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Q.1. Provide a brief introduction of the organisation (existing or drawn from a scenario), in a
manner that clearly outlines the overall nature, focus and scope of its business activities.
Fletcher Building is the one among the biggest industry giants in New Zealand which has a market
cap of over $7bn. They have 20,000 employees across the globe and around 34 business units are
operating under the same umbrella. Their operations can be majorly categorized across five units:
1. Building products & materials
2. the Laminates and Panels division
3. Construction
4. Distribution
5. Residential & Land Developments
They are the biggest organization which manufacture and distribute infra and building material in
Australasia. The organization has been involved in the construction & infra business since 1909. They
are based in New Zealand majorly operates in New Zealand and Australia, also have their presence in
more than 40 countries.
The Construction unit of Fletcher building is involved in commercial developments, infra and
residential constructs in New Zealand and the South region of Pacific. They are involved in some of
the biggest projects in the region such as the NZD2bn Waterview Connection project which is the
biggest road project in New Zealand.
Their major strategy is to lever their operational capabilities and all the opportunities where growth is
possible.
Financial Information
Discussing about how fletcher building ltd is geographical diversification, the organization achieves
48% of total revenues in New Zealand in Financial year 2013-2014, 39% of total revenues from
Australia, 5% of total revenues from North America, 4% of total revenues from Europe, 3% of total
revenues from Asia and the remaining 1% of total revenues from the rest of the globe.
In terms of business units the organization has been operating, the organization garners major of its
revenue from its distribution business which was (25%) in Financial Year 2013-2014. The infra
material business generates 25% of its total revenue. The laminates and panels business unit
generates 20% of its total revenue. The building product material division generates 15% of total
revenue. The construction business division garners 15% of total revenue as per reported in financial
year 2014-2015.

Total word count: 325

Reference:

1. Business monitor online: https://bmo.bmiresearch.com/article/view?

article=1266134&advanced_search=1&matches=152&page=1&position=4&keyword=fletcher
%20building

2. Wikipedia:
https://en.wikipedia.org/wiki/Fletcher_Building
Q.1.2. Present an analysis which identifies and distinguishes the organisational strategic
hierarchy of the organisation in terms of the following levels of strategy and interrelationships
between these levels?

Corporate Strategy

Fletcher building ltd being the greatest maker and wholesaler of infra and building material items in
the Australasia area. Fletcher Building have held a solid position in the upstream piece of
development section. This is the thing that gives them a key upper hand in that segment.

Fletcher Building has four vital strategic needs that are being executed over each level of the
association. These are:
People: making Fletcher Building a best place to work for. It stands for ensuring safety so that
going home safe every day is guaranteed, developing leadership & capability skills and
making a connected with, superior workforce over the whole business.
Customers: concentrating on conveying what our clients esteem and making a difference
for them to succeed.
Efficiency: utilizing our scale and ability to enhance the viability of their operations and drive
down expenses
Profitable Growth: contributing where they can succeed, especially in Residential,
Development and Distribution.
Business Strategy

Four out of its five major business units - Distributions, Laminates & Panels, Infra Products, Building
Products are in manufacturing. The operating business units provide products and services that
encompasses all of the important and vital raw ingredients and supplies for the building sector in the
region.
The Distribution business unit is into delivering supplies for building, plumbing jobs and bathroom in
New Zealand and Australia and in the rest of the region.
The Infra Products business unit is into raw materials extraction, the manufacturing of reinforced steel,
bars and wire rods. They are involved in manufacturing of concrete and cement material products.
The Laminates & Panels Business units produces decorative laminates, board and surface products.
The Building Products Business units is involved in the manufacturing and distributing of plaster
board, insulating material, coating steel and aluminium products and materials.
Functional Strategy
To leverage upon improving its operational efficiency, the organization has brought in restructuring
plan, called as the FBUnite business transformation programme. This program has been gaining
noteworthy ground since its commencement in 2013. Fletcher Building has strip and shut a few of its
unfruitful organizations and is as of now bringing about cost reserve funds, as observed with the
expansion in working edge to a six-year high.
As far as focused development openings, the organization has expressed that it will keep on focusing
on its center markets - New Zealand and Australia - with 'the target of developing and keeping up
positions in building and development items, and in addition in conveyance'. To do that, the
organization will concentrate on developing naturally. The organization will even now consider
extending its nearness in New Zealand and Australia through infill and adjoining acquisitions, however
vast scale acquisitions in both nations are 'not a need'. Concerning extension designs past Australia
and New Zealand, the organization is trying to make specific ventures to extend its nearness in the
worldwide forming a business over the coming years.
Reference:
Fletcher buildings official website
http://www.fletcherbuilding.com/investor-centre/corporate-governance/
Business monitor review
https://bmo.bmiresearch.com/article/view?
article=1220690&advanced_search=1&matches=152&page=1&position=15&keyword=fletcher
%20building

Question 1.3 Present an analysis that provides implications of the organisational strategic
hierarchical framework that you have discussed in Q 1.2 on each of the following:

Their values, beliefs and practices are formed by a long history of useful and continuing connections
inside their business, and with their numerous clients, groups and shareholders Organisations
Business Conduct. Their yearning is to run the best building items and construction organizations, by
adopting a policy of customer first to guarantee that their organizations are worth more together than
they are separated. They are focused on making reasonable incentive for their key partners and
conveying solid income development and top quartile shareholder returns.

Organisations business conduct:

They want to make Fletcher Building accessible to do business with for their customers. Consolidating
business divisions will help them to achieve this while at the same time will improve their performance
as they attempt to leverage on growth opportunities present in the market.

Fletcher Building's structure of guidelines, connections, frameworks and procedures are intended to
guarantee that Fletcher Building meets best practice principles of administration. Fletcher Building is
driven by an accomplished and administration group, that is energetic & passionate about their
clients, their community, the business and the groups they work in.

Management decision-making style

The Management team is guided by the Directors of the Board, who bring an abundance of
experience and comprehension, guaranteeing all choices and decisions are taken with utmost care
keeping in mind long term corporate vision and mission

Reference:
Fletcher buildings official website
http://www.fletcherbuilding.com/investor-centre/corporate-governance/
Statement by Fletcher Building chief executive officer Mark Adamson
http://www.scoop.co.nz/stories/BU1410/S01080/fletcher-building-announces-new-organisation-
structure.htm

Q 2.1: By applying at least one analytical tool or a combination of tools, examine the
organisation external macro environment for its impact on business situation, sustainability
and future outlook. Your discussion must include each of the following macro environment
factors:

Political: There has increasing trend in the buying by government the construction goods.
Governments support for the growth of the sector has been increasing since the past 10 years.
Government has increased the spending in the construction and infra sector. Political environment for
fletcher industries has remained conducive and is expected to remain so in coming years
Legal: The kind of sector fletcher industries operates in, it becomes very vital for it to keep track of
legal environment for the grand scale of investment it has put it. The government of New Zealand thus
becomes a key stakeholder in this. There is very clearly defined guidelines for Different materials,
building methods and building standards to forward with construction and buildings. There is stringent
requirement to follow New Zealand health and safety laws on the worksite. Legal infrastructure is well
established in New Zealand.

Economic: The industry is characterized by heavy volatility in terms of unemployment and gross
domestic product as compared to other sectors in new Zealand. Whenever comes an economic
upswing, the business is affected by constraints in capacity. During the time of economic downturns,
employment is shed away and is moved to some other sectors. In genuine terms, the industry's yield
esteem ascended at a compound yearly development rate (CAGR) of 6.60% amid the survey time
frame (20112015), in spite of the fact that this is required to decelerate somewhat to 6.07% over the
forecasted time period.

Technological: With rapidly changing technology and upcoming innovations in the field, it becomes
essential for organizations like to adapt to changing technological landscape around it. Fletcher
buildings have invested into digital transformation stream. They have established a Digital Innovation
Lab. The objective of the lab is to ensure that business divisions work on smaller, digital projects and
moving forward if they can add value to customer.

Globalisation: With diminishing boundaries across the globe, the threat of entrants grows day by day.
Fletcher building having core business functions across more than 50-plus business divisions across
the globe, is prone to abruptions in global environment. Changing labour laws, migrants policy,
exchange rate have a major impact on the business.

Reference:

Business monitor review

https://bmo.bmiresearch.com/article/view?
article=1220690&advanced_search=1&matches=152&page=1&position=15&keyword=fletcher
%20building
Newspaper article

https://www.cio.co.nz/article/596247/cio-100-fletcher-building/

Q 2.2 By applying at least one analytical tool or combination of tools, examine the organisation
external micro environment for its impact on the business situation, sustainability and future
outlook. Your discussion must include each of the following micro environment factors:

Industry drivers:

New Zealand is in the having one of the biggest construction boom in last 40 years. Unprecedented
growth is a phenomena which is being seen in few of the regions and is expected to continue over
the coming 10 years. Major drivers for the industry is increased use of new technologies, rapid growth
in population and urbanization.

Industry size, trends and growth:

Fletcher Building revenue increased by 3% from NZD 8.4billion to NZD 8.6billion for the year to June
2015. Full-year profit fell 20% after NZD150mn in one-off charges. Fletcher buildings New Zealand
revenue recorded an increase by 10%, while the remaining of the world increased by 3% and, as per
expectations, revenue generated from Australia decreased 5.0%.
Competition:
The major competitors for fletcher building limited are BORAL ltd, CSR ltdand LafargeHolcim Ltd inn
new Zealand

Market Potential:

The total value of all construction has increased between 9% and 12% per annum over each
of the past three years.
It is forecasted for Further growth of 12% per annum in next two years. It will result in
construction activities to increase by more than 10% per annum for around 3 and half years
which is eighteen months longer than in previous booms.
d. Residential building promises heavy growth and is the prime area of activity, with a
predicted peak value of $19.5 billion per annum in 2017. Approx 67,000 new homes are
estimated to be built across nation in the coming five years between 2015 and 2019.
Non-residential building might have a significant growth, with an estimated maxima of $17.2
billion per annum in 2016

Porters Five force analysis

Industry Competitors: Strong

There has been a decrease in demand for construction projects and this has resulted in excess
capacity

Construction firms are majorly into depositing competitive tenders to win the contracts.
Organizations which serve quantity have to compete against one another by offering the
service at minimum price provided to keep customers intact
Construction projects are similar in nature and are delivered via projects with variation across
retail, residential and leisure.

New Entrants: Weak

The lowest bid wins most since the clients in the field are not very loyal.
Low switching costs is observed as getting new projects stands for new consultants,
contractors and suppliers
Highly capital intensive scenario
The industry in which it operates is very volatile, ambiguous and filled with uncertainty
Procurement of inputs such as skilled labour force is difficult to obtain

Substitutes: Strong

New and developing imaginative techniques and procedures inside development industry.
The new innovative methods are available at a lower cost than conventional methods
new consultants might get appointed once project gets completed as low switching costs

Suppliers Bargaining Power: Weak

Consolidation of value chain players at the bottom of value chain are integrating backwards
into supplier
Construction materials are easily accessible from many suppliers
For a project to be successful, all the players like Contractors, sub - contractors and
manufacturers have to work together.

Buyers Bargaining: Strong

Construction developers have a high quality of information for decision making

 There are few developers and construction clients compared to the many service providers
available to deliver project
There has been a decline in the developers and clients demand for construction projects
Developers and clients have the ability to postpone projects until a later stage when they can
secure lower costs of building

Reference: D&B hoovers analysis

http://www.hoovers.com/company-
information/cs/competition.fletcher_building_limited.ea9f15fcf6690612.html

Q. 2.3 By applying at least two analytical tools or a combination of tools, examine the internal
environment for its impact on the business situation, competitiveness and sustainability. Your
discussion must be based on an analysis of each of the following resource strengths and
weaknesses:

Product:

o Building products & materials

o the Laminates and Panels division
o Construction
o Distribution
o Residential & Land Developments
Technology:

Fletcher buildings have invested into digital transformation stream. They have established a Digital
Innovation Lab. The objective of the lab is to ensure that business divisions work on smaller, digital
projects and moving forward if they can add value to customer.

Financial:

In genuine terms, the industry's yield esteem ascended at a compound yearly development rate
(CAGR) of 6.60% amid the survey time frame (20112015), in spite of the fact that this is required to
decelerate somewhat to 6.07% over the forecasted time period.

Human:

They have human workforce of 19000plus employees. They place significant importance on
attracting, retaining and nurturing their workforce. They have won multiple awards for their training,
employee engagement diversity and HR innovation programmes.

Organisation culture:

Making Fletcher Building a best place to work for. It stands for ensuring safety so that going home
safe every day is guaranteed, developing leadership & capability skills and making a connected with,
superior workforce over the whole business

Infrastructural:

They are based in New Zealand majorly operates in New Zealand and Australia, also have their
presence in more than 40 countries.
 SWOT analysis

Strengths It is Largest integrated manufacturer and distributor of infrastructure and building products in the
Australasia region.
They are heavy diversification across the building materials industry - the company's products
include cement, concrete, steel, roof tiles, pipes, bathroom, plasterboard, aluminium, insulation and
laminex.
They are Relatively low net gearing.
Weaknesses They have to face fluctuations in currency as they generate 50% or more of its revenues from
regions outside its domestic market.
Primarily exposed to markets that are relatively mature in their level of fixed asset build-up.
Opportunities There is long term deficits in infra and buildings for many neighbour Asia Pacific countries which
will ensure that many contracts are up to be undertaken.
There is a dearth need of Reconstruction efforts in the Canterbury region
There exists a major opportunity generated due to rising Australian government expense on
infrastructure which will ensure many new public sector contracts will come up.
The Auckland Unitary Plan is going to expand the city's urban area by 2030.
Threats There has been a considerable upheaval in New Zealand real estate market.
There has been ongoing restructuring of Chinese economy from fixed-asset investment which is
going to result in demand for raw materials in Australia weaken. Thus it will dampen the demand
for mining-related fixed assets
Reference:

Business monitor review

https://bmo.bmiresearch.com/article/view?
article=1220690&advanced_search=1&matches=152&page=1&position=15&keyword=fletcher
%20building

Q 3.1 In light of the analyses and discussion in Q 1.1 to Q 2.3, identify key success factors for
the organisation. Key success factors may include but are not limited to the following:

Advancement in technology and investment in research and development

Enhancing efficiency in manufacturing process
 Adopting an efficient distribution model
Adoption of new marketing strategies to establish a brand name
Focus must be customer centric to increase Customer Orientation
Location must be strategic to suit needs of operation
Acquiring and retaining efficient talent pool
Good management is a must for giving organizations strategy a direction

Q 3.2 Critically analyse each of the key success factors that you have identified in Q 3.1

for its implications for the organisation.

Technology-related: With the globalisation and rapid advancement in technology across the globe,
there is a high need for investment in technology and improvement in R&D sector. With the
customizing demand , operations need to have a turnaround and this is possible only through
advancement in technology.

Manufacturing-related: Since the kind of sector fletcher industries operate in, which is highly labour
and time intensive. It is very important to keep few factors in control. Projects must be completed on
time due to heavy investment involved.

Distribution-related: Most optimum distribution model has to be followed to minimize costs and
ensure on time delivery.

Marketing-related: marketing along push lines do not go a long way. So products and offered
services must be marketed in a way so that pull forces starts operating and business becomes a
success.

Customer Orientation: Consists majorly of these factors, namely, commitment to customer

satisfaction, competitive prices of products and good relations with customers. Focus must be
customer centric so as to keep the strategic headed in direct direction.

Location: Location plays a major role since transportation costs are huge as they are low value per
volume products. So the locations has to be at strategic places so that distance from supplier and
customers are minimum and high operational efficiency is achieved

Human resource related: The Human Factor comprises of six factors, namely sufficient knowledge
and experience, market specialization, diversified expertise, skilled workers, technical expertise and
good team members. Emphasis has to be laid upon acquiring and retaining a good talent pool which
can define the strategy and guide fletcher towards success.

Good management: consists of different factors: namely, efficient management of company, efficient
management of cash flow, enhancing internal efficiency, effective organizational structure, good site
management, on the job safety and security, enhancing and educating participating members and
availability of capital investment.

The Environmental Factor: this factor needs to be kept in consideration so as to align the companys
strategy with changing external scenario. Entering into mergers and acquisitions, consolidations in the
value chain, formation of joint ventures, accessibility of bank loans and rest credit factors, liberal
economic policy of government, government support in terms of bureaucracy, tax incentives, laws of
the land, political stability and a conducive environment to growth. All such scenarios are a day to day
phenomena and business strategies and decisions must be aligned with that.

Q 3.3 In the light of the analyses and discussion in Q 1.1 to Q 3.2:

a) Identify sources of competitive advantage and sustainability for the organisation

b) Analyse above sources in terms of the to meet the key success factors for growth and
organisational sustainability that you have didentified in Q 3.1

Determinants for the source of competitive advantage for fletcher buildings

Favourable factor conditions: Although it has been stagnant in recent years, the domestic market is
still important for New Zealand contractors. New Zealand is a developing country with a rapidly
increasing population, which makes it hard to postpone investments, especially in infrastructure and
housing.

A dynamic home market: market conditions existing in new Zealand is very conducive for growth of
fletcher industries

Related and supporting industries: Fletcher buildings have very solid network of supporting
industries comprising of suppliers and buyers which provides it with an advantage over competitors

Strong research and development capabilities: Fletcher buildings have invested into digital
transformation stream. They have established a Digital Innovation Lab. The objective of the lab is to
ensure that business divisions work on smaller, digital projects and moving forward if they can add
value to customer.

Access to intellectual properties: They have accumulated over the year multiple research papers
and intellectual properties, patents which not only supports their cutting edge technology base but
also provides with a sustainable competitive advantage.

Ownership of capital equipment: they have already invested a huge in the existing business and thus
pose a strong barrier to new entrants

Q 3.4 In light the analyses and discussion in Q 1.1 & 3.3:

a) Identify key strategic challenges the organisation is facing

b) Critically analyse the impacts of identified strategic challenges on the organizations

business and growth potential

Human resource plays a important rule in companies like fletcher buildings which are
operating in the construction domain. So the industry as a whole is facing challenges in terms
of lack of Skilled Worker
In a big organizational structure like fletcher buildings, improper flow of communications can
be disastrous. Lack of communication is one challenge fletcher buildings is facing.
Unreliable Subcontractors. It again presents a standard principal agency problem. The
subcontractors are not trustworthy and adversely affect company profits
Demand for new residential buildings can change rapidly, depending on the economy and
interest rates
Cost Overruns - Costs that exceed estimates can result in losses for organizations. Some of
the major construction contractors have multiple numbers of projects based on fixed price
contracts. In such contracts they bear the risk for cost overruns. There are some factors such
as raw material costs, economic conditions, and weather conditions delays could result in
losses for organizations.

In light of the analyses and discussion in Q 1.1 & 3.4:

a) formulate strategic options for the organisation

b) analyse and evaluate each of the above strategic options for their strategic fit and trade-offs
for the organisation

Strategic human resource management which will allow them maintain a competitive position
in the era where there is dearth of skilled talent pool.
Attempting its construction unit to operate at a minimum cost base as supplier for its
construction projects are assured at fixed cost from the other divisions
Avoid cost overruns to minimize losses
Entering into profitable and strategic merger & acquisitions.

Q 4.2 In light of the analyses and discussion in Q 1.1 & 4.1:

a) develop and recommend solutions that address identified challenges and provide growth
and sustainability potential for the organisation

b) develop plans for implementation of strategies and solutions you have recommended above

c) develop performance measures such that implementation plans can be monitored against
desired results

In my purview, this dominating position of in the Australasia building materials market allows the firm
to have greater say in commanding prices to its customers, allowing it to extracting higher margins
than its competitors in other regions. I understand this superior position in the Australasia building
materials market also let its construction unit to operate at a minimum cost base as supplier for its
construction projects are assured at fixed cost from the other divisions.

Forward ahead, Fletcher Building must focus its strategy centred on enhanced operational leverage
and targeting growth opportunities.

Discussing regarding targeted growth opportunities, the company must focus its attention to its core
markets - New Zealand and Australia . The objective to be upheld by firm must be of growing and
sustaining positions in building and construction products, as well as in distribution segment. For that
purpose, the firm will focus on growing organically. The company should ponder upon increasing its
presence in New Zealand and Australia through joint ventures and adjacent acquisitions. Very big
scale acquisitions in both countries is not a priority. Regarding the expansion plans beyond Australia
and New Zealand, the company must attempt to make thoughtful investments to increase its
existence in the global formica business in the coming years.

5.1 Critically examine the role and implications of Environmental Management for the
organisation in terms of the assumption under each of the following:

a) political

b) practical

c) ideological

The Environmental Factor: this factor needs to be kept in consideration so as to align the companys
strategy with changing external scenario. Entering into mergers and acquisitions, consolidations in the
value chain, formation of joint ventures, accessibility of bank loans and rest credit factors, liberal
economic policy of government, government support in terms of bureaucracy, tax incentives, laws of
the land, political stability and a conducive environment to growth. All such scenarios are a day to day
phenomena and business strategies and decisions must be aligned with that.

Q 5.2 Critically examine the business practices the organisation engages with, and discuss
impacts of these practices on the environment and sustainability

Fletcher buildings vision of Building Better, Together encapsulates their attempt to sustainability and
environment protection. To put in simplified words they work together with their employees, staffs,
their clients and their communities around to achieve their aspirations in sustainability.

Fletcher buildings have three major areas of focus for environment protection and sustainability:

Fletcher building will protect and minimize impacts on the environment

Fletcher building will protect the health, safety and wellbeing of our employees and
communities they operate in
Fletcher building will Invest and support the communities in which they operate

Sustainability is about efficient management of resources, and thus improvement the way the
organization is run. It is also about using and manufacturing environmentally responsible products
which do not harm environment and manage impact on environment. Sustainability and care to
environment is essential to the customer since it will deliver real value and is vital to the life of their
business. All of the Fletcher buildings sustainability initiatives work within a framework of economic
and technological innovation.

When it is about protecting environment and minimize the impact of operations on the environment,
Fletcher building have adopted a business strategy to put into action which shall make the difference.
Fletcher buildings attempt is to have strong business units which is assisted by an active centre.
Fletcher building have a centralized Environment, Health and Safety team providing direction and key
performance indicators which includes the monitoring of their carbon emissions. The team has
developed a sustainability framework. This framework gives direction for their focus areas. It is
Fletcher buildings business units which have the maximum ability to make a difference for the
environment. Fletcher building have a diversified portfolio where they have many inspiring examples
of businesses which reduce waste, making the system more energy efficient. It helps in creating new
and more sustainable products and innovative ways of doing things.

Q 5.3 In light of the analyses and discussion in Q 1.1 & 5.2, develop social responsibility and
environment sustainability strategies for the organisation, in a manner that demonstrates the
social and environmental conscience of the organisation.

There have been numerous initiatives which has been taken to develop social responsibility and
environment sustainability strategies for the organisation. Some of the key initiatives has been listed
down below.

Fletcher Building businesses divisions are into in all kinds of possible environmental sustainability
initiatives. They have made arrangements for relocation of endangered geckos. Fletcher buildings
have introduced lean construction methods and they have also been nominated for environmental
awards in recognition of their commitment to rehabilitate former quarry sites and innovations that
significantly reduce waste. One of project site of fletcher buidings alone has planted over 700,000
trees. In the coming days, fletcher buildings will continue to focus on improving their performance in
the area of health, safety and the environment and in development of their people and in sustaining
their communities.

Fletcher Building have made some commitments

They will work together to protect and sustain the environment

They will reducing the impacts associated with their manufacturing, construction and
extraction operations and will strive for sustainability
They will reducing the impacts generated with the distribution and consumption of their
building materials
They will build leadership capability to ensure sustainable growth
They will support and invest in the communities in which they operate
They will manage health and safety risks across their various business divisions
They will strive to work with collaborative strategy along with central and local government
stakeholders so that it helps to facilitate employment or training opportunities for unprivileged
youth
They will have workplaces that strive to provide development opportunities for our people,
focused on high engagement and high performance

Q 5.4 In light of the analyses and discussion in Q 1.1 & 5.2, present an analysis that identifies
methods that the organisation could potentially engage with for communicating its
commitment to corporate social responsibility and environmental sustainability, in a manner
that ensures engagement with stakeholders. Your discussion must be based on a critical
analysis of at least one of the following methods:

AA1000 arrangement: The motivation behind the AA1000APS (2008) is to give associations a
globally acknowledged, uninhibitedly accessible arrangement of standards to casing and structure the
route in which they comprehend, oversee, regulate, execute, assess and convey their responsibility.
Fletcher Building is focused on giving solid administration in reasonable business so that social duty is
coordinated all through the Fletcher Building organizations. In 2015 another board advisory group was
framed, committed to security, wellbeing, condition what's more, supportability administration. The
panel gives administration of arrangement and arranging, administration frameworks, checking and
audit of wellbeing, wellbeing, condition and manageability execution

GRI arrangement: The GRI Standards speak to worldwide best practice for revealing openly on a
scope of monetary, ecological and social effects. Supportability detailing in view of the Standards
gives data around an association's certain or negative commitments to economic advancement.
Fletcher Building organizations have been included in a wide range of natural activities. They have
moved imperilled geckos, presented lean development strategies and been named for natural
honours in acknowledgment of their sense of duty regarding restore previous quarry destinations.

ISO14000 arrangement: ISO 14000 is a progression of universal, wilful ecological administration

norms, aides, and specialized reports. The benchmarks indicate prerequisites for setting up an
ecological arrangement, deciding natural effects of items or administrations, arranging natural goals,
executing projects to meet destinations, and directing restorative activity and administration survey.
Fletcher Building is dedicated to investing into and assisting the communities in which they operate. In
New Zealand, where they are centralized, they have a proven record of supporting youth employment
programmes
 References:

1. Official website of Fletcher building

http://www.fletcherbuilding.com/who-we-are/environment-and-sustainability/
2. https://www.globalreporting.org/standards/gri-standards-download-center/
3. http://asq.org/learn-about-quality/iso-14000/
4. https://bmo.bmiresearch.com/article/view?
article=1220690&advanced_search=1&matches=152&page=1&position=15&keyword=fletche
r%20building
5. http://www.tandfonline.com/doi/abs/10.1080/01446199200000049?src=recsys
6. http://www.stuff.co.nz/business/money/10413371/A-brokers-view-Fletcher-Building
7. http://smallbusiness.chron.com/strategic-plan-construction-company-business-44698.h
8. https://markets.ft.com/data/equities/tearsheet/forecasts?s=FBU:NZC&mhq5j=e3