© 2017 Catapult Ltd. All rights reserved.
Catapult has a small carbon footprint. Our biggest contribution to carbon emissions is air travel. We have implemented a carbon offset policy with 100% consultant compliance. Our ability to further reduce the impact of carbon emissions is limited. Where Catapult has, and will continue to make its major contribution as an SBC member, is with our social, and to a lesser extent, economic sustainability initiatives.
In 2017, Catapult’s total emissions were 41.284 tCO2e as measured using the ACE Carbon Calculator. Of this total, flights made up 30.19 tCO2e of emissions making it the source of approximately 75% of Catapult’s emissions. Road emissions contributed 4.91 tCO2e, gas use 4.14 tCO2e, and electricity 2.05 tCO2e.
These results show that Catapult’s carbon footprint is small and that our biggest contribution to our carbon footprint is air travel.
Progress to date
From 1 April 2016, we put in place a policy of all Catapult consultants offsetting carbon emissions in their air travel. We have had 100% compliance to this policy.
A review of the Catapult business and operating model in 2017 resulted in the decision to continue to operate a business model that has all eight consultants operate from home offices. A core consideration for continuing this “work from home” model has been an ongoing commitment to eliminate carbon emissions from commuting and energy consumption from other forms of office power usage. With consultants spread as far as Nelson and Auckland this is a considerable reduction in emissions.
In 2018, we are committed to further reducing the impact of air travel by actively minimising travel for meetings by utilising skype and other similar platforms. Where travel is necessary, we will “bundle” meetings and engagements to reduce trips.
In 2018, we may secure additional Catapult consultants as the business grows meaning that there may well be an increase in our carbon emissions. Our commitment is to ensure that we minimise the impact of our growth on the environment by continuing to apply our business model, minimising air travel where possible, and ensuring new consultants comply with our carbon offset policy.
In our last report, we stated that we would be looking to reduce the use of paper resources for our leadership programmes. We undertook an assessment (desk and client research) as to whether a switch to online learning resources and content would be beneficial. The result of this assessment is that participants continue to want hard copy programme resources, and as such, we have not made a switch to online. We will continue to monitor client preference. Where we have made significant progress however, is in eliminating all hard copy promotional material such as brochure ware with all information contained on our website or sent to prospects in the form of online soft copy PDF brochures.
In 2017, Catapult designed and delivered the Future Leaders Programme for SBC members. The design and delivery was provided at a discounted rate. A core focus of the programme was equipping participants with the tools and mind sets to mobilise others to make progress on the SDGs. The programme was rated as extremely successful from attendees and SBC sponsors.
In 2017, Catapult provided its second year of Catapult Community Leadership scholarships. These scholarships are for community leaders making a demonstrative social or economic difference to their communities. The four scholarships, each worth $5,400, cover all costs for the recipients to attend Catapult’s three-day residential leadership programme held quarterly at Brackenridge Lodge in Martinborough. The value of these scholarships represent a significant financial contribution based on our overall revenue.
Recipients in 2017 were Nada Piatek, Sustainability Trust; Stephanie Clare, Age Concern; Leanne Dawson, Space NZ; and Gail Marshall, Community communication Collective.
In July, Catapult provided its second not for profit residential leadership programme with 10 attendees from the sector attending. This programme is essentially the same as the Catapult Leadership programme which costs $5,400 per person. The NFP programme is provided to not for profits at $2,700 per person by stripping out the residential aspect of the programme and by Catapult forsaking all but a small operating margin for the programme. This programme puts a world class leadership development programme within the reach of not for profit organisations.