CR Report 2012

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Corporate Responsibility 2012 Report
Corporate Responsibility 2012 Report
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Building our future
Welcome to our 2102 Report
At Eurovia we are committed to reporting
on our Corporate Responsibility (CR)
activities each year, as we have since 2008.
This report covers January-December 2012.
We have compiled this report with
particular emphasis on addressing our
customers, employees, local communities,
suppliers and partners/shareholders.
If you have any comments, queries, or
requests for the coming year, please get
in touch with our Group Sustainability
and CR Advisor, Siobhan Riordan.
e: Siobhan.Riordan@Eurovia.co.uk
www.eurovia.co.uk
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Contents
Corporate Responsibility 2012
In line with our CR Policy and business strategy, we have chosen to report on four key areas - Our Workplace, Our Marketplace, Our Community and Our Environment.
This is also in accordance with guidance from Business in the Community on CR reporting. Information and stories throughout this report are provided to give evidence
of activities in operation throughout our Group. Further details can be sought from our website and local business divisions.
1
Introduction
2
page
05
A personal message from our Group Managing
Director and an overview of CR and our Business.
4
Our Marketplace
3
Our Business
page
08
Learn more about our Group, including
Ringway and Eurovia.
page
23
page
13
page
41
Providing a safe and fulfilling workplace is
key for our business and our employees.
5
We aim to create a positive impression and
to support mutual growth within our market
through the way we work.
Our Workplace
6
Our Community
Not afraid of hard work, our people have
been inspirational in their enthusiasm for
community and charity projects.
4
page
33
Our Environment
We continue to focus on environmental
management and awareness, including
improved reporting reliability this year.
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Introduction
Foreword
I am honoured to write the foreword to our Group’s 2012 Corporate Responsibility Annual Report. We see roads
and transportation infrastructure as the lifeblood of our country and strive to ensure that our services on these
respect the communities we serve.
Highlights
2012 Performance
In 2012 our Group secured its first 25-year Highways PFI contracts:
in the London Borough of Hounslow and on the Isle of Wight. These
projects bring opportunities for all parts of our UK Group and also
our ultimate shareholder, VINCI, through its concession arm.
We believe that the reduction in our carbon footprint from 2010 to
2012 has been an important step and have now set the base line for
water consumption. I am pleased to see a continuing increase in HSE
near misses reported. We have also seen a continuing improvement
in Divisional EFQM assessment scores, which is a positive forward
indicator for our Group.
Our Group was heavily involved in the necessary measures to
operate such a successful 2012 Olympics - a real credit to all our
people designing, constructing, operating and maintaining the
permanent and temporary highway infrastructure in and around the
various venues.
In 2012, we welcomed many new people to our Group. Ringway
saw large TUPE transfers with new contracts in North Yorkshire,
Shropshire, Hertfordshire and Cheshire West & Chester, and
Ringway Jacobs with a large integrated contract in Essex. EUROVIA
Contracting secured the significant Eastern Highways Alliance
Framework.
Health, Safety and Environment are vital indicators for our business,
and we are pleased with our continued success in RoSPA. However,
we have to work harder to mitigate or at the very least further
reduce risks in all our businesses.
5
Our five year Business Plan
In May 2012, we launched our Group five year business plan. This
sets out our medium term goals and the fundamental building blocks
for our Group’s sustainability, despite tough operating markets on
going in the UK.
Scott Wardrop
Group Managing Director
EUROVIA Group Limited
1
Introduction
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What Corporate Responsibility means to us
Eurovia Group (UK) aims to be a responsible corporate citizen in all that we do. As such, corporate responsibility
- the management of our impact on society and the environment - must be involved in every activity we engage in.
Keeping employees and the public safe, attracting and retaining the
best staff through development and training, meeting or exceeding
legislative requirements, protecting our environment, encouraging
innovation and contributing to the communities of which we are
a part: these are all sound business decisions that we consider
inseparable from good service and reputation.
However, within this enormous scope there are necessary differences
in emphasis. Certain areas may matter more to our customers, our
employees, the communities we serve, the environment or to our
commercial sustainability. Financial viability must inevitably be
considered, in terms of immediate investment versus long-term
business gain, non-negotiable legislative and contract requirements,
and new opportunities made possible by innovation.
This report touches on a wide range of those topics, grouped
according to the social, economic and environmental categories
in which they have highest priority. Usually, in practice, these
distinct boundaries do not exist, and no report can be absolutely
comprehensive. In making decisions about what to report and how,
we have listened to our customers, to our own CR committee and our
employees. We have built on our 2011 report and looked forward
to our targets for the coming year, mindful of the importance of a
coherent CR narrative that supports our Group’s strategic vision.
Ultimately, our CR strategy is inseparable from our business strategy,
as we believe that CR success is critical to overall business success.
Trend Key
Target reached
Reviewing the targets we set for 2012
Focus on environmental
training in 2012. Roll out training
sessions for employees to cover
our impacts on the environment
and controls we have in place.
Produce CR plans/CR
calendars for each part of the
group, to enable us to focus on
local initiatives and support
better planning.
Appoint a dedicated
Sustainability and CR Advisor.
This role will help support the
Group’s CR policy, plans and the
implementation of initiatives.
Report in the BITC CRI and
maintain or improve on our
last submitted report which
was is in 2010.
3
3
Appoint CR Champions in
each division of the Ringway
Term Services business and
Eurovia businesses, and start
working with them to improve
the promotion, managing and
recording of CR activities.
3
Re-establish the CR
Steering Group meetings, to
engage employees and provide
the impetus for positive change,
innovation and activity.
3
6
3
3
Roll out tyre pressure
measurement across the Group
as part of the 2012 Drive for
Life campaign.
3
Make improvements to VC/
TC facilities and recording car
sharing better.
Not met - Conferencing facility
improvements are ongoing.
Our IT team has been focusing
on setting up our new contracts.
In 2013 we will start an
improvement programme
for existing systems.
7
Start recording scope 3 GHG
emissions and implement
programmes to obtain this data
from our supply partners.
Not met - This is ongoing.
We have started discussions
within our supply chain and will
be trialing reporting on new
contracts in 2013.
7
Help the environment
by increasing our use of
sustainable products/cold
micro-surfacing - such as ULM,
Ultraphone, Gripfibre and
Griptex options.
Not met - Ongoing. Less
sustainable products laid in
2012, mainly due to a
combination of poor weather
and our upgrades at Roadstone.
7
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CR strategy and our stakeholders
Economic pressures have had a significant impact on
what our stakeholders need from us, and this is strongly
reflected in how we plan our CR approach. We work
closely with local authorities whose own remits are largely
concerned with social, environmental and economic
activity, while their budgets shrink or remain static. By
proving ourselves a true partner in these concerns we
gain commercial advantage as well as strengthening the
sustainability of our industry.
Increasingly, our customers seek to secure the
contribution of a commercial partner within contracts
from the beginning of the bidding process. Our
proactive approach to CR ensures that we are always
ready to accept this challenge, taking a lead role where
required. For every Ringway contract, we engage with
our clients to establish their key requirements (such as
unemployment, skills, special environmental issues or
volunteer assistance) and investigate local initiatives
where our contribution can make a difference. This
includes liaising with Business in the Community at local
level and identifying voluntary organisations, training
centres, colleges and youth centres in the area. The
information we gather feeds into CR action plans.
The nature of our stakeholder relationships means that
CR activities frequently involve liaison or integration
with client staff, volunteers, local community groups
and our supply chain. At a corporate level, we promote
cohesion by seeking to align CR strategy with customers
and partners, including suppliers. On the ground, we
use appraisals, management meetings, tool box talks
and printed communications to seek information
and feedback from our employees about local CR
opportunities they have identified or in which they
are or could be involved. As well as providing essential
information that contributes directly to our CR planning,
this approach supports public and employee perception
that we belong to the communities where our staff live
and work.
CR Governance throughout the Eurovia Group
Click here to view leaders in CR for our Group
“Corporate Responsibility in the Eurovia Group is led
from the very top of our organisation. In keeping with
our successful approach to safety, however, we consider
it essential for employees in all our businesses to feel
involved and to consider themselves responsible for
carrying forward our CR aims. Our CR policy statement,
setting out those aims, is included in our employee
handbook and available via our intranet and website.
Its message is reinforced through the sustainability
and CR tool box talk that we provide to all operatives”.
Siobhan Riordan, Sustainability and CR Advisor
Eurovia Group.
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Introduction
In 2012, we met a CR target
by introducing CR champions
in every business in our group.
These individuals take the lead on planning,
implementing and recording CR activities within each
business area, feeding back to quarterly CR Committee
meetings. Line managers and the Group Sustainability
and CR Advisor support the CR champions in developing
plans and communicating information to their
designated business areas. Dissemination of CR-related
information is a vital aspect of the champions’ role.
Their communications via meetings, noticeboards and
emails are supplemented by information about CR
targets, events and achievements published in Insight,
our staff magazine.
Each year, our CR report is made available through our
website, intranet and management system. We also
distribute hard copies to our offices and depots and
email copies widely to ensure that it reaches as many
stakeholders - including our employees, our supply
chain, and our customers - as possible.
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Our Business
Our Business
The Eurovia Group is a highway services provider operating within the mainland UK. The wide
spectrum of services we offer includes surfacing, construction, specialist treatments, street lighting,
traffic management, airport services, technical development, support and design.
We are a major partner in highway term maintenance contracts
to local authorities and the Highways Agency. The Group has a
manufacturing capability that includes the production and delivery of
roadmarking materials, signs, vehicle graphics and asphalt production.
As well as our wholly owned companies, the Eurovia Group’s joint
ventures are BEAR Scotland, Ringway Jacobs and South West Highways.
Est. 1976
as Ringway providing surface patching in London.
Our Group started in 1976 as Ringway, a road surfacing company
in London. In 2010 we became Eurovia, with the Ringway brand
maintained as the term service business within the Group. We have
long been known for our support of the communities where we work,
developing employes’ skills and promoting innovation. As a Group
we have been powerfully involved in the shaping of our industry,
particularly in improving the safety of our employees and road users.
EUROVIA Group is a wholly owned subsidiary of EUROVIA SA, the
International road and rail contracting and production business.
This itself is a wholly owned subsidiary of VINCI SA, the worldwide,
concession-led contracting group. Internationally, Eurovia builds
transportation infrastructure and develops industrial, commercial
and recreational facilities in urban settings. It also produces and sells
construction materials and provides infrastructure maintenance and
related services.
The Eurovia Group is a highway
services provider operating within
mainland UK.
Eurovia Group
Description
Turnover (£million)
Excludes Joint Ventures
2009
8
332.6
2010
296.5
2011
291.5
2012
287.9
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Our Business
Eurovia Group - UK Structure
Eurovia Management Shared Service Centre
Joint Venture
Companies
JLUK Technical Consultancy Services
Devon
A30/A36 DBFO
SWH Build
SWH Roads
SWH Training
Term Services
Bracknell Forest A130 DBFO
Cheshire West A1(M) DBFO
& Chester A417 & A419 DBFO
Hertfordshire Newport SDR DBFO
North Yorkshire
Peterborough
Rutland
Shropshire
Wiltshire
Worcestershire
Specialist
Businesses
Manufacturing
& Production
Eurovia Roadstone
Eurovia Surfacing
Euromark
Eurovia Contracting
Eurosigns
25 year PFI contract to
maintain all roads in
London Borough
of Hounslow
Eurovia Contracting
North
RVG
Core Investment Period
5 years from 2013
Eastern Highways
Alliance
Ringway Island
Roads Ltd
Ringway Hounslow
Highways Ltd
25 year PFI contract to
maintain all roads on
the Isle of Wight
Core Investment Period
7 years from 2013
Contracting
Eurovia Airport
Services
Midlands Highways
Alliance
Specialist
Treatments
Eurovia Specialist
Treatments
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HIS
NE Trunk Road
SE Trunk Road
NW Trunk Road
A90 BFO
M80 PFI
Buckinghamshire
Cheshire East Council
Essex
London Borough of Newham
TfL North East
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Our Business
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Ringway is our term services business delivering highways maintenance and improvement works
on long term contracts for local authority clients throughout England. During 2012 Ringway
Infrastructure Services Ltd once again became the largest operator in this sector.
The company delivered services in
partnership with the following local
authority clients:
•Bracknell Forest
•Cheshire West & Chester
•Hertfordshire
•Isle of Wight
•London Borough of Hounslow
•North Yorkshire
•Peterborough
•Rutland
•Shropshire
•Wiltshire
•Worcestershire
In addition the business provided
operate and maintain services in
Newport, the A417/419, the A1(M)
Alconbury to Peterborough and the
A130 in Essex.
Ringway believes in working in
collaborative arrangements with our clients
and we work hard to understand their
needs and those of their customers.
“I believe the quality, passion, commitment
and experience of our people gives us an indepth understanding of local authority service
requirements. Combined with flexibility of
approach and our depth of Group resource,
this understanding marks us out from our
competitors and has led to our success in 2012.”
Chris Connor, Ringway Managing Director
New PFI contracts
We focus on required service outcomes
and maximising efficiency and
effectiveness. This delivers real savings
and achieves network and safety
improvements.
We also started to mobilise two PFI contracts, in Hounslow
and the Isle of Wight, commencing early 2013, which
have provided us with a unique opportunity to be the
road and asset network operator.
Our clients also benefit from the support
we receive from our parent body, Eurovia.
Together we understand highway maintenance
and the needs of our clients and road users alike.
As we grow, we are welcoming many new people into
the company. It is important that they clearly understand
what we are striving to achieve together and that they
too own the ‘Ringway Way’.
We believe that Ringway is differentiated in the marketplace by:
•Our empowerment of local management and delivery teams
•Award winning partnership working
•Self delivery - both locally by Ringway and in partnership with
other Eurovia businesses
•Our integrated systems and processes
•Holistic works coordination
•Local community support and engagement
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Our Business
Eurovia is the contracting and specialist services company within the Eurovia Group in the UK. The organisation is made up
of a range of specialist brands that deliver a wide range of materials and services to clients, nationally.
This part of our Group encompasses eight businesses with highly
distinct business streams. They are:
Eurovia Contracting
Including Contracting North
Eurovia Surfacing
Eurovia Airport Services
Offering maintenance and infrastructure services
Eurovia Specialist Treatments
Providing specialist road surfacing and maintenance
Eurosigns
Sign manufacturer working within both the public and private sectors
RVG
Supplier of vehicle graphics
Euromark
Our national roadmarking provider and manufacturer
Highway Infrastructure Services
Specialist traffic sign contractor
Eurovia Roadstone
Asphalt production in the UK
11
Jean Lefebvre UK
Jean Lefebvre (UK) acts as a technical
consultancy, not only for our Group, but
also for external Clients and businesses.
They specialise in providing pavement engineering, asset
management and technical knowledge, as well as the development
of innovative products and technology transfer.
Eurovia Management
Eurovia Management Ltd is our shared head office function, covering
all core corporate management services, including:
•Finance
•Human Resources
•Training
•Commercial
including supply chain, marketing, estimating
and work-winning activities
•Plant and Fleet
•IT
•Insurance
•Group Services
providing Health, Safety, Environment, Quality, Sustainability
and CR support.
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Above: Apprenticeships have proved to be a great success for us, bringing new people into our industry sector and also our business. We train and support all of our recruits in the way we work. See page 16.
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Our Workplace
Our Workplace
Our people and their development are central to our overall approach to corporate responsibility.
Although the range of workplaces we occupy is widely varied - from office buildings and depots to roads
and larger construction sites - our unvarying priority is the safety and wellbeing of our employees.
In 2012, our dedication to staff safety was once again recognised
by RoSPA with a 10th consecutive Gold Award for year-on-year
improvements in Occupational Health & Safety.
Above: Eurovia Roadstone received
an award in 2012’s Mineral Products
Association (MPA) Health and Safety
Conference and Awards, which
took place in November at BAFTA
in London.
The theme for the 2012 event was
‘Delivering Safer by Partnership
and Inspiring Excellence’ in order
to celebrate and share outstanding
examples of best practice by
MPA members.
As with safety, our strategy for maximising staff wellbeing is to ask
for and encourage the participation of our employees themselves.
Experience has shown that by fully engaging our workforce in issues
that have an impact on their health and happiness, we can reduce
absences due to sickness and drive down the occurrence of safety
incidents.
Throughout the group, we continue to produce and distribute
Wellbeing calendars, which have proved effective each year in
raising employee awareness. The calendars focus on a different
wellbeing-related theme each month and are supported by tool-box
talks, posters and campaigns.
Our policy of staff engagement is consistent with our adherence
to the EFQM (European Foundation for Quality Management)
excellence model, which involves face-to-face, two-way
communication with employees, supply chain partners and clients
- particularly in effecting culture change in new businesses and on
new contracts. Ultimately, our goal is to ensure that all our staff
enjoy their work, feel comfortable and safe in their surroundings
and continue to develop personally as their careers progress.
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“We highly value the wellbeing
of our staff and see our work in Health
and Safety as vital in producing a positive,
rewarding and safe working environment.”
David Campbell, Group HSE Director
The renewal of our Group’s Investors in People award in 2012
recognises our on-going commitment to employee development and
training, which we consider a direct investment in the present and
future success of the Group.
We realise, however, that wellbeing derives from life outside work
as much as in the workplace. As a matter of policy, we review
employee benefits regularly, enhancing these when possible. In
2012 we announced increased holiday allowance for our salaried
employees, with additional long service awards. Employee
communications are also subject to continuous development and
review. Our strategy of hands-on community engagement stems in
part from recognising that our staff are integral to the communities
in which they work: helping these communities brings them
considerable satisfaction and can improve their own lives, too.
3
Our Workplace
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Eurovia Group Steps to Health
Eurovia staff put their best foot forward
The health of our staff is as important to us as their safety, so we took notice when a recent “45 and Up” study, involving
220,000 participants, showed that too much sitting down is detrimental to our health. Depression is also linked to
inactivity, whereas increased physical activity correlates with a happier, more productive life.
We had to get our employees - drivers, operatives and office staff up and walking! Eurovia invested £1,700 in 505 pedometers and the
Steps to Health campaign was born.
Steps to Health was an eight-week competition involving 101 teams
of five staff each, who were challenged to take as many steps as
possible. It was based on an innovation introduced by our joint
venture, BEAR Scotland, which was so successful we decided to roll
it out to the whole Group.
The enthusiasm with which the teams took on the task was
overwhelming. “We suddenly all appeared to change,” says Kevin
Amos of the winning team, Eurovia Specialist Treaders. “Our
competitive nature kicked in - a rivalry I have never seen before!”
Soon participants were getting up early to walk the dog, strolling in
their lunch breaks, putting in a couple of laps around the local park
at night. It wasn’t just those who already embraced exercise who
were affected - as the Wiltshire Division pointed out,
“We could not compete with them but we soon
realised we could compete with ourselves.”
Best of all, participants thrived on the fun of getting active and
becoming fitter. Sunita Sowkee of EST sums up: “I would love to do
this challenge again. It’s fun, competitive, makes you feel fitter,
builds your own strength both mentally and physically, boosts your
confidence and makes you proud to be part of a team.”
David Campbell, Health, Safety and Environment Director,
voices Eurovia’s appreciation of staff success:
“We received a great response
to this initiative and I believe we
found an effective and fun way to
communicate just how important
it is to watch our health.”
505
Eurovia invested over
£1,700 in the pedometers
and the Steps to Health
pedometers campaign was born!
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101
teams of five staff
each took part in
Steps to Health.
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Above: Winners 2012 - Eurovia Specialist Treaders Graham Shepherd, Justin Visser,
Kevin Amos, Sunita Sowkee, Rob Goulray. All from Eurovia Specialist Treatments.
“I started to feel better about myself.
I started to tone up, lose weight - I
was no longer out of breath.”
“I absolutely love walking in the park
now and get withdrawal systems if I
don’t go on my evening stroll.”
Kevin Amos, Eurovia Specialist Treatments
“Without exception it was
agreed that Steps to Health
had influenced everyone
to increase the amount of
exercise they did as part
of their weekly routine.”
Wiltshire Division
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Our Workplace
Our Workplace
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South West Highways Apprenticeship Programme
Apprenticeships
South West Highways
resettlement scheme
The way in which we employ our workforce comes from
various streams all around the UK. Apprenticeships
have proved to be a great success for us to bring
people into our industry sector and also our business,
train and support them in the way we work.
About 10 years ago SWH was approached by
HM Dartmoor Prison to see if we could help
with their resettlement programme for
offenders nearing release.
Our Group wide apprenticeship scheme has been
in operation since 2007. BEAR Scotland has been
successful with their programme and supporting
Barnardo’s, Ringway Jacobs have also had a long
standing apprentice training programme.
We agreed to trial the scheme from our depot in
Tavistock and developed a set of rules and procedures
to ensure it ran smoothly. Following initial success
we have continued to support the project and have
extended it to our Newton Abbot depot.
South West Highways Training Centre was established
in 2002 to help develop a fully qualified and specialised
workforce. The Training Centre has since progressed to
deliver full apprenticeship frameworks to a wide range
of external clients and offers a range of qualifications
from specialist skills to construction management.
We offer work placements to support ex-offenders’
regeneration into society at the end of their sentences.
Placements are within our highways depots
undertaking general tasks, enabling participants to
develop their CVs for future employment.
In 2012, SWH trained 58 apprentices in Highways
Maintenance and Repair (Level Two Diplomas), with a
further ten working towards additional qualifications
in Highways Maintenance and Repair Excavation
Operations, Bituminous Paving and Ride on Roller
accreditation.
At no extra cost, all apprentices are given the
opportunity to complete their LANTRA 12D for Traffic
83%
Our apprenticeship
qualification success rate.
Management in Rural and Urban Roads, and to train
for Emergency First Aid and Streetworks at Operative
level. Our qualification success rate has improved
year on year: it now stands at of 83%, with a timely
completion rate of 100%. We continue to develop
our offering, ensuring we are well-placed to meet
the changing needs of the industry with an on-going
programme of staff development and training.
SWH also train apprentices from around the Group.
One apprentice from Ringway recently completed
his Streetworks Supervisors qualification with us.
An employment need in this particular field meant
that we were able to transfer him straight into our
workforce without having to look elsewhere.
16
One participant in the scheme - John - has used his
experience on placement to secure work with us via an
agency, which he joined on completion of his sentence.
He now works for SWH on various gangs and has
undertaken toolbox talks and Health and Safety days.
By doing so, he has increased his chances of securing
a permanent position and is being considered to
replace an operative who is approaching retirement.
John says: “I’m pleased that SWH has given me this
chance. It’s good to know that there are people out
there willing to give me the opportunity to work and
some stability for the future.”
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Our Workplace
Eurovia Group Graduate Programme
Graduate Development Programme
Eurovia’s graduate development programme further nourishes our sector by attracting qualified people
into jobs in the industry. This programme offers graduates front line experience and the opportunity to
really make their mark within the group during their time with us. We further provide them with a tailored
training package that is ICE accredited for civil engineers and RICS accredited for quantity surveyors.
For a decade, we have worked with Southampton
University - sponsoring their SUCCESS Scholarship
Scheme - as well as Loughborough University and
the University of Surrey, where our support for
the employment and training of graduates is
highly regarded.
Commenting on Mike Burnett’s (Group Acquisitions
Director) activities and our partnership with
University of Surrey ICE Inspire Scholarship
Scheme, Dr D Robert Griffiths, University of
Surrey/ICE Scholarship Co-ordinator, Department
of Civil and Environmental Engineering: “Mike is
one of the best training managers supporting
the scholarship and his advice is often sought
regarding improvements and new ideas.”
During 2012, we recruited five graduates who
came directly from our scholarship scheme.
Each year we offer a number of scholarships to
undergraduates, who also then work with us
during their summer break. We offer this with a
view to provide the student a placement on our
Graduate Development Programme when they
have completed their course. We offer this in
partnership with the University’s above and also
with University of Nottingham, and Nottingham
Trent University.
In addition to graduates, we use industry
placements as an important means of engaging
with undergraduates and others considering
careers in the industry. In 2012, we gave one-year
placements to four engineering students (two from
our scholarship scheme), a quantity surveyor and
a business student. We then recruited six further
engineering students and two quantity surveyors
onto the scholarship scheme, so that during the
eight-week summer vacation 2012 we employed a
total of 14 students.
“We have had to work hard at getting
the Eurovia name recognised by both students and
universities as we compete alongside the likes of Costains,
Balfour Beatty and Skanska. The fact that we have achieved
this is purely down to the excellent training that is provided
to the trainees throughout the Group. This excellent
training has resulted in 100% retention of the students
choosing to work for Eurovia upon graduation.”
Mike Burnett, Group Acquisitions Director
School support and work experience
Across the country, getting students to choose
careers in engineering, construction and highways
services is currently a challenging task. We are
helping to change students’ minds about a career
in our industry by enhancing their understanding
of the highways sector: providing school
partnership days, work experience days and
engagement by STEM ambassadors. The feedback
we receive from students, teachers and parents is
positive and supports a larger in take of engineers
for the future.
17
Looking ahead to 2013
We have contracts in place and will have six engineering and one
quantity surveying graduates joining us this summer (ex scholarship
scheme) and one further quantity surveying graduate giving a total
of eight graduates.
On year placements we will be employing four engineering students
(three from the scholarship scheme), two quantity surveyors (one
from the scholarship scheme) and one business student.
So far we have recruited three new scholarship engineering
students and are currently looking for two further engineering
and one quantity surveying students.
Our Workplace
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Training & Safety
Training & Safety
Within our business, safety is considered everyone’s responsibility and falls
directly to line managers. Our Group HSE team supports managers and their
teams with policy and processes, but ultimately the management of the business
is responsible for implementing them. This is a different way of working to many
companies in our industry, but is working very successfully for us.
Number of Nine step audits and % of unsafe acts
The way we consider safety has required a cultural change over many years. On new
contracts we have to meet the challenge of changing employee perception of safety
management, enabling the new business to adopt our core processes.
Near miss reporting
We continued with nine-step audits in 2012 and have been analysing
the data received to learn from the results and continue to improve.
We held a Near Miss drive on 5th November (Bonfire Night), for which
we encouraged all employees to spot a near miss during the day. The
number of reports we received was unprecedented. Not only were
we able to make improvements and prevent future incidents but we
generated greatly increased interest in Near Miss reporting - which
was the wider objective of the exercise.
In 2012, our parent body, Eurovia SA, commissioned DuPont safety resources
(International experts in safety) to complete best practice audits of its businesses
around the world. This open learning exercise saw the UK’s approach come out on
top. Leadership and expertise were assessed and found to be of a high standard.
“This is fantastic recognition for us in the UK and a credit to all our employees...
it shows our approach to safety is embedded in what we do.” David Campbell.
Fume checking
In 2012, bitumen was being considered for reclassification as a
carcinogen. We reacted at once by commissioning tests of the fumes
generated by heating bitumen and, in partnership with the Health and
Safety Executive’s Lab, completed a thorough analysis of the air quality
surrounding our bitumen stores and processes. Our objective was to
identify whether any employees were exceeding their set exposure
limit, in which case control measures would need to be implemented
at once. Bitumen is now considered a potentially harmful substance
so although levels we recorded were below the limits, we have made
some changes to pavers such as the installation of windscreens and
ventilation.
Safety tours
Safety tours are completed by directors and senior managers throughout our business.
These tours take our managers out to site to complete a visible audit and two way
discussion with our employees. The process has been successful in demonstrating to
our staff that safety is of the highest importance and that the management within the
Group want their feedback about improvements that can be made.
57
Safety tours have been completed
by directors and senior managers
throughout our business in 2012.
18
Our Workplace
Ringway Jacobs Back to the Shop Floor
Back to the Shop Floor
Ringway Jacobs’ Behavioural Safety Campaign introduced the
‘Back to the Shop Floor’ during 2012, to highlight that the business
considers the safety of all employees as its highest priority.
Near miss reporting
supports Brake
Eurovia Group donated £1 for each near miss reported
to Brake. The total raised in 2012 was £2,635
Above: Members of the CR Committee, employees from HIS
and Dan Bush (Divisional Manager for HIS) presenting cheque
to Richard Coteau, Corporate Fundraiser for BRAKE.
£746in,1in6g in8 2012
spent on
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a
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.8%
Th
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which can total employee
ase in
ngoing
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and our o ing
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ent to tra
Averag
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e train
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11.
Contract Director, Yogesh Patel and Operations Manager,
Dave Stewart joined one of the carriageway patching gangs;
Richard Chalmers and Chris Goodacre both joined one of the
emergency response crews; and Lighting Manager, Stuart Law
spent the day with one of the street lighting gangs.
“I found the day very useful indeed, to not only reassure ourselves
that all work planning and preparation was being done properly
and safely, but also provided opportunity for improving
operational performance.”
“Overall I came away from the day highly satisfied that our people
not only work very hard doing a difficult job in central London, but
do so with care and diligence for their safety and that of others.”
Yogesh Patel, Business Improvement Director
Clockwise: (from top) Chris Goodacre, Richard Chalmers and Yogesh Patel.
19
Our Workplace
1 2 3 4 5 6
Public Perception
Safety and communication improvements
to help our employees remain safe.
The way we interact with members of the public
reflects on the overall perception of our business.
We understand that good contact with the public is
important, especially with people using the highways
& footpaths around where we work. We also know that
the way we communicate can significantly affect the
way our customers are perceived.
Sometimes, our employees have to deal with members
of the public who are angry, aggressive and even violent
towards them, and our concern is to protect our staff
while helping them to maintain a civil and professional
manner at all times.
Encouraging safer driving through roadworks is a key
priority for our group, as working in high-risk areas is
unavoidable. Drivers who speed, drive recklessly or
misunderstand roadwork signage are a danger to our
employees. In partnership with local police, we have
begun to record the rate of violence against our
employees and to monitor all incidents reported.
3
301
incidents of physical abuse were
reported against our staff by
members of the public in 2012.
near misses reported in total
for 3rd party (including general
public) motorists and abuse.
Employee ideas
Tool Box talks
We have rolled out and are pursuing programmes
to encourage better communication by all our
employees. Our methods include Tool Box talks on
site, training about public safety during works and
increased customer-focused training, such as our
Highways to Excellence workshops.
Our employees have come up with many
innovations in public communications,
which we have adopted widely. They
include residents’ cards, “thank you”
campaigns and the greatly increased use
of social media.
Highways to Excellence Workshops
We introduced this one-day programme in 2008
and have found it highly successful in improving
service and communication with our clients and
members of the public.
On every contract, everyone affected has an
expectation of the level of service they will receive
from us and this expectation contributes to their
attitude towards us: excellent service supports
good public and client relationships. The course
seeks out and uses ideas from operatives about
how to reduce re-working, which generates
public dissatisfaction, and how to improve public
perception of road workers overall.
20
Enhancing the public’s view
Eurovia and Ringway are members of
Considerate Constructors, and thus part
of the campaign to enhance the public’s
view of construction and highways
schemes. As members, we are bound by
rules that cover how our sites look and
how we operate within them, and we
can be inspected at any time.
1 2 3 4 5 6
Our Workplace
Our Workplace
Performance & targets
Eurovia Group
Description
Number of employees Total headcount for full/part time employees
as at 31/12/2012
Female employees Overall
In management roles
LITFR
Trend Key
Increase
Target reached
Decrease
Cannot be coded
* Excluding Joint Ventures
2009
2010
2011
2012
Trend
Target for 2013
2,507
1,813
1,518
2,360
N/A
-
-
-
-
12.76%
18.87%
12%
14%
N/A
Lost time incident rate per million person hours worked by the group and supply chain employees
5.32
5.55
5.38
4.15
2.5
RIDDOR
Incidents notifiable under RIDDOR regulations per 100,000 hours worked by the group employees
0.40
0.42
0.26
0.29ZERO
Near misses
Number of near misses reported by employees
1,615
1,468 2,029
2,651*
Service strikes
Number of incidents of damage to utility services
228
161
153
137
No target has been set
20% reduction from 2012 figure
= 109
Female employees: Our ratio of employees has stayed fairly similar for 2012. Of the males employed in our Group only 11% are in management roles.
Our RIDDOR rate has slightly increased during 2012, which is very disappointing. With the large number of new employees entering the Group in 2012 this has been considered the cause.
We saw a big increase in near misses thanks to our campaigns in 2012.
Our service strike results have decreased again in 2012, thanks to further training and investment in service seeking equipment.
RoSPA Double Gold
RoSPA Awards Adjudication Panel have
recommended that Eurovia Group (UK) be awarded
the RoSPA President’s Award (11 consecutive Gold’s)
for Occupational Health and Safety and the MORR
Gold Award for management of road risk.
21
Female
employees
2012
12% overall
14% in management roles
20% of our overall workforce
took up our parent company’s share
SIP scheme for the first time, with the
company contributing c. £437,000 to
support employees and provide them
with matching shares.
1 2 3 4 5 6
Above: To mark the network with 750 logos in just nine nights, Euromark had to rethink road-marking completely in preparation of the London 2012 Olympics. See page 30.
1 2 3 4 5 6
Our Marketplace
Our Marketplace
The ethics we employ in our Group are critical to the impression we create in the marketplace, in embracing
our customers, potential customers, competitors and supply chain. We strive to ensure that the way we work
is underpinned by our values, particularly at a time of economic challenge when other priorities can take over.
Some of our customers have seen their highway maintenance
budgets shrink significantly, without a corresponding reduction in
requirements. Increasingly, they need to work with companies that
can deliver more for less, while supply chain partners and local SMEs
are also under pressure. We are determined to adapt and develop
in line with our values, keeping our offering competitive without
sacrificing integrity.
At the national level, the Eurovia Group has been successful in its
involvement in major business partnerships such as the Midlands
Highway Alliance. This innovative alliance currently lists 17 local
authority members, which are saving around £4million per year
by contracting work jointly from approved suppliers. Improved
performance, shared best practice and increased efficiency are goals
of the framework agreements set up by the MHA for highway services.
Above: Ringway supported the
Olympic torch’s safe passage around
the UK. Our Worcestershire, Wiltshire
and North Yorkshire divisions
were some who provided traffic
management, barriers and cones to
the local areas. For more Olympic
related stories see pages 28-30.
Eurovia/Ringway holds its own client forums twice a year, involving
local authority customers in a seminar-style event. As well as
developing our relationships with clients, these events specifically
facilitate networking between local authorities and are used to
discuss industry topics that affect us all.
Genuine partnerships with suppliers, always a priority, have been
increasingly important to success in a slow-moving economy. We
always aim to share achievement with our partners, motivating
improvement.
23
Robust systems - accessed through eSource, our supply chain portal
- are used to manage performance throughout an extensive supply
chain. Regular reviews by Group experts, who also scrutinise all
supply chain applications, ensure that we continue to work with the
best-performing companies. Safety and environmental performance
are given special emphasis in this process.
Trialling Early Contractor Involvement has delivered good results,
particularly on new contracts. A significant benefit of the ECI process
is that it supports our relationships with local SMEs, enabling us to
integrate them with our wider supply chain at the required level
of performance.
The Eurovia Group is an active contributor to the highways and
construction industry, keen to share knowledge and best practice.
Industry sector organisations at which we are represented include;
•The HTMA Sustainability, Improvements & Efficiency, People,
Safety and Procurement Working Groups
•The Road Safety Marking Association
•The Road Surface Treatments Association
•The Mineral Products Association
•The Chartered Institution of Highways and Transportation, where
David Gibby, is Vice President, Chris Connor supports the
Procurement and Delivery panel and Jerry Pert supports the
South East branch.
4
Our Marketplace
1 2 3 4 5 6
Eurovia Group Innovation Awards
VINCI Worldwide Innovation Awards
Innovation Awards
Innovation that
serves everybody
The quality and number of entries submitted to the 2012 awards was was
exceptional. 142 entries were received, which was double previous years,
from around the Group in all categories. Fostering innovation is one
of our Group’s key focuses, so an increased level of quality entries shows
our clients and partners how important innovation is within our Group.
“Innovation is at the heart of our business and we must continue to find
new methods and processes to drive the Group forward in the future.” Scott Wardrop, Eurovia Group Managing Director
We consider it a real success that our companies are brimming with individuals who have the
confidence, intelligence and know-how to think creatively at all times, finding practical solutions
that genuinely improve a product, process or material.
Our Group innovation awards, go on to
feed the VINCI worldwide innovation
awards. These are open to our employees
and aim to disseminate and showcase
ideas across the international VINCI Group.
Our biennial Innovation Awards recognise the teams and the people behind each successful
improvement. All entries are publicised and we award cash prizes for the winners, with the
option to keep or donate to a chosen charity, as they prefer.
As importantly, the high profile of the awards raises awareness of innovation within the company,
encouraging increasing numbers of staff to share ideas and inventive approaches. After all, for
many innovators, witnessing the widespread adoption of their new tool, technique or idea is a
significant satisfaction in itself.
Far left: BEAR Scotland - Special
Technology Application Prize
Winners for Installation of
Equipment on Winter Vehicles
to Allow Real Time Monitoring.
BEAR Scotland also scooped the
Special Management Prize plus
a Silver award for Working in
Partnership, and a further 3 Bronze
awards for Management, Health,
Safety & Environment and Carbon
Reduction & Sustainability.
Left: Ringway Worcestershire Grand Prize Winners for Broadway
Drainage Scheme. (See opposite
page for full story).
24
There are five categories
•Materials, Processes and Techniques
•Management
•Equipment and Tools
•Marketing and Services
•Dissemination
The awards are divided into 13 regions,
where prizes of up to €3,000 are available
to be won. One of these regions is ‘UK
and Ireland’. The shortlisted entries for
each region are then nominated for the
final worldwide competition, where they
can win double the regional prize.
1 2 3 4 5 6
Our Marketplace
Ringway Worcestershire Innovation Awards Grand Prize
Talking drainage in Broadway
Sharing, understanding and respecting the needs of the community paid dividends in Worcestershire.
Ringway Worcestershire proved this by beating off 141 other entries to win the Grand Prize in Eurovia
Group’s 2012 Innovation Awards.
In the beautiful traditional Cotswold village of Broadway, popular
with tourists and visitors all year round, Ringway needed to replace
historic culverts with pipes to provide cleanable drains capable of
flood alleviation. While recognising that the work needed to be
done, we were quick to realise that diggers and safety barriers were
not what residents and tourists wanted to see as they passed down
Broadway’s High Street.
Ringway responded by working with the council to implement
a programme of planning and public communications. Advance
communications explained the works to residents and retailers,
helping us to ascertain what local priorities truly were. We
responded by scheduling the works in the manner requested,
minimising disruption and visual impact, and providing regular
communication updates along the way.
We also took particular care of priorities specific to the village:
protecting the village green and respecting the War Memorial on
Armistice Day.
Critically, we used all available media to inform people throughout
of exactly what work we were doing and when. Our efforts have
been more than rewarded in the letters and expressions of thanks
we have received.
25
The winning team from
Ringway Worcestershire
decided to donate their
Innovation Award prize
money to Help for Heroes.
Our Marketplace
1 2 3 4 5 6
The ‘Hub’ of Hertfordshire
Integrated Traffic Control Centre
The Integrated Traffic Control Centre (ITCC) in Hertfordshire is a joint
operation with our client, ‘Hertfordshire County Council’. Located
in Hertfordshire County Hall, the ITCC is the ‘hub’ which brings
together the different teams and technology needed to manage
the county’s busy highways networks. The ITCC helps to tackle
congestion, control road works, respond to emergencies and keeps
the public informed. It also feeds ‘real time’ information to the
county website for road users and residents.
The Video Wall, seen in the adjacent image, displays data from
a range of traffic information sources and is the forefront of the
operations hub. Each display cube can mix CCTV, weather and
congestion maps and vehicle tracking. The installation uses up-todate, energy efficient equipment and is operated by trained partners
in Ringway and HCC.
•Parking guidance system displays live information on available
parking spaces on strategic routes around Hertfordshire. This
solution has already reduced congestion around St Albans
during peak times, by 10%.
•Urban Traffic Control system coordinates traffic signals to allow
for better progression of vehicles through the county and responds
to traffic flow changes. This will reduce delays by 20% and provides
priority for public transport.
•Highways Live, which will be released in 2013, and will
provide up to date travel information for the general
public. This system will also provide journey times
within the county for users to easily plan their
route and avoid congestion. The systems will
also be supported by live CCTV images.
The council invested £400,000 in the centre, which opened when
Ringway took over the Hertfordshire highways contract on 1 October
last year. Currently, Ringway has 16 employees working in the ITCC,
alongside several Hertfordshire County Council staff members.
We will be measured against two separate framework contracts
providing services to the Council: the EHA (Eastern Highways
Alliance) and Hertfordshire Surfacing Framework. Our performance
will determine our increase or decrease in work year on year. This
provides the Council assurance that they can achieve high service
levels and achieve best value.
“The merging of our
Operations Hub and
the ITCC will give us a
real opportunity and
provide measurable
improvements for
highway users
in Hertfordshire.”
Jerry Pert, Ringway South and East
Regional Director
26
1 2 3 4 5 6
Our Marketplace
Ringway Bracknell Forest Council
Bracknell - enhanced town centre and award success
Since 2004, Ringway has worked with Bracknell Forest Council on a street care term works contract, which covers a wide
variety of services including gully emptying and street cleansing. It is a highly successful partnership due to the close
relationship between the council and Ringway. Both teams are based at council offices in the heart of Bracknell and we
have seconded staff into the council’s team, as well as establishing early and lasting service level agreements.
“Our work with Bracknell Forest Council is an excellent
example of partnering and integration, delivering more
to term highway contracts and local communities.”
Ian Thorpe - Ringway Divisional Manager
Image courtesy 3M. Phot
ography by Paul Harmer.
The success of our partnership is illustrated by the
2012 National Highways and Transportation public
satisfaction survey, which showed that the public’s
view of highway services in the area had improved.
Street cleanliness is an important issue in the borough.
We gather condition reports during our rounds, looking
out for graffiti, vandalism and other faults and taking
swift action to restore the environment.
“Amidst the wettest summer on record Bracknell
Forest was the only council in the survey to see its
highway drainage rating improve significantly.”
Anthony Radford-Foley, Highways Asset manager,
Bracknell Forest Council
Ringway voluntarily trialled a new product as part of
a graffiti removal project, undertaken in partnership
with the council, a local action group and science-based
innovators 3M. On finding that the underpasses in
Bracknell had become graffiti resistant, vandals turned
their attentions away from council property.
Gully cleansing is a key part of the highway maintenance
programme. Gullies can become blocked and damaged
over time, causing flooding and other incidents, especially
in winter months. Ringway’s fleet of gully tankers is
fitted with GPRS equipment, allowing them to capture
data and record the condition of gullies. We worked
with the client using this information to adapt their
cyclic and responsive cleansing regime to a targeted,
preventative approach.
27
“We assisted with the clean up,
providing volunteers as part of our
social responsibility commitments.”
Jimmy Conn - Contract Manager Ringway
Our Marketplace
1 2 3 4 5 6
Eurovia / Ringway Jacobs Olympic effort
It takes a team...
It wasn’t just Team GB that had a great Olympics. Transport
for London, Ringway Jacobs and the capital’s other highway
maintenance works contractors put in a world-class
performance too.
More than two years of unprecedented co-ordination and planning
lay behind the lightning fast adaptation of London’s road network
for the Olympic and Paralympic Games. The integrated team,
drawing personnel from Ringway Jacobs, Transport for London and
other contractors, formed an Olympic Project Management Office as
early as 2010. This ramped up steadily to detailed planning in January
2012 for the intensely busy ‘Build’ period, which began on 11th June,
seven weeks before the opening ceremony.
400
operatives from Ringway Jacobs
and our supply chain were working
simultaneously on the network.
Finally, all works with the potential to disrupt traffic flows were
delayed until the final five days before the Games opened. At this
stage, more than 400 operatives from Ringway Jacobs and our supply
chain were working simultaneously on the network - all in the right
place with the right materials, equipment and PPE to get the job
done safely and to an extraordinarily tight schedule.
The co-operation between teams is our proudest achievement: each
individual put in an astonishing effort so that the whole operation
worked seamlessly as one.
Changes were required throughout the Games, so we worked every
night to ensure the network functioned efficiently during daytime.
De-activating the route took just two days, with a six-day break
before re-activation for the Paralympics. It was only after 13th
September, three days after the Paralympics closed and when all
temporary measures had been decommissioned, that the team
finally paused to take stock of their achievements.
“The Olympic Project was the single biggest scheme that Ringway
Jacobs has ever been involved in, and certainly the most prestigious,
with the eyes of the world upon us. The buy-in of our staff and
supply chain has been astounding, with every individual dedicating
personal time and effort to ensure the project’s success.”
Phil Skegg, Operations Director
28
1 2 3 4 5 6
Our Marketplace
Eurosigns Olympic signage
Eurosigns Olympic challenge
Ringway Jacobs and LOCOG appointed Eurosigns as their supplier of choice to manufacture
the signage they required throughout the Olympics preparation.
Working on the majority of the traffic related signage
the Olympic Route Network (ORN) needed, Eurosigns set
to work ensuring that the huge number of tasks needed
to deliver such a project were managed to ensure
deadlines were kept.
Bespoke solutions
The ORN traffic signage presented a challenge to Eurosigns
as the signs needed to display directions to different
events throughout both the Olympics and Paralympics.
Eurosigns developed a new signage solution - a peel off
sign face. Eurosigns got to work developing the design,
making it safety focused and robust. They eventually
delivered over 2,200 signs with up to seven peel off
sign faces.
“We knew that the requirements for the Olympics would
need a bespoke solution” said Roger Habgood, Divisional
Manger of Eurosigns. “We worked hard to develop new,
innovative solutions, such as the peel off signs which
are an industry first, which would meet the needs of the
Olympic games whilst offering value for money. When
we developed the peel off signs further, we had to seek
approval from the Department of Transport on the pink
sign faces that announced the start of the games as it
isn’t an approved colour on our highways.”
Working in partnership
Eurosigns also supported LOCOG with car parking and
event signage throughout the games.
The signage for LOCOG required Eurosigns to ensure
that people were kept informed at all times of where
they needed to be. Eurosigns provided directional
signage for the car parks and informational signage at
the entrance to every venue to ensure that the athletes,
coaches and the general public knew where they
needed to go. A number of these signs used the peel off
technology already in wide use across the games signage.
“As part of LOCOG’s strategy for the London 2012 Olympic Games Transportation Measures, Eurosigns were
successfully selected as one of two specialist signage suppliers to deliver the fixed external signage contract.
The contract involved the supply, installation and decommissioning of up to 60,000 traffic regulatory and
information signs within competition and non-competition venues and on the Public Highway.
One of the major challenges of the contract was to logistically install and decommission the huge quantity
of signs and temporary signposts. Eurosigns were able to execute this phase of works with ease given
their existing contracts with many of the host Boroughs and Local Authorities. In addition to the Eurosigns
manufacturing facility, the contract was a great success owing to the enthusiasm and dedication of
the Eurosigns workforce to get the job done without compromising on quality. I have no hesitation in
recommending Eurosigns for future projects of this scale and complexity.”
Nick Dobie, Principal Consultant, LOCOG
29
Our Marketplace
1 2 3 4 5 6
Eurovia Specialist Treatments Olympic Park surfacing
Euromark Road marking
Beating the winter weather
New method for a new necessity
To mark London’s Olympic route network
with 750 logos in just nine nights,
Euromark had to rethink road-marking
completely. Traditional methods were
simply too slow for the schedule and
wood or metal stencils too heavy to be
safe for repeated use at speed.
In autumn 2011, surfacing for the north Olympic park had reached
an impasse. It was clear the original contractor would not be able to
finish the 6,000m2 job so their client, John Doyle Construction Ltd,
approached Eurovia Specialist Treatments to help out. With 3,300m2
still to surface, the winter conditions - freezing and wet - would
prove a challenge for any contractor.
Research began months in advance. We
sourced water based spray paint from
France and tested it on some of London’s
busiest roads. Meanwhile, we developed
a self-adhesive paper template of the
Olympic rings that could be stuck in
position. With the rings peeled away, the
paint was sprayed on and, while damp,
spread with high reflectivity glass beads.
After several trials, all parties agreed on Methyl Methacrylate
(MMA) for the decorative high friction surfacing that was needed.
It was up to us to provide the conditions that MMA requires: a dry,
clean, salt free surface at a temperature above 0°, where the MMA
can be shovelled by hand.
The whole thing was sufficiently dry within
five minutes for the rest of the template
to be peeled off and the team to move
on, leaving a perfect logo behind. For
lettering, we developed a re-usable
version from heavy-duty polypropylene.
Intensive research led us to a custom built machine that is normally
used to dry the drag racing strip at Santa Pod. This flexible dryer is
towed by a 4x4 vehicle and uses hot air from a gas turbine to clear
debris, dry and heat the surface simultaneously. Despite everything
the winter could throw at us, we were able to average almost 700m2
per day, completing work on schedule.
Repeated training had the teams turning
out faultless logos in just 12 minutes great news when the TV cameras turned
up on 1st July to see them begin.
700m2of surfacing laid on average per day.
750
logos were applied to
the network’s roads
in just nine nights.
30
1 2 3 4 5 6
Our Marketplace
Our Marketplace
Performance & targets
Trend Key
Eurovia Group
Description
EFQM results
Averaged score for the group from assessments of 422.3
452.0
465
476
business units against Business Excellence Model
2009
2010
2011
2012
Trend
Increase
Target reached
Decrease
Cannot be coded
Target for 2013
Target for 2013 is to increase
by 15% from 2010 = 520
Small & Medium Enterprises Total number of SME’s engaged
-
-
-
405
Days Sales Outstanding -
-
57
57
<62 by 2013
N/A
N/A
N/A
45.48%
80% by 2013
N/A
Vendors registered
Total number of vendors registered
in our eSource system (%)
Total number of
vendors worked with
(includes subcontractors, professional services
and material suppliers)
-
2,979
2,643
2,722
N/A
Total spend with vendors (£million) -
270.9
261.2
256.5
N/A
All results shown exclude Joint Ventures.
Vendors registered: No previous results available as this system was implemented in 2012.
EFQM Excellence Model
During 2012 we continued with our assessment
programme for EFQM throughout the group. Within
the assessment we focus on, core areas of Business;
Customers, People and Society, each receiving a score
on performance.
We use the EFQM model to drive improvement in all
areas of our group. Following the assessment action
plans are developed and owned by the business. We are
currently the only UK company to combine our internal
IMS audits with our EFQM assessments.
We have achieved an increase in our average score again
in 2012, to 476. Since 2004 our overall average score has
raised from 288 to 476 an improvement of 65%. In 2012
31
our Ringway Worcestershire business division reached a
score of 600, progressing from 130 in 2006.
Previously we found that areas of the group were not
achieving good scores in the area of society, resulting in
many actions from the assessment. These actions have
been addressed and used as a focus to improve. We can
now see this demonstrated in the results from 2012
with significant improvements made.
1 2 3 4 5 6
Above: Andrew Jones, MP for Harrogate and Knaresborough with the team of local volunteers, including Ringway North Yorkshire, who helped repair the 17th Century
Spruisty Packhorse Bridge in the pretty Yorkshire village of Knox. See page 37.
1 2 3 4 5 6
Our Community
Good relationships with the communities we serve
help support our business and our employees.
Local authorities are a significant proportion of our client base and
are directly accountable to the communities in which we work. We
are keenly aware that our behaviour as a good corporate citizen is
an important aspect of our overall performance, reflecting well on
our clients.
Above: As part of the works in
central Peterborough, we opened
Ringway’s works-dedicated shop.
The entire space is given over to
clear, detailed and up-to-date
information about the works,
including who we are, what we will
be doing and when.
We believe that when people are
concerned about changes to their
town and the potential disruption
involved, there is no substitute for
talking face-to-face. Initial feedback
has supported our belief: visitors
have been overwhelmingly positive.
Increasingly, these clients need to provide more for less, and our
support furthers this central aim. We help them in tackling such
critical issues as skills development, unemployment among key
groups and improvements to the environment in which people live,
work and learn.
Many of those people are our own employees and we are proud
to provide them with the means to improve their communities.
All Eurovia employees have an allowance of two days per year
to volunteer for community projects, charities and good causes.
We also encourage our partners to match us in donating time
and materials to help local projects happen. Many respond with
enthusiasm - as you can read in the stories in this section.
33
2
Our Community
days per year
allowance for all Eurovia employees to volunteer
for community projects, charities and good causes.
Such initiatives often involve residents and the staff of our clients
and partners working closely with our employees, building genuine
bonds through mutual effort. These experiences strengthen both
brand recognition and positive association with the Eurovia and
Ringway brands, which help to mitigate those negative impacts
inherent in our work.
Working side by side in the community is just one aspect of an
extensive web of communications that we consider essential to
doing our work well. We are always willing to invest in further
improvements that help us talk to people and let them talk to
us: through consultation, staff training, early adoption of new
technologies and tailoring communications programmes specifically
to particular works and schemes.
We recognise that the noise, traffic disruption and heavy vehicle
movement associated with our activities cannot be made desirable.
However, when people know who we are, what we’re doing
and that the job will be carried out to a higher level, the overall
perception of our work is positive. Our community involvement is an
important step in maintaining and improving that perception.
5
Our Community
1 2 3 4 5 6
Ringway Wiltshire Division
Award from Wiltshire Wildlife Trust
celebrates 12 years of outstanding work
A dozen years of genuine collaboration and support
were celebrated on 24 February 2012, when Ringway
scooped the Outstanding Contribution Award at
Wiltshire Wildlife Trust’s Green Awards ceremony.
It was an extra special year for the Trust, too, with a host
of events to commemorate 50 years since its inception as
the Wiltshire Trust for Nature Conservation. Ringway is
proud to have supported its work with expertise, materials,
sponsorship, membership and the active involvement of
keen, diligent and well-equipped volunteers to help with
numerous practical projects.
We know what a difference the Trust, with its 38 nature
reserves and extraordinary range of activities, makes to
the whole community - residents and visitors alike. And
of course, that includes our own employees and
subcontractors, living and working in Wiltshire.
Above: Paul Herbert, Ringway Divisional Manager,
accepted the award from Councillor Toby Sturgis.
34
1 2 3 4 5 6
Our Community
Eurovia Surfacing
Ringway Worcestershire Division
Paving Private Ryan
Play date for Ringway
in Martley village
The British Army’s Corps of Royal Engineers combines a breath-taking array of skills: they’re multiskilled soldiers, combat engineers and trained in a range of trades, too. They work with all other Army
divisions, on Operations and at home, and we were pleased to be able to use our own expertise to
support their extensive training programme.
Eurovia Surfacing worked with a team of
military trainees, who completed a paver course
attachment with our company: a necessary
criterion for them to achieve the title of Military
Plant Foreman. The knowledge and skills involved
enables recruits to design, build and maintain roads
and airfields when deployed abroad.
As with all workers on site, the students were given
a full site safety induction on arrival. They spent
three days with Eurovia in April, learning about and
completing hands-on activities on a live surfacing
project - the A416 near Chesham.
Peter Oakes, Contracts Manager, Eurovia Surfacing
described the scope of experience on offer:
“We were able to help the engineers take part in
bond coating, rolling patterns, site mobilization
and traffic management so they can apply these
skills on military bases elsewhere. Our teams also
offered their guidance and know-how in the
operation of tandem rollers, paver and chipper
machines.”
Residents in the thriving community of Martley, outside
Worcester, took action to improve dedicated outdoor facilities
for children and young people in their village. Having formed
the Martley Recreational Association, they designed an
extended play and games area in their local park to encourage
greater and more diverse usage.
They then approached Ringway to help make the scheme a
reality, and were delighted by our response. Eighteen employees,
plus three of our subcontractors, gave up their time over four
Saturdays in March to complete the substructure and access for
the recreation area. Ringway and our partners also contributed
free use of plant and discounted materials.
“Words cannot express our appreciation,” wrote Janet Dale of
Martley Parish Council, in April. “[Ringway Contract Manager]
John Howles was fantastic to work with, nothing was too much
trouble. His team... worked extremely hard to achieve what
they did in such a short time.”
35
Our Community
1 2 3 4 5 6
Volunteering projects during 2012
Ringway East Midlands Division
Eurovia Surfacing and Contracting Enfield Office
Eurovia Specialist Treatments
Lend a hand on the land
with the Phoenix school
No suckers in Enfield
Eurovia volunteers
don’t rest on their laurels
At Peterborough’s Orton Waterville allotments, there’s
an enthusiastic group of new gardeners: children from
the Phoenix school, where many of the 106 pupils with
special needs use wheelchairs. Raised beds surrounded
by slab pathways give all children access to plant, weed
and harvest. Additional ground beds are bordered by
terram and bark paths.
Trent Park - 413 acres of historic parkland - is one of
Enfield’s best-loved assets, so our employees were
happy to help when the park needed assistance in
excess of its maintenance budget.
Employees at Eurovia Specialist Treatments in Bristol
mucked in with other volunteers to preserve a local
beauty spot.
This wasn’t the picture last April, when Cathryn Hicks,
Phoenix’s Eco Co-ordinator, found the project was
too big to manage alone. Ringway staff responded
immediately to her appeal for help.
On 16th May, ten of our volunteers and a Council inspector
arrived equipped with vehicles, sand, slabs and timber,
all donated by Ringway. By 4:00pm, the paths were in
place, beds ready and shrubs planted to attract butterflies.
It was great to hear from the Peterborough Environment
City Trust that, “...the kids are loving the allotment. They
are all bowled over by what you did for them.”
Eight Eurovia volunteers, complete with PPE and specialist
tools, spent a showery Thursday in November trimming
thick shoots (“suckers”) from the lime trees along the
park’s main avenue. The trees are desuckered annually,
but within months new shoots obstruct pushchairs,
wheelchairs and cyclists. Unchecked, the suckers can also
stunt tree growth.
Our team soon had the avenue trim and healthy again.
On the Council’s website, Enfield’s Cabinet Member for
Environment said: “I’d like to thank the staff from Eurovia
who have transformed the Limes Avenue and enabled
it to once again be the focal point of the park. ...I’m
delighted to say the company has expressed an interest
in doing more volunteering work with us in the future.”
36
Britannia Woods, north of Bristol, is dedicated to those
who perished in an aircrash there in 1957. Non-native
cherry laurel now threatens the woods, growing high
amongst the hornbeam and sycamore trees. Its dense
growth makes walkers feel less safe and blocks the
sunlight that woodland flowers need.
On 24th October, the laurel met its match in a hardworking group of volunteers from Eurovia and the
locality. Pete Astley, Chair of the Friends Group, wrote
to the Council: “Huge thanks and well done to all
involved in the Britannia Woods workday yesterday. It
has transformed that area and will encourage young
and old(er!) to use it. ...Our thanks to the team from
Eurovia. They were great and entered into the spirit of
the event as well as shifting a lot of timber!”
1 2 3 4 5 6
Our Community
Ringway North Yorkshire
Building a bridge with
Yorkshire community
Spruisty Packhorse Bridge in the pretty Yorkshire village of Knox is
a Grade II listed stone structure. It was built in the 17th Century as
part of the link between Harrogate and Nidderdale, a purpose it
still serves for pedestrians today. However, creeping neglect had
left the walkway unsafe to use.
When six district and local organisations, including North Yorkshire
County Council, banded together to repair the bridge, Ringway
saw an opportunity to give back to the community. Our volunteers
brought the necessary expertise to prepare the structure for
refurbishment, as well as equipment and manpower for the job.
Teams of local volunteers gathered on the weekend of 15th-16th
September to lay the new stonework. In advance, Ringway removed
the old stone blocks and made ready a level walkway,
then stayed to help lay the new stones. At either end
of the walkway, we buried time capsules created
by the Bilton Conservation Group for future
generations to find.
“It was great to see such a beautiful part
of Harrogate restored. The Ringway team
and volunteers did a great job - I helped
out on the day and it was hard work!”
Andrew Jones, MP for Harrogate and Knaresborough
37
Our Community
1 2 3 4 5 6
Charity fundraising during 2012
Eurovia Specialist Businesses
Eurovia Contracting
Double cycling challenge
for charity
Driving ‘Staples2Naples’
for Alzheimer’s Research
Dean Welburn, Regional Director for Eurovia Specialist
Businesses, got in the spirit of UK cycling triumph in
2012. He took on two cycling challenges in as many
weeks to raise - with colleagues - well over £1,000 in
personal sponsorship.
18th May 2012 saw Dean as part of a group of 20 taking
on a Help for Heroes’ fundraising challenge: a 38 mile
ride around the Isle of Man. Starting in heavy rain and
strong winds, the riders were soon rewarded with
better weather and spectacular views.
Dean’s efforts brought in £200 from friends and
colleagues, adding to a group total of more than £3,500
to support wounded servicemen and women.
Two weeks later, Dean was on his bike again - this time
for Macmillan Cancer Support - joined by colleagues
Ben Barr, Mark Atkinson Jnr and Adam O’Connor from
Euromark and Highway Infrastructure Services. The
intrepid quartet were part of a 15-rider group taking
part in Macmillan’s 150 mile Coast to Coast Cycle Ride
Challenge, with a route stretching from the peaks of the
Lake district across the highest parts of the Pennines.
Mark Moody, Contracts Manager for Joint Sealing in
Eurovia Contracting, continued his support of Alzheimer’s
charities with a hair-raising 1,400-mile car rally from
Northern France to Southern Italy.
Between them, the four members of the Eurovia team
raised £1,200 in individual sponsorships - bringing the
group total to more than £5,000.
Since Mark’s mother was diagnosed with early-onset
Alzheimer’s in 2006, he has participated in ever more
creative challenges to raise money for research and
support. Eurovia was glad to contribute £300 to his
efforts for 2012, which raised more than £5,000 in total.
Dean is encouraged by this success to raise even more
support in 2013: “Although this is one of the most
challenging cycle routes in the UK, all four of us completed
the course in fine spirits. Hopefully next year I can enlist
the support of other colleagues in completing this ride
and supporting this worthy cause.”
Over £8,000 raised
38
With three friends, Mark set off from Calais on 24th
August in a pink 18-year old Renault Laguna, decorated
with the logos of sponsoring companies. Of the 84
vehicles starting the race - all worth under £250 - fewer
than 50 made the finish line in Naples four days later.
Over £5,000 raised
1 2 3 4 5 6
Our Community
Our Community
Performance & targets
Trend Key
Eurovia Group
Description
2009
2010
2011
2012
Materials, equipment
and sponsorship donated
Value £ of materials, equipment and sponsorship
donated by our Group businesses
23,757
23,771
17,493
77,459
Trend
Increase
Target reached
Decrease
Cannot be coded
Target for 2013
N/A
Raised for charity £ donations to charity by our employees
12,573
14,187
32,535
38,604 Increase by 5%
and our businesses
Days volunteered (Working day of 8 hours)
Each employee can use 2 working days
147 116 104.5
151.5 for volunteering
2013 target >300 Days volunteered equivalent
% of employees volunteered days taken up 2013 target >4%
Match funding to employees
£ (up to £300 per employee is available per year)
2.93
3.19
3.44
3.20
4,662
5,120
6,980
4,211
Maintain the group’s Reported annually for award the following year
Bronze Silver
benchmark score and Silver
status in the BITC’s CR Index
N/A
Not
Gold
Enter again in 2013
Entered to gain Gold or better
Notes on Performance
Materials, equipment and sponsorship donated - large increase in 2012, due to better reporting of donations and materials. This figure also includes sponsorship for local community projects.
Raised for charity - our generous employees have contributed to more fundraising events in 2012, increased with the support of group organised events too.
Match funding to employees - decrease in this years matched funding donations to our employees charities. Communication through the CR champions is improving and we hope to see an increase in donations
through this avenue in 2013.
Charity - With the local support of our CR champions, in 2012 fund-raising has been increased.
Days volunteered - Total days volunteering increased, and we exceeded our target for 2012 (128 days).
Days volunteered equivalent - Has stayed similar to 2011, with a sharp increase in employees entering the Group and mobilizing new contracts, the available days for volunteering
have not increased.
Eurovia Group ranked Gold in Business in the Community’s Corporate Responsibility Index.
39
1 2 3 4 5 6
Above: Ringway has invested in a new fleet of 110 vehicles which will be deployed to carry out a variety of highways and street improvement services in North Yorkshire. These new vehicles bring the total
number in the Ringway fleet up to 180 and will support the client’s carbon reduction targets with more efficient vehicles, fitted with the latest technology. See page 47.
1 2 3 4 5 6
Our Environment
Our Environment
The risk of damaging our environment in our area of work has always been high, and
this is reflected by increasingly stringent standards in legislation, best practice and the
requirements of our customers. Eurovia works hard to demonstrate our sympathy for
the environment and to ensure that the measures we take to protect it are effective.
Our most significant environmental achievements in 2012 are in the
area of innovation in technology and practice: perhaps unsurprisingly,
given our emphasis on innovation as a key differentiator for Eurovia
in the marketplace.
Drive for Life
We built on the success and
popularity of our 2011 Drive
for Life road safety campaign
by re-running and expanding
the company-wide competition
in 2012. See page 42.
We actively seek innovation in the environment, making this a
separate category in our biennial innovation awards. Winning entries
from the 2010 awards were more widely implemented during 201112. We invested in rainwater harvesting, water recycling systems, fuel
efficiency improvements and increased use of recycled material, and
have continued to find new ways to divert waste from landfill.
Sustainable technological innovations included LED design, as seen
in our offering for the 2012 Olympics. At our Technical Centre in
Warrington, we continue to develop energy-efficient products - such
as cold asphalt - and sustainable services in association with our
parent company.
In 2012, we increased our focus on environmentally responsible
behaviours and on improvements to our environment-related reporting
and management systems. We have improved the central collation of
performance-related data and will be rolling out a new reporting tool
that gathers carbon emission data direct from our purchasing system.
Additionally, we are working towards energy management system
accreditation (ISO 50001) for our Group service property, in part to
support our carbon reduction targets and validate our activities.
41
73
Environmental Near Misses
reported in 2012. This is a new
category in our HSE reporting.
Reporting and communication
Better reporting and communication produced an apparent rise
in the number of environmental incidents - specifically, water
contamination and spills - during the year. While welcoming the
effectiveness of our reporting systems, we take this disappointing
development extremely seriously. We aim to achieve better results
next year through:
•Analysis of environment-specific ‘Near Miss’ reports, produced
as a separate category since 2011, to learn more about how such
incidents happen
•Continued communication to all employees of the value of
‘Near Miss’ reporting as a means of prevention
•Roll-out of our redeveloped environmental training course for
all responsible persons, dealing with prevention of incidents as
well as containment of damage
We reviewed all incidents reported in 2012,
sharing learning and outcomes across the Group.
3
6
Our Environment
1 2 3 4 5 6
Eurovia Drive for Life
Drive for life award winners
We built on the success and popularity of our 2011 Drive for Life road safety
campaign by re-running and expanding the company-wide competition in 2012.
Highways Magazine
Excellence Awards 2012
Highway Worker (or Operative)
& Site Safety Initiative Award
This year, we widened our reach by introducing
tyre pressure awareness as a new category. Having
the correct tyre pressure enhances the performance
of vehicles. They are more stable, handle better and
brake more efficiently, improving safety. They use less
fuel and their tyres last longer, both of which save
money and reduce environmental impact. With a fleet
the size of Eurovia’s, such changes make a significant
difference to our business and our environment.
Our divisions were invited to demonstrate how they had improved
their facilities for tyre pressure measurement and how they incorporated
monitoring as part of a regular maintenance regime. As part of our
assessment, we compared their fuel consumption during the threemonth competition with historic usage over a similar period.
The winning division, Ringway Worcester, developed impressive
innovations to scoop the first prize, particularly in auditing their progress
and marketing their local tyre pressure campaign to all their staff.
The Drive for Life campaign also won:
•SHP IOSH 2012 Awards - Campaign of the Year - Drive for Life
•Group innovation awards category winner
for marketing and communications.
Winners Eurovia Group Limited
- Drive for Life Campaign
Since Drive for Life started we have
won awards due to its success in
reducing incidents within the Group.
Total Vigiroute incidents reported;
2012 = 166
2011 = 187
2010 = 296
We implemented the campaign in 2011
and saw a 36% reduction in Vigiroute
incidents (vehicle related incidents).
Continuing this campaign in 2012, we
secured a further 11% reduction.
42
1 2 3 4 5 6
Our Environment
Eurovia Roadstone Plant development programme
Reducing waste, increasing efficiency
A brand new RAP (Reclaimed Asphalt Planings) drier was installed at our Roadstone asphalt plant in Dagenham
during the summer of 2012. We took advantage of the quieter period around London, due to the summer events
and shut down the plant ready for the big upgrade. Once the structural framework was in place a crane lifted the
drier into position and then the installation began. Following installation, many trials and recipes were tested.
The £1.8 million investment in the new RAP dryer will
allow recycling of up to 50% RAP in base and binder
course materials and 10% in surface course materials
(as per the specified limits in PD6691). This will result in
a reduction in the use of virgin aggregates and Bitumen
in the majority of mixed materials, in turn reducing the
amount quarried, shipped and then transported.
It provides a route allowing the maximisation of
recycling from within the group and our Joint ventures,
local to the plant. The project will reduce waste and
allow us to be more cost efficient.
“Whilst enabling the blending
of bitumens, achieving correct
penetration values when recycling
means we can be more responsive
and flexible for our clients.”
A 4 tank bitumen farm was installed
increasing storage capacity to
over 300 tonnes
The project included investment in new, larger bitumen
tanks, enabling the storage of more bitumen and
increased control in the timing of deliveries, thus
minimising potential depot congestion.
We recycled the used tanks and installed them in our
Ipswich plant to replace an older, less efficient hot oil
system. We also upgraded both burners at the Dagenham
plant, making the process much more fuel efficient.
Roadstone also covered their three material bays, which
will reduce the water content of the materials prior
to heating. With lower moisture content, the material
requires less energy to dry during the process.
Ian Burrows - Operational manager for Eurovia Roadstone
43
Sustainable Products
The carbon footprint of the UK highways sector could
be significantly reduced by Tempera warm asphalt.
Using Eurovia’s global experience as they lead in the
warm mix sector, we have adopted this in the UK.
Tempera uses dispersal asphalt technology (DAT) and
requires less heating than conventional methods.
This delivers energy savings of around 20% on
average when laid, rising to 40% at the coating plant
depending on the material.
Our Environment
1 2 3 4 5 6
South West Highways Rockbeare reed bed
A helping hand from nature
Wet gully waste is approximately 33% water, along with sand, silt, grit, gravel, leaves, twigs, traces of oil
and metal and, in the winter months, salt. Only specialist facilities accept this contaminated material, a lot of
which ends in landfill - attracting environmental and financial cost.
In Devon, where South West Highways deals with 180,000 roadside
gullies, we have developed an innovative way of handling the
considerable quantities of wet waste that we collect.
Our depot at Rockbeare is now the site of an integrated biological
wetland system. This produces clean, reusable water from gully
waste and fosters a biologically diverse environment complete with
flowers, insects, amphibians and nesting water birds.
The system involves allowing waste water to pass through six linked
ponds, or ‘cells’, of varying depths and types. The waste is first allowed
to settle and the water drained off, leaving solid matter to be used
for low grade composting. Drained water enters the chain of cells via
a silt trap followed by an oil interceptor. This removes hydrocarbons
before the water begins its progress through the reed beds.
Here, a range of reed types take up impurities and friendly bacteria
help to break down contaminants. Cells are specially designed to
facilitate water circulation, maximising contact with the purifying
microbes. At the final stage - the ‘polishing’ cell - floating islands
planted with reeds mop up any residual impurities and aerators
increase oxygen levels in the water. Plants and wildlife thrive,
including dragonflies, tadpoles, moorhens and a visiting kingfisher,
attracted by the resident fish.
We use the clean water produced to re-fill the gully tankers so that
the cycle begins again.
44
180,000
roadside gullies in Devon are dealt
with by South West Highways.
1 2 3 4 5 6
Rockbeare is now the site of an integrated
biological wetland system. This produces
clean, reusable water from gully waste and
fosters a biologically diverse environment
replete with flowers, insects, amphibians and
nesting water birds.
45
Our Environment
Our Environment
1 2 3 4 5 6
Eurosigns Environmental Improvements
Masters student achieves a first
A relative of one of our Ringway divisional managers contacted us with a view to study part of our business as
a topic for their Masters degree dissertation. Jodie, a student at University of Glamorgan, was completing her
MSc in Environmental Management and was looking for an industry to study.
We met with Jodie to discuss options for her study, where
we all agreed that our signs factory in Weston-Super-Mare
would be ideal. Jodie undertook a life cycle analysis of the
manufacturing process of a sign through the Eurosigns business.
The four month project delved into the facts and figures for
the production of a sign, identifying challenging questions
for our supply chain partners too.
Centred on a ‘no right turn’ sign, Jodie identified
environmental improvements which could be made
to our manufacturing process. The report highlighted
that the main impacts throughout the life cycle were
water consumption and green house gas emissions.
Jodie identified that the challenge for Eurosigns is for
“clearer communications along the supply chain leading
to more information sharing and more sustainable
procurement”. Eurosigns has taken on board the
feedback and during 2013 will be completing feasibility
studies for renewable energy and water recycling system
installation at the factory.
“I’m very grateful I was given this
opportunity which has helped with my
professional and personal development
and contributed towards me achieving
a distinction in my Masters, and being
put forward for star student recognition
on the course at the university.”
Above: Jodie Rudd with Kevan Rudd, Ringway Divisional Manager.
Picture courtesy of Matthew Booth
Jodie Rudd
46
1 2 3 4 5 6
Our Environment
Fleet innovations and efficiency
Trials
Total efficiency programme
During 2012 we trialled a smart vehicle device which
helps us to prevent fuel wastage. The device prevents
our drivers from over-revving and reduces harsh braking
and acceleration. We have successfully trialled the
device and are installing it on to all new vehicles in our
fleet. It does not prevent our drivers from being able to
safely accelerate when needed, which was a key concern
for them and our Plant and Fleet department. By using
the device we are also expecting to reduce wear and tear
to our vehicles, which will make us more efficient with
less repairs and time off the road.
Before purchase, each new vehicle or asset is reviewed
to determine if any efficiencies can be obtained. One
vehicle efficiency identified was in the reduction in gear
ratios. This provides additional power when the driver
requires, reduces gear changes, noise, engine wear and
provides longevity of the asset.
Innovations
We are highly aware of how much fuel and carbon we
can save by monitoring tyre pressures on a regular regime.
£25,000 fuel savings
Our Ringway Worcestershire division demonstrated this
during winter 2011/12 by completing regular tyre pressure
monitoring which saved an estimated £25,000 in fuel
savings and reduced their carbon footprint too.
In 2012 we rolled out a quick and simple way of
recognising acceptable tyre pressure ranges on
our vehicles, which now come with a traffic
light system alert on the tyre pressure caps. This simple
valve cap, which highlights green for good tyre pressure
and red for urgent attention, is easy to install and use.
An example of how this efficiency works in real life can
be seen in our new traffic management vehicles. Changing
from a traditional 7.5t, 4.5 litre engine to a 7.0t, 3.0 litre
engine has meant we have reduced our carbon footprint
and achieved lower noise levels. A significant reduction
of 6dB(A) has been achieved in the new vehicles, which
is a major factor in urbanized environments. Making
changes to the 7.0t vehicle design meant that we could
remove the requirement for an additional support
vehicle, stowing the road closure signs directly.
“We have also applied a similar methodology to our new
32t Multi-Axle Combination lifting unit. The units now
comprise a 32t chassis, a hook lift and logging crane
mounted directly behind the cab. The modifications
applied allow us to reduce the need for 5 other vehicles,
making a huge saving in fuel and costs.”
Richard Carson, Group Plant and Fleet Manager.
Electric
Hybrid
Duo-power
New fleet
Following the commencement in April 2012 of the
new contract to provide highway term maintenance
services to North Yorkshire County Council and its
highways network, Ringway has invested in a new fleet
of 110 vehicles to execute the contract successfully and
efficiently. The additional new vehicles will support the
client’s carbon reduction targets with more efficient
vehicles, fitted with the latest technology.
The new vehicles bring the total number in the Ringway
fleet up to 180, which will be deployed to carry out a
variety of highways and street improvement services in
North Yorkshire.
Targets for 2013
We will pilot six retrofit electric hybrid duo-power units on our Ford transit tippers around
the Group to see how they perform in ‘real-life’. This technology uses the rear differential
drive on the vehicle to provide power to a rechargeable battery cell, which in turn provides
a boost to the rear wheels when under load and reducing fuel consumption.
47
Our Environment
1 2 3 4 5 6
Working towards
a brighter future
3,000t C02
saved per year
Street Lighting
During 2012 we supported North Yorkshire County Council to
introduce an energy reduction scheme for their street lighting
operations, saving round 3,000t CO2 per year, which in monetary
terms is around £400,000 per year.
We will be supporting the saving programme through introducing part night
lighting, where around 60% of the street lights will be switched off in the early
hours of the morning, between midnight and 5am, when road use is at a minimum.
Dimming and Trimming
We will also support the council to dim their brighter lanterns, which will
reduce the level of light emitted when road use is at a minimum, and assist
trimming, which involves taking out lights where there will be no compromise
to road safety.
Reduction of street lights during the night time, also helps to support clear
night skies and reduce light pollution.
Eurosigns LED development - Innovating to meet challenges
During the Olympics preparations, Eurosigns innovated not only with the sign
designs, see page 29, but with lights too. Due to the temporary nature of
the signage, a solution needed to be implemented that allowed signs to be
illuminated where mains power was not available. Eurosigns had the solution
in the form of its industry leading solar paddle, which, when combined with
its LED lighting arm, proved to be a cost efficient and ideal solution to the
challenge. Four hundred solar paddles and LED lighting arms were delivered
into the Olympic route network.
48
1 2 3 4 5 6
Our Environment
Our Environment
Performance & targets
Trend Key
Increase
Target reached
Decrease
Cannot be coded
* Excluding Joint Ventures
Eurovia Group
Description
Total waste generated
Materials arising from all highways related
and core activities (tonnes)*
Waste landfilled
Waste sent to landfill for disposal (tonnes)*
Virgin materials used
Total material from virgin sources (tonnes)*
Recycled materials used
Total secondary material procured (tonnes)*
107,050
N/A
Waste diverted from Landfill
% of waste diverted from landfill
Water consumption N/A 4,057,533 4,274,763 19,599,092
Consumption across the group (litres)*
(Estimated for works)
To gain better results
from metered supplies
Scope 1 & 2 carbon footprint
Tonnes of carbon dioxide equivalent
33,035
36,751
25,324
28,357
greenhouse gas emissions (CO2e)* Reduce by 30% by 2020 from 2012
Emission intensity
Tonnes of CO2e per £million turnover*
99.3
124
86.86
98.5
Reduce by 30% by 2020 from 2012
Flight miles saved
by better use of Video/Tele Conference (miles)*
-
-
3,777
11,054
Continue to increase miles saved
Car miles saved
by better use of Video/Tele Conference (miles)*
-
-
29,110
50,389
Continue to increase miles saved
Environmental incidents Reported by employees,
0.066
0.091
0.054
0.114
normalised against £million turnover*
2009
2010
2011
768,178
757,574
814,898
676,728
N/A
58,263 47,573.7
29,358.6
N/A
759,354 1,527,565 1,344,508 1,160,017
N/A
69,962
90
137,326 91,165.21
92.3
94
2012
98,332
95.6
Trend
Target for 2013
Target met (95% diversion by 2012)
Reduce by 50% by 2013
(From 2008) to <0.053
Water - Estimated for works, As our reporting has improved for our offices and depots, we still have some way to go to confirming all accurate consumption. Improvements have been made to recording water
consumption from our works sites and standpipes, which have provided a large increase on previous years.
Scope 1 & 2 carbon footprint - An increase on 2011, so we have not achieved a 5% planned reduction. However, our processes for capturing our carbon emissions are improved and more reliable in 2012, we will be
using this result to benchmark our future activities (Previously 2008). Scope 1 = 26325.86 Scope 2 = 2031.17. Scope 1 - Direct GHG emissions from sources that are owned or controlled by the group. For example,
emissions from combustion in owned or controlled boilers, furnaces and vehicles. Scope 2 - Accounts for GHG emissions from purchased electricity by the group.
Emission Intensity - This is our normalised figure for our CO2 emissions, which shows we have produced more CO2t per £. Various factors have contributed to this, but we believe the main reason being fuller
reporting from all regions of our business over 2011’s results.
Environmental Incidents; A concerning increase in the number of incidents occurred in 2012, which may be attributed to the number of new contracts started whilst procedures and methods were new.
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2013 targets
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2013 targets
Our aims and commitments for the following year are to:
Obtain ISO 50001 ‘Energy Management’ standard
at our head office.
Invest in gully waste treatment processes to recycle water
content and reduce waste to landfill.
Increase the number of STEM Ambassadors within
the group, with at least one in each Ringway business
and larger Eurovia businesses.
Fit water meters on all un-metered sites to provide accurate
water consumption information.
Publish GRI content for sustainability and CR reporting
on website in 2013.
Report on energy saved through energy reduction methods.
Report on % or volume of water consumed from
recycled methods.
Complete supply chain performance reviews throughout 2013,
using our system eSource. Part of these reviews will consider
their environmental and social performance.
Engage with our stakeholders on Corporate Responsibility.
Engage with our supply chain on Corporate Responsibility.
Increase skills support to reduce engineering skills gap,
supporting school leavers to choose our industry.
Pilot six retrofit electric hybrid duo-power units on our
Ford transit tippers around the Group to see how they
perform in ‘real-life’.
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EUROVIA Group Limited
Albion House
Springfield Road
Horsham
West Sussex
RH12 2RW
www.eurovia.co.uk
Feedback to:
Siobhan Riordan, Group Sustainability and CR Advisor
e: Siobhan.Riordan@Eurovia.co.uk
All copyrights and trademarks acknowledged.
Additional text by Leonie Gombrich.
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