Annual Report 2010 in PDF - BBA Aviation

CSR leadership Group-wide
Providing CSR leadership is the duty of all managers at BBA Aviation,
each of them taking responsibility for encouraging the right activities
and behaviours, communicating priorities and meeting objectives.
Our management structures, reporting systems and internal audit
practices support this process and allow us to take a Group approach
to our core CSR areas of Health and Safety, People, Environment and
Community; to collect consistent sets of key data and to target
relevant improvements at each site.
Taking a Group approach has signifcant benefts, as can be seen
from BBA Aviation’s considerable progress in health and safety metrics
in 2010 (see below). We are also proud of the external recognition
achieved by some of our CSR projects this year, for example, ASIG UK’s
Gold, Silver and Bronze awards in the Shell Goal Zero health and safety
programme; Signature San Francisco’s attainment of LEED Gold CI
certifcation and all ERO’s sites in the USA now holding ISO14001:
Environmental Management Systems accreditation.
Health and Safety
Protecting the health and safety of our employees and all those
afected by our business is a priority at BBA Aviation: safety and
responsibility are two of our core values.
Operational management are responsible for the management
of, and continuous improvement in, health and safety performance.
They are supported by a dedicated team of health and safety
professionals, both senior level managers and numerous site-based
managers who assess health and safety risks and who regularly
evaluate site performance. Performance statistics such as near miss
reporting, recordable incident data, lost workday case rates and
workers’ compensation claims are compiled on a continuous basis,
monitored closely through our management processes and
presented in regular reports to the Executive Management
Committee and to the Board. Our global web-based reporting, audit
and training tools assist us in identifying trends and in developing and
communicating plans to support further improvements in our health
and safety performance.
The Group-wide Recordable Incident Rate (RIR) at the end of
2010 was 3.25, which is 22.25% lower than our RIR performance of 4.18
in 2009. This represents the lowest rate for the current portfolio of our
aviation businesses since we started to compile statistics in 2002. 124
out of 211 BBA Aviation reporting locations achieved an RIR of zero in
2010, continuing the improving trend, with 115 of our sites achieving
an RIR of zero in 2009 and 101 in 2008.
Each and every one of the 124 sites achieving an RIR of zero
provides evidence of our progress towards our zero incident goal and
demonstrates the growing maturity of our safety improvement
programmes. Each year, as part of those safety improvement
programmes, fresh targets are set for each business unit with a
continuing focus on leading indicators.
People
People, performance and service are three of our core values and we
appreciate the talent that each individual brings to BBA Aviation.
It is important to us to help our employees develop their
capabilities and realise their potential, and therefore investing in our
people continues to be an area of focus for BBA Aviation. We began an
executive education programme at Goizueta Business School, Emory
University Atlanta in 2009 as part of a rolling programme of senior
management development and the second class of senior executives
completed that programme in 2010.
However, development and training is important at a local as
well as at a Group level. For example, ASIG’s 17-week ESOL (English for
Speakers of Other Languages) pilot programme at their Orlando
operation was expanded in 2010 into a new format and has been
rolled out to employees at ASIG’s operation at New York’s JFK airport.
Signature’s Learning Management System has been in use
throughout 2010, enabling Signature to deliver training modules more
consistently, more efciently and in a more sustainable way. The
system now has more than 85 modules covering topics such as
orientation, health and safety and the customer service experience
and 80% of Signature’s employees used at least one of the training
modules within this system in 2010.
With the appointment of Tina Everest as Vice President Head of
Global Talent Management in January 2011, the Group’s talent
development and training programmes will be further developed.
The Group has a structured performance appraisal and development
planning system in place for over 1,000 of our senior employees and
in 2011 we plan to expand that so all salaried employees beneft from
this system.
The encouragement of training and development supports the
continuous improvement of the calibre of our people, enhances the
performance of our businesses and can impact positively on the world
around us. Satisfying the highest ethical standards, complying with
the law and exercising appropriate sensitivity to the needs of our
employees, the communities in which we work and the environment
must be integrated with our business goals in a complementary
manner. This balance cannot be achieved unless all of our employees
are engaged in this ef ort.
Our people form the foundation of each BBA Aviation business.
To sustain a committed, progressive workforce, it is critical that we
treat our employees equitably. Part of this investment in our
employees involves ensuring that we operate fairly at all times and do
not permit discrimination against any employee or applicant for
employment on the basis of race, religion or belief, colour, gender,
disability, national origin, age, military service, veteran status, sexual
orientation or marital status. This includes giving full and fair
consideration to suitable applications from disabled persons for
employment and making appropriate accommodations so that if
existing employees become disabled they can continue to be
employed, wherever practicable, in the same job or, if this is not
practicable, making every efort to fnd suitable alternative
employment and to provide relevant training.
We believe in instilling this commitment to fairness in our entire
staf and require that all our employees abide by the highest standards
of ethical conduct. The training programme on our Code of Business
Ethics has been supported in both the UK and the USA in 2010 by
e-learning modules. The Code of Business Ethics and the policies on
bribery and corruption and gifts and entertainments were reviewed
and updated in 2010. They, along with the policies on disclosure of
unethical conduct, equal opportunities and anti-harassment
guidelines and competition law are contained in the Group Policies
Manual. Compliance with all these policies and with the Group’s
procedures concerning the appointment and remuneration of foreign
agents is reviewed as part of the ongoing BBA Aviation Internal Audit
Programme and the efectiveness of these policies is monitored
alongside the risk review process described in item 1 of “Systems of
Internal Control” on page 73. More details on Group policies and the
Directors’ Report — 61