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Sustainability Strategy March 2017

Issue: 001 Date: 31/04/2016 Originator: Claire Parsons Approved: Malcolm Hazel

Sustainability Strategy

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Contents Executive Summary............................................................................................................................................................................................................................................................................................................... 5 1. Introduction ................................................................................................................................................................................................................................................................................................................ 6 2. What does “Sustainability” mean to JSM? ........................................................................................................................................................................................................................................................ 6 3. Business Drivers ......................................................................................................................................................................................................................................................................................................... 8

Legal / Compliance .......................................................................................................................................................................................................................................................................................................... 8 Economic / Financial ....................................................................................................................................................................................................................................................................................................... 8 Moral .................................................................................................................................................................................................................................................................................................................................... 8

4. SWOT Analysis ........................................................................................................................................................................................................................................................................................................... 9 5. Detailed Assessment of Opportunities (selected) ....................................................................................................................................................................................................................................... 10

Better analysis and presentation of key performance indicators. ................................................................................................................................................................................................................ 10 Company reputation .................................................................................................................................................................................................................................................................................................... 10 Improved risk management ................................................................................................................................................................................................................................................................................... 10 Improved employee satisfaction .......................................................................................................................................................................................................................................................................... 10

6. What are our 10 key Sustainability Objectives? ........................................................................................................................................................................................................................................... 11 Compliance .................................................................................................................................................................................................................................................................................................................... 11 Procurement .................................................................................................................................................................................................................................................................................................................. 11 People ............................................................................................................................................................................................................................................................................................................................... 11 Innovation ....................................................................................................................................................................................................................................................................................................................... 11 Cable removal ............................................................................................................................................................................................................................................................................................................... 11 Surplus spoil ................................................................................................................................................................................................................................................................................................................... 11 Recycling of cable waste ........................................................................................................................................................................................................................................................................................... 12 Company Ethos ............................................................................................................................................................................................................................................................................................................ 13 Community ..................................................................................................................................................................................................................................................................................................................... 13 Conservation .................................................................................................................................................................................................................................................................................................................. 13 Carbon Footprint .......................................................................................................................................................................................................................................................................................................... 13 Pollution ........................................................................................................................................................................................................................................................................................................................... 13 Waste ................................................................................................................................................................................................................................................................................................................................ 13

7. How will we instill a Culture of Sustainability? ............................................................................................................................................................................................................................................. 14 A Good Plan .................................................................................................................................................................................................................................................................................................................... 14 Board Driven .................................................................................................................................................................................................................................................................................................................. 14 Effective Communication ........................................................................................................................................................................................................................................................................................... 14 Training and Awareness ............................................................................................................................................................................................................................................................................................. 14

8. The Sustainable Foundations of JSM............................................................................................................................................................................................................................................................... 15 Employee Development and Retention .................................................................................................................................................................................................................................................................. 15 Business Development................................................................................................................................................................................................................................................................................................ 15 Simplify and Unify ........................................................................................................................................................................................................................................................................................................ 15 Risk Management ......................................................................................................................................................................................................................................................................................................... 15 KPI Reporting and review .......................................................................................................................................................................................................................................................................................... 15 Off-Setting Carbon Emissions .................................................................................................................................................................................................................................................................................. 15 Behavioural Safety ........................................................................................................................................................................................................................................................................................................ 16



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Sustainability Innovations .......................................................................................................................................................................................................................................................................................... 16 Cable removal.......................................................................................................................................................................................................................................................................................................... 16 Surplus spoil ............................................................................................................................................................................................................................................................................................................. 16 Recycling of cable waste ...................................................................................................................................................................................................................................................................................... 16

9. Overview of Sustainability ................................................................................................................................................................................................................................................................................... 17 The JSM Model of Sustainability .............................................................................................................................................................................................................................................................................. 17

10. Overview of the JSM Strategy for Sustainability – Internal Activities ............................................................................................................................................................................................ 18 11. Overview of the JSM Strategy for Sustainability – External Activities ........................................................................................................................................................................................... 19 12. Analysis of our Current Position and Key Actions................................................................................................................................................................................................................................ 20

Current Position ............................................................................................................................................................................................................................................................................................................ 20 Commitment to the future ........................................................................................................................................................................................................................................................................................ 20 Risks & Rewards ............................................................................................................................................................................................................................................................................................................ 20

13. Compliance ....................................................................................................................................................................................................................................................................................................... 21 Current Position ............................................................................................................................................................................................................................................................................................................ 21 Our Commitment to Future Action ...................................................................................................................................................................................................................................................................... 21 Risks and Rewards ........................................................................................................................................................................................................................................................................................................ 22

14. Procurement ..................................................................................................................................................................................................................................................................................................... 23 Current Position ............................................................................................................................................................................................................................................................................................................. 23 Our Commitment to Future Action ......................................................................................................................................................................................................................................................................... 23 Risks and Rewards ........................................................................................................................................................................................................................................................................................................ 24

15. People ................................................................................................................................................................................................................................................................................................................. 25 Current Position ............................................................................................................................................................................................................................................................................................................ 25 Our Commitment to Future Action ...................................................................................................................................................................................................................................................................... 26

16. Innovation .......................................................................................................................................................................................................................................................................................................... 27 Our Commitment to Future Action ...................................................................................................................................................................................................................................................................... 28 Risks and Rewards ........................................................................................................................................................................................................................................................................................................ 28

17. Company Ethos ................................................................................................................................................................................................................................................................................................ 29 Current Position ............................................................................................................................................................................................................................................................................................................ 29

Our Vision ................................................................................................................................................................................................................................................................................................................. 29 Our Values ................................................................................................................................................................................................................................................................................................................ 29 Risk Management Processes .............................................................................................................................................................................................................................................................................. 29 Our Commitment to Future Action ............................................................................................................................................................................................................................................................... 30 Risks and Rewards ................................................................................................................................................................................................................................................................................................. 30

18. Community ........................................................................................................................................................................................................................................................................................................ 31 Current Position ..................................................................................................................................................................................................................................................................................................... 31

Our Commitment to Future Action ...................................................................................................................................................................................................................................................................... 32 Risks and Rewards ........................................................................................................................................................................................................................................................................................................ 32

19. Conservation ..................................................................................................................................................................................................................................................................................................... 33 Current Position ............................................................................................................................................................................................................................................................................................................ 33 Our Commitment to Future Action ........................................................................................................................................................................................................................................................................ 33 Risks and Rewards ........................................................................................................................................................................................................................................................................................................ 34

20. Carbon Footprint ............................................................................................................................................................................................................................................................................................. 35 Our Commitment to Future Action ........................................................................................................................................................................................................................................................................ 35 Risks and Rewards ........................................................................................................................................................................................................................................................................................................ 35



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21. Pollution ............................................................................................................................................................................................................................................................................................................. 36 Current Position ............................................................................................................................................................................................................................................................................................................ 36 Our Commitment to Future Action ........................................................................................................................................................................................................................................................................ 36 Risks and Rewards ........................................................................................................................................................................................................................................................................................................ 37

22. Waste................................................................................................................................................................................................................................................................................................................... 38 Current Position ............................................................................................................................................................................................................................................................................................................ 38 Our Commitment to Future Action ........................................................................................................................................................................................................................................................................ 38

23. Reporting Opportunities / Requirements ............................................................................................................................................................................................................................................... 40 24. Summary ............................................................................................................................................................................................................................................................................................................ 40 Appendix 1: Sustainability Action Plan ....................................................................................................................................................................................................................................................................... 41 Appendix 2. Action Plan ..................................................................................................................................................................................................................................................................................................... 48 Appendix 3: Example Sustainable Development Maturity Matrix ....................................................................................................................................................................................................................... 52



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Executive Summary

Sustainability is a complex and evolving subject. The current definition is a balanced matrix of environmental, economic and ethical policies that deliver benefits both to the Company and Society at large. Moving forward from this formal interpretation, JSM Group have analysed what it actually means for us and have subsequently identified ten streams of activity that individually and collectively contribute to our sustainable development; five that protect and develop the business (compliance, procurement, people, innovation and ethos) and five where we can protect and enhance society (community, conservation, carbon emissions, pollution and waste management). The ten streams of sustainability are all encompassing but within the actions will develop over time. Several short and long term actions have already been identified which will be further evaluated and developed where necessary as we progress along our sustainability journey. It is envisaged that maturity matrices will be produced to help us recognise the status and the actions required to progress us to the next level. This document seeks to firstly explain what sustainability is; why we need to follow this strategy; and what are our sustainability objectives. On pages 18 and 19 there are charts which portray an overview of this strategy. This is followed by detail of the ten streams of activity and the supporting action plans are attached for completeness. For the year ahead, the top three priorities in developing this strategy are: 1) The development and implementation of a system based around the requirements of BS 8900:2006 – and BS ISO 10001: 2007 Quality Management 2) Achieving a 95% reuse / recycling rate across the Company; 3) To develop a robust carbon reporting mechanism that meets with the requirements of ISO 14064:2006 – Greenhouse Gases and to off-set our carbon emissions against the recognised

standard PAS2060. This sustainability strategy will be co-ordinated by the SHEQ Department but its aims and objectives extend much

further into other disciplines throughout the organisation including HR, Learning and Development, Business Development, Procurement and Operations. The aim of this strategy is to make sustainable development more of an intrinsic part of each and everyone’s daily routine. It will, therefore, form the basis of how the Company progresses both strategically and operationally. JSM are proud that we have formalised our commitment to sustainable development and are looking forward to progressing on the journey that will ensure the Company develops sustainably and not to the detriment of future generations.



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1. Introduction There is a growing realisation that the demands we are putting onto the Earth are unsustainable. We are living, quite simply, beyond our means. Because of this increased awareness, the concept of ‘Sustainable Development’ is now seen as a more sophisticated method of taking an organisation forward; a balanced development of the business that considers the environment, economics and social interaction but does not let any one aspect take control. The most popular definition of Sustainable Development can be taken from the Brundtland Commission who first defined the concept back in 1987: -

“Humanity can make development sustainable – to ensure that it meets the needs of the present without compromising the ability of future generations to meet their own needs.”

The desire to make our business sustainable has now become much more of a commercial decision than just a moral one. Our clients are demanding to see what action we are taking and most importantly we need to demonstrate how being a sustainable orientated organisation will make us a more sophisticated, environmentally aware and financially astute competitor. This document has been compiled to identify what JSM are already doing, what further needs to be done and what data needs to be compiled to reaffirm our desire to become more ‘sustainable’.

2. What does “Sustainability” mean to JSM? The definition of sustainability has grown from simply preserving the environment, to a model of corporate responsibility that measures the Company’s impact on the local and global community and sets strategies to lessen this effect, in the process, building up a model of corporate good behaviour. A ‘Sustainability Policy’ is of no value if it does not balance the socio-ecological activities with the realism of affordability and economic sustainability. The best current illustration is based on three spheres of performance, each enhancing the “triple bottom line” of: (See Diagram 1 overleaf)

Environmental Protection Social Responsibility Economic Performance



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The terms Sustainability and Corporate Responsibility are interchangeable. The JSM Sustainability Strategy thus covers aspects of the Company outside the remit of the SHEQ Department and will necessarily involve Finance, Procurement, HR, Marketing, Operations, plus all the key functions of the company. It is truly a global strategy for our global community.

Diagram 1. What is Sustainability? Achieving the right balance – a commitment for a sustainable business creating positive economic, soc ia l and environmental value: Economic performance

• Economic performance To maximize the value of the business • Environmental performance egg global warming and climate change, waste management • Social Responsibility towards customers, employees and the community

Environmental performance Social Responsibility



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3. Business Drivers Business drivers can be defined under the following headings:

Legal / Compliance Although there is no current formal legislation in place to force business to become more sustainable,

there are several voluntary codes in place such as: ISO 14001:2015 – Environmental Management Systems BS 8900:2006 – Guidance for Managing Sustainable Development ISO 50001 and EN16001– Energy Management Systems ISO 14065 – Greenhouse Gases BS ISO 10001 - Quality Management and Customer Satisfaction

Economic / Financial It has been widely reported that there is a strong link between sustainability and business success. From a financial

perspective, savings made in energy and fuel will impact on the bottom line, particularly with rising costs. Clients are increasingly demanding information on how we are managing sustainable development. To have a system that meets with a recognised standard will help demonstrate this more effectively.

Moral

Probably one of the strongest drivers, the main aim of sustainable development is to help ensure the business has a future that minimizes any negative impact upon the ability of the coming generations ability meet their own needs.



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4. SWOT Analysis Reviewing strengths, weaknesses, opportunities and threats of sustainability.

Strengths

Improved environmental performance = effective financial performance Effective existing Integrated Management System that can be added to meet with the requirements of ISO 14001, 18001, 9001, NERS, Achilles Linkup, BS 8900, ISO 50001 and ISO 14064. Genuine level of Director and Senior Management support. Yearly Carbon Emission and Environmental reporting.

Opportunities We will be better than our immediate competitors. Improved opportunity for tender, meeting and surpassing client expectations+ Better analysis and presentation of key performance indicators Company reputation Improved risk management Improved employee satisfaction Client desire to see a more innovative JSM with Sustainability being key (see below). Procedures are currently under review, allowing sustainability objectives to be incorporated within.

Weaknesses Do we have enough resources in house? Do we have the resources to carry out the training and awareness required to ensure effective implementation? The implementation of policy into practice throughout the organisation is historically a weak area. Operational understanding of the subject. Ignorance of sustainability in supply chain.

Threats Is there a risk that JSM will lose impetus as time progresses? Are there too many environmental messages already? Increased pressures from financial climate Failure to meet with Clients growing requirements in this area. Are our competitors ahead of us in this strategy? Compromise between sustainable solutions and lowest cost solutions.



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5. Detailed Assessment of Opportunities (selected)

Better analysis and presentation of key performance indicators. JSM generate a large amount of information in the form of statistical data, graphs and interpretative text. The aim

of this sustainability strategy will be to continue to streamline the production of such KPI’s into meaningful data which could be used in the production of a company sustainability report and drive business improvements in a more holistic way.

Company reputation An enhanced social, economic and environmental performance record undoubtedly improves client’s perception

of how we as a company operate. The distinct movement away from simple financial reporting clearly identifies JSM as a forward-thinking organization, concerned with our long-term future and will position us alongside, and in some cases, ahead of our competitors. Adoption of ethical policies in procurement and recruitment ally with practices of our key customers and engender loyalty and service from employees and our supply chain.

Improved risk management The strategic implementation of sustainable development is deemed a sign of good quality, innovative

management by our external stakeholders upon whom we rely to maintain our short term and long term commercial stability.

Improved employee satisfaction Three in five people want to work for a company whose values align with their own. Those organisations who are

involved with Community Action Programmes experience improved employee motivation and retention levels. Through a rounded sustainability strategy, we can demonstrate and drive engagement with the community at local levels.



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6. What are our 10 key Sustainability Objectives?

Compliance "To be recognised as an organisation that is operating in a legal, effective, economic, environmentally and socially

responsible manner, compliant with the recognised standards of sustainable development and key stakeholder requirements."

Procurement "An organisation with a well-developed supply-chain, fully integrated into the ethos of JSM, extending our core

values into their dealings with our business." People "An organisation that looks after the lives of the people it engages, that recognises the talent in everyone and seeks

to develop their skills for the benefit of all. An organisation where the employees and stakeholders embrace the Company's values and work together to ensure the principles of sustainability are upheld at all times."

Innovation "We will identify methods to improve the efficiency of our operations by increasing the use of sustainable

techniques and be at the forefront of business and industrial thinking.” At JSM we have implemented various initiatives and innovations in helping to reduce our own and us

client’s carbon emissions and waste streams. Cable removal

JSM’s no dig buried cable removal system has been developed and successfully trialled on NG EHV cables. This innovative method eliminates the need to open cut the ground and eliminates the obvious disruptions, noise, pollution, muck away and backfill road trips, etc.

Surplus spoil All site excavated surplus spoil is taken back to JSM’s depots where we recycle it through screeners and then use it

as an acceptable back fill material, which has been accepted by many our clients and local councils. The JSM Group has identified several high-level objectives to enable us to meet the aims of the EMS.



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Recycling of cable waste JSM have explored the markets and developed partnerships with various waste to energy streams where the cable oil papers are recycled to recover the high calorific energy back into the electric grid rather than going to landfill. The PVC outer sheath is processed and reused in traffic cone bases and fencing supports along with a percentage being used as equestrian footing in training rings. JSM have implemented sustainable scrap metal recycling. JSM are also in the advanced development stages of cable oil recycling for reuse back into the grid cables, where this is not possible it is collected by Slicker Recycling who can reuse the redundant cable oil within heating systems.



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Company Ethos "An organisation that is a positive force in the community; whose projects will bring long-term benefits, and in the

short term ensures its presence is of minimal impact and inconvenience. An organisation that recognises its social responsibility beyond its immediate contacts and that directs its influence and prosperity towards improving the well-being of others."

Along with:

Minimising energy use by using energy efficiently. Minimising waste going to landfill by reduction, re-use and recycling methods. Minimising waste through clever considerate design policies, sustainable choice of materials and material location strategy. Maximising recycling and aspire to re-use or recycle 95% of waste. Reduce carbon and other polluting emissions by increasing efficiency of business travel. Increase the use of sustainable sourced products by ensuring that environmental responsibility is a factor in our purchasing decisions

Community "An organisation that is sensitive to the needs of all its clients and is committed to the sustainability of both its business and the external community. An organisation that can demonstrate continuing prosperity through effective management of people, risk and change, whilst ensuring it has a positive impact on the local and global environment."

Conservation "An organisation that, wherever practicable, sources its energy and consumables from sustainable supplies to

extend the availability of such natural resources for the benefit of future generations."

Carbon Footprint "An organisation that recognises climate changes as possibly the biggest threat to the prosperity of our community at large and, as such, effectively manages its carbon emissions to sustainable levels"

Pollution "An organisation that is committed to the prevention of pollution in all its activities" Waste "An organisation that effectively manages its waste production and re-uses or re-cycles at every opportunity and

has a 95% recycling achievement rate."



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7. How will we instil a Culture of Sustainability? A Good Plan

A realistic strategy developed into project p l a n s with c lear objectives a n d key milestones, allocated to individuals throughout the business who have the time and resources to achieve these and recognize that these are part of ‘the day job’ and not in addition to it. The strategy then becomes embedded within normal operating procedures.

Board Driven

Given the internal implications and external focus that this strategy would p rese nt it can only realistically succeed if it is publicly supported and monitored by senior members of the Board able to drive the internal improvements required and develop the customer facing message.

Effective Communication

Ensuring a continuous communication approach and targeting all employees, but operational management, demonstrating the need and the benefits of such a strategy. These communications should be targeted to key groups of our clients and presented in a way whereby the benefits are to the party being engaged.

Training and Awareness

All our training and awareness sessions will be reviewed to include re fe renc e to our sustainability goals (e.g. induction, tool box talks, employee rep meetings, appraisals etc.). This will raise awareness and understanding and enhance the likelihood of successful implementation. Sustainability Champions The Company’s Sustainability Champions. These champions will support the strategy in their Business Units or in their visits to operational sites and depots. Other local champions may be identified that will contribute and will be recognized in supporting the strategy.

Monitoring and Measurement Use our existing and new KPI’s to identify changes needed to policies, procedures or behaviours to meet the strategy and measure the effectiveness of these through regular management review. These KPI’s will feed into the ongoing communication enabling us to demonstrate to our stakeholders the positive improvement we have achieved.



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8. The Sustainable Foundations of JSM

Employee Development and Retention

Improved employee satisfaction. Development of employees’ awareness of how sustainability affects them both in the workplace and at home. Develop community interaction as part of our works. Recruitment incentive. Business Development

We can demonstrate to our clients that we are leading in corporate responsibility. We have a public statement of our activities which can be used for further business development. Good baseline data for marketing and public relation activity. Seen to be supporting sustainable initiatives such as renewable energy and brownfield redevelopment. Secure the future of the business for future generations. Simplify and Unify

Minimising ‘initiative overload’ by streamlining social and environmental objectives into one heading that can be reported on holistically. Integrating sustainable development within our other strategies. Simplifying a complex process into identifiable action areas. Developing a simple understanding and model of sustainability for the business. Risk Management

Strategic approach to generating opportunities to tender for contracts with an increasingly more stringent entry requirement in this area. Managing the risk of being unable to tender for certain contracts. Compliance with HR, Safety, Health & Environmental legislation both now and in the future. KPI Reporting and review

Ensure that the data which is entered to the KPI data base is accurate and meaningful. Only report KPIs which are relevant to the business. Regularly review the information from the KPIs and from that implement measures to improve on where gaps have been identified. KPIs should not be based on purely SHEQ data but on all aspects of the business. Off-Setting Carbon Emissions

Collect data at the end of every year which identifies our Carbon Footprint and work towards Carbon Offsetting. The board to set an achievable target to start off-setting its Carbon Emissions. Ensure that the Carbon Emissions data is relevant to what the business does?



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Behavioural Safety

Behavioural safety programme implemented and monitored. Get the buy-in and change the perception of behavioural safety at every level off the business. Sustainability Innovations

At JSM we have implemented various initiatives and innovations in helping to reduce our own and our client’s carbon emissions and waste streams. Cable removal

JSM’s no dig buried cable removal system has been developed and successfully trialled on major DNOs. This innovative method eliminates the need to open cut the ground and eliminates the obvious disruptions, noise, pollution, muck away and backfill road trips. This process also takes into consideration easement and wayleave payments made to landowners by cable asset owners by reducing ‘full length open trench’ cable removal across land.

Surplus spoil Most site excavated surplus spoil is taken back to JSM’s depots where we recycle it through screeners and then use it as an acceptable back fill material, which has been accepted by a majority off our clients and local councils. The JSM Group has identified many of high level objectives to enable us to meet the aims of the EMS.

Recycling of cable waste JSM have explored the markets and developed partnerships with various waste to energy streams where the cable oil papers are recycled to recover the high calorific energy back into the electric grid rather than going to landfill.

The PVC outer sheath is processed and reused in traffic cone bases and fencing supports along with a percentage being used as equestrian footing in training rings. JSM have implemented sustainable scrap metal recycling. JSM are also in the advanced development stages of cable oil recycling for reuse back into oil filled cables. Any redundant cable oil that cannot be reused within the cable is collected by Slicker Recycling who are able to reuse the oil within heating systems.



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9. Overview of Sustainability

The next two charts depict how we have broken down this complex subject. < Internal Activity >< External Influencing > The JSM Model of Sustainability

The over-arching subject of sustainability is supported by the three strategic inf luences o f Environmental, Ethical and Economic performance. To deliver this triple-faceted output w e have arranged o u r actions into 10 functional streams of sustainable activity;

1. Compliance with regulation and standards 2. Sustainable Procurement 3. People Development 4. Improvement and Innovation 5. Company Ethos and Culture 6. Community Impact 7. Resource Conservation 8. Carbon Management 9. Pollution Prevention 10. Waste Reduction The first five of these factors look inwardly at the sustainability of the business and the remaining five look at how

our business decisions can have an effect, on the local and global community.



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10. Overview of the JSM Strategy for Sustainability – Internal Activities

CATEGORY OBJECTIVE CURRENT POSITION FUTURE ACTIONS BENEFITS

Inte

rnal A

ctivitie

s

Compliance

"To be recognized as a company that is operating in a legal, effective, economic, environmentally and socially responsible manner, compliant with the recognized standards of sustainable development and its client’s requirements."

ISO 9001/14001/18001 systems Anti-discrimination and Grievance Policies SHEQ assessment of Sub-Contractors Safety, Quality, Environmental and Training & Induction, Corporate and Social Responsibility

Revise the current IMS and Intranet structure Develop ongoing maintenance arrangements for us Sustainability Strategy

Protection / mitigation against prosecution Increased efficiency of internal systems Visible external recognition Effective employees

Procurement

" An organisation with a well-developed supply-chain, fully integrated into the ethos of JSM, extending our core values into their dealings with our business "

Assessment System Preferred Supplier status Ethical procurement statements

Strategic Plan for Procurement Supplier Sustainable and Ethical Procurement Policy Developing process for instigating dialogue with Suppliers Improve upon the Supplier Assessment and Preferred Suppliers Process.

Enhanced brand image and reputation Differentiation of us from our Competitors, can help avoid negative publicity

People

"An organisation that looks after the lives of the people it engages, that recognises the talent in everyone and seeks to develop their skills for the benefit of all. An organisation where the employees embrace the Company's values and work together to ensure the principles of sustainability are upheld at all times"

Exit interview Competency and Resource Planning Appraisals Company News Letter Director's Safety Tours/ Annual safety seminar. Occupational Health Policy, Assistance and Annual medicals

Appraisal system to be used more productively and interviews are more meaningful

Get more a diversity of people within the company to attend the behavioural workshop

Workforce Effectiveness and Empowerment Improved staff retention Employer of choice Continuing H&S improvement Development of in-house skills

Innovation

"We will identify methods to improve the efficiency of our operations by increasing the use of sustainable

techniques and be at the forefront of business and industrial thinking"

Business Improvement Groups Best-Practice sharing

Patented electrical cable extraction equipment Recycle and re-use all excavated spoil

Reputation Efficient Operation Adding Value

Company Ethos

"An organisation that is a positive force in the community; whose projects will bring long-term benefits, and in the short term ensures its presence is of minimal impact and inconvenience. An organisation that recognises its social responsibility beyond its immediate contacts, directing influence and prosperity towards improving well-being."

Company's Values Statement Brand and Image Strategy Risk management processes Ethos management policy

Sustainability publicity Sustainable commitment statement Revise risk management process & controls Continual development of our Integrated Management System (IMS) which identifies our key Aspects and impacts

Employees feel a connection with the ethos of JSM Risk Management Company profile



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11. Overview of the JSM Strategy for Sustainability – External Activities

CATEGORY OBJECTIVE CURRENT POSITION FUTURE ACTIONS BENEFITS

Ext

ernal I

nfluenc

ing

Community

"An organisation that is sensitive to the needs of all its clients and is committed to the sustainability of both its business and the external community. An organisation that can demonstrate continuing prosperity through effective management of people, risk and change, whilst ensuring it has a positive impact on the local and global environment."

Customer Perception Surveys Considerate Contractors Scheme Bridge to Employment Criminal Offenders Scheme Considerate Contractor Awards

Joined-up Sustainability Policy and Strategy Charitable awards based upon sustainable KPIs

Positive publicity Employee Engagement Succession Planning Possible tax advantages

Conservation

"An organisation that, wherever practicable, sources its energy and consumables from sustainable supplies so as to extend the availability of such natural resources for the benefit of future generations"

Annual Environmental and Carbon Emissions report Energy Savings Implementation Fuel procurement strategy Recycling points in offices

Responsible Sourcing Policy ISO 16001 compliant Energy Management System

Environmentally positive image Overhead reduction

Carbon Footprint

"An organisation that recognises climate change as possibly the biggest threat to the prosperity of our community at large and, as such, effectively manages its carbon emissions to sustainable levels"

Energy, travel and waste initiatives Monthly Carbon Footprint data collection Fuel and CO2 monitoring

ISO 14064 Compliant systems Carbon off-set against PAS2060 Registration and compliance with Carbon Reduction Commitment. CEMARS Accreditation.

Reduced cost Carbon Reduction Commitment is cost neutral or better Positive aspect to PR

Pollution

" An organisation that is committed to the prevention of pollution in all its activities "

Provision of spill kits / Incident Investigations Housekeeping training and policing Noise Assessments Compliant Policies and enforcement

Maintain policy and compliance Promote near miss reporting arrangements

Legally complaint Reduction in complaints / claims Reduced remediation costs / fines

Waste "An organisation that effectively manages its waste production re-uses or re-cycles at every opportunity with a continued objective of ensuring that we continue with ensuring minimal-waste-to- landfill.

Waste KPI’s Recycling/Re-Use targets Compliant Policies and enforcement

WRAP / other organisations involvement Recycling stations in offices Waste policy for sites Recycling units in strategic depots

Funding opportunities Reduced waste disposal costs Possible income stream Legal Compliance



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12. Analysis of our Current Position and Key Actions The following pages give a detailed analysis of the ten strands of sustainability in three key areas: -

Current Position Where are we, now, as a company? What strategies are already in place that contribute to the sustainability

of the organisation? How mature is the Company?

Commitment to the future What is the long-term objective for the business? What are the short-term and long-term actions proposed? At

present these are not prioritized; we will need to build our “Maturity Model” (see example attached) to determine where we are on our journey, and what are the logical immediate actions and next steps.

Risks & Rewards

Perhaps the most critical aspect, this identifies the gains for JSM as we proceed, but also the implication of not doing so.

Action Plans The overall sustainability and BS8900 are attached as Appendices 1 and 2.



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13. Compliance

Objective: - “To be recognised as an organisation that is operating in a legal, effective, economic, environmentally and socially responsible manner, compliant with the recognised standards of sustainable development and key stakeholder requirements."

Current Position ISO9001/14001/18001 – JSM has a robust Integrated Management System that complies fully with ISO 9001, ISO 14001 and OHSAS 18001. Anti-discrimination and Grievance Policies – JSM has well developed and widely understood policies in these two key areas of equality. Construction Industry Standard (CIS)– SHEQ approval of sub-contractors through CIS. Safety, Environmental and Training policies – JSM has well developed policies that have been put into practice when it comes to safety issues and related training, including the Safety Passport, recognised and accredited by National Electricity Registration Scheme (NERS), along with our continual Environmental Awareness. Systems implementation and checking – Our management systems are regularly audited internally and externally to ensure compliance with all safety, quality, environmental and governance obligations. Our Commitment to Future Action Revised IMS & Intranet structure – The SHEQ Director and his team, undertook a complete overhaul of the IMS and the Intranet delivery medium during the 1st quarter of 2017. Develop ongoing maintenance arrangements for sustainability strategy - The SHEQ team will establish a framework to ensure that this strategy and supporting action plan are carried through, revised as necessary and developed further as we progress with a view to ensuring that our strategy drives the business forward.



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Risks and Rewards

Protection / mitigation against prosecution – through the continuous review of our policies, procedures and internal requirements, we can offer a robust defence in the event of any enforcement action, if we can show we have complied with these. As the industry moves forward, what may be considered ‘reasonably practicable’ in the eyes of the law also moves, should we fail to reflect this in our own systems, any defence that we acted in a reasonably practicable manner becomes less and less meaningful.

Increased efficiency of internal systems – Our management systems, although comprehensive, have been written from a standards perspective. By focusing on not just compliance, but also process efficiency (including measures where appropriate) during the IMS review we will be able to identify areas where we can speed up activities, reduce interfaces and remove transactions.

Visible external recognition – Through the continual maintenance of our existing registrations, and the adoption of further registrations and certifications of our management systems, we will be able to demonstrate to clients and industry our commitment to being industry leaders. Were we to just be satisfied with the current accreditations, we would soon find ourselves behind our industry competitors?

Effective employees – By providing a structured approach to training our employees and providing them with efficient processes, our employees will be more effective in delivering the work and more capable when it comes to dealing with the unexpected.

Cost Saving – not only protecting the Company from the costs of prosecution, but by adopting a safe and compliant ‘right-first-time’ we will reduce downtime and subsequent operational and administrational costs.



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14. Procurement

Objective: - "An organisation with a well-developed supply-chain fully integrated into the ethos of JSM, extending our core values into their dealings with our business."

Current Position Supplier Assessment system – All suppliers are assessed before they are used by JSM. In some

cases, this requires a full physical audit of systems and process, in others a simple check of history or reputation is required. In considering what level of assessment is required, the buyer categorises the supply item using a risk based approach.

Supply Chain Initiatives – Our sub-contractor assessment process ensures that a Subcontractors ability to perform to our SHEQ standards are verified, along with CIS registrations submitted, before orders can be placed with that subcontractor.

Preferred Supplier status – There are currently 70 organisations that form part of the Preferred Supplier List. To obtain preferred status, organisations are required to go through a rigorous tender process which reviews financial and environmental performance amongst other criteria.

Our Commitment to Future Action Strategic plan for Procurement – Set out our Business Plan for Procurement, including a

commitment to formalise sustainable procurement. The Business Plan for procurement will be formalised and agreed by the board by the final quarter of 2017.

Sustainable & Ethical Procurement Policy – By the end of the fourth quarter in 2017, the Procurement Manager will be responsible for the production and full implementation of a Sustainable and Ethical Procurement Policy.

Developing a process for instigating dialogue with Suppliers – Moving on from the Policy, the Procurement Manager, from the third quarter in 2018, will set a procedure in place for communicating with both existing and potential suppliers on reducing the environmental and ethical impact of the products we purchase.

Improve upon the Supplier Assessment and Preferred Supplier Processes – A draft review of both processes will be completed by the Procurement Manager by the end of the 3rd quarter of 2017. This will further develop the content of the assessments and t h e way that they are managed.



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Risks and Rewards Enhance Brand Image and Reputation - Managing our reputational risks gives JSM the

opportunity to demonstrate good business practice. Actively communicating a good message about how we source key products identifies us as forward thinking and environmentally aware.

Differentiating us from our Competitors – Currently only large scale organisations communicate their sustainable procurement policies and procedures. As we continue to develop and implement our sustainability policy this will undoubtedly assist during the tender stage for existing and new Clients.

Can avoid negative publicity – Ensuring the procurement of materials and services from ethically sound or sustainable sources helps prevent against any bad publicity relating to potentially unknown or contentious products for JSM or our Clients. Indeed, the purchasing of products from responsible sources is essential when conducting business with blue-chip customers.



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15. People

Objective: -

"An organisation that looks after the lives of the people it engages, that recognises the talent in everyone and seeks to develop their skills for the benefit of all. An organisation where the employees and stakeholders embrace the Company's values and work together to ensure the principles of sustainability is upheld at all times."

Current Position Recruitment Strategy - Our recruitment policy and procedure is designed to ensure that we have a

consistent, fair, and cost effective approach to the way that we recruit and select candidates for JSM. This enables selection of the best person for the job, provides a structured approach to the recruitment process, ensures consistency is achieved across the Group and compliance with our own Diversity Policy, and with recruitment legislation. Working in this way we aim to make JSM an employer of choice. The HR Director aims to support managers during all stages of the recruitment process, from job conception to offer and welcoming joiners to the Company.

Stop-Think-Act – We have developed, and continue to implement, a programme to challenge, change and continually improve Directors, Managers, Supervisors and Employees behaviour and attitudes through a value’s and process based cultural change approach. We started to roll out our current Behavioural Safety programme in December 2012 and it is a continual process and one which will continue to develop.

Workforce committees and surveys JSM undertakes safety audits of its workforce on a regular basis, the most recent examining the behavioural safety aspects of our workforce. We also operate several forums within which we seek the views of our employees in a range of areas.

Appraisals / CPD – Identified and closed all training needs analysis gaps. Safety Leadership / Safety Seminar – Each Director is required to undertake many recorded Safety

Tours of their operations each month and deal with issues arising. This provides a visible commitment to site safety and ensures that we don’t ‘lose touch’ with operational aspects. JSM also runs a Safety Seminar each year, where all sites are closed for half a day as to focus on key HSE issues and enables employees to provide their views.

Occupational Health Policy & Assistance – JSM employees two Occupational Health companies for medicals and referrals (Building Health and Express Medicals) who travel to depots across the country undertaking health surveillance and providing drop-in support to employees and managers, enabling us to take proactive steps to ensure the wellbeing of our employees. Drug & Alcohol Testing – We have trained all the SHEQ team to undertake on the Spot drugs and alcohol testing, for cause post-accident. We have provided them with government approved “Alco Meters” and Drug Testing kits.



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Our Commitment to Future Action Extend Behavioural Safety training to site workers – We have started to extend our

behavioural safety training to the wider workforce and our contractors. Independent Occupational Health Advisor - During the latter half of 2017 the SHEQ Team,

with independent OH Advisor, will develop a strategy to deliver OH Prevention, Intervention & Education (PIE) to our strategic workforce partners from 2017 onwards on the back of existing site visits.

Include understanding of sustainability within future appraisals and training schemes – During the latter half of 2017, the HR Director will update the guidance on the appraisal process to enable opening discussions in this area so that managers and employers can agree future objectives that acknowledge the need for sustainability. In addition to this by the end of 2017 will revise all non-technical internal training courses to include an understanding of sustainability and ensure that all externally procured courses also adequately cover this issue.

Risks and Rewards Workforce Effectiveness – Through developing our people and providing a framework for their

personal wellbeing and professional development, we will be able to expand our workforce competency and efficiency to a level beyond that of our competitors and generate a differential that our clients will recognise through our performance.

Employee Retention – The provision of a structured approach to advancement within the JSM will enable our employees, at all levels, to understand the competencies required and therefore their options when considering their future. Just leaving people to ‘get on with it’ not only would have the opposite effect, but may also see talented individuals leave to our competitors believing this is the only way to develop.

Employer of choice – As well as publishing details of our approach to employee and sustainability development, our employees, through their daily interaction and discussions, will be recognised by their peers as working for a supportive organisation. This will lead to JSM being the employer of choice by those within the industry or seeking to join.

Continuing Health Safety and Welfare improvements – By addressing the behavioural aspects of safety and extending our OH provision to our key contractors,



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16. Innovation

Objective:-

"We will identify methods to improve the efficiency of our operations by increasing the use of sustainable techniques and be at the forefront of business and industrial thinking." Current Position

“To grow by developing innovative support services….” - this is the key tenant of the JSM Vision around which we have built the JSM Values.

Business Improvement in key areas – JSM board are looking at our key business areas to see how we can improve our business further along with working alongside our clients various working initiatives that will enhance and better current standards.

CEEQUAL Scheme- The scheme provides a rigorous and comprehensive sustainability rating system for the project and contract teams, celebrating the commitment- and demonstration – of civil engineering industry to achieving high environmental, economic and social performance. It can also influence significantly the development of projects and contracts by consideration and decisions on the issues behind the questions as the project progresses. CEEQUAL rewards project and contract teams in which clients, designers, and contractors go beyond the legal environmental and social aspects to achieve distinctive environmental and social performance in their work. JSM is looking at adopting the principles of CEEQUAL. CEEQUAL is the assessment and awards scheme for improving sustainability in civil engineering and public realm projects.

Cable Extraction - JSM are presenting the enclosed business case for non-intrusive cable extraction (NICE) which is offered as an alternative to traditional underground cable removal methods.

JSM have undertaken research and subsequent trials to establish the method and tools to facilitate non-intrusive underground cable extraction works effectively. Studies have been carried out to investigate the associated cost savings, reduced environmental impact, and the viability of value return of recovered commodities.

Innovations Newsletter – The JSM Press Officer provides an update on innovations in the newsletter which is distributed quarterly.



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Our Commitment to Future Action Best Working Practice – To develop best practice within JSM, the company will establish a regular

review its current working practices at board level and will look at initiatives which will help improve performance and relations with our current and future clients. These initiatives will SMART (Safe, Meaningful, Approved, Relevant, Time Related).

Presentation to the Board – Building upon the development of the best practice exchange, those initiatives that have a sound business case will be presented to the board where a detailed, critical examination will be undertaken of each Best Working Practice Initiatives. This will ensure that any assumptions are challenged and the proposed benefits realistic in terms of delivery.

Risks and Rewards Reputation – the implementation of these actions will see JSM move to the forefront of innovation within

our industry sector, building a reputation for an efficient forward thinking approach, providing what will be a crucial ‘value added’ aspect in an increasingly competitive market. Failure to do so will have no immediate visible impact upon either reputation nor ability to win business, but longer term risks JSM being regarded as business stuck in the past which would undermine the company benefits.

Efficient Operation – the underlying benefit of implementing innovative solutions is ultimately a more efficient way of doing business with a reduction in operation costs. This will allow us to either benefit from increased margins, or should the need arise, reduce margin but still retain the ability to win business when cost is a significant factor. The risk is that often innovative solutions require an element of investment that, if not carefully controlled, may result not only in increased costs, but an undermining of the whole approach to innovation within JSM.



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17. Company Ethos

Objective: -

"An organisation that is sensitive to the needs of all its clients and is committed to the sustainability of both its business and the external community. An organisation that can demonstrate continuing prosperity through effective management of people, risk and change, whilst ensuring it has a positive impact on the local and global environment."

Current Position JSM was started in the 1998 by its founders Stuart Wiltshire, John Scanlon and Mark Scanlon.

JSM has matured to become a professionally run company with JSM founders working alongside other d i r e c t o r s a n d high-quality managers, overseeing growth in turnover and scope to be a major and respected player in the utilities infrastructure industry.

Our Vision – The Board of JSM has developed an overriding vision, aligning its corporate values into four strategic priorities, to assist guiding the Business forward over the coming years.

Our Vision

‘To develop ongoing initiatives which will help and support and improve the service that we provide to our customers within the utilities sectors’.

Our Values

We put safety first We listen to our customers We get it right first time We keep it simple We realise the potential of our people Risk Management Processes

Running modern businesses with tight margins in an ever-changing environment is reliant on effective management of risk. Robust Risk Management Processes have been carried out an all JSM key business and operational activities and quantified all significant risks to the Company which have been prioritised; risk control systems are implemented to mitigate their likelihood and impact.



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Our Commitment to Future Action

Corporate Responsibility and Sustainability publicity – The Press Officer will include a publicity campaign to support the formal introduction and external publication of this Sustainability Strategy within the JSM newsletter and drive the production of an annual update on the previous 12-month progress.

Sustainability commitment statement – Our current statement reflecting our commitment to the issues surrounding sustainability will be revised to reflect our growing understanding and focus in this critical area.

Environmental Awareness and Commitment – JSM will pursue this to reflect that we truly wish to become an environmental conscientious organisation through genuine commitment from the

Board to implement the various initiatives already underway internally. Revise Risk Management Process & controls – In recognition that a forward thinking, progressive

company does not just continue without improving, the SHEQ team will revise the existing Risk Management process to be more forward thinking in terms of the approach to risk, the mitigations in place and the areas of risk examined by the third quarter of 2017.

Risks and Rewards

Employees connect with the ethos of JSM – We must continue to instil a pride and belief in our employees that they work for what is a genuinely sustainable organisation and ensure that unless they understand the reasons behind this, it is unlikely that they will deliver the commitment we need at an operational level. However, if we can harness the desire of our employees to take pride in the reputation of JSM in this respect, we shall be able to deliver a level of performance not previously experienced.

Risk management process – If we can correctly identify risks to the business, not just from non- compliance, but from taking the principles further into understanding the intricacies of both the industry and the fluctuating economy, we will be able to adopt our priorities to deal with these changes. Naturally, failure to do so will leave us ill equipped to respond to these changes and ultimately unable to sustain our operation.



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18. Community

Objective: -

"An organisation that is a positive force in the community; whose projects will bring long-term benefits, and in the short term ensures its presence is of minimal impact and inconvenience. An organisation that recognises its social responsibility beyond its immediate contacts and that directs its influence and prosperity towards improving the well-being of others."

Current Position Customer perception surveys – Undertaken to measure the perception of JSM amongst our

customers of our performance against set criteria, including comparisons with our competitors. City of London Considerate Contractors Award – We are members of the scheme and apply

the guidelines surrounding traffic, deliveries, site security, employee behaviour etc to all our applicable sites and have won numerous awards over the years, not just from the City of London, but also from Considerate Contractor Awards. This year we won gold and most outstanding contractor award from the City of London in 2015 and 2016.

Considerate Constructors Award – Received in 2011, 2012, 2015, 2016 & 2017 through audits checking for site appearance, community engagement, environmental awareness, safety compliance and workforce.

British Safety Council – Received in 2011, 2012, 2013, 2014 & 2015. RoSPA Royal Society for Prevention of Accidents Gold Award - Received in 2016 and 2017 for

outstanding achievements and contributions in occupational health and safety. Youth and community projects – JSM regularly supports and sponsors a variety of youth and

community projects, either through direct funding support or participation in supporting activities.

Criminal offenders – JSM has made an ‘Outstanding Contribution’ to the employment of Criminal Offenders, by employing them to give them a chance to get back on their feet, with a view that they hopefully will stay with the company and not re-offend.

Nominated Local Charity – As part of our “Near Miss” reporting strategy, we now donate £1 for every “Near Miss” reported. Not only has this raised money for such a worthwhile cause, but it has also increased the amount of “Near Misses” being reported?

Nominated Local Charity – JSM make an annual donation to a Nominated Local Charity which is selected each year. Local football team – JSM sponsor and supply the football kit of a local football team known as

Enfield Rangers.



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Our Commitment to Future Action Joined up sustainability policy & strategy – By the end of 2017, the SHEQ team will work with other existing policy owners within JSM to align and update their areas of responsibility with this strategy.

Charitable awards – As the business grows it is keen to fund other worthwhile charitable organisations which are both local to the company’s head office along with charities that are local to some of our major projects.

Risks and Rewards Positive publicity – All the above actions create the opportunity for JSM to generate a large

amount of positive publicity both locally and nationally from a community engagement perspective. It additionally allows us to target communications at our clients within the industry. Although not undertaking these will potentially save a relatively small sum of investment, the absence of this type of activity is increasingly a differentiator between us and our competitors.

Employee engagement – Gaining genuine employee engagement in improving the business for the sake of the business is probably one of the most difficult objectives to achieve in any business, more so in our industry sectors. However, giving employees the opportunity to raise funds for their own ‘pet’ charities does stimulate action, often only by a few, but action that is then either openly assisted or at very least, not undermined by the close working colleagues, who then share vicariously the pride that goes along with the achievement.

Succession planning - By developing our employees personal / career development along with looking at employing more school / college leavers we can be sure that the next generation of technical and engineering staff have the skills we require and will be able to develop a sense of loyalty to the business. This will give us advantages in a sector with ever increasing skills shortages where often the highest bidder wins. Although there may be a danger that we may lose some staff to others once qualified, this can be mitigated through robust application of career planning, appraisals and personal development reviews.



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19. Conservation

Objective: - "An organisation that, wherever practicable, sources its energy and consumables from sustainable supplies to extend the availability of such natural resources for the benefit of future generations"

Current Position Carbon Footprint Survey – Every year since 2010 we have undertaken a survey on our carbon

emissions. This survey forms part of our annual environmental report. Fuel procurement strategy – Regular communication from the Transport Director, in the form of

e-mails, has commenced in relation to where fuel should be purchased from in a bid to reduce the financial burden on the organisation.

Recycling points in offices – Most offices (both permanent and transient) have, as minimum, paper recycling facilities. Other recycling facilities are in place for toner cartridges, aluminium cans and plastic cups.

Material reuse and recycling on sites – JSM have significant material recycling schemes on its operational sites ranging from the reconstitution of excavated spoil to the recycling of core construction components such as timber, pallets, cable drums, plastics and polyethylene pipe.

Our Commitment to Future Action Responsible sourcing policy – By the end of 2017, the Procurement Manager will have developed a

Responsible Sourcing Policy that will commit JSM to the identification of products that have the least possible impact on the environment.



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Biodiversity plans for larger sites – In liaison with an external consultancy, the Environmental Advisor will develop a methodology to develop biodiversity plans for large scale projects or those contracts that have the potential to impact significantly on biodiversity (either positively or negatively).

Ecological Protection – Even where there is not requirement for a full biodiversity plan, education and awareness of the types of biodiversity near a project will assist in improving overall levels of respect for the environment. The production of such biodiversity education tools will be researched by the Environmental Advisor and disseminated for briefing by Site Management. This will be complete by the end of 2017.

Risks and Rewards

Environmentally positive image – Having a sound policy in terms of conservation, both in terms of natural resources and biodiversity, confirms JSM are concerned with their impact in these areas. With effective planning, flagship projects would be designated which would be used for marketing purposes.

Overhead reduction – Through the implementation of usage reduction strategies, financial outlay should respond accordingly. However, with rising energy and fuel costs, at best we could realistically stay at the same level.

Vehicle fuel use – It is the aim of JSMs car policy to ensure that both company car and private car drivers are only using vehicles which have an emissions output of 100g C02. At the end of 2017 both the Transport & SHEQ Team will review the difference in the cost of fuel and the emissions output from that of 2016.



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20. Carbon Footprint

Objective: - "An organisation that recognises that climate change is possibly the biggest threat to the prosperity of our community at large and, as such, effectively manages its carbon emissions to sustainable levels" Current Position • Energy, travel and waste initiatives – A set of objectives, targets and Key Performance Indicators have been set in each of these areas, all of which are being reported on monthly. • Environmental and Carbon Emissions Survey – Is carried out annually and the report identifies the company’s carbon emissions for the year along with other environmental information. • Fuel & CO2 monitoring – Regular, normalised fuel and energy KPIs are produced monthly which goes to form part of the end of year environmental report. • CEMARS Accreditation –CEMARS accreditation obtained

Our Commitment to Future Action

Carbon credits – The business and marketing value of carbon credits will be assessed by the SHEQ team & the board of director’s as a means of offsetting our carbon emissions and ‘selling’ our good practice to the market.

Risks and Rewards Reduced overhead –The major risk to our organisation in the current climate is escalating fuel

and energy costs. Any savings from the implementation of reduction strategies will go straight to the bottom line, normally with minimal investment as well as improving our environmental credentials.

Carbon Reduction Commitment – Through the adoption of a strict energy management policy, there may be a possibility of trading spare capacity to the market, with financial benefit. With a £12t/CO2 penalty, there is every incentive to reduce our usage to the lowest possible level.

Positive aspect to PR – Measuring our carbon footprint is not a legal requirement but, if we are to be a forward thinking, environmentally aware organisation who aims to be better than our competitors in this area, it is a must for our public image. To have robust baseline data will pave the way for measuring the actual reduction in energy and fuel consumption following our investments with the overall aim to be able to publish an annual Environmental Report to the board.



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21. Pollution Objective "An organisation that is committed to the prevention of

pollution in all its activities "

Current Position Management of Responsibilities for the Environment – It is aimed at those employees who

have supervisory or managerial responsibilities and includes an introduction to environmental management, pollution prevention, legislation, waste management, emergency control and environmental management systems. It is our aim to have all our managers trained to a recognised environmental standard by the end of 2018.

Provision of spill kits – Drip Trays and Spill kits are provided to all operational gangs either in their vans or with the item of plant they are operating. Emergency spill points are also located in strategic location in yards.

Provision of spill kit training – Incidental Spill kit training is provided to all operational gangs during the induction, reinduction and as part of site training. Housekeeping training and policing – Housekeeping is monitored as part of the SHEQ Advisors audit checklist, SHEQ Tours and during formal IMS and Environmental Audits and Inspections. Training is given via the SHEQ induction, employee rep meeting and Tool Box Talks.

Noise Assessments – Noise assessments are carried out as part of Section 61 consent requirements and as a means of good practice in noise sensitive areas.

Compliant Policies and enforcement – JSM operate the range of environmental procedures designed to encourage best practice in all areas of operational management. These are monitored and reviewed during audit and inspection (internally and externally).

Incident Investigations – Incident reporting is required for all environmental incidents, no matter how minor. Once this report has been received, an assessment is made as to the requirement for a more formal investigation to be carried out. Communication of lessons learnt is issued to relevant parts of the organisation.

Our Commitment to Future Action Maintain policy & compliance – All procedures and risk assessments have a scheduled review date.

This formal review is being carried out by the SHEQ team. More robust environmental auditing will assess compliance to these procedures and best practice models.

Promote environmental near miss reporting – To increase the number of environmental near misses being reported, the SHEQ advisor’s, by the end of the end of 2017, will send out posters and tool box talks promoting this to all sites.



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Risks and Rewards

Legally complaint – Good procedures and risk management lead to a compliant standard of work. Without such standards in place, JSM leave themselves open to the risk of prosecution.

Reduction in complaints / claims – Pollution from construction sites is very visible is easy to trace back to the perpetrator. Planning for pollution prevention is the key and with good controls in place, even if a minor incident occurs, more times than not the incident will be controlled to a level where Client / Public intervention is minimal.

Reduced remediation costs / fines – The main goal is to prevent a pollution incident from occurring, in which case there will be no risk of fines or prosecution. Good emergency controls, training and awareness will also prevent pollution requiring formal clean up.



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22. Waste

Objective: - "An organisation that effectively manages its waste production, re-uses or re-cycles at every opportunity and has an objective of zero-waste-to-landfill by 2016."

Current Position Energy - Exceed energy good practice consumption levels set by the Carbon Trust – energy

consumption guide 19. Achieved during 2012-2015. Water - Achieved water consumption of 0.5 m3 per person. We will not be able to provide an accurate

consumption rate as until the bench mark has been set. Waste - Maximise recycling of waste materials. Travel - Achieve maximum efficiency on fuel usage and target reduction in business journeys. This will only

be measurable once we have benchmarked the metric. Recycling/Re-Use targets – The Company has set a 95% reuse/recycling target. Compliant Policies and enforcement - Several policies and procedures are in place that is audited

against during audits on site as well as during IMS audits. Recycling stations in offices – By the end of 2015, the replacement of general waste bins in offices

with defined reuse / recycling stations was undertaken in the Leven Road and Potters Bar offices. This was led by the SHEQ department.

Our Commitment to Future Action Procurement without Packaging (20% packaging reduction by 2017) – From the end of the

third quarter in 2017, the Procurement manager will be responsible for negotiating the delivery of products with a reduced amount of packaging or inclusion in a take-back scheme.

Reuse and Recycle Rate beyond 2017 - Ongoing time and investment by the SHEQ team in identifying alternative routes to disposal for waste products and collation of baseline data to assess performance. Beyond 2017, to continue this approach with challenging, but realistic, increments in the percentage diverted from landfill.



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Risks and Rewards Reduced waste disposal costs - Any savings from waste disposal go straight to the bottom line.

Failure to improve our waste management performance will not only result in escalating disposal costs but JSM will run the risk of failing to meet with the Sustainable Construction target of a 95% reduction in waste to landfill.

Increasing Landfill costs and Taxes – The Government has a stated policy to increase landfill taxation and limit the availability of landfill sites for certain categories of waste. Better segregation of waste will limit the highest charges, and improved recycling opportunities will eliminate them altogether.

Possible income stream - Through research into the emerging trends in the waste industry, possible waste streams with financial reward could be exploited.

Legal Compliance - Legislation provides a good baseline to produce new and revised procedures and good practice guides. It also provides a good opportunity to prove how far above the regulations our systems and practices sit.

The implementation of innovative and forward thinking waste management tools and techniques will help reduce the risk of non-compliance with waste legislation which can lead to fines and prosecutions in the region of £20,000 (unlimited if referred to the Crown Court).



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23. Reporting Opportunities / Requirements

The following reporting opportunities will be utilised: Production of external sustainability report Energy Saving Trust or Carbon Trust in verification of KPI’s. Monitoring of progress against BS 8900 Sustainability Maturity Matrix Campaigns promoted through the MGG and other business improvement groups

24. Summary The purpose of this document is to provide an in-house framework to link our day-to-day activities to our

corporate sustainability objectives to illustrate how these actions benefit the company in society and, in the process, simplify what is an extremely complex subject. The actions proposed are not complete in themselves but represent the key activities identified at this moment in time; some of these are “quick-wins” that will aid our progress, whilst others will require further research and business case assessment before they can be implemented. As new actions and requirements come to the fore, this 10-point approach should permit these to be appropriately channelled and directed towards improving our sustainability strategy. Ultimately any sustainability strategy must tread a fine line of balance between the moral, environmental, and commercial benefits and obstacles that under lie our decisions, but by taking this balanced approach we should be able to quickly identify the net benefits from our decisions and ensure that the outcomes support the sustainability of both our business and our environment.



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Appendix 1: Sustainability Action Plan

Link to Sustainability

Strategy

Action Required

Responsibility

Jun 17

Jul

17

Aug 17

Sep 17

Oct

17

Nov 17

Dec17

Jan18

Feb 18

Mar18

Apr

18

May18

Jun18

Jul

18

Aug18

Sep18

Oct

18

Nov 18

Dec18

SHEQ Establish a framework to ensure that this strategy and supporting action plan are followed.

SHEQ Team

SHEQ

Undertake role specific training for all of IMS and the Intranet.

SHEQ Team

Procurement Review of Supplier

and Preferred Supplier

Procurement Manager & SHEQ Team

Procurement Produce

Sustainable and Ethical Procurement

Procurement Manager

Procurement Communicate with suppliers to reduce environmental and ethical impact of products purchased.

Procurement Manager



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Strategy

Action Required

Responsibility

Jun 17

Jul

17

Aug 17

Sep 17

Oct

17

Nov 17

Dec 17

Jan 18

Feb 18

Mar 18

Apr

18

May 18

Jun 18

Jul

18

Aug 18

Sep 18

Oct

18

Nov 18

Dec 18

People Deliver OH Prevention, Intervention & Education (PIE) to our strategic suppliers.

OH Consultant

People Review the appraisal

process to address sustainability issues.

HR Director

People

Develop the IIP implementation plan.

HR Director

People Revise training courses to include an understanding of sustainability.

SHEQ Team

People Adoption of the Skills

Pledge initiative.

Managing Director

Innovation Establish ‘best practice exchange’.

Board of Directors



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Strategy

Action Required

Responsibility

Jun -17

Jul-

17

Aug -17

Sep -17

Oct-

17

Nov -17

Dec -17

Jan -18

Feb -18

Mar -18

Apr-

18

May -18

Jun -18

Jul-

18

Aug -18

Sep -18

Oct-

18

Nov -18

Dec -18

Innovation

Presentation of initiatives to the Senior Management Forum.

SHEQ Director

Company Ethos

Stakeholder identification and communication plan.

SHEQ Team and Press Officer

Company Ethos

Revise our current CSR Policy.

SHEQ Team

Company Ethos

Expand Risk Management process.

SHEQ Team

Company Ethos

Monitor compliance with the sustainable development maturity matrix.

Executive Board



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Strategy

Action Required

Responsibility

Jun -17

Jul-

17

Aug -17

Sep -17

Oct-

17

Nov -17

Dec -17

Jan -18

Feb -18

Mar -18

Apr-

18

May -18

Jun -18

Jul-

18

Aug -18

Sep -18

Oct-

18

Nov -18

Dec -18

Company Ethos

Promote JSM as an environmentally conscientious organisation through genuine commitment from the Board.

Executive Board

Company Ethos

Develop a campaign to support the formal introduction and external publication of this Sustainability Strategy.

Press Officer

Community

Publish sustainability policy.

SHEQ Team

Community

Continue volunteering Business Unit General Managers

Conservation

Research water recycling schemes and produce biodiversity plans.

SHEQ Team



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Strategy

Action Required

Responsibility

Jun -17

Jul-

17

Aug -17

Sep -17

Oct-

17

Nov -17

Dec -17

Jan -18

Feb -18

Mar -18

Apr-

18

May -18

Jun -18

Jul-

18

Aug -18

Sep -18

Oct-

18

Nov -18

Dec -18

Conservation

Education and awareness of biodiversity.

SHEQ Team

Conservation

Investigate procuring electricity from renewable sources.

SHEQ team

Conservation

Develop a Responsible Sourcing Policy.

Procurement Manager

Carbon Footprint

Assessment of our electricity usage / Carbon Reduction Commitment (CRC).

SHEQ Team



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Strategy

Action Required

Responsibility

Jun -17

Jul-

17

Aug -17

Sep -17

Oct-

17

Nov -17

Dec -17

Jan -18

Feb -18

Mar -18

Apr-

18

May -18

Jun -18

Jul-

18

Aug -18

Sep -18

Oct-

18

Nov -18

Dec -18

Carbon Footprint

Site specific risk assessments of our impact on climate change.

SHEQ Team

Carbon Footprint

Lead the introduction of and certification to the ISO 14064 Carbon Monitoring standard.

SHEQ Team

Carbon Footprint

Assess the business and marketing value of carbon credits as a means of offsetting our carbon emissions and ‘selling’ to the market.

Executive Board

Carbon Footprint

Coordinate the development and achievement of CEMARS accreditation.

SHEQ Team

Pollution

Increase the number of environmental near misses being reported.

SHEQ Team



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Link to


Action Required

Responsibility

Jun -17

Jul-

17

Aug -17

Sep -17

Oct-

17

Nov -17

Dec -17

Jan -18

Feb -18

Mar -18

Apr-

18

May -18

Jun -18

Jul-

18

Aug -18

Sep -18

Oct-

18

Nov -18

Dec -18

Waste

Reduce the amount of packaging or inclusion in a take-back scheme. Monitor compliance to 20% reduction in packaging by end of 2017.

Procurement Manager

Waste

Research funding opportunities for waste / recycling related projects.

SHEQ Team

Waste

Continued monitoring of recycling stations.

SHEQ Team

Waste

Structured and specific waste plans for each site.

SHEQ Team

Waste

Identify alternative routes to disposal for waste products.

SHEQ Team

Waste Research feasibility of procuring and operating different recycling facilities at various geographical locations.

SHEQ Team



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Appendix 2. Action Plan

Standard Requirements Action Required / Barriers to be Overcome Comments “The primary purpose of the organisation and the key factors that will significantly contribute to its long- term success should be described in a statement that can be used in communications referring to Sustainable Development.”

Sustainable Development Policy to be developed. Should include: Management commitment Strategic vision of sustainable development Engagement and communication with Define organisations desired position on sustainable development Should be challenging, yet achievable Reviewed on an appropriate basis

“The organisation should define and identify stakeholders and their representative organisations”

Stakeholder register to be developed Should: Identify stakeholders Clarify their interest and relationship with the organisation.

“The organisation should engage with their stakeholders and their representatives to understand the economic, environmental and social impacts of its activities, products and services and the risks involved.”

Method of stakeholder engagement should be included in stakeholder register.

Should consider: The method of engagement should reflect the importance of the stakeholder and the issues identified to the organisation. The need to develop a level of trust between the organisation and the stakeholder. The need for continuous communication with

stakeholders. Stakeholders should be able to understand how the organisation has responded to their views e.g. via formal reports.

“The organisation should allocate appropriate resources to achieve its sustainable development objectives.”

Need to identify the types and level of resources required to meet objectives.

“The organisation should identify the learning and development needs of managers and employees.”

Identify training requirements relating to sustainable development.

Examples include formal training, job shadowing, attending conferences or working in a specific project team.



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Standard Requirements Action Required / Barriers to be Overcome Comments “The organisation should review its existing learning and development programmes.”

Learning and Development review required. Must be reviewed to ensure that: Recruitment and induction programmes clearly outline the organisations vision and objectives for sustainable development. Sustainable development issues and their management are woven into relevant professional and functional training Learning and development resources provide opportunities to adapt and develop the culture and behaviour of the organisation Competencies required to manage sustainable development form part of the performance appraisal system.

Assessing risks and opportunities Risk and Opportunities register to be developed. Assessment should be developed which: Identifies potential issues and impacts (positive and negative, direct and indirect) and analyses key risks and opportunities to establish their significance. Should be used as a tool to prioritise actions and the allocation of resources to achieve sustainable development objectives and targets. The results of the risk assessment should be shared with relevant shareholders and used to establish objectives and targets.

Identifying performance indicators Develop objectives and performance measures. The organisation should: Identify those indicators that are key to meeting

objectives. Establish indicators across relevant parts and

functions of the organisation.



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Standard Requirements Action Required / Barriers to be Overcome Comments Define effective methods for assessing performance using

those indicators. Achieving Progress Establish review processes Must:

Assign specific responsibilities to record, manage and track actual performance;

Ensure the process is embedded throughout the organisation through the inclusion of sustainable development in job responsibilities and personal objectives.

Ensure performance is subject to the same performance management criteria as other organisational objectives.

Review – General and Strategic Integrate requirements of sustainable development review into existing management review carried out by Compliance Department

Should: Identify opportunities for improvement from reviews and

audits Develop appropriate recommendations to address

shortcomings Ensure results are communicated to management,

employees and stakeholders. Review strategy to ensure it still meets with

stakeholder issues, the vision of the organisation, that roles and responsibilities are appropriate.

Monitor performance against the ‘Maturity Matrix’. Review – Operational Develop an operational review process To include:

How well the organisation is performing in meeting stakeholder expectations

Key impacts, risks and opportunities How appropriate objectives and targets, policies and KPI’s are.



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Standard Requirements Action Required / Barriers to be Overcome Comments

Whether information gathering is effective. Whether there are appropriate resources, training and

communication channels Whether monitoring is an integral part of internal and

external performance reporting.

Sustainable Development Maturity Matrix Determine level on Maturity Matrix Monitor progress against maturity matrix and record reasons for decisions made.

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Appendix 3: Example Sustainable Development Maturity Matrix

Sustainabilty Strategy Mar 2017 final - JSM Group · ,vvxh 'dwh 2uljlqdwru &odluh 3duvrqv $ssuryhg...

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