o rga d p h r o c o m f d l - bowmer & kirkland · bowmer & kirkland’s corporate social...

Independent Verification Statement 2

Chairman’s Statement 3

Our CSR Strategy 3

Organisational Governance 4 & 5

Human Rights 6 & 7

Labour Practices 8 & 9

The Environment 10 & 11

Fair Operating Practices 12 & 13

Consumer Issues 14 & 15

Community Involvement & Development 16 & 17

Summary of Objectives, Targets & Performance 18 & 19

This verification has been undertaken by Planet First in accordance with Section 7.7 of ISO 26000:2010 Guidance on Social Responsibility - ‘Reviewing and improving an organization’s actions and practices related to social responsibility’. While this does not provide a framework for reporting information, it does provide advice on reviewing an organisation’s progress and performance on social responsibility. These principals have been applied to the verification process.

ScopeThe verification has assessed whether this “CSR Report 2013” is in line with the stated reporting approach, in this case the framework provided by ISO 26000 Guidance on Social Responsibility. It has also assessed against KPIs set by Bowmer & Kirkland to meet the seven core principles of social responsibility in ISO26000. The verification has reviewed the accuracy of the information reported within this “CSR Report” with supporting evidence. The assessment has included a sample check of base data provided as evidence by Bomwer & Kirkland.

The role of Bomwer & Kirkland in this verification process has been to provide the necessary data and evidence to support their assertions. The role of Planet First has been to provide an independent third party assessment of assertions made and the adequacy of the evidence offered.

MethodologyPlanet First has conducted this verification in accordance with the principles of ISO 14064-3. Our methodology is outlined in the Planet First Code of Practice for the Planet Mark and Sustainability Services. Our Code of Practice adheres to the highest of recognised standards and is administered by an independent Advisory Board composed of leading academics and industry experts. All work undertaken by Planet First is consistent with the requirements of the Code of Practice.

This verification has been undertaken to provide a limited level of assurance, based on its definition in ISO 14064-3. As such, the verification determines whether the evidence provided suggests that Bomwer & Kirkland’s assertions within its CSR reporting are not materially correct and/or have not been prepared in accordance with the relevant standards.

ConclusionBased on the assessment conducted within this verification, Planet First conclude that there is no evidence to suggest that the assertions in this “CSR Report 2013” are not materially correct and are not a fair representation of their social responsibility impacts.

Independent Verification Statement

Contents

Bowmer & Kirkland’s Corporate Social Responsibility strategy is integrated and actioned through the operations of the whole Company. Our workforce therefore carries an important level of responsibility in implementing this strategy. Underlining this strategy is our compliance with ISO 26000:2010, which provides the framework for this report. This International Standard specifies objectives are set and implemented to improve our operations and the services we provide to our clients.

ISO 26000 is intended to create within organisations an evolving development of social responsibility through its approach to business and the community which:-

• demonstrates that the company has implemented current laws and best practise on corporate responsibility

• demonstrates to a company’s stakeholders the ability of a company to manage issues on social responsibility in an effective and efficient manner

• provides an assessment process to review how current policies and programmes reflect the requirements and expectations for social responsibility, and the opportunity to understand where gaps exist in the company’s procedures

• integrates, implements and promotes corporate and social responsible behaviour throughout the company and with others that it engages, within its sphere of influence

• provides a process to establish performance criteria and targets to assess how corporate and social responsibility is progressing and how new initiatives can be implemented

• compliments and informs existing externally certified management systems

Using guidance within ISO 26000 our corporate social responsibility structure is aligned with the following seven core subjects in the Standard:-

• Organisational Governance

• Human Rights

• Labour Practices

• The Environment

• Fair Operating Practices

• Customer Issues

• Community Involvement & Development

Through an holistic approach the interdependence of the aspects of the core subjects to implement CSR is illustrated in the diagram opposite.

Progress & Performance on our Objectives and TargetsUnder the seven core subjects we have established over 60 company specific objectives and targets on the activities that relate to corporate and social responsibility. Reviews are carried out periodically to determine how the company is performing against these targets. Regular performance reporting is also undertaken by those responsible for specific aspects to ensure that the Board are kept informed.

A summary of our key objectives and targets is included at the end of this report. Information is collected through respective Head Office departments using data gathered through the application of our Health & Safety, Environmental, Quality Integrated Management Systems, together with project related activities recorded at our site and office locations. This report covers the period 1st September 2012 to 31st August 2013 and encompasses the construction operations of Bowmer & Kirkland Limited. Further information is available through our website.

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Our Corporate, Social & Responsibility Strategy

Chairman’s Statement

John Kirkland OBEChairman, Bowmer & Kirkland Group

We appreciate that our construction business activities impact directly and indirectly, on the areas of society and the environment in which we operate. We fundamentally recognise that in relation to society and the environment, both globally and in the localities in which we work, we are required to soundly manage these impacts in a responsible manner. We are determined to act in ways that are good for the environment and good for the community as well as good for our company.

Business Principles, Culture & ValuesOur values and culture enable us to balance corporate, ethical and environmental principles with sound business practice for sustainable commercial success. We take our business responsibility seriously and endeavour to encourage and develop good business ethics based upon our core values of fairness and honesty.

Bowmer & Kirkland fundamentally believes that successful business can best be achieved through non-adversarial methods. In practice this means treating our clients, subcontractors and suppliers as mutual partners, working together ethically and with fairness.

Compliance with LawsAll business transactions are carried out strictly in compliance with UK, EU and International laws. Through the company’s ‘Code of Conduct’ all subcontractors are required not to engage in any activities that may mislead government agencies, tax authorities or third parties and shall not participate in the provision of services from funds gained from criminal acts.

We continue to promote a positive relationship with enforcing authorities, engaging at a strategic level with the HSE and EA during the year. This has seen the number of visits where issues have been raised by regulatory bodies reduce to below 3%.

PoliciesTo ensure proper continuity and sound development of our business and social responsibility strategy, our policies are regularly reviewed and signed by the Chairman, John Kirkland OBE. During the year new policies were introduced on Anti-Bribery & Corruption, BIM, Travel and Whistleblowing.

ISO 26000:2010 - Social ResponsibilityDuring the year Bowmer & Kirkland aligned its policies, procedures and practices in accordance with the leading international sustainability and social responsibility standard, ISO 26000:2010. This standard represents a truly holistic perspective of a company’s values and sustainable actions. Bowmer & Kirkland is one of the first organisations nationally, regardless of sector, to adopt it. It is independently assessed by 3rd party sustainability consultants, Planet First, as to its rigour and accuracy.

Business CertificationBowmer & Kirkland’s sustainable performance is certified annually by The Planet Mark, a dynamic sustainability certification focused on continual improvement provided in partnership with The Eden Project. To achieve our commitment to reduce our carbon footprint by 5% annually, this certification enables us to:

MEASURE Measure scopes 1, 2 and 3 of our business carbon footprint

Develop strategies to reduce carbon and improve our environmental impacts

ENGAGE Work with our employees to put sustainability at the centre of Bowmer & Kirkland’s business operations.

Communicate our actions to our employees, supplier and customers

Contribute to the development of educational materials and workshops for school children and young people, as well as industry specific development training programmes.

We have put in place systems and procedures that make it possible to apply the principles and practices of corporate responsibility to our business

27 NILprosecutions or judgements

visits to sites by regulatory bodies

100% of policies reviewed annually

“Planet First is happy to state that Bowmer & Kirkland’s Social Responsibility adheres to the high standards of BS ISO 26000: 2010. By embedding social responsibility at the centre of the business this ensures long-term success. We are delighted that Bowmer & Kirkland share this philosophy.”

Steve Malkin, CEO of Planet First

Planet Positive verifies that Bowmer & Kirkland have aligned their Social Responsibility Policy, Procedures & Practices with ISO 26000:2010

Steve Malkin, CEO Planet Positive1st May 2012

ISO 26000:2010 - Social ResponsibilityBowmer & Kirkland’s Social Responsibility Policy, Procedures & Practices

encapsulate the seven fundamental core principles of social responsibility: Organisational Governance Ensuring that an organisation has an e�ective system and structure in place to implement its social responsibility

policies.

Human Rights The guarantee that Bowmer & Kirkland respects the fundamental rights of the people that it interacts with. It

means, for example, promoting equal opportunities and diversity. Labour Practices Practices to ensure that the health and wellbeing of Bowmer & Kirkland’s employees and those working on behalf

of B&K are safeguarded, that they are well trained and receive opportunities for development.

The Environment Stems from the recognition that businesses have an impact on their environment, both directly and indirectly.

Puts procedures in place to minimise this and wherever possible have a positive impact.

Fair Operating Practices Commits Bowmer & Kirkland to ethical, honest and fair transactions with other parties. Also promotes harmonious

working practices bewteen management and Bowmer & Kirkland’s employees.

Consumer Issues Gives consumers the con�dence that Bowmer & Kirkland have their best interests at heart. Focused primarily on

B&K delivering complete customer satisfaction. Community Involvement & Development Acknowledges the important role that Bowmer & Kirkland plays in the wider community and that Bowmer &

Kirkland can promote positive community development through engagement.

L-R (Back Row) Ralph Jones, Michael Kirkland, Jack Kirkland, Paul LomasL-R (Front Row) Michelle Mucklestone, Robert Kirkland, John Kirkland, Melvin Sheldon.

Vic Bowen

Chief Operating Officer

Certification UK

Certificate number: C1000.01

Issue number: 201301

Certificate start date: 19 February 2014

Certificate expiry date: 18 February 2017

Date of initial certification: 1 September 2000

BM TRADA Certification Ltd, Chiltern House, Sto

cking Lane, High Wycombe, Buckinghamshire, HP14 4ND, UK

This certificate remains the property of BM TRADA Certific

ation Ltd. This certificate and all copies or reproductions of the certific

ate shall

be returned to BM TRADA Certification Ltd or destroyed if re

quested. Further clarification regarding the scope of this certific

ate and

verification of the certific

ate is available through BM TRADA at the above address or at www.bmtrada.com

The use of the UKAS accreditation mark indicates accreditation in respect of those activities covered by the accreditation certification 012

Multisite clie

nts – The scope of certific

ation shown above includes the participating sites shown in appendix A

CERTIFICATE OF REGISTRATION

This is to certify

that

Bowmer & Kirkland Limited

High Edge Court

Heage

Belper

Derbyshire

DE56 2BW

has been audited and found to meet the requirements of sta

ndard

ISO 9001:2008 Quality Management System

Scope of certification

Building Contracting, including Design & Build.

5

Org

anis

atio

nal G

over

nanc

e

100%

6

911

100%

Carbon Reduction Commitment2012 - 2013 saw the completion of the Group’s third year of participation with the CRC Energy Efficiency Scheme. Target setting and regular monitoring has seen the trend on carbon emissions continue to decrease.

Efforts to reduce carbon emissions will be sought to help continue these reductions through:-

• savings in energy at our fixed premises and on our sites

• continuing our programme to improve the energy performance of our site cabins through our Eco Cabin programme

• reductions in carbon emissions through our fleet transport

Management SystemsThe Company’s Management Systems continue to be developed to meet client expectations and an ever changing industry and regulatory framework. The Management System delivers consistency across different construction divisions and management teams, promoting regulatory compliance and good practice. Quality procedures under ISO 9001, Environmental procedures under ISO 14001 and Health & Safety procedures under OHSAS 18001 are fully integrated into our Management System; certified by BM TRADA. In addition BM TRADA provide advice on issues such as product standard and sustainable procurement.

Maintaining Accreditation of ISO 9001:2008, ISO 14001:2004, OHSAS 18001:2007

Auditing of Management SystemsAudits are a regular part of our operations and consistently demonstrate continual improvement, management commitment, innovation, good practice and favourable performance in comparison to our competitors.

External health & safety, quality and environmental audits are conducted by BM TRADA (a UKAS accredited certification body). Summaries and actions in response to these audits are reported to the Directors at the management review meetings.

Internal audits are managed by the Company’s Systems Manager, David Gregory to support the system certifications. We are also subject to an increasing number of client audits.

“System management protocols were being well maintained with a comprehensive and robust corporate audit process in place giving full coverage across all divisions.”

John Garvy, Client Manager, BM TRADA

projects audited internally for Quality Management, Health & Safety and Environmental compliance

Vic Bowen

Chief Operating Officer Certification UK

Certificate number: 304.01

Issue number: 201301 Certificate start date: 19 February 2014


Date of initial certification: 16 June 2009

BM TRADA Certification Ltd, Chiltern House, Stocking Lane, High Wycombe, Buckinghamshire, HP14 4ND, UK

This certificate remains the property of BM TRADA Certification Ltd. This certificate and all copies or reproductions of the certificate shall

be returned to BM TRADA Certification Ltd or destroyed if requested. Further clarification regarding the scope of this certificate and

verification of the certificate is available through BM TRADA at the above address or at www.bmtrada.com


Multisite clients – The scope of certification shown above includes the participating sites shown in appendix A


This is to certify that Bowmer & Kirkland Limited

High Edge Court Heage Belper Derbyshire DE56 2BW

has been audited and found to meet the requirements of standard

(BS) OHSAS 18001:2007 Health & Safety Management System



Vic Bowen

Chief Operating Officer

Certification UK

Certificate number: 1133.01

Issue number: 201301

Certificate start date: 19 February 2014


Date of initial certification: 19 February 2008

BM TRADA Certification Ltd, Chiltern House, Stocking Lane, High Wycombe, Buckinghamshire, HP14 4ND, UK

This certificate remains the property of BM TRADA Certification Ltd. This certificate and all copies or reproductions of the certificate shall

be returned to BM TRADA Certification Ltd or destroyed if requested. Further clarification regarding the scope of this certificate and

verification of the certificate is available through BM TRADA at the above address or at www.bmtrada.com


Multisite clients – The scope of certification shown above includes the participating sites shown in appendix A


This is to certify that

Bowmer & Kirkland Limited

High Edge Court

Heage Belper Derbyshire DE56 2BW

has been audited and found to meet the requirements of standard

ISO 14001:2004 Environmental Management System



1

88%

0

major incident affecting business continuity during 2012/13 (mains electricity failure for > 3 days)

7,548 tonnes

Reduction 2012 - 2013

Reduction 2011 - 2012

5,071 tonnes

‘Non-Conformances’ raised by external auditors, BM TRADA

External Site InspectorsIndependent health & safety and environmental inspections are carried out on all sites by RG Wilbrey Consultants Limited. These inspections include the performance of our subcontractors and cover legal compliance, good practice, compliance with policies and procedures and specific site requirements. They also provide advice and knowledge sharing.

external H&S and Environment inspections by external consultants

Fixed Premises InspectionFixed premises inspections are managed by Mark Blundy, Group Health & Safety Director, to ensure regulatory compliance, safety and good working conditions. These are conducted at least once per annum. The environmental impact of the headquarters site is reviewed annually by David Gregory, Environmental Systems Manager.

B&K premises inspected for legal compliance

Business ContinuityWe have a proactive approach in responding to potential business interruptions through our ‘Business Continuity Plan’. This plan ensures that any disruptions to our business are either negated or effectively managed.

Responsibility for heading up the Disaster Recovery Team, and for maintaining and updating the ‘Business Continuity Plan’ has changed during the year. This is now the responsibility of Michelle Mucklestone as Finance Director. The critical functions of the business were reviewed during the year and amendments made to the respective action plans in response to events to strengthen our procedures.

‘Good Practice’ comments by external auditors, BM Trada

Supporting Equality and DiversityBowmer & Kirkland is committed to being an equal opportunities employer in accordance with the key requirements of the Equality Act 2010. The characteristics that are protected by the Equality Act are embedded in the company’s ‘Equal Opportunities and Dignity at Work Policy’.

Employment policies, procedures and entitlements are contained in the ‘Employee Information Handbook’, that is regularly updated and available to all staff on the company’s intranet site.

To help monitor equal opportunities all new applicants are invited to complete an ‘Equal Opportunities Form’, to help provide data on the characteristics that are protected by the Equality Act.

We already employ a significantly more diverse workforce in respect of gender compared with the national average of only 12% of women employed in construction services. Much of this increase is evident in the number of professionally qualified women working on our construction projects as Surveyors, Construction Managers and Engineers. The proportion of female to male employees who are currently on training courses at University and Colleges is significantly higher than our average figures below and therefor our number of female employees is likely to continue to rise in forthcoming years.

Bowmer & Kirkland actively support employees who wish to remain in employment after retirement age. This benefits both the company and those employees who continue to work; their experience being helpful in delivering projects and the cascading of knowledge and skills to younger employees.

Respect for Human RightsWherever we work we ensure that we do not exploit anyone. We up hold the rights of all those who work for or with us, and the communities in which we operate. Through our ‘Code of Conduct’ subcontractors are expected to act fairly and with integrity towards all employees and persons affected by its activities, including the promotion of ethical standards.

We are committed to:-

• supporting all the principles set out in the United Nations Universal Declaration of Human Rights

• supporting the International Labour Organisations standards

• complying with national legal requirements regarding wages and working hours

• complying with our company policies setting out the rights of everyone who works for, or with us, or who is impacted in any way by our activities

• observing, protecting and promoting these rights wherever we operate

Committed to supply international principles aimed at protecting human rights and conducting business in an ethical and responsible manner

100%

15

Rebecca Hartshorn BA Hons, MSc, CIOB

Rebecca joined Bowmer & Kirkland in 2001 and is the company’s senior BREEAM 2011 Construction Assessor and a qualified BREEAM AP. During 2012-13 Rebecca was on maternity leave, protected through our equal opportunities policies, and has since returned to her previous position after maternity leave. The company help women on maternity leave prepare for returning to work by holding ‘keeping in touch’ days which involve becoming familiar with recent changes to legislation practice, management system changes and provide help and assistance to enable employees to adjust to employment again.

Case Study:

Employees working past retirement age

of new employees complete a equal opportunities questionnaire

88%78.9%

12%21.1%

Construction Services Average

Bowmer & Kirkland Average

Primary School Pupils at Siemens, Lincoln

Students at Construction of Center Parcs Village, Woburn

Communications with EmployeesAll employees receive a copy of our company’s magazine (Key Notes) issued six monthly, which covers news and events from around the whole Group, including matters of general employee interest. More regular news bulletins are included on our in-house company Intranet.

‘Safety Matters’ is issued every three months in which we select a safety, health or environmental topic as the focus of our toolbox talks to site staff.

Information leaflets are regularly issued to staff, including the British Heart Foundation workplace newsletters. Individual construction divisions use a variety of methods to communicate key business goals and issues to employees and also consult and involve their employees.

Promoting Ethical PurchasingWe acknowledge that we have an opportunity to exert a significant positive influence in terms of sustainable procurement on the goods that we purchase and install. Our Environmental Purchasing Policy provides a framework to staff, suppliers and subcontractors to implement ethical purchasing practices when purchasing materials. Our aims are to:-

• procure timber from well managed and sustainable sources

• engage with our supply chain to reduce the use of non-renewable resources and purchase goods and services that meet ethical standard

• encourage the re-use and re-cycling of materials

• avoid the use of hazardous chemicals and use less damaging alternatives where appropriate

integration of EU Timber Regulations into our procedures

The EU Timber Regulations introduced in March 2013 has been incorporated into our Management System to ensure that the suppliers and source of all permanent works timber is traceable, avoiding illegally harvested timber and timber products from being used. Schedules in the Management System also allow those projects subject to BREEAM accreditation to identify the certification which applies to timber sourced for the project (e.g. FSC/PEFC/BES 6001) and record any documentation in respect of its source. During the year we successfully delivered 29 projects under BREEAM that required the sourcing of timber to be specified.

United Nations Global CompactBowmer & Kirkland acknowledges that the United Nations Global Compact presents a platform for companies to advance their commitment to sustainability and corporate responsibility. The Global Compact’s framework enables companies to develop sustainable principles and practices relating to it’s four core values:-

• Upholding Human Rights

• Enhancing Labour Standards

• Protecting The Environment

• Preventing Anti-Corruption

To ensure that Bowmer & Kirkland fully complies with the UN’s Global Compact’s 10 principles that support the above four core values, we have embedded these principles in our policies, procedures and practices through the new International Standard on Social Responsibility - ISO 26000.

100%

7

Hum

an R

ight

sS FETY

M

TTERS

JULY - SEPTEMBERISSUE No. 15

FETYTTERS

JULY - SEPTEMBERISSUE No. 15

Auto-enrolment into pension

scheme will affect B&K employees

New legislation has been introduced by the Government

which means that all eligible employees have to be

automatically enrolled into a pension scheme by the

Company.Bowmer & Kirkland must introduce this legislation by

1st November 2013. This means that if you are not a

member of a B&K Pension Scheme you will start

contributing into a scheme with effect from your November

salary. The legislation does not allow employees to opt out

in advance of joining the scheme so it is essential that if you

do not want to make contributions into a Pension scheme,

you are aware of how you can opt out after you have joined.

We will be running a number of workshops/initiatives to

provide information to non-members on the benefits of

joining a Pension Scheme and explain auto-

enrolment in more detail. In the meantime if

you have any queries, please contact

Keith Parker, Pensions & Benefit

Manager on extension 4500

or email him [email protected].

Building success means larger

North East regional office

Success, despite a challenging market, has

meant that our construction division has

moved its North East and Scotland regional

HQ to new premises.

The region, which has a turnover of £110m is now

based at Alexander House, Rainton Bridge Business

Park in Sunderland.

Growth has been achieved through excellent

relationships with existing clients and forging

alliances with new clients, but it also meant that new

premises were required and so, after 20 years based

at Doxford Park, Bowmer & Kirkland now has double

the space to accommodate its needs for the future.

B&K Regional Director, Alan Johansen, said: “The

opening of Alexander House is a milestone for us in

the North East.“Our home for 20 years was Doxford Park and we have

seen the company face many challenges and also

tremendous growth during our time there.

“We are constructing some exciting projects such as

the Trinity Square development in Gateshead – a

three-year project which will rejuvenate the centre of

the town and are about to start on site at Blaydon

Shopping Centre, a £16m development of retail units

and supermarket.“The team recently completed a Holiday Inn Express in

Edinburgh and Indigo Hotel in Glasgow and our future

order book is healthy.

“We are looking forward to rising to the challenge of

the next few years from our new home.”

The team has also just been awarded a huge £75m

project to develop the first phase of a world class

business park on 40-acres of land adjacent to

Aberdeen Airport.Construction will include 300,000 sq ft of office space

along with a full medical suite, crèche, restaurant,

cafes, swimming pool and other sports facilities.

Once complete the Aberdeen International Business

Park will offer approximately 1m sq ft of office

accommodation.The North East and Scotland region is an important

one for the Group. Chairman John Kirkland visited the

region to open the new offices and said: “The North

East and Scotland region has, like the rest of the

country, had a challenging few years and the

construction industry is still very competitive.

“However, our staff have worked extremely hard and

been committed to client satisfaction which has

increased turnover to £110m during the past year and

secured new clients along with deepening

relationships with existing ones.

“I am extremely proud to be able to

officially open the new

headquarters for our North

East and Scotland region

and look forward to

working with our

existing and new

clients for many

years to come.”

The in-house magazine for the Bowmer and Kirkland Group • Issue 33 • Spring 2013

Bowmer & Kirkland

Main board changes

There have been changes

at Main Board level which

help to strengthen the future

of the Group.Over the last 20 years, Melvin

Sheldon’s role has expanded far

beyond that of Group Finance

Director and as part of a succession

plan, it has been decided that now

is a good time to hand that position

to Michelle Mucklestone.

She is a member of the Institute of Chartered Accountants and

has been with the company 23 years, the last eight as Group

Financial Controller.

Melvin will continue as a member of the Main Board and maintain

responsibility for Derry Building Services, IBMS, Key Joinery,

K B Reinforcements (Western), Soncell International and all of its

subsidiaries and Soncell North America and all its subsidiaries.

In addition, he will undertake a major project involving our

insurances, remain a Trustee of the Pension Fund and assist and

advise Michelle where necessary.

I N S I D ET H I SI S S U E

>IT’S OFFICIAL…WE’RE THE

BRAINIEST IN DERBYSHIRE!

>YOUR AMAZING SUPPORT

FOR OUR LOCAL CHARITIES

AND COMMUNITIES

>KEYCLAD AND POSSIBLY

THE WORLD’S BIGGEST

JIGSAW>VANITY BOX FEATURE IN

DON’T GIVE UP YOUR DAY

JOB……>PLUS NEW BIRTHS,

MARRIAGES, ACHIEVEMENTS

AND MUCH MORE

John Kirkland (front left) and Jack Kirkland (front right) with some

of the North East and Scotland team at the opening of the new office

Investors in PeopleBowmer & Kirkland is committed to Investors in People, achieving accreditation first in 2001. The company has continued to successfully renew its certification, supporting the company’s approach to being a considerate employer.

A Safe WorkplaceProviding a safe workplace environment for our employees and subcontractors is a key priority of Bowmer & Kirkland. Of paramount importance to us is the preservation of lives and a reduction in the number of incidents and accidents on our sites. Through a commitment to continuous improvement of our Health & Safety Management systems, procedures, training and site inductions, we will continue to improve our performance.

Reducing the Number of Health & Safety IncidentsAll reported accidents and near misses are recorded to monitor performance and identify areas for improved action through training or revised procedures. Through such initiatives as our Drugs & Alcohol screening programme, we are trying to reduce risks further. An analysis has been carried out on parts of the body affected by incidents. The small numbers of accidents and incidents can distort trends, but the message is clear that we must enforce our risk control and accident prevention strategies.

Increasing Health & Safety TrainingThe reduction in the Accident Incident Rate (AIR) is in part due to good housekeeping standards on site, but also to the continued commitment to Health & Safety training. Training continues to be a priority of our Health & Safety Department to ensure that staff develope as valued employees and also aid in improving their competency and confidence to make their workplace safer. There are three categories of training identified:-

• Mandatory - to meet legal, policy and procedure compliance

• Recommended - to achieve good practice and industry guidelines

• Specific - detailed technical training that generally is project targeted

A matrix identifies the requirements for training of all employees with each individual’s training record being held on our Training Database.

Providing a working environment that is safe and will support our employees in their duties and responsibilities

“I am pleased to report on a wide range of achievements and measures where we can show improved performance. The general trend is clear, when we benchmark our performance against published industry statistics our incident rates are about one third of the HSE published figures.”

Mark Blundy, Group Director of Health & Safety

375

100% 46

1283 235

6% HEAD

7% EYE

8% FACE

7% BACK, NECK

& SHOULDERS

5% TORSO

12% ARMS & WAIST

33% HANDS & FINGERS

14% THIGH, LEG & KNEE

11% ANKLE & FOOT

Accident Incident Rate (AIR)

of workforce are in health & safety training

health & safety training days

12projects randomly screened for drugs & alcohol

senior managers with formal health & safety leadership training

managers with SMSTS or IOSH Managing Safety Training

9

Labo

ur P

ract

ices

Construction Skills Certification SchemeBowmer & Kirkland requires every site worker to have a Construction Skills Certification Scheme (CSCS) Card. Possessing the card shows an agreed level of occupational competence and helps to reduce accidents and drive up on-site efficiencies.

Increasing the Skills of the WorkforceThe varied training programmes, continued professional development (CPD) and support for staff on part-time courses helps to ensure that we maintain a skilled, flexible and committed workforce. We acknowledge that the skills, experience and commitment of our people are major sources of competitive advantage. We therefore recognise the achievements of our employees who have successfully completed training courses and academic qualifications at our annual B&K Academy presentations (see photo below). Bursaries are also awarded to support and assist students during their time at College.

Through support of our workforce and the family values embedded in the company’s culture, this has engendered a stable workforce, as demonstrated by the length of service of our staff. 78.2% of the workforce have been with the company for over 5 years, and 10.3% for over 20 years service.

Protecting HealthWe work to look after the health of

our workforce. We continue to issue regular safety alerts to all staff, helping

to inform them of issues to be aware of and additional safety precautions required.

During the year we issued ‘Good Health Matters’ aimed to encourage staff to take

up exercising, promote awareness of mental health issues and reduce risks to health.

Improving the performance of our Supply ChainBowmer & Kirkland has long standing relationships with a large number of subcontractors and suppliers. This means the majority of our supply chain are familiar with our procedures and requirements - covering areas such as health & safety, environmental protection, pollution prevention and responsible procurement.

Where a subcontractor is new to Bowmer & Kirkland a comprehensive pre-qualification questionnaire must be completed, which is reviewed to ensure they have appropriate management systems and a like minded approach to Health & Safety. To reduce the administrative burden on our suppliers, our questionnaire is aligned to the Safety Schemes in Procurement (SSIP) scheme.

All subcontractors are appointed through written subcontractor agreements. In addition all subcontractors and consultants are advised of our ‘Code of Conduct’ and are expected to commit to the code’s principles.

Subcontract reviews are undertaken on all subcontractors, the average score for 2012 - 13 being below:-

After completion of each contract, a post contract review is undertaken to analyse the performance of each subcontractor/consultant. The results of such reviews are analysed with the appropriate Divisional Director, in order to identify areas where improvements can be made in any future work.

Our procurement policy is to continue to develop long-term relationships that are built on high standards by achieving the following criteria:-

• they have performed well and competently for Bowmer & Kirkland on a recent project

• can demonstrate appropriate competence under CDM/Health & Safety regulations

• have performed satisfactory at the pre-contract meeting

• can support our approach in respect of environmental/sustainable requirements

60

99.9%

9.8 yrs

94%

>70% 290

50%

60%

70%

80%

90%

2009-10 2010-11 2011-12 2012-13

our workforce. We continue to issue regular safety alerts to all staff, helping

to inform them of issues to be aware of and additional safety precautions required.

During the year we issued Matters’

Good HealthMatters

staff registered with relevant professional bodies

of site staff in possession of a CSCS card (including supply chain)

of our subcontractor scores are satisfactory or above

of repeat orders to supply chain members

accident incident rate (AIR) for subcontractors

Health & Safety Site InspectionsIndependent Health & Safety inspections are carried out on all our sites by RG Wilbrey Consultants Limited. Relevant procedures are reviewed and scored, with the corporate aim to increase our performance each year. The chart below demonstrates the the steady improvements that Bowmer & Kirkland has achieved over recent years.

average length of service of our workforce

29employee training awards through the B&K Academy

Working Towards a Better EnvironmentBowmer & Kirkland is committed to sound management practices that minimise the potential negative effects of building activities on the environment. By encouraging the sustainable use of natural resources, minimising environmental pollution, reducing waste and encouraging recycling, we aim to contribute the improving the world in which we live and work.

We believe that a proactive approach for promoting awareness of environmental issues with our employees, together with our development of various environmental initiatives, helps us to grow an even more sustainable business in the future.

Improving Energy EfficienciesAs a business we are working to address energy and carbon efficiencies in a number of ways, including:-

• investing in reducing the energy usage at our offices, sites and site cabins

• reducing carbon emissions of our transport fleet

• setting targets for site emissions and developing monitoring systems

CRC EnergyBowmer & Kirkland has embraced the CRC Energy Efficiency Scheme and have been a participant for the first 3 years of its operation. We took an initial benchmark of our scheme obligation in 2009 and we have reduced this by 52.8% since this time. Our footprint was first formally reported to the Environmental Agency in 2011 and our 2013 report shows a reduction of 38.2%.

reduction in carbon emissions through CRC since 2011

Carbon FootprintWe have for the last six years measured the operational carbon footprint at our offices, including the energy we use, travel, waste and paper usage. Each year we have managed to reduce our carbon footprint per office employee, which is now around 33% lower than the comparable figure six years ago.

During 2012-13 Bowmer & kirkland has made a 2.6% reduction in their total carbon emissions, equating to 48.9 tCO2e saved.

The carbon footprint per employee is 5.50 tCO2e, with a target of 4.65 tCO2e per employee by 2015.

reduction in the carbon footprint of our office employees over the last 5 years (including our regional offices)

Eco CabinsWe have extended our ethos of carbon reduction into a significant and yet largely untouched area of construction - site cabins. This initiative to improve energy performance through an energy saving programme for our cabin fleet was commenced two years ago. Measured and certified through sustainability consultants, Planet First, this energy saving programme provides an effective KPI of positive action to reduce energy. As a requirement of the certification scheme, we agree to continually improve the energy efficiency of our cabin fleet.

Environmental Impact Assessment (EIA)On all projects a specific EIA is prepared, identifying the environmental aspect of the project, the risks and impacts posed by the construction operations and suitable mitigation measures to control risk and reduce the impact on the environment. The EIA is prepared prior to commencing on site and regularly reviewed to ensure mitigation measures are implemented and effective. It is monitored both by the site management team and external consultants.

Improving Environmental PerformanceThe environmental performance of all our sites is monitored regularly by external auditors, RG Wilbrey Consultants Limited, who assess and score our performance. We have successfully improved our score year by year with a current score of 79.9%, with 80% representing full compliance with our procedures and industry best practice requirements.

We adopt a responsible approach that takes into consideration the direct and indirect impact of our decisions and activities

38.2%

33%

40 tonnes

100%

CO2e savings through our energy saving programme for our Eco-Cabin fleet for 2012-13

Environmental Impact Assessments (EIA) carried out on all projects

50%

60%

70%

80%

90%

2009-10 2010-11 2011-12 2012-13

Promoting SustainabilityThrough our experience of successfully delivering highly sustainable buildings, we maximise opportunities for environmental and sustainable improvements; delivering cost benefits to clients and helping to meet low-carbon objectives.

Bowmer & Kirkland plays its part in reducing the impact of construction on natural resources through its Environmental Purchasing Policy that is incorporated into subcontract documentation, encouraging the principles of responsible sourcing and minimising the use of damaging chemicals.

We also have a pro-active approach to obtaining the maximum credit opportunities for projects under BREEAM. Through our in-house assessor and BREEAM APs, we can support clients in their sustainability objectives.

The Data Centres at Cobalt were awarded ‘BREEAM Outstanding’ receiving the BREEAM Data Centre Award for 2013.

Improved Waste ManagementThe monitoring of construction waste is undertaken through Bowmer & Kirkland’s robust ‘Site Waste Management Plan’ procedures incorporated within the company’s environmental management system. Compliance to the requirements of the SWMP is monitored by the site team on a daily basis and supported through regular audits by Bowmer & Kirkland’s management team and external consultants, RG Wilbrey Limited.

Environmental TrainingAll site staff, including subcontractor’s operatives are trained on environmental issues identified for each project. Environmental training is split into two sections:-

General(all projects)

Water/pollution

Nuisance including dust and noise

Plants and wildlife

Waste management

11

The

Envi

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NIL

98%

>246

A design and build science facility located on a historically important site, requiring Bowmer & Kirkland to work with the archaeological team through the piling and groundwork phase. Various artefacts were discovered for display at the school.

Repton Science Priory

Shirebrook AcademyTo meet the Governments target for reducing carbon emissions at new schools by 60%, we erected an Endurance E-3120 wind turbine, 47 metres high, to generate at least 120,000 kw/hr of renewable electricity, feeding into the National Grid outside of school times.

major pollution incidents in 2012-13

18%

6

of projects we undertake incorporate renewable energy solutions

construction waste diverted from landfill during 2012-13

BREEAM ‘Excellent/Outstanding’ projects completed in 2012/13

SWMP is monitored by the site team on a daily basis and supported through regular audits by Bowmer & Kirkland’s management team

“At Repton School our approach to using excavated materials on the school premises and within the locality enabled us to avoid 99.47% of waste being taken to landfill.”

Bill Eley, Project Manager

Specific(where relevant)

Bats, badgers

Tree protection

Hazardous waste

Contaminated land

specific environmental training talks for site staff and sub-contractors

Reducing Pollution IncidentsThrough our partnership with Adler & Allan, who provide us with specialist advice on pollution prevention measures and a 24/7 response service, we ensure our effective pollution prevention procedures are in place on all projects, thereby minimising the risk of pollution incidents. These procedures are supported by emergency plans on all of our projects with tool box talks and specific training sessions conducted for all site staff.

Behaving EthicallyBowmer & Kirkland insists on honesty and fairness in all aspects of business and expect the same from all those with whom we do business.

The company’s ‘Code of Conduct’ requires that all business transactions and other activities are carried out strictly in compliance with prevailing laws and under the requirements of good citizenship.

Ensuring Fair PaymentIn the current economic times when cash flow is paramount to SMEs we aim to ensure payments are made on time. Bowmer & Kirkland firmly believe that prompt payment of subcontractors and suppliers maintains secure, long-term relationships throughout our supply chain.

We are committed to the principles of the OGC’s ‘Fair Payment Practice Charter’, which has long been embedded in the ethos of Bowmer & Kirkland. This commitment is reflected in our prompt payment record and high credit rating score.

Working against Bribery & CorruptionOur anti-bribery and corruption policy is now fully embedded into our Integrated Management System and therefore available to all employees through the company’s Intranet. Procedures are in place through the IMS to prevent persons associated with Bowmer & Kirkland, including subcontractors and suppliers, from committing bribery on our behalf, as required under Section 7 of the Bribery Act 2010. A new Anti-Bribery and Corruption Policy was introducted during the year.

Ensuring fair treatment of EmployeesOur Employee’s Information Handbook, available to employees through the company’s Intranet, provides fair and reasonable conditions and rules, including details of particular aspects of employment relationships, both in terms of the rights and responsibilities of our employees.

Bowmer & Kirkland fully observes the terms and conditions contained in the Construction Industry Joint Council’s ‘Working Rule Agreement for the Construction Industry’ and the National Working Rules.

To evidence this commitment, Bowmer & Kirkland are signatures to the Institute of Credit Management (ICM) ‘Prompt Payment Code’ that commits us to:-

• We pay suppliers on time

• Give clear guidance to suppliers on payment procedures

• Encourage good practice with our lead suppliers

Our approach to business conductThe diagram opposite shows how we partner with our supply

chain members to establish and sustain honest and fair relationships.

Behaving with honesty and fairness is fundamental to establishing and sustaining productive relationships with our supply chain

100% 100%

98%Dunn & Bradstreet Failure Score (indicating minimum risk of business failure)

NIL Employees Disputes during 2012-13

of subcontract agreements now incorporate our Code of Conduct

of our management documentation now incorporates anti-bribery and corruption procedures

5A 1Dunn & Bradstreet Rating (indicating financial strength)

B U S I N E S S I N T E G R I T Y

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St Georges Park: National Football Centre, Burton Upon TrentOver 90 SMEs were employed on this project with over 450 subcontractor employees engaged at one time. Over 1800 separate payments were made with no recorded disputes due to late payment.

“This is the best facility I have ever seen – it’s just sensational. All of the team ought to be congratulated. It is such a marvellous effort. They have made sure that everything is the best – the best medical facilities, the best gym equipment, the best nutrition, the highest quality pitches of anywhere in the world. It’s beautiful and I have never been so hopeful that we might one day again win the World Cup.”

Sir Bobby Charlton, England World Cup Winner 1966, Director Manchester United

Customer ObjectivesBowmer & Kirkland are dedicated to providing our customers with total commitment and high standards. Working for a diverse range of clients across a number of different sectors, both private and public, we aim to align our aims to those of our clients with the ambition to exceed their expectations.

Achieving Client SatisfactionTo monitor whether we achieve total customer satisfaction our clients are invited to score our performance across 8 categories, including quality, communications, resolution of defects and competency.

We have long term relationships with many clients. Our working relationships with some clients spans over 30 years. With our long-term clients we recognise the value of working together

to identify the best solutions, share best practice and to introduce innovations. This helps to deliver projects in true partnership.

Improving the Delivery of ProjectsKey to the success of projects is whether they are delivered on time, to budget and to a high quality. These key deliverables are embedded

in the Chairman’s Mission Statement and remain the Company’s ultimate target.

To ensure that handover and aftercare is effective, Bowmer & Kirkland’s Contracts

Manager takes on the role of Soft Landings champion who liaises with the clients’

representative throughout the aftercare period. We believe through continuity of personnel this engenders an atmosphere of trust and ensures full commitment by the supply chain team.

Improving the Performance of our Supply ChainOur supply chain has a vital role to play in helping us meet our CSR objectives. We therefore maintain a comprehensive database of our supply chain of approved subcontractors and suppliers, monitoring and recording their performance scores on all projects. To become a member of our supply chain, subcontractors must as a minimum have to satisfy the robust requirements of our H&S Questionnaire, together with the provision of appropriate references, provision of examples of previous completed work and can demonstrate sound financial standing. They are also assessed on their BIM capability, geographical location, innovation, knowledge, skills and capacity.

In total we have around 4,000 subcontractors in our supply chain through which over 80% of our turnover is spent procuring goods, works and services we need to construct projects.

Fundamental to ensuring continuous improvements of our supply chain we undertake monthly reviews on their performance and score them using our KPIs.

We are dedicated to achieving the highest possible level of Client satisfaction in everything we undertake

81%

“The level of service provided throughout the whole of the project could not be faulted. Bowmer & Kirkland have proved to be the sort of contractor that you

dream of getting for such a complex project and we would have no hesitation in recommending them for any similar project.”

Keith Brown, Liaison Manager, Netherthorpe School

88%

87%

our average client satisfaction score at practical completion

of projects completed in accordance with the contract programme

of projects are for repeat clients

86%

99%

our average client satisfaction score at interim stage

of projects where the final account is agreed within 12 months of practical completion

Duke of Devonshire burying a time capsule at Netherthorpe School.

Embedding BIMBuilding Information Modelling (BIM) represents a significant change to the construction industry in terms of the way projects are designed, constructed and managed.

Bowmer & Kirkland embraces this change and is responding by embedding BIM into our Quality Management System.

A steering group has been established composed of key staff from across the business to ensure that the development of BIM is in line with current industry thinking. The Group have already developed a BIM Policy, Execution Plan and Protocol, which provide a framework to help deliver the overall BIM objective for each project (right):-

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7

Data Centres 2 & 3: Cobalt Business Park

BIM technologies were integral to the design of the two data centres, with the major subcontractors providing 3D designs for integration into the BIM model (see right). This led to an extremely well organised, data rich project, that was awarded the BREEAM Centre Data Award for 2013.

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of subcontractors meet or exceed our expectations measured through our supply chain KPI performance scores

subcontractors removed due to poor performance19

projects working to BIM level 2 during 2012/13

BIM Model for Data Centre, Cobalt Business Park

“Bowmer & Kirkland has been an exemplar partner and has added real value. They have brought a wealth of knowledge and experience to the table with very skillful and dedicated project teams.”

Scott Rice, Principal Architect, Derbyshire County Council

Supporting and Engaging CommunitiesWe make a positive impact on the communities in which we work in a number of ways. We create employment both directly and through our supply chain. We donate time, money and materials to various community groups and charities. We consider the impact of our actions on the local community, mitigating our actions through control measures and the monitoring of our works.

Considerate Constructors SchemeThe Considerate Constructors Scheme (CCS) seeks to improve the image of the construction industry, requiring sites to promote best practice and reduce the negative impacts of projects on local communities. As an Associate Member, all our sites are signed up to the scheme. The scheme also operates a complaints procedure. We are pleased to report that no complaint had to be taken through our escalation procedures during the year.

CCS Roll of Honour

Most Considerate Site Runner Up:

Sainsbury’s Welwyn Garden City

Gold Award:-

Sainsbury’s Wells, Somerset

Silver Award:-

Waitrose Raynes Park

Bronze Award:-

Springwell Community College Staveley

Ocado, Birch Coppice Business Park Tamworth

Sainsbury’s Bedford

Sainsbury’s Penrith

Sainsbury’s Heaton

Boots Nottingham

Project Green Nottingham

Cobalt Plot 4A Newcastle-Upon-Tyne

Cobalt Data Centre No. 3 Newcastle-Upon-Tyne

Waitrose/John Lewis Ipswich

Communications with the CommunityWe take considerable effort to engage with the communities around our developments, so they understand what we are doing and how we are progressing. Communication is therefore key in allaying understandable concerns of the general public and neighbours of the disruption of construction projects.

Prior to commencement, or early in the life of a project, newsletters are sent out to local residents and businesses informing them about the project, timescales and contact details should members of the public wish to raise matters of concern.

QR codes and community websites are now increasingly being used on our site hoardings to provide additional information about the project/company.

Community Involvement is considered as integral to our sustainable development in relation to the communities in which we operate

Considerate Constructors Report 2012/2013

34.17average Considerate Constructors Scheme score for 2012/13

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Community InvolvementBowmer & Kirkland actively supports a number of local causes in the areas in which we work. These involve young people, community groups, education and sport. Community involvement consists of three main strands:-

• support for charities by members of the board, including national charities

• support direct by the project team for local schemes, schools and community groups

• support by staff at Bowmer & Kirkland through charitable giving and volunteering

Bowmer & Kirkland is a member of Business in the Community - a charitable organisation that supports disadvantaged groups in the communities in which we work.

Support for Local EmploymentOur supply chain strategy is based on providing fair opportunities for local people and businesses where we work.

Schemes to recruit and train people locally are monitored and measured. These objectives sit comfortably alongside our encouragement of local charitable activities that nurture a sense of local pride and self esteem.

Many of our projects in 2012 - 2013 have a very high proportion of local labour and SME companies, helping not only to boost local spend, but reduce travel time and CO2 emissions.

Shirebrook Academy & Stubbin Wood School, Derbyshire

Bowmer & Kirkland has supported a number of community and school activities, including school fetes, social media notice boards, design workshops, the community farm and regular newsletters to the community. This support has been both through monetary gifts, resources and labour including:-

• in excess of £1,000 raised by the site team for local charities

• 10m3 of wood chippings donated to allotments, a community farm and local schools

• new footpath created to improve student routes to the school

• 600 metres of fencing provided to the school for fetes

• power, lighting and amenities organised for school fetes

The project also provided substantial employment for the area, which has a long and difficult history, reflecting the decline in coal mining and the high level of unemployment in the local communities.

Throughout the project Bowmer & Kirkland continued to support the local Job Centre Plus in its aims to get more people into work, providing placements for the unemployed. This relationship has endured beyond project completion.

The project also provided opportunities for local companies, with ‘meet the buyer’ events to engage with local SME’s. Substantial economic benefit to the area was achieved through appointing local companies within a 30mile radius.

64%

53

2250newsletters issued to local residents

13projects using QR codes

charitable organisations, groups or projects supported by Bowmer & Kirkland

of projects with over 50% of local labour

“Bowmer & Kirkland went over and above what we expected involving themselves fully in school activities, including maths and science lessons, career days and allowing our pupils to regularly visit during the construction phase.”

Brian Midgley, Senior Vice Principal

OBJECTIVE TARGET PERFORMANCE

2011/12 2012/13

ORGANISATIONAL GOVERNANCE

Continue to implement a robust Management System

Maintain/ renew accreditations to ISO9001 14001 & OHSAS 18001

100% 100%

Number of external audit days 18 18

Number of non-conformances raised by external auditors 0 0

Number of Good Practice comments raised by external auditors

3 6

Maintain/renew verification of ISO26000 100% 100%

Compliance with LawsNumber of visits to our sites by regulators 44 27

Number of prosecutions & judgements 1 0

Monitoring and Audit

Number of B&K occupied premises inspected for legal compliance

100% 100%

Number of B&K projects audited internally for Quality Management, Health & Safety and Environmental compliance

74% 88%

Number of external H&S and Environmental inspections conducted by external consultants

1,052 911

Maintain Business Continuity Number of major incidents affecting business continuity 1 1

HUMAN RIGHTS

Promote Equal Opportunities

Number of unlawful discrimination findings 0 0

Number of appointments where equal opportunities questionnaire has been used.

100% 100%

Percentage of female employees with the company n/r 21.1%

Number of B&K employees working past retirement age n/r 15

Promote Ethical PurchasingIntegrate the EU Timber Regulations into Management Systems

- 100%

Number of Projects under the BREEAM scheme 19 29

LABOUR PRACTICES

Reduce the number of Health & Safety Incidents

Accident Incidence Rate – Bowmer & Kirkland n/r 375

Number of projects randomly screened for Drugs & Alcohol

5 12

Increase training in health & safety issues

Number of Health & Safety Training days by internal and external consultants

1,505 1,283

Number of Directors with IOSH Directing safely n/r 33

Number of Senior Managers with formal H&S leadership training

n/r 46

Number of Managers with SMSTS or IOSH Managing Safely training

n/r 235

Number of B&K Managers with NVQ Level 6 or above/ or equivalent professional qualification

n/r 136

Site staff with CSCS cards including supply chain 99.1% 99.9%

Employee training awards through the B&K Academy 32 29

Percentage of workforce in H&S training 100% 100%

Increase skills of workforce

Percentage of workforce with > 5y service n/r 78.2%

Percentage of workforce with > 10y service n/r 33.0%

Percentage of workforce with > 20y service n/f 10.3%

Number of B&K staff registered to professional bodies n/r 60

Improve the performance of our Supply Chain Members

Repeat orders to supply chain members during the year 69.11% 71.11%

Percentage scores of sub-contractors below average (quality, programming, health & safety, commercial) 7.26% 5.82%

Accident Incidence Rate – Suppliers while working on B&K projects

n/r 290

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THE ENVIRONMENT

Improve energy efficiencies

Carbon Emissions under CRC scheme (tonnes) 7,548(t) 5,071(t)

Reduced C02 emissions through CRC scope - 38.2%

Carbon footprint of offices (Scope 1-3) in tonnes 1,856(t) 1807(t)

Reduced C02 emissions through carbon footprint 4.6% 2.6%

Reduce C02 emissions on construction projects through Eco-cabin fleet (kg)

3,785(kg) 39,514(kg)

Improve waste management Construction waste diverted from landfill 90.2% 97.8%

Improve Environmental Performance

Percentage of Environmental Impact Assessments conducted on construction projects

100% 100%

External environmental inspection scores 78.0% 79.9%

Number of staff attending Environmental training sessions 8 19

Reduce pollution incidents

Number of projects with pollution emergency plan in place

100% 100%

Number of projects with nominated retained spill response contractor

100% 100%

Number of minor pollution incidents 6 5

Number of major pollution incidents 0 0

Promote sustainabilityNumber of BREEAM “Excellent”/”Outstanding” projects completed during the year

3 6

% of projects that incorporate renewable energy solutions 11% 18%

FAIR OPERATING PRACTICES

Ensuring fair payment to our supply chain

D&B Credit Risk indicator rating 5A 1 5A 1

D&B incidence of failure score 97% 98.2%

Working against corruption and briberyIncorporation of Anti-corruption & Bribery policy in Management System

- 100%

Ensure fair treatment of employees Number of employee disputes, grievances 0 0

CUSTOMER ISSUES

Improve the levels ofcustomer satisfaction

Average scores from Customer Care feedback questionnaires at Interim stages

82% 86%

Average scores from Customer Care feedback questionnaires at PC

92% 88%

Improve delivery of projects

Percentage of Contracts completed on time 92% 87%

Percentage of Final Accounts agreed within 12 months of PC 97% 99%

Quality score at PC 88% 88%

Percentage of business from repeat Clients 82.3% 81.4%

Improve the performance of our Supply Chain

Performance of supply chain members that fully meets or exceeds expectations.

82.9% 86.3%

Implementation of BIM Number of projects working to Level2 BIM n/r 7

COMMUNITY INVOLVEMENT & DEVELOPMENT

Reduce the impact of works on the community

Considerate Constructors Scheme scores 33.843 34.173

Number of community newsletters issued to local residents

n/r 2250

Number of Projects using project community websites 0 1

Number of projects using QR codes to access company information

0 13

Number of complaints from the public requiring escalation to a Senior Manager for resolution

0 0

Support for community projects Number of community projects undertaken 21 53

Support for Local Employment Percentage of projects with > 50% local labour 58% 64%

OBJECTIVE TARGET PERFORMANCE

2011/12 2012/13

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