Chow:Hill CSR 2019

This is our 10th year reporting on our business activities through a Company Social Responsibility (CSR) framework. Our report aims to broadly, simply, and importantly, transparently describe, evaluate and explain positive and negative impacts of our activities, while identifying our strategic goals and performance targets.

Chow:Hill CSR 2018 - 2019

Our report aims to broadly, simply, and importantly, transparently describe, evaluate and explain positive and negative impacts of our activities, while identifying our strategic goals and performance targets.

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360 Degree View

Since 2009 – members of the NZGBC and SBN; Green Star rated buildings; migrated from petrol to diesel, to hybrid and now moving toward electric cars; promoted travel planning; introduced video-conferencing; office HOP cards; CO2 emissions marginally lower per person but up for the company as a whole; funding riparian planting through Million Metres Streams; monitoring of all utilities, materials and waste streams; introduced Community Days for staff; flexible workplace employment; champions of a diverse team of people; operating a transparent business model and engaging actively with our people;  sponsorship of community, cultural and education programmes; contributed to biodiversity through urban and rural landscape projects; developed internal sustainable design guidelines; published ‘SEED’ an internal quarterly promoting sustainable ideas, thinking and practice; promoted environmental design measures  with our clients and introduced these into projects; and even earlier, designed the first NABERS-rated building in New Zealand.

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In that period – and whilst establishing and sustaining those activities – we successfully negotiated the global recession and smaller intermittent market downturns, have markedly increased market share in selected areas, expanded our client base, increased productivity, reduced write-off,  and increased return on investment to our shareholders.


Does this infer a relationship? We think a relationship does exist between the values that lie behind sustainable activity, and the sense of purpose that drives the business, and this connects with company prosperity. Our purpose has constantly been directed towards the wellbeing and betterment of our clients and our communities through building relationships, collaboration and design. Engagement creates opportunity between ourselves and long-term clients with similar values, and attracts like-minded others.


And yet….there is so much capacity and opportunity beyond this to develop the more sustainable outcomes that are needed and that we would like to achieve in the coming year and beyond.


Maurice Kiely  //  Director, Sustainability.

Financial

Generated 108% of budgeted revenue compared with 104% in 2016-2017, operating margin 17% above budget AND write-off 14% compared with 21% in 2016-2017.

Staff

Diverse team of 32 female and 35 male staff representing 14 countries of origin

Environmental

CO2 emissions increased from 116.07 tonnes to 125.5 tonnes

Leadership


In that period – and whilst establishing and sustaining those activities – we successfully negotiated the global recession and smaller intermittent market downturns, have markedly increased market share in selected areas, expanded our client base, increased productivity, reduced write-off,  and increased return on investment to our shareholders.

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Leadership

What drives the leadership of Chow:Hill is a set of core values – passion for what we do, creativity in how we approach our work, agility in the way we navigate projects with our clients, and integrity through personal commitment to doing the right thing.

A Final Word

Our long-term vision and purpose give direction to our business and whilst long-term, do change over time in response to external influences and internal needs and desires.

In contrast, our values are not mutable, are more personal and based on the experience and character of our business’ owners and governing group.

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