Corporate Social Responsibility Report 2009

Transcription

1 Corporate Social Responsibility Report 2009

2 Page 1. Peel Airports Group Structure 2 2. Introduction from the Airport Director 4 3. Stakeholder Engagement 6 4. Master Plan 8 5. Valuing our People Being a Good Neighbour A Duty of Care for the Environment Looking Ahead Key Performance Indicators 20

3 Peel Airports Group is looking to achieve business excellence in all we do, meeting and exceeding the expectations of our airline partners, our passengers, and adding value to the regions and communities where we operate. Sustainable and flourishing regions require sustainable aviation solutions and Peel Airports Group remain committed to the provision of a regional airport network to help businesses and communities thrive. Mark Whitworth -CEO - Peel Airports Group We would be delighted to hear your comments and views on the content of this report which can be ed to us at community@robinhoodairport.com 1

4 1 Peel Airports Group Structure The Peel Airports Group Robin Hood Airport Doncaster Sheffield is part of the Peel Airports Group which also comprises Liverpool John Lennon, Durham Tees Valley and City Airport Manchester. Peel Airports Group is a division of the Peel Group of Companies - one of the leading property and transport organisations in the U.K. with assets valued at approaching 7 billion. The Peel approach Peel is a diverse and dynamic enterprise, with interests in the natural assets of land, air and water and a talented workforce of over 5,000 people. What makes Peel different is its approach to doing business. Peel invest for the long term. Regeneration and job creation is an important feature of what we do and is reflected in our track record. Our long term ethos is encapsulated in our company motto determination, perseverance and patience. Our continuing philosophy is built around recycling capital over the longer term in the regions and communities in which we work. The shareholders of Peel continue to be committed to plough all profits and shareholder value into these regions and communities, thereby increasing economic activity and environmental and social benefits. We hope you will see examples of this throughout this report. 2

5 The Peel Vision: To create sustainable environments where people and businesses can thrive 3

6 2 Introduction from the Airport Director Welcome to Robin Hood Airport s second Corporate Responsibility Report. Despite the tough operating conditions we are experiencing at the moment our focus has not changed, and we still remain committed to providing a world class airport serving our City Region and further afield. Our commitment to our social and environmental impacts remains of the upmost importance to us and we were delighted with both the engagement of our local communities in the recent master planning consultation and the overwhelmingly positive response to what we are trying to achieve and our future vision for the Airport. Similarly we were delighted to be named Yorkshire s best airport by the Which? Holiday survey. Creating an excellent customer experience is extremely important to us and to be rated third overall out of a survey of 38 airports speaks volumes for our employees. However, as always we will continue to look at ways to improve and build on our current performance. Hopefully this may be one of the reasons that although we have been affected by the current economic downturn we have not been hit as hard as many other airports and the latest figures from May 09 show a 4.6% reduction in passenger numbers whereas many airports are experiencing a double digit reduction in passengers. We will continue to work hard with our airline partners, our employees and other related stakeholders to deliver a vibrant Airport. The Airport is also continuing to target ISO14001 accreditation to help structure our environmental performance and target key areas for improvement. This will be invaluable as we address our carbon management in line with the Government s Carbon Reduction Commitment which comes into operation next year. Our Social impacts are also outlined in more detail later in the Report although special reference should be made to the work of the National Aviation Academy, Directions, which is beginning to provide outstanding training opportunities through its 5 year agreement with BAE Systems to train 100 fast jet apprenticeships per annum. The Academy s work on corporate aviation is also further establishing Robin Hood as a centre of excellence and increasing incoming activity. So, although these are indeed tough times, I remain convinced that a prosperous future lies ahead for both the Airport and the region. Mike Morton, Airport Director, Robin Hood Airport 4

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8 3 Stakeholder Engagement Creative Sheffield Creative Sheffield is a key organization in the promotion of South Yorkshire as an excellent destination for business investment and quality of life. Outperforming many of its rivals Sheffield is building a reputation of attracting international manufacturers to the Sheffield area and achieving a steady steam of inward investors. International inward investment is a key area of our work and one where we are experiencing a high level of success. An international airport serving the area has been central to this success and will remain crucial to the future success of our inward investment efforts. Working closely with Robin Hood Airport has many positive implications for both organisations and the wider region Joe Anwyl Creative Sheffield Doncaster Chamber With 1,200 members the Chamber plays a significant role as a business sounding board for the Airport and working collaboratively the aim is to maximize the benefits to the regional business community and help establish profitable trade routes. A key partner in the Master Planning process the Chamber are determined that the Master Planning process is not seen as an end in itself but the foundation for future action. The Master Planning consultation was a great process in terms of establishing what is achievable, but the really exciting aspect is starting the activity which will realise some of those opportunities. An action plan to build on the foundation of the Master Planning process will be the focus of our activity in the coming months Daniel Fell Doncaster Chamber Thomson Airways Thomson continue to take an impressive approach to the Corporate Responsibility agenda and a range of fuel saving initiatives such as Continuous Descent Approach (CDA) saved 34,000 tonnes of CO2 last year. However the sustainability strategy stretches much wider than that with Thomson taking a proactive stance with suppliers where, for example, hotels are now ranked from gold to bronze based on a range of issues including their performance on environmental issues. Future activity includes orders placed for the Boeing 787 Dreamliner and aircraft designed to emit 20% less CO2 than current commercial equivalents. Corporate Responsibility is not an additional part of our business it is integral to the way we behave across our whole operation Sarah Holloway, Sustainable Development Manager Thomson Airways Robin Hood Airport is delighted to be working with a range of airlines committed to the provision of excellent customer service. 6

9 Directions Based at Robin Hood Airport, Directions is the National Aviation Academy for the UK. Providing a range of complementary services to the operation of an International Airport, Directions is helping to form the business cluster for excellence in the Industry. A 5 year agreement with BAE Systems in partnership with Lufthansa will provide up to 100 apprenticeship opportunities every year through the Fast Jet Apprenticeship Programme. With the first two apprenticeship programmes already established 32 people are engaged in training. Directions is also providing a centre of excellence of Corporate Aviation providing a maintenance and overhaul function which has already attracted a growing order book and worldwide interest. Robin Hood Airport provides an excellent base for the National Aviation Academy and for our part we believe we are developing a world class cluster and helping to further establish the Airport on a global scale Richard Smith, Managing Director - Directions Friends of Doncaster Sheffield Airport - FODSA Formed in 2005 FODSA are a group of aviation enthusiasts with a passion for both the industry and the provision of a highly successful airport for the region. FODSA s support has been, and remains invaluable. Hugely supportive in the original planning application and public enquiry for the Airport FODSA continue to promote the airport at every opportunity. FODSA were also central in our efforts to engage local people in the Master Planning consultation. Their web site is also a source of invaluable information on Airport performance, good news stories and a range of events and opportunities attached to the Airport. More information can be found at Yorkshire South Tourism Tourism in South Yorkshire is a growing industry and we expect this trend to continue, Robin Hood Airport Doncaster Sheffield is therefore very important to our future plans and marketing strategy Chris Welsh, Chairman - Yorkshire South Tourism 7

10 4 Master Plan Robin Hood Airport is committed to playing a central role in the regeneration and future prosperity of the regions which it serves. We believe the Airport s plans until 2030 offer a balanced portfolio of business, residential and infrastructure improvements that will support the continuing renaissance of the area. However, what is important is that our partners, stakeholders and communities agree. Hence we were committed to extensive and inclusive consultation with our communities. At the end of October 2008, Robin Hood Airport launched its draft Airport Master Plan for public consultation. Launched at a press conference held on the 29th October 2008 the consultation period was 13 weeks, subsequently extended by a further 6 weeks to allow additional time for feedback. Consultation Responses A total of over 2,000 responses were received by the Airport. A researcher, independent of the Airport was employed to log and analyse the findings. Most stakeholder responses both answered the questions and included their own feedback. The local Member of Parliament, Rt Hon Caroline Flint MP, carried out her own survey of residents in New and Old Rossington on local issues including the Airport Master Plan. These have been submitted to the Airport as part of the consultation. An unknown Environmental Group conducted an petition resulting in several hundred individual responses. All these have been accepted and a breakdown of responses is available on our website How we engaged A number of methods were used to ensure comprehensive coverage of our stakeholders including; Media launch for the radio, local newspapers and business publications Summary leaflet of the Master Plan and a CD-Rom version of all documents Dedicated section on the Airport website including online feedback forms 4% Written invitations to key organisations to participate in the consultation 7% Public consultation exhibitions Permanent exhibition in the Airport Summary Leaflet Response Analysis What is your overall opinion of the proposals? 12% Positive Negative Neutral N/A 77% 8

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12 5 Valuing our people Robin Hood Airport remains committed to the development of its employees as being fundamental to the Airport s continued growth and success. Peel Airports Group as a whole seeks to provide its employees with a comprehensive induction programme covering all the core competencies required for high levels of health and safety awareness, quality standards and customer service. Communication provides a key element for all of the above and in addition to our Talking Wall notice boards, we have also launched our intranet site in the last 6 months which has been well received and allows a further channel for prompt and accurate communication. To ensure we maintain and improve on the training and development of our people and Peel Airports Group s movement towards becoming an employer of choice we are implementing a process of continuous improvement including A comprehensive training and development plan, close to completion, which will cover core competencies, identify gaps and provide future career opportunities Targeting Investors in People accreditation over the next 2 years Planning a second employee survey to see if the actions implemented from our first survey are having a positive impact Continuing our investment in training our Dignity at Work supporters act as nominated points of contact for employees with work related issues or counselling needs Assessing the potential to further supplement this with an employee helpline for wider issues covering any aspects of work or home life which may be causing stress or anxiety Continuing to target Health and Safety excellence as standard within our business, both internally and for our passengers 10

13 Working for Peel is challenging, exciting and rewarding.that is a pretty powerful combination 11

14 6 Being a Good Neighbour Robin Hood Airport established a Community Investment Fund prior to the Airport opening and it has been active in the wider community ever since, supporting a range of activities and charitable and community organisations. It is of significant importance to the Airport that it adds to the quality of life of the region in the broadest way it can. Reporting to the Airport Consultative Committee a number of sub groups monitor not only the environmental impacts of the Airport around key issues such as noise and air quality but also the wider impacts through job creation, wellbeing and health issues, and support for education. The airport Consultative Committee represents a broad range of stakeholders from the area and gives an impartial view of the activities and impacts of the Airport. Their experience is invaluable and as with the Airport the intention is not to meet legislative minimums or meet baseline expectations but to provide the maximum positive impact we can with the resources we have. Last year to further focus our charitable activity we formed an internal charities panel with representation from across the Airport and also asked our employees to select four charities for support over a two year period. We were delighted with the engagement of our people and the four chosen charities for the initial 2 year period were; Bluebell Wood The Children s Hospital Macmillan Nurses The Yorkshire Air Ambulance Collection points in the terminal have been established and carry the 4 charities logos and a range of other activity has been encouraged to promote employee engagement. A special mention must also be made to our Fire Service personnel who have undertaken fun runs, half marathons, the Race for Life and a range of one-off innovative challenges for charity over a number of years but have surpassed themselves this year with their own version of Calendar Girls raising over 8,000 in the process. To date Robin Hood Airport has raised over 70,000 for the local community. Representatives from the four chosen charities 12

15 The firefighters at the Airport have been excellent in their efforts in their own time to raise money for such deserving charitable causes, their contribution has been stunning Tony Lonsdale Chief Fire Officer 13

16 7 A Duty of Care for the Environment No business is immune from its responsibilities to the environment and the issues of climate change, that form the current largest single challenge we face. Robin Hood Airport and the wider Peel Airport Group are committed to meeting those challenges and have undertaken the following actions to help structure our approach. ISO To more proactively manage our environmental impacts and efficiently manage and monitor our energy efficiency, use of natural resources and waste production Robin Hood Airport is following the accreditation process for ISO Having established our register of impacts and structure for implementing our improvement plan a series of Key Performance Indicators are currently being set to focus activity over the next 12 months. Carbon Reduction Commitment (CRC) The Carbon Reduction Commitment is the Government programme to promote financial incentives to those companies best managing their carbon emissions and leading the way in reducing their carbon impacts. An internal Carbon Management Group is providing the focus for our activity and we are also sharing best practice across the wider Peel Group. A process now exists for bringing forward potential ideas, measuring their return on investment and selecting and progressing those ideas that meet the required criteria. Following an energy survey at the start of 2009 a number of suggestions have already been agreed for implementation Rainwater Harvesting The Airport s rainwater harvesting system is now fully operational and we expect to see significant reductions in our use of water during the coming operational year 2009/10. Surface Access The Airport manages surface access at the Airport by passengers and staff through the Airport Surface Access Strategy (ASAS). The core aim of the ASAS is the need to substitute car travel with more sustainable modes of transport. The Airport has an objective to achieve 14% of passenger journeys made to the Airport by sustainable modes by In 2007, the Airport achieved just over 7% of passengers travelling by sustainable modes, a good start towards our 2011 target. To further support the strategy we have also improved the airport bike loan scheme to further reduce the purchase of bikes through enhanced tax relief and all employees can purchase discounted TravelMaster tickets for travel in Doncaster and South Yorkshire Last Call Peel was the first airport operator to bring in the opportunity for passengers to make a contribution to offsetting their flight emissions at point of booking or departure. Run in collaboration with South Yorkshire Forests we are currently looking at ways to further market this opportunity and better establish Last Call. 14

17 The Sound Insulation Scheme provided by Doncaster Sheffield We are delighted to be working with some of the leading Airport, has made a real airlines in terms of their commitment to tackling climate difference in my home change and reducing emissions per passenger km year on year Mike Morton Airport Director and I am extremely impressed with the workmanship. Mrs Adams of Bawtry. 15

18 A Duty of Care for the Environment Cont. Running a successful airport also comes with a number of external environmental impacts that we are committed to monitoring, managing and reporting accurately on, and these include; Noise Efforts to minimise the impact of noise continues to be an important focus for Robin Hood Airport. The fourth year of operation has been a period where the Airport has implemented Class D Controlled Airspace and consulted on the Airport Draft Master Plan. Reviews have also taken place, and are continuing to do so, surrounding the Night Noise Sanctions Scheme. The Airport continues to record and investigate all noise complaints received by local residents. In 2008, we saw a reduction in the number of complaints received compared against We have also introduced a noise complaint facility on our website where complaints can be ed directly to the Environment Team for investigation. Furthermore, each complaint investigated now receives a printed flight path report illustrating the flight path of the aircraft, noise level and altitude Sound Insulation Grant Scheme The Sound Insulation Grant Scheme has invested over 62,000 since the scheme commenced in April 2005, taking the total number of homes insulated to 24 out of total of 252 homes. The scheme is reviewed annually each year taking into account any increase in Air Traffic Movements (ATM s), aircraft type and recorded noise levels from the fixed noise monitoring terminals. Number of Complaints Number of Complaints Air Quality In 2008/9 we achieved our target of operating within the National Air Quality Standard (NAQS) for nitrogen dioxide (40μg m 3 ). Doncaster MBC independently monitors air quality data at specific points surrounding the airfield and on the airfield itself, the Airport did not receive any complaints relating to air quality in 2008/ Noise Complainants January February March April May June July August September October November December January February March April May June July August September October November December Noise Complainants 2007 Noise Complainants 2008 Noise Complainants 2009 Total Number of Complaints (Monthly) 2007 Total Complaints 2008 Total Complaints 2009 Total Complaints 16

19 Waste In 2008/09 we reduced our waste sent to landfill by 67 tonnes compared to 2007 figures. We recovered just over 10 tonnes of cardboard and recycled our office white paper, aluminium cans and plastic bottles with Doncaster Community Recycling Partnership (DCRP) Metric Tonnes 20 0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 17

20 8 Looking forward Peel has a history of long term investment in the communities in which it operates and although the current economic climate is not a positive one, we remain committed to the long term sustainability and growth of the airport. Of particular importance to Robin Hood Airport is the proposed Finningley and Rossington Regeneration Route Scheme (FARRRS) providing direct access to the M18 and also contributing to the delivery of the proposed Inland Port, Doncaster by Helioslough. Working with Doncaster Metropolitan Borough Council, who are leading on the project, Peel Airports, Helioslough and UK Coal are also working in partnership with the Sheffield City Region and Yorkshire Forward amongst others to progress an initiative which would; Based on current Airport passenger characteristics environmental savings per million passengers per annum would be 44,250 less hours of motor vehicle travel 626,888 less miles travelled 34,000 less tones of CO2 emissions We will keep you updated via our web site on the progress of this important project for the future prosperity and important social and environmental impacts for our region. Contribute to the delivery of 1bn of investment and over 14,000 jobs by 2030 Enable the removal of traffic out of Urban and other residential areas Better connects the Airport with existing and proposed Rail Freight interchanges in Doncaster reducing road freight miles 18

21 The direct motorway link will cut journey times and open up a bigger catchment area. Once it is open the road will result in more tourists coming in, more destinations, more business links and overall a stronger economy Michael Cawley Deputy CEO Ryanair 19

22 9 Key Performance Indicators Area Key Performance Indicator Target date Environmental To achieve BS8555 level 3 (as part of ISO accreditation process) Dec 2009 To complete ISO14001 accreditation process Mar 2011 Environmental Impact To hold quarterly Carbon Management Group meetings To work with airlines to encourage improvements in noise reduction and track keeping Continue to monitor NO2 levels and share data with the local community and other interested parties To reduce fossil fuel energy consumption and associated carbon emissions for lighting and heating across the Peel Airport Group To reduce the amount of waste sent to landfill per passenger not exceeding 2008 levels (0.14 kg per passenger) Ongoing Ongoing Ongoing On an annual basis On an annual basis Market place To instigate annual CSR Forum with Airline Partners Mar 2010 To maintain and improve customer satisfaction levels (as reported in Which? Holiday) On an annual basis Workplace To achieve Investors in People Mar 2011 To ensure all employees engaged in appraisal process Mar 2011 Community To donate 5,000 to charity Mar 2010 To support our 4 selected charities via a minimum of 4 fundraising events Mar 2010 To keep our communities engaged through the Community Sub Committee and informed through published material and on our website. Ongoing 20

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24 We would welcome your feedback on our second CSR Report, your views to