Achievements in 2020
- 1,300+ graduates, interns and apprentices welcomed to our global team in FY20; making a total of more than 2,300 currently training with us.
- Participated in the Hiring Our Heroes fellowship program.
- Almost 2,000 Positive Mental Health Champions (an 11% increase on 2019) trained to support the mental wellbeing of our employees.
- One in every 29 employees trained as a Positive Mental Health Champion.
- 100% of Jacobs’ Senior Leadership Team trained in Positive Mental Health.
- Gold Award in the Mind Workplace Wellbeing Index.
- 34 teams and individuals recognized in our BeyondExcellence Awards.
- 2,400+ activities completed by employees to eliminate plastic during Plastic Free July.
- Six business achievement awards by Environmental Business International.
- Donated more than $300,000 in corporate and employee funds to Water for People.
- Around the world our STEAM Ambassadors held virtual careers fairs, ran live online classes and delivered new virtual work experience programs.
- Our 11-year Joseph Jacobs scholarship program added 20 new students and renewed the scholarship to 43 students, awarding $184,500 in total in FY20.
- Bringing technical capability to our communities: we are piloting a program in the U.S. to monitor COVID-19 spread in community wastewater streams.
- Eight Jacobs volunteers traveled to Sierra Leone to help relocate more than 2,000 people from across Freetown’s 62 slums.
- Published a company-wide Socio-Economic Inclusion Policy.
Shaping tomorrow: FY21 actions
- We launch a new global, integrated wellbeing (physical, mental, financial, social and workplace) strategy for Jacobs employees and their families.
- We launch our One Million Lives campaign, with a website and free app enabling users to check their own mental health and access resources.
- We expand our Executive Leadership Program, developed by Jacobs in partnership with Duke Corporate Education, to our next level leaders via our Amplifi3 Program.
- We share our new BeyondZero® strategy which sets out our plans over the next five years and beyond.
- All vice presidents will become Safety Ambassadors, committing to personally delivering safety training and more.
- We are refreshing our global Supplier Code of Conduct to ensure our suppliers align to our values.
- We are refreshing our PlanBeyond sustainability strategy and updating our materiality assessment.
Leadership on climate change
In April, we published our first company Climate Action Plan committing to 100% renewable energy for our operations in 20201, net zero carbon for our operations and business travel in 2020, and carbon negative for our operations and business travel by 2030. We achieved net zero carbon in line with global standard PAS 2060:2014. Alongside achieving our 2020 targets, we developed science-based carbon-reduction targets for our direct and indirect emissions and these have been approved by the Science-Based Targets initiative.
In FY20, we saw a 33% reduction in total, calculated carbon emissions (Scopes 1, 2 and a portion of Scope 3) to 116,466 tCO2e, as well as a 50% reduction in our travel-related carbon emissions2 — both from an updated FY19 baseline. The majority of these emissions reductions were a direct result of changes in operations due to the pandemic. We also outlined how we will start to bring climate uncertainty into the mainstream as part of our enterprise level risk assessment process, in line with recommendations made by the Task Force for Climate-related Financial Disclosures (TCFD).
Our ESG Disclosures Report provides supplementary information regarding our Environmental, Social, and Governance (ESG) performance, organized according to the Sustainability Accounting Standards Board (SASB) framework. We seek to play a leadership role in industry to help shape and develop the new standards to accelerate sustainability. We joined the World Economic Forum — Alliance of CEO Climate Leaders, and the UNGC’s Chief Financial Officer Taskforce for the Sustainable Development Goals.
Developing our talent …
a world where you can
We are building an inclusive culture where all employees feel that they belong. Our culture is the foundation for selecting, developing and retaining the best and brightest minds at Jacobs. Our eight Jacobs Employee Networks (JENs) play a critical role in attracting new talent into our business, helping to shape our recruiting strategies and policies, our science, technology, engineering, arts and math (STEAM) programs, and our accessibility practices. During these challenging times, we honored our intern and graduate job offers that were extended pre-COVID-19 and provided them with a meaningful job experience in this new virtual world. We also published our Accessibility Statement outlining our approach to assessment of requested accommodations by applicants with disabilities.
We launched our new employee experience e3: engage. excel. elevate. From a talent profile for every employee to providing continuous celebrations and feedback, to learning new skills and driving performance, e3 is our unique approach to ensuring every employee can engage, excel in their role and elevate their career. We introduced GlobalShare to enhance our ability to resolve short-term staffing needs and enable employees to pursue opportunities across Jacobs. We also made enhancements to some of our policies to deliver greater work-day flexibility to employees. In addition, we undertook several new initiatives related to our Total Rewards Compensation Program, including implementing our Global Career Structure framework, combining career planning and development resources and tools within a consistent career structure, and a global pay equity review of our pay systems and processes, to make pay equity a lasting reality at Jacobs.
Ensuring employee safety and wellbeing
BeyondZero® is our approach to the health, safety and security of our people, the protection of the environment and the resilience of Jacobs. This year, we continued to demonstrate safety excellence with another year of zero employee fatalities at work, a 25% reduction in employee recordable incidents and a total recordable incident rate3 of 0.17, compared to the North American Industry Classification System’s most recently reported4 aggregate rate of 0.60.
While our BeyondZero journey started with safety, as we continued to drive our injury rates down, we also expanded our thinking to our broader culture of caring and particularly mental health. It was this strong foundation that helped us act swiftly at the start of the COVID-19 pandemic. Our existing Mental Health Matters program’s foundational elements enabled us to respond quickly to launch our Mental Health Matters Resiliency program and promote our suicide awareness campaign.
Acting with integrity
Our Ethics and Code of Conduct are rooted in our values and provide the standards and support to help us successfully navigate issues, make the right decisions, and conduct our business with the integrity that reflects our heritage and ethical reputation. We hold our suppliers and business partners to the same standards. This year, we launched our global Action Plan for Advancing Justice and Equality and our global Human Rights Policy, which sets out our commitment to respecting the human rights and dignity of individuals within our operations, supply chain, and communities where we do business. We became a signatory to the United Nations Global Compact (UNGC), a voluntary initiative based on company commitments to implement the UNGC’s Ten Principles on human rights, labor, environment and anti-corruption.
Supporting our communities
Engaging with communities. Giving back. A brighter future. Every day, Jacobs employees around the world make a positive difference for our clients and the communities in which we live and work. As part of our PlanBeyond℠ sustainability strategy, we launched our Global Giving and Volunteering program — Collectively℠ — in FY20. At year end, the program had donated $900,000 to charitable causes through employee fundraising and Jacobs matching campaigns. Established to govern and centralize our giving strategy and budget and provide a user-friendly way for employees to donate and volunteer, the program unites our 55,000 employees to support more than 2 million charities around the globe. Jacobs pledged $1 million to help global organizations in the fight against COVID-19, including an employee matching campaign through the Collectively program.
From volunteering, employee matching campaigns and other fundraising, to providing wide-ranging technical and logistics support, we are helping in our communities during the pandemic and with natural disasters such as the devastating wildfires in Australia and the western United States, and the flooding in Indonesia. Prior to the pandemic, a team of eight Jacobs employees also traveled to the West Africa country of Sierra Leone on a voluntary trip organized by Home Leone. The non-profit organization is developing a new community, Destiny Village, relocating more than 2,000 people from across Freetown’s 62 slums, to new secure low-cost homes.
1 Before the end of Calendar Year 2020 and for full Fiscal Year 2020, Jacobs will achieve carbon neutral status. This note applies to all references to 2020 in our Climate Action Plan and related charts.
2 FY20 is estimated on available data and will be verified in 2021.
3 As at October 2nd and recorded in accordance with OSHA record keeping requirements, but subject to change thereafter due to possible injury/illness classification changes.
4 Cited on September 22nd, 2020 via U.S. Bureau of Labor Statistics - Incidence rates of non-fatal occupational injuries and illnesses by industry and case types, 2018 for NAICS code 5413330
Climate Action Plan commitments:
- 100% renewable energy for our operations in 2020.
- Net zero carbon for our operations and business travel in 2020.
- Carbon negative for our operations and business travel by 2030.
→ Learn more on jacobs.com
Business plays a vital role in helping to achieve the transition to the net zero carbon economy. We are proud to be part of the global movement of leading companies taking climate action in our operations and working with our clients and partners to help limit global warming to 1.5°C.
From a small startup that became a Queen’s Awardee for Enterprise to leading company-wide sustainability strategies and landmark sustainability master plans for clients, Zoe Haseman isn’t afraid to think differently. As Jacobs Vice President of Global Sustainability, she’s inciting our transformation to push the limits of what’s possible and stay ahead to create new pathways for the future: a more connected, sustainable tomorrow.
reduction in employee
We have made significant progress since we commenced our BeyondZero journey in 2007, but, like anything, our performance can always improve. In the face of challenges to our business resilience and employee’s health, our BeyondZero strategy continues to strengthen us through our common vision and purpose, as we continue to improve together.
With more than 14 years as a senior Health, Safety & Environment (HSE) professional, Shane Durdin’s work has taken him to projects on every continent (excluding Antarctica), across multiple industries and business sectors from strategic safety leadership and initiatives on a global scale to localized tactical HSE support to operations and clients from sales through to execution. Shane currently leads Jacobs’ portfolios for BeyondZero, Mental Health Matters and governance and assurance.
Journey to net zero & 100% renewable energy
2019 Carbon emissions in tonnes
Amount of renewable electricity purchased by region in 2020
2020 Carbon emissions in tonnes (estimated)
Scope 1 emissions are carbon emissions that a company directly creates at the source. For example, exhaust from vehicles or combustion of natural gas in a boiler for heating a building.
Scope 2 emissions are emissions that are indirectly caused by the energy consumption of a company, but which are emitted from equipment or sources controlled by other parties.
Scope 3 emissions are the indirect emissions that come from all the other activities a company engages in and are often referred to as emissions from the supply chain.