SUSTAINABILITY STRATEGY World Class Civil Engineering

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Our Mission: Providing a sustainable business for the delivery of excellent Introduction projects Our Vision: Sustainability and environmental performance are often used interchangeably. To be the market leader in civil engineering To have a truly sustainable business, we must not only achieve (and exceed where possible) key social, environment and quality standards, but also meet Our Values and Behaviours: key financial commitments such as cash flow and profit. We aim to inspire all employees to meet our high standards The business has recognised for some time that our best performing projects and values in the execution of their duties, to act safely, to be not only have an excellent health, safety, environment and quality record but also environmentally and socially responsible through: perform well financially. Innovation In response to the sustainability challenge, in January 2013 Taylor Woodrow Partnerships launched its Sustainability Matrix. The matrix is part of core business strategy and People and Passion performance against each element of the matrix is discussed and reviewed monthly Strength, Diversity at the divisional management meetings. The matrix is comprised of a range of key and Dependability performance indicators (KPIs) split into three areas:

• Economic • Social • Environment As referenced in Inside Civils, a competition was launched to create a logo which would help bring the strategy to life and capture the essence of Taylor Woodrow’s commitment to being a sustainable business; resilient and successful in the long term. Ella Secker (Consents Manager at NET) came up with the winning entry ‘SEE the future’ – the logo which is shown on the front cover.

This brochure has been produced to demonstrate the full list of KPIs which are measured on a monthly basis and also introduce some case studies where projects have succeeded in this area.

Graham Stanley Managing Director Civil Engineering Taylor Woodrow

Contents 2 Introduction to the matrix 3 Economic, Social and Environmental KPIs 6 Case studies from Victoria Dock Portal (Economic), Connaught (Social) and Nottingham Express Tramway [NET Phase 2] (Environment) 2 3 Sustainability Matrix ECONOMIC Aspect KPI Project/ Units Threshold Expected Aspira- PMR Frequency Owner Divisional tional The sustainability KPIs were launched in Ec01 Profit margin Contract gross profit as Project % Available on request Yes Monthly Chris January 2013, and several ‘core’ KPIs are a % of turnover (Transport) Boothroyd monitored and measured via the Project Project % Available on request Yes Monthly Chris Manager’s Report (PMR). (Energy) Boothroyd These core KPIs are collated into a league Ec02 Turnover Total annual turnover Sector £million 240-249 250-254 ≥255 No End of year Chris table to show the best and worse performing (Transport) Boothroyd projects based on the information provided Sector £million 30-49 50-99 ≥100 No End of year Chris (Energy) Boothroyd by the project managers. Some of the core Ec03 Order book The percentage of Divisional % 63-69 70-99 ≥100 No End of year Chris KPIs are also linked to performance related work in the order book Boothroyd incentives on the project, so there is a personal (Year 1) financial incentive to perform well for the Ec04 Customer % of feedback surveys Project % 100 100 100 Yes Quarterly Fred Garner, project’s senior management team. satisfaction undertaken [on-time] Dave Williams

Performance against the KPIs is split into: Ec05 Supplier Supplier assessments Project % 90 100 100 Yes Bi-annual Gareth Threshold, Expected and Aspirational. performance completed per project Wagland, Fred Garner, Dave Threshold: Minimum, required level to avoid Williams threat to business. Eco06 Winning Work PRQUAL success rate Divisional % 70 80 90 No Monthly Gareth Wagland Expected: Level required for assured Eco07 Tender % of tenders won, by Divisional % 25 33 50 No Monthly Gareth sustainability in line with our best performing Success Rate value and number of Wagland competitors. bids Eco8 Cash Flow All payments received on Project Number 0 0 -7 Yes Monthly Chris Aspirational: Challenging but achieveable time, contractual terms of days Boothroyd level of performance - differentiation of late performance in relation to competitors. Eco9 EVA All projects to Project % 100 100 100 Yes Monthly Fred Garner, undertake EVA Dave Williams

Eco10 Overhead % of turnover Divisional % Available on request No Monthly Chris Boothroyd Eco11 Productivity End forecast staff costs Project % Available on request Yes Quarterly Chris as a % of total costs Boothroyd

Eco12 Productivity Turnover per overall Project Rate per Available on request Yes Quarterly Chris hours worked hour Boothroyd

Eco 13 Quality – NCR NCR cost (£) as % Project % Available on request Yes Monthly Fred Garner, percentage of turnover Dave Williams, Emma McNab Eco 14 Quality – % of documents Project % 90 99 100 No Monthly Fred Garner, Documentation accepted first time Dave Williams, Submission e.g. ITPs Emma McNab

Eco 15 Quality Defect % of inspections Project % 75-90 90-99 100 Yes Monthly Fred Garner, Free completed defect free Dave Williams, Emma McNab

Eco 16 Programme SPI (cumulative) Project % 1 1 >1 Yes Monthly Fred Garner, - SPI Dave Williams

Eco 17 Programme – Number of weeks Project Number < or = 8 < or = 4 < or = 4 Yes Monthly Fred Garner, accepted by since accepted pro- of weeks weeks weeks weeks Dave Williams client gramme

Eco 18 Programme CPI Project % Improve- Improve Improve- Yes Monthly Fred Garner, (Improve- (cumulative) ment on -ment on ment on Dave Williams ments to CPI) previous previous 2 previous month months 2 months and CPI >1 4 5

SOCIAL ENVIRONMENT

Aspect KPI Project/ Units Threshold Expected Aspirational Frequency Owner Aspect KPI Project/ Units Thresh- Expected Aspira- PMR Frequency Owner Divisional Divisional old tional

S01 Close Calls Number of CCs/ Project Number Available on request Yes Monthly Fred Garner, Env01 Preventing Number of Project Number of 0 0 0 Yes Monthly Fred Garner, and PIs PIs raised of PIs/CCs Dave Williams, environmental environmental Dave Williams, raised Ian Williams pollution & incidents (Level Dawn Love nuisance 1 and 2 - VCUK SO2 Safety - Single lost-work Project Number 1 0.2 0 Yes Monthly Fred Garner, definition) accidents day/shift per 100,000 Dave Williams, frequency rate man hours Ian Williams (LTI) based on 1 Env02 Waste Construction Project m3 per 100k 5 3 <3 No Monthly Fred Garner, lost shift minimisation waste per 100k turnover (one month Dave Williams, / resource turnover in arrears) Dawn Love S03 H&S - Inspection – Project BRAG rating Available on request Yes Monthly Fred Garner, efficiency implementa- BRAG rating (Section) Dave Williams, Env03 Diversion of % diverted (based Project % 90 94 ≥95 Yes Monthly Fred Garner, tion Ian Williams waste from on revised HMRC (one month Dave Williams, performance landfill ruling) in arrears) Dawn Love

S04 Strong visible Senior Divisional % of actual 80 100 >100 No Monthly Fred Garner, safety Management VS planned Dave Williams, leadership audits Ian Williams Env04 Electricity % electricity Divisional % electricity No -5 to -9 ≥-10 No Monthly Fred Garner, use (Scope 2 reduction (com- reduction change (in arrears) Dave Williams, S05 Corporate Charitable Project £ equivalent Available on request Yes Monthly Fred Garner, emissions) pared to baseline to -5 Dawn Love citizenship donations in contribution Dave Williams - rolling average) - charitable kind, e.g. time, as a % of donations & materials turnover contributions Env05 Business Reduce Divisional % reduction No -5 to -9 ≥-10 No Monthly Fred Garner, S06 Employee Overall Divisional % 83-85 85-89 ≥90 No Annual Fred Garner, Mileage business (compared to change (in arrears) Dave Williams, engagement satisfaction - Dave Williams, (Scope 1 mileage (normal- baseline - to -5 Dawn Love employee Elaine Grant emissions) ised to turnover) rolling average) satisfaction index Env06 Energy – im- Implementation Project % of plans in 100 100 100 Yes Monthly Fred Garner, S07 Staff turnover Total number of Project % 12 9 6 No Monthly Fred Garner, plementation of energy place Dave Williams, [attrition] leavers [resigna- Dave Williams, of manage- management Dawn Love tions last over Elaine Grant ment plan plan- include 12 months / by electricity, red average total diesel head count over the 12 months] Env07 Materials % of legal and Project % 100 100 100 Yes Monthly Fred Garner, S08 Community % people Project % 20-50 50-74 ≥75 Yes Monthly Fred Garner, - timber sustainable (in arrears) Dave Williams, Involvement undertaking Dave Williams, products timber procured Dawn Love Stand Out Make Elaine Grant from legal & a Difference sustainable days (SOMAD) sources

S09 Considerate CCS score [note Project Score 37-41 41-44 ≥45 Yes Monthly Fred Garner, Env08 Water Reduce water Divisional % reduction 0 -2 -5 No Monthly Fred Garner, Constructors new scoring Dave Williams efficiency - use (normalised (in arrears) Dave Williams, Scheme system] construction to turnover) Dawn Love phase S10 Development % of completed Project % [com- 70-80 80-99 100 No Six-monthly Fred Garner Implementation Project % of plans in 100 100 100 Yes Monthly Fred Garner, of our staff 1:1s against pleted vs Collected by Dave Willimas of water place Dave Williams, planned [in planned] engagement management Dawn Love line with new representative plan system]

Env09 Mayor of Accreditation Divisional Level achieved Bronze Silver Gold No Quarterly Fred Garner, London GPC level Dave Williams, Dawn Love Victoria Dock Portal (C340) – 6 7 1 Defect Free Christmas Possession Works Relevant to Sustainability KPIs: Eco 14, Eco15 & Eco 4

DuringDuring thethe periodperiod 23rd23rd How quality records management were managed Successful outcome In March 2013 the team DecemberDecember 20122012 toto 2nd2nd JanuaryJanuary Our planning was started months in advance of the works being carried out, 76 of the planned inspections were Defect Free (91%), and received the Taylor Woodrow's 2013,2013, thethe TaylorTaylor WoodrowWoodrow team and comprised: the large number of other informal inspections undertaken as quarterly Defect Free Award in atteam Victoria at Victoria Dock PortalDock Portalrealigned • Inspection and test plans (ITPs) in place and made available for the work progressed raised no significant issues. recognition of the excellence DLR to review approximatelyrealigned approximately 500m of twin Through intensive planning and a professional approach from they had delivered. • Regular meetings with all stakeholders to ensure documents in place track500m railway of twin between track railway Royal all concerned the railway was handed back to DLR on time. • Agreed handover / handback folder contents Victoriabetween and Royal Custom Victoria House and • Dedicated staff allocated for the preparation of handover documentation In January 2013, we received a 93% customer satisfaction StationsCustom onHouse the DocklandsStations on Light the • Dedicated ITP Room (ITP “red folders” provided with colour coded index score from our client. RailwayDocklands (DLR). Light Railway (DLR). to ease filing)

Connaught Tunnel (C315) 2 Stands out and Makes a Difference (SOMAD) Relevant to Sustainability KPIs: SO5, SO8

Taylor Woodrow employees The Hub provides a broad range of facilities right in the heart of the working on the Crossrail local community, including play and learning for pre-schoolers, life skills Connaught Tunnel project sessions for adults with learning difficulties, homework clubs, drama groups, music, media and photography sessions. spent three days and 170 man hours painting and decorating “The place looks and feels much cleaner and fresher thanks to the the interior of the local Asta excellent work done by the team", said Tracy Smith, Hub Manager. “We’re Community Hub in Newham very happy with the end results.” last week, as part of the Steve Devey, Health & Safety Advisor, said, “The painting experience was SOMAD initiative. very rewarding. Tea and cake supplied by the Hub team really helped spur us on too!” The project team were also able to improve the overall project sustainability score in areas of SOMAD and charitable donations with the time invested working on the community project.xc 8 9 Turning an incident into an innovative solution Taylor Woodrow achieves 'Gold' in 3 – example from NET Phase 2 4 sustainable procurement audit Relevant to Sustainability KPIs: Env01 Relevant to KPI: ENV09

In November 2012, heavy rain caused flooding across parts of the UK. The NET Phase 2 project had cleared an We have been part of the Mayor of London Green Procurement area including topsoil stripping at Code since 2011, however we were re-audited in July 2013 and Clifton Park and Ride for archaeological achieved a 'Gold' level certificate, the highest rating achievable in investigations (see photo right). The the scheme. site team had installed silt barriers, however these were ineffective and Key initiatives undertaken in 2013: consequently the water burst over In April 2013, Taylor Woodrow signed up for and supported the the silt fencing and washed into a 'Supply Chain Sustainability School' CITB bid for funding www. nearby watercourse (Fairham Brook). supplychainschool.co.uk The incident was registered as a Level 2 incident. The incident resolution The 'Supply Chain Sustainability School' is a virtual learning environment which aims to help construction suppliers and sub- below demonstrates how we prevented Clifton Park & Ride – with area cleared Water breaching the silt fencing contractors develop their sustainability knowledge and competence. further incidents from occurring. The school provides suppliers with practical and free support. By signing up to the scheme, we get access to information on our suppliers so we can benchmark performance. At the time of print there were 690 suppliers which supply VINCI Construction putting us in the Top Ten of major contractors who are part of the scheme. There is also self-assessment area to gauge overall levels of Successful outcome performance and there is also a range of free learning e-modules: The site installed some short term remedial www.supplychainschool.co.uk/support/e-learning-modules.aspx works; two large water storage areas constructed to allow suspended solids to These modules cover subjects such as: settle out, gravel weirs within Terram lined - Introduction to Waste ditch varying in height, and overflow pipes with swan necks at varying heights to - Introduction to Sustainable Procurement control water flow. - Introduction to Environmental Management Accessing the modules requires individual registration under the company name Taylor Woodrow. These e-learning modules can be set up to deliver facilitated classroom environment and are complementary to the existing suite of internal e-learning courses we offer. However the lagoons were reaching capacity and the water sampled contained around As part of Taylor Woodrow’s commitment to sustainable 2,000mg/l and the discharge allowance was 50mg/l so the water would not be allowed procurement, we rolled out e-learning training for all our to discharged into the Brook. procurement staff (commercial and estimating). So what could the team do? Tanker the water away? The estimated cost of this was around £500k! In addition, we have created a sustainable procurement strategy An alternative solution sought was the use of flocculation blocks which cost around which is linked to existing procurement documents and processes, £2,000. These are blocks which have flocculent chemical stored within a wax block and considers elements such as risk management, supplier to regulate chemical dosage. There are two blocks; one with a cationic charge which engagement, performance assessment, and review. positively charges silt particles, and a second which has an anionic charge which negatively charges silt particles to remove any excess positive charge. This second block is required so that the use of block 1 does not harm aquatic species. The method was approved by Environment Agency and a discharge consent obtained for discharge using the flocculent blocks.

The team were extremely pleased with the results and said that in future they would recommend this approach over silt fencing as a cost effective and environmentally effective solution. Taylor Woodrow, the Civil Engineering division of VINCI Construction UK which forms part of VINCI, a world leader in concessions and construction.

Editor : Dawn Love Head of Environment & Sustainability [email protected] Mob: 07816-515568

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