DOCSLIB.ORG

Good Anti-Corruption Practices in Defence Companies

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Good Anti-Corruption Practices in Defence Companies June 2013 Raising the bar Good anti-corruption practices in defence companies Part II: 104 Examples of good practice “Those defence companies that do take corruption risk seriously have the chance to be seen by their government clients as better companies with which to do business. As governments toughen their attitudes towards corruption, having a reputation for zero tolerance of corruption will be a distinguishing asset for a defence company.” The Rt Hon Lord Robertson of Port Ellen KT GCMG honFRSE PC, Former Secretary General of NATO June 2013 Raising the bar Good anti-corruption practices in defence companies Part II: 104 Examples of good practice Contents Introduction 1 I. Leadership, governance & organisation 2 A1: Public leadership statement against corruption 3 A2: External - Facing leadership commitment against corruption 5 A3: Internal - Facing leadership commitment against corruption 8 A4: Company statement of values 11 A5: Membership of initiatives that promote anti-corruption/business ethics 15 A6: Board committee/individual responsible for anti-corruption programme 16 A7: Senior individual responsible for anti-corruption programme 17 A8: Regular monitoring and evaluation of the anti-corruption programme 19 A9: Regular review and update of anti-corruption programme 29 II. Risk management 32 A10: Corruption risk assessment 33 A11:Due diligence on agents 37 A12: Contractual and processes to monitor and audit agents 38 A13: Policy and contractual terms for subcontractors and suppliers 39 III. Company policies & codes 44 A15: Anti-corruption policy 45 A16: Zero tolerance to corruption 48 A17: Easily accessible anti-corruption policy 50 A18: Anti-corruption policy that applies to all employees 53 A19: Anti-corruption policy that applies to all senior executives and Board 54 A20: Conflicts of interest policy 56 A21: Gifts policy 61 A22: Hospitality policy 62 A23: Facilitation payments 67 A24: Political contributions 69 A25: Lobbying 72 IV. Training 74 A26: Written guidance on anti-corruption programme 75 A27: Anti-corruption training programme 78 A28: Anti-corruption training programme provided in all countries 81 A29: Anti-corruption training provided to senior executives and Board 83 A30: Anti-corruption training provided to employees most at risk 85 V. Personnel & helplines 87 A31: Reporting on conflicts of interest 88 A32: Disciplinary procedures 91 A33: Well-publicised whistle-blowing hotlines 93 A34: Well-publicised resources to seek advice 96 A35: Non-retaliation policy 100 Introduction This report is Part II to the Transparency Most examples of good practice are in International UK report ‘Raising the bar: the public domain. Where the good Good anti-corruption practices in practice is from non-published, internal defence companies’. company information, we have asked and received the company’s permission to It puts forward 104 examples of good reproduce extracts here. defence industry practice, based on the 34 questions in the Defence Companies We have extracted good practice Anti-Corruption Index (CI) which was examples from as wide a range of published in October 2012. companies in as many different environments as possible. Nonetheless, Our objective is to help raise anti- those scoring in higher bands are naturally corruption standards in the defence sector the ones with the better practice, so they worldwide by publishing examples of what will appear more often. we regard is good practice and to show defence companies what their peers are This report and all the examples found doing. within are organised by question and available online at http://companies. The responses to the 34 questions in defenceindex.org/good-practice. the Index were aggregated into five “pillar areas”: leadership, governance, & organisation; risk management; company policies & codes; training; personnel & helplines. The diagram below shows these pillars and the main elements that comprise each of them: 1 I. Leadership, governance & organisation A1 PUBLIC LEADERSHIP STATEMENT AGAINST CORRUPTION SELECT GOOD PRACTICE Based on public information: 20% (26 out of 129) companies scored 2 out EXAMPLES of 2 Based on public and internal information: 50% (17 out of 34) companies Bechtel scored 2 out of 2 PUBLIC Code of Conduct, p. 5-6 “Of course, ethics for us is a business QUESTION: imperative. People hire us because Does the company publish a statement from the Chief Executive Officer or they trust us. That trust has been the Chair of the Board supporting the anti-corruption principles of the earned over many decades and must company? be earned again every day for everything we do. In my view, clients trust us because ethics is the GUIDANCE NOTES: foundation for what we do and who The assessor is looking for evidence of the strength of the company’s external we are. It always has been. Doing the commitment to its anti-corruption principles through public statements from its right thing, and putting that above all leadership as opposed to, for example, internally published, non-public else is what drives Bechtel and our statements. The criteria for this question has been tightened following values, business decisions, and consistency checks. The reasons for doing this were: i) many cases where the success. statement is formalistic and/or compliance focused; ii) cases where the Ethics isn’t just about words, or paper, statement discusses business values without specifically addressing or “tone.” Too often people treat commitment against corruption; iii) cases where the statement does discuss the ethics as a compliance matter rather company’s ethics programme, but on inspection this programme has no than a much broader standard of significant anti-corruption element based on publicly available information. behaviour. As many of the headlines have shown over the past two decades, you can have world class SCORING CRITERIA: compliance programs, codes of 2: The CEO / Chairperson issues a statement supporting its strong conduct, and speeches by stance against corruption specifically. Alternatively the CEO / management that deliver all the right Chairperson makes several strong statements that promote the whole messages. The “tone from the top” ethics programme, under which it is clear that anti-corruption is a can be perfect — but the business significant component (as judged by review of the company’s ethics and its ethics can still be corrupt. and anti-corruption policies). While I believe we have an incredible 0: There is no apparent support or there are only minor statements, for commitment to ethics — it is in our example a preface or introduction to the Code of Ethics or without the DNA — to be effective, this signature of the CEO. commitment must be backed up every day by “actions.” That means delivering appropriate consequences, both positive and negative; and doing so consistently over time. This is what I mean by “Ethics in Action.” To fail to deliver consequences or to deliver the wrong ones undermines the commitment and the trust in it by employees and others. To use an overused cliché: “actions speak louder than words.” 3 COMPANIES WHICH SCORED 2: At Bechtel — there is zero tolerance Northrop Grumman towards ethical violations. There has PUBLIC never been a doubt about this in my BASED ON PUBLIC INFORMATION: mind.” Code of Ethics 'A flawless reputation for integrity ACCENTURE requires the awareness and ALLIANT TECHSYSTEMS (ATK) Fluor involvement of every employee. We BAE SYSTEMS PUBLIC must never forget that a single act can BECHTEL CORPORATION Preface to the Sustainability Report, destroy years of effort, and even the CACI INTERNATIONAL signed by David Seaton perception of an ethical lapse can be DAY & ZIMMERMANN as damaging as the real thing. Our DYNCORP INTERNATIONAL "I am particularly proud that Fluor continues to be a leader in the Standards of Business Conduct equip FLUOR CORPORATION us with the information we need to GENERAL DYNAMICS elimination or reduction of corrupt business practices. As stakeholders ensure uninterrupted ethical behavior CORPORATION across the enterprise, and to guide us GOODRICH CORPORATION well know, Fluor was a founder of the WEF's PACI in 2004. We continue to should corrective steps need to be JACOBS ENGINEERING taken.' KBR INC. provide important leadership to PACI KONGSBERG GRUPPEN ASA as well as to the WEF's Global Agenda MEGGITT Council on Corruption." 2010 Corporate Social Responsibility NEC CORPORATION Report NORTHROP GRUMMAN Jacobs Engineering ‘In 2010, the men and women of CORPORATION PUBLIC Northrop Grumman committed to RAYTHEON COMPANY provide sustainable performance ROCKWELL COLLINS Company website improvement for our stakeholders, SAAB AB “Corruption issues aren’t always including shareholders, customers, SAIC clear-cut, but our zero-tolerance employees and the communities SERCO GROUP approach to them is”. where we live and operate. We are TEXTRON --Craig Martin, President & CEO measuring our performance against THALES S.A. our defense industry peers as well as THYSSENKRUPP AG Kongsberg against broader industry standards. TOGNUM This report provides an overview of UNITED TECHNOLOGIES PUBLIC our performance. CORPORATION CSR 2010: A key element in achieving our 'The Group operates predominantly performance goals is to do so with a within the defence, offshore oil and strong focus on absolute integrity and gas and maritime segments. Parts of attention to our core values’ the international market for defence BASED ON PUBLIC + INTERNAL materiel and oil and gas equipment INFORMATION: are alleged
Load more

Recommended publications
  • The Privatisation of Qinetiq
    House of Commons Committee of Public Accounts The privatisation of QinetiQ Twenty–fourth Report of Session 2007–08 Report, together with formal minutes, oral and written evidence Ordered by The House of Commons to be printed 12 May 2008 HC 151 Published on 10 June 2008 by authority of the House of Commons London: The Stationery Office Limited £0.00 The Committee of Public Accounts The Committee of Public Accounts is appointed by the House of Commons to examine “the accounts showing the appropriation of the sums granted by Parliament to meet the public expenditure, and of such other accounts laid before Parliament as the committee may think fit” (Standing Order No 148). Current membership Mr Edward Leigh MP (Conservative, Gainsborough) (Chairman) Mr Richard Bacon MP (Conservative, South Norfolk) Angela Browning MP (Conservative, Tiverton and Honiton) Mr Paul Burstow MP (Liberal Democrat, Sutton and Cheam) Rt Hon David Curry MP (Conservative, Skipton and Ripon) Mr Ian Davidson MP (Labour, Glasgow South West) Mr Philip Dunne MP (Conservative, Ludlow) Angela Eagle MP (Labour, Wallasey) Nigel Griffiths MP (Labour, Edinburgh South) Rt Hon Keith Hill MP (Labour, Streatham) Mr Austin Mitchell MP (Labour, Great Grimsby) Dr John Pugh MP (Liberal Democrat, Southport) Geraldine Smith MP (Labour, Morecombe and Lunesdale) Rt Hon Don Touhig MP (Labour, Islwyn) Rt Hon Alan Williams MP (Labour, Swansea West) Phil Wilson MP (Labour, Sedgefield) The following were also Members of the Committee during the period of the enquiry: Annette Brooke MP (Liberal Democrat, Mid Dorset and Poole North) and Mr John Healey MP (Labour, Wentworth). Powers Powers of the Committee of Public Accounts are set out in House of Commons Standing Orders, principally in SO No 148.
    [Show full text]
  • Technical Supplements
    Technical Supplements S1 The IG JAS Investment In this Technical Supplement the JAS 39 Gripen product concept is outlined, the procurement process documented, the Industry Group IG JAS presented and the critical role of the competent public procurement agency, the FMV, highlighted. S1.1 The Procurement of the JAS 39 Gripen Aircraft with Swing-Role Capabilities The JAS 39 Gripen multirole combat aircraft (J stands for fighter, A for Attack and S for Surveillance/reconnaissance) is a fourth generation aircraft that entered operational service in 1997. It replaced the Viggen, the last of which was taken out of service in 2006. JAS 39 Gripen is a combat aircraft with swing-role capabilities that can change mission in flight. This swing-role capability was unique when Gripen was launched but has later been introduced on the French Rafale and the Eurofighter. Other competing multirole aircraft first have to land to reconfigure its information, guidance, and weapons systems for a new role. Gripen was the first “unstable” aircraft in the world which meant that in order for the aircraft to be stable at all speeds and in all maneuvers many more navigation surfaces are needed than the pilot can possibly control himself to minimize air friction at each moment. He needs incredibly sophisticated computer systems support to maneuver the aircraft effectively and safely. Competing fourth generation combat aircraft are F-35/JSF (the USA, not yet (2009) delivered to market), the Eurofighter Typhoon (the UK, etc.) and Rafale (Dassault, France). JAS 39 Gripen also competes with upgraded versions of the third generation aircraft of Lockheed Martin F-16 (the USA, first delivered in 1978), Boeing F/A18 Hornet (the USA, first delivered in 1983), Dassault Mirage 2000 (France, first delivered in 1983), and Mig-29 (the former Soviet Union, first delivered in 1977).
    [Show full text]
  • Bradley D. Giles
    BRADLEY D. GILES EDUCATION: M.S., Industrial Safety Southern Illinois University, 1978 B.S., Education Southern Illinois University, 1976 SUMMARY: Mr. Giles has over 40 years of experience in management and leadership in Environmental, Safety, Health and Security Services in multi-national engineering, construction, mining and government management industries. He is the Principal for Bradley Giles and Associates, providing experienced safety counsel to industry. CERTIFICATIONS: Board of Certified Safety Professionals Certified Safety Professional 1988 Institution of Occupational Safety and Health Graduate Member 2012 Commonwealth of Massachusetts, Board of Registration of Professional Engineers and of Land Surveyors, P.E., 1993 Board of Certified Safety Professionals, Safety Trained Supervisor 2009 Illinois Department of Mines and Minerals, Surface Supervisor, 1979 MSHA Underground and Surface Instructor (G.A. and G.B.), 1976 CLEARANCE: DOE “Q” Clearance ASSOCIATIONS: American Society of Safety Engineers National Construction Safety Executives Council National Safety Council American Industrial Hygiene Association National Society of Professional Engineers YEARS OF EXPERIENCE: 40 CAREER OVERVIEW: Mr. Giles has over 40 years of Environmental, Safety, Health & Security (ESH&S) management and engineering experience. He is a professional member of the American Society of Safety Engineers (ASSE), a Certified Safety Professional (CSP), a Registered Professional Engineer (PE), a Graduate member of IOSH, a Safety Trained Supervisor (STS) and possesses a Master of Science Degree in Industrial Safety. He was elected as a Director at Large for the ASSE Board of Directors, 2015-2018. Mr. Giles was elected to the Board of Directors for the Board of Certified Safety Professionals, 2004-2010 and elected Vice President for 2008 and President for 2009, currently serves as an ambassador and is a member of the National Safety Advisory Committee for the Associated General Contractors (AGC) of America.
    [Show full text]
  • Saab AB, Saab Aerosystems Airplanes
    Federal Register / Vol. 77, No. 98 / Monday, May 21, 2012 / Rules and Regulations 29855 Issued in Washington, DC, on May 15, § 609.10 Loan Guarantee Agreement. Engineer, International Branch, ANM– 2012. * * * * * 116, Transport Airplane Directorate, David G. Frantz, (d) * * * FAA, 1601 Lind Avenue SW., Renton, Acting Executive Director, Loan Programs (17) If Borrower is to make payment Washington 98057–3356; telephone Office. in full or in part for the Credit Subsidy (425) 227–1112; fax (425) 227–1149. For the reasons set forth in the Cost of the loan guarantee pursuant to SUPPLEMENTARY INFORMATION: preamble, DOE hereby amends Part 609 section 1702(b)(2) of the Act, such Discussion of chapter II of title 10 of the Code of payment must be received by DOE prior Federal Regulations as set forth below: to, or at the time of, closing; We issued a notice of proposed * * * * * rulemaking (NPRM) to amend 14 CFR PART 609—LOAN GUARANTEES FOR [FR Doc. 2012–12218 Filed 5–18–12; 8:45 am] part 39 to include an AD that would PROJECTS THAT EMPLOY BILLING CODE 6450–01–P apply to the specified products. That INNOVATIVE TECHNOLOGIES NPRM was published in the Federal Register on February 28, 2012 (77 FR ■ 1. The authority citation for part 609 DEPARTMENT OF TRANSPORTATION 11791). That NPRM proposed to correct continues to read as follows: an unsafe condition for the specified Authority: 42 U.S.C. 7254, 16511–16514. Federal Aviation Administration products. The MCAI states: ■ 2. In § 609.8 revise paragraph (d) to Environmentally friendly de-/anti-icing 14 CFR Part 39 read as follows: agents (acetates or formats) are a known [Docket No.
    [Show full text]
  • Federal Register/Vol. 84, No. 127/Tuesday, July 2, 2019
    31526 Federal Register / Vol. 84, No. 127 / Tuesday, July 2, 2019 / Proposed Rules and Airworthiness Division, but during (d) Subject Transport Standards Branch, FAA; or the this transition period, the Executive Air Transport Association (ATA) of European Aviation Safety Agency (EASA); or Director has delegated the authority to America Code 54, Nacelles/pylons. Saab AB, Saab Aeronautics’ EASA Design issue ADs applicable to transport Organization Approval (DOA). If approved by (e) Reason category airplanes and associated the DOA, the approval must include the DOA-authorized signature. appliances to the Director of the System This AD was prompted by reports of loose Oversight Division. and irregular fasteners at the forward end of (j) Related Information the nacelle upper longeron, where the Regulatory Findings bulkhead frame and struts are attached to the (1) Refer to Mandatory Continuing engine mounting structure (EMS). The FAA Airworthiness Information (MCAI) EASA AD The FAA determined that this is issuing this AD to address loose and 2019–0054, dated March 18, 2019, for related proposed AD would not have federalism irregular fasteners of the EMS which could information. This MCAI may be found in the implications under Executive Order cause development of cracks in the EMS, AD docket on the internet at http:// 13132. This proposed AD would not leading to failure of the affected engine www.regulations.gov by searching for and have a substantial direct effect on the mount-to-airplane structural connection, locating Docket No. FAA–2019–0520. States, on the relationship between the possibly resulting in significant airframe (2) For more information about this AD, vibrations and detrimental effects on the contact Shahram Daneshmandi, Aerospace national Government and the States, or Engineer, International Section, Transport on the distribution of power and surrounding pylon/nacelle structure, and loss of structural integrity.
    [Show full text]
  • Fund Fact Sheet
    Franklin Templeton Funds GB00B3ZGH246 FTF Franklin UK Mid Cap Fund - A 31 July 2021 (inc) Fund Fact Sheet For Professional Client Use Only. Not for distribution to Retail Clients. Fund Overview Performance Base Currency for Fund GBP Performance over 5 Years in Share Class Currency (%) Total Net Assets (GBP) 1.16 billion FTF Franklin UK Mid Cap Fund A (inc) FTSE 250 ex-Investment Trusts Index Fund Inception Date 17.10.2011 180 Number of Issuers 36 Benchmark FTSE 250 ex-Investment 160 Trusts Index IA Sector UK All Companies 140 ISA Status Yes 120 Summary of Investment Objective The Fund aims to grow in value by more than the FTSE 250 100 (ex-Investment Trusts) Index, from a combination of income and investment growth over a three to five-year period after all fees and costs are deducted. 80 07/16 01/17 07/17 01/18 07/18 01/19 07/19 01/20 07/20 01/21 07/21 Fund Management Discrete Annual Performance in Share Class Currency (%) Richard Bullas: United Kingdom 07/20 07/19 07/18 07/17 07/16 Mark Hall: United Kingdom 07/21 07/20 07/19 07/18 07/17 Dan Green, CFA: United Kingdom A (inc) 36.52 -12.79 -1.25 9.89 23.81 Marcus Tregoning: United Kingdom Benchmark in GBP 42.85 -15.10 -4.98 8.39 17.21 Ratings - A (inc) Performance in Share Class Currency (%) Cumulative Annualised Overall Morningstar Rating™: Since Since Asset Allocation 1 Mth 3 Mths 6 Mths YTD 1 Yr 3 Yrs 5 Yrs Incept 3 Yrs 5 Yrs Incept A (inc) 4.45 5.93 20.14 16.83 36.52 17.58 59.90 821.63 5.55 9.84 10.60 Benchmark in GBP 3.24 3.01 16.86 15.60 42.85 15.25 46.41 622.69 4.84 7.92 9.38 Prior to 7 August 2021, the Fund was named Franklin UK Mid Cap Fund.
    [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]
  • CBI South East Regional Council Directory of Members
    CBI South East Regional Council Directory of members South East Delivering prosperity through private-sector growth Getting Britain building Creating a global role for Britain in a new Europe Encouraging high-growth export champions Delivering for consumers and communities CBI South East Regional Council: Directory of members 3 Chairman’s message Having been an active member of the CBI SE These are all great foundations but to make real council for a number of years I am delighted to progress a great deal more building work needs to begin my two year term as the CBI South East be done. To achieve this we have set out our Regional Chairman, taking over the reins from workplan – our own growth agenda – for 2013, Debbie McGrath who I must congratulate and under the banner ‘Delivering prosperity through thank for doing such a fine job. private sector growth.’ The four central pillars will In addition to being an informal networking seek to: Get Britain Building; Create a global role opportunity and an unrivalled forum in which to for the UK; To encourage high-growth export share views on the current state of business and champions; and Deliver for consumers and trade, the Council above all, plays a vital role in communities. ensuring that the CBI’s national campaigns reflect These though will not be in isolation to the many the views of businesses in the region. I am looking other issues affecting business, so members will forward to working with so many experienced continue to contribute to discussions on, for business leaders and council members from a example, aviation, energy, business reputation diverse range of business and educational and of course the economic and business case establishments that singles out the South East relevant to the European referendum debate that and Thames Valley as unique and highly will gain momentum over the next two years.
    [Show full text]
  • URS Fact Sheet 2008-06.Indd
    Fact Sheet Key Facts Business Sectors z More than 50,000 employees Infrastructure z Operations in more than 30 countries z Air Transportation z A professional staff of engineers and technical z Surface Transportation specialists with expertise in the full spectrum z Rail and Transit of engineering and environmental disciplines, z Ports and Harbors as well as planners, scientists, information z Water/Wastewater management specialists, architects, program z Facilities and construction managers, and construction Power contractors z Coal-fi red z Serves U.S. state and local agencies, and z Nuclear governments in Europe, Asia-Pacifi c and the z Hydroelectric Middle East on infrastructure projects involving z Renewable surface, air, mass transit and rail transportation; ports and harbors; public buildings and water/ Industrial and Commercial wastewater facilities z Oil and Gas z Provides complete services from front-end z Chemical and Pharmaceutical studies through engineering, procurement z Mining and construction to facility management and z Manufacturing Overview production maintenance for industrial clients worldwide Federal URS Corporation is a fully integrated z z Serves industrial clients in the automotive, Defense engineering, construction and chemical, consumer products, food and z Homeland Security technical services organization with beverage, forest products, manufacturing, z Environmental and Nuclear Management the capabilities to support the full mining, oil and gas, pharmaceutical, power and project life cycle—from inception
    [Show full text]
  • Babcock International Group PLC Half Year Results for the Period Ended 30 September 2020
    Babcock International Group PLC half year results for the period ended 30 September 2020 25 November 2020 Resilient revenue but operating profit reflects disposals, the impact of civil nuclear insourcing, COVID-19 and weakness in civil aviation Financial results 30 September 30 September 2020 2019 Order book £17.2bn £16.9bn Revenue £2,109.6m £2,194.8m Underlying revenue1 £2,243.7m £2,457.8m Operating profit £76.2m £168.7m Underlying operating profit2 £143.1m £250.6m Basic earnings per share 10.5p 25.6p Underlying basic earnings per share3 15.7p 32.5p Cash generated from operations £149.3m £150.5m Underlying free cash flow (post pension payments)4 £58.4m £6.8m Net debt incl. lease obligations £1,519m £1,754.2m Net debt excl. lease obligations5 £871.3m £1,138.0m Net debt/EBITDA6 2.0x 1.9x See notes on page 2. David Lockwood, Chief Executive Officer, said: “I have been enormously impressed by the way in which our people have adapted to the COVID-19 pandemic and continued to prioritise meeting the needs of our customers. Nevertheless, while demand for our critical services has remained resilient overall, the additional costs incurred and inefficiencies created have impacted our profitability. Our operating profit performance in the first half reflects this COVID-19 impact as well as disposals, the impact of government insourcing of Magnox and Dounreay, and weak trading in civil aviation. “In my first three months at Babcock I have spent time seeing many parts of the business. Our strengths are clear. We have many high-quality businesses, with a deep understanding of our customers, operating in markets where demand for our expertise is strong.
    [Show full text]
  • Growing the Contribution of Defence to UK Prosperity / Foreword by Philip Dunne MP Growing the Contribution of Defence to UK Prosperity
    Growing the Contribution of Defence to UK Prosperity / Foreword by Philip Dunne MP Growing the Contribution of Defence to UK Prosperity A report for the Secretary of State for Defence Philip Dunne MP July 2018 A Front cover: Flexible Manufacturing Systems at the BAE Systems F-35 machining facility at Samlesbury, Lancashire. The systems help machine complex titanium and aluminium components with unparalleled precision. Copyright BAE Systems plc. All images are Crown Copyright unless otherwise stated. Growing the Contribution of Defence to UK Prosperity / Contents Contents Foreword by Philip Dunne MP 2 Executive Summary 4 Chapter 1 National life 6 Chapter 2 Economic growth 16 Chapter 3 People 26 Chapter 4 Ideas and innovation 36 Chapter 5 Place 48 Chapter 6 Cross-cutting findings and recommendations 52 Annex A Comprehensive list of recommendations 56 Annex B Regional Maps 60 Annex C Terms of reference 86 Annex D Engagements 88 1 Foreword by Philip Dunne MP 2 Growing the Contribution of Defence to UK Prosperity / Foreword by Philip Dunne MP I am pleased to have been In addition, we have a unique opportunity as a result of asked by the Secretary of State the historic decision by the British people to leave the for Defence to undertake this European Union from March 2019, to reconsider what Review of the contribution of impacts this may have for the role of Defence in the UK Defence to the prosperity of economy. the United Kingdom. I have been asked in the Terms of Reference for the As part of the Defence and Dunne Review, set out in Annex C, to undertake this work Security Review 2015, when within an initial tight two-month timeframe, to inform I was Minister of State for Defence Procurement, the the Modernising Defence Programme work this summer.
    [Show full text]
  • Final Assessment Urs Corporation
    FINAL ASSESSMENT URS CORPORATION The following pages contain the detailed scoring for your company based on public information. The following table represents a summary of your scores: Topic Number of % score based questions on public information Leadership, Governance and Organisation 10 60% Risk Management 5 50% Company Policy and Codes 12 75% Training 5 40% Personnel and Helplines 7 71.4% Total 39 62.8% TI has found no evidence that the company is involved in offsets and has therefore removed the two relevant questions (A13a and A13b). URS CORPORATION 10/05/14 WWW.URS.COM A1: Does the company publish a statement from the Chief Executive Officer or the Chair of the Board supporting the ethics and anti-corruption agenda of the company? Score: 0 Comments: Based on public information, there is no readily available evidence that the company publishes a statement from the CEO or Chairman supporting the ethics and anti-corruption agenda of the company. TI notes the statement in the Annual Report but does not assess this to be a strong enough statement to score here. References: Public: TI notes: Annual Report (2013), p.2: ‘Message from Martin M. Koffel, Chairman and Chief Executive Officer. We have a diversified business, with competitive positions in a balanced mix of long-term markets— federal, oil and gas, infrastructure, power, and industrial—and an unrelenting focus on professional excellence, client service, quality, safety, and ethics.’ http://media.corporate- ir.net/media_files/IROL/89/89381/2013%20URS%20Annual%20Report.pdf URS CORPORATION 10/05/14 WWW.URS.COM A2: Does the company’s Chief Executive Officer or the Chair of the Board demonstrate a strong personal, external facing commitment to the ethics and anti-corruption agenda of the company? Score: 0 Comments: Based on public information, there is no readily available evidence that the company’s CEO or Chairman demonstrate a strong personal, external facing commitment to the ethics and anti-corruption agenda of the company.
    [Show full text]