Carbon Reduction Plan

Commitment to achieving Net Zero

EVISA SOLUTIONS LTD is committed to achieving Net Zero emissions by 2030.

Baseline Emissions Footprint
Baseline emissions are a record of the greenhouse gases that have been produced in the past and were produced prior to the introduction of any strategies to reduce emissions. Baseline emissions are the reference point against which emissions reduction can be measured.

Current Emissions Reporting

In order to continue our progress to achieving Net Zero, we have adopted the following carbon reduction targets. Using these projects we project that carbon emissions will decrease over the next five years to 43 tCO2e by 2027. This is a reduction of 27.65%

Carbon Reduction Projects
Completed Carbon Reduction Initiatives
The following environmental management measures and carbon reduction projects are being implemented to achieve this plan. These include fully electric company car fleet, changes in policy initiating a reduction in company travel, increased work from home and office energy efficiency measures regarding heating and lighting. The carbon emission reduction to be achieved by these schemes equate to 5 tCO2e, an 8.5% reduction against the 2022 baseline and the measures will be in effect when performing the contract

Declaration and Sign Off
This Carbon Reduction Plan has been completed in accordance with PPN 06/21 and associated guidance and reporting standard for Carbon Reduction Plans.
Emissions have been reported and recorded in accordance with the published reporting standard for Carbon Reduction Plans and the GHG Reporting Protocol corporate standard and uses the appropriate Government emission conversion factors for greenhouse gas company reporting.
Scope 1 and Scope 2 emissions have been reported in accordance with SECR requirements, and the required subset of Scope 3 emissions have been reported in accordance with the published reporting standard for Carbon Reduction Plans and the Corporate Value Chain (Scope 3) Standard.
This Carbon Reduction Plan has been reviewed and signed off by the board of directors (or equivalent management body).
Signed on behalf of the Supplier:

Date: 1st June 2024

Robert Shaw
Partner | Public Sector

It was around 508 BC that democracy is believed to have originated in Athens. That’s 2531 years ago, and 4 months to be precise.

Like most things of course, this is debatable because there is evidence to suggest that democratic systems of government may have existed elsewhere in the world before then, albeit on a smaller scale.

The word democracy comes from the Greek words, “demos” meaning people, and “kratos” meaning power; said democracy can be thought of as “power of the people”: which depends on the will of the people.

in Athens, it was a noble named Solon who laid the foundations for democracy, and introduced a new constitution based on the ownership of property. According to this, Athenians were divided into four classes, with political power distributed among them. The highest offices went to those people whose land produced 730 bushels of grain, while the lowest class comprised of labourers who could not hold office, but who could vote in the assembly. Importantly, under Solon’s constitution, native-born citizens could not be enslaved by their fellow citizens.

Unsurprisingly, Solon’s reforms eventually broke down as the ruling classes began fighting among themselves, taking Athens to the brink of civil war. Further iterations then occurred before a man named Cleisthenes enlisted the support of the common people by proposing a new constitution. This new constitution included the establishment of sortation, which saw citizens selected at random to fill government positions, rather than attaining them through inheritance.

It wasn’t every five years that Athenians had the right to vote in the ekklesia, like it is now, but every 10 days. Imagine how many times we would vote to change our government if we could do it every 10 days. 

Elections are happening in many places this year not least for us in the UK but also America. I guess we should all hope for fair, free and peaceful elections such is the aim of democracy. I’m sure there’ll be some people worrying that these could be the last election before AI really starts to take hold. Who knows?

The point about democracy is that we as citizens get to choose who we want to vest power in to make decisions for us. The choice is both that of a party to govern and the choice of a person as well as a wider team to lead both nationally and locally.

So, we look at the party and we look at the people and we look at their policies and we look at their capabilities to deliver those policies. We look at their experience and we look at their potential.

But we don’t look too closely because, if we did, we would subject them to a much more rigorous recruitment process than we do today. We would look at their background, their experience, their attitude and their behaviour. We might do what we do with university graduates and put them through test after test with only the best getting through to the final stage. We might have them undergoing psychometric assessments so we can predict how they would deal with certain situations, how they would deal with pressure.

For sure, we know that the next five years is going to come with a lot of pressure whether it is defence and security or making difficult financial choices, balancing the needs of education versus health versus taxes versus benefits versus climate. I guess many of us remember the infamous note left by Liam Byrne in 2010 for his successor David Law’s saying “Dear Chief Secretary, I’m afraid there’s no money. Kind regards - and good luck! Liam.” No doubt, we are fearing the same again.

To make a point out of all of this, I was listening to a series of podcasts in which global business leaders shared fascinating insights into transformation. They explored their emotional journeys as they led their organisations through periods of change and gave some deep insights into what it means to be a 21st-century leader who delivers transformation. The parallels between transforming a company and transforming a country were intriguing.

The series talked about making a call when the status quo is no longer working - remember they are talking business here - a social movement of change, bringing ideas from the group of people to make decisions and seeing what is coming next to create opportunities, before it becomes a crisis. The leaders who were interviewed, each in their own way, showed what it means to lead into the future with humility, honesty and a strong focus on performance.

I can’t go into a lot of detail about everything they covered but a few points and quotes really stood out and showed how interchangeable transformation in a company is with that in a country.

Rob Thomas, Chief Operating Officer of the Mercedes–AMG Petronas Formula One team noted ‘I wish I’d been braver at the start’. Rob is talking about how he led the transformation of the Mercedes team at a critical point in the company's history. He talked frankly about what worked and what he would do differently noting you are always learning lessons, often from failure.

‘Success involves seeing what’s coming and being there first.’ This was the line from Geoff Skinsley, the Chairman of L’Oréal UK and Ireland, when he was explaining how L’Oréal was able to transform into a digitally ready and digital first organisation. They were able to embrace disruption, seeing a clear choice: ‘Either we take part in the disruption or we ourselves will be disrupted.’

The Head of Global Corporate Affairs at Riot Games, Gaude Perez, said ‘Don’t underestimate as leaders the distance you might have from the day-to-day experience of some of your employees.’ Here, Gaude, was talking openly about the cultural transformations Riot Games undertook to shift the disruptive communication behaviours that had emerged particularly with the impact of the pandemic, and how she helped the company's culture by constructing a social movement within the organisation.

With the division that elections so often bring, the other interview that stood out was with Allison Rossiter, the Managing Director of Roche Diagnostics in Australia. Allison talked about how ‘1950s leadership doesn’t work anymore,’ where you must ‘do what I say.’ She stressed the importance of promoting inclusivity and the process of finding the right decision together as a team.

With our recent history of Brexit, I guess it’s hard for people to come together in this way, but for transformations to be successful Allison Rossiter really does have a good point. So we go to the polls, recognising the drivers sitting behind effective change, are not necessarily that different whether you’re a company or a country. We are looking for great leadership, a clear vision, a well thought out plan, strong and effective governance, recruitment of the most talented team we can get, and the most prudent and wise use of the investable funds. We also need to trust.

Thinking back to the Athenians, it probably wasn’t too much different for them.

Find the best transformation leaders and talent with Malikshaw Interim & Executive...

Malikshaw Interim & Executive work closely with organisations to deliver real world outcomes from transformation and change programmes. Whether it is about people, process, technology, data or product, our talent pools contain the very best leaders and domain specialists that can help to drive your organisation's next stage of growth and transformation.

And while outside it was a grey Fermanagh Saturday afternoon, the tension and expectation inside the Manor House hotel was at Fever pitch.

All eyes were anxiously glued to the television to witness a bit of proud history in the making.

And when the final whistle sounded, the iconic Cellar bar erupted in electric elation in a sea of blue jerseys that included fans from as far away as Portadown and Drogheda, who punched the air and shared in unbridled delight.
For an hour beforehand upwards of 80 fans, all decked out in the blue of the boys, which also included well-known figures from Enniskillen town, were there to savour the occasion. Looking on, you could have been forgiven for thinking this was some major local celebration when, in fact, the real celebration was happening 500 miles away. Even more strangely, 4000 miles away, Ed Sheeran the singer, was doing his best to host a similar party.
What connected these events was a joint celebration of a remarkable transformation. A transformation that showed how, in just three years, you can change the fortunes of an organisation and, indeed, a whole town. How you can move people from anger to happiness, from tears of frustration to tears of joy, and you can give people hope where for many years there had been none.

When Ipswich Town football club was taken over by Gamechanger 20, funded by the Arizona Public Safety Pension fund, the new owners set in train the beginning of a transformation program that wouldn’t only change the fortunes of a football club, but would contribute towards transforming the trajectory of a whole community. Conservatively, promotion last weekend to the premiership will deliver at least £125 million into the Football Club and, if you use Brighton as an example, the estimates are that their promotion has contributed £600 million into the local community. Staggering figures that can transform communities and vastly improve people’s lives if invested wisely.

On the pitch, the results were phenomenal. In the last two seasons, the manager has won more points than any other manager out of all 92 clubs including Pep Guardiola. His points tally in two seasons have been 98 and 96. Goals, 101 and 92. Losses this season, just 6. Double promotion in 2 years. A win percentage only beaten by a couple of Premier league clubs. An exciting, brave brand of football. We could go on..
There has been a lot written over the last two years about the transformation that the football club has been going through, and what have really been the key defining factors. In county Fermanagh, everyone gathered was celebrating who many argue is the fundamental reason for success, and that is the manager.

The Manor House Hotel is where Kieran McKenna the manager of Ipswich Town hails from and remains a pub that is run by his mum and dad. Even the most high-level research will bring comments from many a journalist and sports pundit that it is McKenna’s leadership expertise that has really transformed the fortunes of the club. I’m sure many of us would not disagree because, in all transformation programs, the quality of the leader often determines the outcome of the program. A great leader will plan effectively, organise well, inspire, and motivate people, and use all his or her talents to make sure no stone is left unturned in the search for perfection.
People referred to McKenna’s intensive approach to learning, how he moved into coaching at an early age and progressed through the ranks, thirsty for knowledge, which ultimately led him to be on the coaching teams of three different managers at Manchester United. He was seen to be a star of the future because of his tactical ability, his work ethic, his attention to detail, his focus on coaching people to improve, and his maturity in dealing with people and their emotions.

When asked yesterday about the reasons for their success, every player cited McKenna as the main reason. The captain said “the manager has transformed the culture, transformed everything. I’m sure he’s going to get it, but he deserves a lot of credit. Without him, we wouldn’t have done this today.” Even an ex-manager has called him a genius!

But one person doesn’t make a team, and McKenna had a team around him, from the ownership group to the Chairman and the CEO, who together created a vision and a plan and executed it to perfection. Some argue that this is as much the reason for the success as the manager himself, as it has allowed McKenna to really exploit his own abilities, knowing that everything else is in place to support him in achieving his goals.
Indeed, the CEO is being held aloft almost as much as the manager. He is the person who has led the delivery of the vision, hired the manager, shielded the manager from the business pressure, and who has put in the structure for success both on and off the pitch. He has driven the commercial vision, owned the community engagement vital for creating the growing fan base, and implemented a culture and a model that he believed was right for the business, for the staff and for the community. He has been bold, brave, and attacked everything with a steely determination.

Another argument that’s put across has been the managers’ recruitment policy. How he has found people who would fit seamlessly into his system. A lot has been made of the fact that he hasn’t spent much money compared to several of the clubs around him, maybe even only 10% of what others have spent. Indeed, he brought in people who were misfits at other clubs but who, with the right coaching, he knew had the potential to be key members of his team.

He bought some in permanently, and then he astutely used the loan ‘interim’ market and brought in specialists at just the right time to give his team an extra nudge. For this, you could commend the scouting network, or do you again commend the leader for directing the scouting network effectively, making sure they knew precisely the types of players they needed to bring in to fill a gap. Surely, it’s both, but you can’t deny the role of the leader.

The result has been a team that is a team and isn’t a set of individuals. It is a team without superstars, but it is a team, a group of people that each know their job and the role they play. The players say they are coached harder than anyone else, they train harder than anyone else, and say they know their jobs better than anyone else. Equally, they say it is the best team culture they have ever worked in. That it is a family. That they are trusted. That it is a high-performance environment in which they each know that every day, if they work hard, they are going to improve.

Great leaders hire well. From the outside, it looks like the investors have hired a great leader (CEO), who in turn has hired another great leader (Manager) who then has hired a great team. It almost sounds easy doesn’t it.

I guess the final point about transformation, which is as true for football clubs, as it is for other types of organisations, is will it be sustainable? For all the joy and the benefits that people get through such visible and impactful change, these can so easily be undone if the foundations have been laid on sand. We all know that the true measure of a successful transformation must be whether it is enduring, so we’ll see. The CEO says they have tried to build a house of stone. Let’s hope so!

You might not be a football fan but if you follow this link, you will hear an insightful interview with the CEO in which he picks apart how this transformation has come together. It is a masterclass in Leadership. https://youtu.be/WcXxFRRB06o?feature=shared

Find the best transformation leaders and talent with Malikshaw Interim & Executive...

Malikshaw Interim & Executive work closely with organisations to deliver real world outcomes from transformation and change programmes. Whether it is about people, process, technology, data or product, our talent pools contain the very best leaders and domain specialists that can help to drive your organisation's next stage of growth and transformation.