patton-dna-report

At Patton, we recognise that
sustainability is critical to the future
success of our business. Our
ten year sustainability strategy
“DNA” clearly sets out how we
will continually challenge both our
business and the industry to enable
the change required to allow for a
more sustainable growth throughout
the sector. We see this as our
responsibility to engage with our
stakeholders and initiate this change
to secure our natural resources
and environment for our future
generations.
To make DNA work for us we
continue to create and nurture a
culture that is acceptable of and
adaptable to change. We focus
on being pro-active and forward
thinking which undoubtedly creates
a motivated team of people that
care about our business, our
environment and most importantly,
our future. With thanks to a
dedicated team focusing on and
promoting how we can become a
more efficient company, we now
have an entire workforce committed
to making that happen. We don’t
simply see DNA as a separate
entity or something which must
be adhered to, we see it as being
embedded in our company, an
integral part of who we are and a
factor in our motivation to be the
best that we can be.
DNA actively guides our company
ensuring that sustainability infiltrates
all aspects of the business from
our designs, material selection and
procurement, our construction
practices and the life of the buildings
themselves. Our DNA Action Plan
clearly sets out our immediate,
mid-term and long term goals
over the next ten years, which are
carefully monitored and measured
annually to determine our progress.
DNA provides clear practical steps
which we as a company will take
so that we can deliver projects that
strengthen the communities we
work in, protect and when possible
enhance the natural environment
and positively impact the economy.
We will continue to identify new and
innovative practices that will help
us improve, increasing our overall
business performance.
We are committed to DNA and
believe that through it we can
make a real positive and significant
change to the world that we live in,
as we have only one world and will
continue to play our part in helping
to protect it.
A D Neil Patton
Managing Director
1. Our Carbon Emissions
2. Our Waste
3. Our Resources
4. Our People
5. Our Community
6. Our Designs
7. Our Commitment
Welcome to the 2011 DNA
progress report. Over the past
year, we have set about changing
how we operate as a company.
We have challenged ourselves
to become a more efficient and
sustainable business. This report
will outline some of our efforts
and identify our targets
going forward.

Our
Carbon
Emissions
2011
1 We have begun a
journey which aims to
revolutionise our business
by significantly reducing
our carbon emissions by
60% by 2020.

2012
Throughout 2011 we analysed
how our travel was organised and
as a means of making it more
streamlined and efficient we began
preparations to establish our own
in-house travel team. This change
allows for all travel to be carefully
organised and monitored so that we
can move forward and make our
travel resources more efficient and
reduce our carbon footprint. The
travel team will be fully implanted
and operational in early 2012.
We are currently implementing a
“Responsible Energy Management
(REM)” system which will ensure
that reducing our carbon emissions
remains high on our corporate
agenda for the foreseeable
future. We are developing and
implementing REM in partnership
with Global Trust and Centre
for Competitiveness. We aim
to achieve accreditation of the
standard in early 2012.
Patton Travel
Patton Energy
Going forward...
Some changes implemented
in 2011
We designed and implemented
the ‘Green Travel Policy’.
This policy aims to create a new
and more forward thinking mindset.
It encourages our employees to
‘think outside the box’ and learn
to become ‘smarter’ about how
we use travel. It is inevitable as
a business that we are required
to travel; however, it is how we
approach this ‘need’ that we are
beginning to change.
> We look at how flights, rail
journeys and car hire are
booked. We also look at how
our employees travel by car.
We investigate the possibility
of project teams travelling
together when possible,
reducing the number of vehicles
that we use and the miles
travelled to get from office
to site.
> We introduced pool cars
at UK mainland ports for
use by employees, which has
significantly increased group travel
by project teams, reducing flights
and independent travel between
projects.
> We actively encourage the use of
technologies to reduce the need to
travel to site. We have developed
and made accessible in-house
conference call and video call
facilities throughout our offices,
including a live video link.
Some changes implemented
in 2011
> We have switched our
Northern Ireland offices
(including sites) to a green tariff
with Airtricity.
> We have opted to use eco
cabins, currently on our Tesco
projects, which have been
researched and developed to
reduce energy consumption
and associated cost. Eco cabins
have the potential of producing up
to 74% energy savings throughout
a project. The eco-cabins include
one central insulated door, two end
windows, fully insulated floor, ceiling
and walls, double glazed windows,
T5 lighting with PIR sensors and
heating with PIR and timers.
> Hand towels have been
removed from our toilet
facilities and replaced with hand
dryers. Research confirms that it is
estimated that the hand dryers will
deliver a 5% energy saving in the
first year and 20% over a five year
period.
> Our Joinery Workshop has
installed new variable speed
drives on our machine shop
dust extraction system in order
to minimise our energy usage
by approximately 10-12%. The
system will also provide us with
an impressive 18 month payback
period. We have also lowered the
pressure on our compressor by 2.5
bar which has provided an annual
saving of £200. The heat from
the compressor room which has
always escaped is now rerouted to
the machine shop which in turn has
provided a saving.
> We aim to implement Project
Carbon Management Plans in early
2012. This will estimate the carbon
tonnage expected from each of our
projects, allowing us to develop an
action plan outlining the measures
that are required to be taken to
reduce the estimated carbon.
> We aim to roll our carbon
management plans externally to
include the products and materials
that we use allowing us to identify
the carbon embedded within
them. We aim to work with the
manufacturers/suppliers to reduce
the carbon associated within
products and/or services.
An obvious contributor to our
carbon emissions is the amount
of travel needed for our business
to operate. The majority of our
projects are based in the UK
mainland which creates an
increased need for travel. We
identified the levels of carbon
emissions that we produce in
association with our travel and we
have actively come together in a
bid to reduce this.
We have incorporated
the principle of carbon
management into our
Corporate Objectives and
Targets. From this, we are
able to ensure that our efforts
are constantly ‘visible’.
We designed and implemented
a bespoke carbon monitoring
tool to record and report
the CO2 emissions that we
produce.
By monitoring the tonnage of CO2,
we can easily monitor our progress
over the coming years towards
achieving our target set out in our
Sustainability Action Plan.
Our carbon monitoring tool records
the following:
> Flights (miles)
> Ferries (miles)
> Rail (miles)
> All business miles (including
sub-contractors / deliveries /
company car miles)
> Electricity (kWh)
> Diesel (Plant Fuel) litres
> Diesel (Heating Oil) litres
> Hire Cars (miles)
Source of Emissions
Air Miles
Ferry
Car Hire
Company Cars
Electricity
Fuel & Oil
Percentage
10.5%
0.03%
1%
21.4%
39.7%
26.6%
Patton Carbon Emissions 2011
Throughout 2011
we focused heavily
on monitoring and
measuring our carbon
emissions to allow us to
firstly see our problem
areas and develop an
action plan to reduce our
overall carbon footprint.

Our
Waste
2011
Implementing our site waste
management plans early in the
planning stages, we continue
to investigate options for waste
prevention, waste reduction,
options for reuse and recycling
and recovery using energy from
waste facilities therefore sending
minimal waste to landfill.
We aim to increase our waste
diverted from landfill over the
coming years by using the waste
hierarchy:
Selfridges & Co.
London
Our site team working at Selfridges in central London showed initiative
through their management of the waste produced on site in a central
and restricted location. A structure was created with a roll on / off skip
housed within it. Access was gained from upper floors eliminating the
need to cross floors, minimising the impact within the operating store,
saving time and associated cost. Fees that are often incurred when
working in central London were eliminated as the skip could be left
overnight. A sprinkler system dampens down the waste entering the
skip minimising impact caused by dust.
At the beginning of 2011 we started
reporting on three waste streams, demolition,
excavation and construction (skips). This
chart clearly identified waste from excavation
is our main waste stream.
> Prevention through our design
process;
> Reduction through our material
selection and procurement
process;
> Reuse and recycling through
our construction practices;
> Recovery using energy from
waste facilities
We have continued to focus
on reducing our waste and
associated cost and increasing
our overall recycling rate.
Construction
Demolition
Excavation
Patton Waste 2011
Across all of
our sites we
are currently
achieving 94%
waste diverted
from landfill
2
Throughout 2011 we have
shown our commitment to
becoming a “Zero Waste to
Landfill” company and have
identified alternative outlets
for our waste streams.

Our
Resources
2011
3We have produced and
implemented a Sustainable
Procurement Policy to
influence our material selection
and procurement processes to
opt for alternative, responsible
and sustainable materials
and products.

The course which is supported
by Carbon Zero NI, DEL, CEF,
NI and CITB Construction Skills,
aims to help companies work
towards achieving the third party
accreditation BES6001. We will
continue to roll the course out
during 2012.
We aim to increase the overall
volume of sustainable and
responsibly sourced materials
used within our operations
and RSM is helping us achieve
that goal.
In conjunction with John
Lewis we developed and
implemented a Site Waste
Management Plan (SWMP)
early in the planning and
design stages of the project
to ensure the challenging
waste targets could be
achieved.
The SWMP was discussed
at progress meetings and
reviewed throughout the length
of the project. An environmental
tracker was developed and
implemented on site to ensure
all waste, carbon emissions and
water usage was monitored and
reported. In addition the tracker
monitored the overall percentage
of recycled materials and/or
material made from a recycled
content used during the project
and the percentage of FSC
timber procured and used.
We worked closely with all
stakeholders throughout to
ensure delivery on time and on
budget while not compromising
on their environmental, economic
and social commitments as
outlined in our DNA Sustainability
Strategy.
The store continued trading
during the fit-out contract and
Steve Cole, General Manager
of John Lewis Construction
describes the project as
extremely challenging:
“This has been a very complex
job of managing multiple
small sections of work in a live
environment; like open heart
surgery with the patient awake.
It’s an excellent extreme example
of the benefits of teamwork; of
Client and Contractor working
as partners, both with high
standards and the right attitude.
There’s a rightful sense of pride
in what’s been achieved in the
project.”
The John Lewis Cheadle
project was registered under
the Considerate Constructors
Scheme and received two
independent third party
accredited audits. The project
received an impressive score of
37/40 picking up an award at this
year’s Considerate Constructors
Awards in London.
The Project was awarded the
“Excellent” BREEAM certificate
which was carried out by Synergy
Building Solutions Ltd and verified
by the BRE.
Receiving the award (left to right) Gerard
de Brun, David M Patton MBE, John
McGuigan, Keith Bradford (John Lewis)
and David Harte
joined forces with the
Northern Regional College
and ARUP to deliver a
Responsible Sourcing of
Materials (RSM) workshop to
our key suppliers and sub-
contractors.
Building for the future!
Patton DNA at
John Lewis Cheadle

waste diverted from landfill
FSC timber used
Carbon footprint (kgs)
recycled materials and/
or materials made from
recycled content
98.7%
100%
48,814.1
36%
Promote the use of Fair Trade
products throughout our
offices and sites
Increase the use of responsible
and sustainably sourced
materials used within our
processes
Increase the use of legally
sourced timber
Increase water efficiency
>
>
>
>
We will:
2012
Objectives

We remain committed to:
> Delivery of our DNA Foundation
course to employees;
> Continuous professional
development;
> Engaging with our stakeholders
within the continual development
of our business
Our
People
2011
4
Our people are the core
of our business and
a key element of our
sustainability strategy.
Top: We provided work
experience opportunities for
15 students in 2011 ranging
in length from one week to
two months. We provided
eight 1 year paid placement
opportunities for HND /
degree level students and two
work experience placements
for NVQ2 business and
management students which
will run for two years.
We achieved IIP Gold status
in 2011 – only achieved by 1% of
Companies in the UK!
continued to deliver our in-house
training ‘Foundation’ to our
employees. 65% of our site
based teams completed the three
modules in quality, environmental
and health & safety management.
We will work to achieve 100%
completion during 2012 and in
addition widen the course to
include further modules.
Bottom: We have continued
to work with our supply
chain to improve overall
performance. Using our set
criteria and scoring matrix,
our supply chain achieved an
overall score of 70% during
2011. We will aim to increase
this score further during
2012.
Recognising the positive impact
our people can have on the
economy, the environment and
indeed communities that we
work in, we have throughout
2011 continued to develop the
skills of our people required by
the industry, both now and for
our future.

Our
Community
2011
5
Throughout 2011 we
have played an active
role in strengthening the
communities surrounding
our live projects.

Neighbour Briefing March 2011
Work begins on your
new Oxford Street East
Primark store!
We aim to bring this ambition
to life through the following:
> Considerate Constructors
Scheme Projects
> Protection and when possible
enhancement of the natural
environment
> Involvement in educational
programmes
> Promotion of local career
opportunities
The project was registered
with the Considerate
Constructors and achieved an
impressive score of 35. The
CSS monitor commented on
our performance:
“This is exceptionally well run
and unique, meeting almost all of
the requirements of the scheme.
The site compound is one of
the best of its type the monitor
had seen. The Site Manager’s
commitment to maintaining
high standards in all parts of the
contract is apparent from the
moment the site comes in view”.
(Tony Lawson, Considerate
Constructors Scheme Monitor)
We established strong
relationships with and liaised
closely with stakeholders
throughout the duration of the
project, including:
> The Lowther Estate
> Local Community
> Archaeologists
> Ecologists
> Heritage Skills Initiative (HSI)
regarding partnership training
> Lowther Dowd School to seek
opportunities for Apprenticeships
> Local Jobs & Benefits Office
to seek long term out of work
opportunities
Working with Heritage Skills
Initiative (HSI), we arranged
the following training courses
for volunteers interested in
learning more about the skills
being used by contractors in
restoring Lowther Castle.
The courses available are
as follows:
1. Philosophy & Repair
Techniques at Lowther Castle
2. Master Class in Lime
Plastering
3. Ruins at Lowther Castle
Philosophy & Technique
4. New Design in Historic
Buildings
5. Introduction to Lime with
Practical Demonstration &
Consideration of application at
Lowther Castle
6. Native Conservation & Historic
Work
7. History & Proposed
Interventions at the Gardens at
Lowther
We offered apprenticeships
through local schools and
colleges as well as providing
opportunities for those out of
work long term. Working with
Lowther Dowd’s School, we
have seven apprenticeships
already under way (NVQ Level 2
progressing towards Level 3) at
Lowther Castle, including ‘Works
associated with stone and slate
restoration and reuse’.
Project Teams at Lowther Castle
built specially designed viewing
galleries to provide opportunities
for members of the public to see
contractors at work and see the
progress being made.
Patton DNA
at Lowther
Our DNA strategies came
alive in 2011 particularly
on our Lowther Castle &
Gardens project, a major
refurbishment of a large
Grade II listed castle and
its outbuildings.
Inform Newsletter
Inform newsletters are created on
all major projects which engage
with the community and provide
details about the work, progress
being made and useful contact
numbers.
In 2011, a total of 35 projects
received at least one issue of an
Inform newsletter.
Prizewinners from Patton’s centenary calendar competition, pictured with David M. Patton
MBE (back row left); Alan Stewart, Marketing Manager (back row, second left), Kathy Healy,
Marketing Co-ordinator (far left) and Ballymena Deputy Mayor, Alderman Robin Cherry.
DNA aims to positively impact
on all of the communities in
which we work throughout
the UK, Ireland and Europe.
We achieve this by working
closely with local businesses and
suppliers, schools and colleges
to offer apprenticeships and
work placement opportunities,
community groups and
organisations and the local
residents living in the area.
In 2011 we received a bronze
award from the Considerate
Constructors Scheme for our
efforts at Grosvenor Grammar
School.
To reduce the impact caused
by our on-site operations,
we register all of our major
projects with the Considerate
Constructors Scheme (CCS).
In 2011 we registered 12 major
construction projects with the
Considerate Constructors
Scheme, all of which scored
above the UK national average
of 32.8.
Other events from 2011
In 2011, a senior Patton
employee provided a workshop
for a local social enterprise group
in Ballykeel, Ballymena.
To celebrate the centenary
of Patton, we ran a local
Photography Competition in
November 2011. The competition
was open to Patton employees
and the wider community with
3 top prizes and 9 runners up
prizes also available. We received
great interest and 12 winning
photographs were selected and
used in our corporate calendar
for 2012.
We invited 17 local primary
schools and 7 local secondary
schools to participate in the
Patton Photography Competition.
Neighbour Briefing May 2011
in partnersh
ip with
Work to begin on yournew Castlereagh Road
Tesco Store!
out of 40 – the average score
by all Patton projects on the
Considerate Constructors Scheme
34

After project completion
we distribute feedback
questionnaires to the community.
This allows us to monitor our
success and look at ways
in which we can improve
and develop our community
engagement strategies.
In 2011 we bought a piece
of Sensory equipment for a
local Special Needs School,
contributing to their Sensory
Garden project.
On the 21st December 2011,
Patton staff paid a visit to the
local Primary School to highlight
the dangers of construction sites,
encouraging the children not to
play in building sites such as the
Tesco Magherafelt site.
The visit included a short
powerpoint presentation with
Patton’s key message highlighted
by their friend “Safety Sam”.
This was followed by a short
HSENI film aimed at children, a
question and answer session
and then an interactive session
where the children got to dress
up in PPE.The visit ended with
a presentation of gifts to the
children, Patton “fun packs”
including colouring book,
colouring pencils, rubber, sticker
and bookmark.
From the initial site set-up we
ensure our teams are visible
and make great effort to build
a rapport within the community
to provide an opportunity to
raise any concerns, queries
or requests.
We liaise closely with the in-store
Tesco Community Champion
to ensure that our engagement
work in the community is
maintained after the project has
been handed over.
We contact local colleges and
schools to generate interest
and involvement in our work
and to arrange educational and
informative site visits.
We complete a “Safety Sam”
presentation to the nearest
Primary School on each project
to highlight the dangers of
building sites. These school visits
are also supplemented with
poster competitions.
1. £500 donated to local school
in Ballymoney Northern Ireland to
support their STEM career initiative.
The pupils also interviewed Patton
employees on their job roles and
qualifications.
2. Patton Site Manager Alan Hume
with two Gaelscoil an tSeanchaí
pupils.
3. £1000 donated to local Youth
Football Team in Bangor Northern
Ireland to contribute to fundraising
efforts for club improvements.
4. £500 donated to local Church
Youth Club to help fund their
Football Team project.
5. Managing Director Neil Patton
continues to show his support
by helping pack bags at Tesco
Ballymena, raising money for the
Alzheimers Society.
1
3
Patton DNA
at Tesco

2
5
4
With numerous live Tesco
projects ongoing at any
one time, we set up a
dedicated team who
specialise in community
engagement. Our team
is committed to using the
development works as
an opportunity to make
a difference to the local
community.
community fund set aside for
every individual project
the number of Tesco projects
to receive an ‘Inform’ Patton
newsletter in 2011
raised for the Alzheimers Society
£500
24
£1,400.60

Our
Designs
2011
In 2011 our dedicated design
managers have helped our
clients create sustainable,
compliant buildings with an
expert, proactive approach
that draws on many
disciplines and strategies. 6

We have embraced
collaborative working
with our design teams
and supply chain to
compile fully integrated
BIM models, availing of
the clash detection, BOQ
and programme planning
aspects of the software.
BIM has been a vital strategy
and planning tool over the
last year and has generated
greater efficiencies in our
projects by eliminating waste
‘virtually’ before a project starts
on site. We have carried these
key principles, techniques
and knowledge across to all
contract types and expect to
realise further efficiencies of
time, resource and money in
future upcoming projects.
In 2011 our design
managers were trained
to use the specialist BIM
software and as a result
can achieve the maximum
benefit from BIM which is
passed on to our clients.
We have adopted as part
of our DNA a commitment
to the government’s
demanding target of
achieving Level 2 BIM by
2016 and are on target to
achieve this well in advance
of the deadline.
In 2011 Patton made a
genuine commitment to
change and embrace new
technology which starts from
early design: this forms the
basis of our design DNA.
Patton invested in learning and
developing ‘Lean’ techniques
and process mapping in
2010 and implemented these
through numerous projects
in 2011.
Our design managers led this
innovation which focused
on analysing our processes
and procedure with a view
to improving efficiency and
eliminating waste and adding
true value to our clients.
‘Waste’ in the context of Lean
refers to any task we complete
which does not add real value
to the end user; Essentially
unnecessary processes are
identified, streamlined and
removed which makes jobs
more efficient. As part of our
DNA we will continue to use
this knowledge throughout
the company and provide
our clients with a true ‘added
value’ solution.
Patton worked on nine
BREEAM projects during
2011 achieving “Very Good”
and “Excellent” ratings. At
John Lewis Cheadle, we
delivered our first excellent
rated BREEAM project for a
shop retail fit-out.
We are currently completing
our first CEEQUAL
assessment at our Lowther
Castle project in Cumbria. We
achieved a remarkable score
of 91 during our stage one
assessment and remain on
target to achieve an excellent
overall score at completion.
BREEAM /
CEEQUAL
Projects 2011
Patton in-house BREEAM Assessor,
Melanie Dawson

Patton DNA at
Belfast Metropolitan
College
1 2
of hardcore crushed and reused
energy savings made on plant
management and fuel usage
waste diverted from landfill
100%
30%
99%
The Project was procured
using the Private Finance
Initiative (PFI), part of the
Public Private Partnership
Schemes. Being involved at
the RIBA Stage A, Patton,
facilitated by the BREEAM
Consultant, undertook a
series of consultations with
the Client, Design Team and
other Stakeholders to develop
the design of the build to meet
the aspiration of a minimum
BREEAM Very Good rating.
The building was designed
as two individual wings linked
at the apex by a five storey
atrium with glazed gable ends
to take advantage of natural
lighting. The main entrance
is shaped like a ship’s prow
to pay homage to the City’s
maritime heritage and wall to
ceiling glazing are incorporated
into a large portion of the
external façade to provide a
bright, welcoming environment
to the building’s occupants.
A large central courtyard
consisting of landscaping
and water features has
been designed to provide
an additional recreation and
‘break-out’ space for the
building’s occupants. It also
serves as a circulation space
linking the two wings and
enhancing the site’s eco-
logical value.
From design through to
the construction and fit-out
of the new college, this
project has set a new
benchmark in its dedication
to environmental issues.
The visual and physical
link between the atria, the
main thoroughfare and the
landscaped courtyard has
been strengthened by the
use of continuous flooring
material.
The heating, lighting and
ventilation systems to
active teaching spaces and
associated accommodation
have been designed to be
individually zoned for out
of hours use. The building
management system (BMS)
provides a breakdown of
the energy use by each
zoned area whilst efficiently
optimising the building’s
energy consumption.
A rainwater harvesting
system combined with
waterless urinals and leak
detection systems have been
incorporated as cost effective
conservational measures to
minimise waste of water in
non-potable applications.
A Site Waste Management
Plan was produced using the
BRE’s Smartwaste online tool.
Breaking the project down
into stages, the volume and
type of waste expected during
the demolition, groundworks/
excavation and construction
stage were estimated and
suitable outlets were identified
to eliminate, reduce, reuse and
recycle much of the waste,
increasing our overall diversion
rate from landfill.
To reduce our carbon footprint
during the construction of
the Belfast Metropolitan
College we used renewable
technology in the form of solar
panels to supply electricity to
our site accommodation.
From the outset of this project
we worked in partnership
with the Carbon Trust. A site
audit was completed which
identified up to 30% of energy
savings with regards to plant
management and fuel usage.
Using the management
plan, the proposals made
by the Carbon Trust to
reduce the overall tonnage of
carbon emissions produced
throughout the project, were
implemented. This was
backed up with Carbon
Management and Energy
Awareness tool box talks,
poster campaigns and
the reporting of progress
throughout using our Site
Environmental Performance
Report.
Our environmental team
worked extremely hard on
this project to bring the
highest level of environmental
responsibility possible.
Sustainable Ireland Awards 2011
Winner – Environmental Project
of the Year, Belfast Metropolitan
College, Titanic Quarter, Belfast

In 2011 we signed up
to support the Waste &
Resources Action Programme
(WRAP) national campaign
committed to “Halving Waste
to Landfill”.
The construction industry creates
one third of all waste produced
in the UK, therefore, contractors
in the sector are being urged to
embrace this opportunity and
lead the way for other sectors of
UK business to follow.
The voluntary agreement focuses
on providing a robust framework
for measurement and reporting
on progress against targets to
reduce waste to landfill.

Our
Commitment
2011
7
During 2011 we picked
up nine prestigious
industry awards in a
variety of categories.
Each one demonstrates
our commitment to being
the best that we can be.
> Investors in People – Gold
Status
> Ballymena Business Excellence
Awards (2011) Training & People
Development Award
> Sustainable Ireland Awards
(2011) Winner – Environmental
Project of the Year, Belfast
Metropolitan College, Titanic
Quarter, Belfast
> Green Apple Awards (2011)
Winner – Green Apple for
Lowther Castle
> Concrete Society Awards
(2011) Winner – Belfast
Metropolitan College, Titanic
Quarter Belfast
> Considerate Constructors
Scheme – National Awards
(2011) Bronze – Grosvenor
Grammar School
> Construction Employers
Federation / Specify Construction
Excellence Award (2011) Winner
– Glenavna Brownfield Housing
Development
> Arts and Business Awards
2011 (2011) Winner – ‘Business
Individual of the year’ (Alan
Stewart, Marketing Manager)
> National Association of
Shopfitters Awards (2011) 2nd
Year Apprentice Award –
Michael Liken, Patton Joinery
successfully proven our
commitment to DNA by
achieving and exceeding our
targets outlined in our ten
year sustainability strategy.
We have aligned DNA with
our client’s business plans to
ensure we work together as an
industry to positively influence
behavioural change, improving
the performance of the industry
as a whole.
Top: Environmental Manager Liam McEvoy
and Patton Director Denis O’Conor picking up
‘Environmental Project of the Year’ at the 2011
Sustainable Ireland Awards. Below: the Lowther
Castle team winning the Green Apple Award.

Our aim for 2011 was to ultimately put
sustainability at the very core of all our operations.
To do so we have nurtured the concept of
‘DNA’ ensuring that it infiltrates all aspects of our
business from our designs, material selection and
procurement, construction practices and the life
of the buildings themselves.
Our efforts to launch DNA in 2011 have
exceeded all expectations. Together as a
business we have embedded the seven pillars
of DNA and made each one a priority in our
everyday working practices. From ‘our carbon
emissions’ right through to ‘our community’ we
have shown dedication and determination in
working toward a more sustainable Patton.
Our DNA Action Plan clearly sets out immediate,
mid-term and long-term goals over the next
ten years, which we will carefully monitor and
measure annually to determine our progress.
This initial report benchmarks our efforts in
sustainability and marks out where we are now
and where we want to be. It provides us with a
baseline in which we can gauge our performance
going forward.
Throughout the next year, we will continue to
track our progress against the objectives of our
strategy and from this we will aim to build upon
our progress. We will make our commitment
to DNA and our approach to each new Patton
project innovative and challenging. DNA has
allowed us to implement strategic procedures
which have created a culture that is focused
on a better future. At Patton we will encourage
and develop this outstanding commitment and
continue to raise the standard in sustainability.

patton-dna-report

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