4 Corporate Responsibility Objectives - Cobham plc · 4 Corporate Responsibility Objectives 5...

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Transcript of 4 Corporate Responsibility Objectives - Cobham plc · 4 Corporate Responsibility Objectives 5...

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Contents

1 MessageFromTheChiefExecutive

2 OurStructure

4 CorporateResponsibilityObjectives

5 CorporateResponsibilityManagement

5 BusinessEthics

6 Employment

EqualOpportunity

EmployeeDevelopment

EmployeeRelationsandEmployeeRepresentation

Pensions

Redundancies

9 Health&Safety

Health&SafetyPerformance

OccupationalHealth

11 Environment

EnvironmentalManagement

EnvironmentalImpacts

Energyconsumption

WaterConsumption

WasteGeneration

SupplyChainImpacts

14 Community

15 ReportingScope,MethodologyandVerification

ReportingScope

ReportingPrinciplesandMethodology

OrganisationforDataCollectionandConsolidation

Verification

Feedback

FrontCoverImage

1. CoastwatchDash8silhouetteovertheGreatBarrierReef,Australia2. CobhamapprenticeswinEEFawardsforSouthWestEnglandintheUK3. CorporaterunforLeukaemiaandLymphomaSocietyintheUS4. SponsoringtheGreatNorthAirAmbulanceintheUK5. SupportingWhaleandDolphinResearchinAustralia6. RedArrowshostedbyCobhammeetAirCadetsintheUK

Profile

Cobhamplcisaninternationalcompanyengagedinthedevelopment,deliveryandsupportofadvancedaerospacesystemsintheair,onland,atseaandinspace.

Thecompanyhasfivetechnologydivisionsandoneservicedivisionthatcollectivelyspecialiseintheprovisionofcomponents,sub-systemsandservicesthatkeeppeoplesafe,improvecommunicationsandenhancetheperformanceofaerospaceanddefenceplatforms.

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1CorporateResponsibilityReport2005

ThisisCobham’sthirdCorporateResponsibilityreport,andcoversthefinancialyear2005.

ThestrategicreviewannouncedinSeptember2005determinedthatCobhamwouldfocusonareaswhereitcanexploitandenhanceitstechnologicalleadershipinhigh-growthsegmentsoftheaerospaceanddefencemarket.

Theoverallobjectiveofthestrategyistoenhanceshareholdervaluethroughaccelerated,profitablegrowth.ThetransformationofCobhamwilltakeatleastthreeyearstoimplementbasedon:

Focusingtheportfolioofcompaniesandincreasinginvestmentintechnology

BuildingonthecapabilitiesofpeopleacrosstheGroupandcreatinganenvironmentwhichencouragesperformanceandrewardscollaboration

UsingbestpracticefromacrosstheGroupandelsewheretodriveoperatingperformanceandreleasefundsforre-investment

TohelpachievetheseandrelatedGroupgoals,Cobhamhasaninternalframeworkofpoliciesandmeasurestoenablecompaniestooperateinaneconomically,environmentallyandsociallyresponsibleway.ThesepoliciescovertheGroup’sapproachtobusinessethics,fraud,equalopportunities,health&safety,environment,communityinvolvementandwhistleblowing.Policiesareregularlyreviewedandupdated.

ThisCorporateResponsibilityReportcoversover92%byturnoverofCobham’swhollyownedsubsidiaries.

Cobham’scommitmenttoCorporateResponsibilitywasreinforcedinJune2005whenitbecameasignatorytoapioneeringSustainableAviationinitiativesponsoredbytheSocietyofBritishAerospaceCompanies(SBAC).Itisthefirstnationalsustainabilitystrategyeverproducedfortheaviationindustryandestablishesthemechanismsformonitoringandreportingonprogresstowardstheeightgoalsand34detailedcommitmentsthataresetoutinthereport.ThedeliveryofthegoalsandcommitmentsoutlinedinSustainableAviationisalong-termprojecttowhichCobhamiscommitted.InparticulartheaimistoensurethattheGroupmakesapositivecontributiontotheskills,

MessageFromTheChiefExecutive

knowledgeandmotivationofallemployeesandprovidesasafeandhealthyworkenvironment.

CobhamhascollectedCorporateResponsibilityinformationforthreeyearsand

ImprovedtherelevanceofthedatacollectedtotheGroup’skeyimpacts

Improvedthetimelinessandaccuracyofreporting

IncreasedcommitmenttoCorporateResponsibilitythroughouttheGroup,and

ProgressedwiththeinternalCRAuditProgramme

Iampleasedtoannouncethathavingtakentheabovestepswearenowreadytosettargetsforthefirsttime.During2006andbeyondwewillbemeasuringourprogressagainstthesetargetsandreportingonourachievements.

AllanECook

ChiefExecutive

31May2006

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OurStructure

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3CorporateResponsibilityReport2005

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CorporateResponsibilityObjectives

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5CorporateResponsibilityReport2005

AllCobhamsiteshaveanenvironmental,humanresourceandhealth&safetyrepresentativewhoreportstotheiron-siteCorporateResponsibilityfocal.ThereisatwowaydialoguebetweensiterepresentativesandCobham’sCorporateResponsibilityCo-ordinator,whoreportstotheDirectorofSpecialProjects.WithsupportfromGroup

functionsincludingHR,Communications,InsuranceandRisk,theDirectorofSpecialProjectsreportstotheChiefExecutive,whohasoverallresponsibilityforCorporateResponsibilityperformance.TheBoardtakesaccountofCorporateResponsibilityissuesinitsAnnualRiskAssessment,andmonitorsprogressthroughouttheyear.

CorporateResponsibilityManagement

Cobhamiscommittedtocomplyingwithlegislationinallthecountriesinwhichitoperates.Cobham’sEthicalBusinesspolicyisacodeofconductwhichexpectsallemployeestocarryoutbusinesswithhonesty,integrityandfairness.TheCobhamEthicsandWhistleblowingpolicyareregularlyreviewedandupdated.

BusinessEthics

ItisvitaltothesuccessofCobhamanditssubsidiariesthatitsreputationismaintainedamongcustomers,businesscontacts,competitorsandthewidercommunity.Cobhamanditssubsidiariesrecogniseitsresponsibilitiestoallthosehavinganinterestinthebusinessandiscommittedtoconductingitsbusinessinanappropriateandethicalmanner.

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In2005,Cobhamemployedanaverageof11,105peopleonfivecontinentswithmajorpopulationcentresintheUK,continentalEurope,theUSandAustralia.TheGroupiscommittedtopersonalandprofessionaldevelopmentandtothisend,CobhamappointeditsfirstGroupDirectorofHumanResourcesinNovember2005,reportingdirectlytotheChiefExecutive.ThepositionisresponsibleforthedesignandimplementationofaHumanResourcestrategyinsupportofCobham’soverallbusinessgoalsandobjectives.

Theaveragenumberofemployeeshasincreasedfrom9,863in2004to10,715in2005,thisisdueinthemaintoacquisitionsin2005.Wages,salariesandsocialsecuritycostsrosefrom£290min2004to£331min2005.

EqualOpportunity

TheGroup’semploymentpoliciesincludeacommitmenttoequalopportunitiesregardlessofsex,race,colour,nationalityorethnicorigin,disability,andotherformsofdiscrimination.Withregardtoemployeeswhobecomedisabled,thepolicyistotakeallreasonablesteps,includingretraining,toensurethattheycanremaininemploymentwhereverpracticable.

Employment

EmployeesbyGeographicRegion

EmployeeAge

EmployeeYearsofService

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EmployeeDevelopment

TheimportanceofemployeedevelopmentandtrainingisrecognisedandGroupbusinessesarerequiredtoencourageemployeestotakeadvantageofavailableandrelevanttrainingprogrammesaswellasopportunitiesforadvancement.Majorlearninginitiativesin2005coveredleanmanufacturing,leadershipdevelopmentandInformationTechnology.

In2005,56%ofemployeesreceivedtraining1.Vocationaltrainingsuchasengineeringandaircrewtrainingconstitutedthehighestproportionoftrainingdeliveredat45%,with13%dedicatedtopersonaldevelopmentandafurther12%toHealth&Safety.Learningwasdeliveredinanumberofwaysfromon-siteclassroomtrainingtoattendanceatexternalcoursesandseminars.

AnumberofsignificantdevelopmentsinthisareaoccurredacrossCobhamin2005,including;

FormalperformancemanagementprocesseswereintroducedatanumberofbusinessesacrosstheGroup

CarletonLifeSupportSystemsInc(US)introducedformalSixSigmatrainingprogrammes

FormalgraduatedevelopmentprogrammeintroducedatFlightRefuellingLtd(UK)

LeadershipdevelopmentprogrammesintroducedatanumberofbusinessesacrosstheGroup

Aformaleducationsupportpolicywasintroducedin2005inOrionElectronicsLtd(US)toenableemployeestocontinuetheireducationbeyondthesecondarylevel

Employment(continued)

GenderDiversity TrainingHoursbyTrainingType2005

1Trainingdatarepresents83%ofemployees.TrainingdataexcludesREMECDefense&SpaceInc.Wheredataisnotdirectlymeasuredestimateshavebeenmade.

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Lookingahead,inthecomingyearCobhamwillrolloutGroupwideprogrammemanagementtraininganddevelopastrategyformanagingitskeytalent.

EmployeeRelationsandEmployeeRepresentation

TheGroupencouragesemployeeparticipationandconsultationatalllevels.Suchanapproachfacilitatesthedevelopmentofnewideasandpracticesthataddvaluetothebusiness,promotescommitmentandhelpstofocuscompanyandemployeeexpectations.In-housenewsletters,companyannouncementsandteammeetingsallplayapartinthisprocess.

UKemployeesaregiventheopportunitytobecomeshareholdersinthecompanythroughtheCobhamSavingsRelatedShareOptionScheme(2004)andtheCobhamShareIncentivePlan.

InsupportofmaintaininggoodemployeerelationstheGroupundertookthefollowingactivitiesandinitiativesin2005:

Employment(continued)

EmployeesatisfactionsurveyswerecarriedoutinanumberofbusinessesacrosstheGroup

LongServiceAwardscontinuedasawellestablishedmeansofrecognisingemployees’contributiontoCobham’ssuccess

FRAviationLtd(UK)obtainedanInvestor’sinPeopleaccreditation

Greaterattentionhasbeenplacedontheimportanceofcommunication,withtheappointmentofanewGroupDirectorofCommunicationsduringtheyear

Pensions

During2005theGroupmadenormalcontributionstoitsdefinedbenefitsschemesof£3.4minexcessofthecurrentservicecostsasassessedunderIAS19.Inaddition,aspecialcontributionof£24mwasmadeina

withdrawalagreementwithCobhamPensionPlantrusteesrelatingtothedisposalofFRHiTEMPLtd.CobhamremainscommittedtothesupportofthepensionschemeswithintheGroupandcontinuestoworkwiththetrusteesofthoseschemestoensurethatdeficitissuesaredealtwithappropriately.

AlloftheGroup’sdefinedbenefitpensionschemesareclosedtonewentrants,althoughalternativedefinedcontributionschemeshavebeenofferedinallcases.

Redundancies

2005sawamajorrestructuringofCobham’sorganisationwhichledtotherecruitmentofnewemployees.Thereweresomejoblossesin2005.Cobhamworkstominimisejoblossesthroughredeploymentandwhereredundanciesareunavoidable,supportsthoseaffectedthroughconsultation.

Cobhamapprentices,JackPrescottandRobinLane,winnersof1stand3rdplaceoftheEEFApprenticeoftheYearAwardforSWEngland

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9CorporateResponsibilityReport2005

NothingcomesbeforesafetyinCobham,anethosthatextendstothemanysafetyrelatedproductstheGroupproduces.CobhamrequiresallbusinessestomaintainHealth&SafetysystemsthatarebothcompliantwithCobhampolicyandappropriatetothebusiness.Newstaffreceivegenericandjobspecificsafetytraining,withongoingsafetytrainingundertakenasnecessary.

EachoperatingcompanyisrequiredtosubmitanannualreportonitsHealth&SafetyperformancetoGroupHQ,theresultsofwhicharereviewedbytheBoard.

SignificantprogresshasbeenmadeacrossCobhaminthedevelopmentofHealth&Safetyprogrammes,withauditsundertakenbyarangeofexternalagenciesincludingretainedconsultants,insurersandhealthandsafetyauthorities.

ACorporatereviewofHealth&Safetypolicyandprocessescommencedin2005.TheobjectiveistohelpidentifyopportunitiesforimprovementandpromotetheadoptionofbestpracticeacrosstheGroup.

Highlightsin2005include:

ASteeringgroupmadeupofseniorcorporatemanagersisperformingaGroupwideHealth&SafetyReviewofpolicyandprocess

CobhamhelditsfirstUSRiskManagementSeminarwhichwasattendedbyallmajorCobhamcompaniesandcoveredsafety,healthandlosspreventiontopicswithexternalspeakersandbestpracticeworkshops

ContingencyanddisasterrecoveryplanswereexercisedandimprovedintheUS,withsafetybunkersestablishedbyoneCobhamcompanytoproviderefugeagainsthurricanes

InAustralianewfatigueandshiftworkpolicieswereimplementedandasafetyforumestablishedtoimprovecommunicationandinvolvement

Health&SafetyPerformance

Thetotalnumberofreportableinjuriesremainedconstantat75.

Overallaccidentincidencerate2hascontinuedtoreduce(2004-694,2005-677),andhasremainedconsistentlybelowtheUKnationalaverageformanufacturing.

Byfarthemaincausesofinjuryat32%aretheactivitiesofhandling,liftingorcarrying.Cutsbyknives,etc.cause9%,whilstslips,tripsorfallsonthesamelevelcause8%.

Health&Safety

2Incidentrateisthetotalnumberofreportableinjuriesmultipliedby100,000dividedbytheaveragenumberofemployees.

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TheoccurrenceofmajorinjuriesacrosstheGrouphasalsoseenasignificantimprovementfrom2004.TherewasonemajorinjuryasdefinedbytheHealth&SafetyExecutive(UK)in2005whichinvolvedafallataUKmanufacturingsite,resultinginafracturedwrist.TheMajorInjuryRatehasaccordinglyseenaconsiderableimprovementfrom83majorinjuriesper100,000employeesin2004tonineper100,000in2005.Thenumberofdayslostduetomajorinjurieshasalsoreducedsignificantlyfrom222in2004tofourteenin2005.

OneminorfinewasimposedbyHealth&Safetyauthoritiesduring2005.ThisrelatedtoacontractorinjuryintheUSin2004whereitwasfoundbyOccupationalSafetyandHealthAdministration(OSHA)thatinadequateguidancewasprovidedtocontractorsononeofCobham’ssites.Anewcontractorsigninsafetyprocedurehasbeenintroduced.TherehavebeennofatalitiesorstatutoryimprovementnoticesorprohibitionnoticesissuedtoCobhamcompaniesin2005.

OccupationalHealth

Cobhamcompaniesprovidehealthchecksforemployeesexposedtothoseoccupationalhealthrisks.SeveralCobhamcompaniesprovideschemes,aimedatimprovingthewellbeingofemployeesbyprovidingopportunitiesforexerciseorgivingupsmoking.

Health&Safety(continued)

ReportableInjuries

MajorCausesofReportableInjuries

ReportableInjuryRate

MajorInjuries

MajorInjuryRate

DaysLostduetoMajorInjury

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11CorporateResponsibilityReport2005

CobhamiscommittedtoprotectingtheenvironmentacrossallaspectsofitsbusinessoperationsandhaspubliclyreinforcedthisasasignatorytotheSustainableAviationinitiativeinJune2005.

Highlightsin2005include:

AfurtherthreeCobhamcompaniesachievedaccreditationtoISO14001in2005

Nearly9,000hoursofenvironmentalandproductlifecyclemanagementtrainingcarriedout

EnergyEfficiencyimprovedby5%

Waterefficiencyimprovedby24%

Wasteefficiencyimprovedby6%

Recyclingincreasedby7%

EnvironmentalManagement

Cobhamgroupcompaniesown,manageorleaseover1,160,000m2ofland,40%ofthisisinasensitivearea(sensitiveareaisdefinedasbeingincloseproximitytoasensitivereceptorsuchasawatercourse,waterabstractionpoint,designatedconservationareaorresidentialarea).EffectiveenvironmentalmanagementisrequiredtoensurecontroloftheGroup’senvironmentalimpacts.During2005,afurtherthreeCobhamcompanies,Cobham

DefenceCommunicationsLtd(UK),CheltonTelecom&Microwave(France)andSargentFletcherInc(US),hadtheirenvironmentalmanagementsystemsaccreditedtoISO14001.

Environmentaltrainingiskeytoensuringemployeesareawareoftheirresponsibilitiesregardingenvironmentalprotectionandlegalcomplianceissues.In2005nearly9,000hoursofenvironmentalandproductlifecyclemanagementtrainingwascarriedoutacrosstheGroup.

Cobhamcompanieshold99environmentalcontrollicencesorpermits.During2005thereweretenbreachesbyfourcompanies,sixwereduetobreachesoftradeeffluentconsent/wastewaterpermits.Thesecompanieshaveincreasedemployeeawarenessandchangedprocedures.Onecompanyisworkingwiththelocalregulatortominimisetheriskoffuturenoncompliance.TherewasonefineofUS$2,500duetoabreachofUSwastemanagementlegislation.Therewerenosignificantspills(significantisdefinedasspillsofoveronecubicmetre).

In2005,thereweresevencomplaintsagainstfourcompanies,allofwhichwereduetonoise.Allcomplaintswereinvestigatedandimmediateactionwasbeentakentominimisefutureincidencesofnuisance.

Environment

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EnvironmentalImpacts

Cobham’smostsignificantenvironmentalimpactshavebeenidentifiedbelowandtargetshavebeensettoimproveperformanceineacharea:

EnergyConsumption

WaterConsumption

WasteGeneration

Energyconsumption

87%ofCobham’stotalenergyuseisduetotheconsumptionofaviationfuelinitsaircraftoperations.Atpresent,aviationfueldataisnotnormalised,atargethasbeensettoenableCobhamtomonitortheefficiencyofaviationfueluse.Overallenergyefficiencyimprovedfrom5.7mGJ/£min2004to5.4mGJ/£min2005.

OtherenergyintensiveprocessesacrosstheGroupincludetheuseoffurnaces,autoclaves,wavesolderplantandcompressedair.However,manyGroupcompanieshaveimplementedenergysavinginitiativeswhichhaveresultedinenergyefficiencyinbuildingsandprocessesimprovingfrom180GWh/£bnin2004to141GWh/£bnin2005.

WaterConsumption

Inadditiontodomesticofficeusage,Cobhamhasprocessesthatareintensiveconsumersofwaterincludingcomponentcleaning,watercooledvacuums,coolinganddilutionprocesses,waterjetmachinesandaircraftcleaning.InitiativesacrosstheGrouphaveresultedinanimprovementofwaterefficiencyfrom226,805m3/£bnin2004to176,894m3/£bnin2005.

WasteGeneration

TheprincipalwastesproducedacrossCobhamareofageneralofficenature,withotherwastetypesbeingpackagingmaterialsandprocesswastessuchasmetals,metaltreatmentsolutionsandmachineoils.InitiativesacrosstheGrouphaveresultedinthevolumeofwasteproducedreducingfrom6,301tonnes/£bnto5,920tonnes/£bnin2005.Inaddition,thepercentageofhazardouswastehasreducedfrom22%in2004to10%in2005.

ThemajorityoftheGroup’swaste(67%)issenttolandfill.Thepercentageofwasterecycled,however,increasedfrom22%in2004to29%in2005.

Environment(continued)

EnergyEfficiency(excludingAviationFuel)

EnergyUse(includingAviationFuel)

WaterConsumption

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13CorporateResponsibilityReport2005

Environment(continued)

WasteDestination

RecycledWasteTypesWasteGenerationSupplyChainImpacts

WhilstsupplierimpactsarenotunderCobham’scontrol,itaimstoraisetheenvironmentalawarenessandperformanceofsupplychainsthroughactivesupportofsectorsupplychaininitiatives.IntheUK,CobhamwasafoundermemberoftheSocietyofBritishAerospaceCompanies’EnvironmentalSpecialInterestGroup(ESIG).ESIG’sprincipleobjectiveistopromoteenvironmentalbestpracticeintheaerospacemanufacturingsupplychain.

ItcommunicatesonitemsofenvironmentalconcernandbestpracticetotheaerospacesupplychainbyholdingperiodicroadshowsandthroughinformationontheSocietyofBritishAerospaceCompanieswebsite(www.sbac.co.uk).

WildlifehabitatimprovementsatRacalAntennas(UK)resultedinabreedingpairofbuzzardssuccessfullyraisingtwooffspringin2005

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Asaninnovative,high-technology,globalcompany,Cobhamplciscommittedtobeingagoodcorporatecitizeninitsoperationsthroughouttheworld.TheGroup'spolicyondonationsistodirectitssupportprimarilytocauseswitheducational,engineeringandscientificobjectives,aswellastosocialcausesconnectedwiththeGroup'sbusinessandplaceinthewidercommunity.

During2005,charitabledonationsamountedto£51,469(2004:£37,320).With£14,400donatedtodisasterreliefappeals,£9,000tobusinessenterprisecharities,£6,000torescueandarmedservicescharities,and£3,000tohealthcharities.

IntheUKsupportwasgiventotheRoyalAeronauticalSociety(RAeS)lectures,RAFMuseumandtheInstitutionofMechanicalEngineers(IMechE)SchoolsAerospaceChallenge.IntheUS,GroupcompanieshavesupportedtheworkofUnitedWay,HabitatforHumanity,theSmithsonianNationalAirandSpaceMuseumandPurdueUniversity.InGermany,theGroupsupportedarangeoforganisationsincludingtheBrandenburgSummerFestival,WorldYouthDayandtheInternationalAirportRace.IntheNordiccountries,itsupportedanumberoflocalsportsandarts-basedprojects.

InresponsetothetsunamidisasterinsoutheastAsia,theGroupcontributedvitalaircraftandsupplies,transportingemergencysuppliesoffoodandwatertoareasthatwereotherwisecutoff.

Cobham’sresponsetothehurricaneKatrinadisasterwaslowprofilebutessentialtothedevastatedcommunitiesaffected.TheGroup’smobilecommunicationsequipmentenabledrescueservicesandassociatedagenciestocommunicateinareaswhereallcommunicationinfrastructurewasdestroyed.Employeegroupsmobilisedtheirsupportthroughfoodandclothingdrivesandraisingfunds.

TheGroupofferssupportinkindtolocalinitiativesincludingprovidingplacesonin-housetrainingprogrammes;donatingsurpluscomputerequipmentandfurniture;andofferingthefreeuseofmeetingroomsandpremises.

Cobhamhasalongandsuccessfulhistoryofcommunityinvolvementwhichitisdeterminedtomaintain.

Community

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15CorporateResponsibilityReport2005

CobhamhaspublishedanannualCorporateResponsibilityreportsince2003.Eachyearthedatacollectionandreportingsystemshavebeenimprovedusingfeedbackfromthesystemusers,andotherstakeholders

In2004,CobhamreviewedtheGroup’skeyCorporateResponsibility(CR)Impactsusingbestpracticeguidelines.AquestionnaireusingspecifiedcommondefinitionsandreportingruleswasusedtomonitortheGroup’sCRperformancewithregardtoemployees,Health&Safety,theenvironmentandourlocalcommunities.

ReportingScope

Theenvironmentaldatapublishedinthisreportcovers59businessunitsrepresenting93%byturnover.TheHumanResourcesdatacovers62businessunitscovering87%ofCobhamemployees.ThesesitesrepresentthediverseactivitiescarriedoutbytheGroup,includingadministrativefunctions,manufacturing,assembly,sales,designandflightoperations.Jointventuresarenotincluded.

ReportingPrinciplesandMethodology

Cobham’sreportingprinciplesarebasedoncleardefinitions,commonunderstanding,anddirectmeasurementswherereasonablypracticable.

Dataiscollectedannuallyandcomparedyearonyear.Environmentaldataisnormalisedusingturnover(sales)figures,toaccountfordisposalsandacquisitions.

WhereitisnotpossibletodirectlymeasureaKeyPerformanceIndicator,estimateshavebeenmade.Theaccuracyofwastedataislimitedascalculationsatmanybusinessunitsinvolvesapplyingaweightconversionfactortoanestimatedvolume.

OrganisationforDataCollectionandConsolidation

CRrepresentativesateachbusinessunitcollectdatawhichisverifiedbythebusinessunitDirector.ThedataisthencheckedandconsolidatedbytheCRCo-ordinatoratGrouplevel.

Verification

CobhamiscommittedtoprovidingreliableinformationregardingitsCorporateResponsibilityperformance.Aninternalverificationprogrammebeganin2004,checkingcompliancewithcorporatestandards,monitoringsystemsandrawdata.During2005,thirteenbusinessunits,representing40%oftheGroupbyturnover,acrosstheUK,EuropeandtheUSweresubjecttotheverificationprocess.Anydataerrorsidentifiedarecorrectedinthetotalsfortherelevant

reportingyear.Businessunitsarerequiredtoprovideanactionplantoaddressanyrecommendationsmade,theactionplanswillbesubjecttoregularreviewatGrouplevel.

Feedback

CobhamhasmadealleffortstoreportitsCorporateResponsibilityperformancefullyandtransparently.Youropiniononthisreportiswelcome,alongwithanysuggestionsonhowitmightbeimproved.

PleasesendanycommentstoCR@­cobham.com.

ReportingScope,MethodologyandVerification

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Corporate social responsibility in the Mexican oil ... · evaluations’ main objectives is to project Corporate Social Responsibility schemes. We can see from experience that it

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Corporate Social Responsibility The Meaning of Corporate Social Responsibility How Corporate Social Responsibility Began The Corporate Social Responsibility.

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CIBC 2016 Corporate Responsibility Report and … · 1 CIBC 2016 Corporate Responsibility Report and Public Accountability ... how our business objectives and ... oriented bank that

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4 Corporate Responsibility Objectives - Cobham plc Corporate Responsibility Objectives 5 Corporate Responsibility Management ... major population centres in the UK, continental Europe,