Sustainability Policy

Minimising the impact on the local environment

Our environmental policy and management systems conform to the principles of ISO 14001:2015, and we are currently in the process of achieving external accreditation. Policies, procedures and incentives are reviewed by Director Daniel Dawkins on a six-monthly basis, as part of our environmental impact assessments. 

As with our approach to quality management, we utilise the DMAIC approach to identify, monitor and improve our environmental performance, working towards internal KPIs and annual targets to continuously reduce our environmental impact. As such, our policy necessitates the need to identify, incentivise and implement a culture of environmental awareness and care throughout all aspects of the business. 

Internally, we have outlined organisational targets regarding carbon reduction. The following targets are realistic and optimistic metrics for sustainability:

  • 50% by 2023.
  • Carbon neutrality by 2025.

We measure these targets utilising KPIs which are monitored internally and reviewed by Jo England during performance meetings. Ongoing progress towards these KPIs will be presented to Clarion following review quarterly. Examples of previous reports can be found in Appendix X – Environmental Reports.


Provision of materials

Understanding the hierarchy of waste management, seeking to 'design out' waste across all elements of our service streams, with this including materials, for example:

  • Procuring materials via the just-in-time delivery model, mitigating the risk of damage or excessive storage required by leaving materials on-site
  • Ensuring that suppliers we utilise can demonstrate environmental due diligence and effectiveness

Moreover, we seek to commit 90% of material expenditure typically with local suppliers, such as Howdens and Selco, with inherent benefits including:

  • Reduced travel time/distance when procuring materials from local suppliers.
  • Benefits to the local economy, including job creation.



To maximise fuel efficiency and minimise emissions, all operative vehicles utilise Euro 5/Euro 6 engine technology, replaced every 3 years. By following the manufacturer’s recommended service schedules, vehicles remain as efficient as possible, minimising our environmental impact and maximising reliability. All staff vehicles are fitted with Kinesis telematics software, which automatically plans the most efficient routes, avoiding traffic and subsequently increasing fuel economy. Moreover, through thorough route planning, van sharing can be implemented wherever it is reasonably practicable through SimPro, reducing the number of vans we require on the road at any given time. 

Managerial staff will also utilise the latest electric and hybrid vehicles for commuting, which benefit from zero emissions. We plan to introduce Ford, Custom electric vans for operatives by 2023, in pursuit of a zero-emission organisation. 

Additionally, operatives utilise fully stocked vans, ensuring equipment is always available and minimising the need to travel to depots during the day for voids or responsive repairs. Moreover, operatives travel from home, eliminating the need to travel to head office – these processes have allowed us to reduce our average fuel consumption by up to 15% since their introduction in 2019.


Labour and allocation

As well as shortening journeys, our SimPro system enables remote inspections of minor works to be undertaken via before/after photographs. In addition to cost savings, it removes the need for unnecessary trips by managerial staff to site on occasion, which in turn reduces our carbon emissions. Similarly, Fleet Manager Kirsty Hook can conduct meetings via video-conferencing software such as Skype, Zoom or Microsoft Teams, avoiding the need to travel for meetings, eliminating the need to travel to an office, subsequently reducing the carbon footprint of our organisation, in addition to substantial cost savings.

Kinesis Vision facilitates a reduction in carbon emissions through effective resource management. This is realised through its ability to automatically schedule operatives to works – based on their proximity and skillset – via a digital drag-and-drop T-card system, subsequently reducing travel times and fuel consumption. Recruiting local staff allows these processes to be implemented effectively. All staff for this contract will be based within just a 10-mile radius, ensuring travel distances are minimised further.


Other environmental initiatives

Other environmental initiatives include:

  • Actively promoting cycle-to-work schemes, carpooling and public transport usage for office-based employees or those travelling to our premises and working from home.
  • Where possible, tools will be battery-powered and rechargeable, rather than petrol or motorised. 
  • Sourcing energy from renewable sources and conducting regular review meetings with our equipment suppliers to review their own environmental sustainability.
  • Avoid printing, wherever possible, reducing the amount of paper waste we produce.


Minimising waste to landfill 

As a registered Environment Agency waste carrier (registration number CBDU80557), we have demonstrated competency and responsibility in waste disposal. Working towards a zero-waste vision, we commit to eradicating all waste to landfill by 2025. We work collaboratively with a local waste management companies, registered under the Pollution Control Act 1989 to achieve the following:

  • Reduce waste to landfill 
  • Reuse materials
  • Recycle waste material (e.g. cardboard packaging).

The waste that we manage is usually unwanted materials, substances and/or equipment arising from commercial or industrial activities and can include:

  • Building and demolition materials, mattresses, household furniture. 
  • Discarded or broken utensils or equipment; Contaminated soil, materials, plant, etc. 


Waste management hierarchy and approach

All planned works – as part of risk assessments and method statements, will have their own waste management plans to ensure that, where practicable, materials and waste generated can be considered and appropriate management facilities can be implemented, in accordance with the Waste Regulations 2011.

All waste generated as a result of this contract is considered via the waste disposal hierarchy, and as is follows:



We proactively seek to identify and utilise products and methods that reduce waste to landfill first. For example, this includes conducting accurate estimations for void properties and avoiding procurement of excess materials.

Another example could include procuring materials proactively in the most environmentally friendly way possible and deliveries will be scheduled using the ‘just-in-time’ model, thereby ensuring that no materials are wasted through improper storage or weather damage.


If reduction isn’t possible, we will seek to reuse items where possible. For example, timber could be reused for additional projects or repairs or donated to local charities/organisations for community projects.


Can materials not be re-used, we will seek to recycle these where applicable at local recycling centres. According to several estimates, around 85% of construction waste can be recycled – so we proactively establish recycling containers for recyclable waste, such as Glass and Timber. With our partnership with Peter Norris Waste management we are currently recycling 99% of all our waste materials.

Moreover, we take consideration of the number of waste containers and storage areas and ensure the placement of recycling containers next to all waste containers, to prevent recycling containers being used for general waste.


Used as the least desirable or last resort option, disposal is only undertaken where the above are not possible (i.e. for single use items that cannot be ‘designed out’ of service provision). This is undertaken in accordance with site-specific waste management plans, taken to the appropriate recycling and landfill centres as per our waste carriers license.

Some hazardous waste in the form of chemicals must be neutralised, whereby they are watered down until the chemicals become pH neutral, prior to storage. All stored waste is in our secure waste store protected from the weather, with all records of waste and collections are stored on file for a minimum of 7 years.

Another key advantage is the fact that as we can offer a one-stop shop, covering voids, responsive repairs, cleans/clears and specialist works under one roof, waste management does not need to be outsourced to additional parties, ensuring consistency in quality and mitigating the need for catch-up and due diligence checks on other contractors – meaning Clarion can be assured that all waste disposal will be undertaken by trained operatives in accordance with our standards and environmental best practice in our branded vehicles.

It should also be noted that sustainability and waste management needs to be reflected across our wider supply chain. Where applicable, key sustainability and recycling standards are to be incorporated across our supply chain, facilitated through the provision of policies (i.e. corporate social responsibility) and a PQQ style system, where applicable. Suppliers and materials are assessed for sustainability on a case by case basis, with requirements including FSC registration for timber suppliers, for example.



To ensure the above are successful, environmental training (including waste management) forms a substantial part of all employees’ induction from day one, covering:

  • COSHH assessments
  • Recycling awareness 
  • Minimising waste, including management protocols and statutory legislation 
  • Eco-friendly driving 
  • Environmental considerations in risk assessments 

This training is refreshed annually, during toolbox talks and following changes to best practices or environmental events elsewhere in the industry. Employee suggestion boxes promote workforce engagement with our environmental policymaking and a wider culture of behavioural environmentalism.

Get in touch