corporate social responsibility report 2014–2015 · our approach across these four pillars, ......

Corporate social responsibility report

2014–2015Reputation for success

Our commitment

Our people are at the heart of our success, so we strive to create a great place to work. We promote integrity in everything that we do and apply our expertise to shape a better built environment for future generations and, ultimately, generate value for our communities.

Turner & Townsend is an independent professional services company specialising in programme management, project management, cost management and consulting across the property, infrastructure and natural resources sectors.

With 90 offices in 38 countries, we draw on our extensive global and industry experience to manage risk while maximising value and performance during the construction and operation of our clients’ assets.

Contents

Chairman’s overview 3Chief Executive’s report 4At a glance 6Great place to work 10Integrity in industry 14Environmental stewardship 18Community value 22CSR Committee 26Data summary 27About this report 28

2 Turner & Townsend

Foundations for success

Chairman’s overview

Despite continued volatility in some key markets, Turner & Townsend delivered robust revenue and profit growth in 2014–2015. Our corporate social responsibility (CSR) performance is also going from strength to strength and will increasingly underpin our financial performance.

In 2014, we introduced a new CSR framework that defines the foundation blocks for our approach: great place to work, integrity in industry, environmental stewardship and community value. Our CSR Committee is advancing our approach across these four pillars, drawing on its members’ specialised skills and experience. This year, we introduced a Diversity Committee, with members from around our global business, to promote diversity and inclusion across Turner & Townsend and our industry.

Our global network of CSR representatives is developing increasingly strategic action plans, to enhance our performance. Among many achievements last year, we increased volunteer hours by 21 percent and continued to encourage our people to participate in initiatives that make a real difference.

Our 2014 global community week saw employees contribute 1,400 hours to key projects and raise £17,000 for charity partners.

We have a strong ethical culture, which starts with the tone we set at the top, and we demand the highest standards in every interaction with our clients, suppliers and the industry. These standards are reflected in the awards we win, which included Building of the Year for One Embankment Place. Our talented people were also recognised, with Kate Corrigan winning Building Magazine Woman of the Year, while Lisa Bell was awarded British Expertise Young Consultant of the Year.

In conclusion, we have placed CSR at the heart of our business. Now we must build on this, as we integrate our commitments into everything we do. This will position us as an industry leader and fuel our sustainable growth.

Tim Wray Chairman

Turner & Townsend 3 Corporate social responsibility report 2014–2015

Positioning our business for sustainable growthWe aim to grow sustainably, by building a business with unparalleled capability that delivers exceptional outcomes for clients, markets and communities. By integrating corporate social responsibility into how we operate, we strengthen our reputation as the partner and employer of choice.

Chief Executive’s report

Following the introduction of our new corporate social responsibility framework last year, we have now firmly established our four pillars. We recognise that our people are at the heart of our business, so we strive to create a great place to work. We use our skills and capabilities to shape best practice for our industry, to make our clients’ assets and programmes more efficient and sustainable, and to add value for our communities.

Creating a great place to workTalented and committed people enable us to offer outstanding service to clients around the world. Attracting talent is therefore essential to our growth. We do this by offering our people exceptional development and career opportunities, which helped us reach a milestone of 4,000 employees during the year.

We recognise the benefits of diversity and that we have more to do, so in 2015 we set up a committee to advance our approach. We also have a new global engagement champion network, to give us even more insight into our people’s views and help us to improve.

Promoting integrity in industryWe strive to think and innovate ahead of the market, drawing on our knowledge of the world’s highest-profile programmes to develop better ways of working and promote best practice. This year, we were instrumental in developing the Infrastructure UK Routemap and increasingly we are harnessing the power of data and technology to inform our clients’ decision-making.

4 Turner & Townsend

We must also remain a trusted partner to our clients. This means we insist on the highest standards of ethical behaviour, from all our people, everywhere we work. We have robust policies to support this, which our people must recommit to every year.

Enhancing environmental stewardshipThe world faces major environmental challenges, including climate change, an increasingly urbanised population and pressure on scarce resources. Our services continue to help clients to improve their impact, by enhancing their efficiency and making better use of resources. For example, managing the Programme Delivery Unit for London’s innovative RE:FIT scheme, we have supported public sector organisations to procure cost-effective energy conservation measures for 440 buildings.

At the same time, we strive to advance our own environmental impact. This year, for example, we received the Actsmart corporate award for best practice environmental management in Australia. Looking forward, we aim to expand our environmental reporting and deliver consistently strong progress against this baseline.

Delivering community valueWe are committed to adding value to our local communities. Addressing key social issues, such as education and employability, helps create a more prosperous society and provides the talent we will need in the future. Our people are passionate about benefiting our communities and contributed 4,125 volunteer hours this year, across an immense range of projects worldwide. For example, supporting children’s development with a toy library in South Africa and school engagement in India.

To optimise the community value we create, we are developing programmes focused on key areas such as skills development and education, as well as looking for opportunities to apply our capabilities through volunteering and pro bono projects.

A clear direction for the futureOur new framework has shaped our approach and is helping us to embed corporate social responsibility in our day-to-day business. It gives us a clear direction, with significant potential. We see great opportunities for our business, as we deliver a bold programme of focused initiatives that will make a real difference – for us, our clients and society – in an ever-changing world.

Vincent ClancyChief Executive Officer

4,125community volunteer hours

12%carbon emissions reduction per employee

8/10client satisfaction rate

82%employees reported “I am proud to work for Turner & Townsend”

4,102people

£380mturnover

See our annual review for more information on our financial performance


At a glance

Our approach

Great place to workOur people are at the heart of everything we do. We provide opportunities for our people to learn and develop throughout their careers, so they can reach their potential. We promote a diverse and inclusive workplace, and strive to create a healthy and safe work environment that supports our people’s wellbeing.

Integrity in industryOur mission is to deliver outstanding value to our clients, markets and communities. We therefore promote integrity and quality in all our engagements. Our work on high-profile programmes for major clients has given us exceptional knowledge, which we transfer between industries to define best practice and drive thought leadership.

Environmental stewardshipWe are determined to shape a better built environment for future generations. We are improving the environmental management of our own operations, while using our expertise to enhance asset efficiency, programme performance and whole life value for our clients, so they can achieve advanced environmental performance.

Community valueWe are committed to adding value to our local communities. Whether we are getting our people involved through volunteering, building long-term community partnerships, making vital projects a reality with our pro bono services or boosting economies through our work for clients, we add value every day, all around the world.

■ Provide opportunities for our people to learn and develop.

■ Create a healthy and safe work environment and support our people’s wellbeing.

■ Promote a diverse and inclusive workplace.

■ Maintain a culture of integrity, and act honestly and fairly with clients, suppliers and the wider industry.

■ Actively contribute to advancing industry best practice and champion safety in the marketplace.

■ Support our clients and the wider industry to advance asset efficiency, programme performance and whole life value, creating sustained improvements in environmental performance.

■ Proactively manage and improve our own environmental impact.

■ Invest in communities through long-term strategic partnerships that address key local concerns.

■ Deliver projects and programmes that create outstanding value for clients and prosperity for society.

80%response rate to employee engagement survey


Award highlightsBuilding of the Year and Woman of the Year Building Awards 2015Young Consultant of the Year British Expertise International Awards 2015




51%office suppliers with environmental credentials

£206,000charitable donations

6 Turner & Townsend

Great place to workOur people are at the heart of everything we do. We provide opportunities for our people to learn and develop throughout their careers, so they can reach their potential. We promote a diverse and inclusive workplace, and strive to create a healthy and safe work environment that supports our people’s wellbeing.

Integrity in industryOur mission is to deliver outstanding value to our clients, markets and communities. We therefore promote integrity and quality in all our engagements. Our work on high-profile programmes for major clients has given us exceptional knowledge, which we transfer between industries to define best practice and drive thought leadership.

Environmental stewardshipWe are determined to shape a better built environment for future generations. We are improving the environmental management of our own operations, while using our expertise to enhance asset efficiency, programme performance and whole life value for our clients, so they can achieve advanced environmental performance.

Community valueWe are committed to adding value to our local communities. Whether we are getting our people involved through volunteering, building long-term community partnerships, making vital projects a reality with our pro bono services or boosting economies through our work for clients, we add value every day, all around the world.

■ Provide opportunities for our people to learn and develop.

■ Create a healthy and safe work environment and support our people’s wellbeing.

■ Promote a diverse and inclusive workplace.

■ Maintain a culture of integrity, and act honestly and fairly with clients, suppliers and the wider industry.

■ Actively contribute to advancing industry best practice and champion safety in the marketplace.

■ Support our clients and the wider industry to advance asset efficiency, programme performance and whole life value, creating sustained improvements in environmental performance.

■ Proactively manage and improve our own environmental impact.

■ Invest in communities through long-term strategic partnerships that address key local concerns.

■ Deliver projects and programmes that create outstanding value for clients and prosperity for society.

80%response rate to employee engagement survey






51%office suppliers with environmental credentials

£206,000charitable donations


2014–2015 highlights

North America: award-winning consultant

Lisa Bell, Director in Seattle, was awarded YoungConsultant of the Year. She joined as a graduatein 2004 and has rapidly become our youngest costcentre manager.

UK: leading routemap

We helped to develop the latest Infrastructure UK Project Initiation Routemap. This framework supports funders, sponsors, clients and asset managers in improving the delivery of their infrastructure projects and programmes.

Latin America: Children’s Day

For Children’s Day in Brazil, our São Paulo team donated clothes, toys and other essential items to 30 children in a local care home.

Africa: wellness campaign

Our annual Wellness Day raises awareness of key health and wellbeing issues. This year we provided a range of health screening tests and access to dieticians, massage therapists and optometrists.

At a glance

8 Turner & Townsend

UK: leading routemap

Europe: Make-A-Wish business challenge

Our Netherlands team supported the Make-A-Wish Foundation, helping to fulfil the wishes of two boys, aged five and eight, with life-threatening medical conditions.

Asia: championing green building

Sam Cheng, Director, continues to take a leading role in the Hong Kong Green Building Council, including chairing working committees and coordinating knowledge exchange between green building councils.

Middle East: shaping our future

Following our annual engagement survey, we introduced employee focus groups to identify improvements and make key recommendations to the regional board.

Australia and New Zealand: creating a sustainable workplace

Our Canberra office was awarded the Actsmart Business Sustainability Corporate Award, recognising the integration of sustainable business practices into our operations.


Great place to workOur people are at the heart of everything we do. We provide learning and development opportunities throughout their careers, so they can reach their potential. We promote a diverse and inclusive workplace, and strive to create a healthy and safe working environment that supports wellbeing.

Opportunities to developWe give our people the support, training and rewards they need to excel. This includes exceptional opportunities to work internationally and gain experience to deliver outstanding results for clients on cutting-edge projects worldwide.

We continue to invest in technical and leadership training, such as our global leadership and management development programmes. Our Chairman’s Group challenges talented individuals to develop innovative responses to key business challenges. Colleagues develop their contacts, meet senior leaders and experience running a global business.

Our graduate and apprentice development programmes combine practical experience with structured training to help individuals reach their full potential. We have doubled our graduate and apprentice places this year. To promote diversity, we recruit using behavioural assessments and engage with schools and universities through workshops and mentoring programmes. We are rolling out the Your Professional Future network globally, which helps ambitious professionals develop their skills and build professional networks by contributing to key task groups, such as research and innovation.

As we continue to achieve strong growth globally, it is essential that we remain connected. To help us improve, we run an annual employee engagement survey. This year, each office also appointed an employee engagement champion to provide even more insight. The champions participated in focus groups chaired by regional managing directors, with the results fed into the regional boards to develop tangible improvements plans.

Strength in diversityA diverse workforce promotes creativity and innovation. Turner & Townsend is committed to promoting diversity and inclusion throughout our global business and wider industry. We are developing leadership, culture and awareness programmes, employee networks and increasingly robust policies and processes. Our new Diversity Committee, launched in 2015, will review our approach, develop key objectives and a progressive improvement programme.

We are proud to sponsor Women in Property, an association that promotes careers and mentoring for women. Many of our people are leading mentors themselves. This year, Kate Corrigan, a director in our infrastructure division, won the Building Magazine Woman of the Year, for her role as a mentor and diversity champion. Julia Lydall, a senior cost manager, was also a finalist for the Women in Construction Mentor of the Year award.

Wellbeing at workWe target the highest standards of workplace health, safety and wellbeing, recognising the benefits for our people, business and society.

This year, we achieved accreditation to BS OHSAS 18001:2008, the best practice standard for safety management systems. We raised the profile of health and safety by introducing a new reporting function for commissions, an online compliance database and comprehensive global intranet pages.

Wellbeing is high on our agenda and we launched a global campaign to address key challenges in October 2014. We introduced wellbeing moments cards, which encourage staff to think about their health and wellbeing, as well as a ‘get active’ initiative and a wellbeing survey. In Australia, we launched the fitness bracelet challenge, which tracked participants’ sleeping, fitness and eating for one month, to support healthier lifestyles.

10 Turner & Townsend

14%growth in our employee numbers

4,10214/15

3,17712/13

3,59013/14


31%female employees


Great place to work

Creating a great place to work means we must engage with our staff. By acting on their feedback, we can make clear improvements to our business and offer an even better workplace. We already run an employee engagement survey each year to gather input from all our people. This year, we saw an opportunity to gain more insight, by appointing an engagement champion in every office.

Mathieu Buckley is Aberdeen’s engagement champion. “We’ve made big strides to improve communication and team spirit but it’s still a work in progress,” he said. “I wanted to help address the issues.”

The engagement champions were invited to focus groups chaired by our regional managing directors.

These groups discussed issues raised by the engagement survey, to identify common themes. “The session was informative and relaxed,” said Mathieu. “It highlighted that other areas were encountering similar challenges and allowed us to investigate company-wide solutions.” Our engagement champions then reported back to their teams, while the managing directors fed the results into the regional boards to develop detailed improvement plans.

“This was a refreshing approach to engaging representatives from across the business,” said Mathieu. “We discussed the positives and negatives and shared lessons and advice. I gained a lot and will represent our team at future events.”

“ This was a refreshing approach to engaging representatives from across the business, I gained a lot and will represent our team at future events.”Mathieu BuckleyAssociate Director

Championing employee engagement


“ Our people’s differences give us a range of perspectives that stimulate creativity and success for us and our clients. We want to drive real change, by shining a light on the importance of valuing and fostering diversity.”Judy AdamsGlobal Risk Director

Fostering creativity and innovation through diversityOur success depends on our people, so diversity and inclusion is a business imperative. A culture that embraces individual difference will be more creative, responsive and competitive, and add even more value for our clients. Our new Diversity Committee is spearheading our efforts, led by Director Judy Adams. Judy joined us in 1995 and has seen the business grow from 500 people to more than 4,000, in 38 countries.

By bringing together representatives from all our regions, the committee aims to get beneath the surface of diversity and inclusion challenges and develop pragmatic solutions that benefit our clients and us. The committee will also seek feedback from all our employees, so we can understand key issues and address them as part of our core business approach.

Diversity is a real challenge for our industry and we want to be at the forefront of change. We are proud that many of our people already promote diversity. Indeed, Kate Corrigan, a member of our Diversity Committee, won Building Magazine Woman of the Year, recognising her passion for mentoring and leading future generations. Kate champions diversity at a project, corporate and industry level, and hopes to inspire women looking for a career in construction.


Integrity in industryIntegrity in industry encompasses personal integrity and the ethical standards we follow in every interaction with our stakeholders. We are committed to advance our industry, as we shape best practice and transfer knowledge between markets, to improve outcomes for clients.

Delivering great outcomesOur long-term success depends on delighting our clients and our ambition is to be recognised as the best in our field. To understand clients’ views, we ask them for feedback on our client care criteria: performance, contribution, people, management, communication, skills and processes, innovation and value for money. This year, we maintained our client satisfaction average of 8/10 and increased our key account net promoter score to 35 percent, exceeding our industry benchmark of 20 percent.

We continue to receive external recognition, including Project of the Year at the Building Awards for the refurbishment of PwC’s landmark One Embankment Place. Our people are also frequently recognised for outstanding performance, including Lisa Bell winning the British Expertise International Awards Young Consultant of the Year.

Engaging suppliersWe are committed to improving our social and environmental impact throughout the supply chain. At the start of our supplier relationships, we use a questionnaire to understand their management systems, policies and performance relating to bribery and corruption, diversity, equal opportunities, the environment, and health and safety. We use this information to support our supplier selection.

Small and medium enterprises (SMEs) benefit local economies and society. We therefore encourage them to work with us on projects that fit their capabilities and improve our offering. We also seek local suppliers for office consumables, recruitment and training. To protect SMEs’ interests, we aim to ensure they are not overly dependent on our business. In addition, we engage with policymakers on how SMEs can contribute to major projects.

A trusted partnerOur insistence on the highest ethical standards makes us a trusted partner to our clients, suppliers and communities. We build trust by acting with integrity in everything we do, from ensuring on-site safety to driving quality and efficiency.

All employees must comply with our ethics policy and reaffirm their commitment to it each year. We address ethics throughout our induction process for new starters and deliver core training to build awareness on key topics.

Advancing best practiceTurner & Townsend has a history of responding to client and industry needs by leading service delivery innovation. For example, we developed our DaTTum building information modelling service, so clients can extract key information from raw asset data, and reduce their capital and operating costs by making timely and effective decisions. We were also instrumental in developing the latest Infrastructure UK Project Initiation Routemap, providing a framework to address common problems in infrastructure projects and programmes.

Transferring knowledge and defining best practice also creates value for our clients. Our major programmes advisory group connects clients with global best practice and ensures a high level of service on every major programme we support. We also promote best practice across the industry. Murray Rowden, Managing Director of our global infrastructure business, was recently appointed chair of best practice organisation Constructing Excellence.

Through our 360°view publication, we contribute to thought leadership. Our latest 360°view shared insights on applying data and technology in the global construction industry. The world is changing and programmes are becoming increasingly complex and global. To meet the challenges, we will continue to invest in research and innovation that enables us to think and innovate ahead of the market.

8/10client care results



Integrity in industry

Defining best practice in infrastructure projectsInfrastructure plays a key role in economic growth and social development. However, these critical projects and programmes face many common issues, ranging from having the right governance structures to effective procurement.

Our experience of working on some of the world’s biggest and most complex infrastructure projects means we are ideally placed to help define a new and more successful approach. We were therefore delighted to support Infrastructure UK in developing the Project Initiation Routemap.

We drew on our real-world knowledge of infrastructure programmes to draft content for the Routemap and provided project management and editorial support. Our aim is to help the industry drive a step change in project and programme performance.

The updated and more user-friendly Routemap provides a framework for this performance improvement. It enables funders, sponsors, clients and asset managers to identify and address the challenges they face, and to establish the factors underpinning performance. The Routemap allows clients to take an informed approach, so they understand the complexities of their project, their internal capacity to deliver it, the support available from the supply chain and the gaps they need to address.

“ Turner & Townsend is proud to have been involved in the Routemap’s creation. We fully endorse the application of the Routemap and are ideally placed to help funders, sponsors, clients and asset managers understand and apply it to projects and programmes.” Murray RowdenManaging Director, Infrastructure


Our success depends on us being our clients’ trusted partner. We achieve this by delivering outstanding service consistently and promoting integrity in everything we do, which means employing the best people and giving them the chance to flourish.

Lisa Bell has seized this opportunity, earning the respect of our clients and recognition as British Expertise International’s Young Consultant of the Year. Having joined us in London as a graduate in 2004, Lisa moved to San Francisco as a Senior Consultant.

“I’ve been fortunate to work with many global organisations,” said Lisa. “It’s great to work with repeat clients, where the technologies are evolving faster than design guidelines and we can step up the design, creativity and delivery.”

Lisa’s knowledge, skill and determination led to a major technology client requesting for her to head a large project at its global headquarters. Now our youngest cost centre manager, Lisa leads our Seattle office and is our account manager for this client across the Americas.

In addition, Lisa has supported others on the path to success, helping to establish our graduate recruitment programme in London and counselling graduates to pass their professional exams.

“I’m very focused on building teams that bring together the best of our global and local businesses,” said Lisa. “What’s next for me is learning how to continue to develop and inspire our future talent.”

Winning Young Consultant of the Year


Environmental stewardshipWe are determined to shape a better built environment for future generations. We are improving our own environmental impact, while using our expertise to enhance asset efficiency, programme performance and whole life value for our clients, so they can achieve advanced environmental performance.

Improving our environmental impactWe are committed to developing a more sustainable workplace. Building good environmental management into our standard operating procedures gives us strong foundations, and we continue to drive improvement through our ISO 14001 certified environmental management system.

Our largest direct impact is carbon emissions from office energy use and business travel. We therefore continue to identify and deliver strong energy efficiency improvements. For example, our Johannesburg office reduced energy consumption by one quarter during 2014–2015. We also reduce waste by optimising resource efficiency and recycling throughout our operations. Our Australia business received the Actsmart Business Sustainability Corporate Award this year, for introducing an outstanding waste and recycling programme.

We build awareness of our improvement programme and encourage our people to act through briefings, inductions and campaigns. In 2015, we launched environmental stewardship briefings to introduce key sustainability topics and provided specialised training in design, procurement and building energy performance.


We achieved a 12 percent reduction in our carbon emissions per employee in 2014–2015 (covering 67 percent of employees where we capture comprehensive emissions intensity data). While we are pleased with our progress, we are still expanding our environmental reporting globally and we will continue to work with our landlords and suppliers to improve data capture.

Delivering sustainable solutionsOur clients want to improve the environmental performance of their assets and infrastructure. Their key issue is reconciling their ambitions with the costs. We advise our clients on the technology and management options that best balance whole life cost and performance. Using our expertise, our clients achieve and even exceed their environmental targets.

Supplier contracts are an important mechanism for clients to improve their energy performance. We help our clients to manage these suppliers and deliver the best solutions by coordinating and verifying their energy-saving proposals and implementation. One example is the programme delivery unit we developed and manage for RE:FIT, London’s innovative sustainability programme.

Shaping best practiceWe continue to contribute to the development of environmental best practice. We are members of several green building councils, including Gold Leaf membership of the UK Green Building Council. Sam Cheng, Director, has a leading role in the Hong Kong Green Building Council, chairing committees and coordinating the exchange of the latest environmental thinking between green building councils.

We also deliver award-winning projects, such as PwC’s refurbished One Embankment Place, which won the Building Award Project of the Year in 2015. It achieved a BREEAM Outstanding rating and a score of 96.3 percent, the highest ever for a UK commercial office building.

12%reduction in carbon emissions (tonnes CO2e) per employee

2.9

2.4

2.1

12/13

13/14

14/15

14/15 carbon emissions (tonnes CO2e) by scope (see page 27 for more information)

Scope 1 – 272

Scope 3 – 3,583

Scope 2 – 1,333


Environmental stewardship

Turner & Townsend is determined to improve its environmental impact and our Australia business has taken a leading approach. “People and clients are becoming more aware of climate change, so business practices are changing,” said National Systems Manager Monika Svarcova. “A business can’t be a good corporate citizen if it doesn’t take responsibility for its impact on the environment and wider community.”

In Australia, we are part of the CitySwitch programme, which helps office tenants to improve their energy efficiency. Our efforts – from installing motion sensors in meeting rooms to buying energy-saving office equipment – have produced exceptional results.

We reduced electricity use per employee by 26 percent in 2014, with our Perth office achieving an impressive 44 percent saving. At the same time, our Canberra office has slashed its waste to landfill by 92 percent. Our next aim is to create a paperless finance function across Australia.

“The key was introducing environmental initiatives as part of our Environmental Management System, and setting structured objectives and targets at both national and office levels,” said Monika. “Combining environmental improvements with other aspects of corporate social responsibility ensures we don’t run them in silo, so you get more support.”

Creating sustainable workplaces


Delivering London’s innovative sustainability scheme London has an ambitious 2025 target to reduce carbon emissions by 60 percent, compared to 1990 levels. Recognising that buildings generate nearly 80 percent of emissions, the Greater London Authority introduced the innovative RE:FIT programme. This enables public sector organisations to procure energy conservation measures for their buildings that generate an excellent return on investment.

A big hurdle for energy efficiency retrofits is having people with the right skills to manage procurement, secure funding and deliver projects. As the RE:FIT Programme Delivery Unit, we help clients to navigate these challenges.

We assess energy conservation measures, benchmark costs and develop investment proposals. Critically, given tight public sector budgets, we identify expected return on investment and the cost, energy and carbon savings. Pre-qualified energy service companies compete for the work and guarantee these savings. After their first project, clients develop the capability to tackle further phases themselves or with only limited support from us.

We currently support projects covering 440 buildings, from offices to iconic heritage venues, which will generate annual carbon savings of over 30,000 tonnes. Our target is to exceed 600 buildings and 50,000 tonnes of CO2 saved per annum, and to help deliver £85m of investment. We continue to raise awareness of this award-winning programme through events, direct engagement and an informative website, so more organisations can benefit.

440buildings retrofitted with energy efficiency measures

30,000tonnes of carbon emissions saved per annum

“ The people in my team see this as a vocation, not just a job, because it’s a worthwhile programme that provides expertise to the right people in the right place to deliver tangible energy savings and environmental benefits.”Dimitri HadjidakisDirector


Community valueWe are committed to adding value to our local communities. Whether we are involving our people through volunteering, building long-term community partnerships, bringing vital projects to life with our pro bono services or boosting economies through our work for clients, we create value every day, all around the world.

Investing time in vital community projectsWe address key social issues that are important to our communities, our business and our clients. Our network of CSR representatives leads initiatives and supports staff involvement, as we invest time and funds into projects with our partners. One important way we do this is by giving every employee a volunteering day each year.

During Turner & Townsend’s community week in October 2014, all our offices got involved in their local community. This enabled staff to contribute 1,400 volunteer hours and raise £17,000 for local charities. Among the many initiatives worldwide, our New Delhi team led education and cultural activities in a local school, while in Poland we provided practical support for a Habitat for Humanity social housing project.

This year, we increased our community volunteer hours by 21 percent. We want more of our people to use their volunteer day, so we continue to develop high-impact programmes that incorporate skills-based volunteering. As part of our skills development and education programme in the UK, we are sponsoring the industry-backed school qualification, Design Engineer Construct. We hope to inspire learners through this programme, which provides students with the opportunity to understand more about the construction industry through project-based learning.

In addition to career mentoring and employability schemes, we have set up an innovative reading project in Nottingham, UK. We have pledged financial and volunteer support to improve reading levels through guided iPad sessions, and we hope to roll this out to a number of local schools.

We are improving our ability to capture the outputs of our community initiatives, so we can understand our impact and where we can do more.

Charity fundraising partnershipsAs well as investing time, we also provide financial support to our charity partners. The Turner & Townsend Charity Fund provides corporate donations to help our people reach higher fundraising targets for key charities. Causes supported by the Charity Fund this year included a breast cancer awareness effort across North America, which raised £5,000, and Make-A-Wish in the Netherlands and UAE, which helped fulfil the wishes of children with serious medical conditions.

Increasingly, we are developing long-term partnerships with charities, allowing us to add more value than one-off donations. We continue to support our toy library in South Africa, which provides a safe haven for children from low-income families to play and learn.

Applying our skills to pro bono projectsWe develop pro bono projects where our skills and expertise make the difference. For example, in Australia we are providing pro bono project management services and raising money to help build Hummingbird House, Queensland’s first children’s hospice. Hummingbird House will support the families of children and teenagers with life-limiting conditions. By applying our skills, from concept design through to procurement, we are helping to make this vital facility a reality.


21%increase in community volunteer hours

2,880

3,405

4,125

12/13

13/14

14/15

£206,000total charitable donations

530pro bono project hours


Community value

“ The toy library is a creative and safe place for children to play and learn.”Bernice KimarProject Administrator

Creating a vibrant place to play and learnChildren love to play, but it is also fundamental for their development. Toy libraries have an important role, giving children from low-income families a vibrant and exciting place to socialise and borrow toys.

We have supported the Kenfac toy library in Cape Town, South Africa, since 2011. “The toy library promotes active learning, so children can develop physically, mentally, socially and emotionally through play,” said Bernice Kimar, our CSR representative in Cape Town. “Many low-income families cannot afford toys or to send their children to aftercare facilities. The toy library bridges this gap.”

Our ongoing commitment includes contributions towards the library’s running costs, organising events, looking after and replacing toys, and making sure the building is well maintained. At the start of 2015 we gave it a refresh. New carpets and a brighter colour scheme gave the whole room a lift, and a new wax finish for the outdoor play equipment has made it durable for the next few years. The outcome is a fantastic environment where the children can learn and play.

“The toy library receives immense support from the business and there is never a shortage of volunteers,” said Bernice. “Our children need all the support they can get, and knowing that I’m making a difference in their lives makes it all worthwhile.”

45+families supported every day


At any given time, around 3,700 families in Queensland, Australia, are living with and supporting a child or teenager with a life-limiting condition. The emotional, physical and financial struggle for these families is immense.

In February 2015, construction of Hummingbird House began. It is the first children’s hospice to be built in Queensland and will provide world-class palliative care and respite. It is designed to support families, fostering hope and providing a safe and happy place to be.

To help make this vital facility a reality, Turner & Townsend is providing a full pro bono project management service. We have been involved from the first concept design, helping to manage risk, value and procurement. With funds being released in stages, we have planned for phased delivery, using best practice project execution methods so we can keep the project on time and within budget.

In total, we will contribute 600 pro bono hours to this much-needed facility. At the same time, corporate and employee fundraising across the region has raised extra funds, to help make Hummingbird House a reality.

Applying our skills to support a vital children’s hospice

“ As industry experts, Turner & Townsend has been instrumental in ensuring that Hummingbird House will be a world-class paediatric palliative care facility.”Paul QuilliamCo-founder of Hummingbird House


CSR Committee

The right blend

Tim Wray Chairman

Dave Rokesky Global HumanResources Director

Lynne Anderson Director

Dee Corrigan Global CommunicationsAssociate Director

Tim joined us in 1971 and established our first international office. As Senior Partner and Chairman from 1999 to 2011, he was instrumental in driving our international growth. Tim has contributed his experience, industry knowledge and passion for making a positive difference to our communities, to lead the CSR Committee through a significant phase of development.

Dave joined Turner & Townsend in Australia in 2008 and was promoted to Global Human Resources Director in 2012, giving him an essential role in leading our ‘great place to work’ objectives. He joined the CSR Committee in 2013 and heads our efforts to advance diversity and provide opportunities for our people to learn and develop across our global business.

As a director in our management consultancy team, Lynne leads performance improvement commissions for major projects and programmes. She applies her strategy development, financial analysis and corporate governance experience to our CSR approach, ensuring we create real value for us and our communities. Lynne had a key role in creating our initial CSR programme in 2005.

Dee brings insight into using communications to drive real impact in our CSR initiatives. She has hands-on experience of the tools and techniques that inspire audiences, and of creating messages that motivate people to act. Dee advises on good practices, from developing clear and consistent communications to choosing effective channels and activities to engage our people.

Murray Rowden Managing Director,Infrastructure

Gemma James Director

Nevin Sood Director

Alison Davies Global CSR Manager

Murray joined Turner & Townsend in 1990, and was appointed to the Executive Board in May 2015. As Chairman of industry improvement body Constructing Excellence, he is passionate about delivering infrastructure that enables economic and social growth. Murray applies his strategic thinking and industry experience to propel our CSR approach forward.

Gemma leads a team of project managers to deliver commercial office interior projects in New York. Since joining the business, Gemma has inspired a bolder approach to CSR, leading the development of our first formal framework. She combines her drive for delivering excellence for our clients with her passion for CSR, in steering the Committee’s global approach.

Nevin joined the business in 2004 and brings extensive experience of technical sustainability and asset efficiency. Responsible for leading our San Francisco office, he has worked throughout North America, Europe, the UK and the Middle East. Nevin is advancing our environmental strategy, our engagement with green building councils and industry thought leadership.

Alison joined us in 2013 to drive a step change in our CSR approach. With experience in sustainability strategy, CSR reporting and stakeholder engagement, she leads the development of our CSR strategy. Alison aims to leverage our people’s passion for making a positive community impact, while maximising the value of a strategic approach for our business, clients, markets and communities.


Data summary

Our performanceGRI indicator 14/15 13/14 12/13

Great place to work% employees with formal objectives and regular

performance reviewLA12 94% 95% 81%

Average training hours per employee LA10 11 11 Not availableEmployee engagement survey results – participation 80% 75% 74%Employee engagement survey – agree or strongly agree

“I am happy to go the extra mile for Turner & Townsend”82% 82% 82%

Employee turnover LA2 18% 16% 15%Number of employees LA1 4,102 3,590 3,177Employees by gender (% female) LA1 31% 31% 31%

Associate directors and above by gender (% female) LA13 13% 13% 13%Other employees by gender (% female) LA14 36% 36% 36%

% employees aged under 30 years old LA13 24% 23% 23%% employees aged 30–50 years old LA13 62% 62% 62%% employees aged over 50 years old LA13 14% 15% 15%Accident incident rate LA7 0 0 0Accident frequency rate LA7 0 0 0Integrity in industryClient satisfaction score (out of ten) PR5 8 8 8Net promoter score for key accounts PR5 35% 32% 27%Environmental stewardshipScope 1 emissions (metric tonnes CO2e)1 EN16 272 235 175Scope 2 emissions (metric tonnes CO2e)1 EN16 1,333 1,292 1,165Scope 3 emissions (metric tonnes CO2e)1 EN17 3,583 4,072 5,091Total emissions (metric tonnes CO2e)1 5,187 5,599 6,431

Total emissions (metric tonnes CO2e) per employee1 2.1 2.4 2.9Direct energy consumption (MWh)2 EN3 1,284 1,039 783Indirect energy consumption (MWh)2 EN4 2,368 2,334 2,063Offices certified to ISO 14001 Environmental

Management System32 29 29

% green office supplies (UK and Australia only) 51% 50% Not availableCommunity valueVolunteer hours 4,125 3,405 2,880Charitable donations (corporate and employee fundraising) 206,000 205,000 175,000Pro bono project hours 530 457 Not available

Data qualification notes1 Carbon emissions

Data includes offices in the UK, Europe, Africa, Asia and Australia and covers 67 percent of our employees. We follow a standard procedure to handle missing data entries for energy consumption and business travel. Where data is not available, we use the monthly consumption for the month in the previous year. If this is not available, then we use the average monthly consumption for the current reporting year. If no data is available for the current year, we use the average monthly consumption for the whole of the previous year. We have applied Defra 2015 emissions factors (Defra, 2015, www.ukconversionfactorscarbonsmart.co.uk). Scope 1 emissions relate to fuels directly consumed. This includes natural gas, gas oil and fuel associated with company car travel. Scope 2 emissions relate to the electricity directly consumed or purchased directly on behalf of tenants (less than 1% of scope 2 emissions). Scope 3 emissions relate to those fuels indirectly consumed. This includes business air, rail and private car travel. We have restated 12/13 and 13/14 carbon emissions, to incorporate new information on office energy consumption, and distance travelled in company cars and private cars for business travel.

2 Energy consumption Data includes offices in the UK, Europe, Africa, Asia and Australia and covers 67 percent of our employees. We follow a standard procedure to handle missing data entries for energy consumption (see notes above). Direct energy includes naturals gas, gas oil and estimated fuel associated with company car travel. Indirect energy includes electricity. We have restated 12/13 and 13/14 energy consumption, to incorporate new information on office energy consumption, and company car business travel.


About this report

This report presents our approach to corporate social responsibility and our performance in material impact areas during the financial year ending 30 April 2015.

We align our reporting with the Global Reporting Initiative (GRI) 3.1 guidelines, as a self-declared level C. GRI is widely recognised as the leading standardised sustainability reporting framework. We will continue to develop more comprehensive sustainability reporting to align with the updated G4 best practice guidelines. The full content index is available on our website.

We have identified our material impact areas through desktop reviews and stakeholder engagement. We have defined our key stakeholders as our clients, employees, shareholders, subcontractors and suppliers, government, industry bodies and the local communities in which we operate. We engage with our key stakeholders through a range of channels, including employee engagement and client care surveys, shareholder meetings, supplier assessments, and industry and client forums.

This report updates our 2013–2014 report and covers our global business. For specific exclusions due to limited data coverage and any restatements, please refer to our data qualification notes. While our report is not externally assured, we apply consistent and robust methodology to ensure quality in our reporting.


Contact us

We welcome your feedback on our approach to corporate social responsibility.

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+44 (0)20 7544 4000

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@turnertownsend

© Turner & Townsend. All rights reserved July 2015. This content is for general information purposes only and does not purport to constitute professional advice. We do not make any representation or give any warranty and shall not be liable for any losses or damages whatsoever, arising from reliance on information contained in this document.

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