Accenture

2013 – For our financial year 2013 Leadership Development Programme (LDP), we introduced Action Learning Teams to support the execution of our business strategy. The Leadership team selected three targeted areas for growth from the business strategy. Each team was assigned one of these areas and challenged to research it thoroughly. The teams had to present their recommendations to members of the Ireland Leadership Team and address
questions.

2013 – At Accenture, our efforts to ensure sustainable growth span our entire operations, from how we run our business to the services we provide to our clients to how we engage with employees and suppliers. It is at the heart of our environmental strategy, which comprises four areas: running efficient operations; working sustainably; enabling client sustainability and providing insights to advance sustainability. As we strive to improve the sustainability of our own operations, we also seek to use our knowledge, experience and technologies to encourage our suppliers’ sustainability efforts.

2013 – One of the main Accenture environmental impacts is emissions to air through business travel. To address this impact and demonstrate commitment to environmental responsibility, Accenture has set out to reduce business travel and its related CO2 emissions through the investment and innovative use of the latest high definition communications technology.

2013 – The key driver for this programme was demand from the community sector for access to Accenture’s business skills and experience. To bring Skills to Succeed to life for our people and to truly get them involved in our Skills to Succeed programmes, we wanted to set up a flagship volunteering programme that allowed employees the opportunity to develop and share their skills and experience in a meaningful way. We also wanted to develop a programme that was free of charge to all of our Skills to Succeed partners.

In Accenture, we employ a highly skilled and motivated workforce and we invest a lot in developing and training our people. Like many organisations, we struggle to retain a large proportion of our female employees and to advance our women to leadership positions.

2013 – The future health of our business is linked to the future prosperity of the communities in which we operate. Failure to address issues of (un)employment or make links with local education and employment-focused organisations would limit our future access to local talent pools. Given the positioning of Ireland as a knowledge-based, smart, high skills economy and an innovation hub, it is more important than ever for education and training to help achieve that goal through the adaptation of skills and knowledge. Higher skill levels boost labour participation rates, productivity and economic growth.