to change the way we think is with knowledge.

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2.

The principals of SSS

SSS Principals and Actions

SMART

SUSTAINABLE

WE ARE SMART WITH OUR INFORMATION

WE ARE SUSTAINABLE WITH OUR ACTIONS

WE ARE SECURING OUR FUTURE

RESOURCE USE

RISK MITIGATION

FACILITY MANAGEMENT

PRODUCT DEVELOPMENT

PURCHASING

MARKETING

PRODUCTION

MEETING CLIENT EXPECTATIONS

RESEARCH INFORMATION COLLECT INFORMATION DISPLAY INFORMATION EXCHANGE INFORMATION

PRODUCT

ACT ON INFORMATION

SECURE

MEETING INTERNAL STAKEHOLDER EXPECTATIONS

The first step in creating a sustainable culture is making sure people have the vocabulary and knowledge necessary to engage with the topic. Creating clear messages that are meaningful and active is important. The principals listed above provide the thinking framework for SSS. They are the “what” of the program. Below them are listed the activity related to the principals or the “how”. The principal and supporting actions provide the thinking framework needed to support sustainability activities and understanding.

3.

Setting up your communication process As communication is the key factor to making this program work, looking at what forms of communication are available is the next step. Firstly you need to establish what is going to be the central form of communication for your program (see figure 2). You then look at how all the other forms can work in conjunction with this to create a flow of information that is present in all areas of the company. It is best to work with the communication systems you already have in place to start with. It can be as simple including sustainability on the agenda of your regular meetings or as an additional item on reports. This can help ensure that sustainability seen as part of the day to day operational conversation rather than separate.

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Email

Visual communication

Presentations

Central form of communication Newsletter

Feedback box

Feedback Portal

Informal Communication

Meetings

Notice Boards

Figure 2: Communication network for manufacturing company.

In the example above there is a mixture of working groups some of whom have access to computers who work in offices and productions workers who don’t. There is also a mixture of ages and cultural backgrounds and different levels of literacy. In this case the most effective form of communication is a newsletter because it is something that can be emailed to all areas or printed and put on noticeboards for people who don’t have access to computers. Visual aspects would be particularly important for this audience due to the different levels of literacy.

4.

The tools for engagement 1. 2. 3. 4. 5. 6. 7. 8. 9.

Newsletter/ Wiki page/website. SSS boards. SSS feedback portal/ box. Visual Imagery SSS updates Meetings Presentations Informal communication SSS Achievement Award of the Year

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4.1

The Newsletter/wiki page/ website The name for this is a key part of defining what you are trying to convey eg: Evolution, or Adapt. You need to keep the focus strongly on what can be done and what is currently interesting and exciting. Articles will need to have a positive focus as this is a topic where people can disengage very easily. The idea is that eventually the communication will become the central focus for ideas and discussion which will stimulate action. Anyone in the company should be able to submit an article for publication and it is important to encourage people from all areas to do so. The publication needs to be accessible to a range of readers and have a diversity of content. A central aim is to create a network of people who are connected by the idea of sustainability so that individuals do not feel that they are isolated with their efforts. It is also a key way of reinforcing positive behaviours through acknowledging people’s efforts publically. The basic format of the sustainability newsletter has regular sections and ideally should be no longer than 2 pages. Some suggestions for areas of focus are listed below. Giving team members a section each to research and write can also assist with building knowledge and capacity and stop people from feeling overwhelmed by the task. It can also help to have an editor who coordinates the team and makes sure that works published are developing the core themes and maintain publication quality. The publication should be established first before implementing the activity modules to provoke interest and build the context for the program. A minimum period of three month establishment period before starting the program is recommended. Once the modules start, this communication is produced regularly in line with the modules. Some suggestions for focus areas are: a. What You Say

This is a vox pop with a worker asking them about Sustainability and how they see it. This is not about a company view. It is about getting people to say what they really feel and to open up discussion. People are more likely to read and discuss something about someone they know. b. Climate Smart

This is a visually based article with a basic text featuring something that is a new innovation that would be of interest to people in your organisation, eg: The Beluga Ships’ sail or the solar powered ferries being built in Sydney. c. At Home

This is about ideas around the house to provide a personal context for this information that is outside of work so that sustainability is seen as something that can be applied on a personal level.

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d. SSS Champions

This is a focus on a department or an individual who has been or is involved in a current Sustainabilty initiative and outlines what they are doing. This provides a positive reinforcement of sustainability activities. e. Think Piece

This is basically a more in depth look at a relevant issue eg: The changing face of corporate focus. Anyone from the company can write this piece and it encourages different levels of thinking to be explored. f.

SSS Snap Shot

This is a key fact about climate change eg: Sea levels will rise a projected 7 meters if the Greenland ice sheets melt. The North Pole is predicted to be ice free by 2010. It is a simple way of getting facts across one at a time without overwhelming people. These facts need to be linked to context that people can relate so that it is seen as relevant. For example, if you are an organisation who has a lot of assets on the coast you can detail how sea level rise might affect you.

4.2

SSS boards If you can use an already existing notice board that is ideal but you may need to create a SSS board area where the newsletters, SSS bulletins and posters can be pinned up. It is also a place where office workers could put up articles that they think are interesting for other people in their work place. Making a team member responsible for the board in their area of work is a way of also building thought champions in an operation.

4.3

SSS feedback Feedback is an essential part of this program. Some employees have a very active interest in this topic already and are knowledgeable in areas that could benefit your organisation. You can use a web portal or group email for office workers or a SSS box for employees who do not have access to computers. The idea is to encourage employees to submit suggestions and observations as a way of monitoring levels of engagement and also identifying possible issues that are arising. It is important that these are responded to and passed on to the relevant department for consideration or publicised so that people can see that their ideas and issues are valued and that this is not a token activity.

4.4

Visual imagery This is one of the most effective ways to show people the current status of resource use and progress so people can see what is being achieved. It can take the form of a poster or laminate image that is put up at the beginning of each module in central areas of the workplace. With the completion of each module another image is placed next to it to show where you were and where you are now. The images for each resource need to be updated every 3 months regardless of which module is running.

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4.5

SSS Update This update provides items of interest and relevant information which is collated and processed into bulletins and visual material and is distributed through the organisation. These posters or bulletins can be supplementary to the newsletter and used to bring focus to areas. Eg: using recycling properly. Updates can be instructional, educational or to provoke thought. It can be useful to use a A4 format which can be emailed around and either read on the computer or pinned up on the boards for employees to read. These are published as an update every two weeks during each module.

4.6

Meetings SSS needs to become a formal part of the company conversation. The implementation of the inclusion of the SSS Update Bulletins in department meetings for discussion can assist better understanding being achieved and the sharing of ideas.

4.7

Presentations These could be from internal or external parties and need to be relevant to the particular module being implemented. There could also be special presentations to update departments when particular events occur such as the introduction of the carbon tax. Presentation by researchers or experts in relevant fields should also be encouraged as a way of building a working relationship between research and your organisation.

4.8

Informal communication Informal communication such as social networks within an organisation or talking is one of the best ways to source the knowledge bank within the company. Encouraging and participating in these conversations helps develop a supportive and curious culture.

4.9

SSS Smart Award of the Year Positive incentives are really important and an easy way to achieve this is through a competition. For example, a “SSS Achievement Award of the Year” could be a competition where the employees or departments submit suggestions about improvements or initiative. You could then select the best idea every three months and publish it with a photo of its author/s. All the best suggestions could be judged at the end of the year and a winner selected.

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5.

The modules Sustainability is different to other issues in the work place in that it is already part of everyday life for most people whether they are aware of it or not. There is a lot of information available so these three modules are designed around resource use as this is something that most directly relates to most organisations. As shown below the three primary areas are water use, energy use and recycling and each has a title that shows clearly the active theme.

SWITCH ON AND SWITCH OFF

TURN IT TIGHT

THINK BEFORE YOU THROW

ENERGY USE

WATER USE

RECYCLING

Figure 3: SSS modules

Focusing on one aspect of sustainability for a sustained period of time allows for interaction and a more complete understanding of the subject. This in turn will support changes in behaviour through using a 2 week cycle, prompt method. Each module runs for three months at a time after two months of research. See table on page 10 for details.

5.1

Research and SSS Updates It is very important that to have a clear starting point of usage for each resource. This needs to be made into a visual image which is displayed in the workplace prior to the start of the module so everyone knows what the starting point is. There is a lot of information available and the main task will be to work through this and decide what actions are going to be most effective. There are two aspects to this, one is behavioural and the other is practical. For example: To reduce energy use you would need to look at how you can motivate people to turn off electrical items when they are not being used at the switch. There may also be a practical aspect to this where some areas will need to be modified to make the switches accessible to people so they can achieve this. This information is then taken and turned it into a SSS update. The first four SSS Updates should be completed prior to the module commencing at the end of the research phase. The last two should include company feedback so they will be compiled later. Although two weeks between updates is the allocated time, this is flexible to allow for extra updates if something arises that is of specific interest or importance.

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The table below shows a possible time frame for the modules, research and updates.

Example SSS Research and Implementation Schedule Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Research SSS Module 1 SSS Module 2 SSS Module 3 SSS Updates

5.2

Launching the module Each module is initially introduced by the central form of communication with a feature article that explores the theme of the module and explains its intent. This is then followed up in two weeks with a SSS update and reinforced through meetings and relevant activities. There will be at least one presentation during each module by an internal or external party that is relevant to the topic in the first month of the implementation. It is however suggested that a broader program of presentations be undertaken as part of the program to build interest and knowledge in all areas of the organisation.

5.3

The process Once the module is launched then the SSS process begins, this process is embedded into work practice. (See process diagram overleaf). By using strategic communication and current operational systems in place, you can develop a base which will support further development of sustainability in a cost effective way which is more sustainable in the long term. By identifying and leveraging other areas of operational communication in an organisation you can also create feedback loops that will both engage and inform employees as part of a continuous process. It is important that this is not a one way conversation because you cannot build momentum and engagement if it is seen as simply directive. People need to feel that they are part of this, that they are listened to and that they can make a valid contribution.

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Process for SSS Module Start

Establish status of usage Energy/water/ recycling

Research methods of reduction of particular module

Establish strategies and put together SSS updates

Put Visual imagery around yard

Launch Module in newsletter

Presentations

No

Yes

Assessment of current use of resource

Put on SSS notice boards

SSS Update

Is module complete

Discuss in departmental meetings/ Toolbox

Feedback

Put up new visual image of latest usage versus previous

Feedback compiled and discussed with SHE

Release findings in SSS update

Feedback to be actioned

yes

Update to be released every two weeks until module completion

yes

Engage relevant stakeholders to activate feedback

No End

Notify person/s involved of outcome

End

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For sustainability to work it needs to become an accepted aspect of operational decision making processes. Embedding aspects of sustainability thinking into key operational tools such as capital expenditure forms, business cases, risk registers and regular meeting agendas can assist this in a tangible way which ensures it does not remain outside of the general operating processes. Including aspects of sustainability as part of business and project planning is another way to build organisational awareness. This can be achieved at a basic level by inserting questions into current planning and business templates such as:  Will this project use excess energy or water or create extra waste?  How much will it cost in the future if we don't undertake this project?  How will this benefit the company and the people who work here? It is also important to ensure that it is included as a consideration as part of strategic planning and policy development. Adding risks associated with sustainability and sustainability programs into risk registers can also help ensure that it becomes integrated into the quality assurance programming, which can assist overall monitoring and evaluation in this area.

5.4

Using research As sustainability is a field of innovation where knowledge is constantly growing, working with research is central. This can be done in many ways such as developing working relationships with universities, student placement programs and encouraging knowledge sharing programs with researchers. As some researchers can use very different language it is important to make sure that the researcher and the research material is translated into the organisation's context. It can help to have someone who can act as a translator of both written material and in meetings to avoid confusion and possible disengagement as a result.

5.5

Module completion Once you have completed the module then an assessment will need to be undertaken to see what has been achieved. These should then published as a one off update to let the employees know the outcome. A visual image can then be generated and placed in visually strategic areas such as lunch rooms and foyers to show what progress has been achieved. It is important to celebrate what has been achieved.

6.

Completion of the program Once the first cycle using all the modules is complete, an evaluation should be undertaken to assess the impact on current levels of resource use and also the level of knowledge in relation to sustainability across the organisation. A decision should then be made as to whether the modules need to be run again to reinforce behaviours or whether the organisation wishes to devise new modules to capitalise on current innovations and practices.

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