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Annual Report and Accounts - Hemscott IR

Annual Report and Accounts - Hemscott IR

Environment

Environment Reportfor numbers to rise roughly in proportion to thenumber of sites from which we operate.Reducing water useIn 2011, we used 88m 3 of water per millionpounds of adjusted turnover, which is alreadybetter, some two years earlier, than our 2013target of 132.6 m 3 per million pounds of sales.The 37% reduction on the 2008 baseline yearwas driven through our continuing leakagedetection programme. We will review our dataand set a new target during 2012.Environmental management systemWe remain on track to bring the BSS Groupcompanies into the Travis Perkins ISO14001Environmental Management System Certificatein 2012.In 2011, the Travis Perkins Group had a30% equity interest in Toolstation. Toolstationdata has been included in the report on aproportional basis.Selling responsiblySelling timber and timber productsCustomers of our general merchantingbusinesses are increasingly demandingevidence that the timber and timber productswe sell are from well-managed sources.We have continued to develop our internalchain of custody procedures and have changedthe way our branches work to improve theprovision of evidence. The way we sell certifiedwell-managed timber will always require closemonitoring if we are to retain the confidenceof our certification body and of our customers.It is our assertion that we remain the multiplemerchant with the best coverage of productand branches for chain of custody with everyTravis Perkins branch able to provide evidence.We are pleased to report a 36% fall in thenumber of customer complaints about thisaspect of our service delivery. Never the less,18 unhappy customers is unacceptable and in2012 we will work towards making responsibletimber supply second nature.Reducing packaging useWe markedly improved the calculation ofmerchant packaging volume in 2011 byswitching from category level estimates tomeasured data, thereby reducing our estimateof packaging used by more than 50%. Over thecourse of 2012, we will adopt this approachin the BSS businesses. This change in basisof measurement means it is not easy todetermine meaningful data for any reductiondriven by our activities.The reduction in the intensity of packagingused has, in the main, been achieved through achanged product mix following the acquisitionof the BSS Group. The product categoriessold by BSS have very little packaging. Takingback significant quantities of pallets fromour customers’ sites is also contributing. Weestimate we reused or recycled 21,000 tonnesof pallets in 2011.Over 2012 we will be incentivising ourbranches to recover more pallets from ourcustomers, as well as refining our measure ofpackaging use. We will set out a 2017 target inline with our other KPIs once we have achievedan accurate measure of packaging used.Product and service innovationAbout 80% of the contribution that ourresponsible environmental approach makesto profit comes from having the right productsand services to meet the sustainability needs ofour customers, their customers and the policyframeworks for sustainable construction.We launched our Sustainable BusinessSolutions service at the end of 2010 and in2011 it incorporates a detailed set of solutionsthat provide the right level of help, support andexpert technical assistance to the constructionindustry. Our integrated approach providessolutions to energy efficient building, renewableenergy projects and waste management.In 2011, Travis Perkins Group soldapproximately 60km 2 of insulation, had a rangeof over 14 different types of renewable productcategories and took over £1.3 million in revenuefrom our customer waste management offer.Travis Perkins exhibited at Eco build in 2011and will be there again.Geoff CooperChief Executive21 February 2012Benchmarx sales have increased by over 40%42

Health & Safety ReportFor the year ended 31 December 2011T 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 1Health & Safety (‘H&S’) is integrated intocolleagues in our branches, to increase theirteam and supported by the group healtheverything we do, from the Group Boardpersonal ownership of Stay Safe.and safety team. The overall theme is oneto every colleague in every branch, store,warehouse and office. Our underlyingphilosophy is that all injuries are avoidableand that everyone involved in our businessHealth & Safety performanceand initiativesOur improvement rate in 2011 has slowedof colleague engagement, with a focus onimproved communication, increased buy-infrom colleagues and personal ownership ofStay Safe with more individual involvement.should return home safe and well at the endcompared to prior years, however, the 10%Several on-going themes from 2010 wereof each day, every day. However, we do notincrease in minor injury reporting rates andfurther supported by new initiatives in 2011.under-estimate the challenge of achieving thisa 93% increase in near miss reporting ratesThe Stay Safe quarterly newsletter remainsin a group that now includes 17 businesses,are both clear indicators of the high profilean important tool in the communicationwith a fully integrated supply chain, operatingwe continue to place on transparency andcampaign, along with regular presentations andfrom over 1,800 branches with over 23,500honesty in the reporting of incidents. Thebriefings for directors, managers and branchcolleagues making in excess of 10 millionrelatively static year-on-year statistics wecolleagues on topics such as Stay Safe focusdeliveries per annum. We aim to be industryhave seen for group frequency and severitygroups, updated safe systems, safety bulletins,leaders in our sector for the reduction andelimination of injuries. During 2011, wecontinued improving our standards, with therates do not truly reflect the great strides inhealth and safety performance seen in manyof our individual group businesses, which areand training DVDs.‘Keep your feet on the ground’, an initiativeintroduced during 2010, has gatheredREPORTSleaders in each of our businesses continuinghighlighted later in this summary. Despitemomentum during the year, and is a greatto own and drive our Stay Safe culture changethese continuing improvements, we recogniseexample of involving colleagues, developingprogramme.there is no quick fix to reducing injuries, andtheir own ideas, to increase their personalOur group accident frequency rate (8.8 lostthis is very much ‘work in progress’ to makecommitment to the Stay Safe programme.time injuries per million hours worked), andinjuries rare. We intend to further reduce theLikewise, our modification of brick grabour group severity rate (0.14 days lost perfrequency and severity rates over the next fiveequipment to facilitate the grabbing of bulkthousand hours worked) remained at similaryears, by continuing our focus on high-riskbags was rolled out across the fleet, to removelevels compared to the previous year. Theseaspects of our operations, and also by targetingthe need for drivers to climb onto vehicle bedsresults include the BSS businesses for boththe working behaviour of our colleagues,to attach bulk bags. These improvements aloneyears for comparison purposes.customers and suppliers.have reduced by 50% the number of incidentsStay Safe requires effective leadership, aExternal enforcement officer inspectionsinvolving work at height on the vehicle bed.focus on the key risks in our business andof branches continued to show a favourableTo maintain further the momentum of theis simply summarised by the desire to haveimprovement in performance and standards,Stay Safe programme, a bespoke in-houseeveryone return home safely at the end ofwith numerous complimentary letters received.training programme, based around theeach working day. We continue to develop ourThe Group received no legal notices in 2011,Institution of Occupational Safety and HealthStay Safe programme in each business, infor the second year running.(‘IOSH’) Managing Safely programme, hasorder to achieve our vision of making injuries aThere have been numerous initiatives undercontinued for all operational directors and keyrare occurrence. We are putting considerablethe Stay Safe development programme, ledsenior managers in support functions. Thisemphasis on finding new ways to engage thepersonally by each business-unit managementhas proven extremely successful in exploringdifferent personal strategies for achievingculture change, and has also been developedLost time injury frequency rateLost time injury severity rateinto a Stay Safe Leadership programme forbranch managers.Lost time injuries per million man hoursDays lost per thousand man hoursAll businesses have continued to develop2009 10 110.309 10 11their own approach to driving the Stay Safeprogramme in 2011, including:● The CCF ‘Line in the Sand’ engagement0.2programme has helped reduce their lost10time injury frequency rate by a further 10%0.1during 2011, (42% over the last 3 years);010.69.7GROUP8.800.170.16GROUP0.14● Keyline, similarly engaged with all branchesand colleagues to develop their ‘Don’t WalkBy’ programme, which helped reduce their43

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