A LOT OF GOOD GOES INTO WHAT WE DO

Transcription

A LOT OF GOOD GOES
INTO WHAT WE DO
INGREDIENTS
INTRODUCTION
SOCIETY
ECONOMIC
02 A MESSAGE FROM OUR CEO
23 COMMUNITY ENGAGEMENT
& ASSISTANCE
47 FINANCIAL MANAGEMENT
03 A MESSAGE FROM OUR
VP SUSTAINABILITY
24 ABORIGINAL RELATIONS
04 CORPORATE SUSTAINABILITY
STRATEGY
25 CORRUPTION
05 TARGETS AND PERFORMANCE
PRODUCT
RESPONSIBILITY
SOCIAL
11 OUR PEOPLE
29 MARKETING AND COMMUNICATIONS
29 PUBLIC POLICY
11 WORKFORCE
12 NEW HIRES & TURNOVER
ENVIRONMENT
13 HEALTH, SAFETY &
ENVIRONMENTAL PROTECTION
33 ENVIRONMENTAL MANAGEMENT
14 TRAINING AND
CAREER DEVELOPMENT
16 EMPLOYEE BENEFITS
& ASSISTANCE
18 HUMAN RIGHTS
48 EMPLOYEE COMPENSATION
49 CLIMATE CHANGE: FINANCIAL
RISKS & OPPORTUNITIES
ABOUT THIS REPORT
52 REPORT PROFILE
53 REPORT CONTENT
54 ASSURANCE
55 COMPANY PROFILE
56 OPERATIONAL STRUCTURE
34 IMPACT MITIGATION
58 GOVERNANCE, COMMITMENTS
AND ENGAGEMENT
36 ENVIRONMENTAL INNOVATION
62 AWARDS AND RECOGNITION
37 ENERGY USE AND GHG EMISSIONS
40 ENERGY & EMISSIONS
REDUCTION STRATEGIES
41 GREEN BUILDING
GRI CONTENT INDEX
A LOT OF GOOD COMES
OUT OF OUR WORK TOO
With a commitment to safe and ethical practices, as well as
to long-term community development, Ledcor makes a healthy
contribution to the sustenance of people and our planet.
To help create a sustainable future, we do our best every day to support the communities
where we work, create a safe and rewarding workplace, reduce our impact on the environment,
improve the environmental impact within with the industries in which we work, and make
sound economic decisions.
A lot of good goes into what we do, for instance establishing the Ledcor Group Applied
Research Chair in Oil Sand Environmental Sustainability at NAIT with a $1.5 million gift –
a healthy investment towards our collective future.
We plan to do more in the upcoming year. Far more.
02
LEDCOR 2011 SUSTAINABILITY REPORT
A MESSAGE FROM OUR CEO
Over the past 65 years, the growth of the Ledcor Group of Companies has been
driven by our entrepreneurial spirit and the emphasis we put on innovation,
balanced by strategic decision-making and the ongoing dedication and commitment
of our employees.
Today, the industries we focus on are much broader than it was 65 years ago.
Sustainability has been brought to the forefront of modern business, and is now
integral to Ledcor’s Vision, Mission & Guiding Principals. This is fitting to the theme
of this report, “A Lot of Good Goes into What We Do”. It is easy to see what we do
from the outside, while internally, we strive to be innovative on all of our projects.
In 2011, the Ledcor family expanded from 4,700 employees to over 7,200 employees.
This significant growth speaks to the increase in large-scale projects Ledcor has
been awarded, the growth of the company in the form of new branch offices and
the introduction of Ledcor Resources and Transportation.
Over the past year, we were acknowledged with several employer awards, including
the Financial Post’s Ten Best Companies to Work For and Canada’s 10 Most Admired
Corporate Cultures. These awards are a credit to our employees and to our values-
DAVID LEDE
driven workplace culture. This year also saw Ledcor and our employees reach a
Chairman & CEO
The Ledcor Group of Companies
significant fundraising goal of more than $1 million for the United Way and other
charities across North America.
We have a lot to be proud of as we celebrate our 65th year of business, including our
efforts to become a more sustainable company. Thank you to all of our employees
and clients for your continued hard work and dedication and for helping Ledcor to
lead the way in all of our industries.
Sincerely,
David Lede
Chairman & CEO
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A MESSAGE FROM OUR VP SUSTAINABILITY
The introduction of a formal Corporate Social Responsibility program at Ledcor
three years ago was an exciting moment. Ledcor focused on sustainability with the
same dedication we apply to all of our businesses and aimed to meet our clients’
requests for support with their own sustainability efforts.
In 2011, in preparation for the release of our first public Ledcor Sustainability Report,
we took the time to reflect on the great strides we’ve made – and to focus on our
strategy for the future. Our aim is to balance Ledcor’s growth and development with
our social and environmental responsibilities, making sure that our overall impact
on the economies, communities and ecosystems in which we operate is positive.
We are working to implement systems and processes that will allow us to better
track our sustainability performance – whether it be our greenhouse gas emissions,
our safety track record or our charitable contributions to the communities in which
we live and work. Just as we have always been industry leaders, we will add leadership in the movement towards sustainability.
It is with great pleasure that I express thanks to everyone who has dedicated
many hours to the development of this report and our overall Corporate Social
Responsibility program. It has been an amazing journey to this point, and I invite
MURRAY MACKINNON
you to see where we go next.
VP of Corporate Sustainability
Sincerely,
Murray Mackinnon
VP of Corporate Sustainability
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CORPORATE SUSTAINABILITY STRATEGY
We are in a position
to make investments
and decisions that
benefit our company
and support the
sustainability
objectives of
our clients.
Ledcor is focused on balancing economic, social and environmental goals. We strive
to maintain this balance throughout all aspects of our business and empower our
employees to do the same. As a result, we have established a progressive corporate
sustainability strategy that allows us to make sound economic decisions, support
the communities where we work, create a safe and rewarding work environment for
our employees and reduce our impact on the environment. Demonstrating corporate
social responsibility is the right thing to do, but our decision to become a more
sustainable company is based on more than just principles.
We believe that addressing our sustainability at this point in time is a practical decision.
Governments are moving towards applying greenhouse gas (GHG) emissions
regulations to heavy-emitting sectors such as transport and electricity, with further
industry regulation on the horizon. Meanwhile, citizens and organizations are
demanding that companies demonstrate a higher level of transparency, responsibility
and leadership, making voluntary action on climate change and sustainability a
prerequisite for doing business.
Ledcor recognizes that it has an obligation to its clients, employees and other
stakeholders to address all aspects of our sustainability. We are in a position to make
investments and decisions that benefit our company and support the sustainability
objectives of our clients. This will allow us to mitigate future risks; remain competitive
in a changing market; attract and retain employees; meet clients’ evolving needs;
preserve valuable natural resources; strengthen relationships with governments
and communities; uphold our reputation; and much more.
As a diversified company we have had the opportunity to integrate sustainability
into a variety of projects across many sectors. These wide-ranging projects and
initiatives truly reflect the diversity of our companies, each with its own area of
expertise. This has been fundamental to our success.
In 2011 we continued to show significant progress in both reporting sustainability
metrics and establishing our sustainability performance. Due to the large volume
and diversity of projects we undertake across our companies, it is often a challenge
to create singular standards or tracking systems that can apply to all of our business
divisions. As we rise to this challenge, we are working progressively to develop
systems that are specific to Ledcor and can consistently track our progress.
Although we have made strides in terms of data collection, particularly our
GHG emissions data, we are still working towards developing better practices.
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TARGETS AND PERFORMANCE
MOVING FORWARD
Our Corporate Sustainability Group is tasked
with driving the necessary changes across
every Ledcor division.
Our Corporate Sustainability Group is tasked with leading this process and driving
the necessary changes across Ledcor. This team – with the help of a diverse group
of employees throughout the company – is working to ensure that we are constantly
evolving and improving.
Through our annual Sustainability Reports, many topics and metrics are now being
tracked and reported, both increasing awareness internally and increasing corporate
transparency. In this report, for the first time, Ledcor has produced a scorecard
detailing our performance on key topics from 2011 and targets moving forward.
We believe that this will provide us with strategic focus toward achieving both our
short-and long-term goals.
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PERFORMANCE AT A GLANCE
TOPIC
2011 TARGETS
2011 PERFORMANCE
2012 TARGETS
SOCIAL
Health &
Safety
•Maintain our commitment
to safety while reducing our
injury rate.
•In 2011 our total recordable injury rate (TRIF)
rose to 2.46 from 1.26 in 2010.
•Work to improve our safety track record.
•Reduce TRIF to below 2011 levels.
Community
Giving
•Make 2011 memorable
by running our biggest
United Way campaign ever.
•Continue to give back through
our many other charitable
donations and initiatives.
•In 2011, our annual United Way Campaign raised
over $1 million for charity thanks to our generous
employee donations and corporate match
program – a Ledcor record.
•Ledcor’s corporate charitable contributions
have totaled over $12 million
•Continue to raise the bar in terms of charitable
giving and community engagement.
•Use Ledcor’s 65th anniversary to drive
momentum.
Engagement
•Educate our stakeholders
on Ledcor’s sustainability
strategy and initiatives.
•Internally, Ledcor’s Green Teams continued to
lead sustainability-focused projects, initiatives
and presentations.
•Ledcor’s Corporate Sustainability group continued
its outreach and efforts to increase sustainability
awareness throughout the company.
•Continue to drive engagement internally
through increased communication, outreach
and Green Team recruitment.
•Conduct a Materiality Assessment to
identify Ledcor’s top priorities.
Our People
•Support our employees
and their families.
•Gain recognition as an
industry leader and top
employer.
•In 2011 Ledcor was once again acclaimed for
its industry best practices and award-winning
corporate culture. Highlights included:
–2011 Canada’s Top 10 Most Admired Corporate
Cultures – National & Regional Winner
–2011 Canada’s Top 100 Employers
–2011 BC’s Top 55 Employers
–2011 Financial Post’s Ten Best
Companies to Work For
–2011 Ledcor Construction USA awarded
‘Best Places to Work’ in the North Bay
•Continue to develop strong programs to
support our employees.
TOPIC
2011 TARGETS
2011 PERFORMANCE
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2012 TARGETS
ENVIRONMENTAL
GHG
Emissions
•Develop a company-wide
GHG inventory process in
order to set our baseline.
•In 2011, for the first time, Ledcor successfully
completed a GHG emissions inventory for the entire
Ledcor Group of Companies. This followed two
years of partial inventories during which we built
•Now that our baseline has been set, begin
to develop reduction strategies and realistic,
measurable goals.
capacity and refined our data collection methods.
Sustainability
Reporting
•Increase the number of
GRI Indicators we report
annually.
•In 2011, we increased the number of indicators
we report on from 14 to 17. 11 of these indicators
were third-party assured by Deloitte & Touche.
•Continued to report at a C+ GRI Application Level.
•Continue to increase the number of GRI
Indicators we report on, with an aim of
reporting at a B+ Application Level.
•Develop a data reporting system to
consistently track sustainability metrics.
•Use our sustainable business
practices and growth plan
to increase our corporate
financial success.
•In 2011 Ledcor continued to grow, surpassing
expectations. Total annual revenue grew from
approximately $1.7 billion in 2010 to $2.3 billion.
•Continue to grow our business.
ECONOMIC
Growth
SOCIAL
OUR GREATEST ASSETS ARE OUR PEOPLE
SOCIAL
HIGHLIGHTS
We recognize that our greatest assets are our people. We are
committed to investing in our employees, whether they are
working in our offices or on our jobsites. Given the diversity of
operations within the Ledcor Group of Companies, we tailor
our people practices to maintain our position as a top employer.
Ledcor hires locally whenever possible, and partners with community-based job
training programs as well as universities and colleges to help us build strong ties
in the communities where we operate.
Ledcor’s full-cycle recruitment team works directly with business leaders on the
end-to-end hiring process. Our enterprise-wide Applicant Tracking System lets
us manage our candidate database so that candidates are reviewed in a timely
manner, ensuring that each candidate’s experience with Ledcor is a rewarding
one and allowing us to focus on promoting and hiring from within the company.
Ledcor prides itself on having a large returning workforce, project after project.
We believe in providing timely and relevant feedback to employees so that they
can be successful in their jobs. One way that we provide feedback is through the
Performance Management Process. Ledcor conducts performance management
review with employees at least once annually. This process consists of feedback
on specific core and/or job specific behavioural competencies, attainment of
pre-determined goals and objectives and development initiatives.
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OUR PEOPLE
Ledcor is an equal-opportunity employer that firmly believes in protecting the
rights of our employees. Our labour and human resources practices are based
on the following principles:
•We not only listen to our employees, we actively seek out their opinions.
•We invest in developing our employees through on-the-job development
and training opportunities.
•We model a strong safety culture throughout the organization.
•We continuously search for new ways to solve today’s problems and meet
the needs of tomorrow.
•We consciously recognize and reward our employees.
Ledcor has a solid history of positive labour relations with our trades workforce,
including the Christian Labour Association of Canada (CLAC). Years of working
together to resolve mutual workplace concerns have led to a flexible and motivated
workforce. Because of our approach, we enjoy a very collaborative relationship with
KOROL CUP
CLAC and their membership.
WORKFORCE
Annual participants ~150
Ledcor employed a total of 7,260 employees in 2011, a 56% increase from 2010.
Table 1 provides a full breakdown of Ledcor’s workforce.
Trevor’s motto Get’er done
Amount raised $34,000
Table 1: Employee Breakdown
EMPLOYMENT TYPE
2009
2010
2011
Canadian Permanent Full-Time Employees
1,681
2,037
2,587
Canadian Permanent Part-Time Employees
19
27
30
Canadian Fixed Term Full-Time Employees
1,435
2,072
3,961
Canadian Fixed Term Part-Time Employees
0
0
4
Total Employees in Canada
3,135
4,136
6,582
USA Permanent Full-Time Employees
386
367
427
USA Permanent Part-Time Employees
1
2
2
USA Fixed Term Full-Time Employees
139
153
249
USA Fixed Term Part-Time Employees
0
0
0
Total Employees in USA
526
522
678
Total Full-time Employees
3,641
4,629
7,224
Total Part-time Employees
20
29
36
Male
-
-
6,312
Female
-
-
948
Grand Total
3,661
4,658
7,260
An annual hockey tournament became
known as the Korol Cup after a team
member, Trevor Korol, died tragically
in an airplane accident. Now every year,
Ledcor employees and their families take
to the ice to raise money for the Trevor
Korol Memorial Scholarship Fund at the
Northern Alberta Institute of Technology.
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The best measure of
success is that each
and every employee
returns home at
the end of the day –
safely.
New Hires and Turnover1
The construction industry is characterized by seasonal, often temporary work
that is vulnerable to the boom and bust cycles of the economy. In light of this,
Ledcor strives to attract and retain the best employees.
There were a total of 1,361 new hires in 2011, with 516 employees departing from
Ledcor voluntarily or due to dismissal or retirement 2.
Table 2: New Hires and Rehires 20113
CATEGORY
COUNT
PERCENTAGE OF TOTAL EMPLOYEES
Region
Canada
1,201
39.4%
USA
160
5.3%
1,361
44.7%
Total New Hires and Re-hires
Table 3: Turnover Rates Excluding Shortage of Work as a Reason
2009 % TOTAL 2010
% TOTAL 2011
% TOTAL
COUNT EMPLOY COUNT EMPLOY COUNT EMPLOY
CATEGORY
Gender
Age
Region
Male
253
12.1%
295
12.1%
499
16.4%
Female
66
3.2%
58
2.4%
130
4.3%
Under 30
74
3.5%
72
3.0%
210
6.9%
30 - 50
168
8.0%
196
8.1%
291
9.6%
Over 50
77
3.7%
85
3.5%
128
4.2%
Canada
268
12.8%
302
12.4%
560
18.5%
USA
51
2.4%
51
2.1%
69
2.3%
319
15.3%
353
14.5%
629
20.7%
Total Departed Employees
Table 4: Turnover Rates Including Shortage of Work as a Reason
2009 % TOTAL 2010
% TOTAL 2011
% TOTAL
COUNT EMPLOY COUNT EMPLOY COUNT EMPLOY
CATEGORY
Gender
Age
Region
Male
579
27.7%
426
17.5%
588
19.4%
Female
201
9.3%
104
4.3%
154
5.1%
Under 30
161
7.7%
129
5.3%
234
7.7%
30 - 50
417
20.0%
277
11.4%
355
11.7%
Over 50
202
9.7%
124
5.1%
153
5.1%
Canada
656
31.4%
409
16.8%
640
21.1%
USA
124
5.9%
121
5.0%
102
3.4%
780
37.4%
530
21.8%
742
24.5%
1Ledcor tracks turnover for non-unionized and non-field employees only. The total number of non-unionized and
non-field employees at Ledcor on December 31, 2011 was 3,046. This number was used to calculate turnover rates.
Figures include terminations due to dismissal, injury/illness, quit, retirement and return to school both excluding and
including shortage of work. The term “shortage of work” is used when a project is completed and there is no immediate project for an employee to transfer to. These employees are often brought back when a new project is awarded.
2 There were no employee deaths in 2011.
3 Currently, our new hires and re-hires report does not include age group and gender information.
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THINK SAFETY, WORK SAFELY
Our safety slogan – describes not only what
we do, but our values and culture.
HEALTH, SAFETY AND ENVIRONMENTAL PROTECTION
Ledcor is committed to a strong HS&E Program that protects our employees,
subcontractors, clients, members of the public and property from harm. Ledcor
believes all incidents are preventable. Our goal is ZERO incidents. Ledcor supports
all workers in their right to work in a safe and healthy environment and their right
and responsibility to refuse unsafe work.
Our employees and contractors on our projects work in cooperation with management
in the implementation of our comprehensive HS&E Program. This includes participation
in all elements of the program, including worksite hazard assessments, inspections,
incident investigations, equipment maintenance and safety audits, in an effort to
continuously improve workplace safety. All our worksites and facilities, management,
employees and contractors comply with local government occupational health,
safety and environmental regulations and standards.
Ledcor’s HS&E Program requires the deployment of only qualified and trained workers.
It also outlines requirements for relevant employee training, job-specific safe work
practices, personal protective equipment, operation and maintenance procedures and
safety guidelines that focus management, employee and contractor awareness on
reducing the risk of incidents in all work-related activities. Please see the Training and
Career Development section of this report for more details on HS&E training at Ledcor.
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The HS&E team consists of over 100 safety-credentialed professionals and industry
specialists who support our teams in carrying out their HS&E responsibilities.
Because of Ledcor’s dedication to safety, our HS&E program has been recognized
by industry leaders and has received safety awards for worker safety, environmental
protection and incident prevention on our worksites and at our facilities.
We continually measure our success through formal external audits, collection of leading
and lagging indicators and safety recognition programs. But ultimately, the best measure
of our success is that each and every employee returns home at the end of the day – safely.
Worker Incidents
Ledcor has implemented an enterprise-wide, single data collection process for
workplace incidents called the Incident Management System (IMS). Collected data
is used for reporting, monitoring, evaluating and trending of workplace-related
incidents 4. The incident data is also used proactively in daily and weekly safety
meetings and other preventive safety programs.
In line with industry best practice, Ledcor follows the Canadian Association of
Petroleum Producers (CAPP) Guide for Reporting of Occupational Injuries. Table 5 provides Ledcor’s year-over-year safety statistics. Ledcor had no work-related
deaths in 2011. 5
Table 5: Safety Statistics
STATISTIC
2009
2010
2011
Total Person Hours
10,652,462
9,063,267
13,401,665
Lost Time Incidents (LTI)
16
6
27
Medical Aid Incidents (MA)
63
25
66
Restricted Work Cases (RWC)
35
26
72
First Aid Incidents (FA)
-
238
475
Illnesses
-
1
7
LTI Frequency
0.30
0.13
0.40
Total Recordable Injury Frequency (TRIF)
2.14
1.26
2.46
Absentee Rate5 (days/employee)
-
-
3.10
4 Minor (first-aid level) injuries are included in statistics.
5Includes sick days for non-unionized and non-field employees only. The total number of non-unionized and non-field
employees at Ledcor on December 31, 2011 was 3,046. This number was used to calculate absentee rate.
TRAINING AND CAREER DEVELOPMENT
Ledcor recognizes the importance of individual and team development through
continuous learning. An important part of the Ledcor experience is our commitment
to providing employees with a wide variety of learning opportunities.
Ledcor encourages employees to take an active role in their own development
and professional growth by discussing their training needs with their managers.
All managers contribute to employee development by guiding the selection of
appropriate courses and supporting training goals.
The Ledcor Training Team is dedicated to helping employees in the assessment
of their needs in the areas of training and development. They design, develop
and deliver training-based solutions across the company.
Our online Training Centre allows employees to explore many great tools to help
them as they grow and develop their skill sets. Types of training include:
•Skills Training: Includes training in areas such as problem solving, communication
skills, negotiating skills, presentation skills, leadership development, supervision,
etc. Ledcor offers a variety of in-house training for both teams and individuals.
•Academic Training: Typically includes College or University courses and studies
directly related to an employee’s current job or identified development path.
•Job Specific Training: Specific training required to perform necessary elements
of a person’s job or to maintain required certifications.
•Safety Training: Occupational safety training is mandatory for all project
employees. It provides information on safety hazards, site-specific safety
programs and safe work procedures.
•On the Job Training: An experienced employee provides direction/coaching/
training to another employee in a specific area.
The Certified Ledcor Leader (CLL) program is designed specifically for Ledcor
salaried staff with direct reports or those who directly influence/lead others in a
managerial type role. Leaders move through the program by attending one course
at a time and then applying the learning back on the job.
Ledcor also offers employees online learning opportunities such as the User Productivity
Kit (UPK). This tool provides web-based training for software applications in use at Ledcor.
UPK libraries are updated regularly to provide training on a wide variety of applications.
All regular employees are eligible to participate in training opportunities. Temporary
and casual employees are required to participate in training needed to perform their
job (such as safety training).
UPSKILLING
Compulsory corporate education and
training includes:
• Drug and alcohol program
• Supervisor safety training
• Mentoring program
• First aid training
• Workplace hazardous material
information systems
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Ledcor maintains
award-wining safety
programs that
exceed regulatory
requirements.
Table 6: 2011 Average Training Hours6
AVERAGE TRAINING HOURS BY GENDER
2011
Average Hours Per Employee
6.0
Average Hours Per Female Employee
7.0
Average Hours Per Male Employee
5.7
AVERAGE TRAINING HOURS BY JOB CATEGORY
Project Coordinator/Project Engineer
4.0
Executive
12.8
Foreman
0.0
General/Branch/Location/Regional/Site Management
12.1
Project Management
11.0
Supervisory & Management
12.8
Specialized Professional
6.5
Superintendent
7.4
Business/Technical Professional
2.5
Student
0.3
This training data does not include LEED or external training as neither is tracked within
the company in an accessible format. There is also no tracking system currently in place to
supply total training hours for safety programs throughout the company; however, each
group has Leading Indicators or Safety Goals for all levels of employment on jobs sites,
with additional mandatory training requirements. No person is allowed on a job site
without meeting these requirements and following the outlined safety training goals.
Ledcor maintains award-winning safety programs that exceed regulatory requirements.
On our projects, Ledcor holds mandatory weekly and daily crew meetings to address
current HS&E issues in the workplace. We also administer corporate education and
training that includes a Supervisor Safety Training, Drug and Alcohol Program,
Mentoring Program, First Aid Training, and Workplace Hazardous Material Information
System/Hazcomm.
The following is a list of all mandatory safety training for employees working on
project sites that must be taken prior to instatement:
•Ledcor Supervisory HS&E
Training Program
•Drug and Alcohol Training
•Mentoring Program
•Field Level Hazard Assessments
•Behaviour Based Observation
EMPLOYEE BENEFITS AND ASSISTANCE
At Ledcor, we recognize the need to attract and retain the best employees – our
greatest assets. In order to do so, we offer comprehensive benefit programs to
our employees and their dependents in both Canada and the USA.
6 Training statistics include only non-unionized and non-field employees.
Health Benefits Canada
In order to assist employees with health, vision, and dental care-related expenses,
including serious diseases, Ledcor makes available comprehensive insurance and
benefit programs through third-party carriers. Available to both full-time and
part-time employees after three months of continuous employment7, our Canadian
healthcare program is designed to provide comprehensive protection for our
employees and their dependents8.
Ledcor’s Group Benefit Plan includes the following for both regular full-time employees,
temporary full-time employees (>18 months) and regular part-time employees:
•Employee Life Insurance
•Extended Healthcare
•Accidental Death, Dismemberment
•Dental CareDrug Plan
and Specific Loss Indemnity
Additionally, full-time employees and part-time employees working 30 or more
hours per week are eligible for Long Term Disability (LTD) Income Benefits. The LTD
plan is particularly important for employees and their families coping with serious
diseases, as it provides those eligible with regular income to replace income lost
because of a lengthy disability due to disease or injury. This plan also provides
vocational rehabilitation designed to help employees return to their job or other
gainful employment, medical coordination and survivor benefits.
Health Benefits USA
Ledcor provides a number of health- and welfare-related insurance programs to
help employees in the USA Mainland and Hawaii take care of themselves and their
families. Ledcor’s plan focuses on affordable, preventative health care. We have
kept employee premiums as low as possible, while ensuring all employees have low
or no-cost access to preventative services and routine office visits.
Through these programs, regular full-time employees and regular part-time employees
working 30 or more hours per week are eligible for the following benefits:
•Medical
•Out of Country Medical Coverage
•DentalLife and AD&DLong Term Disability •Vision
Ledcor Employee and Family Assistance Program
Ledcor has a joint program administered by Human Solutions called Ledcor
Employee and Family Assistance Program (EFAP). EFAP is an off-site, confidential,
voluntary, short-term counselling service that acts as a separate entity under a
7Union employees, seasonal employees, and employees who work less than 20 hours per week are not eligible to
participate in the plan.
8Dependent is defined as: spouse, legal or common-law; unmarried children under age 21, or under age 25 if they are
full-time students (children under age 21 are not covered if they are working more than 30 hours a week, unless they
are full-time students); children who are incapable of supporting themselves because of physical or mental disorder
are covered without age limit if the disorder begins before they turn 21, or while they are students under 25, and the
disorder has been continuous since that time.
Our health plans
focus on affordable,
preventative care.
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Inclusiveness means
a workplace where
differences are valued.
non-profit society concept. The program is led by an Advisory Committee comprised
of union and management representatives who provide guidance and support for
the administration of the program, while ensuring that quality and confidentiality
standards are met.
EFAP allows employees and their family members to access a range of services to
support their psychological health. EFAP provides private and confidential shortterm counselling for personal, family and work-related concerns. This confidential
program provides access to a host of offerings, including:
•Comprehensive Counselling
•Prevention-oriented health promotions
•Crisis management, trauma response, disaster preparedness, peer training and
cumulative stress management
•Online Services: health risk assessments, e-learning and health change planning,
childcare and eldercare resources locators
•Employee and key personnel education and training
•Utilization tracking and data trend analysis
HUMAN RIGHTS
Ledcor is committed to protecting the rights of its clients, employees and other
stakeholders affected by its operations. We believe strongly in the principles of
non-discrimination, equal opportunity employment and indigenous rights.
This commitment is reflected both in our policies and our practices. It is our goal to
maintain a respectful and inclusive workplace. Our Human Resources department is
responsible for monitoring and managing company practices, and ensuring that no
legitimate complaint is dismissed or downplayed.
Diversity and Inclusion
Ledcor aims to treat people with respect and dignity by creating and maintaining a
diverse and inclusive workforce that reflects the communities in which we live and
conduct business. Ledcor always conducts business in accordance with the Human
Rights legislation of the countries in which we operate.
Ledcor’s Diversity and Inclusion Policy helps to ensure that we are benefiting from
a wide range of backgrounds, perspectives and experiences in order to achieve
company objectives and meet the needs of our customers. Diversity encompasses
all of our differences that make us unique individuals. Inclusiveness means
a workplace where differences are valued and all employees are encouraged
to contribute their perspectives and capabilities and to have the opportunity
to develop skills and talents consistent with our values and business objectives.
19
The Equal Employment Opportunity and Affirmative Action Policy dictates that Ledcor
must not discriminate against any employee or applicant for employment because of race,
color, religion, creed, national origin, sex, age, marital status, sexual orientation or citizenship status, genetics, disability or disabled veterans and Vietnam era veterans status.
Employee Conduct and Harassment9
All Ledcor employees are expected to act in an ethical manner and ensure that the
company’s reputation is not diminished by their actions. Employees must comply
with the Employee Code of Conduct, which covers procedures related to maintaining
a positive work environment; confidentiality; compliance with laws; public officials;
political contributions and activities; giving or receiving gifts and benefits; and
conflicts of interest. In the USA, these matters fall under Ledcor’s Code of Business
Ethics and Code of Conduct.
It is Ledcor’s policy to maintain an environment free of harassment as described in
its Harassment Policy (Harassment Free Policy in the USA). No employee shall be
subjected to, or subject another person to, harassment. All allegations of harassment will be investigated promptly and appropriate action will be taken by Ledcor.
We at Ledcor are aware of the potential for work-related threats or acts of violence to
be directed against employees from external or internal sources. Ledcor has a zerotolerance policy toward work-related threats or acts of violence. The Work-Related
Threats of Violence Policy dictates that no employee or any other individual affiliated
with Ledcor will subject any other person to work-related threats or acts of violence
or allow or create conditions that support work-related threats or acts of violence.
Human Rights Training
In support of Ledcor’s commitment to maintain a positive, productive work environment that is free from any form of harassment, all new employees are required
to complete online training entitled “Respect in the Workplace: Preventing
Harassment & Discrimination”. There are two versions of the training: a Manager
version and an Employee version. Both take approximately one hour to complete.
Participants must score a minimum of 80% on an online test at the end of the
program. In addition, USA-based employees are required to complete Ethics Training.
Aboriginal Awareness training is mandatory for senior management and also
available to all Ledcor employees. These training programs help to ensure that
Ledcor employees have the knowledge and the skills necessary to work with the
Aboriginal community. It also allows Ledcor to build long lasting relationships
through awareness and understanding of the history and culture of Aboriginal people.
9 Harassment is defined as any conduct, comment, gesture or contact based on one of the prohibited grounds of
discrimination as set out in each jurisdiction’s applicable Human Rights legislation that is unwelcome and ought
reasonably to be known to be unwelcome, detrimentally aff ects the work environment or leads to adverse job-related
consequences for the person who is being harassed.
COMMUNITY OUTREACH
Point of view Industry
Benefits Trust funds, training,
educational programs
Students in Grades 4 and 5 at Richmond
Elementary School learned about the pros
and cons of pipeline development from
our Corporate Sustainability and Health,
Safety & Environment teams. The students
were especially interested in learning about
the Northern Gateway Pipeline, as it was
a class research project.
SOCIETY
WE SUPPORT COMMUNITIES
WHERE WE OPERATE
SOCIETY
HIGHLIGHTS
Social responsibility means accountability to our employees,
the environment and the communities that are impacted by
our operations. Part of Ledcor’s corporate culture is to provide
support to the various communities in which we operate.
We strive to leave a positive legacy – social, environmental
and financial. With this aim in mind, we believe it is best
practice to manage and maintain effective, mutually beneficial
partnerships with our community stakeholders.
Ledcor employees are a diverse, multi-cultural group of people committed to making
their communities a better place to live and work. Ledcor encourages all staff to be
goodcorporatecitizensandtostrivetobecomeassetstotheirlocalcommunities.
Giving back is something Ledcor promotes across the corporation. Corporately, Ledcor
focuses on supporting pediatric initiatives by contributing financial donations to
children’s hospitals and critical care initiatives across North America.
Our Community Alliances team is committed to communicating and interacting with
all involved stakeholders from an established foundation of mutual respect, trust and
cooperation. Overall, we work to support the “how” of establishing, maintaining and
developing relationships with diverse communities to create value and opportunity.
COMMUNITY ENGAGEMENT AND ASSISTANCE
Ledcor recognizes that the economic legacy of its construction projects and other
endeavors can have a lasting impact on local communities. Whether it is a corporate
donation to a major hospital for much needed equipment, building a community
center in an isolated town, a company-wide employee and corporate donation
match program, or building a specialized playground for a children’s hospice, we
believe in giving back to our communities.
Ledcor also encourages its branch offices and project sites to provide financial
support and actively participate in charitable organizations at a community level.
We use these initiatives as an opportunity to engage our employees and promote
good citizenship. In 2011, Ledcor and its employees contributed over $1 million to
the United Way organizations in communities where our branch offices are located,
with Ledcor matching employee contributions dollar for dollar.
Ledcor has been an active participant in many joint ventures for training,
community development and advocacy in communities where we have projects.
Some of the programs we have partnered with are:
•Heavy Metal Rocks Program
•Vancouver Blade Runners
•Trades in Motion
•Job Horizons: Northern Neighbors
•Miss School, Miss Out
•Alberta Chamber of Resources
These initiatives help us develop strong community relationships by providing
opportunities in addition to employment.
EDUCATION
Ledcor is a strong supporter of education and provides a variety of grants and donations to
Canadian and American institutions offering education in applied trades and technologies,
such as BCIT and the Northern Alberta (NAIT) and Southern Alberta (SAIT) Institutes
of Technology in Edmonton and Calgary. The positive, mutually beneficial partnership
between Ledcor and NAIT was recently reflected by Ledcor’s establishment of
The Ledcor Group Applied Research Chair in Oilsands Environmental Sustainability.
These investments in education are consistent with Ledcor’s objectives of increasing
the number of people entering construction and related fields, and ensuring graduates
are trained to meet the company’s client needs, especially in the areas of sustainable
development and construction management.
STRONGER COMMUNITIES
We develop strong community
relationships by providing
opportunities beyond employment.
23
24
ABORIGINAL RELATIONS
Ledcor recognizes the long-term benefits of partnering with Aboriginal communities
and organizations, and we have a successful history of collaborating with Aboriginal
communities that are located near our jobsites. We recognize the importance of
cultivating long-term relationships that are based on mutual respect, trust and
cooperation. As a result, we are actively striving to work with these communities
before the initialization of any potential projects.
It is our intention to develop and nurture every possible opportunity for local and
Aboriginal workers, suppliers and trade contractors whenever possible. Where a
choice exists between local/Aboriginal and non-local workers, suppliers and trade
contractors, and providing there is no compromise to costs and quality, the local/
Aboriginal workers, suppliers and trade contractors will be given preference.
MANITOBA METIS
FEDERATION (MMF)
In recent years, we have been able to dedicate a group of hard working Ledcor
employees to initiating, maintaining and improving relationships with the Aboriginal
communities potentially involved in or affected by our projects. Ledcor has
partnered with several Aboriginal community-owned companies on construction
Partner feedback
Honest and progressive
Impact Building communities
projects where it would not only benefit Ledcor but also the Aboriginal community.
A few of the aboriginal employment programs we have supported include: Aboriginal
Human Resource Development Council of Canada, National Aboriginal Trades Leadership
Goals Long-term benefits
Committee, First Nations Training and Employment Partnership Program, Vancouver
The president of the MMF approached
Ledcor seeking opportunities for his
community. Without a specific project
in mind, we helped develop a roadmap
for the MMF to implement projects with
our teams and other industry partners
operating in the area.
Metis Economic Development Organization and Metis National Council.
Aboriginal Skills and Employment Program (VanAsep), Metis Apprenticeship Program,
Ledcor provides a targeted Aboriginal Awareness training program to our employees,
in an effort to ensure the value of our relationships with Aboriginal communities
is understood at all levels of our organization. These training programs also provide
our employees with the knowledge and skills necessary to build meaningful
relationships with diverse communities.
Through these partnerships and programs we are working towards building healthy
working relationships and endeavor to set important precedents for our industry
partners. These relationships add value to our projects and help us to effectively
make realistic proposals and commitments to the diverse communities where we
work. Ledcor is committed to making a positive impact – where we leave in better
standing than when we came.
Photo Credit: NAIT Digital Library
25
CORRUPTION
Ledcor deals with the issue of corruption through both its company policies and employee
training. Ledcor’s USA Code of Business Ethics requires the company ensure that each
Associate, including those engaged in performance of any federal contract, must
ETHICS TRAINING
Ledcor provides training through
the Ethics Awareness Program.
have a copy of the Code of Ethics and be familiar with the Ethics Awareness Program.
Ledcor provides periodic training through the Ethics Awareness Program to all of
its officers, directors, owners, partners, managers, employees and, as appropriate,
agents and subcontractors. Additionally, Associates are required to acknowledge
their commitment to understanding and compliance with the Code of Ethics Policy
and the Ethics Awareness Program on a regular basis.
In order to comply with federal regulations, Ethics Training is mandatory for all
employees working within Ledcor’s USA operations. In 2011, a total of 164 employees
completed this training.
Table 7: Ledcor Ethics Training 201110
Management completed training
Non-Management completed
EMPLOYEES COMPLETED ETHICS TRAINING 2011
Not completed ethics training
Management
22
% of Management
4.0%
Non-Management
142
% of Non-Management
5.7%
In Canada, Ledcor’s Employee Code of Conduct requires that all employees of Ledcor
act in an ethical manner and ensure that the company’s reputation is not diminished
by their actions. All employees are expected to comply with the Code’s procedures
related to positive working environment; confidentiality; compliance with laws; public
officials; political contributions and activities; and giving/receiving gifts or benefits.
Ledcor recognizes the right of employees to be involved in activities as citizens of
their communities, but requires that employees keep their role as private citizens
separate and distinct from their responsibilities as employees of Ledcor and avoid
conflict of interest situations.
10 The total number of non-unionized and non-field employees at Ledcor on December 31, 2011 was 3,046. This number was
used to calculate training statistics. Some data from previous years is unavailable or excluded due to incomparability.
PRODUCT
RESPONSIBILITY
COMMITTED TO THE HIGHEST LEVEL OF SERVICE AND QUALITY
PRODUCT RESPONSIBILITY
HIGHLIGHTS
Ledcor primarily produces projects and services rather than
“products.” Whether the project is large or small, Ledcor is
committed to accountability, innovation, integrity and quality.
Although all of our projects are designed and constructed
in accordance with legal regulations and the needs of our
clients, many other requirements such as customer privacy,
standards and certification schemes are project specific.
Ledcor is committed to delivering the highest level of service, craftsmanship and quality.
We take pride in our track record and ability to offer our clients tested reliability and
proven expertise. Ledcor’s employees play an integral part in ensuring that Ledcor
projects meet the high standards that both we and our clients expect.
29
MARKETING AND COMMUNICATIONS
Ledcor is committed to a Code of Business Ethics that expresses the principles,
policies and practices that every officer, director, owner, partner and employee must
use when conducting the Company’s business. Ledcor stresses both corporate and
personal integrity and therefore it is imperative that the company and its associates
obey all applicable laws that affect our business. Such laws include those that apply
to marketing communications.
All advertising and promotional materials produced or approved by Ledcor must comply
with government regulations. Ledcor employees are encouraged to reference the
Government of Canada’s Canada Business Network marketing regulations and
standards for guidance on legal requirements and best practices. The Canadian
Code of Advertising Standards, created by the self-regulatory body Advertising
Standards Canada (ASC), is also a resource used by Ledcor. As the Canadian advertising
industry’s principal instrument of self-regulation, the code sets the criteria for
acceptable advertising in Canada. These resources and others are referenced regularly.
KEARL OIL SANDS
Any concern about the legality of Ledcor marketing communications materials
Work hours 1.4 million
are directed towards Ledcor’s legal team to ensure compliance with relevant laws
Peak workforce 425
and regulations. We review and update our standards and practices as laws and
regulations change.
We are not engaged in the marketing or sales of products that are banned in our
home markets. Ledcor is not aware of any non-compliance issues related to regulations
or voluntary codes concerning marketing communications.
PUBLIC POLICY
Ledcor’s government-facing staff members are well versed in the Federal Lobby Act
and provincial regulatory lobbyist acts. These employees understand the circumstances
that would require lobbyist registration and follow protocols outlined in legislation
as required.
Ledcor ensures all political donations are made through formal channels so they
are properly recorded in provincial databases. For example, Ledcor’s donations to
registered BC and Alberta political parties are all found under the Elections BC and
Elections Alberta political donations database. Output from Nisku Facility
300 modules
Ledcor provided on-site construction for
a 4-kilometer aboveground, insulated
Utilidor built to carry utility lines from
the main plant site to the ore preparation
plant for Imperial Oil’s Kearl Oil Sands
project. Our scope included foundations,
heavy civil construction, concrete and
structural steel to support the installation
of pre-fabricated modules.
ENVIRONMENT
MAKING NEW GREEN DECISIONS EVERY DAY
Photo Credit: Nic Lehoux
ENVIRONMENT
HIGHLIGHTS
Ledcor is committed to sustainability, and this is reflected
in our approach to environmental management.
Our environmental policies and practices ensure that
we minimize our impact on the environment to the
greatest extent possible.
As stated in Ledcor’s corporate HS&E Policy, Ledcor is committed to protecting
the environment in all aspects of our operations. The environmental protection
guidelines and practices of the Ledcor HS&E Program are implemented at all
project sites, offices and operating facilities, with greater care taken on environmentally sensitive projects.
As a business that operates primarily as a contractor, Ledcor’s control over
the environmental management of each project is dependent on the form of
agreement arranged with our respective clients. Ledcor takes responsibility for
implementing legislated environmental policy and other industry standards and
regulations. Our clients establish at their discretion the degree to which Ledcor
exceeds those established criteria.
The Environmental Protection section of HS&E Program provides instruction to all
Ledcor employees on their duties and responsibilities as they relate to the protection
of the environment on projects, operating facilities and administrative offices
where Ledcor conducts business. These environmental protection guidelines and
practices are implemented at all project sites, offices and operating facilities.
Typical minimum waste diversion
from landfill by weight (75%)
33
ENVIRONMENTAL MANAGEMENT
Ledcor is committed to complying with all applicable federal, provincial state
and local government environmental requirements. We cooperate with all local
government agencies to develop sound environmental practices and procedures
CALGARY ZOO
that are practical and appropriate.
Enmax Conservatory at the
Calgary Zoo is Canada’s most
energy-efficient greenhouse.
In addition to meeting the requirements of this HS&E directive, all environmentally
sensitive projects (deemed as such through client designation/requirements or
through local government legislation) require the development of an environmental
protection plan (EPP). Training in the EPP is part of the Ledcor Supervisor’s Safety
Training course curriculum.
RECYCLING AND WASTE
Ledcor supports the principle of reduce, reuse, recycle in all its operations. Various
forms of waste are produced in the normal course of construction and maintenance
operations. All waste generated on Ledcor projects that can be classified as
hazardous is handled, stored and disposed of in accordance with local government
regulations. Non-hazardous waste generated during construction, demolition,
maintenance or renovation work is recycled through re-use on the project,
or removed to local recycling facilities, where reasonably available.
Building projects registered with LEED track and report the weight of waste
materials removed from those projects. Ledcor typically achieves over 75%
diversion from landfill (by weight).
Our HS&E Program dictates that office administration must ensure a wasterecycling program is implemented whenever possible and that office staff are
participating. These recycling programs collect all paper, cardboard, aluminum and
plastic containers, dry cell batteries and printer and toner cartridges, at a minimum.
Other recycling initiatives, such as electronics and composting of food scraps, have
been undertaken at several of Ledcor’s offices.
AIR CONTAMINANTS
Ledcor makes all reasonable efforts to reduce the release of air contaminants
generated by equipment or project work processes into public or work areas.
In addition, LEED projects are required to meet minimum indoor air quality (IAQ)
performance to enhance indoor air quality in buildings.
34
Any spill location
is restored to meet
or exceed applicable
legislation.
SOIL CONSERVATION
When working in areas identified as environmentally sensitive, Ledcor is responsible
for ensuring that all project personnel are informed of site requirements and guidelines
for soil conservation, including:
•Rights of way
•Transfer of Noxious Weeds
•Soil disturbances
•Prevention of soil erosion by water and
•Stock piling
wind beyond the confines of the site
•Low ground pressure tires or tracks
works (LEED).
•Project restoration
WATER
On all of our projects, procedures are in place to:
•Ensure all hazardous spills are promptly contained and cleaned up to reduce
potential harm to groundwater.
•Prevent turbid water discharges and sediments from escaping the site.
•Minimize erosion and sedimentation from rainfall at the construction site.
•Identify, reduce, eliminate or prevent the contamination of storm water.
Before any water is discharged from a site into adjacent waterways or storm
sewers, Ledcor ensures that the water quality meets the standards of all local
government environmental requirements.
IMPACT MITIGATION
Ledcor’s HS&E program tracks and implements safety standards and protects
the environment surrounding our jobsites. Spills exceeding approximately 30L
are deemed significant and are subject to a detailed investigation. Additionally,
many sites implement a more stringent threshold where every spill is investigated.
All environmental incidents, including spills, are tracked in Ledcor’s Incident
Management System (IMS). In 2011, there were a total of 29 significant spills
on Ledcor project sites. All spill locations have been restored to meet or exceed
applicable legislation and project requirements.
Ledcor takes responsibility for ensuring that all spills are promptly contained and
cleaned up to reduce potential harm to groundwater, and for instituting procedures to
prevent turbid water discharges and sediments from escaping the site. The procedures
are designed to minimize erosion and sedimentation from rainfall at the construction
site and to identify, reduce, eliminate or prevent the contamination of storm water.
Working close to environmentally sensitive waterways may require special project
procedures to be developed to protect the identified areas.
Table 8: Number of Significant Spills 2009-2011
YEAR
NUMBER OF SIGNIFICANT SPILLS
2009
12
2010
9
2011
29
RESPONSIBILITY
We take responsibility to ensure any spill
is promptly contained and cleaned up.
Table 9: Significant Spills 2011
PROJECT/SITE NAME
MATERIAL
QTY (L)
CZ Pipeline Gold Acre Rehandle
Fuel
2139
Hanna Dist Maint - A-20,21,22
Chemical
1050
2011 PRC Waste & Coal Mining
Fuel
500
Hanna Dist Maint - A-20,21,22
Fuel
200
Sunchild Road Phase 1
Fuel
175
Christina Lake Laterals
Fuel
125
Goldstrike Ore Handle
Fuel
76
Mt Milligan Winter Works
Oil
70
QTY (T)
Number of spills
30
25
20
15
10
5
0
CZ Pipeline Gold Acre Rehandle
Chemical
57
2011 Significant Spills: 29
Willow Creek Mine Dec 1, 2010
Oil
50
Oil
50
Oil
50
Oil
50
Oil
45
Mt Milligan Summer Works 2011
Oil
45
Oil
40
Mt Milligan Summer Works 1B
Oil
40
Wintering Hills Wind Project
Oil
40
Shell - MRM Muskeg Removal
Fuel
40
Oil
40
40
Suncor - TRO
Fuel
PRC Gordon Creek Crossing
Fuel
38
Oil
35
Willow Creek Pond & Road Work
Fuel
30
Oil
30
Oil
30
HWY 801 Long Island Lake Ph2
Fuel
30
Polygon 4
Oil
30
Willow Creek Mine
Coal
Total
15
5144 L
15 t
35
36
ENVIRONMENTAL INNOVATION
We invest heavily
in environmental
innovation and
technology.
Ledcor is constantly driving innovation. From our environmentally focused service
offerings to our internal initiatives, we are pursuing opportunities to encourage
positive change within our industry sectors.
We continue to invest heavily in environmental innovation and technology, including
renewable energy, green building, wastewater treatment technology and carbon
offset project development.
SUSTAINABILITY INNOVATION AWARD 2011
The annual Sustainability Innovation Awards allows Ledcor employees to share
their sustainable projects or business solutions in hopes of winning an award and
garnering support for their initiative.
In 2011, the award was presented to an employee for his Recycling Sandblast
Abrasive system. The proposed self-contained blasting, cleaning, and media
storage unit allows for the multiple reuse of blasting material – providing a more
economic, safe and environmentally friendly solution to abrasives management.
The use of this system, which replaces silica sand with non-toxic garnet, will
virtually eliminate worker exposure to free silica dust, which is increasingly recognized as a serious construction health risk. As the garnet can be recycled over six
times without loss of performance, there will also be significant reductions in both
waste and transportation for disposal.
It is estimated that this system could save approximately $1.4 million in abrasive
costs and $24 million in production costs over 20 years.
INTEGRATED SUSTAINABILITY
We are committed to building lifetime clients
and actively seek feedback from our clients and
other stakeholders both through formal and
informal channels.
37
ENERGY USE AND GHG EMISSIONS
Although our operations are currently inextricably tied to the use of fossil fuels,
we are committed to increasing our energy efficiency while exploring alternative
and renewable energy options where possible.
GHG EMISSIONS
UBC PHARMACEUTICAL
SCIENCES BUILDING
In order to quantify the GHG footprint associated with our operations, individual
During the construction phase of this
six-floor, 23,200-metre building, at least
94 percent of the waste was recycled
GHG inventories for all of our major divisions were prepared on behalf of Ledcor by
or salvaged and diverted from landfills.
Offsetters. Offsetters analyzed and calculated the GHG emissions inventories for
Ledcor’s companies and subsidiaries based on information collected and compiled
by Ledcor’s Corporate Sustainability group.
Ledcor’s GHG inventories are structured to follow the accounting and reporting
guidelines of the Greenhouse Gas Protocol: A Corporate Accounting and Reporting
Standard, Revised Edition (GHG Protocol), published by the World Resources Institute
(WRI) and the World Business Council for Sustainable Development (WBCSD).
This protocol is the international accounting tool most widely used by government
and business leaders to understand, quantify and manage their GHG emissions.
Emissions were tracked for Scope 1, 2 and selected Scope 3 sources:
•Scope 1: Direct GHG emissions from sources that are owned or controlled by the
company, such as emissions from combustion in boilers, furnaces, vehicles and
other equipment.
•Scope 2: Indirect GHG emissions from the generation of purchased electricity consumed
by the company that physically occur at the facility where the electricity is generated.
•Scope 3: All other indirect emissions generated as a consequence of the activities of
the company, but that occur from sources not owned or controlled by the company.
This is an optional reporting category. Scope 3 emissions data came from various sources,
including paper use, employee business travel data and a staff commuting survey.
All data compilation was completed according to the financial control methodology
as outlined in the GHG Protocol. A company has financial control over an operation
if the company has the ability to direct the financial and operating policies of the
operation with a view to gaining economic benefits from its activities.
In situations where the information available was incomplete it was estimated or
extrapolated from the available data.
Table 10 details the estimated total emissions associated with each company for
2011 in tonnes of carbon dioxide equivalent (tCO2e). This includes the six GHGs
covered by the Kyoto Protocol (CO2, SF6, CH4, N2O, HFCs and PFCs).
38
Increasing the
accuracy and
completeness of
fuel tracking data
is a primary focus.
Table 10: GHG Inventory Summary 11
COMPANY
SCOPE 1 & 2 GHG EMISSIONS SCOPE 3 GHG EMISSIONS
tCO2e
% OF TOTAL
TCO2E
% OF TOTAL
Building Central Canada & US
3,536
2%
1,517
3%
Building Western Canada
347
0%
31,626
56%
Contractors
161,095
80%
10,457
18%
Corporate Operations
n/a
n/a
130
0%
Industrial
19,757
10%
9,441
17%
LTS
8,670
4%
2,131
4%
Properties
1,040
1%
118
0%
Resources and Transportation
7,449
4%
238
0%
Shared Services
n/a
n/a
907
2%
Ledcor Total
201,894
100%
56,565
100%
The largest source of emissions for Ledcor in 2011 was the mobile combustion of
diesel and gasoline (72%). This was followed by other indirect construction site
GHG emissions (11%), employee air travel (5%) and commuting (5%).
This is the first year that all of Ledcor’s divisions have been inventoried and will serve
as a baseline year against which future reductions will be measured. In order to track
progress in minimizing Ledcor’s carbon footprint, emission intensity metrics have
also been calculated for each major division. These were estimated by Offsetters
as emissions per employee (see Table 11).
Table 11: GHG Emissions per Employee12
COMPANY
2011 EMISSIONS PER EMPLOYEE
(tCO2e/EMPLOYEE)
29
37
Contractors
65
4
Industrial
67
LTS
45
Properties
129
74
Shared Services
5
Ledcor Total
55
11 Numbers may not add up exactly due to rounding.
12 Based on 4,714 total employees. Estimates provided by assigned data providers within each group.
Ledcor continues to improve our GHG tracking and data collection methods in order to
provide the most accurate and comprehensive representation of our company-wide
emissions. Increasing the accuracy and completeness of fuel tracking data is a primary
DIRECT AND INDIRECT
focus. This data will help inform our ongoing efforts to increase our energy efficiency,
We estimated our total energy
consumption for the first time in 2011.
reduce our emissions and improve our overall environmental performance.
As Ledcor and Offsetters’ knowledge and experience with inventory calculation grows,
improved methodologies and tools may be developed. When this happens, previous
years’ reported emissions may be adjusted according to the new methodology.
Adjustments will also be made when new emission factors are published that more
closely reflect actual emissions than those available at the time of the original
calculations. These adjustments allow the emissions accounting to be as accurate
and consistent from year to year as possible. However, in the case where adjustments
are relatively insignificant (less than 5%) or do not reflect a change in calculation
methodology, recalculations may not be performed for previous years’ emissions.
ENERGY CONSUMPTION
Direct Energy Use
In 2011, for the first time, we estimated our total direct and indirect energy consumption.
Industrial (9%)
Contractors (85%)
Direct energy consumption was approximately 135,333,762 GJ. This primarily
LTS (6%)
represented fuel used in our fleet vehicles and natural gas used for heating at our
many different locations. Indirect energy consumption was approximately 12,360 GJ
from the use of electricity.
Table 12: Energy Consumption Summary
COMPANY
DIRECT ENERGY USE
INDIRECT ENERGY USE
GJ
% OF TOTAL GJ
% OF TOTAL
48,661
0%
n/a
n/a
4,984
0%
n/a
n/a
Contractors
115,092,066
85%
n/a
n/a
Indirect Energy Use
n/a
n/a
n/a
n/a
Properties (51%)
Industrial
12,476,471
9%
6,045
49%
LTS
7,609,566
6%
n/a
n/a
Properties
5,763
0%
6,315
51%
96,252
0%
n/a
n/a
Shared Services
n/a
n/a
n/a
n/a
Total :
135,333,762
100%
12,360
100%
Industrial (49%)
39
40
We are working
towards reducing
our largest source
of emissions – fuel.
ENERGY AND EMISSIONS REDUCTION STRATEGIES
Strategies to increase energy efficiency and reduce GHG emissions are being
developed at the corporate level of Ledcor Group of Companies, especially with
regards to fuel use in vehicles and equipment. Since the inception of our Corporate
Sustainability program in 2008, Ledcor has made progress with several initiatives.
Green Commuting
Ledcor encourages its employees to take steps to reduce their own environmental
footprints, particularly the emissions generated through travel to and from the
workplace, whenever possible. In Vancouver, where Ledcor’s corporate head office is
located, full-time salaried employees are provided with the opportunity to purchase
an annual transit pass at a discounted rate through the TransLink Employer Pass
Program (EPP). In 2011, 78 Ledcor employees enrolled in this program.
Ledcor also has an account with car share company Zipcar, providing an incentive
for employees in cities across North America to leave their cars at home.
Transport Fuel
Ledcor is working incrementally towards reducing our largest source of emissions –
transport fuel use. This will require energy conservation and efficiency strategies,
as well as behavioural changes at all levels of the organization.
In 2010, we began investigating the potential for fuel switching initiatives, both
new investments and conversions. Fuel switching options include propane vehicles,
natural gas vehicles (NGV) using compressed natural gas (CNG) or liquefied natural
gas (LNG) and electric vehicles. Due to the diversity of our projects and operating
locations, there will be no one-size-fits-all solution. This process is ongoing, and we
hope to report further on our progress in future reports.
41
GREEN BUILDING
LEED
Ledcor Construction Limited has been a leader within the green building industry
as an early adopter of the LEED Green Building Rating System. We were an early
Corporate Member of the US Green Building Council (USGBC) and a founding
Corporate Member of the Canada Green Building Council (CaGBC).
LEED is a third-party certification program, which promotes a whole-building
approach to sustainability by recognizing performance in five key areas of human
and environmental health 13:
•Sustainable site development
•Water efficiency
•Energy efficiency
•Materials selection
•Indoor environmental quality
With the LEED principles now a building industry norm, Ledcor is continuing to
expand its expertise in sustainable building design and construction. We co-authored
LEED to Contractors, the manual adopted by the CaGBC for educational seminars
for builders, contractors and suppliers. Ledcor employees have presented this course
on many occasions for the CaGBC and at Globe, Buildex and Green Build conferences.
Ledcor has also developed its own in-house LEED documentation programs for five
variants of LEED to USGBC and CaGBC standards. These have been accepted by leading
green architectural firms and Ledcor has been acknowledged by the Director of
Education, CaGBC as the first contractor in Canada to have these in-house capabilities.
By the end of 2011, Ledcor had 30 LEED projects certified or completed and awaiting
certification. These buildings occupy over 2.6 million square feet and are valued at
over $393 million. We have 49 LEED Green Associates and Accredited Professionals
(APs) on staff, and over 250 field and office staff who have completed our in-house
Gold Seal accredited course on sustainable construction practices.
LIVING BUILDING CHALLENGE
Ledcor is the contractor for two of the Cascadia Chapter of the CaGBC’s “Living
Building Challenge” projects, which require green building practices that go well
beyond LEED. These are highly evolved buildings that are designed to be “net
zero” for both energy and waste. There are currently only 80 projects worldwide
attempting to meet this rigorous standard. To date there are only three certified
Living Buildings in the USA, and one with partial recognition in Canada.
13 http://www.cagbc.org/AM/Template.cfm?Section=LEED
GREEN EXCHANGE
Jobs created 1,000+
LEED certification Platinum
Original structure maintained 95%
A national model for sustainable
redevelopment, Chicago’s Green
Exchange is now home to more than
100 eco-minded businesses and
organizations. Ledcor’s construction
team helped turn this former factory,
built in 1914, into the largest sustainable
business community in the U.S.
42
LEDCOR RENEW
We were one of
the first companies
to offer green
retrofitting services
to our clients.
Within climate change and GHG emissions discussions, the impact of new construction
activities is an often mentioned concern. Rarely is it recognized that existing buildings
– over 98% of the building stock in Canada – contribute far more to GHG emissions
through poorly performing walls and roofs, glazing and outdated mechanical and
electrical/lighting equipment.
Ledcor RENEW addresses this through the provision of environmental solutions
for existing buildings. Our experts assess all aspects of a building and provide a
suite of sustainable solutions including:
•Energy, water, waste, indoor air quality (IAQ) and GHG assessment;
•Renewable and green energy assessment;
•Business plan, procurement and execution;
•LEED® EBOM, BOMA BESt, ENERGY STAR, etc. assessment;
•Optimized aggregate full retrofit financing with grants, incentives, monetized
carbon and life-cycle finance without split incentive challenges; and,
•General retrofit services
TORONTO TOWER
Annual savings $420,000
Space redeveloped
399,000 square feet
Budget $18 million
Ledcor’s Renew team turned a mechanical
plenum floor into leasable office space
for one of Morguard’s office towers in
downtown Toronto. A decades-old HVAC
mechanical system was replaced, as were
windows and lighting. As a result, the
annual energy savings are projected to
be more than $420, 000.
43
GREENROADS
™
In recent years, the growing popularity and adoption of the LEED certification
program for building construction has been recognized by other industry sectors.
Similar and related measure of sustainability are now evolving – such as the
Greenroads™ rating system.
Developed by the Greenroads Foundation, with Ledcor as a founding member,
Greenroads™ is a collection of sustainability best practices for street and roadway
design and construction. It is applicable to all roadway project including new,
reconstruction and rehabilitation.
Beginning in 2010, Ledcor started to assess the applicability of the Greenroads™
program for our Civil & Infrastructure division, which builds roads, highways,
and related civil engineering projects.
SUSTAINABILITY
PROGRAM
Energy Consumed 135, 333, 762 GJ
Emissions 258,459 tonnes CO2e
By understanding our baseline, we can
begin to develop strong targets for
reducing our impact through our projects.
ECONOMIC
BELIEVERS IN THE TRIPLE BOTTOM LINE
ECONOMIC
HIGHLIGHTS
Ledcor’s straightforward approach has been the foundation
of our business and the reason why clients come back to
us over and over – and we take this same straightforward
approach towards our financial management.
Ledcor contributes significantly to the sustainable growth of the economies
in which it operates through various means, including:
•Salaries and benefits paid to our employees
•Government taxes
•Infrastructure development
•Investment in technology and innovation
•Community donations
As a privately held company, Ledcor is not required to disclose its financial information
to the public. Although we support corporate transparency, we also believe strongly
Business conducted with
repeat clients (≈75%)
in not disclosing information that could affect our competitiveness or erode stake-
New clients (≈25%)
holder confidence in the company. As believers in the triple bottom line approach
tomeasuringorganizationalsuccess,weaimtoconsiderourfinancialsuccessin
the context of our environmental and social performance.
47
FINANCIAL MANAGEMENT
GIVING BACK
Every year the Senior Executive
BBQ for Charity.
LOOKING FORWARD
We believe in setting the bar high with lofty but reachable goals. The roots of our
company were firmly planted by our founder, William F. Lede, a believer in being
fiscally responsible, providing customer service excellence and in supporting every
employee. Our longevity and our future will always be tied to operating effectively
and efficiently, and providing superior services to our clients.
Ledcor strives to always meet or exceed our clients’ expectations while remaining
within the financial boundaries set out by pre-defined agreements. Our clients
are important to us, and we are committed to building “Ledcor Lifetime Clients”
through accountability, innovation, integrity and quality. Our success has been
measurable, with approximately 80% of our business conducted with repeat clients.
Ledcor continues to show growth and profitability, with a full slate of projects and a
sustainable business model that will carry us forward into the next decade and beyond.
48
EMPLOYEE COMPENSATION
It is our aim to share
our financial success
with our employees.
Our employees are instrumental to our financial success. It is our aim to share this
success with our employees by offering them competitive wages, health benefits
and helping to ensure their financial success during retirement.
Ledcor offers a Defined Contribution Pension plan to employees in the form of a
Registered Retirement Savings Plan (RRSP) in Canada and a 401k plan in the USA14.
This Retirement Benefit Program is designed to support employees’ overall retirement
planning by providing regular contributions to supplement their contributions. Additionally,
employees can manage their retirement funds to suit their individual retirement needs.
CANADA
In Canada, Ledcor provides a Core Contribution of 2% of full-time employees’
regular earnings into a Group RRSP account after 3 months of continuous service.
Ledcor will also match 50% of employees’ Optional Contribution, to a maximum
of 3% of their salary. Combined, this allows employees to put away 11% of their
earnings for retirement.
On average, Canadian employees contributed 4.0% of their total pre-tax salaries to
this Group RRSP account in 2011, while Ledcor contributed another 3.3% of the total
pre-tax salaries.
Ledcor’s Canada Group RRSP is compliant with the Guidelines for Capital Accumulation
Plans (CAP Guidelines) established by the Joint Forum of Financial Market Regulators.
USA
In the USA, Ledcor’s 401(k) retirement plan is available to full-time and part-time
employees on the first of the month following 90 days of employment, provided
they are at least 21 years old. Employees may contribute as little as 1% or as much
80% of their earnings on a pre-tax basis to their 401(k), to an annual maximum of
$16,500 ($22,000 if they are 50 or older). All employees contributing to Ledcor’s
401(k) plan will receive an employer matching contribution – 50% of the first 8%
of compensation contributed to the Plan, up to a maximum of 4%.
In 2011, 87.4% of full-time regular employees participated in 401(k) plan. On average,
employees contributed 1.8% of their total pre-tax salaries and Ledcor contributed
another 4.5% of the total pre-tax salaries.
Ledcor’s US 401(k) is compliant with requirement and regulation of Employee
Retirement Income Security Act (ERISA).
14Exceptions to this plan include the following three eligible aspects and they are for employees that are: 1) residents of
Puerto Rico; 2) covered by a collective bargaining agreement for which retirement benefits have been the subject of
good faith negotiations; and/or 3) casual employees.
49
CLIMATE CHANGE:
FINANCIAL RISKS AND OPPORTUNITIES
Ledcor is aware of the business risks posed by climate change. Both the physical
effects of climate change and likely regulatory changes have the potential to impact
our many operations. As a result, we are committed to understanding and responsibly
managing the impacts of climate change on our businesses.
Physical effects such as rising temperatures and changes to water cycles could pose
significant operational risks to most of the industries in which Ledcor operates,
such as natural resources sectors, telecommunications and transportation.
Shortening winter seasons and warmer temperatures impact the durations and
load capabilities of Winter Roads. The length of winter drilling seasons, extreme
weather events and significant changes to seasonal water flows all have the
potential to disrupt field operations and supply chains to northern or remote sites.
Increasing regulation of GHG emissions has the potential to have significant
financial implications for Ledcor and its diverse industries. Although the regulatory
environment in North America remains uncertain, the intricacies of the legislative
environment impact many of our core business clients.
British Columbia has introduced legislation enabling the province to introduce
a cap-and-trade system under the Western Climate Initiative (WCI). BC has also
implemented a carbon tax, which applies to the retail purchase or use of fossil
fuels within the province – a direct cost of 5.56 cents/litre, rising in July 2012 to
6.67 cents/litre.
Similarly, Alberta, where many of our most active resource businesses and clients
are located, developed legislation in 2007 that regulates GHG emissions from large
industrial emitters. This program not only puts a price on carbon, but created the
Alberta-based Offset Credit System.
These examples highlight the evolving political environment under which the use of
fossil fuels is being increasingly monitored and regulated. Although Ledcor is unlikely
ENCANA GAS PLANT
Final processing capacity
800 million SCFLD
Plant site Fort Nelson, BC
to be directly subject to these regulations in the immediate future, many of our clients
will be. Part of our clients’ responses to this regulatory burden will likely be passed
to Ledcor in some capacity. Our clients are increasingly calling on us to quantify and
address our own emissions as part of their supply chain management, and we are
committed to supporting our clients’ reporting requirements.
Ledcor began work on Phase 1 of the
Cabin Gas Plant for Encana Corporation
in August 2010. Construction involved
everything from heavy earthworks
to pre-engineered building installation.
We are now working on Phase 2,
which includes piling and site-wide
power distribution.
50
Ledcor is well
positioned to seize
the challenges and
opportunities related
to climate change.
Our businesses remain inextricably tied to the energy, mining, construction and other
heavy industry sectors, and we remain committed to the sustainable development
of our core industries. But we also see opportunities arising in the emerging low-carbon
economy. Many of these opportunities have been identified by Ledcor, and through
corporate diversification we have already begun to invest in climate-change
related opportunities:
•Ledcor’s investment in Offsetters has allowed us to contribute to the development
of high quality carbon offsets and other carbon management solutions.
•Part of our Building group, Ledcor Renew was created to meet the growing demand
for existing building upgrades and optimization to reduce energy consumption
and emissions. Modernizing the energy and environmental efficiency of existing
buildings provides a more cost-efficient construction solution while reducing the
carbon footprint inherent in new construction.
SUNCOR FIREBAG
Peak workforce 800
Piping fabrication 310,000 ø inches
Ledcor contributed to both stage 3
and stage 4 of the Firebag project in
Fort McMurray. Stage 3 included water
treatment, steam generation, utilities
and offsite. We added to that in Stage 4
to form a 125-kBPCD bitumen production
train that will share common facilities
such as tankage, diluent production,
de-oiling and utility systems.
51
•Our Resources and Transportation group is contributing to the mitigation of climate
change impacts by clearing and pelletizing pine beetle killed wood. While clearing
for replanting and reducing fire risk in the interior of British Columbia, Ledcor is also
generating biomass for alternative energy partners.
•Ledcor Environmental Solutions has been investing in water recovery technologies,
primarily focusing on minimizing water wasted in domestic sewage and industrial
processes. Our systems also have applications in tailings and oil sands water reclamation.
•Ledcor also offers specialized services in market segments such as the renewable
energy sector with projects in solar, biomass, run-of-river hydro and wind energy.
Climate change may present many risks to our natural resources and the economies
in which we have traditionally operated, but Ledcor is well positioned to seize the
challenges and opportunities that will arise.
SILVERDALE RELOAD FACILITY
Twigs and bark left from logging are ground or
chipped into biomass products, such as wood
chips and biofuel/hog fuel.
ABOUT THIS
REPORT
Our sustainability efforts, including reporting, are key to
attracting like-minded clients and employees. Creating a
method of accountability for our sustainable performance
helps us to systematically drive new initiatives forward
while measuring the success of current initiatives.
REPORT PROFILE
This is the third annual Ledcor Sustainability Report completed for the Ledcor
Group of Companies, covering the calendar year 2011. Prepared in accordance with
theinternationallyrecognizedGlobalReportingInitiative(GRI)G3.1Sustainability
Reporting Guidelines, this report was designed to document Ledcor’s commitment
to integrating sustainability into our company at all levels – from our corporate
head offices to our jobsites.
Ledcor’s decision to report publically on our sustainability performance for the
first time is based on our evolving corporate philosophy and business practices.
Werecognizethevalueinsharingourprogressandachievementswithour
employees, peers, clients and other stakeholders in an effort to help drive positive
change and transparency.
Our sustainability efforts, including reporting, are key to attracting like-minded
clients and employees. Creating a method of accountability for our sustainable
performance helps us to systematically drive new initiatives forward while
measuring the success of current initiatives.
53
REPORT CONTENT
We are committed to integrating sustainability
into our company at all levels.
DEFINING REPORT CONTENT
This report is designed to provide a balanced and reasonable presentation of our
social, environmental and economic performance, while addressing the concerns and
expectations of our stakeholders. This requires the identification and prioritization
of sustainability issues that are of key importance to Ledcor.
For the first time, Ledcor has conducted a formal Materiality Assessment. This process
was designed to help us identify our key stakeholders and to determine the threshold
and depth of topics to be addressed by both our Sustainability Report and overall
Corporate Social Responsibility program.
The Materiality Assessment Workshop was convened by Ledcor’s Corporate
Sustainability Group and included a working group of executives representing all
divisions of the company. The goal was to identify issues of strategic importance to
Ledcor that also substantively influence the opinions and decisions of our stakeholders.
Considerations that were taken into account during this process included, but were
not limited to:
•Company values, priorities and concerns
•Significance to stakeholders
•Our ability to obtain accurate and
comprehensive data
•Laws, regulations, standards, risks and
other external pressures facing Ledcor
and the industries in which we operate
•Our sustainability goals for the future
54
This sustainability
report demonstrates
our commitment to
providing an accurate,
comprehensive and
credible assessment
of our sustainability
performance and
initiatives.
Using this process, the following areas were identified as being of significant importance:
•Safety
•Employee Development
•Health
•Fuel Usage
•Environmental Incidents
•Employee Engagement
•Community Engagement
•Equipment Utilization and Efficiency
•Charitable Donations
•Employee Transportation
•Reputation/Brand
•Waste/Recycling
•Balancing Profit and Sustainability
•GHG Emissions
•Productivity
Focusing our future sustainability strategy on these topics will help to increase
the relevance of our program and goals. These results will enable us to focus on
the issues of greatest significance to Ledcor and its stakeholders.
SCOPE AND BOUNDARY
The boundaries of this report encompass all operations over which Ledcor exercises
financial control or significant influence in Canada, the USA and the Bahamas1.
This includes subsidiaries and joint ventures over which we have financial control.
We are confident that this information is complete and accurately reflects Ledcor’s
social, environmental and economic performance.
DATA MANAGEMENT
Data is collected and managed throughout the year, tracked at various levels within
Ledcor’s companies and compiled by the Corporate Sustainability Group. This includes
information contained within our policies; operational and performance data;
employee information from our Human Resources department; and other information
where relevant.
CHANGES TO REPORT CONTENT
Since the 2010 reporting period, the following changes have been made to the
scope, boundary or measuring methods applied:
1. We increased the scope of our GHG emissions inventories to include the direct
and indirect emissions from all of Ledcor’s operations, broken down by company.
2.GHG emissions inventories were all consolidated according the financial control
approach2.
1
2
Excludes Comspan.
http://www.ghgprotocol.org/files/ghgp/public/ghg-protocol-revised.pdf
55
COMPANY PROFILE
The Ledcor Group of Companies is one of North America’s largest, employee-owned,
construction companies. Founded in 1947 in Alberta’s oil patch, Ledcor now operates
out of over 20 offices across North America and employs over 7,000 people.
ALBERTA’S OIL PATCH
Through thoughtful and strategic decision-making, Ledcor has also become one
Ledcor operates out of 20 offices
in North America and employs more
than 7,000 people.
of the most diversified contracting companies. We provide a broad portfolio of
services to private and public clients in several major industry sectors.
Ledcor’s first project – preparing the access road and well site for Imperial Oil’s
famous discovery in Leduc – began a legacy of success and laid the foundation for
long-term client relationships that continue to this day.
Ledcor went on to support the discoveries and innovations that characterized the
entrepreneurial spirit of Alberta. The company grew alongside the resource industry,
expanding construction operations and driving activity. Meeting new challenges as a
civil contractor, Ledcor built highways, blasted rock and excavated the earth. We linked
discovery to industry by constructing supporting utilities and, by the 1970s, pipelines.
In the early 1980s, Ledcor expanded across Canada and into the United States.
At that time, Ledcor entered the building and industrial sectors, diversifying
across several construction divisions: Building, Civil, Industrial, Mining, Pipeline,
Infrastructure, Highways and Telecommunications.
By adapting to market conditions and undertaking restructuring initiatives, Ledcor
continued to grow – even in a period of severe economic downturn. Through the
1990s, Ledcor marked growth in every division, and met the construction boom of
the early 2000s on a strong foundation with well-tested methods for performance.
As the marketplace began to recognize sustainability as a necessity, so did Ledcor.
As an early member of the US Green Building Council (USGBC) and founding member
of the Canadian Green Building Council (CaGBC), Ledcor has been actively involved with
the Leadership in Energy and Environmental Design (LEED) building certification program
from the outset. Ledcor’s long-term focus on environmental sustainability has resulted
in new business divisions and new building practices that add environment-focused
value to our service offerings. These newly created and acquired green businesses
include Ledcor Renew, Ledcor Environmental Solutions and Offsetters.
Today, Ledcor maintains its commitment to improvement and achievement – and is
now working to integrate sustainability into its corporate philosophy and business
practices. All of our business divisions continue to review their processes to offer
innovative solutions to our clients; operate in the most economical, sustainable and
efficient manner; and provide the highest quality results.
56
OPERATIONAL STRUCTURE
Long-term focus
on environmental
sustainability has
resulted in new
business divisions
and new building
practices.
Headquartered in Vancouver, BC, Ledcor is a privately held, employee-owned
company with a broad portfolio throughout North America. Ledcor has expanded
over the years through strategic growth and acquisitions. As a result, we have
a robust and healthy balance sheet.
In 2011, Ledcor was operational in Canada, the USA and the Bahamas, employing
a total of 7,260 individuals and providing services to the following sectors:
•Building
•Highways
•Natural Resources (oil & gas, mining)
•Infrastructure
•Energy & Chemical
•Telecommunications
•Pipeline
•Forestry & Agriculture
We also own companies in the following sectors:
•Aviation
•Carbon Management
•Marine Services
Ledcor’s 2011 annual revenue was approximately $2.3 billion, with 85% of our
business conducted in Canada, 14% in the USA and the remainder in the Bahamas.
Table 13: 2011 Revenue by Region
GREEN BUSINESS
We created and acquired three green businesses
in 2011 to further increase the environmental value
in our service offerings. They are Ledcor Renew,
Ledcor Environmental Solutions, and Offsetters.
REGION
2010 REVENUE 2010 % OF TOTAL 2011 REVENUE 2011 % OF TOTAL
Canada
$1,301,141,000
79%
$1,908,335,000
85%
USA
$283,035,000
17%
$315,199,000
14%
Bahamas
$72,456,000
4%
$33,251,000
1%
TOTAL
$1,656,632,000
100%
$2,256,785,000
100%
BUSINESS DIVISION PROFILES
Ledcor is comprised of several specialized businesses that operate seamlessly as
One Ledcor. Ledcor’s Executive leadership ensures that business practices, goals,
philosophies and innovations are shared and implemented between business units.
REVENUE BY REGION
Ledcor’s revenue was approximately
$2.3 billion in 2011.
The following is a summary of Ledcor’s primary businesses and their subsidiaries:
•Ledcor’s two Building divisions (Canada and USA) focus on commercial, institutional
and residential projects. The building group is home to over 49 LEED-accredited
professionals who have helped to build many LEED-certified projects and two of
North America’s first Living Building Challenge certified projects. The building group
recently diversified further with the addition of Ledcor Renew, which specializes in
retro-fitting existing buildings, improving energy efficiency, extending their economic
life and reducing their environmental impact. Renew has also been qualified to build
solar photovoltaic rooftop systems.
•Industrial manages all aspects of heavy construction. Services include energy plant
development, civil/concrete, structural steel, mechanical, piping, instrumentation,
commissioning and start-up assistance.
•Ledcor Technical Services (LTS) offers design, installation, construction, maintenance,
testing systems integration and repair services to telecommunications, cable and
FTTP (Fiber to the Premises) operators, with enterprises throughout the US and Canada.
•Contractors comprises several units that offer services to various industry sectors
across Canada and the US. These units have successfully completed projects in the
communications, energy, forestry, foundations, power, mining, oil & gas, private and
municipal developments, public/private utilities, railway and transportation sectors.
•Properties develops Ledcor’s real estate investments. The main focus of the
group is to selectively pursue joint ventures or partnerships with repeat clients and
investors to acquire, develop and operate new and existing real estate portfolios.
•Resources and Transportation comprises Ledcor’s existing tugboat, barge and
aviation businesses and its new wood fibre alternative energy initiatives. These
include Ledcor Marine, Summit Air, Opus Aviation, the Vancouver Harbour Floatplane
Centre (VHFC) and Ledcor’s new wood fibre alternative energy initiative.
•Offsetters helps organizations and individuals understand, reduce and offset their
climate impact. Offsetters also develops high-quality, third-party verified carbon
offset projects that are commonly used in comprehensive carbon management
strategies. Ledcor’s carbon management portfolio includes the flagship Great Bear
Rainforest Project, a community-based initiative that is expected to prevent an
estimated 33 million tonnes of GHGs from entering the atmosphere.
•Ledcor Environmental Solutions (LES) investigates the viability of and invests in
new green technologies. Currently, LES is developing and researching environmental
solutions for waste water, industrial tailings and similar water recovery solutions.
Canada (85%)
USA (14%)
Bahamas (1%)
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58
GOVERNANCE, COMMITMENTS & ENGAGEMENT
Ledcor’s Vision,
Mission & Guiding
Principles are
applied across
the organization.
Our mission is to
remain committed
to building Ledcor
Lifetime Clients
through accountability,
innovation, quality
and sustainability.
LEDCOR GOVERNANCE
Ledcor is a privately held, employee-owned organization. Our board is comprised
solely of senior executives from Ledcor’s various companies. The Chairman of the
Board is David W. Lede, while the President and CEO is Ron Stevenson. External
advisors are called upon from time to time in order to provide insight and advice
on specific business matters.
Ledcor has a number of committees that are designed to address diverse business
objectives. The recommendations of these committees assist the Board of
Directors in setting strategic objectives for Ledcor. The committees are each
overseen by a President or Vice President and each has clearly defined objectives.
These committees are made up, in some cases, of volunteer employees and,
in other cases, of specific employees who are asked to participate because of
their relevant skills and experience.
In the industries in which we operate, risks are often inherent; but each risk is an
opportunity to prove the value of our policies and core values to our stakeholders.
We hold ourselves accountable on every level, from safety, to the environment,
to final turnover and full delivery. Ledcor aims to take a precautionary approach
and minimize our negative impacts through our strong commitments to safety,
ethical and accountable leadership and industry best practices.
EXTERNAL INITIATIVES
Ledcor does not subscribe to or endorse any specific economic, environmental or social
charters; instead, we maintain and follow our own rigorous company policies and standards.
The Ledcor Group of Companies as a whole, as well as its various business units,
maintain memberships in a wide variety of industry associations, institutes and
other organizations. These include:
•Alberta Chamber of Resources (acr)
•Alberta Construction Association (aca)
•International Association of Foundation Drilling
(adsc)
•Alberta Metal Building Association (amba)
•International Council of Shopping Centers (icsc)
•Alberta Roadbuilders and Heavy Construction
•International Pipe Line & Offshore Contractors
Association (arhca)
•Alberta Sand & Gravel Association (asga)
•American Society of Civil Engineers (asce)
•Association for Mineral Exploration British
Columbia (ame bc)
•Association of Professional Engineers,
Association (iploca)
•International Society of Mine Safety
Professionals (ismsp)
•Interstate Natural Gas Association of America
(ingaa)
•Mining Association of British Columbia (mabc)
Geologists and Geophysicists of Alberta (agegga) •Mining Suppliers Association of BC (msabc)
•Building Owners and Managers Association
(boma) Calgary
•Calgary Chamber of Commerce
•North Saskatoon Business Association (nsba)
•Northeastern Alberta Aboriginal Business
Association (naaba)
•Calgary Construction Association (cca)
•Ontario General Contractors Association (ogca)
•Calgary General Contractors Association
•Prospectors & Developers Association of Canada
•Canada Green Building Council (cagbc)
(pdac)
•Canadian Construction Association (cca)
•Quantity Surveyors of British Columbia (qsbc)
•Canadian Council for Aboriginal Business (ccab)
•Reed Construction Data (rcd)
•Canadian Energy Pipeline Association (cepa)
•Regina Construction Association
•Canadian Institute of Mining (cim)
•Saskatchewan Construction Association (sca)
•Canadian Nuclear Safety Commission (cnsc)
•Saskatchewan Construction Safety Association
•Canadian Standards Association (csa)
•Centre for Transportation Engineering
& Planning (c-tep)
•Construction Owners Association
of Alberta (coaa)
(scsa)
•Saskatoon Construction Association
•Saskatoon General Contractors Association
•Society for Mining, Metallurgy
and Exploration (sme)
•Deep Foundations Institute (dfi)
•Society of Industrial and Office Realtors (sior)
•Edmonton Chamber of Commerce
•Southern Interior Construction Association (sica)
•Edmonton Construction Association (eca)
•Toronto Construction Association (tca)
•Edmonton Downtown Business Association (dba) •Urban Development Institute (udi)
•General Contractors Association (gca) of
Saskatchewan
•US Green Building Council (usgbc)
•Vancouver Board of Trade
•Greenroads Foundation
•Vancouver Island Construction Association (vica)
•Independent Contractors and Businesses
•Vancouver Regional Construction Association
Association (icba)
•Infrastructure Health & Safety Association (ihsa)
(vrca)
HUMBLE BEGINNINGS
Ledcor had its start in 1947 when
founder William Lede secured a loan
for a bulldozer.
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60
Green Teams in
regional offices are
taking a leading
role in improving
the sustainability of
Ledcor workplaces.
STAKEHOLDER ENGAGEMENT
Ledcor engages with a variety of stakeholder groups to gain valuable feedback
on our reporting and performance. These groups include employees, clients,
community members, Aboriginal groups and other interested parties.
One stakeholder group of particular importance to Ledcor is our employees.
From our Corporate Head Offices to each project site, we endeavor to engage
our employees in constructive dialogue.
Green Teams in several of Ledcor’s regional offices are also taking a leading role
in improving the sustainability of their workplaces. So far, these teams have led
several initiatives, including reducing office paper use and increasing recycling.
Ledcor is currently expanding this program, with an aim to have Green Teams
in every major corporate office in the future.
We are committed to building lifetime
clients and actively seek feedback from
our clients and other stakeholders both
through formal and informal channels.
We survey our employees on an annual basis to ensure we are on track in providing
a work environment that embraces our core values of safety, quality, integrity,
sustainability and success. Based on the results of this confidential survey, our
OUTSPOKEN
leadership team works with management and employees to further understand
We survey employees annually to
ensure we’re on track in providing
a work environment that embraces
our core values.
and respond to the feedback received.
Table 14: Key Employee Survey Results
KEY STRENGTHS
KEY AREAS FOR IMPROVEMENT
Employees see Ledcor’s Core Value of Safety
demonstrated in their day-to-day work lives.
Increased praise/recognition for doing good work
improves employees’ view of leadership at Ledcor.
Employees understand that the way they
perform their jobs affects their success
at Ledcor.
It is important to employees that regular
performance reviews are useful in establishing
career development goals.
Our employees are proud to work at Ledcor.
Frequent discussions about performance management help employees to progress in their careers.
Some of the key topics and concerns that were identified through the 2011 Employee
Survey were communication, leadership and performance management. We are
working hard to respond to these concerns, and will continue to communicate our
progress internally and through the Ledcor Sustainability Report.
Our external stakeholders are equally important to Ledcor. We are committed
to building lifetime clients, and actively seek feedback from our clients and other
stakeholders through both formal and informal channels.
Ledcor recently undertook extensive market research in Canada that included
surveying and interviewing past, present and potential clients, industry partners
and stakeholders in order to better understand Ledcor’s reputation in the industry.
This open and collaborative approach has enabled us to strengthen our relationships
and partnerships.
We also seek feedback from a range of stakeholders regarding our sustainability
reporting. The Ledcor Sustainability Report is directly distributed to key clients and
other associates for review and consultation in an effort to obtain input on what they
expect and hope to see in the future from our company. These valuable discussions
are continually driving us to improve our reporting and performance, to meet our
clients’ sustainability requirements and to meet or exceed industry best practices.
61
62
AWARDS AND RECOGNITION
Our top employer
awards have been
earned through
the dedication and
talents of our many
employees.
Ledcor has been acclaimed for its industry best practices and award-winning corporate
culture. We view our loyal clients and employee retention as a testament to our
corporate and industry achievements. We have been recognized by a multitude
of organizations throughout our 65-year lifetime. Highlights from 2011 include:
2011 Canada’s Top 10 Most Admired Corporate Cultures – National Winner
Canada’s 10 Most Admired Corporate Cultures is presented by Waterstone Human
Capital. This annual program recognizes best-in-class Canadian organizations for having
a culture that has helped them enhance performance and sustain a competitive
advantage. Winning companies are eligible for nomination every three years.
2011 Canada’s Top 10 Most Admired Corporate Cultures – Regional Winner
This award recognizes top organizations on a regional level for having a corporate
culture that drives performance and sustains a company’s competitive advantage.
Only companies that are nominated are eligible to make a submission. Regional
winners move forward to compete for a spot in Canada’s top 10.
2011 Canada’s Top 100 Employers
Canada’s Top 100 Employers is an annual national competition that recognizes
companies who are leaders in their industry in attracting and retaining top talent.
2011 BC’s Top 55 Employers
2011 was the second year in a row for Ledcor to receive this honour. This award
recognizes British Columbia employers with its head office or principal place of
business in British Columbia and who lead their industries in offering exceptional
places to work.
2011 Financial Post’s Ten Best Companies to Work For
This special designation recognizes fast-growing companies in Canada that offer
tremendous career advancement opportunities together with leading-edge
employee perks and benefits.
2011 Ledcor Construction USA awarded ‘Best Places to Work’ in the North Bay
The selection, by North Bay Business Journal, was based on several months of
gathering nominations, employee input and extensive review. In a survey of
employees from each of the 67 selected companies, Ledcor rated higher than
average on criteria of credibility, respect, fairness, pride, and camaraderie.
63
FORWARD. TOGETHER.
We at Ledcor have worked hard on our third annual Sustainability Report and
wish to thank you for taking an interest in our performance and progress. We are
committed to advancing our sustainability goals and look forward to sharing our
achievements with our stakeholders well into the future.
For more information about sustainability at Ledcor do not hesitate to contact
Tania Akehurst, Sustainability Specialist, at [email protected].
Photo Credit: NAIT Digital Library
64
APPENDIX: ASSURANCE LETTER
INDEPENDENT ASSURANCE REPORT
To: The Board of Directors and Ledcor Industries Inc. (“Ledcor”)
What we looked at: Scope of our work
We have reviewed selected corporate-wide and business unit performance indicators in Ledcor’s Report on Sustainability
(the “Report”) for the year ended December 31, 2011. Ledcor management is responsible for collection and presentation of the
indicators and information set out in the Report. A review does not constitute an audit and, consequently, we do not express
an audit opinion on the selected performance indicators.
Ledcor was responsible for selecting performance indicators as well as their presentation in the report. We did not review the
narrative sections of the Report, except where they incorporated the selected performance indicators. Our responsibility is to
express an independent conclusion, based on our assurance procedures, on whether anything has come to our attention that causes
us to believe that the selected performance indicators are not presented fairly, in all material respects, in accordance with the Global
Reporting Initiative (GRI) G3.1 Sustainability Reporting Guidelines. The GRI G3.1 definitions can be found at www.globalreporting.org.
For the list of selected performance indicators reviewed, please see the addendum to this report.
What we did: Assurance standards and key assurance procedures
We conducted our review in accordance with the International Standard on Assurance Engagements (ISAE) 3000 developed by
the International Federation of Accountants. As such, we planned and performed our work in order to provide limited assurance
with respect to the selected performance indicators that we reviewed. Our review criteria were based on the Global Reporting
Initiative (GRI) G3.1 Sustainability Reporting Guidelines. Our procedures included:
•interviewing relevant Ledcor management and staff responsible for data collection and reporting
•obtaining an understanding of the management systems, processes and the relevant controls used
•to generate, aggregate and report the data at Ledcor’s regional operations and head office
•reviewing relevant documents and records on a sample basis
•testing and re-calculating information related to the selected performance indicators on a sample basis
•assessing the information for consistency with our knowledge of Ledcor’s operations, including comparing the Ledcor’s
assertions to publicly available third-party information
Sustainability, environmental, health & safety data are subject to inherent limitations of accuracy given the nature and the
methods used for determining such data. The selection of different acceptable measurement techniques can result in materially different measurements. The precision of different measurement techniques may also vary.
What we found: Our conclusion
Based on our work described in the Scope of Our Work section above, nothing has come to our attention that causes us to
believe that the subject matter are not presented fairly, in all material respects, in accordance with the relevant criteria.
Deloitte & Touche LLP
Chartered Accountants
Vancouver, BC, Canada
December 7, 2012
© Deloitte & Touche LLP and affiliated entities.
65
ADDENDUM: SELECTED PERFORMANCE
INDICATORS REVIEWED
The following corporate-wide performance indicators were included in Deloitte’s review of selected sustainability subject
matter areas within Ledcor’s Sustainability Report for the year ended December 31, 2011.
CATEGORY GRI INDICATOR ATTRIBUTE
UNITS
Environment
Economic
Society
EN3
Direct energy consumption
GJ
EN16
Scope 1 & 2
tCO2e
EN23
Significant spills (>30 L)
No. of spills
EC3
Canadian Defined
Contribution Plan
contributions
Employee contribution
%
Ledcor contribution
3.3%
US 401k Plan
contribution
Employee contribution
1.8%
Ledcor contribution
4.5%
Employee
completed
Ethics Training
Management
SO3
% of Management
Hours/
employee
Non-Management
SO5
Public Policy
LA1
Employee
breakdown
Employees
Turnover
excluding
“shortage
of work”
as a reason
29
4.0%
22
4.0%
n/a
2,587
Canadian Permanent Part-Time Employees
30
Canadian Fixed Term Full-Time Employees
3,961
Canadian Fixed Term Part-Time Employees
4
US Permanent Full-Time Employees
427
US Permanent Part-Time Employees
2
US Fixed Term Full-Time Employees
249
US Fixed Term Part-Time Employees
0
Total Employees
LA2
201,894
5.7%
n/a (qualitative)
Canadian Permanent Full-Time Employees
135,333,762
142
% of Non-Management
Labor
2011 VALUE
Male
7,260
Employees
499
Female
130
Less than 30
210
30-50
291
Greater than 50
128
Canada
560
USA
69
629
66
CATEGORY GRI INDICATOR ATTRIBUTE
Labor
LA2
LA7
Turnover
including
“shortage
of work”
as a reason
Worker
incidents
UNITS
Male
Employees
2011 VALUE
588
Female
154
Less than 30
234
30-50
355
Greater than 50
153
Canada
640
USA
102
742
Total person hours
Number
13,401,665
Lost time incidents (LTI)
27
Medical aid incidents
66
Restricted work cases (RWC)
72
Incidents requiring first aid
475
Illnesses
7
LTI frequency (LTIF)
0.40
Total recordable injury frequency (TRIF)
Lost time/person hrs
2.46
Absentee Rate
Total injury time/
person hrs
3.10
LA8
Employee & Family Assistance Program
n/a (qualitative)
n/a
LA10
Training
Hours/
employee
6.0
Average hours per employee
Average hours per female employee
7.0
Average hours per male employee
5.7
Project Coordinator/Project Engineer
4.0
Executive
Foreman
12.8
–
General/Brand/Location/Regional/Site Management
12.1
Project Management
11.0
Supervisory & Management
12.8
Specialized Professional
6.5
Superintendent
7.4
Business/Technical Professional
2.5
Student
0.3
67
INDICATOR
ASSURANCE
2011
GRI CONTENT INDEX
DESCRIPTION
YEARS
REPORTED
EC3
Coverage of the organization’s defined benefit plan obligations.
2009
2010
2011
Y
Emissions,
Effluents,
and Waste
EN16
Total direct and indirect greenhouse gas emissions by weight.
2009
2010
2011
Y
EN17
Other relevant indirect greenhouse gas emissions by weight.
2009
2010
2011
N/A
Products and
Services
EN23
Total number and volume of significant spills.
2009
2010
2011
Y
EN26
Initiatives to mitigate environmental impacts of products
and services, and extent of impact mitigation.
2009
2010
N/A
N/A
LA1
Total workforce by employment type, employment contract,
and region, broken down by gender.
2009
2010
2011
Y
LA2
Total number and rate of new employee hires and
employee turnover by age group, gender, and region.
2009
2010
2011
Y
LA7
Rates of injury, occupational diseases, lost days, and
absenteeism, and total number of work-related fatalities,
by region and by gender.
2009
2010
2011
Y
LA8
Education, training, counseling, prevention, and risk-control
programs in place to assist workforce members, their families,
or community members regarding serious diseases.
2009
2010
2011
Y
Training and
Education
LA10
Average hours of training per year per employee by gender,
and by employee category.
2009
2010
2011
Y
Corruption
SO3
Percentage of employees trained in organization’s
anti-corruption policies and procedures.
2010
2011
Y
Public Policy
SO5
Public policy positions and participation in public policy
development and lobbying.
2010
2011
Y
Product
Responsibility
Communications
PR6
Programs for adherence to laws, standards, and voluntary
codes related to marketing communications, including
advertising, promotion, and sponsorship.
2010
2011
N/A
Economic
Economic
Performance
EC2
Financial implications and other risks and opportunities
for the organization’s activities due to climate change.
2011
N/A
Environmental
Energy
EN3
Direct energy consumption by primary energy source.
2011
Y
EN4
Indirect energy consumption by primary source.
2011
N/A
CATEGORY
ASPECT
Economic
Economic
Performance
Environmental
Labor Practices
and Decent
Work
Employment
Occupational
Health and
Safety
Society
Labor Practices
and Decent
Work
Employment
LA3
Benefits provided to full-time employees that are not provided
to temporary or part-time employees, by significant locations
of operation.
2011
N/A
Product
Responsibility
Marketing
Communications
PR7
Total number of incidents of non-compliance with regulations and
voluntary codes concerning marketing communications, including
advertising, promotion, and sponsorship, by type of outcomes.
2011
N/A
CALGARY
CHARLOTTE
CHICAGO
DALLAS
EDMONTON
FORT MCMURRAY
HONOLULU
HOUSTON
IRVINE
KELOWNA
LAS VEGAS
NAPA
PHOENIX
REGINA
RENO
SAN DIEGO
SASKATOON
SEATTLE
TORONTO
VANCOUVER
VICTORIA
LEDCOR GROUP OF COMPANIES
Corporate Head Office
Suite 1200, 1067 West Cordova Street
Vancouver, British Columbia
Canada V6C 1C7
U.S. Head Office
Suite 100, 6405 Mira Mesa Boulevard
San Diego, California
USA 92121
T 604 681 7500
T 858 527 6400
F 604 681 4385
F 858 527 6410
ISSN 1481-5419
Please contact Tania Akehurst with any
questions regarding this report.
Tania Akehurst
Sustainability Specialist
604 699 2747
[email protected]
LEDCOR.COM

A LOT OF GOOD GOES INTO WHAT WE DO

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