NATS-Annual-Report-2015
NATS-Annual-Report-2015
NATS-Annual-Report-2015
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<strong>Annual</strong> <strong>Report</strong> and Accounts <strong>2015</strong> | <strong>NATS</strong> Holdings Limited<br />
Strategic <strong>Report</strong> 40<br />
People and corporate<br />
responsibility<br />
People<br />
We recognise that employee engagement has a real impact<br />
on the group’s performance. This is particularly relevant as<br />
<strong>NATS</strong> faces some significant challenges in delivering the<br />
plan for RP2 and our existing and new contracts, including<br />
Project Marshall.<br />
Given this context it was important to understand how staff<br />
felt about the group. Earlier in the year 2,970 employees<br />
(67%) responded to our staff opinion survey. In addition,<br />
215 staff participated in focus groups to consider the key<br />
themes emerging from the survey. Since the results were<br />
published the executive team has spent time with all areas<br />
of the business to update staff on strategic developments,<br />
performance and priorities. Updates are also provided<br />
monthly for managers to discuss with their teams and action<br />
plans have been developed to address those areas staff felt<br />
less positive about.<br />
Development of our people and the way we manage<br />
that talent is an important determinant of performance.<br />
We continued to roll out our succession and personal<br />
development programme called PATH. This provides staff<br />
with access to the latest thinking and developments in<br />
business practice and enhances the skills and competencies<br />
required for their current and future roles. It also ensures<br />
<strong>NATS</strong> has the capability and resilience in its talent pool<br />
to support customer service. This year PATH offered a<br />
mentoring programme to support personal development.<br />
Developing leadership skills is an important factor in<br />
managing the changes that we will ask our staff to<br />
support over the RP2 period. Within NERL deploying new<br />
technology will shape the way we organise our workforce<br />
and deliver our service. In response to the challenges<br />
facing <strong>NATS</strong> Services we are reviewing its organisation. We<br />
expect to vacate our office near Heathrow airport by the<br />
end of March 2016 and relocate staff to our head office<br />
or to the Swanwick Control Centre, and we are seeking<br />
to reduce headcount in <strong>NATS</strong> Services by up to 20%<br />
through voluntary redundancy and staff turnover. We<br />
have consulted and engaged with Trades Unions on these<br />
proposals and staff reductions are being managed after<br />
careful consideration of the resource required to maintain<br />
safety standards and performance levels.<br />
Corporate responsibility<br />
We are committed to playing our part in limiting the<br />
impact of our operations on the environment. Our strategy<br />
is to: improve airspace efficiency to reduce aviation CO 2<br />
emissions, fuel burn and noise; reduce the impact of our<br />
facilities and travel on the environment; and to support<br />
local communities.<br />
Environmental performance<br />
(financial year unless otherwise specified) <strong>2015</strong> 2014<br />
Enabled reductions in CO 2<br />
emissions 4.3% 2.2%<br />
(calendar year)<br />
3Di score (calendar year) 23.2 23.7<br />
Scope 1 emissions (tonnes CO 2<br />
) 1 2,660 2,528<br />
Scope 2 emissions (tonnes CO 2<br />
) 1,2 30,138 29,688<br />
Intensity (tonnes CO 2<br />
per £m of revenue) 35.5 35.1<br />
Waste (tonnes) 2 451 354<br />
Energy consumption (GWh) 73.6 80.3<br />
Water consumption (m 3 ) 47,032 50,563<br />
The data has been collected using the financial control approach and covers the<br />
UK sites of the <strong>NATS</strong> Group.<br />
1 Measured and reported in accordance with the DEFRA guidance (2013)<br />
on greenhouse gas emissions reporting<br />
2 Corporate & Technical Centre and the Swanwick and Prestwick air traffic<br />
control centres<br />
Strategic <strong>Report</strong>