Staff Safety

Supply Chain

Anti-corruption

Carbon Footprint

Waste Reduction and Recycling

Chenicals and Hazardous MaterialsCorporate Responsibility Report Cobham plc is an international company engaged in Corporate Responsibility the development, delivery and support of advanced aerospace and defence systems in the air, on land, Policy and Aims at sea and in space. The Group has five technology Six focus areas identified divisions and one service division that collectively specialise in the provision of components, subsystems Staff safety – reportable and services that keep people safe, improve injuries down from 75 to 73 communications and enhance the performance of Carbon footprint – energy aerospace and defence projects. efficiency improved by 4%

Waste reduction and recycling – 29% of waste recycled

Allan Cook, Chief Executive

Contents profile

1 Corporate Responsibility Policy and Aims Introduction Work is ongoing to ensure that CR is The Chief Executive has overall 4 Performance Cobham’s strategy is to exploit and an integral part of the Group’s strategy responsibility for CR performance and execution, embedded into day to day ensures that the Board takes account of Social enhance its leadership in high-technology growth segments of the aerospace and operations and decision making. CR issues in the conduct of its normal Staff Safety defence markets. This is covered in detail business and through mechanisms such To ensure that Cobham’s CR effort is Supply Chain in the Group’s Annual Report, which as the annual risk assessment. focused on areas of greatest impact and Anti-corruption also contains a Corporate Responsibility that most closely align with the Group’s The Group’s CR commitments will be (CR) summary. This report contains Employment strategy and relevant industry and global implemented through defined action complementary detail and examples of Diversity & Equality initiatives, six focus areas have been plans at individual business unit level. CR in action. Employee Development identified. These focus areas will be Progress will be measured, reported and Community Policy and Aims refined in the future to reflect progress verified using appropriate performance and business priorities. indicators. A Group Director of Corporate As a global business, Cobham recognises 6 Environmental Responsibility has been appointed to that it has a local and world-wide impact Carbon Footprint This policy sets out Cobham’s aims provide additional focus. on the environment and society. In Waste Reduction and Recycling and commitments and provides the striving to achieve its strategy, Cobham framework for actions to improve Chemicals and Hazardous Materials recognises that the long-term success of the Group’s social and environmental Water the Group depends on environmentally performance. The policy and action plans 8 Employment and socially sustainable development. are reviewed at least annually. 10 Community Allan Cook Chief Executive 12 Reporting Scope, Methodology Structure July 2007 and Verification

Board

Chief Executive

Group Director of Human Group Insurance Group Director of CR & FSTA Resources and Group & Risk Management Director of Communications Cobham CR Co-ordinator

Site CR Focal

Environmental Human Resources Health & Safety

Corporate Responsibility Report 2006  Corporate Responsibility Policy and Aims

Cobham’s Strategy Industry Links Key 2005 2006 Performance Targets Sustainable Supply Actual Actual Focus Capability Performance Indicator Aviation Chain 21 Staff safety Our aim: It is Cobham’s policy to: Our aim: To provide a safe, To provide a safe, healthy work environment. Provide a safe work environment for all employees healthy work environment. To comply with all relevant legislation and codes of practice Reportable The achievement of our strategy is dependent on the involvement of our 10,000 employees. Safety across our business activities is Conduct risk assessments injuries 677 720 <800 of utmost importance. Our Safety, Health and Environment (SHE) Provide training to employees and contractors on health & safety per 100,000 policy states our commitment to protecting employees and visitors matters 1 employees and applies to all Group business units who must ensure appropriate policies, arrangements and resources are in place to ensure compliance with the Cobham SHE policy requirements.

Supply chain Our aim: It is Cobham’s policy to: Our aim: To ensure that our To ensure that our suppliers have appropriate environmental Set standards for the environmental performance of our suppliers suppliers have appropriate >90% by value policies and that appropriate minimum standards for working Set workplace standards for our suppliers, including minimum Compliance environmental policies and that of suppliers conditions are met. standards with Cobham n/a 2 n/a 2 appropriate minimum standards compliant with Our business success depends on the performance of many suppliers Assess our suppliers against the standards and work with them,

Social policies for working conditions are met. our policies across the world. Cobham is committed to working with those suppliers where necessary, to help them meet the standards to ensure that they achieve environmental standards similar to our own.

Anti-corruption Our aim: It is Cobham’s policy to: Our aim: To ensure that our To ensure that our business is free of any bribery or corruption. Ensure that all business units within the Group adopt a business business is free of any bribery Cobham operates in an industry which has, historically, been tarnished ethics policy in line with the Cobham standard or corruption. Allegations by bribery and corruption. Provide employees with appropriate mechanisms for reporting of bribery or Zero Zero Zero Cobham’s business can only be successfully sustained in the long term any concerns they may have in relation to bribery and corruption corruption in an environment which is free of bribery and corruption. Cobham is Thoroughly investigate any allegations of bribery or corruption committed to ensuring that our business is conducted in an ethical and taking appropriate action manner. Participate in the wider debate within our sector on anti- corruption.

Carbon footprint Our aim: Cobham is committed to reducing our carbon footprint Our aim: To accurately measure To accurately measure our carbon footprint and seek to reduce our through improving the energy efficiency of our business units and is considering fuel efficiency in our aviation operations wherever our carbon footprint and to seek contribution by improving energy efficiency and seeking energy possible. to reduce our contribution by sources that do not contribute to climate change. 1,768 MWh/£m improving energy efficiency and Climate change is the most important environmental challenge facing It is Cobham’s policy to: revenue by the world today. The fact that climate change is happening and that it is, in seeking energy sources that MWh/£m 1,965 1,892 3 Monitor and review the carbon footprint from all of our activities do not contribute to climate 2010 large part, caused by carbon dioxide emissions is largely accepted. Improve the energy efficiency of our buildings and processes change. Cobham’s carbon footprint comprises the energy consumed in our business for heating and lighting and in our manufacturing processes, through transport Participate in the wider debate about the impact of aviation on related exhaust emissions and through the burning of aviation fuel in our climate change aviation operations.

Waste reduction and Our aim: It is Cobham’s policy to: recycling To reduce the waste produced at every stage of our products’ Minimise the amount of waste produced by our operations Our aim: To reduce the waste lifecycle and, where waste is produced, to reuse or recycle Reuse or recycle waste wherever possible produced at every stage of our 5.7 tonnes/£m wherever possible. Tonnes/£m Dispose of waste responsibly products lifecycle and, where 5.7 5.3 revenue by Cobham contributes to the global waste issue by generating waste revenue waste is produced, to reuse or 2010 through its business operations. Not only is this damaging to the recycle wherever possible. environment, it is a business cost. Cobham is committed to reducing the

Environmental amount of waste disposed of by reusing or recycling wherever possible. Where disposal is inevitable we will do so responsibly.

Chemicals and hazardous Our aim: It is Cobham’s policy to: materials To ensure that, in the production of our products, we do not Appropriately store, handle and dispose of all chemicals and Our aim: To ensure that, in the adversely affect the health of our employees, neighbours or the hazardous materials production of our products, environment. Identify chemicals and materials used in our products that are, we do not adversely affect In the manufacture of our products many chemicals and materials are or have the potential to, be of concern REACH Compliance the health or our employees, n/a 2 n/a 2 used. As science develops, over time, some of these chemicals and indicators with REACH Work with suppliers and industry to substitute materials and neighbours or the environment. materials are identified as potentially harmful to the environment with chemicals where there are recognised environmental or health impact on people, animals and plants. As a result regulations relating to and safety concerns chemicals and materials is constantly evolving and changing. Cobham is committed to being aware of concerns regarding particular chemicals and materials and to complying with all legislation.

1 2 3 Incidence Rate is the total number of reportable injuries and other occurrences multiplied by 100,000 divided by the average number of employees. N/A: Not available From 2007 Carbon footprint will be reported as CO2/£m.

 Cobham plc Corporate Responsibility Report 2006  Corporate Responsibility Performance – Social

TEAM achieve ISO 14001 TEAM (Cobham Avionics & Surveillance) successfully achieved accreditation to ISO 14001.

Key members of staff involved were, from left to right: Romain Guerin, Hélène Ediar and Olivier Mahe

Staff Safety Supply Chain Anti-corruption Reportable (three day) Injuries1 are Accidents due to being struck by a 2. Dissemination of best practice Cobham is a founder signatory to the In 2006, Cobham joined leading defence down from 75 to 73. falling object or moving machinery across the Group – On Target SC21 programme, which was launched companies and trade associations rose from four in 2005 to 11 in 2006, in 2006. The programme is coordinated in making a written commitment to The incidence rate2 has increased The Corporate Responsibility and the and slips, trips or falls on same level by the Society of British Aerospace promote best practice in combating from 677 to 720 injuries per 100,000 Loss Prevention audit processes make from six to 11. Companies (SBAC) and aims to bribery and corruption. The commitment employees recommendations to ensure all companies accelerate the competitiveness of the UK was part of establishing the UK Defence Manual handling remains the single are moving towards best practice. The Reduction in the two single highest aerospace and defence industry by raising Industry Anti-corruption Forum with the highest cause of three day injury recommendations become subject to an causes of three day injuries in 2005:- the performance of its supply chains. UK’s leading defence companies and (26%), followed by slips, trips or falls action plan which is reviewed at corporate level. This objective will continue into Trade Associations. The Forum’s aim 20% reduction in manual handling on same level (15%), and being struck Cobham also assists in raising the 2007, as the corporate extranet system is to support and promote international injuries by falling object, or moving machinery environmental awareness of suppliers is developed to include a best practice initiatives to encourage best practice on (14%). in the UK through active membership 60% reduction in injuries from reference resource available to all Group anti-corruption and other ethical issues in of the SBAC’s Environmental Working hand tools Continuing H&S workshops in the business units. the sector. Group (EWG), a voluntary industry group US, attended by a large number of US Staff Safety which communicates environmental best businesses. 2007 Objectives practice to aerospace companies. 90 900 Develop corporate intranet system More detailed information gathered 80 800 to communicate corporate safety Objective

s regarding reportable (three day) requirements and best practice guides to injuries, allowing us to identify two In 2007 the Group will set expected 70 700 all Group business units. accident types, repetitive strain, and business requirements and performance 60 600 injury on company business that were standards through its supplier quality

50 500 responsible for 14% of accidents in system total. This will allow us to refine our 40 400 safety improvement plans. Cobham “Lean” Networking Event Following on from a successful Lean Network 30 300 Progress against 2006 objectives Event in the US in the summer at Comant, a

Number of Reported Injurie similar event was held at Cobham Defence Reportable (3 day) Injury Rate 20 200 1. Review of Health & Safety Policy & Communications in Blackburn.

10 100 Processes – Complete Hazard Reduction The corporate health & safety policy 0 0 As part of a two year hazard reduction plan, was reviewed and developed to ensure ACR Electronics has replaced the use of acrylic 2003 2004 2005 2006 it meets best practice and reflects the coatings with silicone coatings, eliminating the use of aerosols. ACR have also reduced the 2003 2004 2005 2006 needs of the business. The corporate amount of lead used in ballast. Number of Reportable Injuries 77 75 75 73 health & safety policy is now a Safety, Reportable (3 day) Injury Rate 769 694 677 720 Health and Environment policy, which HSE Benchmark 962 919 844 807 has been issued to all Group business units in the Corporate Framework.

Footnote: 1 Reportable injuries and other occurrences mean work-related accidents, illness or disease resulting in more than three days’ absence. 2 Incidence rate is the total number of reportable injuries and other occurrences multiplied by 100,000 divided by the average number of employees.

 Cobham plc Corporate Responsibility Report 2006  Corporate Responsibility Performance – Environmental

Carbon Footprint Waste Reduction and Recycling Chemicals and Hazardous Water Good work across the Group has seen an An energy efficiency programme for UK Progress against 2006 Objectives Waste generated decreased 4% from Materials Water consumption increased 6% from 3 3 improvement in overall energy efficiency companies was launched in December, The objective for 2006 was to develop a 5,770 to 5,563 tonnes between 2005 Over 40% of companies by turnover 273,432 m to 289,044m due in part to from 1,965 to 1,892MWh/£m turnover. and aims to improve the energy programme to deliver our target of a 10% and 2006. had their hazardous material storage two underground leaks at UK sites. Energy efficiency (excluding aviation efficiency of participating UK companies reduction in consumption (kWh/£m) by The volume of waste generated per £m facilities audited. Where a site did not The volume of water used to generate fuel) has improved 21%, from 133 to by 5% over 12 months as well as 2010. To this end, during 2006:- turnover decreased 7% from 5.7 to 5.3 meet best practice, recommendations £m turnover also increased 5% from 105MWh/£m turnover. formalising an energy procurement tonnes/£m. for improvement were made,requiring 272 to 285m3/£m. policy to include consideration of green A 4% increase in total energy efficiency a corrective action plan which is subject CO emissions have reduced by 0.2% was achieved, in line with our five year Recycling rate has remained high at 2 energy. to review. Progress against 2006 objectives from 494,263 to 493,428 tonnes since improvement programme. 29%. Sargent Fletcher Inc (Cobham AR & ERA a cross divisional resource provided The objective for 2006 was to develop a 2005. 42% by turnover of the Group’s baseline AME Division, US) achieved a 5% REMEC installed an ion exchange expert advice to all Cobham companies programme to deliver the target of a 10% 92% of carbon emissions are from our data (2005) was verified by audit to set a reduction in electricity, gas and water wastewater treatment system which on requirements and implications of reduction in water consumption per £m flight operations. firm foundation from which to improve. usage in 2006 compared to 2005. removes the metal content for the Waste Electrical and Electronic turnover between 2005 and 2010. In 2006, 83% of CO emissions excluding Energy data was analysed to identify 2 FR Aviation Ltd, (Cobham Flight recycling and discharges high quality Equipment Directive and the Restriction poor performers were identified, and site aviation fuel are due to electricity Operations & Services Division, UK) target areas for future review. demineralized water which is then re- of Hazardous Substances Directive, and targets set for improvement. use, 14% gas and 3% heating oil. has commissioned a Building Energy used. The new system eliminates the the new European Chemicals regulation Energy use and CO data covers fuel 2007 Objectives 2007 Objectives 2 Management System (BEMS) at their requirement for hazardous treatment (REACH). for buildings, processes and flight Bournemouth and Teesside sites, Continue with the roll out of the UK chemicals, and the heavy metal Sites to create action plans to operations. Fuel for transportation of which has resulted in a reduction of oil Energy Efficiency Programme, through waste sludge generated by the achieve targets. goods and services is not collected at consumption by 34%. the selection of Energy Champions at previous system. this time. Waste Water each site who will be coached in energy Cobham Advanced Composites Micromill (Cobham Avionics & management techniques, and the introduced cardboard re-cycling 7000 7.0 350,000 350 Surveillance Division, UK) have delivery of an Energy Awareness Day. CO2 Emissions upgraded heating equipment and schemes to reduce the volume of Develop site action plans to deliver waste going to landfill. 6000 6.0 300,000 300 600,000 600 improved insulation. )

improved energy efficiencies. 3 Chelton Ltd (Cobham Antennas Micromill introduced electronic build 5000 5.0 250,000 250 Source more electricity from renewable 500,000 500 files to reduce paper waste, and s

Division, UK) has fitted their Chelton m

4000 4.0 200,000 200 /£ Centre throughout with PIR lighting resources. changed from bottled water to a mains 3 onne m T 2 supplied cold/hot water filter machine onnes/£m m 400,000 400 sensors, and fitted all urinals with T 3000 3.0 150,000 150

systemisers to save water. which has reduced plastic waste. Cubic Metres (m

300,000 300 2000 2.0 100,000 100 onnes CO Carleton Technologies Inc. (Cobham Life T

Kgs CO2/£ Progress against 2006 objectives Support Division, US) replaced 6 original The objective for 2006 was to develop a 1000 1.0 50,000 50 200,000 200 HVAC units with new high efficiency programme to deliver our target of a 10% units. 0 0 0 0 100,000 100 reduction of waste generated per £m turnover between 2005 and 2010. In 2006, 2005 2006 2005 2006 2005 2006 2005 2006 0 0 poor performers were identified, and site targets set for improvement. Non hazardous 5163 5053 Mains water 260,251 273,668 2005 2006 Hazardous 607 508 Abstracted water 13,181 15,376 2005 2006 2007 Objectives Tonnes/£m 5.7 5.3 m3/£m 272 285 Aviation fuel 447,012 451,973 Other 47,251 41,455 Site action plans to be developed to Total MWh/£m 486 468 achieve target reductions by 2010. Excl aviation fuel MWh/£m 46 39 Micromill’s Environmental Improvement Programme Micromill has installed more efficient boilers, improved insulation, replaced water bottle dispensers for a mains supply system, and has moved to an electronic build file reducing paper waste.

Building Management System Water Savings at REMEC FR Aviation (CFOS) completed installation of its REMEC Installed a new plating line and closed building management system in February 2006. loop waste water system. The new installation The system has resulted in a reduction of oil has resulted in a reduction in water of 3000 consumption by 34%. gallons per day.

From left to right: Eddie Triana, Rick Marino, Bob Schrader, Charles Braithwaite, Jesus Galvan, Mary Townsend and Ed Bartek

 Cobham plc Corporate Responsibility Report 2006  Corporate Responsibility Performance – Our Employees

University of York Schaffner-Farnell Long Service at Cobham Defence EMC award Communications David Atkey, Principal EM Engineer In August 2006 four employees of CDC at ERA Technology, won the annual who have each contributed over 40 years University of York Schaffner-Farnell EMC of continuous service to the Blackburn site award which recognises original work were presented long service awards. in the field of EMC (electromagnetic compatibility) phenomena. From left to right John Lewis, Brian Sellars, Veronica Newell, Allan Cook, Peter Mercer, Steve Collier

Employment by Region Employment Employee Development In 2006, Cobham employed an average Employee Retention Employee development and training Dtc Communications Inc of 10,049 people on five continents, in Cobham seeks to retain high quality is key to ensuring our employees Has instituted a trainer guideline six divisions. There are major population employees. Long Service Awards have reach their full potential. Employees assessment for internal trainers. centres in the UK, continental Europe, continued as a well established means of are encouraged to take advantage Spectronic the USA and Australia. recognising employees’ contribution to of available and relevant training Have implemented an “Introduction The Group is committed to personal Cobham’s success programmes as well as opportunities Plan” for new employees, and carried and professional development. The for advancement. In 2006, 93% of out Management training. Pensions employees received training of one kind Group Director of Human Resources Kevlin or another. is responsible for the design and During the period the Group made Have taught employees how to handle implementation of a Human Resource normal contributions to its defined Training programmes across the stress and respect differences, along strategy which supports Cobham’s benefits schemes of £1.9m in excess of NVQ level 3 for European Group have continued to help improve with how to remain healthy with 2006 overall business goals and objectives. the current service costs as assessed Antenna Employees processes and to raise standards of ergonomics training. ROW 773 Sonia Ewbank and Beki Richardson The Group Director of Human Resources under lAS 19. The 2006 Pension Australia 988 performance and customer satisfaction Sargent Fletcher Inc completed their courses in eight months, reports directly to the Chief Executive. Simplification regulations and Age North America 3605 which is an excellent timescale and programmes included:- Provided selected employees with Other EU 1302 Discrimination regulations came into UK 3381 showed considerable effort. Diversity & Equality software training. force in 2006 and as a result, appropriate European Antennas Ltd The Group’s employment policies include amendments were made to the Cobham Carried out follow-up analysis to Seatel Inc a commitment to equal opportunities UK Pension Plans. review the success of training. Have carried out Material regardless of sex, race, colour, nationality Management Classes. Employment by Division Omnipless (Pty) Ltd or ethnic origin, disability, and other Cobham Choice, the new salary sacrifice Are using Adult Basic Education 2007 Objective forms of discrimination. With regard to benefit scheme was introduced to and Training (ABET), to take their employees who become disabled, the Cobham plc, FR Aviation Ltd and Flight In 2006, Cobham made a commitment Operators through literacy training to policy is to take all reasonable steps, Refuelling Ltd from April 2007. Members to a Group approach towards talent the level of grade 10. including retraining, to ensure that they of the pension plans are able to make management in the UK. This will can remain in employment wherever their contributions via Cobham Choice. REMEC allow strategic recruitment of young practicable. This enables members to benefit from Have developed new hire training people including graduates, a year in national insurance savings. and engineering training programs industry, summer placements and the Employee Relations with additional supervisory training apprenticeship programme. Within the US, a project is underway to The Group encourages employee modules and formalised safety review the pension 401k arrangements In 2007 candidates for the graduate participation and consultation at all levels training. offered across the companies to identify and apprentice programmes will be through in-house newsletters, company Carleton Technologies Inc whether a US wide 401k benefit would recruited as a Group resource which will announcements and team meetings. Have “partnered” with expert sources be more advantageous for the US give them exposure to a broader range 2006 to ensure employees understand business units and employees. of development opportunities through Other Activities 698 principles of 6s/Lean thinking before Flight Operations & Services 1718 a structured development programme going onto the shop floor or working Life Support 1019 which will include placements at various Defence Electronic Systems 1855 in the office areas. locations in the UK. Avionics & Surveillance 2082 Antennas 1917 Air Refuelling & Auxiliary Mission Equipment 760

 Cobham plc Corporate Responsibility Report 2006  Corporate Responsibility Performance – Community

James Pearce, Mal Hammans (Head of EW Operations), Gordon Page (Chairman, Cobham plc)

Teenagers in Australia’s Outback getting Children from the Youth Cancer Trust involved in sport with Cobham support. enjoying a day out.

At the Group level Cobham directs Pierson Scholarship Program DTC School Business Partnership Award Cobham Flight Operations and Flight Refuelling Cares its community support at national 2006 awarded to Cobham Advanced Services (Australia) Ten college-bound children of DTC Employees from Flight Refuelling have campaigns. Priority is given to causes Composites Communications’ employees received Cobham Flight Operations and Services been getting involved with Bournemouth directly supporting the achievement of $1,000 from the Pierson Scholarship Cobham Advanced Composites received in Australia invests in the communities & Poole Cares, a scheme aimed at educational, engineering and scientific Program set up by the retired President the School Business Partnership Award it serves, through a national corporate encouraging local companies and objectives, related to the development of to show his appreciation to the 2006 for it’s work with Redbourne Upper responsibility program. Activities include: their staff to make a difference in the a responsible, sustainable aerospace and employees of DTC for their hard work School, Ampthill, Bedfordshire to build Financial support for the Clontarf community. The employees benefit by defence industry. and devotion to the company during his the bodywork and chassis for a 24 volt Foundation, which aims to improve developing skills such as leadership, The Group is also a corporate sponsor tenure. electric powered endurance car. Testing the life skills of indigenous teenagers planning and communication. and partner of the Soldiers, Sailors, speed, endurance and strategic battery in Australia’s outback through Flight Refuelling teams have taken a Airmen and Families’ Association consumption, the winning team is the involvement in sport. group of children from the Youth Cancer (SSAFA), Forces Help, The Science one covering the greatest distance in the Donation of a 70-seat jet aircraft and Trust for a day out skirmishing and a Museum, Royal Academy of Engineering six-hour race. flying costs for a “Flight For Sick Kids” visit to a water park, followed by lunch and Young Engineers. day on behalf of child cancer charities. and a film. Alan Cobham Flying scholarship Financial support for a local hospital Volunteers also spent the day helping the James Pearce, a student from in the remote north coast community gardener tidy up the grounds to ensure Dorchester, Dorset, UK was the winner of Horn Island, on the far northern that the residents of the James Burns of this year’s Alan Cobham Flying tip of Australia, where National Air House enjoy the garden. Scholarship. As part of his prize, James Support maintains a surveillance base had the opportunity to fly onboard an for the Australian Border Protection FR Aviation Falcon 20 aircraft on the Command. ‘Thursday War’ when company aircraft Sponsorship of a not-for-profit participate in Air Warfare training foundation researching and protecting exercises for the Royal Navy. Exercises dolphins in the Port River in Adelaide, include electronic warfare, threat site of Cobham Flight Operations simulation and target towing. After his The Redbourne Greenpower racing and Services Australia’s national flight, James met Cobham Chairman team at a recent event at Bedford. headquarters. Gordon Page, and toured FR Aviation’s Bournemouth facility. Group business units are encouraged to engage with local communities. Volunteers from Cobham helped to tidy up the grounds for physically disabled residents of James House in England.

10 Cobham plc Corporate Responsibility Report 2006 11 Corporate Responsibility Reporting Scope – Methodology and Verification

This is Cobham’s fourth Corporate Reporting Principles and Methodology Organisation for Data Collection Responsibility report, and covers the Cobham’s reporting principles are and Consolidation financial year 2006. Each year the based on clear definitions, common A set of questionnaires have been data collection and reporting systems understanding, and direct measurements developed, and are reviewed annually have been improved. This year, the where reasonably practicable. Where it to ensure it continues to address questionnaires were revised to give data is not possible to directly measure a Key the Group’s key impacts, the UK on solvent emissions, as suggested Performance Indicator, estimates have government’s Department of Food by UK government’s Department been made. and Rural Affairs’ Reporting Guidelines of Food and Rural Affairs (DEFRA)’s for UK Business - Environmental Reporting Guidelines for UK Business Data is collected annually, with Key Performance Indicators, and - Environmental Key Performance environmental data being normalised the Sustainable Aviation Strategy Indicators, and to give more detailed using turnover (sales) figures, to calculate commitments. The questionnaire is information on causes of reportable efficiencies. Any data errors identified by issued to all business units. (three day) injuries. the internal audit programme, or through continual improvement of monitoring Health & Safety, Environmental and Reporting Scope systems, are corrected in the totals Human resource representatives at each The environmental data published in for the relevant reporting year. Data is business unit complete and return the this report covers 96% by turnover of reconciled to account for disposals and relevant questionnaire. The data is then Cobham’s wholly owned subsidiaries. acquisitions, and changes in the foreign checked and consolidated at Group level. These sites represent the diverse exchange rate. activities carried out by the Group, Verification including manufacturing, assembly, sales, Energy conversion factors have been Cobham is committed to providing design and flight operations. sourced from the DEFRA Guidelines reliable information regarding its for company reporting on Greenhouse Corporate Responsibility performance. Carbon footprint data includes energy Gas Emissions (2005), and the UNEP An internal audit programme began use for premises and processes including Guidelines for Calculating Greenhouse in 2004, checking compliance with flight operations. Other fuel use such as Gas Emissions for Business and Non- corporate standards, monitoring transport of employees or products is not commercial Organisations (July 2000). systems and raw data. During 2006, 23 currently included. Joint ventures are not Waste volume to weight conversion business units, representing 42% of included. factors were sourced from DEFRA’s the Group by turnover, across the UK, Environmental Reporting Guidelines for Europe and the US were subject to the Company Reporting on Waste (2000). verification process. Any data errors identified are corrected in the totals for the relevant reporting year. Business units are required to provide an action plan to address any recommendations for improvement, the action plans are subject to regular review at Group level.

Feedback North America Europe Rest of World

Revenue (2006) £465m Revenue (2006) £323m Revenue (2006) £228m Cobham has made all efforts to report % of Revenue 46% % of Revenue 31% % of Revenue 23% its Corporate Responsibility performance fully and transparently. Your opinion Employees 3600 Employees 4150 Employees 1750 on this report is welcome, along with any suggestions on how it might be improved. Please send any comments to 23% [email protected] 31% 46%

12 Cobham plc The most important thing we build is trust

Cobham plc Telephone: +44 (0)1202 882020 www.cobham.com Brook Road Fax: +44 (0)1202 840523 Wimborne Dorset UK BH21 2BJ Designed and produced in England by Generator (Creative Energy) Ltd Telephone: +44 (0)1425 402480, e-mail: [email protected] Whilst every effort is made to ensure the accuracy of the information contained in this guidebook, no responsibility can be accepted for any errors or omissions. All photography is copyright and is used Printed on recycled paper with thanks to the respective owners.