Sustainability Report 2011 - Balfour Beatty Rail

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Managing sustainability Engaging with our stakeholders Through active stakeholder dialogue we can play our part in making sustainability a collective responsibility. In this section we describe how we engage with our customers, investors, government and regulators, local communities, suppliers and industry groups. 18 “Balfour Beatty are to be commended on their approach to stakeholder engagement and the reporting of their sustainability performance. They have set out a challenging roadmap on sustainability and are clearly committed to open dialogue with their stakeholders on their sustainability journey. There is always more that can be done and the stakeholder panel have set out further recommendations on where Balfour Beatty can improve. This is timely given the revision process underway to develop new roadmap targets for 2015.” Paul Edwards Head of Sustainability, Hammerson plc (and chair of the 2011 stakeholder panel). For more information go online: balfourbeatty.com/sustainability Why we engage How we engage What’s next? Customers Much of our business relies on building and maintaining long-term relationships with customers so we seek to work closely with them, to have a thorough understanding of their needs to achieve outstanding levels of customer satisfaction. Therefore customer feedback is regular and we seek to consistently promote two-way communication. Our Code of Conduct commits us to communicate truthfully, clearly and regularly with our customers. • Running regular customer attitude and opinion surveys (including sustainability and safety) (see our Influencing for sustainability section) • Collaborating with customers on our Zero Harm safety vision and 2020 sustainability roadmap • Working with customers to agree projectspecific sustainability deliverables and contributing to their sustainability programme (such as Hammerson sustainability week, National Grid’s stakeholder panel and BAA’s Heathrow Sustainability Partnership) • Presenting more sustainable alternative solutions for our customers. • Minimum expectations for all businesses by 2012 include producing a sustainable offering on all bids • We will continue to hold work-winning workshops across the Group to share best practice and we plan to use this information to liaise with customers early on in the bidding process to achieve sustainability goals (see our Growing our business in the green economy section). Balfour Beatty Sustainability Report 2011
Investors Employees Government/Regulators We seek to have an open dialogue with our shareholders and potential investors and to provide them with information they need to make well-informed investment decisions. • During 2011, senior executives held 220 meetings with institutional investors, brokers and analysts (2010: approximately 200) • Shareholders were provided with focused communication explaining the Group’s results and new business segmentation • Our Head of Investor Relations liaises directly with institutional investors and analysts to ensure consistent and timely communication. Discussions on sustainability were held with Standard Life Investments and La Banque Postale Asset Management. • We will further develop our programme of investor communications during 2012. More information on shareholder relations can be found in the Annual Report and Accounts. Balfour Beatty Sustainability Report 2011 We aim to create a safe, healthy, challenging, rewarding, participative and fair working environment for all employees. Giving our employees a voice is central to creating a unified culture where they feel motivated and understand the future direction of the business. • We use a variety of channels to communicate, and consult employees through local publications, briefing groups, consultative meetings, surveys, representative bodies, training programmes and working groups (see our Engaging our people section) • Our Code of Conduct and 2020 sustainability vision, and accompanying training courses ensure that all employees feel well-equipped to make the right decisions • We have introduced a core set of employee satisfaction surveys which are being embedded across the Group. • We will continue the roll out of our e-learning and offline sustainability course to support the embedding of the 2020 vision • We will hold our first Group-wide sustainability month in May 2012, encouraging engagement with our customers, supply chain and local communities • Our Innovation and Strategic Collaboration team are working to share best practice and encourage employees to share information across traditional boundaries. Over half of Balfour Beatty’s work is undertaken for governments. We seek to operate fully within legal and regulatory boundaries and wish to engage with governments and regulators to understand the issues that may impact our business, particularly those that affect our customers and the communities in which we operate. • We make sure any political activity we undertake is lawful, ethical and within our Code of Conduct • We have an active public affairs programme engaging with UK politicians and US Government and senior executives attend conferences to discuss governmental issues • We are heavily involved in thought leadership programmes on areas such as water and ecological enhancement for DEFRA and its committees, best practice approaches to environmental management and the development of carbon footprinting tools (see our Influencing for sustainability section). • We will continue to engage DEFRA in the UK on biodiversity and water issues such as our suite of water footprinting tools. 19 Managing sustainability
Page 1 and 2: Sustainability Report 2011 SUSTAINA
Page 3 and 4: Overview Chief Executive Officer’
Page 5 and 6: UK 34% of our major materials spend
Page 7 and 8: A lesson in sustainability We hande
Page 9 and 10: Highlights 29% of the 2012 minimum
Page 11 and 12: Summer 2012 External consultation o
Page 13 and 14: 5 6 7 8 9 10 We take a holistic app
Page 15 and 16: Highlights Managing sustainability
Page 17 and 18: Tolo Highway “We take a holistic
Page 19: What matters most in our reporting
Page 23 and 24: Leadership, governance and risk man
Page 25 and 26: Ethics, values and compliance Integ
Page 27 and 28: Recruiting ethical people “Two of
Page 29 and 30: Developing a leading position in th
Page 31 and 32: Making the most of waste In the UK,
Page 33 and 34: Transforming waste management at th
Page 35 and 36: working with our customers to achie
Page 37 and 38: Influencing for sustainability We h
Page 39 and 40: Industry partnerships during 2011 W
Page 41 and 42: Highlights 17,000 Diversity 500 Tho
Page 43 and 44: Balfour Beatty Rail Spain and emplo
Page 45 and 46: Health and safety The health and sa
Page 47 and 48: Update on 2010 fatalities In last y
Page 49 and 50: Talent and development Fulfilling t
Page 51 and 52: Alison Rothnie - secondment to Hong
Page 53 and 54: Quick fire childcare Andy Joyner, H
Page 55 and 56: Supply chain Our roadmap recognises
Page 57 and 58: For more than 25 years, Parsons Bri
Page 59 and 60: Community engagement and investment
Page 61 and 62: Highlights 45% Reduction in waste d
Page 63 and 64: Energy, carbon and climate change A
Page 65 and 66: Carbon disclosure project Balfour B
Page 67 and 68: In 2011 Balfour Beatty added a grou
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Materials Sustainable materials man
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Water Almost half the world’s pop
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Ecology We understand that our peop
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Highlights We have self-assessed ou
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GRI Reference Inclusion Link Govern
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GRI Reference Inclusion Link Child
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Recommendation 3 • Achieve greate
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Our progress against the panel’s
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Our assurance processes We use a nu
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Roadmap self-assessment summary by
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Jointly Owned International Busines
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Construction US 2012 Minimum Constr
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Absolute Tonnes CO 2 e (Excluding A
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Relative global water consumption (
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