DOCSLIB.ORG

26,000 £13.2Bn £7.8Bn £1.2Bn

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
26,000 £13.2Bn £7.8Bn £1.2Bn Iconic projects and recent wins £70m project win £1.5bn project win HK$2.9bn project win US$305m project win 2019 2019 2019 2019 Edinburgh Futures The Central Track Alliance Homantin luxury The second phase of Institute refurbishment contract spanning London residential project in construction for The and extension, North West, London North Kowloon, Hong Kong Wharf development in University of Edinburgh East and East Midlands routes Washington DC 2015 2016 2017 2018 Beauly to Denny – the Caltrain – the electrification Hinkley Point C – the first LAX Automated People electricity transmission line of a 52-mile long rail nuclear power station in Mover – improving journeys brings clean energy from corridor is our largest a generation for 80 million passengers who remote wind farms to the grid contract in the US to date pass through each year 2014 2009 2004 1986 Heathrow Airport Terminal M25 – our joint venture was We acquired our Hong Kong We began work on the 2B – one of the largest awarded the 30-year DBFO joint venture Gammon, and Channel Tunnel and entered airside projects in the contract which we still started work on the Castle Peak the US market with the airport's history opens operate today Road Improvement acquisition of Heery 1945 1949 1950 1976 Loch Sloy Dam – our Woodhead Tunnel 3 – our Staythorpe Power Station – Mina Jebel Ali Port, Dubai – greatest civil engineering tunneling experts start work one of our first projects the world’s largest man-made challenge to date, constructing on what was the longest rail for the newly nationalised harbour at the time. We began the 49-metre high dam tunnel in the UK at the time power industry to exit the Middle East in 2015 2019 Half year results 1930 1926 1917 1909 Balfour Beatty was founded in January 1909 and (HY19) this year we celebrate 110 years of shaping the future. £13.2bn order book Grampian Hydroelectric Lochaber Hydroelectric Our first hydroelectric Our first contract, Scheme – the first major Works – at 15 miles long, project, constructing an 8km powering trams in Luton Our first contract, powering trams in Luton and hydroelectric project to it was the longest tunnel viaduct from Loch Eilde Mor and Dartford Dartford, was worth £5,000. supply power to the public in the world at the time to Blackwater reservoir underlying revenue (FY18) Today, Balfour Beatty is a leading international £7.8bn infrastructure group providing innovative and efficient infrastructure that underpins our daily lives, supports (HY19) communities and enables economic growth. £1.2bn Investments portfolio We finance, develop, build and maintain complex infrastructure such as transportation, power and employees utility systems and social and commercial buildings. 26,000 Our main geographies are the US, UK and Hong Kong. How our Group works together Infrastructure Investments Our businesses drive operational and financial P ts ro ni fit y u ab benefits from each other and enhanced er le iv ts De w el en li o d m ve rk r st r returns when Investments, Construction o e y fo f v sk r k in i r ll d o rt s e o s li and Support Services deliver as one. w u v p e e p p l r u p y b s o a r u t s l t n i l f i i i n o t k s Our Investments business optimises r v s P e y s r t e m v i value through the disposal of operational e l n e Favourable working capital t s D assets whilst also continuing to from construction business invest in new opportunities. funds investment projects, which generate a return in their own right Construction Support Services Services Operational benefits Cro e ss- bas selli er Financial benefits ng across custom Knowledge transfer Construction Services Support Services Infrastructure Investments The Construction Services businesses Support Services designs, upgrades, The Infrastructure Investments in the UK, US, and in joint venture in manages and maintains critical national business is a recognised leader in Hong Kong, are top tier and all operate infrastructure, and its capabilities public private partnerships (PPP) and across the infrastructure and building complement both Construction Services other developments in the UK and the sectors. and Infrastructure Investments. US. Its activities generate additional construction and services work for other parts of the Group. What we do: What we do: What we do: – Civil engineering – Design, build, upgrade and maintain – Develop and finance both public – Building water, gas and electricity networks and private infrastructure projects – Ground engineering – Highways network management, – Operate a portfolio of long-term – Mechanical and electrical operation and maintenance infrastructure projects installation – Rail design, renewals and technology – Develop and maintain a large – Refurbishment and fit-out network of military housing – Rail engineering facilities across the US HY19 Order book and Strong and diverse chosen markets Investments portfolio The UK Government’s infrastructure investment authorised spending for a five year period. £13.2bn Order book at HY 2019 commitment is targeted to rise from 0.8% There are further opportunities being created, from 2015/16 to over 1% of GDP by 2020/21. for example with the number of state-backed gs in d il UK Notwithstanding political uncertainty, there infrastructure bonds (over US$200 billion u B gs Construction in is a strong pipeline of major projects in multi-state transportation bonds, over US$35 d il 46%UK u B Construction both transport and energy. From 2020-25 billion of education bonds in California) and C iv il 46% the second Road Investment Strategy for increases in: US public-private partnership s UK Support 42% C iv i Services Highways England has a record budget of schemes; state gasoline taxes; and local county US Construction ls 42% UK Support £25 billion for the Smart Motorways Alliance sales taxes dedicated to local infrastructure. 12US% Construction Services and the Regional Investment Programme. At Gammon (HK$) Gammon, our 50:50 joint venture in Hong 12% Heathrow, the High Court’s recent ruling that Kong, has a material share of the attractive £1.2bn*Gammon Investments (HK$) portfolio at HY 2019 the Government’s national policy statement, UK 44% Hong Kong market. Both the Buildings and supporting Heathrow expansion, was lawful Civils markets have significant opportunities UK 44% moves the expansion of Heathrow a step closer. upcoming, including: two new terminal In the US, with blue chip repeat customers buildings and other works associated the Group’s Buildings opportunities are robust. with the third runway at the international In Civils, the 2015 FAST Act (Fixing America’s airport; a ten year housing target; a ten year US 56% Surface Transportation), a US$305 billion hospital development plan; and continued US 56% transportation bill, was signed, providing investment in transportation infrastructure. * Directors’ valuation Build to Last When we deliver buildings and infrastructure, we expect them to survive the test of time. For Balfour Beatty to remain at the forefront of our industry we need to continuously improve efficiency, lead innovation and always operate safely. These are the drivers of value for our customers. Improved efficiency means smarter working, elimination of waste and creating a lean supply chain to deliver better value for our customers. This allows us to invest in developing our expertise. Having the finest experts allows us to extend what we are capable of building and drives improvements in everything we do; this means our customers can trust us to deliver on all that we promise, including safety. Safety is never compromised. We Build to Last. Cumulative annual cash flow^(£m) Lean Expert Employee engagement index (%) 200 2019 c. £400m improvement 2018 Deliver value to our 0 Ensure we have the best 70 (200) 65 2014* customers by improving (400) engineering, design and 60 operational efficiency and (600) project management (800) 55 eliminating waste right Dec Mar Jun Sep Dec capabilities. 50 ^ includes other disposals FY 2015 FY 2016 FY 2017 FY 2018 HY 2019 through the supply chain. *adjusting for sale of Parsons Brinckerhoff. Includes all other disposals We want to make sure that our customers get the best value for We deliver world-class buildings and infrastructure for our customers their money; we need to be relentless in driving out unnecessary by constantly driving innovation. Our strongest differentiator is our costs and work with our customers to ensure their money is spent engineering and project management capabilities. Having the best in the best way possible. Providing customers with better value for talent supported by the strongest supply chain creates a virtuous circle their money drives our competitiveness and provides Balfour Beatty that ensures we win the best and most exciting projects to deliver. with the capital to invest back into developing our expertise. Trusted Safe Lost Time Injury Rate^ Customer satisfaction average (%) 0.3 0.29 100 > 50% reduction Be the construction partner We must ensure the health 0.2 90 of choice for our customers and safety of everyone 0.1 0.14 80 and supply chain by who comes into contact 0 70 2014 2015 2016 2017 2018 HY2019 delivering on our promises. 2014 2015 2016 2017 2018 HY19 with our activities. ^excluding international joint ventures Customers must have confidence in our ability to deliver and to Health and safety is at the heart of everything we do – we must do what we say we will do. A robust risk framework ensures that protect our employees, our supply chain partners, our customers and challenges are mitigated and projects are delivered in the right way. the public. Construction is an inherently dangerous business and Satisfied customers provide us with the opportunities and projects without the highest standards of safety, we don’t have a licence for the future.
Load more

Recommended publications
  • To Arrive at the Total Scores, Each Company Is Marked out of 10 Across
    BRITAIN’S MOST ADMIRED COMPANIES THE RESULTS 17th last year as it continues to do well in the growing LNG business, especially in Australia and Brazil. Veteran chief executive Frank Chapman is due to step down in the new year, and in October a row about overstated reserves hit the share price. Some pundits To arrive at the total scores, each company is reckon BG could become a take over target as a result. The biggest climber in the top 10 this year is marked out of 10 across nine criteria, such as quality Petrofac, up to fifth from 68th last year. The oilfield of management, value as a long-term investment, services group may not be as well known as some, but it is doing great business all the same. Its boss, Syrian- financial soundness and capacity to innovate. Here born Ayman Asfari, is one of the growing band of are the top 10 firms by these individual measures wealthy foreign entrepreneurs who choose to make London their operating base and home, to the benefit of both the Exchequer and the employment figures. In fourth place is Rolls-Royce, one of BMAC’s most Financial value as a long-term community and environmental soundness investment responsibility consistent high performers. Hardly a year goes past that it does not feature in the upper reaches of our table, 1= Rightmove 9.00 1 Diageo 8.61 1 Co-operative Bank 8.00 and it has topped its sector – aero and defence engi- 1= Rotork 9.00 2 Berkeley Group 8.40 2 BASF (UK & Ireland) 7.61 neering – for a decade.
    [Show full text]
  • Parker Review
    Ethnic Diversity Enriching Business Leadership An update report from The Parker Review Sir John Parker The Parker Review Committee 5 February 2020 Principal Sponsor Members of the Steering Committee Chair: Sir John Parker GBE, FREng Co-Chair: David Tyler Contents Members: Dr Doyin Atewologun Sanjay Bhandari Helen Mahy CBE Foreword by Sir John Parker 2 Sir Kenneth Olisa OBE Foreword by the Secretary of State 6 Trevor Phillips OBE Message from EY 8 Tom Shropshire Vision and Mission Statement 10 Yvonne Thompson CBE Professor Susan Vinnicombe CBE Current Profile of FTSE 350 Boards 14 Matthew Percival FRC/Cranfield Research on Ethnic Diversity Reporting 36 Arun Batra OBE Parker Review Recommendations 58 Bilal Raja Kirstie Wright Company Success Stories 62 Closing Word from Sir Jon Thompson 65 Observers Biographies 66 Sanu de Lima, Itiola Durojaiye, Katie Leinweber Appendix — The Directors’ Resource Toolkit 72 Department for Business, Energy & Industrial Strategy Thanks to our contributors during the year and to this report Oliver Cover Alex Diggins Neil Golborne Orla Pettigrew Sonam Patel Zaheer Ahmad MBE Rachel Sadka Simon Feeke Key advisors and contributors to this report: Simon Manterfield Dr Manjari Prashar Dr Fatima Tresh Latika Shah ® At the heart of our success lies the performance 2. Recognising the changes and growing talent of our many great companies, many of them listed pool of ethnically diverse candidates in our in the FTSE 100 and FTSE 250. There is no doubt home and overseas markets which will influence that one reason we have been able to punch recruitment patterns for years to come above our weight as a medium-sized country is the talent and inventiveness of our business leaders Whilst we have made great strides in bringing and our skilled people.
    [Show full text]
  • What Makes an Outstanding Finance Director?
    what makes an outstanding finance director? “ Right now as an FD, you can have a major impact – and if you don’t seize the moment they’ll find somebody else who will.” Steve Marshall, Chair, Balfour Beatty Plc In association with Directorbank Group Directorbank Group Comprising two market-leading brands, Hanson Green and Directorbank, the Directorbank Group offers a complete range of board level recruitment solutions to the full spectrum of companies from private equity backed businesses and family firms to FTSE and AIM listed organisations. Finance Director appointments are delivered by search consultants with many years experience in this specialist market. Directorbank is a leading provider of executive, Hanson Green is a specialist board practice Grant Thornton UK LLP is a leading financial and business adviser, operating non-executive and interim directors with a search firm with a market leading position in out of 28 offices. Led by 215 partners and employing nearly 4,000 of the market-leading position in the private equity the appointment of chairman and non-executive profession’s brightest minds, we provide personalised assurance, tax and sector. directors and a respected executive search specialist advisory services to over 40,000 individuals, privately-held practice. businesses and public interest entities. More than 70 leading private equity houses from across Europe retain Directorbank’s Hanson Green’s proven track record of solving Our offer to the market is great depth of expertise, delivered in a distinctive services to gain access to their exceptional clients’ recruitment challenges, combined with and personal way. Through proactive, client-centric relationships, our teams network of top level board directors for their the unrivalled quality of their service, has made deliver solutions to problems, not pre-packaged products and services.
    [Show full text]
  • Hammerson Annual Supplier Report 2013
    ANNUAL SUPPLIER REPORT 2013 CONTENTS INTRODUCTION 1 SUMMARY 2 OUR STANDARDS 3 SUMMARY OF RESULTS - GOLD 6 - SILVER 8 - BRONZE 10 CASE STUDIES GOLD SUPPLIERS LIST: 12 - BALFOUR BEATTY 14 - WSP UK 16 - MACE 18 - RTKL 20 - CHANDLERKBS 22 - MORGAN SINDALL 24 - GRAHAM CONSTRUCTION 26 WHY WE ASKED 28 WHAT WE ASKED 29 Hammerson INTRODUCTION Welcome to Hammerson’s first Supplier Annual Report. This report is the result of your responses to our online survey, launched at the end of 2012. Aimed at helping to improve our joint performance on responsible procurement, the online survey asked how you set, implement and measure your activities in relation to Hammerson’s own set of ‘best practice’ standards as defined in our new Supplier Code of Conduct. Most importantly, we asked if you would subscribe to the standards set out in our Supplier Code of Conduct. These cover legal requirements, labour standards, health and safety and environmental responsibility. For Hammerson, your agreement is of critical importance as the requirements outlined in our Supplier Code of Conduct are based on the principles of the Universal Declaration of Human Rights, the UN Convention on the Rights of the Child, International Labour Organisation (ILO) Conventions, and on national legislation. By adopting our Code of Conduct, you, as a supplier, agreed to abide by and implement all the principles it contains, and to ensure that your contractors do the same, according to the prevailing national legislation. We are delighted by the level of your support. We invited all our suppliers with whom we spend over £100,000 to take part.
    [Show full text]
  • JCB Pinfold St Marketing Summary P/2017/01307 – Bamford Works, Pinfold Street, Uttoxeter – Marketing Summary
    Appendix I - JCB Pinfold St Marketing Summary P/2017/01307 – Bamford Works, Pinfold Street, Uttoxeter – Marketing Summary April 2016 - Jones Lang LaSalle (JLL) were instructed to advise JCB in respect of the marketing of the site. The site was marketed on the basis of the then extant outline planning permission (P/2014/00969). May 2016 – preparation of marketing details - see attachment 1. June 2016 – Estates Gazette advert placed – see attachment 2. In addition, direct approaches were made to the following 17 specialist developers and 29 conventional developers: Specialist Developers . Countryside Developments . Redenham . Genr8 . HAB . Rogers, Stirk, Harbour & Partners . Hill . Urban Splash . Urban and Civic . Fielden Clegg Bradley . Alison Brooks Architects . Berkeley . EDG Property . Igloo / Carillion . Kier . Balfour Beatty . St Modwen . IM Properties Conventional Residential Developers . Amber Residential Developments . Balfour Beatty . Barratt Homes . Bellway Homes . Bloor Homes . Bovis Homes . Cala . Cameron Homes . Crest Nicholson . Davidsons . Elan . Hayfield Homes . Galliford Try . Keepmoat . Linden Homes . Lioncourt Homes . Lovell . Miller Homes . Morris Homes . Persimmon . Radleigh Homes . Redrow Homes . Seven Homes . Spitfire . Taylor Wimpey . Wainhomes P/2017/01307 – Bamford Works, Pinfold Street, Uttoxeter – Marketing Summary . Westby Homes . William Davis . Willmott Dixon July 2016 – In terms of feedback from the marketing exercise, JLL reported that a high proportion of those developers contacted took issue with the requirements of the design code as they felt that the proposed housing types in no way reflected market demand and were far too expensive to deliver based on achievable local values. 5 expressions of interest were received. Keir . Urban Splash . HAB/Keepmoat . Galliford Try . Places for People July 2016 – JLL recommend progressing straight to tender stage to keep the momentum.
    [Show full text]
  • Our Sustainability Strategy Building New Futures Building New Futures
    Our Sustainability Strategy Building New Futures Building New Futures to Build Last Lean Expert Trusted Safe Sustainable B s uil re Contents Foreword din Futu g New 03 Building New Futures 2020 will go down in history as a watershed year. Not only because UK and Hong Kong avoided landfill. Our recent commitment to of the devastating impact COVID-19 has had on health, wellbeing and increase the proportion of our UK workforce in ‘earn and learn’ 04 Beyond Net Zero Carbon economies, but also because of how it has caused governments, positions – apprenticeships, graduate positions and sponsored business leaders and ordinary citizens to acknowledge that rebuilding students – to 5.7% further demonstrates our commitment. 06 Generate Zero Waste the global economy must not come at the expense of the planet. But things have moved on since the last iteration of our 08 Positively Impact More than 1 Million People We cannot simply pick up where we left off before COVID-19 hit. In Sustainability Strategy. Our understanding of the scale of the recovering from one global crisis we must not make another – challenge and the tools now available to help us respond have 10 Governance climate change – worse. From the Green Industrial Revolution improved. That’s why we have refreshed and updated our launched by British Prime Minister Boris Johnson to the $2tn Green Sustainability Strategy, “Building New Futures”. That’s also why, 11 Materiality Assessment New Deal promised by US President-elect Joe Biden, and Hong Kong five years on from the start of our Build to Last transformation Chief Executive Carrie Lam’s recent commitment to further Hong programme, we’ve refreshed our Group Cultural Framework to Kong’s Climate Action Plan 2030+, governments are investing to include ‘Sustainable’ as a new value, alongside Lean, Expert, Trusted ensure that economies bounce back stronger but without the huge and Safe.
    [Show full text]
  • Tfl Selects 13 Property Partners, Including Clients Advised by Delancey, to Help It Deliver Thousands of Homes for London
    PAGE 1 OF 3 TFL SELECTS 13 PROPERTY PARTNERS, INCLUDING CLIENTS ADVISED BY DELANCEY, TO HELP IT DELIVER THOUSANDS OF HOMES FOR LONDON 03 FEBRUARY 2016 For further information, Transport for London (TfL) has approved the appointment of 13 major property please contact: development companies and consortiums to a development framework which will help the delivery of the thousands of homes, offices and retail spaces that are vital to help Katharine Walsh London meet the needs of its growing population. Head of Communications Delancey The 13 organisations have been selected following a competitive procurement process Tel: +44 (0)20 7448 1461 that saw over 50 companies register an interest in becoming a property partner with TfL. The successful companies and consortiums will now be placed on TfL’s Property Partnership Framework and will be able to bid for work on some of the most iconic locations across the Capital. This framework will enable TfL to work in joint ventures with some of the best After an extremely competitive developers in the market to deliver the thousands of homes, retail and office spaces process, we have appointed a that London needs more efficiently than procuring a joint venture development partner selection of leading development on a site by site basis. The wider GLA family will also be able to use the framework to organisations that we will work bring forward developments on their sites. with to bring forward thousands of much needed homes, along The Property Partnership programme is part of TfL’s ambitious plans to generate with commercial space and jobs £3.4bn in non-fares commercial revenue by 2023 which it will reinvest in London’s that will help support the Capital’s transport network.
    [Show full text]
  • FTSE Russell Publications
    2 FTSE Russell Publications 19 August 2021 FTSE 250 Indicative Index Weight Data as at Closing on 30 June 2021 Index weight Index weight Index weight Constituent Country Constituent Country Constituent Country (%) (%) (%) 3i Infrastructure 0.43 UNITED Bytes Technology Group 0.23 UNITED Edinburgh Investment Trust 0.25 UNITED KINGDOM KINGDOM KINGDOM 4imprint Group 0.18 UNITED C&C Group 0.23 UNITED Edinburgh Worldwide Inv Tst 0.35 UNITED KINGDOM KINGDOM KINGDOM 888 Holdings 0.25 UNITED Cairn Energy 0.17 UNITED Electrocomponents 1.18 UNITED KINGDOM KINGDOM KINGDOM Aberforth Smaller Companies Tst 0.33 UNITED Caledonia Investments 0.25 UNITED Elementis 0.21 UNITED KINGDOM KINGDOM KINGDOM Aggreko 0.51 UNITED Capita 0.15 UNITED Energean 0.21 UNITED KINGDOM KINGDOM KINGDOM Airtel Africa 0.19 UNITED Capital & Counties Properties 0.29 UNITED Essentra 0.23 UNITED KINGDOM KINGDOM KINGDOM AJ Bell 0.31 UNITED Carnival 0.54 UNITED Euromoney Institutional Investor 0.26 UNITED KINGDOM KINGDOM KINGDOM Alliance Trust 0.77 UNITED Centamin 0.27 UNITED European Opportunities Trust 0.19 UNITED KINGDOM KINGDOM KINGDOM Allianz Technology Trust 0.31 UNITED Centrica 0.74 UNITED F&C Investment Trust 1.1 UNITED KINGDOM KINGDOM KINGDOM AO World 0.18 UNITED Chemring Group 0.2 UNITED FDM Group Holdings 0.21 UNITED KINGDOM KINGDOM KINGDOM Apax Global Alpha 0.17 UNITED Chrysalis Investments 0.33 UNITED Ferrexpo 0.3 UNITED KINGDOM KINGDOM KINGDOM Ascential 0.4 UNITED Cineworld Group 0.19 UNITED Fidelity China Special Situations 0.35 UNITED KINGDOM KINGDOM KINGDOM Ashmore
    [Show full text]
  • Business Park • Cambridge Cb24 4Uq
    JANUARYCOMPLETEDTO 2018 BE THE LARGEST SPECULATIVE WAREHOUSE IN CAMBRIDGE SINCE 2002! BUSINESS PARK • CAMBRIDGE CB24 4UQ A NEW SPECULATIVE INDUSTRIAL / WAREHOUSE DEVELOPMENT 25,000 - 155,000 SQ FT (2,322 - 14,400 SQ M) HUNTINGDON CAMBRIDGE SERVICE AREA J28 A14 BALFOUR BEATTY GRAHAM UNIT 200 WALLWORK GLADWINS CAMBRIDGE UNIT 300 UNIT 100 UNIT 400 AIXTRON AMINO COMMUNICATIONS ANDERSON ROAD Goya Developments specialise in industrial, warehouse Buckingway Business Park is situated on Junction 28 of the success breeds and trade centre development mostly in and around London A14, only 7 miles from Cambridge. Buckingway already benefits and the South East. from high profile occupiers such as Balfour Beatty, Graham, Aixtron, PP Global and Beam Group. Work has begun to success... Our strategy is to create environmentally and socially construct the new 3 and 4 lane carriageway sections of responsible developments which accelerate occupational the A14 which will bypass Huntingdon and will provide a fast Buckingway Business Park is an exciting new multi-let scheme, savings for the occupier as energy costs increase, which are link between Cambridge and A1 at Brampton. we are offering four adaptable warehouse units to suit your also built to a best in class specification. expanding business needs. Cambridge Service Area offers a wide range of facilities to benefit Buckingway Business Park occupiers. Retail outlets Unit 400 will be the largest speculative warehouse built include McDonald’s, Costa Coffee, Le Petit Four Francais, in Cambridge since 2002. KFC, M&S Simply Food and the Francesca Italian restaurant as well as a Business Centre with a full range of office facilities and meeting rooms.
    [Show full text]
  • Sustainability Report 2011
    Sustainability Report 2011 SUSTAINABILITY… a collective responsibility We set out our sustainability vision, and the roadmap for delivering it, in 2009. Since then, we have been playing our part in embedding sustainability into everything we do, across the infrastructure lifecycle. This makes a positive difference to people’s lives and helps to grow our business. This, our 11th sustainability report, sets out our progress on our journey to achieve sector leadership in sustainability by 2020. You can navigate your way around the report: 1. Via the contents list below, or 2. Through the key messages on P10 and P11, or the 3. GRI Index on P76. Overview Profitable markets Environmental limits 01 Chief Executive Officer’s statement 28 Growing our business in the 61 Energy, carbon and climate change 02 Group at a glance green economy 66 Waste 04 About this report 30 Meeting our customers’ needs 69 Materials 06 Our performance at a glance 35 Influencing for sustainability 71 Water 73 Ecology Our approach Healthy communities 74 Environmental compliance 08 Our sustainability vision and roadmap 40 Engaging our people Our performance 10 Key messages 43 Health and safety 12 Progress against 2010 commitments 46 Wellbeing and absence 76 GRI Index 47 Talent and development 80 2011 Stakeholder Panel Independent Opinion Statement Managing sustainability 50 Managing our diverse workforce 53 Supply chain 82 Stakeholder panel membership 83 Our progress against the panel’s 14 Global issues 57 Community engagement 2010 recommendations 16 What matters most in our reporting and investment 84 Balfour Beatty Response to 2011 18 Engaging with our stakeholders stakeholder panel statement 21 Leadership, governance and 85 Our assurance processes risk management 86 DNV assurance statement 2010–2011 23 Ethics, values and compliance 87 Roadmap self-assessment summary by division 92 Data tables Overview Chief Executive Officer’s statement Overview Our stakeholders want and expect us to behave in a way which reflects our position of leadership – in everything we do.
    [Show full text]
  • Climate Action Group Meeting Thursday 18Th May 2021, Online Date
    Climate Action Group Meeting Thursday 18th May 2021, online Date: Thursday 18th March 2021, online Attendees: Martin Gettings (Canary Wharf Group) James Cadman (Action Sustainability), Stefania Chica-Jacome (Action Sustainability), Tony Vozniak (Ardent Hire), Sarah-Jane Davies (Sisk), Lucy Neville (Transport for London), William McDowell (Brett Martin), Scott Gregory (Morgan Sindall), Michelle McAteer (Balfour Beatty), Katherine Rusack (Balfour Beatty), James Geraghty (Kier), Jamie Bursnell (Bellway Homes), Stephen Weldon (Bellway Homes), Anna Shillitoe (CHAS), Jonathan Ayton (Willmott Dixon), Amy Twist (Countryside Properties), Maria Gkonou (Redrow Homes), Sila Danik Dirihan (Saint Gobain), Sarah Burki (Interserve), Oana Caltia (Kilnbridge), Natalie Wilkinson (NG Bailey), Rebecca Segal (NG Bailey), Stewart Jones (Hanson Biz), Gigi Kvashilava (Hanson Biz), Kirsty Dunne (Osborne), Gemma Tovey (Lovell Partnership) Summary of Actions and Notes from the Climate Action Group Meeting Climate Action Group – Introductions and outstanding actions No Action/Notes Owner 1 Welcome and Intros Martin Gettings & James Cadman 2 Update on Progress: engagement and tool use, support available. We gave an overview of where we are now in terms of engagement. Stefania Chica- • There are 197 participating companies between partners and Jacome suppliers: 32% are Partner organizations and the remaining 68% are suppliers. • Partner organisations: 56% are actively engaging with the group. This is a 3% increase versus the last group meeting in March 2021. • Supplier organisations: 55% are actively engaging. • School continues to provide monthly webinars to support suppliers. Next session is on the 26th May, please forward invites to suppliers. Partners Contact [email protected] for further details. 3 What’s coming. • E-learning modules: The School will be publishing modules 1 (Climate Change & Carbon) & 2 (Carbon Footprinting and Measurement) on School the website this week.
    [Show full text]
  • Build to Last Annual Report and Accounts 2017 Contents
    Build to Last Annual Report and Accounts 2017 Contents Strategic Report Chairman’s introduction 02 The transformation of Group Chief Executive’s review 04 Group at a glance 06 Balfour Beatty is Market review 08 well underway Business model 10 Our priorities 12 What we have been doing in 2017 16 Group Chief Directors’ valuation of the Executive’s review Investments portfolio 26 p04 Building a sustainable business 29 Measuring our performance 38 Chief Financial Officer’s review 44 Risk management framework 48 Performance review Principal risks 51 by segment Viability statement 57 Governance Chairman’s introduction 58 What we have been Leadership 60 doing in 2017 Effectiveness 63 p16 Accountability 67 Directors’ report – other disclosures 72 Remuneration report 76 Acting responsibly to protect Financial Statements and enhance the Independent auditor’s report 88 Financial statements 94 environment and support Notes to the financial statements 102 local communities Other Information Building a sustainable business Unaudited Group five-year summary 174 p29 Shareholder information 175 Front cover images (clockwise): Dorenell wind farm: this £20 million overhead line will connect a key Scottish wind farm to the national grid. Cooper’s Hill retirement development: this luxury facility includes 78 retirement properties, a health club, swimming pool, restaurant and library. The Dallas Horseshoe: following a distinctive U-shaped path, this design-build project upgraded 73 miles of road and 37 bridges to reduce congestion in Dallas, Texas. Balfour Beatty Annual Report and Accounts 2017 Strategic Report Governance Financial Statements Other Information 01 2017 progress Build to Last Lean Today, Balfour Beatty is well placed to drive £335m 2016: £173m sustainable profitable growth, underpinned Net cash excluding by a strong balance sheet.
    [Show full text]