CSR Report 2007 (PDF 4.7MB)

Transcription

Contents
i
Company Profile
6
Managing and Monitoring
Our Progress
CSR Highlights 2007
11
Looking After Our People
Performance at a Glance
14
Health and Safety
2
CEO’s Introduction
17
Caring for the Environment
3
Our Corporate Social
Responsibility Vision
22
Working with Communities
24
Leading in Our Marketplace
CSR Timeline
25
Verification
About this Report
1
4
Company Profile
About this Report
BBA Aviation plc is a leading provider of aviation services
and systems, employing approximately 10,700 people
in 11 countries on five continents. Our Company’s major
geographic markets include the USA, Asia, the UK, and
Europe, with our Company headquarters located in
London, UK.
This Corporate Social Responsibility (CSR) Report aims to
help our customers, shareholders, suppliers, and other
external parties to understand how we approach CSR and
manage our performance on various environmental, social,
and ethical issues. This annual Report will be communicated
separately to our employees through an information
pamphlet that will be distributed to all employees at every
BBA Aviation facility.
BBA Aviation focuses on serving two primary markets—
Flight Support and Aftermarket Services and Systems.
This CSR Report covers all of BBA Aviation’s operations from
1st January 2007 to 31st December 2007. It is our second
CSR Report as BBA Aviation plc. Our Company’s CSR
performance from 2001 through 2005 was reported as part
of the BBA Group plc, from which we were created in 2006.
Our Flight Support services (Signature Flight Support (SFS)
and Aircraft Service International Group (ASIG)) include
ground handling, cargo handling, passenger services,
refuelling, de-icing, and other services to both the business
and commercial aviation markets. SFS is the world’s largest
fixed base operation (FBO) and distribution network for
business aviation services. ASIG is a leading fueller of
commercial aircraft in the USA and UK.
For additional information on our Company’s CSR
activities, including copies of our previous CSR Reports,
we invite you to visit our website: www.bbaaviation.com.
BBA Aviation’s Aftermarket Services and Systems
activities, Engine Repair and Overhaul (ERO), APPH,
and Legacy Support include the supply of aircraft parts,
overhaul of jet engines, and legacy product support.
Our services also include the design, manufacture, and
overhaul of aircraft hydraulics, landing gear, and other
aircraft equipment.
BBA Aviation plc was created in November 2006
through the demerger of Fiberweb from BBA Group
plc. For more information on our Company, please visit:
www.bbaaviation.com.
Key Financial Highlights 2007
Total Revenue:
£979.4 million (up 3% on 2006)
Underlying
Operating Profit:
£105.7 million (up 3% on 2006)
2i
CSR Highlights 2007
• CSR Management System—We have identified businessspecific measures in the four key areas of health and safety,
environment, community, and people, and are working
with the individual business units to set improvement
targets and monitor performance through quarterly
business reviews.
• Leadership Development—We introduced a new
performance management process and leadership
development programmes, which include leaders and
potential leaders from across BBA Aviation.
• Wellness—Employee wellness programmes have been set
up at many of the business units to improve the overall
quality of life of our employees.
• Safety Improvement—Our Recordable Incident Rate
(RIR) improved, dropping from 6.6 to 6.3 during the year.
• Alternative Fuels—ASIG was involved in an industry
working group evaluating the use of environmentally
progressive alternative fuels within the aviation industry.
• CSR Policy—BBA Aviation senior managers developed
and are implementing an updated CSR Policy to guide
our efforts.
• Improved HS&E Reporting Systems—During 2007, a
new electronic HS&E reporting, recording, and root cause
process was implemented within ASIG and SFS Americas.
We are rolling out this programme across the Company,
and are instituting a more detailed senior management
review of all recordable incidents and root cause analysis.
• Green Building—SFS’s facility at the San Francisco
International Airport began a renovation project
incorporating green building design and use of alternative
energy. SFS’s new FBO facility at Boston Logan
International Airport also incorporated sustainable
design features to achieve Leadership in Energy and
Environmental Design (LEED) certification in 2008.
• Apprenticeships—Support of apprenticeship programmes
and other continuing education schemes throughout the
business units has continued and expanded.
• Supply Chain—APPH conducted a conference on supply
chain issues, including breakout sessions on CSR-related
topics.
1
CEO’s Introduction
BBA Aviation can
trace its roots back
to 1879, when William
Fenton returned to
Dundee, Scotland
from Sweden to start
trading as a woven
belt and pipe maker.
Since then we have
endured and
prospered by
responding rapidly to
the radical and global
social, political, and
economic changes that
have taken place over
the last 129 years.
During this time, we
have continually evolved and reinvented ourselves to address
these challenges and to take advantage of the opportunities
they have created.
improvement in its environmental efficiency, and we continue
to support the effort to further improve the sustainability of
aviation into the future. We take great pride, for example, in
ASIG’s participation in a number of industry bodies evaluating
the potential for alternative fuels in commercial aviation, such
as the Commercial Aviation Alternative Fuels Initiative (CAAFI),
and the International Air Transportation Association’s Technical
Fuel Group (TFG) and Fuel Suppliers Advisory Panel (FSAP).
We will continue to support such initiatives in the future.
Within BBA Aviation, in 2007 we restructured our CSR Steering
Committee to include a greater number of operational
executives to provide improved direction to our CSR initiatives.
At its recommendation, we have adopted a revised CSR Policy
that was ratified by our Company’s Executive Committee and
Board in 2008. The revisions to this Policy will result in a
continuing focus on and commitment to CSR, particularly in
the areas of energy use and carbon emissions.
We have made significant progress in integrating the issues
of CSR into the way we run our businesses and monitor their
performance. The development of key CSR performance
indicators that are measureable and meaningful continues, as
does the standardisation of these measures across the Group
where it makes sense. Developing strategies and action
plans to drive continuous improvements in CSR are being
incorporated into our strategic and operational planning and
performance review process.
Completion of the demerger of Fiberweb in November 2006
marked the beginning of the next exciting stage in our
evolution. During 2007, our first year as a focused aviation
and systems support group, we have made good progress
in defining our management model and embedding the
cultural change necessary to support our vision as a dynamic,
world-class supplier to the global aviation industry,
continuously delivering exceptional performance.
Health and safety, in particular, continues to receive a high
level of management attention. We acknowledge that
rampside is a dangerous place in which to operate. Health and
safety is now part of the key performance objectives of our
senior management, and we have recently appointed a
Group Director of Health, Safety, and Environment to share
cross-business learning and best practice, and drive
continuous improvement in these key areas. As a result, the
Company has seen positive improvements in our health
and safety performance, and this will continue to be an
area of fundamental focus for us in 2008 and beyond.
Our management model is based on independent business
units, run by capable, empowered, and entrepreneurial
management under wider strategic sponsorship with central
coordination and oversight. An overarching vision, mission,
and set of values and associated behaviors defines all of our
business units and builds on BBA Aviation’s performancedriven culture, which is being enhanced by closer crossbusiness information, process, and technology sharing.
Our people are key in driving this change and delivering
the vision. They are our most valuable resource. Just as we
invest in our businesses, we will increasingly invest in our
people, developing, supporting, and providing them with
the training, challenges, and experiences to realise their
potential and to position BBA Aviation to take maximum
advantage of its many exciting opportunities in this next
phase of the Group’s development.
In summary, BBA Aviation has a rich heritage, capable
management, and strong individual businesses. We are in
the process of undergoing a significant change in support
of our vision and mission, where sustainability and corporate
social responsibility are core. We have made good further
progress in 2007 in a number of areas, and continuing
changes in organisational design, resource allocation,
management processes, and reward systems will ensure that
we continue to drive and deliver continuous improvement in
these core areas of our business in the future.
Sustainability is core to our overarching vision, and BBA
Aviation businesses have focused on CSR in its various guises
for some time, measuring, taking actions, and improving
the impact they have on their environment. Although we
have a relatively small environmental and social footprint,
we are conscious that we service an industry that
continues to attract adverse comment regarding its impact
on the environment and its contribution to climate change.
The industry continues to work diligently to drive
Simon Pryce
August 2008
2
Our Corporate Social Responsibility Vision
VISION S TAT E M E N T
BBA Aviation’s vision is to create long-term sustainable stakeholder value. We aim to impact positively on society and
the environment through the operation of our companies and the conduct of our personnel. This responsibility includes
open and frequent communications with stakeholders, employees, and customers, as well as with the communities where
our companies operate, on matters of health, safety, and environmental protection and preservation, and fair and
equitable competition and employment practices. It is the individual responsibility of all BBA Aviation managers to
ensure that these critical corporate values are reflected in daily business operations.
Throughout 2007, BBA Aviation facilities have made concerted efforts to uphold our Corporate Social Responsibility
Vision and to work in a manner that supports the six key values that underpin the way we do business—Integrity,
Responsibility, Safety, Service, People, Performance.
Integrity
Service
We earn the trust and respect of our shareholders,
employees, customers and business partners by being
honest, fair and open and by honouring our commitments.
We strive continually to enhance the value of our service
to customers by anticipating their needs, finding effective
and innovative solutions to their problems, and investing in
new systems, products and technology.
Responsibility
People
We are committed to living by the principles and practices
established by our Group corporate and social responsibility
and business ethics policies, which enable us to manage
effectively our impact on society and the environment.
We are committed to investing in our people, to their
development through training and to providing them with
opportunities for rewarding careers that support our
leadership position in the aviation markets.
Safety
Performance
We are fundamentally and proactively committed to safety
and security—the identification, evaluation and elimination
of hazards that could cause harm to people, property and
our environment.
We focus continually on business performance. Reliably
delivering the results we promise is essential to success in
BBA Aviation and to continued confidence in the future of
our business amongst our stakeholders.
3
CSR Timeline
Over the past several years, BBA Aviation has made significant strides in our mission to create long-term sustainable
stakeholder value. As our performance has improved in this arena, we have shifted our focus from a reactive one of
basic regulatory compliance and prevention of serious injuries, to one that seeks to incorporate a wide range of
environmental and social considerations into all aspects of our business for the betterment of our Company and
society as a whole. BBA Aviation’s CSR Vision is an ideal, and getting there is a constantly evolving process. The
timeline below highlights some of the key milestones on BBA Aviation’s CSR journey so far.
1996
1997
Group HS&E
Manager role
established
Implemented
Group HS&E
management
programme
Initiated BBA
Group HS&E
forums
BBA Group
HS&E Mission
and Policy
Statements
developed
1999
2000
Initiated BBA
Group HS&E
baseline
assessments
Development
and adoption of
Group standards
and Guidance
Notes
2001
Development
of Group HS&E
website
Participation in
the first annual
Business in the
Environment
(BiE) Survey
First annual CSR
Report published
Development
of the
Environmental
Index reporting
system
2003
Development of
the BBA Group
HS&E
self-assessment
programme
Confidential call
line installed for
BBA Group
employees to
anonymously
report any
ethical concerns
Updated
CSR Policy
Formation of the
CSR Steering
Committee
2005
2006
Several UK
facilities work
with the Carbon
Trust to conduct
energy audits
Established a
Group-wide
Human
Resources
Director post
2008
Continued RIR
reduction from
6.6 to 6.3
Focus on accident
investigation;
development of
Guidance Note
205
Participation in
the first annual
Business in the
Community
(BitC) Survey
2004
Implementation
of the
behaviouralbased safety
(BBS) process
2007
2002
LEED certification
of SFS’s new
terminal building
at Boston’s Logan
International
Airport
4
Appointment of
Non-Executive
Board Member
for CSR
Oversight
Introduction of
the Severity
Index (SI) key
performance
indicator for
injuries
Addition of
Corporate Social
Responsibility
and Code of
Business Ethics
policies to BBA
Group’s Policy
Manual
Reduced the
Recordable
Incident Rate
(RIR) from 6.8
to 6.6
SI rates reach an
all-time low of
44.5
Received a tenyear succession
contract with San
Francisco Int’l.
Airport, in part
because of our
commitment to
CSR
CSR P O L I C Y
(introduced in April 2008)
We believe that healthy competition in the marketplace, pursued responsibly, is the best way of delivering value to all
our stakeholders. This means that we will aim to provide sustainable growth in our business performance for our
shareholders, and strive to maintain both short and long-term success. At the same time, we will assess and manage our
key CSR risks, setting annual targets and long-term objectives at a local and corporate level, focusing on priority issues.
1 Business Ethics
• We will endeavour to run our business with integrity
and transparency.
6 Environment
• We will manage and strive to reduce our environmental
impact, particularly our contribution to climate change.
• We are committed to conducting our operations in
compliance with national legislation in the countries
where they are located.
• We will support innovative developments in technologies
that support our business objectives and can offer
environmental and social benefits.
• We will benchmark ourselves against best practice
standards and seek to pursue a best practice approach
wherever practical.
7 Suppliers
• We will seek to promote the application of our CSR
Policy by our suppliers.
2 Engagement and Transparency
8 Customers
• We will work with our customers as business partners in
striving to deliver CSR objectives and sustainability in
the aviation sector.
• We will engage regularly with our stakeholders to
understand their priorities, and discuss opportunities
and challenges in order to make better business
decisions.
• We will report transparently in line with best practice
standards of accountability, supported by independent
verification.
9 Community
• We will seek to benefit local communities where we
operate through community investment and charitable
giving.
3 Employees
• We aim to provide equality of opportunity and diversity
through our employment policies in line with local
labour laws.
• We will work with the objective that local communities
benefit from the employment and career development
opportunities that exist within our operations.
• We will provide fair opportunities to local suppliers to
maximise our positive economic impacts at a local level.
• We will encourage our employees to reach their full
potential, and support them through training and
development.
COMPLIANCE
Compliance with this Policy will be treated in the same
manner as other BBA Aviation policies. All Managing
Directors will be required to sign a disclosure statement
twice each year acknowledging their receipt of a copy of
this Policy; their dissemination of the Policy to their direct
reports; and their disclosure of any known violations of
the Policy, to the extent not previously reported as
required under the Policy.
• We will strive to provide a workplace that is fair,
motivational, employee-friendly and a good working
environment.
4 Health and Safety
• We are committed to achieving a working environment
which is safe and secure, and supports healthy lifestyles.
• We will aim to achieve and promote best practices on
H&S specific to the aviation industry.
This Policy and compliance with it will be the subject of
review as part of the BBA Aviation Internal Audit
Programme.
5 Human Rights
• We respect the principles of the Universal Declaration of
Human Rights and the International Labour Organisation
core conventions and are guided by their provisions in
the conduct of our business.
55
Managing and Monitoring Our Progress
Message from the Director for
CSR Oversight
I am pleased to report that during
2007 BBA Aviation and our
individual business units continued
to take great strides to incorporate
CSR philosophy into our core
business processes and practices.
As BBA Aviation’s Director for CSR
Oversight, it is my role to see to it
that CSR is truly a major part of the
way we conduct business. I work closely with our Board of
Directors and Executive Committee to meet our CSR goals.
Both the Board and the Executive Committee are pleased
with the progress being made in incorporating all aspects
of CSR into BBA Aviation. The Board is highly supportive
of the evolution our Company is going through, and of
Simon Pryce’s leadership in guiding us through that evolution
to become a more focused aviation services and systems
support group. We anticipate that additional CSR-related
improvements will be made in the future as CSR continues
to bring our Company financial and other business-related
benefits.
As indicated in our Company’s 2006 CSR Report, we were
all saddened to report that a fatal accident occurred in
April 2007 within our operation at the Detroit Metropolitan
Airport. In keeping with our commitment to safety, we have
applied appropriate remedial measures to help prevent
future accidents, including strengthening skill sets and
training with respect to safety.
I look forward to continuing to work with our Board,
Executive Committee, and the rest of BBA Aviation
management to further incorporate CSR into our
Company in the future.
Mark Harper
We realise that it is critical to regularly monitor, measure, and
analyse our CSR performance in order to continue to improve in
the future. BBA Aviation’s managers routinely analyse CSR
performance trends and integrate best practices into our
Company’s future planning processes. We also regularly monitor
and measure the CSR progress we are making across our
businesses. This detailed plan for managing and monitoring CSR
performance enables us to identify areas where our efforts are
succeeding. It also allows us to focus on areas that will require
additional attention in the future.
Promoting Industry Safety
BBA Aviation participates in a number
of aviation industry groups that work to
promote sound management principles
and best safety practices. One such
group is the National Safety Council
International Air Transport Section
(ARTEX). Kimberly Tuyn, Director Group
HS&E, has been a member of ARTEX for
the last two years. The purpose of
ARTEX is to:
• Foster safety services in air
transportation and related activities
on a national and international scale.
• Develop and share information and
best practices.
• Analyse personal injuries/illnesses
and property damage statistics to
determine trends and areas that
need further attention.
• Provide education and training
programmes in the interest of
aviation-related occupational safety
and health.
Since 1997, Dennis Duncan, Regional
HS&E Manager for ASIG, has
participated in another programme
dedicated to enhancing aviation safety:
Delta Airlines’ Underwing Partners Safety
Leadership Team (UPSLT). UPSLT is made
up of companies that work with and
support Delta Airlines. Meetings to share
best practices are held quarterly, with
members taking turns hosting and giving
presentations. BBA Aviation hosted one
of these meetings during the summer of
2007, during which Kimberly Tuyn
presented how BBA Aviation’s safety
team is organised. Dennis Duncan also
gave a presentation on how to help
frontline supervisors become observers
and followers of safety practices and
transform themselves into safety
champions who can coach fellow
employees in the field.
The following are the specific ways our Company monitors and
analyses our CSR performance, both internally and externally, in
order to continually improve.
Internal Governance
During 2007, BBA Aviation’s CSR Steering Committee continued
to meet at least quarterly to provide leadership and guidance on
matters of social responsibility. A significant focus of the Committee
in recent years has been to review and refresh our Company’s
approach to CSR, and to develop stronger linkages to our strategic
objectives and vision.
Specifically, the CSR Steering Committee is charged with:
• Identifying CSR priorities and risks, and helping to affect change
in the operations of our business.
• Supporting our CSR initiatives as advocates within BBA Aviation.
• Reviewing our CSR programmes and performance, and
identifying strengths and weaknesses in the implementation
of CSR strategy.
• Recommending, where necessary, new CSR policies and changes
to existing CSR governance structures.
BBA Aviation’s CSR Steering Committee adopted a new CSR Policy
(see page 5) that was ratified by our Company’s Executive
Committee and Board in early 2008. The CSR Steering Committee
is now working on improved measurement methods that will be
integrated throughout all business units to ensure that meaningful
progress is being made.
Providing CSR leadership within BBA Aviation continues to be part
of the duties of all our managers. We believe that giving CSR this
high level of attention will result in increased CSR activity throughout
our Company and our individual business units in the future.
One of the ways BBA Aviation’s commitment to CSR is made clear
to our customers and employees is through our Company policies.
Managers of our various businesses and our HS&E managers are
expected to ensure that employees are aware of the high priority
we place on CSR. In fact, the performance of these managers is
measured, in part, by how well they comply with our CSR policies
at their individual operations.
During 2007, several of our Company’s policies related to CSR
were modified and reissued in 2008. Our policies cover:
Corporate Social Responsibility; Code of Business Ethics;
7
Disclosure of Unethical Conduct; Competition Law
Compliance; Data Protection and Privacy; Gifts and
Entertainment; Bribery and Corruption; and Equal
Opportunity and Anti-Harassment.
Our Company’s CSR policies are included in the BBA
Aviation Legal Policies Manual, which is distributed to
all senior managers. Managers are regularly required to
confirm that they understand these policies and are
implementing them within their operations.
85%). In 2007, we maintained our position as a top 100
company; however, we were disappointed to find our score
fell to 72.5%. We believe that this resulted from substantial
improvement of other companies and tightening of the
scoring system, not as a result of any regression on the part
of BBA Aviation. We are using this new information as an
opportunity to further strengthen the specific areas in which
we did very well, and to focus greater attention and resources
on those areas where improvements can be made.
Having CSR as a core part of our business also means
assessing and monitoring any new companies that we
acquire. We conduct baseline assessments when we initially
acquire a business to determine how well that business is
performing relative to CSR and to identify areas where we
believe there is room for improvement. We then work with
that new company to help ensure its success in promoting
the highest CSR standards.
Internal Control Measures
In 2007, BBA Aviation performed an internal control
assessment, and findings suggested that the business units
would benefit from additional input at the Company level. As
a result, the quarterly business reviews now include CSR as a
standard agenda item for each business unit to report on to
senior management. In addition, BBA Aviation’s Internal Audit
team is responsible for conducting annual reviews and
verifying compliance of our individual businesses with our
Company’s CSR policies. We are confident that our recently
issued CSR Policy and the accompanying measurement
practices being developed by the CSR Steering Committee
will provide our business units with the additional direction
and support needed for the future.
Our Company has other internal control measures. For
example, HS&E management practices and regulatory
compliance are assessed at BBA Aviation facilities on an
annual basis. Within the ASIG and SFS businesses in the
Americas, all locations undergo an annual audit conducted
by corporate HS&E auditors. Within the other business
units, facilities undergo an annual HS&E self-assessment,
with several facilities also receiving an external verification
audit. Both the HS&E audit and self-assessment programmes
include a number of CSR-related questions.
External Benchmarking
Business in the Community (BitC) Corporate
Responsibility Index
BBA Aviation believes that external benchmarking is an
effective means of assisting our Company in identifying
areas of CSR that require additional attention in the future.
For the last five years, we have participated in the UKbased Business in the Community (BitC) indices.
Over the previous four BitC indices, there was some modest
variability in our Company’s score from year to year (81% -
Specifically, our 2007 BitC score showed that we made
substantial improvements over 2006 in the following areas:
Board Reporting, Board Remuneration and Bonuses,
Performance Management, Integration of CSR, and
Stakeholder Engagement. Areas that provide our greatest
opportunities for improvement in the future include
Environment, Community, Product/Process Stewardship,
Supply Chain Management, Influence over Rules, Workplace
Management, Employee Development, and Wellness. Our
2007 BitC assessment report can be found on the BBA
Aviation website: www.bbaaviation.com.
Stakeholder Dialogue
Investor Engagement
BBA Aviation continues to actively
participate in FTSE4Good, the Socially
Responsible Investment (SRI) index that
assesses a company’s CSR strategy and
performance. Our Company has also
continued to respond to the Carbon Disclosure Project
(CDP) questionnaire. Our response can be found at
www.cdproject.net. In addition, we remain engaged with
Trucost Plc, an environmental research organisation that
was established to help companies and investors understand
the environmental impacts of business activities.
In 2007, BBA Aviation also participated in two CSRrelated surveys. We once again completed a survey for
the Ethical Investment Research Services (EIRIS), a UKbased organisation that provides independent research
into the social, environmental, and ethical performance
of companies. Our Company also completed the
Investec Assessment Management Climate Change
Survey. This online survey collects information on how
“Once again, we are humbled and honoured to be recognised by our
customers in this way... This award only encourages us to redouble our
efforts in safety, quality, reliability, and offering the best value possible
to our customers.”
Keith P. Ryan, ASIG President,
on ASIG’s Best Airport Fuel Operator recognition
FTSE 350 companies view climate change, and what
steps they are taking to manage it.
community organisations. This recognition reinforces our
commitment to CSR principles—from safety excellence
and environmental stewardship, to charitable giving and
community involvement. The following achievements are
among the highlights of 2007.
Customer and Employee Engagement
BBA Aviation’s businesses have a number of mechanisms
in place to solicit information from customers and other
stakeholders on a variety of topics, including CSR-related
issues. These mechanisms include the following:
Best Airport Fuel Operator
Awarded to ASIG
ASIG has been named Best Airport
Fuel Operator for the fourth straight year in an independent
survey conducted by the Armbrust Aviation Group Jet Fuel
Report. ASIG ranked number one against competitors in
service categories for safety standards, quality of staff,
data management, price, and innovation.
• ASIG conducts monthly review meetings with key
customers. Online customer satisfaction surveys will be
introduced in 2008, and will have standard questions on
such topics as environmental and safety performance.
ASIG also includes in its standard sales material basic
information concerning its CSR efforts, and shares BBA
Aviation’s CSR publications with various stakeholders.
• SFS is using People Metrics, a research firm, to carry out
surveys to develop and enhance customer service
standards training. SFS management personnel review
customer satisfaction goals on a regular basis.
• Executive Beechcraft has a website that allows customers
to provide feedback or ask questions about systems or
concerns. Customers have provided positive feedback
on Executive Beechcraft’s recycling initiative.
• During 2007, L.E.K. Consulting initiated a customer survey
on behalf of the APPH Group. This survey covered all
aspects of performance, including response times,
schedule adherence, and innovation.
• ERO uses electronic, telephone, and direct mail customer
surveys to solicit feedback, as well as mandatory weekly
calls by customer service representatives. ERO also
hosted a breakfast for its suppliers and customers
regarding cooperative interaction with the Red Cross.
ASIG Is Four-Time Recipient of
Delta Air Lines’ Safety Award
The Triple Crown is Delta Air Lines’
highest operational safety award, recognising local
operations and supplier partners for critical elements of
teamwork, time management, and operational excellence
in achieving a safe, on-time operation. In November 2007,
ASIG’s Salt Lake City fueling operation received the Triple
Crown Award for the fourth time.
Premier Turbines Demonstrates
Excellence in Energy Efficiency
Crowder College’s Alternative
Energy Department in Neosho, Missouri, awarded BBA
Aviation’s Premier Turbines the Energy Excellence
Conservation Award at the 2nd Annual Energy, Environment,
and Efficiencies (E3) Conference in November 2007. The
award recognises Premier Turbines for demonstrating
outstanding efforts in instituting, utilising, and providing
energy-efficient products and services.
Local Community Achievements—Awards
BBA Aviation facilities and employees take pride in
knowing that they have made positive contributions to
their surrounding communities. Many of these activities
have garnered the attention of outside groups, such as
industry associations, government agencies, and
ASIG Receives British Safety
Council Recognition
The British Safety Council is one of
the world’s leading occupational
health, safety, and environmental
9
organisations. In 2007, ASIG was accredited with the
British Safety Council’s Five Star Health and Safety
Management System Audit rating.
• Aviation Ground Safety Council (AGSC) www.agsc.org.uk
• British Business and General Aviation Association
(BBGA) - www.bbga.aero/
• East Newton Co. R-VI School District Board www.enr6.k12.mo.us
• Florida Aviation Trade Association (FATA) www.fata.aero
• Flight Safety Foundation (FSF) - www.flightsafety.org
• Fuel Suppliers Advisory Panel (FSAP) www.iata.org/workgroups/cfg
• Greater Ozarks APICS Chapter - www.goapics.org
Dallas Airmotive International (DAI) Named Top Partner
Mark Berg, DAI Customer Service Manager, was honoured
to accept the Top Partner Award from Southwestern Illinois
College (SWIC). This award serves to recognise individuals
and companies for their contribution to strengthening
SWIC’s Airframe and Powerplant (A&P) programme within
the college and community.
Sharing and Promoting Best Practice in the Aviation
Sector
An important part of a strong CSR programme is sharing
best practices with others in the aviation industry. BBA
Aviation is proud of our Company’s participation in many
voluntary business associations and initiatives throughout
the industry. This participation across our Company not
only allows us to share best CSR practices, but also gives
us an opportunity to learn from the experiences of other
organisations. Sharing best practices also helps to promote
greater HS&E and social awareness throughout the aviation
industry as a whole.
Among the organisations in which we play an active role
are the following:
• Aeronautical Repair Station Association (ARSA) www.arsa.org
• Aero Club of Washington - www.aeroclub.org
• Aircraft Maintenance Technology (AMT) www.amtonline.com
• Air Transport Association of America (ATA) www.airlines.org
• American Association of Airport Executives (AAAE) www.aaae.org
• Army Aviation Association of America (AAAA) www.quad-a.org
• Greater Washington Business Aviation Association
(GWBAA) - www.gwbaa.com
• International Air Transport Association (IATA) www.iata.org
• Kansas City Area Development Council (KCADC) www.thinkonekc.com
• Midway Special Road District (Missouri) www.auditor.mo.gov
• National Air Transportation Association (NATA) www.nata.aero/
• National Aeronautic Association (NAA) - www.naa.aero/
• National Business Aviation Association (NBAA) www.nbaa.org
• National Contract Management Association (NCMA) www.ncmahq.org
• National Safety Council (NSC) - www.nsc.org
• National Examination Board in Occupational Safety and
Health (NEBOSH) - www.nebosh.org.uk
• Neosho (Missouri) Area Chamber of Commerce www.neoshocc.com
• North West Aerospace Alliance (NWAA) www.aerospace.co.uk
• Professional Aviation Maintenance Association (PAMA) www.pama.org
• Society of British Aerospace Companies (SBAC) www.sbac.co.uk
• Southwest Illinois College Advisory Board for A&P
Programme - www.swic.edu
• Technical Fuel Group (TFG) www.iata.org/workgroups/tfg
• University of Texas-Dallas: History of Aviation www.utdallas.edu/library
• Women in Aviation International (WAI) - www.wai.org
People are a top priority at BBA Aviation. As stated in one
of our six core values, we are committed to investing in our
employees and their development, and to providing them
with rewarding careers.
Protecting our employees’ health and safety is a key part of
investing in our people. BBA Aviation employs approximately
10,700 people in 11 countries on five continents. In order for
our employees to reach their full potential, we believe that
we must provide them with a safe and secure work
environment. By doing this, and by giving them the training
they need to advance in their careers, it is our aim to
effectively counter the history of high employee turnover
prevalent within the aviation services market.
Investing in our people means not solely investing in them at
work, but also providing them with the resources they need
to grow as individuals outside of the work environment. BBA
Aviation takes pride in addressing our employees’ entire
wellbeing, including both physical and emotional, as part
of our commitment to their health and safety.
Fair Treatment, Diversity, and Business Ethics
BBA Aviation is committed to operating in a nondiscriminatory manner and to creating greater diversity
in our workforce wherever possible. These goals are a
high priority of senior management, and are regularly
communicated to individual business managers and to
all of our employees. We believe that greater diversity
in our own workforce will assist our Company in better
relating to the increasingly diverse populations of the
communities in which we operate.
Our Company is aware that it is important to have strong
written policies on non-discrimination and the fair treatment
of all employees. Two different Company policies on Equal
Opportunity and Anti-Harassment promote the fair
treatment of all employees regardless of age, race, religion,
nationality, sex, marital status, or disability. They also deal
with harassment against employees based on their age,
race, religion, nationality, sex, marital status, or disability.
BBA Aviation’s Corporate Social Responsibility and Code of
Business Ethics Policies require employees to treat each
other fairly and to operate in a highly ethical manner. This
includes not discriminating against job applicants and
employees based on their race, religion, creed, colour,
gender, disability, national origin, age, military status, veteran
status, sexual orientation, or marital status. Where
appropriate, individual sites have also established affirmative
action goals to further improve our workforce diversity.
BBA Aviation believes it is critical to give our employees
an opportunity to anonymously report any complaints
about not being treated in a fair or ethical manner. In
2004, the Company installed a confidential call line,
which continues to be in operation today. We take all
comments and complaints received on this call line very
seriously, and prohibit retaliation against concerned
employees. Call line use is regularly monitored by the
Audit Committee of BBA Aviation’s Board of Directors,
and all complaints are promptly and thoroughly
investigated by Company management.
Employee Relations
Our Company promotes open and ongoing dialogue with
our employees. We believe that our employees are in the
best position to make suggestions as to how we can improve
as a Company, including how we can enhance our CSR and
BBA Aviation Code of Business Ethics
(excerpt)
The Company’s commitment to the highest level of ethical
conduct should be reflected in the business activities of all
BBA Aviation companies including, but not limited to,
relationships with employees, customers, suppliers,
competitors, the government, and the public, including our
shareholders. All of our employees, officers, and directors
must conduct themselves according to the language and
spirit of this Code and seek to avoid even the appearance of
improper behaviour.
HS&E programmes. This open dialogue is encouraged by
management at all of our businesses.
Approximately 35% of our employees are members of
unions or are covered by collective bargaining agreements.
It is important for managers at these facilities to have open
and ongoing conversations with both their union employees
and the employees’ labour representatives.
Human Rights
The United Nation’s Universal Declaration of Human Rights
clearly recognises that dignity and equality are inherent
rights of all persons. At BBA Aviation, we recognise the
principles of the Universal Declaration of Human Rights
and the International Labour Organisation core conventions,
and believe that we must treat all persons in accordance
with these highly important principles.
Our human rights policies extend to all our employees
across the globe. Our standards in this area include such
employment-related issues as child labour, forced labour,
and general working conditions. Treating all persons with
fairness and dignity is a core part of our overall CSR
philosophy. Employees are encouraged to learn more
about our commitment to human rights and how it ties
into our CSR policies by reviewing our Company’s Legal
Policies Manual.
Training and Development
One of BBA Aviation’s ongoing goals is to assist our
employees in reaching their full potential. Our Company is
well aware of the fact that our overall business success is
dependent on the success of our individual employees
within the careers they have chosen. Correspondingly, BBA
Aviation’s employees are given opportunities not only to
succeed in their current jobs, but to also receive training,
career progression planning, and additional assistance so
they can successfully transition into other desired careers
within our Company.
Career progression planning is an important part of career
development at all of our facilities. Such planning includes
helping employees define both personal and professional
goals, then working with them to create specific plans
aimed at meeting those goals. We offer our people the
resources and opportunities to learn new skills that will
enable them to grow personally and professionally. Career
profiling, annual performance reviews, and continuing open
discussions with managers are key parts of this process.
BBA Aviation provides employees with many different
internal training opportunities. Among these are HS&E and
CSR topics, computer applications, driver awareness, and
first aid. We also provide our people with other forms of
skills development, continuing education, and personal
assistance. These include the following:
• Several BBA Aviation facilities have instituted
apprenticeship programmes to train potential new
employees, particularly in areas where staff recruitment
is difficult.
• Facilities across the business units have programmes
that reimburse employees for expenses related to
approved courses taken in relation to Company needs,
such as conferences, seminars, memberships, continuing
education courses, and/or professional exams. Similar
programmes are designed to assist employees with
completing their formal education, thereby improving
their job skills and increasing opportunities for promotion.
For example, APPH pays all reasonable tuition fees for
those employees wishing to further their education and
allows some flex time to enable them to pursue their
goals.
• APPH prepares an annual business plan from which all
operations produce key performance indicators (KPIs).
These KPIs are then incorporated into the annual
performance appraisal process. Annual appraisals
pinpoint the employee training and development
needs that are required to meet the business plan.
• ASIG and SFS use a management development
programme knows as Pathways, which provides targeted
training for existing managers and those interested in
management or professional development
opportunities. Pathways is comprised of a series of internally
and externally offered management and personal development
courses focusing on eight critical success factors: leadership,
management, communication, personal effectiveness, customer
service, technical knowledge, finance administration, and
strategic thinking.
Continuing Education Programmes
Developing and retaining skilled workers
remains a key challenge for BBA Aviation.
Therefore, in addition to our employee
education efforts, we also support a
number of apprenticeship and ongoing
education programmes designed to
create skilled workers.
APPH and H+S Aviation continue to run
apprenticeship programmes aimed at
training a new generation of skilled
employees in the areas of craft,
technician, commercial, and engineering.
APPH is partnered with the North West
Training Council (NWTC), which provides
apprenticeship candidates. In 2007,
APPH had nearly 20 apprentices. These
individuals complete a four-year
programme, splitting their time between
the classroom at the NWTC and working
at APPH.
Management Team Training
In November 2007, more than 80 members of BBA Aviation’s
senior management team participated in a management
conference, which included several discussions on various CSRrelated topics. The conference also included a presentation on
BBA Aviation’s overall dedication to CSR and our Company’s CSR
performance. This conference is part of the commitment our
Company has made to ensure that all of our senior managers
have a good understanding of CSR and that they promote BBA
Aviation’s CSR programmes and policies within their individual
business units. Our intent is to make this an annual event.
BBA Aviation has also introduced a new performance management
process and leadership development programmes, which include
leaders and potential leaders from all divisions across the Company.
BBA Aviation also supports local
university programmes:
• In 2007, Premier Turbines began
working with Crowder College and the
Federal Aviation Administration (FAA)
to develop an aircraft maintenance
technician training programme
expected to begin in the autumn of
2008. Premier will support this effort
by providing aerospace materials for
the hands-on portions of the classes
and by serving as a teaching resource.
• APPH Wichita supported four students
from a Wichita State University
master’s degree class on business and
manufacturing processes. The students
toured the APPH Wichita facility and
used it as a case study for their class.
• The General Manager from SFS at
Denver Centennial Airport (APA) sits
on the steering committee for the
Aviation Department of the
Metropolitan State College of Denver,
speaks in management classes, and
helps students with career
development.
13
Health and Safety
Kimberly Tuyn: New Director
Group HS&E
Kimberly Tuyn, who stepped into
her new position of Director Group
Health, Safety, and Environment on
1 March 2008, is no stranger to
BBA Aviation or to our Company’s
HS&E and CSR policies. Tuyn, who
has served as ASIG’s Director of
Safety for the past three years, will
focus her attention in her new
position on the following goals:
Identifying, then assessing and eliminating hazards, is a
key part of our Company’s health and safety programme.
BBA Aviation’s commitment to our people includes
ensuring a safe and secure working environment.
We are aware that the success of any health and safety
programme is greatly dependent on leadership from top
management. At BBA Aviation, three senior-level HS&E
managers and a number of other divisional and site-based
managers regularly evaluate health and safety-related site
performance. These senior-level managers are part of a
larger team of HS&E professionals operating throughout
our organisation, who regularly assess any health and safety
risks to our employees, our property, or our environment.
During 2007, we agreed that continued improvement in
HS&E performance throughout our Company would benefit
from the establishment of a Director of HS&E position at the
highest Company level. Following an exhaustive internal and
external recruiting and evaluation process, BBA Aviation was
pleased to be able to promote from within our own
organisation. Kimberly Tuyn was appointed Director Group
Health, Safety, and Environment, reporting directly to the
CEO. She has also joined the CSR Steering Committee.
HS&E Audit Process
BBA Aviation’s HS&E self-assessment tools and internal
audits continue to be valuable resources that enable our
facilities to demonstrate ongoing HS&E compliance,
adherence to our Company’s CSR policies and procedures,
and continuous improvement based on industry standards.
• Developing and implementing a robust HS&E strategy
linked to BBA Aviation’s business goals and values.
• Driving “best-in-class” practices and process
developments.
• Overseeing HS&E coordination and compliance.
• Standardising HS&E measurement, reporting, audit, and
root cause analysis across all BBA Aviation businesses.
BBA Aviation’s Executive Committee believes that creating
this new role at the Group level will help to accelerate
improvements in many areas related to HS&E, including
providing strategic direction. Tuyn reports directly to CEO
Simon Pryce.
that questions are appropriately understood and
responses reflect the facility’s performance. External
verification of data is currently taking place within the
Europe/Asia facilities, while internal verification is taking
place at facilities within the Americas. A team of HS&E
auditing professionals at the Company level will continue
to carry out the internal audits. Among the many topics
included in these verifications are environmental matrices,
waste reduction, solid and hazardous waste, confined
spaces, ventilation, electrical safety, machine guarding,
legal compliance, air quality management, communication,
and safety and environmental awareness training.
We completed this verification process again in 2007, and
continue to find that it improves our facilities’ understanding
of the benefits of ownership gained by completing the selfassessment. It also helps our facilities to further integrate the
self-assessment programme into their management systems.
These tools assess compliance and best management
practices associated with HS&E management, standard
operating procedures, and aviation topics. BBA Aviation
plans to continue using these tools in 2008 to ensure that
our facilities develop and implement systems that meet
regulatory requirements and achieve best practice standards.
Each year, BBA Aviation facilities are required to complete
an online self-assessment of their own facilities. Aside from
ASIG and SFS in the Americas, all of the BBA Aviation
facilities use the self-assessment tool that is housed on the
BBA Aviation HS&E website.
Health & Safety Performance
BBA Aviation continuously monitors and documents our
Company’s health and safety performance. These
performance records are used to assist us in developing
future improvement plans. Among the data we track and
compile are workers’ compensation claims, lost workdays,
accident severity, and other recordable incident data. This
information is reported to our Board, Executive Committee,
and senior management. Our Company also sets annual
performance targets for all of our businesses based on our
future health and safety improvement plans.
Our Company contacts a representative number of facilities
annually to assess and verify their data, and to make sure
BBA Aviation maintained our record of minimal penalties
for non-compliance with applicable health and safety
Health and Safety
“Thanks to the quality of our people and training, we have a safety
record that our customers rely on. It’s as simple as that.”
Dennis Duncan, ASIG Regional HS&E Manager
Although not all facilities were able to achieve the ambitious
targets that were set for 2007, we are pleased to report
that BBA Aviation’s Company-wide performance improved
over 2006. BBA Aviation recorded a Company-wide RIR of
6.3, which was slightly higher than the 2007 target of 6.2,
but was below the 2007 industry average of 7.1 and our
2006 RIR of 6.6. This performance was aided by significant
advances in 2007 at APPH, Legacy Support, and SFS
Americas over their 2006 performance. Legacy Support
exceeded its worldwide RIR target of 1.8 by registering a
rate of 1.0.
regulations from our operations in 2007. BBA Aviation
paid $13,375 to health and safety regulatory agencies for
health and safety non-compliances occurring in 2007. In all
cases when BBA Aviation receives or becomes aware of a
violation, we take the situation very seriously and
implement corrective actions to prevent recurrence.
Recordable Incident Rates
To create Company-wide consistency, each facility uses
Recordable Incident Rates (RIRs) as the primary health and
safety performance metric. RIRs measure the number of
recordable injuries for every 200,000 hours worked. BBA
Aviation employs even broader global criteria for defining
a recordable incident than the US Occupational Safety and
Health Administration (OSHA) and the UK Health and Safety
Executive (HSE), including injuries where more than one
day is lost and incidents that require medical treatment
even if no workdays are lost.
Severity Index
Introduced in 2004, BBA Aviation’s Severity Index (SI) rating
provides an additional measure of overall health and safety
performance. The SI monitors severity of injuries and
return-to-work schemes in place at each facility by tracking
lost workdays that result from workplace injuries.
The SI rating guides BBA Aviation in our efforts to target
and assist those facilities experiencing significant lost
workdays. In 2006, we achieved an all-time SI low of 44.5
Every facility is required to establish annual RIR improvement
targets based on previous health and safety performance,
taking into account any fundamental changes in the business,
applicable industry standards, and local factors. In alignment
through a combination of improved facility management of
absences and the engagement of return-to-work (light duty)
programmes. In 2007, Company-wide SI rates increased to
61.9, with the largest increases coming from ASIG Americas
and SFS Americas. SFS Europe was able to reduce its SI
rate from 12.9 to 9.4.
with our Company’s goal to become an industry leader in
health and safety performance, we challenge our individual
facilities to set their targets at “better than” industry
standards.
While the SI metric has assisted in driving attention to the
importance of return-to-work programmes, our performance
throughout 2007 has returned to the same level as we
15
Health and Safety
achieved in 2005. The increase resulted primarily from a
couple of incidents that caused extended absences of the
affected employees, as well as a general loss of focus on
the importance of re-engaging employees in their work in
a timely manner. During 2008, we will be establishing new
metrics for measuring and assessing our safety performance,
including metrics that are intended to be leading indicators
of our performance. It is our intent that these new metrics
will allow more real-time tracking of our safety performance
and will identify areas of concern before the incidents occur.
Our 2007 safety performance unfortunately included a fatal
vehicle accident that occurred at the Detroit Metropolitan
Airport. Our entire organisation was shocked and saddened
by this loss. Since that accident, we have implemented
appropriate remedial measures to help ensure that such an
accident does not occur again.
Our Company’s goal remains to become a safety and health
leader in our industry by continuing to develop and enhance
the safety improvement programmes we now have in place.
BBA Aviation’s 2007 RIR performance indicates progress in
this area; however, we recognise that our efforts are not
yet complete. We will continue to work on both our RIR
and SI performance to improve the safety of all of our
employees in the future.
Health & Safety Initiatives
During 2007, a number of health and safety initiatives were
carried out across our Company. Implementation of a
behavioural-based safety (BBS) programme continued at the
DAI Forest Park and H+S Aviation facilities. Implementation is
now 100% complete at Forest Park. The introduction of Lean
Manufacturing processes at APPH facilities has resulted in
improved ergonomic shop layouts, which have reduced the
amount of manual handling required of employees. ASIG
instituted a new Personal Protection Equipment (PPE)
programme for eyes, hands, and feet, which has reduced
injuries by 16%. With a number of locations achieving
OHSAS accreditation, systems have also been put into
place to continually improve health and safety performance.
HS&E Training
BBA Aviation continues to invest in HS&E training to
improve our overall focus on health, safety, and
environmental issues. Carried out primarily at the facility
level, our businesses undertake training exercises that
address facility-specific HS&E concerns.
For example, in 2007, ASIG’s UK operations trained and
certified staff in manual handling techniques. Employees
who attended this initial training have not only improved
their own understanding, but will also be able to coach
fellow employees, thereby reducing areas of manual
handling and associated injuries. A two-day safety
training seminar was held for HS&E coordinators from
BBA Aviation’s ERO, Legacy Support, and APPH facilities
across the US. The seminar included discussions
regarding injury prevention, risk management, and the
development of a new Safety Programme Leadership
Manual and HS&E templates. These discussions allowed
the facilities to have open discussions regarding HS&E
concerns and solutions. In addition, BBA Aviation in
Europe and Asia held four of its Tips and Tricks
seminars throughout the year. Open to all employees,
these seminars provide an opportunity for middle
management to share knowledge and best practices,
and to further improve health and safety management.
Wellness
In 2007, a number of BBA Aviation’s facilities across the
business units began developing wellness programmes
that are designed to increase wellness and productivity,
and to contribute to the overall health of BBA Aviation,
our employees, and their families. For example, many
locations are implementing initiatives to help employees
quit smoking; offering reduced or free gym memberships;
providing free or discounted health assessments; and
sponsoring blood drive and flu shot clinics. In the UK, SFS
employees are also encouraged to increase their physical
activity through the Cyclescheme, which provides tax
incentives for employees to purchase bicycles for
commuting to work.
Communicating the importance of wellness to
employees—through seminars, employee newsletters,
and bulletin board postings—has also increased at many
of our individual business units. Through these efforts,
we hope to promote greater awareness of health-related
issues and encourage healthy activities and lifestyles
amongst all BBA Aviation employees. We have found
that in addition to helping create healthy employees,
our wellness programmes often also result in increased
productivity and job satisfaction, and an economic
benefit in terms of employee health care coverage.
“It’s just good business to do everything we can to use technology,
materials, and processes that have minimal impact on the environment.
Everyone benefits. We’ve made great strides in the past few years in this
area. We have dedicated efforts to identify opportunities for
improvement and continue to encourage our factories to be active
participants in a safer, cleaner environment.”
Hugh McElroy, President of BBA Aviation Engine Repair and Overhaul company DAI
BBA Aviation takes our responsibility in caring for the
environment very seriously. Our Company continues to
take steps to reduce energy consumption, water usage,
and the creation of waste. These and other actions will
help ensure a safe and healthy environment both for our
own employees and for other members of the broader
communities in which we operate.
managers’ duties are identifying, evaluating, and
managing any risks to the environment associated with
the operation of our businesses. Senior management at
BBA Aviation is committed to reducing greenhouse gas
(GHG) emissions at our individual facilities, and to using
less water, generating less waste, and reducing energy
consumption Company-wide, while continuing to
conform to all applicable environmental regulations. In
2007, BBA Aviation did not receive any fines for noncompliance with environmental regulations.
Environmental management is a key responsibility of
senior-level managers at our Company. Among these
17
Our Environmental Index
BBA Aviation requires our individual facilities to
regularly monitor and report all environmental impacts.
Our personnel conduct annual self-assessments and site
audits, and then develop site improvements plans to
drive environmental performance. We also formally
collect key performance information related to BBA
Aviation’s global business environmental impacts
through an Environmental Index of all our facilities.
During 2007, the ASIG and SFS Americas business units
initiated a new process for gathering environmental
performance data—SHEBBA (Safety, Health, Environment
BBA)—that is more comprehensive and detailed than the
previously used system. When comparing the 2007 data
gathered through SHEBBA against previous years’ data,
however, some potential inconsistencies were identified in the
manner in which sites were reporting. Despite efforts to
resolve these apparent inconsistencies, several differences still
remain, particularly in the areas of waste recycling and waste
reduction. As a result, we have not included waste data in
the 2007 CSR Report.
As part of this new reporting process, we made a number
of changes aimed at increasing the accuracy of the
collected data:
• The reporting frequency for the new system was
increased from semiannually to monthly.
• Implementation of the new process provided an
opportunity for additional training for individual facilities
on how to collect, manage, and report their data.
• Our internal audit process was updated in 2007 to
include verification of these environmental metrics.
The additional focus placed on these metrics through the
SHEBBA process and associated training has led to the
collection of more comprehensive data. As a result, we
believe that the increases being reporting in our 2007 metrics
are less of a reflection on our actual performance and more a
result of the improvements that we have undertaken to
improve our measurement and reporting procedures.
During 2008, the use of the SHEBBA reporting tool will be
expanded to include all BBA facilities globally. As we expand
the use of this new reporting tool, we are continuing to refine
the new reporting process and evaluate our performance in
these areas to establish an accurate representation of the
environmental progress BBA Aviation has made as an
organisation. This evaluation may result in modifications to
our reported past performance in subsequent CSR Reports.
During 2008, BBA Aviation will not only undertake aggressive
efforts to investigate our 2007 data, we will also be
incorporating additional quality control measures into the
ongoing reporting process to improve the accuracy and
reliability of the data gathered.
Alternative Aviation Fuels
As part of its strong commitment to the
environment, ASIG participates in a number of
industry organisations that evaluate the potential
for using alternative fuels for commercial aviation.
Among these groups are the Commercial Aviation
Alternative Fuels Initiative (CAAFI), and the
International Air Transportation Association’s
Technical Fuel Group (TFG) and Fuel Suppliers
Advisory Panel (FSAP).
CAAFI is an international coalition of airlines, aircraft
and equipment manufacturers, fuel suppliers,
universities, government agencies, and
nongovernmental organisations. CAAFI’s mission
is to enhance aviation security and environmental
sustainability through the development of
environmentally progressive alternative fuels.
The TFG works with industry suppliers and service
providers on such issues as investigating the
potential offered by alternative fuels. The FSAP
ensures good coordination between the airlines
and the fuel supplier community.
In November 2007, ASIG participated in a CAAFI
conference on how to take alternative fuels to
market. With input from ASIG and others, more
than 40 recommendations were made to further the
development and deployment of alternative fuels
within the aviation industry. Among these were:
• Seeking a generic specification for all 50/50
blends of isoparaffinic (IPK) fuels, including
renewable/non-renewable blends with the
potential to reduce carbon emissions and serve
as a single fuel for both commercial and military
aviation needs.
• Compiling and analysing emission data from
flight, ground, and combustor tests for
alternative fuels.
• Identifying opportunities created by alternative
fuels’ characteristics to reduce weight, fuel burn,
and particulate matter emissions.
• Identifying solutions to overcome the constraints
alternative fuels place on water supplies due to
the role water plays in their production.
Energy
Energy consumption continues to be a key issue for BBA
Aviation and every one of our individual businesses. Although
total energy consumption increased slightly from 2006 to
2007, many facilities did incorporate a number of energy
saving initiatives throughout the year in addition to the
green building initiatives at the Boston and San Francisco
Airports (see page 21).
Aviation’s impact on the environment are areas in which
we will continue to invest resources.
For example, H+S Aviation decreased natural gas usage by
approximately 50% in 2007 through the use of an energy
management system that was installed on the gas heating
system. Other BBA Aviation facilities have also reduced
energy consumption by installing and utilising more
efficient light bulbs; motion or light sensitive sensors to
control lighting; insulated metal walls; high efficiency
heating, ventilation, and air conditioning (HVAC) systems;
and programmable thermostats. In addition, some facilities
with hangar buildings have installed switches to shut down
the hangar heating plants when the doors are opened in
order to reduce heating needs. Turning off all non-essential
lighting, heating, fans, or other equipment during second
and third shifts has further minimised energy usage.
Many of our facilities are already implementing initiatives
to address the GHG emissions challenge. The APPH
Bolton facility has installed a new rotary screw
compressor in its Filter Division, which will reduce carbon
emissions by an estimated five tonnes per year, at a savings
of approximately £3,000 per year. Several facilities have
also taken measures to optimise transportation, a large
source of GHG emissions. For example, Premier Turbines
and H+S Aviation consolidate low priority shipments and
use Less-Than-Truckload (LTL) carriers when possible. Other
facilities are encouraging employees to carpool to and from
work or to commute via bicycle. Compressed natural gas
(CNG) or battery-operated vehicles and electric baggage
conveyors are also being used at more facilities. The
initiatives to reduce energy consumption described above
will also result in decreased GHG emissions for those facilities.
Reducing our energy consumption will remain an
environmental priority for BBA Aviation as global
demands and prices for energy increase. With support
and commitment from senior management, we anticipate
continued reductions across our individual facilities over
the coming years as we take the lessons learned from
the initiatives in place at individual facilities and apply
them across the business units.
Water
BBA Aviation’s total water consumption decreased from 2006
to 2007, primarily as a result of utility audits and reduction
efforts at individual facilities throughout the Company. Many
facilities continued their efforts to reduce water consumption
Greenhouse Gas (GHG) Emissions
As new regulations and demands from stakeholders
surrounding climate change continue to grow, BBA Aviation
has responded by investing more resources in identifying
risks and opportunities related to our GHG emissions. We
track GHG emissions that are the result of electricity, fuel
oil, and natural gas usage at our facilities. Given our
increase in energy consumption, it follows that we also
experienced an increase in GHG emissions in 2007.
2007
In conjunction with energy consumption, managing our
GHG emissions and identifying ways to reduce BBA
19
through the use of drought-resistant vegetation and more
efficient automatic watering systems.
Several facilities set individual targets for water consumption
in 2007, and achieved reductions of 10% or more over 2006.
Environmental Management Systems
Implementing an environmental management system
(EMS) helps companies meet compliance and performance
goals, as well as increase operational efficiency and reduce
energy usage. As part of BBA Aviation’s efforts to reduce
our environmental impacts, several of our sites achieved
ISO 14001 certification in 2007, with many more facilities
planning to achieve certification in the next few years. For
example, ERO began an ISO 14001 certification initiative
in 2007, with a gap analysis planned for 2008. Several of
APPH’s facilities have already been certified, and the goal
is to achieve ISO 14001 certification for all APPH facilities
by 2010. In preparation for ISO 14001 certification, H+S
Aviation has established a “Green Team” comprising
representatives from all areas of the business to look at
further initiatives related to waste reduction.
Facilities that do not have an externally certified EMS have
individuals who are responsible for implementing an internal
EMS that covers significant environmental impacts. These
sites follow BBA Aviation’s environmental standards and
management practices, and participate in the HS&E audit
and self-assessment programmes.
Due Diligence
Our due diligence policy remains unchanged: before
buying or selling any business interests, we conduct preacquisition and pre-divestiture due diligence assessments
to determine whether these businesses have any potential
health, safety, or environmental risks. These due diligence
assessments not only protect our Company, but also
protect the communities in which we operate.
Achieving Environmental Improvement and Setting
Targets
One of our Company’s environmental goals is to set
Company-wide external environmental targets. We are
working on this goal, while at the same time continuing to
require our individual facilities and local operations to set
their own targets, based on the Environmental Index
results. We believe that looking closely at the performance
of both our individual facilities and our Company as a
whole is the best way to ensure that we achieve all our
environmental goals.
Caring for the Environment - Green Buildings
“SFS’s new Boston terminal makes full use of sustainable materials and low voltage
lighting. Natural light floods the building, reduces the need for electric lights, and
improves the working environment. The design also works hard to promote the use
of bicycles and public transport; there are showers, bike racks, and parking spaces
set aside for pooled cars.”
Craig Hanson, Architect for Schenkel Shultz
Leading the Way in Sustainable Design
BBA Aviation and our individual businesses are committed to being leaders in the industry in preserving and protecting
the environment. In 2007, SFS opened a new general aviation facility at Boston Logan International Airport (BOS), which
incorporates sustainable design features. SFS also began work on renovating and expanding its facility at the San
Francisco International Airport (SFO), which will include the use of “green design” principles.
The Boston Airport project was
Leadership in Energy and
Environmental Design (LEED)
certified in early 2008. Among the
many environmental aspects of the
project include the following:
SFS’s San Francisco Airport project,
scheduled for completion in late
2008, incorporates the use of various
design principles aimed at increasing
energy efficiency and making use of
alternative energy sources. The first
phase of this project, which began in 2007, includes
replacing all light fixtures with more efficient types, using low
VOC paint, installing low emission carpeting, increasing use
of building materials containing recycled content, utilising
low water usage urinals, adding insulation, installing
occupancy sensor controlled lighting, and light
harvesting to maximise the use of natural lighting. All
hangars will also be equipped with sensors to shut off the
heaters when the hangar doors are open. The increased
efficiency lighting alone is expected to cut energy usage
by 50% in the hangars.
• Reduced water consumption from using a high efficiency
irrigation system and planting native vegetation.
• Installation of high efficiency heating, ventilation, and air
conditioning (HVAC) systems and lighting.
• Purchase of alternative energy vehicles for ground
service equipment.
• Implementation of waste management and recycling
programmes.
• Increased use of materials that contain recycled content,
including concrete, asphalt, steel, aluminum, and
carpeting.
• Installation of wood-based building materials certified in
accordance with the Forest Stewardship Council’s
criteria for sustainable forestry practices.
• Maximised indoor air quality through the use of low
VOC content materials and the installation of a filtration
system with greater capture efficiency.
• Utilisation of natural lighting to limit the need for
electrical lighting.
• The use of incentive programmes for employees to take
public transportation.
• Installation of bicycle storage racks and showers to
encourage employees to commute to work on bicycle.
• Recharging stations and dedicated parking spots for
electric vehicles.
• Reserved parking spaces for carpool vehicles to
encourage employees to ride to work together.
The second phase of the project includes expansion of the
FBO; installation of new high efficiency HVAC systems;
and installation of alternative energy sources, including
roof-mounted photovoltaic cells and wind turbines.
The final phase of this project includes the construction of
a new hangar, which will incorporate the same features as
the renovated hangars. SFS anticipates that this will be the
first ever LEED new construction certified hangar.
The project will be used as a guide by SFS in planning
other environmentally conscious projects around the US.
21
21
“There simply are no words to express our heartfelt gratitude for the overwhelming
support and generosity that the entire SFS family has showered upon Give Kids The
World over the years. They have shared their time, talents, and hearts through
countless volunteer hours, creative fundraisers, and awareness building... Our
gratitude to SFS is truly boundless.”
Pamela Landwirth, Give Kids The World President
Giving back to the communities in which we operate is an
important philosophy at BBA Aviation. During 2007, we
provided cash contributions of £110,000 to charities and
organisations in our communities. This philosophy permeates
our organisation, both at the management level and at the
level of individual employees. Due to the diverse nature and
geographic locations of our individual businesses, we have
found that it works best to allow local facilities to identify
charities and community projects within their own
communities. This identification takes place in the broader
context of our Company’s strategic planning process.
BBA Aviation’s CSR Steering Committee assists individual
facilities in selecting community schemes that will benefit
both the local community and our Company. Participation in
such schemes takes many forms. Sometimes it involves direct
financial contributions from employees or from the individual
facility. Other times it involves apprenticeship programmes,
one-on-one mentoring from employees, or volunteered time
to assist young people in improving the quality of their lives
outside of work and school. Among the many individuals who
have benefited from these community schemes are at-risk
teenagers, children with terminal illnesses, and special needs
children with physical or cognitive disabilities.
It is not only the recipients of such schemes who benefit,
however. We have found that the greater our Company’s
participation in the wider community, the better the relations
between that community and our Company. BBA Aviation
believes it is important to not only provide employment
within the communities where we operate, but to also give
back in other ways.
The following examples highlight just a few of the charitable
causes that our Company has supported during 2007.
American Red Cross
In 2007, Hugh McElroy, President of BBA Aviation Engine
Repair and Overhaul company DAI, accepted the American
Red Cross Dallas Area Chapter’s Humanitarian Award for DAI’s
commitment to serving those in need through various Red
Cross initiatives.
DAI was
recognised for
creating a
corporate
environment that
fosters employee
participation and
support, such as
their ongoing
involvement in the “Ready When the Time Comes” programme.
Cheryl Sutterfield-Jones, American Red Cross Dallas Area
Chapter CEO, commented on DAI’s service, “Volunteers are
the heart of the American Red Cross. Without them, it would
be impossible for the Red Cross to answer the calls for
assistance and training from the community every time,
whenever and wherever we are needed.”
Give Kids The World
For children with life-threatening illnesses, a chance to
receive a special wish cannot be underestimated. Give
Kids The World
(GKTW) Village is
a 70-acre, nonprofit resort in
Central Florida
that creates
magical memories
for children with
life-threatening
illnesses and their
families. GKTW
provides accommodations at its whimsical resort, donated
attractions tickets, meals, and more for a week-long, costfree fantasy vacation.
SFS has been a strong supporter of GKTW since 2001.
Throughout that time, SFS employees, business partners,
customers, and friends have raised nearly $1 million for
GKTW through a variety of fundraising campaigns and
community events.
On 11 May 2007, SFS partnered with another BBA
Aviation business, DAI, to host the 20th Annual Love Field
Golf Classic. The event attracted 96 golfers and raised
close to $60,000 for three worthy causes, including GKTW.
During 2007, the total amount raised by SFS for GKTW
was $226,000. The monies raised in 2007 are being used
toward the SFS “Hub of Hope” project, which consists of
the construction of 10 new villas for families that will be
located in the Fairy Tale Forest section of the GKTW
Village.
Starlight Children’s Foundation
Granting wishes and providing hospital entertainment for
seriously and terminally ill children is a major goal of the
Starlight Children’s Foundation. Thanks to strong support
from SFS’s Europe, Middle East, and Africa (EMEA)
operations, many of these children’s lives will be a little
brighter.
In addition to BBA Aviation’s £1,000 donation, SFS’s EMEA
operations provide financial support through the “Give as
You Earn” scheme, which allows employees to make
donations through payroll deductions. The Luton facility
held a Golf Day to raise money. David Best, Managing
Director, EMEA, and Steve Gulvin, Regional Manager,
EMEA, raised £8,000 by participating in a charity cycle
ride from London to Paris. Money raised from the charity
cycle ride was used to purchase 10 brightly coloured
“distraction boxes” containing toys to entertain children
during treatment and examinations at hospitals.
23
Leading in Our Marketplace
BBA Aviation is a leader in our industry. In order to
maintain that leadership position, it is important that we
share our strong CSR philosophy with others, including our
customers and our suppliers. Our Company works hard to
achieve success by being ethical and reliable and a model
for others in the areas of HS&E and CSR. We believe that
continuing to focus on these issues will help ensure us a
leadership position in the marketplace in the future.
Working with Our Supply Chain
BBA Aviation believes that our CSR responsibilities include
not only promoting CSR throughout our own Company,
but also encouraging our customers and suppliers to
adopt strong CSR principles. Our Company’s individual
facilities are poised to offer assistance to suppliers to
ensure that any new products being developed are good
for the environment and the health and safety of the
public. Such assistance by our facilities is required under
our Company’s Product and Process Stewardship Guidance
Note. Our Supply Chain Management Guidance Note
further helps individual facilities ensure that all supply
decisions are made in accordance with ethical and
environmental principles.
BBA Aviation continues to promote the importance of our
CSR philosophy to both our suppliers and our customers. At
SFS Cape Town, for example, our Company’s CSR
brochures are clearly displayed in brochure racks in the
flight lounge and reception area. ASIG includes information
regarding ongoing CSR efforts in all of its standard sales
material.
In March 2007, APPH hosted a supply chain conference for
over 60 members of key suppliers and client companies.
Attendees broke into smaller groups and took turns rotating
through sessions covering environmental issues, CSR,
communication, and lean manufacturing. The conference
also provided an opportunity for the companies to share
what they are doing in relation to these topics and to
identify areas for improvement.
APPH also conducted surveys to assess the performance
of their suppliers in the categories of health and safety,
quality, target setting, processes, and people. Questions
ranged from whether a facility has an environmental policy
to whether it is establishing and tracking key performance
indicators. APPH assigned scores for each category, and
also established performance benchmarks for how the
companies should be performing. APPH plans to conduct
additional audits in 2008.
We believe that this active promotion of CSR principles
will result in suppliers and customers reviewing their own
CSR policies to ensure that they meet our high standards.
In this way, we will be able to achieve the highest level of
CSR performance throughout every area in which we do
business.
Competition
BBA Aviation is proud of the fact that our CSR programmes
and performance have helped us win new contracts from
customers (e.g., SFS San Francisco). We believe that this
shows the increasing importance of including CSR as a
major component of our Company’s overall operating
philosophy.
While BBA Aviation is already considered a leader in the
industry, we are aware that many competitors do exist.
Because of this, it is to our Company’s business advantage
to find ways to differentiate ourselves from our competitors.
One very successful way we have done this is by showing
potential customers our proven track record in the areas of
CSR and HS&E. More and more potential customers are, in
fact, asking for this information in their proposals. We
believe that continuing our strong CSR-related efforts will
enable us to win even more contracts in the future from
entities that hold similar CSR philosophies.
Our Company also continues to take steps to ensure that
we are in compliance with fair competition laws. We
accomplish this, in part, by assisting our employees through
the compliance process via our Competition Law Compliance
Policy, a written document that has been in effect for many
years. Training on this Policy is provided to all senior
management throughout the businesses. Employees who
have concerns about this Policy or who may believe they
have conflicts with the Policy are strongly urged to let us
know so we can take any necessary actions. Employees
who wish to raise concerns but do not want to be
identified are able to use the confidential call line.
Policy on Gifts
BBA Aviation has a dedicated corporate policy on Gifts
and Entertainment, which outlines the ethical behaviour
expected of our employees. We will act against any
employee who contravenes this Policy. BBA Aviation does
not give political donations.
Verification Statement
RMT, Inc. has been requested by BBA Aviation to review
and verify its 2007 CSR Report. Ultimately, collection of
data and presentation of information in the Report remains
the responsibility of BBA Aviation Directors. RMT has been
tasked with providing an opinion of the Report based
upon our verification. Our responsibility in performing this
work is to the management of BBA Aviation only and in
accordance with the terms of reference agreed with them.
Therefore, we do not accept or assume any responsibility
for any other purposes or organisation. Any reliance that a
third party places on the Report is entirely at its own risk.
A separate department of RMT is an external advisor to
BBA Aviation, providing ongoing assistance on matters of
health, safety, and environmental compliance.
• The Company has continued to enhance and develop a
sound and comprehensive system of electronic data
collection. This system, along with other mechanisms, is
used by BBA Aviation facilities to report performance on
CSR topics.
• The Report accurately presents BBA Aviation policies
and systems for the identification, enhancement, and
management of environmental, health, safety, and
social issues.
• BBA Aviation has responded to feedback from
external stakeholders and has presented this Report
in a format that facilitates communication both
internally and externally.
Scope and Objectives
The data contained in the Report is consistent with the
underlying data available at the Company level.
The verification was conducted by RMT as a desk study
with the following objectives:
Paul Ressmeyer
RMT, Inc.
August 2008
• Provide an opinion on whether the Report accurately
presents BBA Aviation’s policies and systems.
• Confirm that the data presented in the Report is an
accurate and complete representation of the data
contained in data management systems at the
Company level.
Activities Conducted
In order to achieve our stated objectives, the following
activities were conducted to test the scope and balance of
information provided in the Report:
• Reviewed relevant documentation available at the
Company level.
• Conducted random checks of the contents of the Report
against documentation and information available at the
Company level.
• Checked the data presented in the Report against
management systems at the Company level.
• Checked evidence to test claims made in the Report
regarding BBA Aviation CSR performance.
Relevant documentation constituted information
available on BBA Aviation’s Internet site, its Intranet
HS&E management system, working documents that
support the Report statistics, and select BBA Aviation
business policies.
Findings
As a result of the verification activities conducted, we can
confirm the following:
25
We encourage dialogue with all
stakeholder groups who have an
interest in our business activities,
and invite you to share your
thoughts on this Report and our
CSR activities.
Please fill out the enclosed postcard,
e-mail [email protected], or
write to Corporate Social
Responsibility, BBA Aviation plc,
20 Balderton Street, London, W1K
6TL, UK.
The hard copy of this CSR Report
was printed on PhoeniXmotion
Xenon paper, which carries the FSC
(Forest Stewardship Council)
certification. It is made with ECF
pulp (Elemental Chlorine-free), is
acid-free, has a natural pH and is
fully recyclable.
BBA Aviation plc
Registered Office
20 Balderton Street, London
W1K 6TL
Tel. +44 (0)20 7514 3999
FAX +44 (0)20 7408 2318
Registered in England
Company Number: 53688
www.bbaaviation.com

CSR Report 2007 (PDF 4.7MB)

Transcription

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