Sustainable Development Report 2010 [pdf, 2.13 MB] - Hatch

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Hatch regularly sponsors and coordinates a variety of sports teams for Hatch employees, including dragon boating, basketball, golf, hockey and volleyball Hatch regularly sponsors and coordinates Hatch sports teams for basketball, cricket, dragon boating, golf, hockey, soccer, softball, squash, table tennis, and volleyball. All employees are welcome to join and sports team seasons are throughout the year. Hatch also sponsors and participates in fundraising fitness activities for local causes. Developing Talent We seek to hire, promote and retain the most qualified people. We are committed to developing talent in Hatch. We assist our employees to develop their skills and abilities relative to their business and project roles. Formal and informal career development discussions occur between employees and their direct managers where a review of their current roles and responsibilities, their short- and long-term career goals, opportunities and learning requirements are discussed. Our learning and talent management initiatives are aligned with the business and strategic goals of the company and focus on the development of employees. We use a multi-faceted approach to learning and the Hatch Corporate Learning Centre (HCLC) defines the most appropriate way for an individual or group to learn, which can include classroom learning, virtual learning, e-learning, mentoring, coaching, reference materials and on-the-job training. Our target for employee development is 40 hours per person per year, which includes formal and on-the-job training. Across the globe, we partner with top engineering schools by providing donations for scholarships, research, program development and engineering design projects. Additionally, Hatch provides co-operatives, internships and bursary programs to students at colleges and universities, to gain engineering experience toward their educational degrees. In addition, in order to develop strong employees early, we offer a global Professional Development Program (PDP) for new graduates. This multi-year program focuses on technical and personal leadership skills to develop recent graduates into the leaders of tomorrow. The program has a strong focus on knowledge sharing and mentorship. Scholarships The annual Dr. Gerald G. Hatch Scholarship was created in 1990 in honor of the company’s founder, a strong supporter of continuing education. Each year applications are accepted from 32 METALS • ENERGY • INFRASTRUCTURE
the children of full-time employees. These students must be in their final year of high school and commencing undergraduate engineering studies at a university or college for the next year. Hatch also recently pledged $1 million in support of sustainable energy research at the University of Toronto’s Faculty of Applied Science and Engineering. The donation will endow scholarships for engineering graduate students engaged in sustainable energy research. This fund is in addition to the Bert Wasmund Graduate Fellowship for Sustainable Energy Research, which was established at the University of Toronto in 2005 through a generous gift from Bert Wasmund, Executive Director, Hatch. Hatch and Wasmund scholars are active in a range of research initiatives involving efficient utilization of energy derived from the sun, which include the development of organic solar cells, advances in fuel cell technology and exploring opportunities for wind power. In February 2009, the Ron Nolan/Hatch Sustainable Energy and Mineral Processing Technologies Chair was established at The Faculty of Engineering at the University of Alberta to pursue the research and development of affordable energy to meet today's needs without compromising the possibility of future generations enjoying ample supplies of reasonably priced energy. Skills Development Act in South Africa The Skills Development Act was implemented by the South African government in 1998. The main objective is to address two main priorities: the need to improve skills in South Africa, and to increase productivity in order to compete globally. Hatch has demonstrated its skills development and skills transfer capability both internally and externally through a variety of initiatives that reflect Hatch’s commitment to achieving the goals of the Accelerated and Shared Growth Initiative for South Africa Broad-Based Black Economic Empowerment (B-BBEE). Over the past five years, Hatch has sponsored more than 60 graduate students for a six-month training program on completion of their studies at the African Academy. Most of these graduates are still with Hatch today. Currently Hatch Africa has approximately 100 employees actively participating in our Professional Development Program to become accredited with the Engineering Council of South Africa (ECSA). Along with other major contributors Hatch has recently donated R2 million to ensure that industry receives a steady supply of trained personnel. Minerals Education Trust Fund Hatch is a key contributor to the Minerals Education Trust Fund (METF). METF provides sustainability in the mining and minerals industry by: • Pooling industry resources for the support of tertiary education in the South African minerals industry • Jointly seeking solutions to tertiary education challenges • Achieving a cohesive approach to the provision of industry support. African Academy of Draughting Hatch supports the development and employment of draughting personnel and designers through the joint industry initiative in the African Academy of Draughting. We contribute to the academy financially and provide operational assistance. Designed to reduce the carbon footprint of the academy and increase energy efficiency, one of the current initiatives is to move to a central server system, therefore reducing the number of physical computers needed at the academy. 33
Page 1 and 2: METALS • ENERGY • INFRASTRUCTUR
Page 3 and 4: About Hatch Hatch is an employee-ow
Page 5 and 6: We at Hatch are committed to provid
Page 7 and 8: The Environmental Services Group al
Page 9 and 10: Clients’ ’ Sustainable Developm
Page 11 and 12: Hatch can conduct environmental con
Page 13 and 14: The following case studies highligh
Page 15 and 16: Hatch provided strategic advice on
Page 17 and 18: will make the shift to the electric
Page 19 and 20: The results of the review were also
Page 21 and 22: Strict monitoring protocols were pu
Page 23 and 24: In order to develop a competitive b
Page 25 and 26: safety leadership at Hatch. The pro
Page 27 and 28: Hatch’s Project LifeCycle Process
Page 29 and 30: we generate through the daily opera
Page 31: health care initiatives, giving emp
Page 35 and 36: Haiti Disaster Relief The January 2
Page 37 and 38: NSDP is divided into a pre-tertiary
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Sustainable Development Report 2010 [pdf, 2.13 MB] - Hatch

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