|
Environment
Bringing benefits to the environment
The Keller Group continues to recognise the impact of its business
on the environment, with many of its products contributing environmental
benefits. These include land reclamation schemes, soil erosion control,
flood control, decontamination or containment of contamination and
the preparation of brownfield sites.
During the year, Keller Ground Engineering (KGE) was involved at a
site in Portadown, Belfast, which is being used as a testing ground
for an innovative in situ groundwater remediation system. This reactive
gate and barrier system involved constructing deep slurry walls across
the natural flow of groundwater, thereby directing contamination to
a reactor vessel containing filter material where the contaminant
is broken down.
Group companies were involved in various dam remediation schemes,
forming part of a worldwide focus on upgrading major dams to prevent
premature failure due to soil erosion and earthquake. For example,
Franki Australia was involved in the remediation of two dams –
the Yarawonga Reservoir in Victoria and the Hume Dam, which straddles
the Murray River, separating Victoria from New South Wales –
where they installed secant walls comprising interlocking stone columns
to depths of up to 20 metres.
In 2002, Keller continued its support for various environmental research
projects. These included a project undertaken jointly by Franki Australia
and Monash University, to ascertain the effectiveness of deep soil
mixing in Coode Island silt in the docks area of Melbourne. Coode
Island silt is an acid sulphate soil and improving its strength in
situ will allow construction of container platforms without undue
settlement, reduce the requirement for more costly piling solutions
and limit the expensive handling of this contaminated material.
In the UK, KGE continued to support research into sustainable construction,
through its sponsorship of a Queen’s University, Belfast, Ph.D
programme. The Group is represented on the Industrial Advisory Board
of the QUESTOR Centre (Queen’s University Environmental Science
and Technology Research Centre) and, in partnership with the Environmental
Agency, the QUESTOR Centre and others, Keller is involved in the development
of permeable reactive barriers.
Our Specialist Services business, Makers, is working with local authorities
and housing associations across the UK on the structural refurbishment
of social housing, much of which was constructed in the 1960s and
1970s. As an alternative to demolition and rebuild, these projects
are resource efficient and have fewer environmental impacts. In addition,
they invariably bring thermal efficiency benefits, resulting in reduced
energy consumption.
Environmental management systems
Notwithstanding the positive impacts of many of the schemes in which
we are involved, we do recognise that many of our site activities
have environmental effects. Most notably, these involve noise, dust
and slurry emissions and the use of specialist products, such as grouts.
We have a continuous programme of trying to mitigate these impacts
by, for example, selecting new plant with reduced noise emissions,
researching the viability of new, more benign materials and seeking
better ways of capturing waste from drilling.
At Hayward Baker, for example, the equipment fleet has been converted
to operate with a new, environmentally-friendly form of lubricant.
Many of the hydraulic systems operate in areas where leaks or spills
could result in contamination of the soil or nearby waterways. The
properties of the new hydraulic oil make it inherently biodegradable,
minimising the risk of long term environmental damage.
Our environmental management systems are not uniform across the Group.
Our businesses, which have their own environmental policies, have
each adopted a system that reflects local regulations, culture and
business needs. In Australia, for example, Franki has developed an
Environmental Noise and Vibration Management Plan, which is modified
to suit the specific requirements of individual sites. This plan involves
community consultation, including advising local residents and businesses
of the duration of Franki’s activities and providing an in-house
contact who will discuss their concerns.
Makers has now integrated its environmental management system into
a single safety, quality and environmental management system. As planned,
ISO14001 accreditation will be sought during 2003. During the year,
environmental training for operatives has been undertaken at all sites
and environmental awareness training has been incorporated into the
standard induction training for all new staff.
The KGE environmental management system, which complies with ISO14001,
was fully introduced into the business in 2002. An “environmental
performance” satisfaction rating has recently been added to
their customer survey which, together with the internal review process,
is expected to provide an independent measurement of performance.
Working with the community
Most projects in which Group companies are involved are located in
remote areas, away from local populations and therefore, there is
usually little impact on, or relationship with, a local community.
For most of our businesses, support for local community projects is
indirect – by, for example, sponsoring or supporting the efforts
of employees who are involved in charitable or community projects.
A notable exception to this is Makers which, through its social housing
refurbishment schemes, has significant interfaces with residents and
community groups. Makers prides itself in having an effective dialogue
with residents, which includes the distribution of site brochures
(in four different languages, in some cases) to advise residents on
how they will be affected by their works. |
|
|
Health and safety
As with environmental management systems, there is no single health
and safety management system across the Group, as each business
is subject to different safety standards and regulations. There
is, however, a strong safety culture within all the businesses,
which means that safety features high on the senior management agenda,
safety training at all levels is taken very seriously and, on the
ground, significant resources are dedicated to inspecting job sites
for potential hazards and giving on site “toolbox talks”
to ensure that safety awareness governs the daily work activities.
In North America, a company’s safety record, relative to
other businesses, is measured through the experience modification
rating (EMR). A low score indicates a good safety record. In 2002
the EMRs for Hayward Baker and Case were both 0.69, against an industry
standard rating of 1.00 and a previous year’s rating of 0.73.
This improvement reflects the effort and resources which are dedicated
to improving safety performance. Both Hayward Baker and Case have
full-time, dedicated safety professionals as well as regional safety
officers and operate schemes through which employees are incentivised
to come up with new ways of improving safety.
The key safety objective for our Franki operations in Australia
is to achieve zero lost-time injuries. Despite a renewed emphasis
on safety management throughout the year, the number of lost-time
injuries rose from 10 to 12, notwithstanding a reduction in man-hours
worked. Incident and frequency rates remain below the Australian
construction industry average.
In our Continental Europe and Overseas operations, a procedure for
on-site health and safety forms part of the quality management system.
In addition, operating units are required to respect and comply
with all local regulations. To the extent feasible, training courses
are held on a regular basis in order to improve risk awareness on
site. Each business unit employs a safety officer, either on a full
or part-time basis, according to the business need and local regulations.
Performance is monitored by the divisional head office in Germany
and compared to international standards. Rates of sick leave remain
below the industry average. As a trend, the number of accidents
on site declined in 2002 compared with the previous year.
In the UK, Makers recorded a further reduction in the total number
of accidents reported through the accident reporting procedure to
98 (2001: 114). The number of accidents reported to the Health &
Safety Executive (“HSE”) increased to 18 (2001: 14),
which becomes less significant when account is taken of the increase
in the number of employees on site from 598 in 2001 to 725 in 2002.
The accident frequency rate (AFR) increased to 1.13 (2001: 1.05)
and the accident incident rate (AIR) increased to 2,344 (2001: 2,174).
Following an increase in reportable accidents during the first
six months of 2002, all managers were targeted to attend the Construction
Industry Training Board’s Site Managers Safety Training Scheme.
Another key initiative introduced during 2002 was the use of video
cameras by safety advisers to capture good and bad site practices,
for use in training videos. Also, the measurement of safety performance
at site level was improved. Performance charts are used for internal
benchmarking and are reviewed by the board on a monthly basis.
KGE saw a slight rise in the number of reportable accidents in 2002,
with an increase in the number of three-day accidents and a reduction
in major injury accidents. This resulted
in an increased AFR of 15.6 (2001:12.5) and an AIR of 3,690
(2001: 2,991). As a consequence, a number of new safety initiatives
have been introduced, including an increase in the frequency of
site safety “toolbox talks”, the introduction of a new
series of safety awareness days and greater participation of site
supervisors in management safety meetings.
There were no HSE prosecutions or enforcement notices brought against
either of the UK businesses in 2002 and there are none pending.
Employees
Throughout the year our businesses have continued to use
a variety of media and forums for communicating with their employees
including Company newsletters, consultative councils, results presentations,
suggestion schemes and informal channels, such as company-wide social
events.
In addition to job-specific and safety training, in which considerable
resource is invested by all our businesses, the
Group has a three-tier management development programme. It comprises
basic modules, which are offered locally in the main centres of
operation; a strategic programme offered each year to some 20 managers
from across the Group; and the further development of individuals
at, or just below, board level through executive programmes at Insead
and Harvard business schools.
It is our policy to employ and train disabled people wherever their
skills and qualifications allow and when suitable vacancies are
available. Disabled employees are encouraged to undertake training
and career development to prepare them for promotion. Should existing
employees become disabled, every effort is made to find appropriate
work and training if appropriate.
|
|