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Annual Report and Accounts - Hemscott IR

Annual Report and Accounts - Hemscott IR

Environment

Environment Reportgrowing importance. In 2012, we will be tryingto understand the best way of approachingthis area.Operating responsiblyReducing our energy consumptionand reducing road journeysIn 2011, we used approximately the sameamount of energy for heating and lighting(241 MWh) as we did in 2010, despite theacquisition of the BSS Group, which representsa significant improvement in efficiency. Inaddition, on a like-for-like basis, we increasedthe number of deliveries we made to branchesfrom central warehouses and from branchesto our customers. In total, we consumed 14million litres of fuel in 2011, 53% more than in2010. As a result, the quantity of carbon dioxide(CO 2) that we account for increased by 48% to104,000 tonnes. These increases are drivenby the expansion of our Group, and by oursupply chain product centralisation initiatives.We estimate, although we cannot measure withprecision, that suppliers save more carbon fromproduct centralisation than we use in increasingour central distribution activity.Despite our absolute emission growth,because of acquisitions, we are now a lesscarbon intensive business than at any pointin the last six years. In 2011, 52.7 tonnes ofCO 2were emitted for every million pounds ofturnover we took, at 2005 prices. In 2010 theequivalent measure was 60.4 tonnes and youneed to look back to 2007 for our previouslowest intensity level of 53.1.In 2012, we will benchmark carbonperformance between the acquired BSSbusiness, which has recorded better efficiency,and the rest of the Group to exploit bestpractice. Towards the end of 2011, we gave ourMerchant and Wickes branch managers visibilityof their electricity consumption patterns for thefirst time and challenged them to cut out waste.We are confident that, through this approach,we will recover the cost of our CRC carboncredits for the 2011 – 2012 financial year ofapproximately £1m, by reducing our electricityconsumption by 8 – 10%.Our vehicle fleet has grown by 50%, toapproximately 3,000 commercial vehicles,30150Waste tonnageCorrected data and OECD sales defl ated fi guresTonnes waste per £m yard and core sales05 06 07 08 09 10 11 141.021.9Landfi ll1.719.62.818.018.413.39.04.6Recycling3.15.67.76.82.2 Targetmainly because of the purchase of the BSSGroup. In 2011, we replaced 330 commercialvehicles with more efficient models.We continued to increase the final destinationdeliveries and internal distribution activity in2011. Whilst we believe we increase the carbonefficiency of these activities when we do themin-house, they are counted as new emissionsagainst us and therefore do not reflect in ourKPI. Our internal modelling of supply chainemissions is not yet sophisticated enough toreflect the gains we believe we have made andwe cannot use this data to publically report onall emissions across the supply chain.We will continue to develop our modellingcapability of supply chain emissions toestablish a separate target for distribution andproperty carbon dioxide equivalent emissions.We believe that we are on track to meet our2013 intensity reduction of 20% on 2005 levels.Reducing waste to landfilland increasing recyclingIn 2011, we sent 79% less waste to landfill thanwe did in 2005. We extended our waste backhaulservice to include paper, brochures, timberand pallets. Branches and stores now routinelysegregate 18 waste streams and send back 9different wastes to our distribution centres.All the businesses support our drivetowards sector leading waste managementperformance. By the end of 2011, we hadintroduced the Group’s waste managementfacilities from the supply chain to the BSSbusinesses and will be developing this furtherover 2012. By the end of 2011, most branches60300Environmental incidents and complaints2009 restated to include timber chain of custody complaints,omitted in 2010 report05 06 07 08 09 10 11 1155Incidents105101764Complaints21337530260 Targetand all stores had visibility of their own wastereduction and recycling performance. In 2012,the best performing sites will be able to operatewith neutral waste costs.With the right support from the wastemanagement industry, we believe that zerowaste to landfill is achievable and cost effectivefor our businesses. By 2014, we would expectto have achieved a 90% reduction in wastegoing to landfill on 2005 levels.Operating without pollutingour local environmentWe were not prosecuted for any environmentaloffence in 2011, although we were involved in19 environmental incidents, which we reportedto the competent authorities. Fourteen of thesewere paint spills in transit, a result of taking onthe distribution of paint to our branches, whichhad previously been done by our suppliers.Supply chain teams have quickly understoodhow to distribute paint more safely, but it is anarea we monitor in case further improvementsare required.We are disappointed to have caused anuisance to our neighbours at four of ourbranches over 2011, with one being issuedwith an enforcement note. All the issues havebeen satisfactorily resolved.Unfortunately, oil or diesel from spills enterednearby watercourses three times over the year.We continue to provide spill kits to branchesand stores and train colleagues in their use.We have an absolute target of zero incidents,which we believe is achievable. The trend inincidents reported over the last five years is40Jeanette Wakefi eld at Wickes Rushden

T R A V I S P E R K I N S A N N U A L R E P O R T A N D A C C O U N T S 2 0 1 1“We have continued to invest in Wickes, taking the opportunity to acquire 13 new stores from the receiver of Focus”REPORTS41

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