[OBSERVE: Use this field to inform the user (in your language) that the Join us page is only available in english]
How we create tomorrow's company
As a consultancy firm with no manufacturing, our direct negative impact from a global sustainability perspective is limited. However, we still have opportunities to better manage the emissions that are under our direct control with the objective to reduce them to zero.
To reduce our own negative impact, we have committed to set science-based climate targets aligned with a net-zero future, responding to what the latest climate science indicates is needed to limit the worst impacts of climate change. We make sure to set verifiable science- based targets through the Science Based Targets initiative (SBTi), which independently assesses corporate emission reduction targets against scientific best practice.
Climate awareness characterize every aspect of Cybercom’s operations. Cybercom commits to:
- Reduce absolute scope 11) and 2 GHG emissions by 50 percent by 2030 from a 2019 base year.
- Reduce scope 3 GHG emissions from business travel by at least 50 percent per employee by 2030 from a 2019 base year.
- Increase the annual sourcing of renewable electricity from 72 percent in 2019 to 100 percent by 2025.
Cybercom’s Code of Business Ethics and Conduct is complemented by the company’s Environmental Policy. It also has an environmental management system and the Swedish part of the system is certified according to ISO 14001. The environmental programme is based on the company’s environmental policy, environmental targets and action plans.
Each office adjusts the general environmental targets and action plans to their specific circumstances. We annually increase our use of renewable electricity. LED lighting and time-controlled lighting are being installed where possible, and sorting and recycling waste is a standard operating procedure at all offices.
The various IT solutions employees use for communicating with clients and internally are helping us to succeed in these initiatives. This has not only reduced travel, but it has also helped to streamline our operations and collaboration. Business travel reduced during the year as a consequence of Covid-19 and we increasingly travel by train compared with flying. Cybercom has almost no company cars.
2020 was an extremely challenging year for our societies in many ways. From an organisational perspective it was also a year of great development and valuable insight.
Cybercom made a swift move to ‘remote working’ early in the pandemic, where recruitment, onboarding, training and well-being activities were converted or redesigned to be digital. Health and safety adjustments including social distancing, refurnishing, ventilation, cleaning procedures and restrictions to create ‘Covid- smart’ offices were implemented. Our offices (with some local variation) remained open for employees and clients who needed access to our premises, however our recommendation has been that employees work from home as long as client agreements can still be honoured in all aspects. To secure healthy and good home working conditions, equipment from our offices has been made available for lending in order for employees to establish good home offices.
Embracing all the positive learnings from 2020 led to both internal and external opportunities for us to create a more flexible working model post pandemic. We want to have a forward- looking working model and continue to utilise all the opportunities and benefits that a digital workplace can offer in our ‘new normal’.
We want to offer as much flexibility as possible to support individual and teamwork styles, and switch to a more outcome-based approach where we secure individual and team productivity rather than focusing on physical location, while at the same time always honouring our client agreements and nourishing our culture. The work with this policy started during the autumn 2020 in close cooperation with our clients, employees and other stakeholders and the new policy will be launched in early 2021. This is an iterative process for us, and our policy will develop over time.
At Cybercom, our employees come from 45 different countries. The youngest is 20 and the oldest is 69, and 21 percent are women. We work actively to increase diversity and began measuring employee perceptions of diversity and inclusion within the company in 2020. During 2020, we adapted our long-term goal of increasing our gender minority above 30 percent among our personnel by 2022 as part of our diversity inclusion index.
As ‘Makers of a better tomorrow’ we provide our employees with meaning and value that goes beyond pay and career opportunities. Value- driven, goal-oriented, and deeply committed employees seek us out with the belief that we as solution providers can satisfy their deep-seated desire for meaningful work. With this promise comes great expectations and failing to deliver on our promise, could affect our ability to attract and retain employees.
A new KPI was introduced during 2020 to indicate if our employees feel enabled and empowered to take action towards a sustainable tomorrow within their role and responsibility (enabling the 17 UN Sustainable Development Goals). All employees are regularly asked to fill in a digital survey giving us quarterly status reports, presented as an index consisting of three questions:
- I feel that I contribute to a sustainable tomorrow by working for Cybercom – Score 6.4 of 10.
- I am expected and encouraged to take action within my role and/or responsibility, towards a sustainable tomorrow – Score 6.7 of 10.
- I am given the means necessary (for example tools, resources, time, knowledge, mandate etc) to take action towards a sustainable tomorrow – Score 6.1 of 10.
Our target for 2021 is to achieve a score of 7.0 or higher for each of the three questions. To improve our scores and reach this target, a cross-functional team of seven sustainability ambassadors has been given the objective to identify activities that can enable and empower our employees.
Our Sustainability Ambassadors
- Devote two days a month to working with sustainability.
- Work closely with the Group Leadership Team and a cross functional team of colleagues to deliver on strategic targets.
- Learn more about Sustainability and receive in depth training.
- Develop and present Cybercom’s work with sustainability internally and externally.
All Cybercom offices have Innovation Zones, which are creative hubs where ideas are born, technologies tested, pilot projects launched and prototypes developed.
In 2020, the pandemic created new societal challenges for people worldwide. The Innovation Zone saw this as an opportunity to contribute to a more sustainable tomorrow and focus on new solutions and more remote collaboration. This provided a channel for Cybercom employees to directly influence Cybercom’s own remote way of working and to contribute to a sustainable society. Highlights include:
- Participation in the hackathon ‘Hack- The- Crisis’.
- Development of a Covid-19 Response website based on the Mission Innovation Net-Zero Compatible Innovations initiative.
- Development of a mobile app for HSR (Håll Sverige rent) to support municipalities to identify and collect litter from oceans.
Leaders that are courageous and focused on sustainability will take Cybercom into the future. Adapting to the pandemic in 2020 put new demands and challenges on our leaders in terms of adapting to social distancing working remotely and providing their teams with reliable support in uncertain times.
We strongly believe in a cross-functional approach and are always seeking new ways to collaborate. Being a leader at Cybercom involves boosting employees, promoting collaboration and diversity and facilitating business that creates value for the client, Cybercom and a sustainable tomorrow.
During 2020, we continued our Leadership Journey and converted it into a digital programme. This is a new concept where 15 leader trainers are trained to support management with next level training (train the trainer concept) that was launched during the year. We have further updated our common toolbox and strengthened our internal structural capital by training leader trainers to reduce the need for external training facilitators. We launched a Future Leaders programme, which includes a mentorship programme. To further strengthen ‘One Cybercom’, we launched a global information hub for all leaders.
Head of Sustainable Strategy & Business Development
Make sure all fields are filled with valid information
Thank you, your message has been sent