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Corporate Social

Responsibility

Report 2014

Making a

positive

difference

Doosan Babcock | Corporate Social Responsibility Report 2014

CEO MessageIt gives me great pleasure to introduce Doosan Babcock’s Corporate Responsibility Report, designed to track our progress as a responsible corporate organisation, and to reassure our employees, customers, business partners and society at large of our commitment to sustainable and ethical operations. This report discusses our Corporate Social Responsibility programme and progress across our global operations during 2014, as well as detailing our targets for the future.

At Doosan Babcock, we see sustainability as an integration of economic, environmental and social considerations, aligned to our overall corporate values espoused by the global Doosan Group. Built on seven core commitments around Developing People, Reliable Operation and Responsible Engagement, our CSR programme gives us the framework to excel in the quality and delivery of our work, the sponsorship of Science, Technology, Engineering and Maths (STEM) education for future generations, how we engage suppliers, and the way we interact with the communities in which we operate. All this is underpinned by a steadfast commitment to the health, safety and security of our employees, contractors and others affected by our activities.

Having put in place a robust structure to galvanise and give direction to our sustainability efforts early in 2014, I am pleased to say that our subsequent achievements have been significant. We have taken huge strides forward in STEM education, including the hiring of 94 apprentices. We achieved a 16% reduction in carbon emissions over our 2013 performance, accompanied by ISO14064 certification across all our operational sites. In October, our inaugural Doosan Day of Community Service saw hundreds of our employees volunteer for worthy causes in their local communities, along with a donation of £10,000 to the UK’s Breast Cancer Campaign. We substantially improved our Health, Safety and Environmental performance, and introduced our Code of Ethics to 1,400 employees. The early months of 2015 have seen further progress, particularly in the areas of ethical supply chain performance.

I hope you enjoy the contents of this report and welcome any feedback you may have. In the meantime, I look forward to sharing future news of Doosan Babcock’s journey to becoming an even more sustainable company.

Andy Hunt | Chief Executive Officer | Doosan Babcock

Contents PAGE

Doosan Credo 04

Company Profile

06

CSR at Doosan Babcock 07

Developing People 10

Reliable Operation 16

Responsible Engagement 26

2015 and Beyond 30

03

Doosan Credo 2015 and BeyondCSR at Doosan Babcock Developing People Reliable Operation Responsible Engagement

Core ValuesDoosan’s people are our greatest asset and the key to our future.

They are the heart of all our achievements.

Our continued and distinguished success will only be possible through developing and cultivating our talent.

Our people possess great capacity, willingness and drive to contribute to the Company.

They are relentless in enhancing their skills and capabilities.

They embrace our Core Values and demonstrate these beliefs and principles in their daily behaviors.

Cultivating people is our highest priority and a shared responsibility.

Attracting and recruiting the right talent, who understand and embrace our values, will be the foundation for developing our people.

We believe people develop and grow through performance at work and we give them the authority and responsibility that best match their capabilities.

Through experience, people develop to their maximum potential.

Fair and immediate feedback and recognition are offered as we believe this is central to self-development.

Our people are given the opportunity to develop their strengths and address areas for improvement. As a result, Doosan people are proud of who they are and respected as business professionals.

Integrity and transparency are fundamental Doosan strengths.

We make profit by creating value through fair and transparent activities.

We acknowledge our mistakes and keep our promises.

We never compromise our principles.

Inhwa best expresses who we are and provides us with a unique competitive edge.

We define Inhwa as teamwork in the truest sense of the word, grounded upon fairness and camaraderie.

By carefully following these virtues we have created One Doosan; a collective strength built on the contribution of a wide diversity of individuals.

Inhwa means we maximize our organizational strength and potential through true teamwork built on defined, transparent rules of fair play.

Selfish rivalries between individuals or departments have no place at Doosan and discrimination of any kind is not tolerated.

Inhwa means each individual contributes to the success of their colleagues and team, resulting in both excellent team and individual performances.

Inhwa also means we are open; Doosan welcomes proactive ideas and constructive criticism from everyone, regardless of seniority or position.

Our unique practice of Inhwa extends beyond the internal organization and embraces the entire Doosan community, from our families to our shareholders, affiliates and partners.

Our VisionWe aspire to be a Proud Global Doosan – a leading innovator of products and services that improve the quality of life for people and communities around the world.

We will achieve this by living the Doosan Credo. Guided by our Credo, we will drive our second 100 years of growth.

Doosan Credo

Our customers are the reason Doosan exists.

The true measure of Doosan’s success is customers’ satisfaction and respect.

Our goal is to always deliver superior value than our competitors.

We achieve this by understanding our customers’ needs and meeting or exceeding their expectations.

Embracing world-class technology and innovation is vital to our survival.

Tomorrow drives today at Doosan; we always look to the future instead of the past.

We strive to understand, and stay ahead of, change.

We continuously seek to improve our business model, products, services and methods.

We celebrate and properly reward successful risk-taking, while also respecting valuable attempts that fail.

Doosan applauds the spirit of challenge over complacency.

Our future success will be driven by seeking breakthrough ideas, knowledge, technologies and resources regardless of their origin, either internal or external.

Profit measures our success and drives our growth.

Our profit must exceed our capital cost and be sufficient to fuel our continuous growth and investment.

Our people understand how the work they do contributes to Doosan’s profit.

We recognize that long-term success is built by respecting the rights of our suppliers, distributors and partners to earn fair profits.

Creating a socially responsible enterprise is our duty to society.We see business and society as a close partnership and an opportunity for mutual growth.Doosan will be proactive in this partnership, contributing the time and resources required for success.Our goal is to develop and grow alongside society, as a trusted and trustworthy partner.Wherever we operate, we do so transparently and lawfully.We aim to contribute to the development of talent in society.Our community service activities promote both corporate and social development.

We provide clean and safe working environments.

Doosan maintains all our facilities to the highest possible standards.

This is the basis for superior productivity as well as being our responsibility to our people, their families, our customers and shareholders.

Environmental protection is our duty and obligation to every community where Doosan does business.

We know this ultimately results in greater value creation.


04 05

2015 and BeyondCSR at Doosan Babcock Developing People Reliable Operation Responsible EngagementDoosan Credo

At Doosan Babcock, our Corporate Social Responsibility strategy aims to deliver responsible and sustainable growth, guided by the Doosan Group’s principle of ‘2G’ – Growth of Business by Growth of People. Acting as a socially responsible enterprise, we promote a close relationship between our business and communities for mutual growth, recognising that people are central to our success. Our goal is to develop and grow alongside society, as a trusted partner. We will achieve this through our ‘contract with society’ – the Doosan Way.

Our community initiatives promote both corporate and social development. We are committed to investing in the development of world-class skills and future talent that will sustain our company in the long term.

As a leading innovator of products and services we aspire to meet our customers’ needs and contribute towards their own sustainability goals through long term partnerships. Our most significant sustainability impact is through the products and services we deliver to our customers. We promote environmental best practice in our own operations too, through effective management and constantly seeking to minimise our impacts.

A critical challenge for us, operating in safety critical industry sectors, is to maintain the highest standards and never compromise on health and safety. Our programme, ‘focus2zero’, specifically targets the reduction of human errors through systematic identification and analysis of errors.

Doosan Babcock supports a broad range of local, national and international charitable organisations both practically and financially through company donations and the generous endeavours of our employees.

We always conduct our business ethically, with integrity, and promote a company culture of respect for each other, our customers and all of our other stakeholders. Wherever we operate, we do so transparently and lawfully.

Company Profile CSR at Doosan BabcockDoosan Babcock is a specialist in the delivery of engineering, aftermarket and upgrade services to the thermal power, nuclear, oil and gas, petrochemical and pharmaceutical industries. Using best-in-class technical expertise and an industry-leading project management capability, the company builds, maintains and extends the life of customer assets worldwide. Doosan Babcock is part of a powerful combination of companies united under the Doosan Group to deliver complementary technologies, skills and value to customers the world over.

125 years

in power and energy construction, aftermarket services upgrades

One of only 68 companies worldwide to achieve the British Safety Council Sword of Honour

Customers in over 30 countries

Our capabilities:

Thermal 100 years’ innovation in combustion and firing technology

Boiler installations totalling 170GW round the world

£20 million investment in UK test facility during 2013

Nuclear Strong talent pool with validated nuclear competence in UK civil nuclear industry

Oil, Gas and Petrochemical Our experts, across 18 countries and 4 continents, support our world-leading energy providing clients

Through-life Support Maintenance and repair, asset management and life extension services

Doosan Babcock

Doosan Babcock CSR strategy and commitments


06 07

Grow the People

Sust

aina

bilit

y Co

mm

itm

ents

Developing People

Strengthen people development within the Doosan Babcock influence sphere focussing on Engineering, Education and the Environment.

Build a great workplace with focus on human respect – the Doosan Way.

Minimise our emissions and waste through the management, quality and innovation of our products and services.

Reinforce ethics and fair operation.

Zero Harm – there is nothing so important that means any job we undertake cannot be undertaken safely.

Strengthen customer, employee and supply chain participation.

Develop and fully support employee community involvement and development.

Reliable Operation Responsible Engagement

Grow the Business

Doosan Credo 2015 and BeyondDeveloping People Reliable Operation Responsible EngagementCSR at Doosan Babcock

Doosan Babcock performance against our commitments

Commitment How did we perform in 2014? What will we do in 2015?

Strengthen people development within the Doosan Babcock influence sphere focussing on Engineering, Education and the Environment

• 200 Doosan Babcock ambassadors organised to help with STEM1 education & development.

• 94 apprentices hired in 2014

• Achieved a 80% success rate in apprentices completing their training

• 9% of apprentices are female (national average 3%)

• Supported National Women in Engineering Day

• In 2014 we hired 24 graduates through the graduate training programme

• CAD Technologist Suzanne Birney continued our string of apprentice awards, winning Women of the Future – Young Star Award, Hammermen Award, Prince Philip Prize and Apprentice of the Year by the Institute of Mechanical Engineers (IMechE)

• Two apprentices won Engineering Construction Industry Training Board (ECITB) regional 2014 Apprentices of the Year

• Ailidh McGilp won the William Gardner prize for the best paper published in the proceedings of the British Institute of Non-Destructive Testing (BiNDT) annual conference by a person in the early stages of their career

• Launched the Project Management Office (PMO) Academy with over 600 employees enrolled. Almost 400 courses were started in 2014

• Increase number of STEM ambassadors to broaden our reach

• Provide additional material to our STEM ambassadors that will support them in their role

• Maintain our focus on our industry leading apprentice scheme

• Continue to achieve above industry average gender diversity in apprentice scheme

Build a great workplace with focus on human respect – the Doosan Way

• Doosan Credo has been incorporated into all HR policies and business operating procedures where appropriate

• Employee wellbeing and health awareness events provided for Doosan Babcock UK offices

• Established OpExChange, a new business idea generation portal. Our Tipton site was first to implement the initiative. Across the company, 94 ideas have been submitted and are already delivering significant cost savings

• Roll out Team Doosan, driving the Doosan Way into our day to day activities across the business

Minimise our emissions and waste, through the management, quality, and innovation of our product and services

• Achieved a 16% reduction in our carbon emissions, from 16,600tCO2e2 in 2013 to 14,000tCO2e in 2014

• Achieved 15,000,000tCO2e annual savings for our customers though installations

• Achieved zero waste to landfill at our Renfrew facility

• Carbon Footprint Certification to ISO14064 achieved for all Doosan Babcock sites

• Installation of a Vickers Energy Management system to reduce heat loss at our Central Stores Facility, reducing gas use by 30%

• Remain on track to deliver 20% CO2e emissions by 2020 against 2012/13 baseline

• Achieve zero waste to landfill across our UK facilities

Commitment How did we perform in 2014? What will we do in 2015?

Reinforce ethics and fair operation

• Introduced Code of Ethics policy, uniting existing procedures into one clear framework policy

• Provided Code of Ethics training to 1,400 employees

• Establish and promote channel for employees to report concerns

Zero Harm – there is nothing so important that means any job we undertake can’t be carried out safely

• Improved performance compared to 2013 in a number of KPIs Reportable injuries3 5 ➟ 2 Injury frequency rate4 0.05 ➟ 0.02 Incident rate5 114 ➟ 55

• Chaired the first ever Energy UK HSE forum

• Obtained OHSAS 18001:2007 certification

• Our PC Boiler business achieved Zero LTIs (2 Million Safe Hours)

• Doosan Babcock achieved 7.5 million hours LTI free across 59 sites

• Doosan Babcock reached a milestone of 10 million worked hours without a lost time incident at Ineos/BP Grangemouth

• Reached the milestone of having the 2,000th employee receive Institute of Occupational Safety and Health (IOSH) accreditation

• Received the RoSPA Gold Award in recognition of our safety performance, management systems and culture

• Service Maintenance, Repairs and Overhaul (MRO) Central achieved 5 million man hours LTI free

• Service MRO achieved 1,000 days LTI free since 2012

• Maintain target of zero accidents across all operations

• As part of a three year HS&E Improvement Strategy; identify improvement areas and associated KPIs, assign individual managers to each area, measure and monitor progress

• Continue to develop our Human Performance error prevention programme, which was introduced in 2014

Strengthen customer, employee and supply chain participation

• Revised pre-qualification questionnaire (PQQ) and supplier assessment launched, now including CSR questions and requires compliance to Doosan Babcock policies to qualify

• 19 new suppliers screened through the PQQ

• Establish a robust approach to ensure high risk suppliers are identified and appropriate actions taken

Develop and fully support employee community involvement and development

• The first Doosan Day of Community Service was carried out in more than 10 sites across the UK, Germany and Poland. Close to 400 volunteers took part

• Raised £10,000 through ‘Wear in Pink’ initiative, coinciding with the Doosan Day of Community Service. Our customer EDF Energy supported the initiative

• ‘Give as you earn’ re-launched

• 25 children of employees attended the first ‘Bring your children to work’ Day at Crawley

• 1,500 people attended the Family Fun Day in Renfrew and Crawley

• Multiple fundraising events organised. Highlights include: MacMillan Cancer, British Heart Foundation and many more charities local to our operations

• Expand Doosan Day of Community Service to two days per year

• Intensify relationship with local charities at each of our locations to ensure our efforts match their individual requirements

• Ensure our programmes contribute towards Doosan Babcock being an employer of choice

• Improve data collection on key metrics that allow Doosan Babcock to understand both our own resources and the level of impact within our local communities


08 09

1 Science, Technology, Engineering and Maths2 CO2e is an abbreviation of ‘carbon dioxide equivalent’ and is an

internationally recognised measure of greenhouse gas emissions

3 RIDDOR Defined or in country equivalent4 Reportable Injuries x 100,000 / Hours expended5 Reportable Injuries x 100,000 / Average number employed

Doosan Credo 2015 and BeyondDeveloping People Reliable Operation Responsible EngagementCSR at Doosan Babcock

39%

2%

31%

5%

20%

3%23

%36 %

41 %

Over

50

Age 3

0-50

Under 3

0

In line with the engineering sector as a whole, gender diversity is a challenge for our business. We actively promote diversity across our business, with a particular focus on attracting female apprentices into our trainee programme. We are immensely proud of the recognition our female apprentices receive and hope their success attracts even more talented females into our apprentice scheme.

The project nature of our work means that we hire a large number of specialists across a wide geographical area, on a project by project basis to complement our core team of experts. This creates a high turnover of employees with manual roles. In 2014, 1,775 left our organisation. However we also hire a significant number of new employees to support our new projects, hiring 1,537 in 2014.

We aim to build a great workplace with focus on respect, through the Doosan Way. By actively encouraging our employees to contribute to improving our approach to running our business we empower them. This contributes towards continuous improvement and promotes professional development. The Doosan Credo now runs through all our HR policies, a process of implementation we completed in 2014.

Developing People

Employee distribution of Doosan Babcock

Indirect Direct

Agency Manual Staff Total

Female 24 15 286 325

Male 291 1,561 1,362 3,214

Total 315 1,576 1,648 3,539

The age profile of our employees is relatively evenly distributed, reflecting the need for both highly experienced team members and a supply of new trainees and apprentices to ensure the long term viability of our business.

Our workforce by age Our workforce by gender


1110

New employee hires

In 2014 we established an Operational Excellence (OE) team to coordinate change initiatives and bring our employees closer to our business. A key aspect of their role was to encourage input from our employees who put forward innovative ideas for improving any aspect of our business. They get to see the results and monitor the progress of their suggestions through our OE Portal. We also incorporated a new business idea generation programme, OpExChange into the OE portal. To date, a total of 94 OpExChange ideas have been submitted by the business, with 14 being implemented.

63%

30%

Male

Female

Under 30

Age 30

-50

Over

50

*Includes staff and manual employees. Turnover amongst staff only is 6%

Employee turnover

60%*

6%

Doosan Credo 2015 and BeyondCSR at Doosan Babcock Reliable Operation Responsible EngagementDeveloping People

“Apprenticeships are such an important tool in addressing the

skills gap currently facing the country. If we as an industry are going to help bridge the gap

between education and employment, we must first ensure that the

opportunities we provide result in highly skilled young people ready to take on the opportunities the

industry will provide.”Martyn Fletcher, Director of Doosan Babcock’s Asset Support

Group and leader of the company’s apprenticeship programme.

Tipton Operational Excellence TeamFollowing the launch of Operational Excellence, our Tipton site established their own team and set about implementing the approach at their site, with the following goals.

1. Enable management to demonstrate strong commitment and trust a. Providing investment into business improvementsb. Establishing a continuous improvement system with employees to build-up change c. Motivating and empowering employees to drive improvements

2. Build strong relationship between management, supervisors, and employeesa. Engage all employees – white and blue collarb. Facilitate two-way flow of communication between management, supervisors,

and employees3. Make tangible changes and embed OE as ‘business as usual’.

a. Sustain employees’ ability to change and improve

The results speak for themselves. So far 210 ideas have been generated, resulting in savings of over £650,000. The best ideas will go forward into OpExChange.

OpExChange process

Recognition and reward is a key ingredient in employee engagement. The Doosan Babcock ‘Our Story’ programme is how we showcase and share best practice across our business. We look for innovative thinking and evidence of challenging targets being set and exceeded. Ideas and nominations received from ‘OpExChange’ and ‘Our Story’ were nominated throughout 2014, the best will be recognised in an award ceremony in April 2015.


Idea generation

Review eligibility

Build business case

EC approval Review performance

Apprentices, training for tomorrowAt Doosan Babcock we are guided by the Doosan Group’s principle of ‘2G’ – Growth of Business by Growth of People. We promote a close relationship between our business and communities for mutual growth, recognising that people are central to our success. Nowhere is this more prevalent than in our commitment to promoting STEM and our investment in the Doosan Babcock apprentice scheme. This is vital to securing a future workforce with world class skills, while at the same time addressing the critical national skills gaps in subjects that will educate tomorrow’s engineers.

12 13

Training and development is not only targeted at apprentice recruitment, it is a culture that extends across the business with adult up-skilling within our own business and re-skilling those new to either Doosan Babcock or the engineering sector. Increasing the number of people with the right skills through an environment of continuous learning enhances the quality of our work, productivity and underpins a culture of safety.

In 2014 we hired 94 apprentices, bringing the total trained in the past six years to over 500. The apprenticeships are heavily focussed on practical, on-the-job training in real project environments, taught by experienced people from within our industry. As well as teaching practical skills, we provide technical, management supervisory, design and project management expertise to all our apprentices.

We believe that the best strategy to deliver top quality supervisory skills is to manage the development process in-house, ensuring that supervision is appropriately competent and aligned with industry and organisational cultural needs. For those employees that are to take on more senior supervisory roles in the future additional training is provided by the Engineering Construction Industry Training Board (ECITB) through their Advanced Supervisor Programme.

2012 2013 2014

Number of apprentices (year end) 75 75 85

Total training time (hours) 99,420 99,420 98, 128

Total costs of education (£) 1,540,819 1,701,678 1,817,652

Doosan Babcock’s investment in critical engineering skills to support the UK’s energy and industrial future has received external recognition. We have secured many industry awards that recognise the quality of our apprenticeship scheme. We are also proud of the number of our apprentices that have gained recognition and awards for their own personal achievements.



14 15

We work hard to address diversity within the engineering sector, by actively encouraging and promoting women in the workforce. This starts with the apprenticeships; 9% of the apprentice workforce is female, against a UK average of 3%. We actively promote applications from diverse applicants, and work hard to promote and raise the profile of our schemes. Within the latest graduate entry programme that started in September, 9% are female and 18% from diverse ethnic origins.

In June we supported National Women in Engineering Day by inviting local female school children to our facilities in Renfrew. Some of our female engineers were on hand to talk to the students, talking them through the apprentice scheme and the route through to their current role.

We are proud to see a number of our female apprentices receiving recognition for their achievements. In 2014, Suzanne Birney won, amongst many other accolades, Apprentice of the Year by the Institute of Mechanical Engineers (IMechE). Lynsey McKee, one of our apprentices who is now a trainee Computer Aided Design Technologist received the same award in 2013, as well as scooping the Hammerman Award for the best HNC student of the year at Reid Kerr College, Renfrewshire.

“I am so happy that I decided to go down the apprenticeship route after leaving school. Working with Doosan Babcock has allowed me to develop my interest in engineering by giving me the opportunity to combine theoretical training with practical on-the-job experience. I am currently completing a BEng (Hons) Mechanical Electronic Systems Engineering degree, thanks to the company’s sponsorship of my training. Winning awards such as this is the icing on the cake!”Suzanne Birney, Institute of Mechanical Engineers Apprentice of the Year 2014

Doosan Babcock’s welding school in Tipton is the largest of its kind in the UK. The state-of-the art facility was established to address the demand to increase the number of highly skilled welders available in the UK. 20-year-old Tipton apprentice Dean MacDonald won the UK’s welding championship at SkillWeld 2014, an initiative supported by a range of industry sponsors including Doosan Babcock and hosted at the Skills Show at the NEC.

“Since getting my apprenticeship at Doosan Babcock, this is the best thing that has ever happened to me in my career. I’m really proud to have won the competition and I’m looking forward to doing more to help promote welding as a worthwhile job to other young people.”

Seven years after starting her apprenticeship,Samantha Thompson is working full-time for Doosan Babcock and supervising a nuclear power station’s lifting activities. She is currently on secondment to EDF Energy and is also completing a degree in Mechanical Engineering. In 2013, Sam was named ‘Foundation Degree / HND Student of the Year’ at the National Skills Academy’s UK Nuclear Skills Awards.

“I wasn’t sure what I wanted to do when I left school but I definitely knew I didn’t want to end

up in a part-time, uninteresting job. The Doosan Babcock apprenticeship scheme really opened my eyes to the opportunities that are available if you

are willing to try new things.”Samantha Thompson, Project Engineer

Narrowing the skills gap in Science, Technology, Engineering and Maths (STEM)Promoting STEM education amongst young people in the UK leverages the position Doosan Babcock has as an attractive employer in the sector. We are recognised for our willingness to invest in promoting education in subjects that will train our future employees, while at the same time contributing to reducing the UK skills gap in these subjects. While apprenticeships are one route to take, we also actively promote our graduate programmes and work experience schemes available within the company.

We take part in STEM events across the UK, from national level events right the way through to smaller events focussed on a specific school or university. Over 200 STEM Ambassador within Doosan Babcock play a vital role in getting involved in these events, bringing their enthusiasm and experience to each and every event. In 2015 we will further enhance the role of our ambassadors, providing additional support material, as well as continuing to grow the total number of employees within this vital support group.

In March 2014, we participated in the largest STEM fair in the UK, Big Bang. Aimed at 7–19 year old, the event drew over 80,000 youngsters, teachers, industry and educational bodies and seeks to drive collaboration between them

Using interactive games, the Doosan Babcock stand was designed to help youngsters understand how engineering works in the real world.

• Pipe Mania educated youngsters about pipework installation, support and arrangement in a fun and interactive way. A test of logic and manual dexterity set against a timer, the game had three levels of difficulty to satisfy all age groups and abilities.

• Allowing youngsters to take control of one of the most powerful, compact and manoeuvrable virtual cranes in the world, our Craneium, a simulation game demonstrated heavy construction and lifting.

• The final game called Inspect A Gadget demonstrated non-destructive testing (NDT) techniques revealing how Doosan Babcock engineers utilise some of the most widely used analysis procedures to detect faults in welds and structures.

A first for Doosan Babcock in 2014 was a programme of mentoring established with students from Queen Alexandra Sixth Form College as part of the Engineering Education Scheme. The students work for six months on solving a technical challenge, with support from our experts. The scheme’s success is demonstrated by the fact that 89% of students continue on to engineering or associated science, IT and technical degrees.

“While the task they undertake is important, it’s the wider understanding of how an engineering project runs and is presented as a solution, working effectively as a team, that is such a great learning experience for the students.” Reg Rudd, UK Training Manager for Nuclear Services

In 2014 we attended over 20 recruitment fairs, aimed both at school leaver and graduate level recruitment. The fairs further underpin our support for STEM programmes and also drive wider recruitment.


Reliable OperationAt Doosan Babcock we are committed to minimising the environmental impact of our own activities and operations, and to achieving zero harm by placing safety as our priority. Our greatest influence on the environment comes from assisting our customers’ performance through the provision of innovative and technologically advanced power solutions.


16

Our Environmental Management System encompasses the commitments within our Reliable Operations pillar of our CSR strategy. In line with the ISO 14001:2004 standard, which Doosan Babcock is certified against, we identify key environmental improvement areas and develop specific objectives and targets in order to reduce our environmental impact.

We manage areas including energy reduction, waste minimisation, and decreased environmental incident potential. Where an employee or contractor has an impact, or a potential to impact, we ensure that they are made aware of the environmental controls in place through ‘toolbox talks’ and, if required, specialist training.

Environmental impact of Doosan Babcock operationsWithin our own operations, we aim to reduce our CO2e emissions by 20% by 2020, against a 2012/13 baseline. In the past two years we have addressed a number of environmental issues, and as a result we have already achieved a 16% reduction in our CO2e across the group, from 16,600tCO2e in 2013 to 14,000tCO2e in 2014. Despite this significant progress, we recognise that we have a long journey ahead. Now that we have capitalised on the initial large scale environmental efficiency gains we need to seek more incremental efficiencies to reach our 20% target.


17

16% reduction in Co2e across the group

2012-13 2013-14

16,600

tCO

2e

14,0

00t C

O2e

2012-13 2013-14

35.2

tCO

2e/£

m

31.4

tCO

2e/£

m

Group CO2 Emissions(tCO2e/£m turnover)

Group CO2 Emissions(tCO2e)

“The high standard of environmental management practices are to be commended as is the high level of commitment to the Company’s environmental policy shown by the staf interviewed at all locations visited.”

LRQA ISO14001 Surveillance Report

Electricity Diesel Natural Gas Coal Imported Heat Red Diesel Fuel Oil Petrol

2012-13

2013-14

7,761t

CO2e

2,669t

CO2e

2,687t

CO2e

1,42

2tCO

2e

475t

CO2e

612t

CO2e

334t

CO2e

322t

CO2e

6,60

0tCO

2e

2,72

1tCO

2e

2,02

1tCO

2e

842t

CO2e

445t

CO2e

396t

CO2e

360t

CO2e

324t

CO2e

CO2 Emissions (tCO2e) by source

Doosan Credo 2015 and BeyondCSR at Doosan Babcock Developing People Responsible EngagementReliable Operation

Notable initiatives include the design and construction of our Weld School in Tipton, which has been built with energy efficiency and waste reduction considerations in mind. Fume extraction is split into two streams; one for mild steel welding and one for more hazardous materials such as chrome, stainless steel and titanium. This segregation allows heat from the non-hazardous stream to be recycled back into the weld school, reducing heating needs and energy use. The modification also allows us to collect hazardous and non-hazardous grinding dust separately prior to disposal. Previously all grinding dusts were collected together and classed as hazardous waste. As a result we now produce significantly less hazardous waste.

A significant proportion of our internal carbon emissions are due to the use of natural gas in heating. Opening large doors at our central stores facility to allow deliveries causes significant heat losses, so we installed a Vickers Energy Management System that switches off the heating if doors are left open, encouraging employees to minimise door opening. The investment alone has reduced gas used for heating by 30%.

We are also looking into the feasibility of installing wood burning boilers at our Renfrew manufacturing facility, diverting wood that is currently recycled to instead provide a fuel source. Not only does this offer the opportunity to reduce our emission from natural gas, it also reduces emissions from recycling and waste transportation.

Around 37% of the electricity used in our offices is for lighting, and thus the potential energy savings in this area are significant for us. We already use passive infrared lighting in most of our facilities, and intend to increase our installations across all our facilities. Increasing the use of video conferencing and reducing business travel also has a positive impact.

In 2011 Doosan Babcock was one of the first companies in the UK to achieve ISO 14064 verification. The standard covers the quantification and reporting of greenhouse gas emissions and removals. Since then we have verified our data on an annual basis, not only does this allow us to confidently substantiate our own emissions claims, crucially it also helps us to target specific sources of emissions to mitigate.

We pay particular attention to waste management throughout our operations, reusing and recycling 88% of our waste generated in 2014. We achieved zero waste to landfill at our Renfrew facility through a pilot scheme that involved selecting more appropriate waste contractors, and increasing employee awareness of how to reduce waste. We aim to roll out our improved waste management policy across all our facilities in 2015.

Constantly looking for new opportunities to reduce waste, we are researching the use of anaerobic digestion and composting of biodegradable wastes with several of our waste contractors, reducing waste to landfill.

In addition, successful trials have proven that we can reduce the environmental impact of the disposal of marine waste generated from using sea water as a coolant at most of our customers’ power stations. Previously, most marine waste was sent to landfill, but the results of our trial indicate that marine waste can be successfully processed into a fertiliser for soil. The pilot reduced disposal costs and diverted all marine waste from landfill. It has also enabled our customers to better meet the waste minimisation requirements of their IPPC Environmental Permits.

2012 2013 2014

Waste (t) Reuse 0 0 0

Recycle 129 108 185

Incineration 0 0 14

Landfill 194 163 5

Other 0 0 7

Total 323 271 211

Water for our operations is only drawn from municipal sources; three UK facilities use over 99% of our water. The main impact on our total water use and one which is largely fixed is associated with running our Clean Combustion Test Facility. Although we take every effort to use water efficiently, increased R&D work at our test facility increases our water consumption.

2012 2013 2014

Water use (m3) 59,892 76,134 82,876

Case study: Ratcliffe-on-Soar, UK

Customer: E.ON UK

Project type: SCR retrofit

Contract award: 2008

In 2008, E.ON contracted Doosan Babcock to retrofit the four 500MW boiler units at Ratcliffe with selective catalytic reduction (SCR) technology. The contract required the duration of the four tie-in outages to decrease over time.

Achievements: Substantial phases of the project were completed ahead of schedule, with the project fully completed in 2014. Investment and integration of emission control equipment will deliver Industrial Emissions Directive (IED) compliance, and reduce NOx emissions 46%.

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Benefiting the environment through innovationIt is through our delivery of engineering solutions for our customers that we can affect the greatest environmental impact. From providing customers with boiler fuel conversions to use lower-cost, cleaner fuels, through to installing emissions reduction technologies, we seek to maximise the performance and efficiency of our customers’ power plants throughout their lifecycle. In 2014 our innovative product solutions were responsible for reducing CO2 emissions by 15,000,000 tonnes.

Our fuel conversion technology allows our customers to access lower cost fuels and reduce carbon emissions. For instance, biomass energy produces a fraction of the carbon emissions of fossil fuels and can also support local industries and local economies.

Doosan Babcock’s emissions reduction work assists utility companies in meeting increasingly stringent regulatory pressures regarding environmental emissions. We do this by increasing the optimisation of combustion systems, installing NOx reduction technologies such as low NOx burners, and introducing post or secondary combustion reduction technologies to comply with some of the toughest emissions regulations worldwide. Innovation is a key focus, and we continually strive to develop new and modern technologies at our research and development centre in Renfrew, Scotland, in order to meet our customers’ increasing demands for clean power generation.

Efficiency upgrades are also part of our key offering to clients, in order to improve their environmental performance. As equipment degrades over time, we provide repairs and replacements to maintain and improve performance and efficiency.


Supply chain New suppliers are evaluated against our revised pre-qualification questionnaire (PQQ) which includes questions related to CSR, HSE and Quality Management. 19 of our suppliers were qualified through this process in Q2-3 2014. However we recognise that the qualitative nature of the process means our supplier evaluation is currently subjective. In an effort to make this process more robust, we aim to develop a scoring system in 2015, which will determine a threshold for minimum requirements.

In order to evaluate the performance of our existing suppliers, we have developed a performance evaluation procedure in 2014, within which HSE performance carries a 20% weighting of the overall score. After a successful pilot on one of our projects and approval by our audit team, we aim to roll out the procedure across all our supplier projects and feedback the suppliers’ performance to the supplier record, which will enable our buyers to better consider our suppliers’ performance when awarding new contracts.

Our Purchasing Supply Management programme continually analyses our supplier spend, and enables us to implement solutions to lower our cost base in a way that mutually benefits Doosan Babcock as well as our suppliers. By reducing and consolidating the number of organisations that supply us with a specific commodity, we can adopt a more strategic approach to managing our supplier relationships, and can more effectively embed CSR and other requirements into our supplier framework agreements. This formalised approach eliminates the need for case-by-case negotiations with suppliers on price and contractual conditions, therefore providing them with more long-term certainty and stability; an approach that is particularly beneficial for the SMEs with whom we contract.

Using our Purchasing Supply Management programme we have reduced the number of contractors providing Doosan Babcock’s UK Domestic Transport from 50 to one. Kühne & Nagel, our chosen contractor, has become our strategic partner with a highly developed quality management, HSE and CSR approach that is aligned to our own approach. Streamlining our operations in this way has also reduced our own costs.

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Health & SafetyDoosan Babcock operates in highly regulated safety critical industry sectors. Safety is our license to operate. We are committed to Zero Harm – where there is nothing so important that means any job we undertake cannot be undertaken safely.

Our QHS&E policy is supported by integrated HS&E Management systems, supplemented by a comprehensive suite of Occupational Health and Safety related Business Operating Procedures. In practice, we believe in leading by example; visible leadership is a fundamental part of our approach.

From senior management to work face operatives we invest heavily in Health and Safety training. We have a national contract with the Skills Funding Agency (SFA) for training delivery, audited and measured by OFSTED.

Cairnhill Structures, a SME based in Lancashire, is a structural steel supplier that has been extensively utilised across Doosan Babcock. We have worked in partnership with the company to support them in developing quality plans and welding procedures to meet Doosan Babcock and ultimately our customers’ requirements in the nuclear sector.

Safety is our licence to operate

Award winning HS&E delivery across a portfolio of safety critical sectors

Thermal

Oil and Gas

Pharmaceutical

Petro-Chemical

Nuclear


Doosan Babcock Health & Safety performance 2012 2013 2014

Fatalities 0 0 0

Dangerous occurences R 0 2 0

Reportable injuries R 3 5 2

Lost time injuries O 4 0 1

Recordable Injuries O 23 13 12

First aid injuries 60 68 74

All injury frequency rate R 0.07 0.05 0.02

Recordable injury frequency rate O 0.41 0.27 0.25

Incidence rate R 184 114 55

First aid injury rate F 0.96 1.39 1.96

Total injury frequency rate T 1.4 1.66 1.81

F FAIR, O OHSA, R RIDOR, T TIFR

Given the project-based nature of our products and services, Doosan Babcock has both direct and indirect employees permanently spread across our global sites. Clear and consistent communications are vital to maintain the safety culture and ensure our policies are understood, as is a focus on world class training.

Doosan Babcock is an IOSH licensed training provider for the nationally recognised qualification “Managing Safely”, to date over 2,000 of our employees have successfully attained this certification, from Director level to work face operatives. Amongst our apprentices, where there is a great opportunity for safety culture to be developed early in a career, we work with the Skills Funding Agency (SFA) for training delivery. Audited and measured by OFSTED against national standards, we have received benchmark grading for our training programmes.

Acknowledging that collaboration and sharing best practice is a key component of continuous improvement, in November 2014 Doosan Babcock chaired the first UK wide Energy UK Conference, attended by over 60 stakeholders from across industry. They came together to discuss practical solutions that address Health and Safety requirements of generators. The conference was highly praised and has now become a permanent fixture in the forums calendar.

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We recognise the health of our employees underpins a culture of safety and wellbeing. Using a professional third party health provider, we have an established health surveillance programme in undertaking routine health assessment of our employees in relation to health risks encountered in the workplace to manage potential health risks and detect early signs of work-related ill health. All our employees have access to professional Occupational Health Services.

Recognising a safety milestoneAndy Hunt, CEO of Doosan Babcock, presented David MacDonald, Head of Remote Operations, with his IOSH Managing Safely Certificate. This is the 2,000th Managing Safely Certificate Doosan Babcock has awarded to our employees, our customers and partners. This underpins and demonstrates our commitment to zero harm.

Alan Robertson, Director Nuclear Technology Services said, “David and his team of specialists are highly qualified and experienced but additional training is an on-going commitment and a business requirement. Dave’s Doosan Competency Model development plan identified that an IOSH Managing Safely course would help strengthen his knowledge of safety risk management processes and leadership. This investment in training supports David’s development needs. It also supports our commitment to Health and Safety and is part of our value offering to our customers. It is a good example of growing and developing our people in order to grow our business, and making it safer.”

10 million hours LTI-free at GrangemouthDoosan Babcock has achieved a significant HSE milestone at Grangemouth by reaching 10 million hours without a lost time injury (LTI). This was a fantastic achievement considering the complex and labour intensive works currently being carried out at Grangemouth. It is an example of our staff delivering the highest quality work without ever compromising safety; this would not have been possible without the dedication of our employees at the site, as well as across the wider company.


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Rewarding top performanceLinking our own safety performance to providing benefit to local communities, our Ratcliffe-on-Soar team awarded £11,000 to the Rainbows Children’s Hospice in Loughborough. The team achieved 300,000 man hours during this intensive phase of works whilst recording only two minor incidents, despite undertaking the work in challenging circumstances, between two fully operational units.

In the past three years Doosan Babcock achieved 1.85 million man hours without a serious incident and a total of £24,200 has been awarded to the Rainbows Children’s Hospice. The Hospice cares exclusively for ‘life limited children’ and their families. Several members of the team have visited the local facility and witnessed the nobility of the efforts of the staff and volunteers at the Hospice. The feedback these visiting groups have provided to their colleagues has been instrumental in maintaining the impetus of the award scheme.

Continuous improvementOur Human Performance Programme aims to enhance our performance and prevent errors in everything we do by reducing accidents, losses, re-work and costs, and improving standards and behaviours. This links to our goal of zero harm. We call this programme focus2zero.

We concentrate on reducing predictable human error by identifying common risks, such as distractions, lack of preparation, inexperience, poor communication and time pressure. Our Error Prevention Tools help to minimise the instances of predictable human error, therefore assisting our pursuit of consistently high quality standards, and zero harm.

Looking forward, our new HSE Improvement Strategy for 2015 to 2017 has been developed to improve accountability for HSE across the whole business, and to transition towards a model of continuous improvement. Aligned to our core business plan, the HSE Improvement Strategy focuses on seven key themes and will be executed using a three-tier approach: a three year overview, a KPI tracking, and a 90-day structured plan. Performance against our HSE Improvement Strategy will be publicly reported in Doosan Babcock’s annual CSR reports from 2015.

Ethics and fair operationsDuring 2014, as part of our commitment to conducting business with integrity and transparency, Doosan Babcock updated and incorporated its Code of Ethics policy within the CSR Policy, bringing together the existing procedures into one clear framework policy covering all areas of the company’s operations. Our standards underpin the behaviour we expect from our employees and seek to build and maintain first class reputation and relationships.

Doosan Babcock’s Anti-Bribery and Corruption Policy was developed following a comprehensive companywide assessment of risks in relation to the company’s business activities, meeting the requirements of the UK Bribery Act 2010. The policy establishes a clear statement of the top level commitment to zero tolerance of bribery and corruption of all kinds and to ensure compliance with local laws where we operate. The policy includes practical guidance, helpful tips and “do’s and don’ts”, helping our employees to understand the policy in context of their day to day activities.

To successfully implement the policy we believe in our senior management team leading from the top. When the policy was introduced, over 300 of our management team were trained. In 2014, webinar training was provided for 1,400 employees, helping them to recognise the type of offences our policy seeks to address and how to practically comply with a zero tolerance approach.

We operate a whistleblowing policy that provides a procedure for handling concerns and a channel to report issues to senior management. In 2015, we aim to launch companywide communications channels that provide a means for our employees to report any concerns.

IMAGE RIGHT: 2014 Safety Performance Scheme money is donated to

Rainbows representative Caroline Rossin.

LEFT TO RIGHT: David Johnson (Ratcliffe Plant Manager),

Dr Les King (Technical Advisor), Geoff Tonge

(Ratcliffe Project Sponsor) and Neil McCallum

(VP – PC Boiler Business)


Responsible Engagement Contributing to the communities surrounding Doosan Babcock’s operations and offices is part of our responsibility as a corporate citizen. Our goal is to develop and grow alongside society, as a trusted partner.

Although our activities can, in some cases, have an impact on society and the environment, we also have an opportunity to positively influence our local communities. By responding to the needs, interests and concerns of local communities, which of course include our own employees, and through a broad range of community initiatives, charitable giving and volunteering, we seek to create value for society.


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At Doosan Babcock we support a decentralized approach; each location decides how best to support its local community. This ensures that our community activities are locally relevant and assist in meeting real needs.

We encourage employees to propose local charities and community organisations, which they would like to support. We then work with the organisations selected to identify activities that will add value and meet their specific needs. For example, through our annual Doosan Day of Community Service in 2014, our employees chose to support a variety of beneficiaries including local schools and activity centres, and also raised £10,000 for breast cancer research.

Throughout the year, our employees are further encouraged to enhance our Community Blueprint commitment by supporting local events including skills fairs, cultural and social events. We sponsor local sports teams and champion personal sporting achievements, in an effort to make healthy activities accessible to people of all ages and abilities.

Looking forward to 2015, we have made a formal commitment to organise our Day of Community Service twice a year. We also intend to develop measurement criteria to help us measure the success of community and social initiatives.

Doosan Day of Community Service 2014In 2014, our employees in the UK, Germany, Poland and the Czech Republic took part in Doosan’s annual Day of Community Service, which involves supporting local charities and community organisations in a meaningful way.

Notably, our team in the Bristol office in South West England, supported a children’s hospice, which provides care and assistance to children and their families from across the region. Doosan Babcock’s volunteers engaged in fundraising activities and donated a range of goods to the hospice’s charity shops in the region. Employees also hosted a party for the children.

Our Tipton office team, in the West Midlands, provided some highly valued support to the Lodge Primary School for underprivileged children in Sandwell. Volunteers worked with teachers and children to create a sensory garden and mud kitchen for its ‘early years’ pupils. Furthermore, our Selby office team, in North Yorkshire, collected unwanted clothing, textiles and shoes in support of Yorkshire Air Ambulance, a charity particularly close to the hearts of workers since one of its paramedics saved a colleague’s life earlier in the year. Alongside, teams in Poland and Germany raised funds for animal rescue shelters.


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“Wear It Pink”In 2014, the Doosan Day of Community Service also coincided with the “Wear It Pink” initiative to raise money and support for the Breast Cancer Campaign, which funds ground-breaking research into the disease. Employees who were not involved in external volunteering activities were encouraged to donate £2 to wear their favourite pink attire to work. Participants raised £10,000 for the Institute of Cancer Sciences at the University of Glasgow. Members of Doosan Babcock’s Renfrew Facilities team were invited to present the cheque, having entered into the fundraising spirit by wearing pink ‘onesies’ in support of “Wear it Pink” and carrying collection buckets throughout the day.

Following the huge success of our Community Day, Doosan Babcock has made a formal commitment to support two events each year. We will aim to improve data collection and ensure the efforts are maximised to their best effect, recording hours, donations raised and employees involved.

Doosan Babcock employees from our Bristol Office volunteering for the Doosan Day of Community Service

Inaugural Doosan Day of Community Service at Renfrew, Scotland in October 2014

Doosan staff volunteering at Lodge Primary School, Tipton for the Doosan Day of Community Service


We are encouraged that our Doosan Day of Community Service has been perceived positively by our customers and partners. EDF Energy contributed to the success of our initiative by allowing our employees working on EDF Energy sites to attend our volunteering initiatives.

“We were determined to complete the job and teamwork was the order of the day. We developed a great rapport across the team, which included all age groups, with everyone pulling together to get the job done. This just goes to show that no challenge is too big if you employ a little determination and team spirit. We certainly had our spirit of Inhwa with us on the day!” says one UK volunteer.

“We are so grateful to the wonderful team at Doosan Babcock,” says Janey Hellmen, Corporate Partnerships Fundraiser for the Children’s Hospice South West. “The clothing collected to be sold in our local charity shops will raise much needed funds to support our work and the children had a fantastic time at the party.”

“Kelli suffers from neuroblastoma and her father, Tom, has a brain tumour,” explains Pauline Knight, Secretary to the Asset Support Director & Operations Support Manager, based in Tipton. “Due to his condition, Tom has not been able to spend any time on the garden and he wanted a play area for his daughter.”

Community Blueprint – Local initiatives Although our business is international, it is important for us to recognise our local roots. As well as supporting a variety of continuous community activities, we also support individual employees in their charitable endeavours.

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Continuous contribution towards a common goal We continue to support teams involved in various volunteering and fundraising activities. Notably, our local team at Essar Stanlow raises funds for the West Cheshire Food Bank. Since the outage of one of our boilers in 2014, the team has nominated the food bank its “boiler outage charity”.

The Food Bank receives donations if Doosan Babcock meet our lost time injuries target. In 2014, a number of Doosan Babcock business partners also pledged their support, including our customer Essar Stanlow, which matched the amount raised by Doosan Babcock up to a total of £1,000. In total, the £2,937 raised was presented to the West Cheshire Food Bank at the Boiler 26 Weekly Safety Draw.

In addition, in Tipton, West Midlands, the team has been organising craft skills taster sessions for unemployed people in the Job Centre Plus and Department of Work and Pensions. In Gateshead, in the North East of England, we also support the Age UK Day Centre, where local employees help to run the centre for a day, including providing and serving afternoon tea.

New creative ways to add value 2014 marked the beginning of a variety of initiatives. Volunteers from our Crawley office, in South East England, helped to turn the local public park from an unappealing social space into an attractive area for local businesses that use the park. Employees in Tipton, in the West Midlands, also took part in the Marie Curie Blooming Great Tea Party, which is a national charity event to raise funds to allow Marie Curie Nurses to continue to provide more free care to people with terminal illnesses in their own homes.

Volunteers from the Doosan Babcock Crawley office share their thoughts on the park regeneration project:

“I really enjoyed yesterday as it was nice to feel like we were doing something to help the area and based on what it looked like when we arrived, compared to what it was when we finished I think we all achieved a great deal!”

“It was a very rewarding day! It has inspired me to look at doing some volunteering in my own time.”

“It was good to get stuck into a different type of work for a change and rewarding to do something positive for the environment and the local business community.”

Moreover, some employees have taken personal initiative to embrace Doosan’s Community Blueprint commitment. Doosan Babcock’s Middle East team successfully completed the Dubai Half Marathon, raising more than £1,000 for the Al Noor Training Centre for children. Other sporting endeavours included a Doosan Keltbray Consortium team member’s participation in June’s Rhyl Race for Life in aid of cancer research. They raised over £2,500.


2015 and BeyondIn 2014 we have aligned and defined our CSR programmes. We must now take the next steps in our journey as we seek to further demonstrate the commercial sense and rationale behind CSR at Doosan Babcock, with sustainability at the heart of everything we do.

Looking towards 2015 we need to further validate our CSR credentials. While maintaining our focus on our industry leading apprentice and graduate schemes, we will offer further support to our STEM ambassadors, recognising the critical role they play in developing the skills our industry will need in the future.

In terms of our own environmental impacts, we will continue to drive incremental positive change to deliver on a 20% CO2 emission reduction by 2020. We will deliver positive environmental improvements for our customers through further investment in research and development, and innovative process and service improvements.

We will support our people and our local communities through our global days of community service and further support our supply chain in influencing a partnership approach to CSR.

Notwithstanding an already excellent health and safety performance across our operations, in 2015 we will roll out a three year HS&E Improvement Strategy, just one tangible example of our commitment towards continuous improvement.

Corporate Social Responsibility is all about people doing the right thing. At Doosan Babcock we have the talented people to bring our programmes to life, demonstrating that doing the right thing is good for our people, our communities, our customers and for the future of our business.

Simon Hopkins HSE & CSR Director | Doosan Babcock

Doosan Babcock | Corporate Social Responsibility Report 2014Doosan Babcock | Corporate Social Responsibility Report 2014

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About this ReportDoosan Babcock’s CSR Report 2014,

published in April 2015, sets out our approach and performance against our CSR Strategy.

The report is not externally verified.

Report Scope and BoundaryUnless stated otherwise, information in this report relates to the

calendar year 2014 and Doosan Babcock’s own operations in the UK.

Defining Report ContentThis report contains Standard Disclosures from the

GRI Sustainability Reporting Guidelines, G4.

We apply the guidelines and associated indicators to report relevant economic, social and environmental impacts. We used an externally

facilitated materiality process to inform the content of this report.

If you have any questions or feedback on our report we would be pleased to hear from you.

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www.doosanbabcock.com

Doosan Babcock LimitedDoosan House, Crawley Business QuarterManor Royal, Crawley, West SussexRH10 9AD, United Kingdom

Tel: +44 (0) 1293 612888

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