MPS Corporate Social Responsibility Strategy

Report: 4
Date: 2 September 2010
By: Director of Resources on behalf of the Commissioner

Summary

This Corporate Social Responsibility (CSR) strategy confirms MPS commitment to responsible, sustainable policing services and to managing our organisation so as to balance environmental, social/ethical and economic impacts. The strategy is a coordinating framework that references existing objectives, policies and action plans, achieving implementation and continuous improvement through utilising current business processes, corporate decision-making and change management. Whilst recognising there is much good practice in the MPS regarding the management of our environmental, social and ethical impacts this strategy will allow the Service to identify and improve areas of vulnerability, whilst raising the profile of other areas where the MPS is already significantly delivering.

A. Recommendation

That

1. Members support the three year MPS Corporate Social Responsibility (CSR) Strategy, 2010-13, as attached at Appendix A.

B. Supporting information

What is Corporate Social Responsibility?

1. The terms Corporate Responsibility (CR), Corporate Social Responsibility (CSR) and Sustainable Development (SD) are all used by business and organisations to describe a broad agenda of issues that government, law and society require organisations to consider as part of their core business, to influence strategic thinking, planning and corporate reporting.

2. At a high level, these “issues” can be categorised under three ‘pillars’ of sustainability: environment, society and economy. In order to conduct business in a sustainable manner, these three themes- both singularly and in totality - must be given due consideration during corporate decision making so that, as an organisation, we can make informed decisions about the CSR/sustainability impact(s) of our actions. (Fig.1):

Figure 1 – Themes of Sustainable Development (available from charts PDF)

3. Generally speaking Corporate Social Responsibility is the act of an organisation ensuring it is a sustainable and responsible; being a "good corporate citizen". The European Commission defines CSR as the "voluntary social and environmental practices of business, linked to their core activities, which go beyond companies' existing legal obligations". The World Business Council for sustainable development similarly states, “Corporate (social) responsibility is the continuing commitment by business to behave ethically and contribute to economic development while improving the quality of life of the workforce and their families as well as of the local community and society at large.”

4. Therefore a Corporate Social Responsibility strategy confirms an organisation’s commitment to deliver its objectives in a responsible and sustainable way and to managing its practices in order to balance environmental, social, ethical and economic considerations.

5. It is also important to clarify the use of the term, “Corporate Social Responsibility” and its appropriateness/applicability to the MPS. The word ‘corporate’, in the context of Corporate Social Responsibility, “can often be taken to mean ‘big business’, although the word itself means neither commercial nor large. It relates to the formalisation of a body to act or be treated as though it were an individual, and in relation to CSR it can be helpful to think of it in terms of meaning the social responsibility of the behaviour of an organisation as a whole” [1]

6. CSR equally applies to the public sector, as to the private sector. It has been said that in a ‘facilitating’ role, public sector agencies enable companies to engage with the CSR agenda or to drive social and environmental improvements [2]. Public sector bodies can stimulate the engagement of key players in the CSR agenda (for example, by providing funding for research or by leading campaigns, information collation and dissemination, training, or awareness raising [3]). They can also develop or support appropriate CSR management tools and mechanisms, including awards, bench marks, and guidelines for management systems or reporting [4]. Public sector agencies can stimulate pro-CSR markets by creating fiscal incentives and by applying its public procurement and investment leverage [5].

7. The challenge - and ultimate key to success - for public sector bodies/agencies including the MPS in applying CSR, is to identify those priorities that are meaningful and relevant to our specific organisational context and to build on existing initiatives and capacities.

Drivers for managing Corporate Social Responsibility

8. The MPS is in the business of delivering effective and efficient policing for London’s diverse communities. In delivering its strategic outcomes of safety, confidence and improvement it has a corporate responsibility to ensure that key CSR/sustainable development issues are managed within the organisation. This will support in the long-term how the MPS delivers its business.

9. The following factors expand upon this ‘corporate responsibility’ and also the drivers for the MPS to develop a CSR Strategy:

10. Governmental: In its 2005 Sustainable Development Strategy ‘Securing Our Future’ the UK Government sets out five principles: Living Within Environmental Limits, Ensuring a Strong, Healthy and Just Society, Achieving a Sustainable Economy, Promoting Good Governance and Using Sound Science Responsibly. In addition, the strategy identifies ‘wellbeing’ as being at the heart of sustainable development. The Government has identified four priority areas for immediate action: ‘Sustainable Consumption and Production’, ‘Climate Change and Energy’, ‘Natural Resource Protection and Environmental Enhancement’ and ‘Sustainable Communities’; it also believes that ‘changing behaviour’ is a cross cutting theme closely linked to all of these priorities. As a result, an organisation as large and influential as the MPS is expected to be an exemplar in supporting sustainable development.

11. Legislative: There is a requirement upon the MPS to comply with legislation covering many aspects of our activities, both in the provision of policing services, as an employer in promoting race equality and human rights and to the environment. Legislation relevant to MPS Corporate Social Responsibility covers both generic organisational aspects, for example health and safety, equality and diversity, air quality, energy efficiency, carbon reduction and waste, as well as legislation unique to our core business. For example relating to the fair and judicious application of policing legislation around cash seizures, stop and search, periods of detention without charge, youth offenders, complaints and misconduct, to name but a few.

12. Mayoral: As part of the Greater London Authority (GLA) group, the MPS also has a responsibility through the MPA to contribute to the Mayor of London’s sustainable development vision and to support statutory mayoral strategies, priorities and programmes. Mayoral focus - through a mixture of reports, programmes, frameworks and initiatives - includes community safety, young Londoners, a sustainable London 2012 Olympic and Paralympic Games, transparency in the GLA Group, GLA Group budget guidance, a sustainable London economy, a high quality of life for all Londoners, responsible procurement, developing skills and employment opportunities including apprenticeships, implementing the Living Wage for London, promoting equality and volunteering. Current and draft mayoral statutory strategies relevant to the MPS include focus on Economic Development, Water, Climate Change Adaptation, Mitigation and Energy, Transport, Waste Management, and Air Quality.

13. MPA Scrutiny: The MPA’s Met Forward framework sets out how the MPA wants the MPS to develop and perform to improve confidence, fight crime and provide better value for money. The eight priority strands seek to drive delivery in areas such as public safety and confidence in neighbourhoods and public spaces, confidence in police tactics, partnership working, transparency and reporting, the Met workforce, the 2012 Olympics and Paralympics games, the Met budget and standards, performance & efficiency. Scrutiny around all of these issues emphasises the MPA’s close interest in how the MPS manage its environmental, social and economic impacts.

14. External Scrutiny: There is ever-increasing scrutiny from numerous and diverse external bodies on how the MPS manage its impacts upon society, the economy and the environment. These include external scrutiny bodies applicable to many other organisations, such as the Health and Safety Executive (HSE), the Information Commissioner's Office (ICO), the Audit Commission and also various NGOs and charities in the Third Sector such as the World Wildlife Fund (WWF), and Amnesty. Reflecting the unique nature of our policing services however is additional scrutiny from the National Policing Improvement Agency (NPIA), the Independent Police Complaints Commission (IPCC), the Crown Prosecution Service, the Home Office, Her Majesty's Inspectorate of Constabulary. (HMIC), and NGOs and charities such as the Damilola Taylor Trust, Crimestoppers and the National Community Safety Network (NCSN). An example of external scrutiny is from the Audit Commission. Each year the Audit Commission assesses how well the MPS is managing and using resources to deliver value for money and better, sustainable outcomes for local people. Their assessment of ‘resources’ encompasses a number of CSR issues including our use of natural resources, our environmental impact and our management of environmental risk, as well as our physical assets and people.

15. Public expectation: The public is well-informed about sustainability issues relating to the environment, society and the economy and as such are placing greater expectation upon organisations - including the MPS - to manage their impacts responsibly. This affects organisations’ license to operate by society. Increased community awareness of local air quality issues could, for example, alter public acceptance of and support for MPS transport and vehicle procurement plans.

About the MPS Corporate Social Responsibility (CSR) strategy, 2010 to 2013

Background to the MPS CSR strategy

16. Environmental, social, ethical and economic considerations can be somewhat broad and loosely-defined concepts. However, review of private and public sector CSR strategy components and reporting helps us to identify common themes and issues that are material to the MPS. Also the very fluidity of definition and scope of Corporate Social Responsibility provides the MPS with the flexibility to shape its CSR strategy to best reflect its unique role in society, its corporate priorities and how it expects them to be delivered in terms of the 5Ps.

17. It is important to recognise from the outset that the MPS already has significant experience in individually managing its environmental, social, ethical and economic impacts (both positive and negative) that would typically fall under the remit of CSR/sustainability. Examples include:

1. The MPS Climate Change Action Plan (CCAP) Programme; whereby the MPS has committed to a number of targets to reduce carbon emissions resulting from our building energy use. Delivery is through the Buildings Energy Efficiency Programme, the MPS Energy Efficiency Revolving Fund and other supporting initiatives.
2. The MPS Wildlife Crime Unit (WCU) is responsible for the coordination and management of wildlife law enforcement, awareness raising and the provision of support to Borough Wildlife Crime Officers within the London area. As well as protecting indigenous species, the WCU focuses on combating the illegal trade in endangered species of rare plants and animals. Since its launch in 1995, Operation Charm has been responsible for the seizure of more than 40,000 items made from endangered species. It is currently the only police initiative in the UK countering the illegal trade in endangered species.
3. The Kickz programme is the hugely successful youth social inclusion project championed by the MPS, that uses the power of football and the appeal of professional clubs to target young people in hard to reach or disadvantaged estates or wards with high rates of anti-social behaviour. Kickz offers young people the chance to take part in positive activity three nights a week, 48 weeks of the year. It was the winner of the Community Programme Award, Sport Industry Awards 2009. To date Kickz has engaged with over 34,000 young people.
4. The MSP Diversity and Equality Strategy for 2009-2013 drives the organisation in the delivery of our commitment to fair, dignified and respectful treatment and supports building and developing a talented workforce. It sets priority areas and objectives to benefit the organisation and London as a whole. In support of the strategy the MPS has the Equality Standard for the Police Service, which measures and monitors the achievements and improvements the MPS are making through the delivery of the Diversity and Equality strategy.
5. Equip to Achieve is an intensive one-year development programme designed for black and minority ethnic police officers, from constable to chief inspector ranks. The programme is part of MPS commitment to identify and develop talent. It forms part of a positive action strategy to improve representation and diversity in the organisation.
6. By delivering the Safer Schools Partnerships programme through forging close links between dedicated officers and schools, the MPS contributes to reducing the negative social impacts of bullying, truancy and exclusion from school - known to be linked with higher risks of youth offending and anti-social behaviour. Excluded young people, for instance, are more than twice as likely to commit offences as children in mainstream education. Officers often take on roles such as Community Governor and work closely with Social Services, Education Welfare Officers, Youth Offending Teams and other departments within a Borough.
7. At Christmas 2009 the e-Crime Unit (PCeU) took down scam websites that were generating millions of pounds for gangs. This firstly removed a funding source for other illicit activities, secondly protected Britain’s valuable, legitimate luxury goods economy, and thirdly protected innocent British shoppers from receiving either nothing at all or counterfeit products.
8. Seizure of cash from criminals (as part of the Community Cashback Scheme) is often utilised used by Safer Neighbourhoods Teams to positively benefit communities by responding to locally-identified priorities, such improvement of local areas with previous antisocial behaviour problems.
9.  The MPS lead the field [6] in responsible procurement as part of the GLA group; we have a Responsible Procurement Strategy, a Four Year Responsible Procurement Plan and a dedicated resource - the Supplier Diversity and Environmental Manager. The MPS assists with the implementation of the GLA Responsible Procurement Action plan and sharing of best practice and is the ACPO lead for Sustainable Procurement.

18. Developing a CSR strategy that draws together and builds upon these types of existing corporate strategies, activities and processes provides the MPS with a coordinating framework to identify, report and manage the complex myriad of our environmental, social, ethical and economic impacts as part of our overall business planning and performance management framework. It allows us to identify and promote from existing systems and processes the MPS’s work within the CSR agenda as well as identify gaps and develop appropriate action plans which support our overall business objectives.

19. Work is being carried out to map out the responsible individuals, teams and departments to these existing strategies, plans, policies and implementation programmes (mechanisms) that support each CSR objective. Logical ‘owners’ of each CSR objective will therefore be identified through this process and invited to become an owner.

20. The CSR strategy as a framework helps to support a more rounded, representative and consistent business planning and performance management. It drives management and implementation where there are gaps or failings in the management of our environmental, social and economic impacts, thus mitigating MPS exposure to risk.

21. The CSR strategy 2010 to 2013 also directly supports the current corporate objectives. A mapping exercise was undertaken to confirm this with guidance from the Strategy & Improvement Department, Resources Directorate.

22. The MPS CSR strategy reflects general corporate responsibility best practice, but crucially also the expectations of the public and communities, our employees, our partners, the MPA and other significant stakeholders upon the MPS. It allows us to promote our work in a new way with the aim of improving confidence and demonstrating value for money in the way we deliver safety across the capital. In this way the strategy supports the Commissioner’s 5Ps of Presence, Performance, Productivity, Professionalism and Pride, in terms of how he expects the MPS to deliver our strategic outcomes of safety, confidence and improvement.

Scope and Structure of the MPS CSR strategy

23. The Corporate Social Responsibility Strategy 2010-13 (see Appendix A) will be an externally published document, (external publication anticipated in September).

24. The CSR strategy applies to the MPS organisation in its entirety.

25. The MPS CSR Strategy document itself is made up of a series of sections, comprising:

1. Foreword;
2. About Corporate Social Responsibility;
3. Introduction to the MPS;
4. About the MPS CSR Strategy;
5. The CSR Strategy Mission;
6. The four CSR Priority Areas;
7. The CSR Strategic Objectives;
8. Governance.

26. MPS Management Board considered and agreed the components of the CSR strategy, including the Mission (see Appendix A), on 28th July 2010.

27. The MPS CSR Strategy mission is: “to ensure we deliver effective policing for the diverse communities in London through the responsible and sustainable management of all our resources”.

28. The strategy is structured around four priority areas - the outcomes of extensive consultation with MPS stakeholders (see ‘Process for Developing MPS CSR Strategy’ section below). The four priority areas provide a means of grouping objectives under common themes, and is considered best practice in current CSR strategy development, rather than having a long list of objectives. The proposed priority areas are: ‘Our People’, ‘Our Services and Engagement with Communities’, ‘Our Environmental Impact & Climate Change’ and ‘Our Organisation’. Under these are the strategic objectives. The way the priority areas map to the three ‘pillars’ of CSR is illustrated in Fig. 2 below.

Figure 2 - Mapping of MPS Priority Areas to the CSR ‘Pillars’ (available from charts PDF)

29. Through a consultative process described in the next section, we have developed twenty-one strategic objectives under these four priority areas, many of which mirror and utilise existing MPS strategies, objectives or policies regarding environmental, social or economic considerations. Use of these recognises that the MPS is not starting CSR from a ‘blank sheet’; the organisation has already been managing its environmental, social and economic impacts in different ways and to varying degrees particularly through the development and delivery of its Diversity and Equalities Strategy and its environmental management programme. Whilst recognising there is much good practice in the MPS regarding the management of our environmental, social and ethic impacts until now this has not been pulled together under one cohesive CSR strategy framework.

30. The rationale for why we do not simply directly replicate, word-for-word, relevant, existing objectives from the various corporate strategies/policies is because this would make the CSR Strategy document long, detailed and unwieldy, and possibly with a disproportionate focus on areas that happen to be more mature, or better-resourced at a given point in time. Instead, we have taken the key elements and ‘flavour' of the strategies and, with guidance and approval from Directorates’/departments’ representatives, summarised them into broader, higher-level objectives.

Process for developing MPS Corporate Social Responsibility Strategy

31. The rationale for Corporate Social Responsibility for policing was reviewed and the range of likely positive and negative impacts of our service and operations upon the environment, the economy and our diverse society were identified. These are often referred to as our material issues. Workshops with over 50 stakeholders inside the MPS were run to confirm and prioritise our material issues. We have benchmarked the MPS against organisations that share some similar characteristics or are recognised as being leaders in the CSR/sustainability field and we have taken counsel from multiple stakeholders from around the Service about how the MPS can - both now and in the future - best deliver its responsibility to the economy, society and environment.

32. The process for developing a robust MPS Corporate Social Responsibility (CSR) Strategy is represented in Fig. 3:

Figure 3 - Process for developing the MPS Corporate Social Responsibility Strategy (available from charts PDF)

Governance for managing Corporate Social Responsibility

33. The governance of MPS Corporate Social Responsibility is integral to the current corporate planning and performance management systems managed by the Resources Directorate, utilising the existing, established data channels/sources and data scope. Using these already-established reporting mechanisms avoids the risk of duplication in data requests on business groups. The additional benefit of drawing information slightly more ‘downstream’ is that we receive already-filtered ‘intelligence’, rather than raw data, which also facilitates consistency with what is reported elsewhere for other purposes.

34. The continuing development and delivery of Corporate Social Responsibility at the MPS will be through utilising existing local/Directorate mechanisms such as strategies, action plans and delivery programmes.

35. Internal performance reporting of CSR to MPS Management Board offers an alternative perspective to understanding our organisational performance; to capitalise on areas where the MPS is already significantly delivering and to identify and improve areas of vulnerability, thus supporting our work on Diversity and Equality as well as the environment. External, annual reporting gives us the opportunity to ‘tell the MPS story’ to our numerous stakeholders on how we manage our environmental, social and economic impacts as an effective police service. Further details on our internal and external CSR reporting is provided below.

36. Direction of travel will be assisted by establishing our organisation’s progress against a CSR ‘Maturity Model’ - setting out what short/medium/long term success in the management of our environmental, social and economic impacts looks like, and where we are at. This allows us to identify and address gaps and opportunities.

37. Where there is immature, insufficient, or no existing structure, governance or implementation to support the progress of an objective, we will work with the appropriate part of the business to understand the impact and extent of the ‘gap’, identify the skills and resources available to address the gap and the ensuing organisational benefits. See ‘Mechanisms of delivery / implementation of the CSR Strategy’ section, below for full details of implementation.

Senior Sponsorship

38. Given the broad remit of the CSR Strategy, the Deputy Commissioner will be the Sponsor of the Strategy, whilst recognising that Management Board leads exist for individual elements of the Strategy.

Mechanisms of delivery / implementation of the CSR Strategy

39. Best practice in corporate social responsibility implementation indicates that the following governance structures and processes need to be in place:

1. Implementation or action plans relating to the management of our environmental, social/ethical or economic impacts;
2. Performance management mechanisms for the Implementation/Action Plans including targets and KPIs and delivery timescales;
3. Clear governance structures including named responsible directorates, departments, units or individuals;
4. Clear reporting lines, frequency and timescales;
5. Scrutiny at an organisation’s highest management level;
6. Finance and resources for implementation.

40. As many of these governance structures and processes are already in place, it can be demonstrated that the implementation of the CSR Strategy does not impose ‘new’ or additional activity upon directorates, departments or units. Rather that this CSR Strategy is a framework that, for the first time, coordinates the management of our environmental, social and economic impacts through a single process. Its delivery is driven by existing governance structures and processes; for example CSR implementation will be driven by the Diversity & Equality Strategy, the Responsible Procurement Action Plan, the annual Environmental Management Plan, the Youth Strategy, and so on. The same performance targets and indicators (KPIs) already in use will provide the measures of our progress in CSR.

41. Delivery and implementation remains with the same directorates who have existing, established ownership and responsibility. Work is being carried out to map those individuals, departments and teams that are responsible for the general activities/mechanisms, plans, policies and strategies relevant to the delivery of the CSR objectives. A logical senior management owner will be identified through this mapping process & invited to own the relevant CSR objective. Table 1 below lists the MPS Corporate Social Responsibility Strategy objectives and the most likely Directorates to lead these, based on recognising existing governance arrangements.

Table 1 - MPS Corporate Social Responsibility Strategy objectives and likely Directorates to lead

Priority 1: Our People - Developing a talented and diverse workforce that enhances our ability to serve London effectively and respectfully

Priority 2. Our Services and Engagement with Communities - Making a positive social, environmental, and economic difference to London's diverse communities through effective community engagement, delivery of policing activities and improving partnership working at all levels.

Priority 3. Our Environmental Impact and Climate Change - Minimise the negative impacts of our activities on the environment and reduce the effects of climate change whilst furthering our positive impacts

Priority 4. Our Organisation - Delivering an open and efficient service, demonstrating accountability, transparency, value for money and sustainability to the public.

42. Additionally the Strategy recognises the important work of MPS partners in supporting, managing or driving activities that we recognise as contributing to the management of those environmental, social/ethical or economic considerations relevant to the MPS. For example, innovative community engagement work by individuals, statutory, voluntary or third sector organisations in partnership with the MPS, can have dramatic effects on crime reduction and prevention, often amongst vulnerable groups and young London. An example of a partner organisation’s role in delivering the MPS’s CSR objectives is the charitable arm of the Met - the Safer London Foundation (SLF). Their primary role is to support and promote community-led crime reduction and prevention projects.

43. The Strategy also recognises that its officers and staff make a significant contribution in terms of their own time and resources in supporting and engaging in charitable works. The MPS will continue to provide an environment in which activity is encouraged and supported.

44. The use of a CSR Maturity Model, setting out what short/medium/long term success looks like allows us to identify our current position, and address gaps and opportunities via implementation plans.

45. Each year, an annual implementation plan for each CSR priority area will draw upon relevant aspects of existing implementation or action plans that already manage MPS environmental, social or economic impacts - to track MPS delivery of corporate responsibility and ultimately realise our corporate responsibility mission.

46. Where any ‘gaps’ are identified in terms of management of MPS environmental, social or economic impacts - the management and ownership required to rectify will be evaluated on a case-by-case basis, and senior management guidance will be sought.

Annual Internal Management Reporting (including to the MPA)

47. The MPS Management Board will receive an annual corporate social responsibility performance report which will be reflected, in a summarised form, in the MPS Annual Report.

48. Corporate social responsibility performance reports will be by exception on a quarterly or half-yearly basis, via the Quarterly Performance Management report.

49. The MPA will receive an annual corporate responsibility report. It is proposed that this will be via the Communities, Equalities and People Committee, although clarification from the MPA will determine this.

Annual External Reporting

50. Being a "good corporate citizen" extends to an organisation being transparent about its material CSR issues, primarily through reporting its CSR performance. This can help improve confidence by positively engaging with our stakeholders and communities as an accountable, responsible body.

51. An annual MPS CSR Report will be produced for publication each September and will include key performance data and best practice case studies. Its information collation will also support the corporate budget and business planning process and inclusion of CSR into the Business Plan publication.

52. It is proposed that there will also be a CSR summary in the Annual Report.

Benefits for the MPS in having a Corporate Social Responsibility Strategy

53. Managing our environmental, social and economic impacts within a single, coordinating framework gives us the opportunity to bring together and report on a number of organisational management activities and deliver benefits. The Strategy also offers a focal point for tracking and managing the associated implementation programmes across the organisation.

• Compliance with legislation and a reduced risk of liability
• Improved audit performance and compliance.
• Support for our ‘license to operate’;
• Positively managing stakeholder expectations regarding MPS sustainability;
• Facilitate MPS positive response to scrutiny through improved transparency and reporting;
• Better negotiating and influencing power with external stakeholders;
• Enhanced PR: The MPS is already significantly delivering in the areas covered by CSR, but does not make the most of it;
• Simple, single-point support for business groups on delivering the varied CSR agenda;
• Grouping, mainstreaming and reporting of activity that may be viewed as ‘not core business’ but important nonetheless;
• Improved support to OCU’s/BOCU’s by providing a clearly defined framework and priorities;

C. Other organisational and community implications

Equality and Diversity Impact

1. An Equality Impact Assessment was conducted as part of the development of the Corporate Social Responsibility Strategy.

2. Internal consultation has taken place with all the key stakeholders and issues of diversity and equality have been considered as part of this process.

3. There has been no adverse impact identified through the EIA process and monitoring mechanisms have been put in place to assess the potential impact across the various diversity and equality strands. The development of the Corporate Social Responsibility Strategy will support the development and delivery of the MPS Diversity and Equalities Strategy.

Consideration of Met Forward

4. The Development of the CSR Strategy supports the promotion of confidence and safety and supports effective business planning within the Service. It will support the eight work strands in Met Forward.

Financial Implications

5. The costs associated with the CSR Strategy are built into the MPS Budget and Business Plan. New initiatives developed in annual CSR implementation plans will be subject to appropriate business cases and approval through our normal budget and business planning processes if investment or additional resources are required.

Legal Implications

6. The legal issues have been identified in paragraph 12 of this report. There are no other direct legal implications arising from the recommendations.

Environmental Implications

7. The proposed MPS CSR Strategy 2010-13, - covering environmental, social and economic considerations - replaces the outgoing 2005-10 MPS Environmental Strategy. The new environmental objectives in the CSR Strategy build upon the progress and success of the previous Environmental Strategy and will continue to be delivered by utilising the existing governance structures in place, such as the ESSG (Environmental Strategy Steering Group). However the environmental objectives in this new CSR Strategy now also reflect and drive important emerging issues such as carbon and climate change, and the MPS’s part in delivering a sustainable 2012 Olympic and Paralympic Games. This is significant in demonstrating the Metropolitan Police’s status as an environmentally-responsible and progressive police force, setting the example for other national police forces to follow.

8. Usually an ‘environmental implications’ section explores expected negative environmental impacts of the proposed option upon energy use and carbon dioxide emissions, water consumption, waste, travel and transport emissions and raw material use. In this instance, the new environmental objectives in the CSR Strategy 2010-13 ultimately improve the MPS’s environmental performance through the reduction in significant MPS environmental impacts. Also, the CSR Strategy will result in the beneficial integration of environmental management with economic and social considerations. This is shown in the table below.

Effect on sustainable development

9. Table 2 below indicates the expected effect of the recommended option (compared to the ‘do nothing’ option) on:

Table 2 - Environmental appraisal of CSR Strategy

D. Background papers

None

E. Contact details

Report authors: Ann-Marie Wimshurst, CSR Manager, RCOS, Property Services, MPS

For information contact:

MPA general: 020 7202 0202
Media enquiries: 020 7202 0217/18

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