HalcrowSustainability2010_lowres[1]

A responsible business
Sustainability report, 2010

Sustainability report, 2010 1
Contents Introduction
• to reflect on progress since our 2009 report
• to show that our work has benefited from
a focus on sustainability and to assess the
implications of this increasingly important
factor in delivering projects
• to look at our expectations for the future, where
we see that the quality of our work, our workplace
environment, our business success and the
contributions we make to society will all benefit
from making sustainability an increasingly
fundamental part of the way we work
Introduction 1
Chief executive’s statement 2
Sustainability in Halcrow 4
Key themes 8
Sustainability in the regions 14
Business group overview 24
Leading by example 28
Tomorrow’s Company commentary 34
Performance management 36
In our communities 38
Conclusions and the future 42
Designed and edited by Halcrow’s corporate communications team.
This document can be recycled. Printed by Rumbold Holland Ltd.
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Halcrow is extremely well placed to contribute
to improving sustainability, from project and
local levels to a global scale. Our aim in this,
our 2010 sustainability report, is threefold:

2 Sustainability report, 2010 3
Key to our continuing success is our commitment to the
welfare of our employees. I noted earlier that it has been a
challenging year. A consequence of this is that we have had
to make redundancies. This is not something that we choose
to do lightly, especially when we value our people so
highly. We offer our very best wishes to all those who have
left the company as a result of this process. Despite these
very difficult decisions, I am pleased to say that our latest
staff survey confirms a continuing high level of employee
satisfaction. This is one of our most important measures
of progress as a responsible business.
I believe that our continuing journey towards sustainability
will make Halcrow more successful and an even more rewarding
company to work for. It is a critical part of our ambitions as
a progressive company, as set out in our Strategy 2018. I am
confident that we will realise this ambition.
Chief executive’s statement
We believe our commitment to
sustainability – in our projects,
research programmes, support for
communities and as a successful and
progressive company – is a direct
reflection and expression of our
corporate purpose, values and conduct.
We support and promote innovative
ideas in all aspects of infrastructure
development that not only protect
and enhance the environment, but
which also protect the welfare of
communities and individuals.
In last year’s report, we highlighted
the work of our five business groups.
This year, we highlight our
regions, to show that sustainability
is becoming increasingly important
and prominent in the way we
operate and the things we do,
wherever in the world we are.
We illustrate this with a detailed
look at our North American region,
where drivers for sustainability have
Halcrow is a responsible business. As a global provider
of design and engineering solutions in over 70 countries,
we are in the privileged position of being able to help
shape the future for millions of people around the world.
While different regions have sought to address different
things and have advanced at a pace appropriate to their
circumstances, they have all made progress. These actions
may seem small individually but together they are creating
a real momentum within the company.
We are developing a strong internal sustainability programme
and are measuring our progress by public benchmarking.
In the UK, this led to us gaining a Bronze Award
in the 2009 Business in the Community Corporate
Responsibility Index. I was delighted to see that
our efforts over the last year resulted in a significant
improvement in our rating: indeed, we were one
of the biggest improvers on the index.
A steady stream of awards have also provided welcome
acknowledgement of our performance in diversity, health
and safety, and project excellence.
We have also consolidated our own performance reporting
in the UK. Where we are addressing sustainability issues
particularly well, we are developing a better understanding
of our clients, markets and communities. So, we are now
finding that we are winning work because clients see that
we are embedding the principles of sustainability in our
business.
Through the Halcrow Foundation – which receives 1 per
cent of our profits each year – we have worked with many
needy people and vulnerable communities all around the
world. The number of people the foundation has been able
to help is remarkable, and I applaud all those employees
who have helped it to be so successful.
emerged or strengthened significantly
over the last year.
This year has been characterised
by difficult operating conditions in
many of our markets. Despite this,
I am proud to be able to report that
we have maintained our commitment
to embedding sustainability within
our business. This has not been done
in a ‘one size fits all’ manner. One
of the things we have recognised
in developing our sustainability
programme is the benefit we
receive through our diversity and
cultural richness across the company.
As our international dialogues on
sustainability improve, this gives us
fresh perspectives on issues we had
begun to take for granted when we
looked at them from a narrower,
local basis.
We hope that we capture this richness
of approach in this report and
properly celebrate the contributions
made by all our people wherever they
live and work.
Peter Gammie, chief executive
Peter Gammie, chief executive

Increasingly our clients are asking us to address
sustainability, in both the way we operate and in the sorts
of projects we are being asked to undertake. We are also
being challenged by both current and potential employees
to give them opportunities, both professionally in the
course of their work and also in terms of their personal
interests, which will let them undertake work which has
real benefit in environmental, community, biodiversity
and social aspects.
We see three global issues that will increasingly shape
the way we live. These are:
climate change
sustainable communities
water scarcity
We have incorporated these as three themes on which
we can draw a picture of our sustainability programme.
We believe that every single employee in the company,
wherever they work, will see that at least one of these
themes is related directly to what they do. The need to adapt
to, and mitigate, the consequences of climate change, which
is intrinsically linked with water scarcity, as well as the need
to manage the way we exploit our global environments to
meet the needs of a world population that is both growing
and becoming more demanding in material terms, are issues
that cannot be avoided.
At Halcrow, we believe it is essential that we manage the
way we develop our sustainability programme and take
these issues into account to support our clients. In the
next section of the report we talk about the way we are
doing this in more detail.
Sustainability in Halcrow
What sustainability means to us
Sustainability within Halcrow has two core elements:
Halcrow is a multi-disciplinary consultancy that specialises in
planning, design and management services for infrastructure
and building development worldwide. Our teams of consultants,
engineers and asset managers encourage clients to address the
challenges of sustainability in the projects on which they work.
Neil Holt
Les Buck
• How we do things, which is primarily
led by Neil Holt, who champions
corporate responsibility at board
level. This covers our business
principles, policies and processes,
ranging across employee wellbeing,
ethics, occupational health and safety,
community engagement, training
and development, quality management
and business improvement.
• What we do, which is primarily led by
Les Buck, who similarly champions
sustainable development at board
level. This applies both in terms of
embedding sustainability within
the work we do for clients, but also
our own performance management,
as well as risk. Increasingly this also
applies to research and development
collaborations and partnerships with
academic institutions and our strategic
partners in sustainability.
International
trade education
programme,
Los Angeles
Wroclaw floodway
system, Poland
Low-carbon concrete,
Australia
North American
sustainability
forum, New York
Zofnass Program
St Wilfred’s School
West of England
Carbon Challenge
India health and safety review
Dholera City, India,
sustainability planning

We are recognised for our innovative approaches to flood
risk management that work with natural processes and
for designing major public transport schemes based on
visioning and backcasting techniques.
This enables us to propose solutions that work actively
towards the efficient delivery of future demanding targets,
as well as meeting current needs. We also create credible
and practical designs for renewable energy schemes and
exchange knowledge globally to meet flood and coastal
management and defence needs. This work involves
advising clients not only on how they deliver more
sustainable operations but also how they assure their
performance and report effectively.
We have been doing this for decades, even
before sustainability became a common term
for this type of work.
For example, our renewable energy team was formed in
1979 and is now 30 strong with expertise in a spectrum
of clean technologies. We are nevertheless responsive to
changing needs, so this team is now the core of our sustainable
energy network. This looks at an even wider range of ways
to create solutions across our business groups that meet
current and future energy, heat and power needs.
Sustainability in Halcrow
Our expertise in sustainability is not only
a reflection of our organisational culture,
but is also driven by our people. The way we work is reflected in HalSTAR, our sustainability
appraisal and management framework. This is the result
of a major programme of applied research into how to
identify and apply sustainability factors in projects and
programmes. It was created by a team of research engineers
working at Bristol University.
It uses a ‘five capitals’ model which represents sustainable
development as a balance between natural capital,
manufactured capital, human capital, social capital and
financial capital. At its heart is a detailed framework
based on a rigorous review of over 450 common
sustainability tools, regulations, ratings systems, policies,
methodologies and strategies. An easy-to-understand
concept like this makes sustainability accessible to non-
technical stakeholders and broadens participation in the
sustainability process.
HalSTAR is, we believe, the most complete and
robust tool on the market to assess sustainable
development in projects and programmes. It puts
Halcrow at the leading edge of sustainable practice.
The software version of HalSTAR was launched in May
2010 and is now being included in a wide range of business
proposals to clients. The research focus is now moving from
the issues generation aspects of the system to the options
generation and selection elements which will assist clients
in making more sustainable decisions within their projects
and programmes.
HalSTAR uses a ‘five capitals’ model
to create sustainable solutions
CASE STUDY: Halcrow’s sustainability appraisal
and management framework – HalSTAR

Key themes
Current international climate change
negotiations are still built on the aim
of restricting the increase in average
global temperatures to 2o
C from pre-
industrial levels, but we are already
experiencing temperatures 0.8o
C higher.
Some commentators now believe there
is a real possibility of an increase in
average temperatures exceeding 4o
C
by the end of the century and perhaps
as early as 2070.
Climate change
It is now effectively beyond scientific dispute that climate change,
principally manifested through warmer average global temperatures,
is happening and that anthropogenic factors are causing a rapid
increase in atmospheric CO2 and other greenhouse gases.
We have advised clients in several
regions around the world on
adaptation and mitigation strategies
to manage the consequences of climate
change, notably regarding low-lying
cities and coastal regions in North
America and the UK. We have also
provided technical advice on a guide
to low-carbon business, produced
by the Department for Business
Innovation and Skills in the UK.
CASE STUDY: North Carolina sea level rise
risk management study 2009 – 2011
Due to its landform and unique habitat, North Carolina
has been defined by the National Oceanic and Atmospheric
Administration as one of three US states with significant
vulnerability to sea level rise. In recognition of this, the
sea level rise risk management study was commissioned
by the North Carolina Division of Emergency Management
Office of Geospatial and Technology Management, under
a £3.3 million grant from the Federal Emergency
Management Agency.
The study is examining the potential impacts of sea level
rise and increased storm activity in coastal North Carolina
to 2100, including social, environmental and economic
risks. It will appraise state and federal level policy and
administrative adaptation strategies to manage these risks.
Other core components include the definition of uncertainties
and assumptions associated with the hazard, risk and
adaptation strategy analysis. The study also identifies the
next steps for policy makers in order to progress sea level
rise risk management.

Providing more liveable communities is
dependent on working at a variety of
levels, from individual buildings
through local communities to whole
urban areas and their hinterlands. Using
sustainable construction techniques
can lead to radical reductions in a
building’s life-long carbon footprint.
We provide advisory services to clients
in the form of the Building Research
Establishment EnvironmentalAssessment
Method (BREEAM) and Leadership
in Energy and Environmental Design
(LEED) environmental assessment
methods for buildings.
Sustainable communities
In 2008, the United Nations declared that, for the first time in
human history, 50 per cent of the global population – 3.3 billion
people – was now living in cities. This number will increase to
5 billion by 2030. Over 1 billion of these people are living in
slums and shanty towns, and this number is likely to increase.
Key themes
These were developed in the UK and
USA respectively, but are increasingly
being adopted either directly or in
some local variation in most of our
other regions of operation.
We have deployed visioning and
backcasting for transport in cities
on three continents to enable the
development of effective policy and
technological and behavioural solutions
to reduce urban carbon emissions.
This will meet stringent reduction
targets while enhancing quality of
life and sustainability measures.
CASE STUDY: Dholera master plan
Delhi Mumbai Industrial Corridor
Development Corporation is
implementing an ambitious project
to build a brand new industrial city
at Dholera, Gujarat, spreading across
an area of about 900 km². It is planned
to support a population of 2 million
inhabitants. Through a compact,
polycentric form, the plan aims to
create an urban environment that
will provide housing for all income
groups, as well as public amenities
and commercial facilities that will
encourage the growth of a socially
integrated, attractive, sustainable
and affordable city.
Halcrow has been asked to advise on
key sustainability elements, including:
• adapting to climate change and
planning for the risk of flooding
• minimising the use of scarce resources,
including energy and land
• planning for a land use access
strategy that encourages walking,
cycling and using public transport
• waste minimisation and recycling
• conserving water
• protect and enhance bio-diversity
and the natural environment
• sustainable techniques
CASE STUDY:
St Wilfrid’s School, Horsham
We provided building, consulting and
BREEAM services guidance for the new
£20 million St Wilfrid’s Catholic School
in Horsham, West Sussex, UK. A 51 per
cent reduction in carbon emissions
was achieved by a number of initiatives
which, for example, maximised
natural ventilation and daylight.
Our contribution helped
St Wilfrid’s to become the first
completed secondary school
in the UK to achieve a BREEAM
‘excellent’ rating.

Water scarcity and security are factors
of changing weather patterns which
arise from climate change. They are
manifested in land use changes which
affect the ability of catchment areas to
absorb and retain water. In turn these
are intensified by pressures from
increasing populations, urbanisation
and intensity of water use in agriculture,
industry and domestic settings.
Although it is commonly associated
with poorer regions, water scarcity
is a problem that is increasingly
affecting regions all around the world.
Water scarcity can be an issue even
where rainfall is plentiful. The World
Health Organisation estimates that
almost one in three people are affected
by water scarcity and that one fifth of
all people live in areas where water is
physically scarce.
Halcrow has developed Cloud
to Coast, a new approach
to water management and
investment planning to help
address these challenges.
Water scarcity
A global survey of sustainability professionals in early 2010
revealed a greater urgency over the need to tackle the immediate
consequences of water scarcity than climate change. Water
pollution was also high among the professionals’ concerns.
Key themes
Halcrow’s Cloud to Coast takes
an integrated approach to water
infrastructure development and
maintenance over short and long-
term planning timescales in order to
assess the impact of climate change
on water resources in droughts and
floods, and to evaluate possible
mitigation and adaptation strategies.
It also looks at investment decision
pathways, ensuring that solutions
are robust, flexible and cost effective.
Michael Norton, the managing
director of our water and power
business, has co-ordinated technical
support over the last year through
the World Economic Forum’s
Water Initiative and the 2030 Water
Resources Group of largely private
sector organisations which produced
the report ‘Charting our Water
Future’. This study focuses on how
competing demands for scarce water
resources can be met and sustained
by 2030.
CASE STUDY: Sanitation and clean water supply for slum residents
Up to 3,000 residents of Mirpir, an urban
slum district, now have access to a secure
water supply and sanitation facilities
thanks to a £75,000 project which also
included essential hygiene education.
The project is part of a larger programme
led by Water and Sanitation for the
Urban Poor (WSUP), of which Halcrow
is a founder member. Halcrow
employees in Bangladesh played a
key role in the project’s development
in partnership with other WSUP
members and provided technical,
detailed planning and project
management expertise.
The Halcrow Foundation and the
Erach and Roshan Sadri Foundation
also played a major part in getting the
scheme off the ground. We particularly
value these collaborative projects as
good models for delivering effective
results in communities by combining
the strengths of each partner
organisation.
Halcrow is proactive in
supporting leading thinking
on water scarcity. We continue
to contribute to finding practical
solutions to current challenges.
Our ongoing involvement with
Water and Sanitation for the Urban
Poor (WSUP) is a key example
of how we use Halcrow’s
professional expertise to solve
immediate problems. To date,
the programme has provided
83,000 people with improved
access to safe, affordable water
and 20,000 people are now using
improved sanitation facilities.

Sustainability in the regions
We described how we were doing this in our 2009
sustainability report, which is available to download from
www.halcrow.com/who-we-are/sustainability
We did this to understand how best to capture, analyse
and report data and information and to develop key internal
relationships – via the business groups and the sustainability
task force – and external relationships. We also focused on
creating and distributing appropriate communications
and extending and developing relationships with academic
institutions. Developing effective cross-business group
networks was a key part of this approach.
We are now working increasingly with colleagues in
the regions outside the UK to exchange information and
understanding, and to develop similar performance
management frameworks. We are aiming to extend our
academic networks and to build on our ethos of a consistent
programme which operates within the distinct regional
characteristics we meet in our markets.
This section reports on a selection of the sustainability
activities that have been underway in our regions. It
includes an extended look at how we are developing the
sustainability program in the North American (NOAM)
region in order to illustrate how this cross-regional
approach is being applied.
Initial actions addressed consumer
demand, with companies voluntarily
adopting more sustainable processes
and offering sustainable goods or
services. Companies within the financial
services, manufacturing and retail
sectors have been particularly active
in advancing demand-led green
initiatives and driving action through
supply chains.
Sustainability legislation is increasing,
most often at state/provincial levels.
California’s landmark Energy Act AB 32
aims to reduce emissions to 1990 levels
by 2020. This includes a cap and trade
proposal to cut transport sector
emissions 80 per cent below 1990 levels
by 2050. New York City’s PlaNYC,
adopted in 2007, is among the most
progressive and comprehensive
planning initiatives, with the Office of
Long-Term Planning and Sustainability
housed within the Mayor’s Office.
In British Columbia, Canada,
municipalities are developing energy
plans to meet emissions reduction
During 2009, we concentrated on how we were
developing and implementing our sustainability
programme in the UK, which comprises about
half of our business by numbers of employees
and sources of revenue.
targets in compliance with Provincial
rules. The Ports of Los Angeles, Long
Beach, Oakland and of New York and
New Jersey have initiated clean truck
programmes.
In October 2009, Executive Order
13514 – Federal Leadership in
Environmental, Energy and Economic
Performance – came into effect.
In January 2010, it was announced
that the federal government will
reduce greenhouse gas emissions by
28 per cent from 2008 levels by 2020
and submit strategic sustainability
performance plans accordingly.
We formed the NOAM sustainability
forum (page 17) in late 2009 in part to
respond to this growing momentum
at corporate, state and, now, federal
levels, as well as bring together the
increasing range of internal and
external initiatives we are engaged
on. We have agreed this will meet
quarterly from June 2010.
North America (NOAM)
Within North America, awareness of the need to act
on climate change and wider sustainability issues has
grown significantly in recent years.
How we operate
Our strong growth as a business in
the first decade of this century was
driven by a matrix of regional teams
and business groups. The regional
teams developed the Halcrow presence
within their geographic areas, with
projects being delivered by business
groups, individually and together.
We have been working with both the
regions and the business groups to
develop our sustainability programme.
CASE STUDY:
Zofnass Program
In 2010, we formally committed to
the Zofnass Program for sustainable
infrastructure at the Harvard Graduate
School of Design.
This programme brings academics
and industry representatives together
to try and develop a quantitative
rating system for construction
projects applicable to all sectors of
industry, including transportation,
ports and logistics.
The aim is to provide a common
framework for agencies and
developers to evaluate project
alternatives from planning through
to operations, maintenance and
ultimately decommissioning. Teams
from our New York and Boston
offices have been contributing to
the transportation working group’s
development of criteria and metrics
for the port and freight sectors.

Our purpose of ‘sustaining and
improving the quality of people’s
lives’ and our values of bringing
imagination to all we do, delivering
on our commitments, advancing
our skills and experiences and
enjoying what we do, set us
apart, more so now than ever.
We are finding increasing opportunities
to share knowledge with progressive
clients to find sustainable solutions to
their greatest challenges. These cover
a wide range, from energy through
greenhouse gas management, climate
change adaptation planning, green
building design and sustainable transit
solutions to water resource management.
We have seen a number of exciting
developments. Among these are that
Mark Gabriel, a recognized sustainable
energy thinker and published author,
has joined our power team.
We sponsor the Zofnass Program
(page 15). As a member of its
advisory board we are collaborating
with industry peers and academic
experts to develop a sustainability
rating system for infrastructure.
It has representation from all five
business groups and our human
resources team, with members
located in Canada and east and west
coasts of the USA. Its activities are
driven from within the region.
Our group sustainability director
chairs the forum to develop and
maintain close communication
and knowledge exchange
between regional and corporate
activities.
I have taken on the role of co-ordinator
for the forum. My immediate aims are to:
• work across business groups to
refine, develop and promote our
market capabilities and profile
within the sustainability and
climate change markets
• raise awareness of our sustainability
position and capabilities with our
employees, act as a go-to resource
and support efforts to embed
regional corporate sustainability
reporting and operational activities
Our building specialists in Halcrow
Yolles actively contribute to the
Canadian and US Green Building
Councils. They are working on an
increasing range of LEED-certified
buildings for clients. Our ability to
support this important area is increasing
as we expand our sustainable building
services capability. For example,
we are working on the EcoSMART
concrete project, a partnership
between the Canadian federal
government and industry to develop
more sustainable forms of concrete.
Our regional management team has
endorsed a formal commitment to
our increasingly proactive approach
to embedding sustainability within
our operations and client services.
Core to this is the NOAM sustainability
forum comprised of experts from across
the region. This forum focuses our
initiatives to improve internal
performance, build our market position
as a leader in sustainable infrastructure,
and strengthen the knowledge exchange
between business units, skills groups
and regions. We will continue to
improve our ability to serve clients by
anticipating sustainability challenges
and providing effective solutions.
The forum now convenes on a
quarterly basis. It is ramping up to
implement a wide-ranging action
plan. Key near-term targets include:
• undertaking a baseline assessment
for NOAM sustainability key
performance indicators, agreeing
specific improvement targets,
and beginning roll out of our
performance management and
reporting system within the region
• adapting our group sustainability
policies to the region and
developing a regional management
team statement of commitment
• analysing our skills and assessing
market opportunities and areas
for growth. Included in this are
efforts to develop comprehensive
marketing materials and integrated
business plans
• developing information exchange
and knowledge management
strategies to ensure all employees
within the region know the who,
what, where, why and how of our
sustainability activities
A view from Halcrow in North America
Halcrow’s approach to sustainability is an intrinsic part
of the offering we provide in North America (NOAM).
The NOAM sustainability forum
The NOAM sustainability forum builds on the belief that
sustainability is about interdisciplinary collaboration,
communication and outreach.
Michael Della Rocca
Group board member and regional
managing director
Erin Hyland
Coordinator, NOAM sustainability initiatives

North America case studies South Asia
The importance of sustainable development in the region
is beginning to be widely recognised and there are key
challenges that need to be addressed.
In India, these include water
scarcity and quality, changes in food
consumption patterns, shortage of
power generation capacity and the
extent to which power is currently
generated from fossil fuels. Other key
challenges include power and water
transmission, distribution efficiencies,
inadequate transport infrastructure,
inadequate modes of transportation
and affordable housing.
Whilst some challenges are being
addressed more effectively than
others, there is considerable ground
to make up if India is to address the
water-power-food nexus in particular.
There remains much to do as India
develops its own models for
sustainable development.
The rapid urbanisation in India is
second only to China and government
authorities at all levels have been
tackling it with mixed results.
There has been progress in pockets and
one of the biggest government initiatives
has been the floating of the Delhi-
Mumbai Industrial Corridor (DMIC).
Under this initiative, new and
sustainable industrial and residential
townships will be developed largely
under public-private partnerships
to improve the standard of living of
the residents. There have also been
several private-sector sustainable
development initiatives, including
the construction of the new city of
Lavasa, in Maharashtra.
Halcrow is contributing to a wide
range of sustainable initiatives in
India. Our role as master planner
for the Dholera project in the State
of Gujarat, one of the industrial
nodes on the DMIC is of particular
note in this respect.
CASE STUDY:
Adopt-A-Shore
CASE STUDY: ACE Mentor Program
Halcrow’s Tampa office recently
adopted a one-mile section of shore
on Sunset Beach in the city of Treasure
Island, Florida.
Halcrow signed on to a two-year
commitment to clean up the adopted
shore at least four times each year
for a period of at least two years. We
held our first clean-up on 5 June 2010
followed by a picnic. Our Long Beach
and Carlsbad offices worked with
the California Coastal Cleanup Day,
which has similar aims.
It has previously been recognised
in the Guinness Book of World
Records as the largest event
of its kind in the world.
The ACE Mentor Program’s mission is to engage, excite
and enlighten high-school students to pursue careers in
the integrated construction industry through mentoring
and to support their continued advancement in the
industry through scholarships and grants. ACE is a unique
interdisciplinary partnership among architects, interior
designers, landscape architects, mechanical, structural,
electrical, environmental and civil engineers, construction
managers, college and university representatives and other
professionals from related corporations and professional
organisations. Professionals volunteer to mentor high school
students in experiencing these professions and encourage
them to pursue studies and careers in these fields.
In New York, Halcrow employees from our consulting,
maritime and property business groups have been working
with two student teams, with mentors committing two
to four hours every week between October and May. The
student teams work on a comprehensive development
project including planning, architectural, structural and
green design.

Middle East
Halcrow is a founding member of
the Emirates Green Building Council.
We have been involved in developing
regionally specific building design
guidelines that provide designers
throughout the Middle East with a
specific tool for sustainable urban
development. We regularly present
papers and speak at sustainability-
focused events and conferences
throughout the Middle East.
In 2010, we delivered a community
lecture hosted by the Emirates
Environmental Group on the topic
of sustainable urban development
that was open to the general public.
Europe and Central Asia
Halcrow is playing a key role in Europe’s largest flood-risk
management project which aims to modernise the Wroclaw
floodway system in Poland. In 1997 flooding caused extensive
damage and loss of life. This was the catalyst for the flood
alleviation scheme which has been funded in part by the
World Bank, European Union grants and local investment.
The project is running for six years and concludes in May
2015. Halcrow has been contracted to design, procure and
supervise the construction of the flood relief channels to
the City of Wroclaw with a capital value of £147 million.
United Kingdom and Ireland
In 2010, Halcrow invested in a new
fleet of Skoda Octavias which, coupled
with more efficient working practices,
will halve the carbon emissions of its
performance audit group working
for Transport Scotland. This initiative
will create a total carbon saving of
21 tonnes a year.
Scottish Business in the Community
(SBC) held its annual UK awards
for excellence and company of the
year awards on 2 June 2010, as part
of The Sustainable Scotland Summit
at Holyrood Palace. The awards,
presented by HRH Prince Charles
Duke of Rothesay and attended
by First Minister Alex Salmond,
celebrate businesses that have shown
innovation, creativity and a sustained
commitment to responsible and
sustainable business practice.
The UK awards for excellence
highlight practical examples of
programmes undertaken by SBC
members that make a real difference
to the community, marketplace,
workplace and environment. Halcrow’s
Scottish offices in Glasgow, Edinburgh
and Inverness won the sustainable
travel award – highly commended.
Sustainable offices study
Halcrow is providing lead consultant,
project management and technical
direction to this research project
for the South West Regional
Development Agency.
The project used three case
study office designs to explore
enhanced specifications and
cost implications which are
designed to achieve up to
BREEAM ‘Outstanding’ and
‘true zero carbon’ performance.
The research we co-ordinated used
the financial inputs from two cost
consultants. We are providing BREEAM
technical input, mechanical and
electrical and energy technical
expertise to deliver the lowest cost
practical solutions to achieving
exemplary design and construction
standards. The study will demonstrate
the additional capital investment
necessary to raise the energy and
BREEAM performance of commercial
buildings, and it is expected that the
conclusions will be widely published
given the high level of interest.

Australasia East Asia
Concrete production is one of the most carbon intensive
activities in the construction industry.
Halcrow in Australia is at the cutting edge of
research to develop a new form of geopolymer
cement-based concrete with a significantly
reduced carbon footprint.
The cement is bound with plastic fibres instead of steel
strengtheners and – because it does not involve the high
temperature calcination of calcium carbonate required
by Portland cement – the process slashes fuel use.
Trials of the new geopolymer/
fibre concrete began in April
2010 and will continue for
two years. If the project is
successful, it will produce a new
generation of cheaper precast
concrete products that will cut
the financial and environmental
cost of infrastructure projects.
The research is being supported
by the Victoria government’s
Science Agenda Investment
Fund and we are working with
a number of partners including
the University of Melbourne.
The eco-city concept is set to play a pivotal part in the next
generation of China’s urban development. Halcrow has
been recruited through an initiative led by UK Trade and
Investment to support this fast-developing programme.
We have been invited to provide training to strengthen
the capacity of local government to establish sustainable
environmental planning and management strategies to
three medium-sized cities across China.
We are also supporting Beijing’s Tsinghua University on its
eco-city construction plan for the rapidly-expanding Dalian
Municipality. This contains large-scale heavy industry
together with new clean high-tech campuses in a sensitive
coastal location that is also popular with tourists. In order
to develop and undertake more sustainable planning and
development, the municipality is seeking
to secure eco-city status by 2015.
This project builds on the experience we gained from
earlier work. Back in 2007, our planners, urban designers
and landscape architects visited three medium-sized cities
selected by the World Bank and the China Ministry of
Finance: Baotou in Inner Mongolia, Wuyishan in Fujian
and Wanzhou in Chongqing Municipality. In each location,
we used best-practice examples to provide training for
local planners and government officials on environmental
planning and management which they could incorporate
into their plans.
New Halcrow headquarters building in London
In September 2010 Halcrow’s global headquarters is
scheduled to move next door to Elms House, 43 Brook
Green, London.
Sustainability considerations have been to the forefront in
the development of the building. Largely a refurbishment
project, the 1930s building has been brought up to date in
terms of its systems and facilities, with new heating, lighting
and cooling systems, to help make the building energy
efficient. Recycling has been important from the start.
In the strip-out phase, for example, we recycled:
78 per cent of general waste (plasterboard,
timber, rubble): 72.08 tonnes in 154 skips
93 per cent of non-ferrous metal: 20.34 tonnes
98 per cent of ferrous metal: 224.46 tonnes
100 per cent of glass: 3.14 tonnes
The building is designed to meet the BREEAM ‘very good’
rating and features dedicated recycling points on every
floor to maximise recycling with minimum mess.
Elms House will build on many of the successful initiatives
which have been introduced at our former site, Vineyard
House, over the last 12 months. One of the major changes in
the last few months has included a campaign of ‘bin the bin’.
Waste bins throughout the office have been reduced to one
bin per bay, while recycling facilities have been increased.
To enable employees to clearly understand what waste
should go where, signage has been simplified, environmental
floor champions have been appointed and the office
environmental manager has been giving presentations
and talks to staff in addition to email updates. The floor
champions have also been encouraging employees to turn
off monitors at night and unplug unnecessary chargers and
electrical equipment.
There has been a noticeable increase in the quantities of
recycling produced since the office environmental manager
and champions were appointed. Although stray non-
recyclable items can still be found in the recycling bins,
the increase in the attempt to recycle highlights the change
in employees’ attitudes.

Business group overview
We have made progress on all the
commitments set out in last year’s
report and update on these as part
of the reporting in this section. The
business group representatives on the
sustainability task force and a number
of their committed colleagues have
provided support to cross-cutting
groups such as the carbon collective
and other working groups focused on
asset management, sustainable energy
and sustainable communities. These
have made significant contributions
to improving shared understanding
across our business groups and skills
areas. We describe the work of the
carbon collective on page 32 of
this report.
Over the last year, we have had the opportunity to brief the
management teams of all our business groups and to agree
on ways to work with them which reflect both the opportunities
that they see and the needs of clients.
Our consulting team helps
organisations to develop their
responses to climate change.
Innovation and knowledge
development are key drivers for us
and, over the past 12 months, we have
been developing tools to support our
clients in this area. We are currently
developing a risk assessment tool to
enable our clients to manage risks
associated with water scarcity.
The consulting team is working with
the other business groups on reviewing
the challenges and opportunities
which organisations face when
addressing carbon in infrastructure
design and development.
This includes the effect of carbon in
investment planning, infrastructure
design, construction maintenance and
asset management. The findings and
guidance from this Halcrow study
should be available at the end of 2010.
Detailed technical advice was
supplied by the group for ‘Running a
Successful Business in a Low-Carbon
Economy,’ a publication by our
sustainability partner, Tomorrow’s
Company, published in March 2010.
Much of the work we do supports
the long-term sustainability of coastal
communities. In the UK, we are at the
forefront of promoting and developing
adaptive and sustainable solutions
recognising the implications of and
uncertainties associated with climate
change. Under the heading ‘Practise
of Sustainable Shorelines’, we promote
ourselves in the US market, highlighting
the new and different approaches that
Halcrow is able to provide.
The maritime team strategy is to
support the internal delivery of
Halcrow’s group-wide sustainability
strategy so that sustainable practices
can be truly embedded in the
maritime business. Importantly, we
are now able to apply some of our
in-depth sustainability knowledge
to other areas of business support,
as Tim Wells has joined the group
risk sub-committee, where his
understanding of sustainability in
an applied context will be invaluable.
The next five years will see the
implementation of a programme
of activities to drive a sustainability
culture within our business.
Supported by the Department of
Business, Innovation and Skills, the
guide was flagged up in the July 2009
government white paper on the low
carbon industrial strategy.
Consulting Maritime

Business group overview
Property Transportation Water and power
Our property team is a leader in
providing focused sustainability
advisory services to clients in the
form of BREEAM and LEED services.
One of our key developments this year
has been the appointment of Mitch
Gascoyne as the sustainability
champion in Toronto, our largest
property office. Mitch has also joined
the regional sustainability forum
and is developing a local network
of sustainability collaborators to
co-ordinate the development of
specific sustainability ideas within this
office. This will form the basis of a key
node in the network of sustainability
expertise within the property team.
Our transportation team draws on a wealth of expertise,
from transport systems to geotechnics and tunnelling, and
is developing an international network of sustainability
expertise. This is now active in our three main regions and
is linking in with both the sustainability task force as well
as the NOAM sustainability forum.
The transportation team is supporting thought leadership
within key sectors, such as sustainability strategy
development within the rail industry.
It is also providing practical research and development on
the Forum for the Future’s Engineers of the 21st
Century
collaboration to develop a sustainability assessment tool
for assessing construction materials.
Our transportation team is working with the Halcrow
sustainability team to develop ways to embed sustainability
ideas more effectively within bids and framework contracts.
These new ideas are now beginning to be applied and their
effectiveness will be carefully assessed.
Water issues will be the biggest
immediate challenge arising
from climate change. Our water
and power strategy is built
around helping clients to
manage water scarcity.
A great part of the technical
knowledge and expertise that resides
within this business group has been
consolidated within the Cloud to
Coast (C2C) toolkit initiative that
we launched this year.
C2C encourages users to consider
the whole of the water cycle. We are
aiming to develop a holistic approach
to looking at whole value chains in
considering the best advice we are
able to offer to clients in projects.
The C2C project is being developed
with Cardiff University.
We also support the World Economic
Forum Water Initiative and the UN
Global Compact CEO Water Mandate.
Water and power gave detailed
technical support to the 2030 water
resources group report, ‘Charting
our Water Future’, which looks at
how water scarcity and security may
be alleviated by 2030.

Leading by example
Our diverse global client base
consistently tells us that this is one
of the key reasons they like working
with us.
We insist on honesty, integrity
and fairness in the way we
conduct our business and we
expect the same from others.
Halcrow is a founding and active
participant in the World Economic
Forum’s anti-corruption activities
that spawned the global Partnering
Against Corruption Initiative.
We are also a founder member of
the UK Anti-Corruption Forum
and are a signatory to the United
Nations Global Compact, which
tackles corruption as one of its
key principles.
Ethical practices
As an ethical company, we believe in practising
what we preach. Halcrow is recognised as an
industry leader at the forefront of promoting
ethical standards across the world.
We believe that by showing strong
leadership in the way we practise our
own business ethics, we can positively
influence the social, environmental
and commercial outcome of the projects
on which we work, and also encourage
our partners to apply our business
principles on their own projects.
Halcrow is increasingly recognised
by our peers, our clients and
government agencies as a leader in
promoting ethical business practices,
and we continue to be actively engaged
in public and private debate in order
to secure continuous improvement
in ethical behaviour in the markets
in which we work.
Embedding these principles among
our employees, including new
joiners, is an ongoing challenge for
managers throughout the company.
Nevertheless, we need to be confident
that all of our employees understand
and support our business principles.
Our induction and annual self-
assessment procedures are core to
this, but we have decided that all of
our people need a raised awareness
of the circumstances that could lead
to ethically compromising situations.
We are therefore developing an on-
line training programme that will be
rolled out across the company. That
is in addition to the focused training
and development of employees facing
specific challenges related to the
markets within which they work.
We maintain that a wholly ethical
business is a reflection of the
commitment and engagement of its
employees. Our intent is to ensure we
don’t lose sight of that, not only with
our employees, but also with
our wider business partners.
Leading by example
We have worked hard to ensure that our business principles
have not only become an embedded feature of the way we
work, but also what we represent. Our ethical standards have
become a benchmark by which not only Halcrow is measured,
but also our business partners.
Neil Holt, group board director
Neil Holt, group board director
CASE STUDY: Ethical standards in practice
We have had two recent examples
from India of the strength of our
policies in action. On the first
occasion, one of our people was
offered a gift in recognition of the
quality of the work he had provided.
He declined on the basis that he had
simply done what was covered under
the contractual framework and gave
reassurances that this quality of work
would continue in the future.
This response was sufficiently unusual
for the client to offer his appreciation.
On the other occasion, a client asked
about additional fees that needed to
be paid over and above the amounts
invoiced. The client was advised that
our billing processes were transparent;
that nothing more would be sought or
should be paid, and that the quality
of work and services provided would
still be of the highest standard.

Leading by example
Diversity and employee welfare
Halcrow’s diversity is one of our key strengths. Valuing different
talents, abilities and cultures has made us flexible and adaptable.
There is no ‘typical’ Halcrow employee: within the
UK one third of our employees are women and at
least 18 per cent of our UK workforce have ethnic
origins outside the country.
We work with organisations like Access to Work to find
ways to make our offices as accessible as possible to people
with different abilities.
Halcrow is also committed to broadening female
participation in the engineering environment which
has traditionally been seen as a male environment. Our
involvement with the Joint Interventions Scheme (JIVE)
plays a key role in furthering women’s participation in
the construction industry.
CASE STUDY: Gender equality award
Our commitment to promoting
female participation in
engineering was rewarded
with a gender equality award
from the UK resource centre
(UKRC) for women in science,
engineering and technology (SET).
The SET Fair award is divided into
three divisions: committed, achieving
and outstanding – and Halcrow is the
first large company to be recognised
at the ‘achieving’ level.
The award recognises and celebrates
progress towards achieving gender
equality in the workplace. UKRC said
that Halcrow had been
‘working hard to recruit and train
more women into professional
and technician roles…with very
encouraging figures in front
line management’.
The organisation also praised Halcrow’s
wide range of flexible working practices
and ‘fairness and transparency of
decision-making in the field.’
CASE STUDY:
Health and safety
Halcrow undertook a health and
safety review in March 2010 which
comprised a staff survey, risk
workshops and office audits. The
risk workshops helped to reinforce
the survey’s findings and acted as a
forum for staff to discuss their issues
in greater detail. The review enabled
the business in India to put together
a realistic action plan that addressed
health and safety requirements in
a region where it is not generally
considered a high priority. The aim
is to raise awareness of this issue with
our business partners.

Leading by example
Our supply chains
We mentioned last year that we had joined the Green
Procurement Code supported by the Mayor of London.
We have continued to engage in opportunities such as
these where clients and others are asking us to support
their efforts, often in the form of providing information.
For example, even though we have no specific requirement
to do so, we have reported to the Carbon Disclosure Project
at the request of some of our clients because we believe
that full reporting is essential if we are to achieve the
improvements we need and encourage others to do the same.
Halcrow has completed an extremely detailed supplier
questionnaire prepared on behalf of one of our major clients
in the UK. This asked us questions which even public
indices such as the Corporate Responsibility Index did not
cover in such detail.
Halcrow has also begun to share sustainable procurement
knowledge across its regions. In North America (NOAM),
we have set up an arrangement with our supplier Staples
which will give us feedback on the environmental aspects
of some of our procurement decisions. Our NOAM and
UK procurement teams are exploring the lessons we have
learned from this and will seek to set up similar arrangements
in the future.
CASE STUDY:
Health and safety awards
CASE STUDY: Our commitment to carbon reduction
In 2010, Halcrow received two awards
– a gold medal at the Royal Society
for the Prevention of Accidents
Awards (RoSPA) Occupational Health
and Safety Awards and the British
Safety Council International Safety
award. These awards schemes focus
on reducing the number of accidents
and cases of ill health at work and
encourage organisations to develop
robust health and safety management
systems.
The safety and wellbeing of
Halcrow’s employees – and
of those affected by our work
– is of core importance to our
business. Halcrow is committed
to maintaining an effective
global health and safety system.
In October 2008, an internal carbon
workshop seminar in Swindon played
host to over 30 Halcrow experts all
working in carbon related fields. It
aimed to boost networking, knowledge
sharing and to explore the best way
forward for both our clients as well as
ourselves as a business. The workshop
established a momentum which
continued and led to the formation of
what is now the present-day Halcrow
carbon collective (HCC).
The collective is a cross-business,
multi-disciplinary working group
consisting of a selection of individuals
from all sectors and business groups
within Halcrow, with members
ranging from graduate right through
to group board level. It has met on a
roughly monthly basis since it was
established.
The HCC researches and delivers
best practice in areas ranging from
carbon advisory, strategic carbon
management, carbon accounting and
auditing, to carbon project appraisal
such as low-carbon optioneering,
designing out carbon and energy
increasing efficiency as well as
advice on the ever changing carbon
reduction commitment (CRC).
The HCC, while based in the UK,
draws in interest and expertise from
across Halcrow, with particularly
active dialogues with Australian and
North American colleagues. This
extended network is essential in order
for us to provide not just the right
technical advice and support, but
also to understand how best to apply
this in a local context. The regulatory,
political, business and cultural
environments around the world
dictate that our deployment of best
practice has to be on a knowledge
exchange basis rather than a top-
down approach from a central source.

Tomorrow’s CompanyAn independent commentary
This statement by Archimedes is over 2,200 years old –
but it is hugely relevant as we assess Halcrow’s sustainability
impact as a global provider of design and engineering
solutions.
In the many examples of new practices and processes
drawn from across the world, this report gives exciting
witness to the birth of a new economic era. My ‘top three’
are the research into cement bound with plastic polymers
in Australia; helping the first secondary school to achieve
a BREEAM ‘excellent’ rating in the UK; and the £4,000
Halcrow Foundation grant to the medical centre in Delhi,
treating 1,000 patients a month.
We argue that the Age of Sustainability
has begun, a new ‘long wave’ of
economic development, which
recognises that the two main
assumptions on which post-war
prosperity have rested must now
be turned on their head: natural
resources are scarce, not abundant;
and talent, in this era of globalisation,
is abundant, not scarce.
Businesses will succeed in this new
era by creating long-term value
rooted in social and environmental
drivers as well as economic
imperatives: we call this ‘the triple context’ and it is
striking how much it has in common with the HalSTAR
sustainability rating system.
Critically, we argue that sustainability cannot be defined in
terms of one part of the system, such as the environment in
isolation, but needs to be seen in the context of the system
as a whole. Companies which see themselves as part of this
wider system can not only be a force for good – they are
far more likely to survive, be respected, create sustainable
value, and to succeed.
In practically demonstrating that sustainability for Halcrow
is about ‘how we do things’ and ‘what we do’, there is a
recognition that sustainability is perhaps far more embedded
than may be recognised within the business: systems thinking
is after all surely one of Halcrow’s core competencies.
If it is indeed ‘the way we do things around here’, the
importance of this report – and the broader conversation
of which it is part – is that it may help to build awareness
of, and confidence in, recognising that sustainability is
indeed Halcrow’s business. But also that sustainability is
not simply ‘good’ to do, or evidence of being a responsible
business, welcome though this is – but that it is integral to
Halcrow’s future commercial success, something which this
report could more fully and explicitly acknowledge.
Last year, my colleague Mark Goyder welcomed Halcrow’s
first sustainability report “as a platform on which an
effective cycle of future reports may be built… Halcrow has
stepped onto the escalator of transparency”. The progress
against UK targets is to be welcomed, and in future years
will perhaps be stretched further, and matched by similar
targets globally.
The current report is, at this stage of reporting, necessarily
a patchwork quilt of activities, of varying scale and impacts
– but they are linked as parts of the impressive lever that
Halcrow is building, if not to move, then certainly, to
sustain the world.
In the year to come we look forward to supporting
dialogues across Halcrow to help reinforce this realisation,
so that Halcrow even more fully leverages the commercial
benefits of the business of sustainability.
Creating sustainable value today
“Give me a lever long enough and a fulcrum on
which to place it, and I shall move the world”.
Tony Manwaring
Chief executive Tomorrow’s Company –
a not-for-profit research organisation
which works with businesses to
generate and share ideas.
The natural
environment
The social
and political
system
The global
economy
Force
for good
Tony Manwaring, chief executive
Tomorrow’s Company

In addition to reducing the environmental impact of our
clients’ projects, it is essential that we continually improve
our operational environmental performance, particularly in
terms of reducing our greenhouse gas emissions, decreasing
our use of material resources and minimising the risk of
releasing harmful substances into the environment.
For this reason, we have established targets around carbon,
water, paper, office consumables, waste and recycling,
and operate an environmental management system (EMS)
compliant with ISO 14001. Where appropriate, our targets
and objectives are underpinned by external commitments
and participation in industry initiatives such as the West
of England Carbon Challenge and Waste and Resources
Action Programme (WRAP) ‘Halving construction waste
to landfill’ campaign.
Measurement has been our first priority and our 2009 focus
has been on putting a sustainability performance management
system in place, and building the associated data collection
and internal reporting capacity. The information that is
emerging enables us to determine where we need to
improve and by how much, and is already being used
by individual offices to drive improvements. It has also
enabled us to respond effectively to stakeholder requests
to report our performance, for example through the Carbon
Disclosure Project, in which we participated for the first
time in 2009.
As a check on ourselves and to aid our progress, for the
second year running, we entered Business in the Community
corporate responsibility index, achieving an overall
improved score of 76.8 (compared with 59.5 in 2008) and
an environment index performance of 67.6.
The results, which include assessment of strategy,
integration, management practice and assurance, as well
social and environmental impacts, provided us with a
degree of confidence that we are moving in the right
direction. They also pointed to a number of areas in which
we could do better, including in relation to waste and
resource management, something we intend to address
during the course of 2010.
As more of our key clients require us to measure and report
sustainability performance, 2010 sees us shifting our focus
from system implementation to investment, innovation and
improvement, some current examples of which are described
in the case studies and narrative throughout this report.
So the engineering profession has a huge
contribution to make here and now,
notwithstanding the difficult economic
circumstances being experienced by
many countries. We have an obligation
to seek sustainable solutions wherever
possible, to help solve these difficult
problems in ways which maximise
efficiency and value, and minimise
waste and damage to the planet.
It has been a challenging year within
the infrastructure consulting profession
generally, as we have had to adapt
to rapidly changing economic
circumstances. Nevertheless, I have
been struck by the willingness of our
people to commit time, often when
they are under additional pressure,
to share their knowledge freely
and learn more about the essential
elements of sustainability, why it
matters to us and why we should
continue to impress upon clients
how we can help them deliver more
sustainable projects and programmes.
Meeting the challenge
Our world faces massive challenges relating to population
movements, water scarcity, and food and energy security,
not to mention the basic provisions of shelter, infrastructure
and communications. The solutions to these problems are
not just social, political and financial – they invariably need
technology and engineering to help solve them.
We have made great progress over
the last year because our people are
committed. We know we can do a
great deal more as we engage more
of our global workforce. This report
reflects the growing range of activities
we find across all our regions, and
also reflects the growing momentum
we have generated within the
business to be more sustainable.
I said in my comments in last year’s
sustainability report that now is an
exciting time to join our profession.
The challenges have not lessened over
the past year, so the opportunities to
serve our communities are greater
than ever.
Les Buck, group board director
Performance management
Les Buck, group board director

Halcrow and its employees are committed to
using their skills and time to make a positive
impact. We engage with communities around
the world to deliver long-term, sustainable and
responsible solutions.
California dreaming Thirst for life
A home of their own
Much of this work is made possible through the Halcrow
Foundation, which was founded in 2005 following an
overwhelming employee response to the Indian Ocean
tsunami.
The Halcrow Foundation now receives 1 per
cent of Halcrow’s annual profit. Since it was
established it has donated approximately £1.1
million and provided valuable internal support.
Thousands of lives have been transformed around the
world as a result of the foundation’s work. The foundation
also acts as a spur to fundraising and community
projects among our employees through matched-giving.
Colleagues with long-standing involvement with charity
and community projects have welcomed the opportunity
to seek funding and the scheme has given others the
encouragement to embark on fund-raising ventures.
As a company which is committed to sharing its expertise
and knowledge, we also support mentoring programmes
to encourage young people to enter engineering as a
profession. Our engineering and hydrology expertise is
also donated at no cost to projects and charities such as
Water and Sanitation for the Urban Poor.
Young people from some of Los Angeles’ most deprived
communities are benefiting from a £10,000 grant to the
International Trade Education Program’s (ITEP) internship
scheme. ITEP boosts students skills and self-esteem through
work experience placements, along with workshops and
mentorships.
The young people leave ITEP with a new-found sense of
self-confidence and team work and a solid work ethic and
effective communication skills which help them to progress.
We are helping ITEP set up further placement opportunities
with maritime trade, transportation and logistics companies
in the area.
Thousands of people living in a low-income settlement in
Kenya are to benefit from a purpose-built biocentre and
community centre funded by the Halcrow Foundation.
Using a £20,000 foundation grant, the three-storey building
in Kisumu will house a public toilet block divided into male
and female sections with showers and water taps. Human
waste will be converted to organic fertilisers with methane
piped to a gas cooker in the first-floor kitchen and there will
be a community centre on the second floor.
Around 500 local people will use the sanitation facilities on
a daily basis. The kitchen and community facilities should
also provide a focus for up to 3,000 in a settlement which
has practically no infrastructure.
The foundation’s involvement with the project is led by
Halcrow employee and WSUP programme co-ordinator
Rob Clarke.
Vulnerable people in Scotland have taken an important
step towards independent living through a grant from
the Halcrow Foundation.
A £19,000 foundation grant is providing furniture and
furnishings for 12 brand new flats built by the Southside
Housing Association in Glasgow. The flats will give 12 people
with complex disabilities a chance to live independantly in
a secure environment with 24-hour support on site.
Because they are dependent on benefits, the new tenants
would not normally be able to furnish their apartments.
The grant will supply them with all they need to live
comfortable everyday lives with everything from bedding
and cutlery to bath towels and chairs.
In our communities

In our communities
Hope in Romania
Disabled orphans in Romania are
given hope and training through the
Foundation for the Relief of Disabled
Orphans (FRODO), a UK-based
charity which is supported by the
Halcrow Foundation.
FRODO runs a programme designed
to transform the lives of children and
young people living in a state-run
orphanage in Bucharest, Romania.
Sharing technical expertise
Fresh water and sanitation should
be a right, not a privilege. Halcrow
is committed to sharing its expertise
in order to increase access to clean
water. We are a founding member of
Water and Sanitation for the Urban
Poor (WSUP), a partnership of public,
private and charitable organisations
that has pledged to help achieve
the United Nation’s millennium
development goal of halving the
proportion of people living without
clean drinking water and basic
sanitation by 2015.
Halcrow has played a key role in
identifying and developing projects,
as well as providing technical and
institutional support to project teams
in countries around the world.
WSUP works with local service
providers to improve water and
sanitation services to low-income
urban communities of around 100,000
people. WSUP has a target of meeting
the needs of 3.5 million people.
Halcrow has contributed to a majority
of the projects to date.
Helping the very poorest
Vital medical aid and supplies are
supplied to people living in one
of Delhi’s low-income settlements
through the Halcrow Foundation and
colleagues in the Delhi office.
A £4,000 foundation grant
helped to pay the 2009 running
costs of the medical centre,
which is run by the Savera
Association for people living
in Basti Sriniwaspuri, Delhi.
The centre treats about 1,000 patients
a month, providing them with
free consultation, medicine and
ambulance services. It also runs eye,
dental, gynaecology, skin and ear,
nose and throat surgeries.
Colleagues in the Delhi office lend
further support by donating unused
medicines and making extra financial
contributions to the project’s work.
Many of these youngsters have severe learning difficulties and have had
little prospect of receiving an education. FRODO has established a learning
environment in the orphanage called the Apprentice Centre. The centre teaches
skills that are needed in everyday life and which may lead to some form of work
and independence in the future.

Sustainability report, 2010 4342
Conclusions and the future
To reduce total UK carbon emissions from 2008 levels
by 10 per cent by 2012
We have reduced our emissions by about 3.3 per cent. This is due not only
to the improvement measures we have put in place but is also a reflection
of the slowdown arising from general economic conditions. Our challenge
is to ‘bank’ this emissions reduction and to find ways to set ourselves new
and stretching targets.
To complete our UK baseline for 2008 sustainability key
performance indicators and agree specific improvement targets
We have set ourselves objectives for waste management in accordance
with the ‘Halving Waste to Landfill initiative. We are measuring our water
and paper use against public guidelines and will see how we may be able
to set stretching targets beyond the
recommended levels of use.
To improve our BitC corporate
responsibility index (CRI) score in 2010
We were one of the largest improvers between
2009 and 2010 on the Corporate Responsibility
Index. It is possible that we will decide not
to report in 2011 so that we may focus on
implementing a larger range of actions we
have identified as a result of the CRI process in
2010. It would be our aim, should we not enter
the 2011 CRI, to do so in 2012.
Begin to roll out our performance management and reporting system
to other regions
We have begun to work with colleagues in North America and the Middle East to collect, collate
and report on sustainability data and information. We are replacing our sustainability performance
management software system with one which we believe will be more fit for purpose and this
will be deployed at least in the NOAM region at the same time as in the UK.
Consolidate the initiatives that we have begun with our key sustainability partners:
Business in the Community, Forum for the Future and Tomorrow’s Company
Our relationships with our sustainability partners have matured during the last year, as evidenced
by the work we have done such as providing technical support to guidance publications; our
participation in the CRI; our sponsorship of and involvement in research and development
programmes; our participation in forums, workshops and other networking events; and the
knowledge exchange that now regularly takes place between these organisations and growing
sections of our wider business.
Integrate our sustainability programme with business
needs, by supporting the increasing pressure from clients
for more sustainable ways of working, developing new
opportunities in sustainability services and finding new
ways to differentiate Halcrow as a business
We have worked closely with the business groups and regions
to integrate our sustainability programme with business needs.
Among the ways we have done this are a range of activities built
around bid support, client contacts and business development.
Progress against targets
In the 2009 sustainability report, we set ourselves three
targets for the year ahead. Our progress against these is:
Progress against commitments
We are committed to consolidating and building on the progress we
have made since our last report. In the next 12 months we aim to:

Pledges
We noted last year that we intend to set
challenging commitments for ourselves
each year. This year, our pledges are to:
Performance data
Our total UK carbon emissions reduced
by approximately 3.3 per cent on 2008,
well ahead of our target trajectory.
Key performance indicators
We collect data in relation to the following key performance
indicators (KPIs). Quantitative data is reported in absolute
and normalised terms (eg per employee), as appropriate.
Consolidate the North America sustainability
forum and to get the process of establishing
a regional forum in at least one other major
region underway.
Define a clear programme for embedding
sustainability within day-to-day business
operations in response to specific client
requests and observations, and to begin
to implement this programme.
To develop much more dynamic and
interactive communications on sustainability,
building primarily on electronic means of
communication via websites and discussion
groups, but also through publications,
workshops, forums and similar means.
This was aided by the economic downturn and associated
office space rationalisation. Emissions per employee saw a
similar proportional reduction. Total UK water consumption
increased following additional joint venture contract work
involving vehicle washing, but office water consumption per
employee was similar to the previous year, slightly below the
Defra good practice benchmark at 7.48m3
per employee.
Even though our UK office operations do not consume
significant quantities of water, we believe it is important
to reduce consumption to at least industry good-practice
levels, something we will endeavour to achieve in 2010.
Paper use declined both in absolute terms and per employee,
though it remained approximately 400 sheets above the
Envirowise good-practice benchmark of 3,500 sheets per
person per annum. The introduction of PaperCut software
in parts of the UK is likely to have made a significant
contribution to this result, so we plan to roll it out to the
rest of the country during 2010.
Finally, 2009 saw all UK offices evidencing their waste
disposal duty of care obligations through our performance
management software, with the six UK offices responsible
for disposing of waste directly reporting the quantity of
waste to landfill for the first time. Due to an expanded UK
operational boundary (incorporating the Aone and Aone+
joint venture operations) which took effect in 2009, as well as
small adjustments to energy conversion factors (as published
by Defra), previous 2007 and 2008 data has been restated to
put it on a comparable basis with the 2009 data set.
KPI Measure Units
Carbon emissions Carbon dioxide equivalent1
(CO2
e) emitted Tonnes
Electricity Electricity consumed/CO2
e emitted Megawatt hours (MWh)/tonnes
Oil and gas Oil and gas consumed/CO2
e emitted MWh/tonnes
Travel and transport CO2
e emitted Tonnes
Renewable energy MWh renewable electricity by type/CO2
e averted
Proportion of purchased electricity from renewable sources
MWh/tonnes per cent
Water use Water consumption Cubic metres (m3
)
Material resources
consumption
Sheets A4 equivalent paper consumed
Number of print cartridges used
Number
Waste and recycling Quantity of general waste to landfill from own premises
Disclosure of waste transfer and destination, and verification
of licensing, for all offices
Recycling statistics in line with stated individual offices targets
Tonnes and/or m3
Health and safety Accident frequency rate Rate against benchmark
Community Halcrow Foundation expenditure plus other community donations Financial value, benefits in kind
and people benefited
Employee satisfaction Based on existing Employee Survey data Rating score
Employee statistics Employee numbers, turnover, diversity As specified
Client satisfaction Based on existing client survey data Rating score
1
CO2
e takes account of the CO2
equivalent impact of the six major greenhouse gases considered under the Kyoto Protocol (including methane (CH4),
which is 25 times more potent than CO2
, nitrous oxide (N2
O), which is about 300 times more potent than CO2
, and refrigerant gases, which are several
thousand times more potent than CO2
)

Carbon emissions (scope 1 and 2), UK operations
Carbon emissions/per employee (UK annual
average nos.)
Water consumption, total and per employee,
UK operations
Carbon emissions (scope 1 and 2) by type/region,
vs target, UK operations
Year Scope1
Tonnes notes
2007 UK offices2
energy
+ company leased
vehicles
3,934,337 Target: 10 per cent
reduction in carbon
emissions by 2012
on 2008 baseline3
2008 As above 4,205,764 Baseline year
2009 As above 4,066,294 3.3 per cent reduction
on baseline
1
Greenhouse Gas Protocol, scope 1 and 2
2
Includes joint venture offices on basis of equity share
3
In accordance with the Carbon Challenge
Year Scope Tonnes/
employee
Average staff
numbers
2007 UK offices energy
+ company leased
vehicles
0.980 4,015
2008 As above 1.189 3,538
2009 As above 1.127 3,608
Year 2007 2008 2009
Water consumption UK
(office use) m3
29,432.40 26,221.80 26,982.20
Water consumption UK (other
uses) m3
- 6,191.00 10,397.00
Total water consumption m3
29,432.40 34,420.80 39,388.20
Water consumption (office
use) m3
/employee
7.45 7.37 7.48
Defra Good Practice
Benchmark m3
/employee
7.70 7.70 7.70
Resource efficiency: paper consumption,
total and per employee, UK operations
Year 2007 2008 2009
Total sheets of paper UK 16,350,821 14,836,833 14,056,770
Total sheets of paper
UK South
9,756,265 8,842,372 7,847,546
Total sheets of paper
UK North
6,594,556 5,990,346 6,209,224
UK: sheets of paper per
staff member
4,072 4,194 3,896
UK South: sheets of paper
per employee
3,889 4,132 3,853
UK North: sheets of paper
per employee
4,379 4,300 3,952
Envirowise Good Practice
Benchmark
3,500 3,500 3,500
Water consumption (office use) m3
/employee,
by region, vs Defra Good Practice Benchmark,
UK operations
Resource efficiency: paper consumption,
sheets per employee, by region, UK operations

Notes

Vineyard House
44 Brook Green
London W6 7BY
United Kingdom
tel: (0)20 7602 7282
fax: (0)20 7603 0095
halcrow.com

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