In order to enhance the control
of our potential impacts and to provide a vision for our employees
we have developed several corporate policies. The most noticeable
during 2001 was the introduction of our Sustainability
Policy. The Policy statement has been
communicated throughout the organisation and has been the
focus of the development of our sustainability
vision.
Due to the diverse nature of
our businesses the following policies have been generated;
As a large group we must ensure
that our policies are effectively communicated to all our
staff within all our businesses. In addition to communication
of policies we hope to ensure that the organisation structures
within Carillion ensure that responsibilities are effectively
managed at all levels within the organisation.
We have developed a number of
organograms showing Carillion's management structure.
The following are examples of
the reporting structures within the Group:
Our sustainability programme
is driven by our Sustainability Committee, which was reconstituted
in 2001 to refresh and strengthen its role in providing strategic
focus, setting targets and driving our sustainability programme.
The committee includes our chairman
Sir Neville Simms, our main board Director, Roger Robinson
and other senior members of Carillion’s management team.
The Committee retains an external perspective through membership
of a new independent advisor, Jonathan Porritt, who is also
Chairman of the UK
Government’s Sustainable Development Commission.Jonathan
outlines his views regarding Carillion, sustainable
development and the future in a separate section.
Reporting to the Sustainability
Committee, our Sustainability Operations Group comprises of
operational and support staff from across our Business
Groups. It is responsible for overseeing the implementation
of our annual programmes and for advising Business Group on
the challenges and opportunities they encounter in delivering
their targets.
The diagram below
details how the sustainability committee and operations group
communicate with the Business Groups.
Associations
We recognise
that to fully achieve and implement our sustainability programme
we cannot work in isolation. Indeed by the very nature of
our activities we are continually interacting with other businesses
and communities. In order to ensure that we continue to engage
with our stakeholders in an efficient manner we are involved
with several organisations both within our industry and the
community. Our involvement is represented both locally and
nationally, through our membership of business
associations and external representation.
Management
Systems
As detailed in
the diagram below we have identified the processes for managing
sustainability activities. Indeed the diagram demonstrates
that all levels within our organisation have a responsibility
to drive the sustainability programme. It also clearly indicates
that sustainability is not achieved in isolation, that we
must interact with all levels within the company and with
external stakeholders.
83% of our business
is undertaken in compliance with ISO 14001 and 100%
is undertaken in compliance with the ISO 9000 series. All
our businesses implement a safety management system.
Many of the businesses
now operate an integrated management system which controls
the issues associated with Health, Safety, Quality and Sustainability
in one system. Through the restructuring process it is intended
that such systems will be extended throughout the group during
the coming year.
The individual
business groups use their environmental management systems
to monitor and improve the environmental impacts of their
operations through the setting of objectives and targets.
These individual business groups’ targets are set concurrently
with the corporate
objectives and targets.
In order to demonstrate
that we are effectively managing all elements of sustainability
and to ensure ease of access to information, we shall demonstrate
effective management of our sustainability impacts through
the following sections:
