HISTORY

Corporate Social Responsibility (‘CSR’) is not new to John Laing plc. John Laing’s Community Policy was set more than 10 years ago and is still as relevant to our current business activities as it was then. The Group set up a charitable trust (the ‘Trust’) more than 40 years ago in order to make charitable donations to individuals and charities. The Group covenanted money to the Trust for a number of years and it now has a sizeable asset base that enables it to continue to support organisations, often in long-term partnerships.
The Group has been an active member of Business in the Community (‘BitC’) since 1986 and in 2004 was awarded continued membership of BitC’s Per Cent Club. The Per Cent Club recognises those companies that donate at least 1% of their pre-tax profits in cash or in kind to charitable organisations.

COMMUNITY POLICY

The Group has tried to ensure a close fit in the creation and implementation of its Community Policy with its business activities. The Group gives consideration to social, environmental and ethical issues when bidding for new projects. Highlighted below are the principles of the Community Policy and some practical examples of putting them into action:

HUMAN RESOURCES AND STAFF WELFARE

The delivery of John Laing’s business strategy is dependent upon the Group’s ability to attract, develop and retain highly skilled, experienced and talented people.
The Group is committed to creating an environment in which all staff are encouraged and supported in developing their skills and knowledge further. Staff training and development needs are assessed on a regular basis and a range of development methods, from formal training through to supported practical learning, are widely used.
As a part of the Group’s performance culture, individual performance is assessed on a regular basis. Individual performance objectives are set and progress against these is formally reviewed.
The Group values and respects diversity and actively strives to create a work environment where everyone is treated with dignity and respect. The Group is committed to ensuring that all staff are treated on their individual merit and have the opportunity to realise their full potential. This commitment is supported by an Equal Opportunities policy, which is issued to all new staff as part of the induction process.
The Group strives to ensure that it has effective communication processes, which encourage the engagement and participation of all staff. Strategic changes and developments are communicated directly to all staff. Regular management and staff meetings are held across the business, which facilitate two-way communication and involvement. Internal communication is further supported through the Group’s Intranet and Staff Newsletter. Where appropriate, the Group consults with staff and/or their elected representatives as part of more formal consultation programmes. During 2004, staff within various parts of the Group were surveyed for their feedback and views on a range of issues including training and development, reward and the new Intranet site.
The Human Resources (‘HR’) team is aligned to work in partnership with the Group’s business divisions and central support functions, ensuring that all staff are managed in accordance with the Group’s HR Policies. The Head of Human Resources reports directly to the Chief Executive of John Laing. The Group has always been concerned for the welfare of both its current and former staff. All staff members have access to support from a welfare team and to a free, confidential counselling service.
Contact with former staff is maintained through a network of retirement clubs, a quarterly news magazine and through the Trust’s welfare staff who make home visits. Financial assistance is directed, as necessary, towards former staff in need.

HEALTH AND SAFETY

The Group’s Health and Safety Policy is determined and monitored by the Board. The Chief Executive is accountable to the Board for the Group’s health and safety performance. In addition, a committee has been set up to review health and safety regularly and report to the Board. All areas of the Group’s business activities and its staff are represented on the Committee. A full time, dedicated, health and safety manager monitors and advises on health and safety matters.
Each of the Group’s projects is reviewed at least biannually and health and safety issues are monitored via a system of management procedures and risk registers maintained at project level. Significant risks are escalated to Board level via stated procedures.
The Group is committed to safeguarding the health and safety of its employees, of others who carry out work on its behalf and of those who may be affected by its work. The Group follows a Health and Safety Policy of continual improvement. This policy is employed throughout all areas of the business which carry out operations for clients as part of the health and safety management system. Local management are actively encouraged to obtain an appropriate qualification in this area. The policy is available to all clients, contractors and, when requested, to the local community.
The safe operation of the Group’s services is of paramount importance and the Board recognises that health and safety standards are a key contributor to the sustainable growth of the business.
The Group continues to monitor all issues relating to its market place closely and takes action where appropriate in updating its policy statement as required. The Group also reviews the health and safety performance and policies of its partners and appointed contractors.
The Group actively promotes positive compliance with legal and other requirements through an action programme that sets individual annual objectives and, whenever appropriate, adopts openness in respect of the disclosure of its health and safety performance.
Chiltern Railways’ trained staff visit schools on the Chiltern route to educate children of all ages about safety and the dangers of railway crime.
The effectiveness of any health and safety policy depends upon the culture encouraged by the Group and its clients and the behaviour and willingness of employees to follow the Group’s stated procedures. All employees receive awareness training during induction and are expected to support the Group’s policies and procedures.
A consistent documented health and safety management system is maintained at every level of the Group to describe how these issues are dealt with in practice. The system follows the guidelines laid out in HSE publication HS(G)65 ‘Successful Health and Safety Management’ and BSI standard BS8800:2004 ‘Occupational Health and Safety Management Systems – Guide’. The health and safety management system, together with the environment and quality systems, are designed to complement each other.
The Group works closely with industry bodies, clients, the Health and Safety Executive and Government and responds to their requirements wherever possible. The Group shares information and best practice in the interest of furthering these relationships and improving its health and safety performance. The Group fully supports the Government’s ‘Revitalising Health and Safety’ Report and following the implementation of proposed legislation on corporate killing, the Group will consider what actions may need to be taken to comply with its requirements.
The Group’s accident rate is already below the figures published by the Health and Safety Executive for its industry sector but it intends to emphasise its health and safety performance in the short-term by applying for the ‘Silver Award’ given by The Royal Society for the Prevention of Accidents, to demonstrate its commitment to maintaining and improving health and safety standards across the Group.
2004 provided a year of continuous improvement in Chiltern’s safety record. The company was well below the national average on national indices with perhaps the most important being the SPAD (signals passed at danger) rate per 100 drivers.
Much work has been carried out both during 2003 and 2004 to arrest the adverse trend on SPADs which Chiltern had suffered over the previous two years.
The drivers’ training course was completely rewritten and evaluated independently. It has been used for the the drivers’ training course in 2004 and has been very successful.
A major review of the emergency plan was undertaken drawing on best practice throughout the industry and from role models elsewhere, in particular the airlines.
A review of the way Chiltern manage safety was carried out during the year which has occasioned a new set of key performance indicators designed to be more proactive than reactive.
Plans were developed to bring about a drive in 2005 to underpin the open safety culture which will bring about a more informed workforce on the root causes of accidents and incidents.
In 2004 only two SPADs were recorded with none from March onwards.

ENVIRONMENT

Given the long-term nature of many of the Group’s projects and the need to work closely with Government departments, local authorities and local communities, the environment is an important consideration in all of the Group’s proposed activities. Each area of the business takes account of such matters and provides training to its staff where necessary.
Many projects have been designed to the BREEAM ‘good’ standard.
At head office, paper, toner cartridges and old computers are recycled and the Group operates an electronic document management system, accessible from the office and remote sites to significantly reduce the volume of paper. Confidential waste is shredded and recycled.
Through Equion, and as part of its commitment to ISO 14001, all sites are recording water, gas, electricity and oil consumption and are monitoring CO2 emissions. All of Equion’s projects are internally and externally audited and part of this process concerns a review of compliance with its environmental policy. The project teams work closely with each client to minimise the impact of its activities on the environment and often project specifications include enhancements identified by the Group that will improve the sustainability and quality of the local environment. Equion is committed to producing year on year improvements on the environmental targets that are set. In 2005, it intends to reduce its level of waste and CO2 emissions.
In Laing Roads, proposals for the refurbishment of existing roads or the creation of new roads in ecologically and environmentally sensitive areas are thoroughly reviewed by all interested parties. Where appropriate, meetings are convened with local councils and specific interest groups. In addition, newsletters, schools liaison advice and 24-hour help lines have been put in place. Often licences are required from Government departments or the Environment Agency before any work can commence. Such licences are only granted following input from both national and local environmental agencies and specialists. Full consultation takes place throughout the process and often the Group will not only protect but also improve the local environment.
On the M40 road between junctions 11 and 15, 25 kestrel boxes have been sited. This was filmed by the BBC’s Natural History Unit during the year.
On the A55 road, newts were successfully relocated to newly created newt ponds, which are monitored and, in spring and autumn, the areas are protected with concave amphibian barriers.
During the winter it is planned that a total of 60,500 new trees and shrubs together with 200,000 bulbs will be planted on the Sirhowy Way project in Caerphilly, South Wales.
Chiltern Railways maintain an extensive environmental policy and set objectives under the requirements of its operating licence which have to be approved by the Rail Regulator. The objectives and targets set follow the ISO Standard Specification for Environmental Management Systems and are monitored by the management responsible. Chiltern Railways already has well-established safety and quality systems in place and seeks to make its environmental standards compatible with these.