Genuine responsibility begins with a strategy and metrics .
The responsibility for the less privileged has been an integral part of the Deaconess Foundation’s DNA throughout its existence, which now extends for nearly 160 years. With the support of Deloitte's sustainability professionals, the Deaconess Foundation has renewed its sustainability programme and updated the metrics in order to align with the new requirements faced by the social and healthcare sector.
The goal of the project was to clarify the indicators of the sustainability programme so that they would serve the monitoring of the foundation’s essential sustainability topics and respond to the information needs of internal and external stakeholders.
Laura Niemi, Communication and Sustainability Director of the Deaconess Foundation, stated ‘It is crucial to make sustainability improvement areas visible and then create metrics; the metrics are then used to establish a baseline and set a clear goal. Measurability helps to increase understanding of sustainability issues and embed it in the entire organisation and everyday activities.’
- The objective was to develop operations in such a way that sustainability could be verified through metrics as concretely and transparently as possible. In the workshops led by Deloitte’s sustainability professionals, a wide range of information and insight was shared on the environmental, social, good governance and economic responsibility issues affecting the foundation’s operations. At the same time, the Deaconess Foundation’s employers’ regulatory and ESG expertise were increased. Deloitte’s understanding of the foundation’s features and its overall view of sustainability influenced its selection as a partner.
Suvi Kuusi, Sustainability Business and Human Rights Specialist at Deloitte, stated ‘Our collaboration with the Deaconess Foundation was an excellent opportunity to assist the foundation in defining key sustainability issues in both their non-profit activities and business operations. We aimed to highlight the Deaconess Foundation’s values and focused on the practical measurement of sustainability matters.’
The collaboration lasted throughout the autumn of 2022 and evolved into a comprehensive organisational learning process, involving a wide range of the Deaconess Foundation’s employees. As a result of the project, an updated sustainability programme with key performance indicators was developed across five different areas. Niemi particularly appreciates the clarity with which sustainability metrics can be communicated and integrated into practical operations. Sustainability risks are now part of normal risk management.‘
As a socially significant healthcare and social care operator, we cannot afford to not take our responsibility seriously. Our task at this moment is to take concrete actions and talk about them externally. With the project with Deloitte, we have also prepared in advance for the future demands of sustainability and, for example, regulations. Genuine responsibility is an important part of our employer experience’, Niemi concluded.