4 corporate responsibility objectives - cobham plc · 4 corporate responsibility objectives 5...
TRANSCRIPT
Contents
1 MessageFromTheChiefExecutive
2 OurStructure
4 CorporateResponsibilityObjectives
5 CorporateResponsibilityManagement
5 BusinessEthics
6 Employment
EqualOpportunity
EmployeeDevelopment
EmployeeRelationsandEmployeeRepresentation
Pensions
Redundancies
9 Health&Safety
Health&SafetyPerformance
OccupationalHealth
11 Environment
EnvironmentalManagement
EnvironmentalImpacts
Energyconsumption
WaterConsumption
WasteGeneration
SupplyChainImpacts
14 Community
15 ReportingScope,MethodologyandVerification
ReportingScope
ReportingPrinciplesandMethodology
OrganisationforDataCollectionandConsolidation
Verification
Feedback
FrontCoverImage
1. CoastwatchDash8silhouetteovertheGreatBarrierReef,Australia2. CobhamapprenticeswinEEFawardsforSouthWestEnglandintheUK3. CorporaterunforLeukaemiaandLymphomaSocietyintheUS4. SponsoringtheGreatNorthAirAmbulanceintheUK5. SupportingWhaleandDolphinResearchinAustralia6. RedArrowshostedbyCobhammeetAirCadetsintheUK
Profile
Cobhamplcisaninternationalcompanyengagedinthedevelopment,deliveryandsupportofadvancedaerospacesystemsintheair,onland,atseaandinspace.
Thecompanyhasfivetechnologydivisionsandoneservicedivisionthatcollectivelyspecialiseintheprovisionofcomponents,sub-systemsandservicesthatkeeppeoplesafe,improvecommunicationsandenhancetheperformanceofaerospaceanddefenceplatforms.
1CorporateResponsibilityReport2005
ThisisCobham’sthirdCorporateResponsibilityreport,andcoversthefinancialyear2005.
ThestrategicreviewannouncedinSeptember2005determinedthatCobhamwouldfocusonareaswhereitcanexploitandenhanceitstechnologicalleadershipinhigh-growthsegmentsoftheaerospaceanddefencemarket.
Theoverallobjectiveofthestrategyistoenhanceshareholdervaluethroughaccelerated,profitablegrowth.ThetransformationofCobhamwilltakeatleastthreeyearstoimplementbasedon:
Focusingtheportfolioofcompaniesandincreasinginvestmentintechnology
BuildingonthecapabilitiesofpeopleacrosstheGroupandcreatinganenvironmentwhichencouragesperformanceandrewardscollaboration
UsingbestpracticefromacrosstheGroupandelsewheretodriveoperatingperformanceandreleasefundsforre-investment
TohelpachievetheseandrelatedGroupgoals,Cobhamhasaninternalframeworkofpoliciesandmeasurestoenablecompaniestooperateinaneconomically,environmentallyandsociallyresponsibleway.ThesepoliciescovertheGroup’sapproachtobusinessethics,fraud,equalopportunities,health&safety,environment,communityinvolvementandwhistleblowing.Policiesareregularlyreviewedandupdated.
ThisCorporateResponsibilityReportcoversover92%byturnoverofCobham’swhollyownedsubsidiaries.
Cobham’scommitmenttoCorporateResponsibilitywasreinforcedinJune2005whenitbecameasignatorytoapioneeringSustainableAviationinitiativesponsoredbytheSocietyofBritishAerospaceCompanies(SBAC).Itisthefirstnationalsustainabilitystrategyeverproducedfortheaviationindustryandestablishesthemechanismsformonitoringandreportingonprogresstowardstheeightgoalsand34detailedcommitmentsthataresetoutinthereport.ThedeliveryofthegoalsandcommitmentsoutlinedinSustainableAviationisalong-termprojecttowhichCobhamiscommitted.InparticulartheaimistoensurethattheGroupmakesapositivecontributiontotheskills,
MessageFromTheChiefExecutive
knowledgeandmotivationofallemployeesandprovidesasafeandhealthyworkenvironment.
CobhamhascollectedCorporateResponsibilityinformationforthreeyearsand
ImprovedtherelevanceofthedatacollectedtotheGroup’skeyimpacts
Improvedthetimelinessandaccuracyofreporting
IncreasedcommitmenttoCorporateResponsibilitythroughouttheGroup,and
ProgressedwiththeinternalCRAuditProgramme
Iampleasedtoannouncethathavingtakentheabovestepswearenowreadytosettargetsforthefirsttime.During2006andbeyondwewillbemeasuringourprogressagainstthesetargetsandreportingonourachievements.
AllanECook
ChiefExecutive
31May2006
5CorporateResponsibilityReport2005
AllCobhamsiteshaveanenvironmental,humanresourceandhealth&safetyrepresentativewhoreportstotheiron-siteCorporateResponsibilityfocal.ThereisatwowaydialoguebetweensiterepresentativesandCobham’sCorporateResponsibilityCo-ordinator,whoreportstotheDirectorofSpecialProjects.WithsupportfromGroup
functionsincludingHR,Communications,InsuranceandRisk,theDirectorofSpecialProjectsreportstotheChiefExecutive,whohasoverallresponsibilityforCorporateResponsibilityperformance.TheBoardtakesaccountofCorporateResponsibilityissuesinitsAnnualRiskAssessment,andmonitorsprogressthroughouttheyear.
CorporateResponsibilityManagement
Cobhamiscommittedtocomplyingwithlegislationinallthecountriesinwhichitoperates.Cobham’sEthicalBusinesspolicyisacodeofconductwhichexpectsallemployeestocarryoutbusinesswithhonesty,integrityandfairness.TheCobhamEthicsandWhistleblowingpolicyareregularlyreviewedandupdated.
BusinessEthics
ItisvitaltothesuccessofCobhamanditssubsidiariesthatitsreputationismaintainedamongcustomers,businesscontacts,competitorsandthewidercommunity.Cobhamanditssubsidiariesrecogniseitsresponsibilitiestoallthosehavinganinterestinthebusinessandiscommittedtoconductingitsbusinessinanappropriateandethicalmanner.
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In2005,Cobhamemployedanaverageof11,105peopleonfivecontinentswithmajorpopulationcentresintheUK,continentalEurope,theUSandAustralia.TheGroupiscommittedtopersonalandprofessionaldevelopmentandtothisend,CobhamappointeditsfirstGroupDirectorofHumanResourcesinNovember2005,reportingdirectlytotheChiefExecutive.ThepositionisresponsibleforthedesignandimplementationofaHumanResourcestrategyinsupportofCobham’soverallbusinessgoalsandobjectives.
Theaveragenumberofemployeeshasincreasedfrom9,863in2004to10,715in2005,thisisdueinthemaintoacquisitionsin2005.Wages,salariesandsocialsecuritycostsrosefrom£290min2004to£331min2005.
EqualOpportunity
TheGroup’semploymentpoliciesincludeacommitmenttoequalopportunitiesregardlessofsex,race,colour,nationalityorethnicorigin,disability,andotherformsofdiscrimination.Withregardtoemployeeswhobecomedisabled,thepolicyistotakeallreasonablesteps,includingretraining,toensurethattheycanremaininemploymentwhereverpracticable.
Employment
EmployeesbyGeographicRegion
EmployeeAge
EmployeeYearsofService
7CorporateResponsibilityReport2005
EmployeeDevelopment
TheimportanceofemployeedevelopmentandtrainingisrecognisedandGroupbusinessesarerequiredtoencourageemployeestotakeadvantageofavailableandrelevanttrainingprogrammesaswellasopportunitiesforadvancement.Majorlearninginitiativesin2005coveredleanmanufacturing,leadershipdevelopmentandInformationTechnology.
In2005,56%ofemployeesreceivedtraining1.Vocationaltrainingsuchasengineeringandaircrewtrainingconstitutedthehighestproportionoftrainingdeliveredat45%,with13%dedicatedtopersonaldevelopmentandafurther12%toHealth&Safety.Learningwasdeliveredinanumberofwaysfromon-siteclassroomtrainingtoattendanceatexternalcoursesandseminars.
AnumberofsignificantdevelopmentsinthisareaoccurredacrossCobhamin2005,including;
FormalperformancemanagementprocesseswereintroducedatanumberofbusinessesacrosstheGroup
CarletonLifeSupportSystemsInc(US)introducedformalSixSigmatrainingprogrammes
FormalgraduatedevelopmentprogrammeintroducedatFlightRefuellingLtd(UK)
LeadershipdevelopmentprogrammesintroducedatanumberofbusinessesacrosstheGroup
Aformaleducationsupportpolicywasintroducedin2005inOrionElectronicsLtd(US)toenableemployeestocontinuetheireducationbeyondthesecondarylevel
Employment(continued)
GenderDiversity TrainingHoursbyTrainingType2005
1Trainingdatarepresents83%ofemployees.TrainingdataexcludesREMECDefense&SpaceInc.Wheredataisnotdirectlymeasuredestimateshavebeenmade.
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Lookingahead,inthecomingyearCobhamwillrolloutGroupwideprogrammemanagementtraininganddevelopastrategyformanagingitskeytalent.
EmployeeRelationsandEmployeeRepresentation
TheGroupencouragesemployeeparticipationandconsultationatalllevels.Suchanapproachfacilitatesthedevelopmentofnewideasandpracticesthataddvaluetothebusiness,promotescommitmentandhelpstofocuscompanyandemployeeexpectations.In-housenewsletters,companyannouncementsandteammeetingsallplayapartinthisprocess.
UKemployeesaregiventheopportunitytobecomeshareholdersinthecompanythroughtheCobhamSavingsRelatedShareOptionScheme(2004)andtheCobhamShareIncentivePlan.
InsupportofmaintaininggoodemployeerelationstheGroupundertookthefollowingactivitiesandinitiativesin2005:
Employment(continued)
EmployeesatisfactionsurveyswerecarriedoutinanumberofbusinessesacrosstheGroup
LongServiceAwardscontinuedasawellestablishedmeansofrecognisingemployees’contributiontoCobham’ssuccess
FRAviationLtd(UK)obtainedanInvestor’sinPeopleaccreditation
Greaterattentionhasbeenplacedontheimportanceofcommunication,withtheappointmentofanewGroupDirectorofCommunicationsduringtheyear
Pensions
During2005theGroupmadenormalcontributionstoitsdefinedbenefitsschemesof£3.4minexcessofthecurrentservicecostsasassessedunderIAS19.Inaddition,aspecialcontributionof£24mwasmadeina
withdrawalagreementwithCobhamPensionPlantrusteesrelatingtothedisposalofFRHiTEMPLtd.CobhamremainscommittedtothesupportofthepensionschemeswithintheGroupandcontinuestoworkwiththetrusteesofthoseschemestoensurethatdeficitissuesaredealtwithappropriately.
AlloftheGroup’sdefinedbenefitpensionschemesareclosedtonewentrants,althoughalternativedefinedcontributionschemeshavebeenofferedinallcases.
Redundancies
2005sawamajorrestructuringofCobham’sorganisationwhichledtotherecruitmentofnewemployees.Thereweresomejoblossesin2005.Cobhamworkstominimisejoblossesthroughredeploymentandwhereredundanciesareunavoidable,supportsthoseaffectedthroughconsultation.
Cobhamapprentices,JackPrescottandRobinLane,winnersof1stand3rdplaceoftheEEFApprenticeoftheYearAwardforSWEngland
9CorporateResponsibilityReport2005
NothingcomesbeforesafetyinCobham,anethosthatextendstothemanysafetyrelatedproductstheGroupproduces.CobhamrequiresallbusinessestomaintainHealth&SafetysystemsthatarebothcompliantwithCobhampolicyandappropriatetothebusiness.Newstaffreceivegenericandjobspecificsafetytraining,withongoingsafetytrainingundertakenasnecessary.
EachoperatingcompanyisrequiredtosubmitanannualreportonitsHealth&SafetyperformancetoGroupHQ,theresultsofwhicharereviewedbytheBoard.
SignificantprogresshasbeenmadeacrossCobhaminthedevelopmentofHealth&Safetyprogrammes,withauditsundertakenbyarangeofexternalagenciesincludingretainedconsultants,insurersandhealthandsafetyauthorities.
ACorporatereviewofHealth&Safetypolicyandprocessescommencedin2005.TheobjectiveistohelpidentifyopportunitiesforimprovementandpromotetheadoptionofbestpracticeacrosstheGroup.
Highlightsin2005include:
ASteeringgroupmadeupofseniorcorporatemanagersisperformingaGroupwideHealth&SafetyReviewofpolicyandprocess
CobhamhelditsfirstUSRiskManagementSeminarwhichwasattendedbyallmajorCobhamcompaniesandcoveredsafety,healthandlosspreventiontopicswithexternalspeakersandbestpracticeworkshops
ContingencyanddisasterrecoveryplanswereexercisedandimprovedintheUS,withsafetybunkersestablishedbyoneCobhamcompanytoproviderefugeagainsthurricanes
InAustralianewfatigueandshiftworkpolicieswereimplementedandasafetyforumestablishedtoimprovecommunicationandinvolvement
Health&SafetyPerformance
Thetotalnumberofreportableinjuriesremainedconstantat75.
Overallaccidentincidencerate2hascontinuedtoreduce(2004-694,2005-677),andhasremainedconsistentlybelowtheUKnationalaverageformanufacturing.
Byfarthemaincausesofinjuryat32%aretheactivitiesofhandling,liftingorcarrying.Cutsbyknives,etc.cause9%,whilstslips,tripsorfallsonthesamelevelcause8%.
Health&Safety
2Incidentrateisthetotalnumberofreportableinjuriesmultipliedby100,000dividedbytheaveragenumberofemployees.
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TheoccurrenceofmajorinjuriesacrosstheGrouphasalsoseenasignificantimprovementfrom2004.TherewasonemajorinjuryasdefinedbytheHealth&SafetyExecutive(UK)in2005whichinvolvedafallataUKmanufacturingsite,resultinginafracturedwrist.TheMajorInjuryRatehasaccordinglyseenaconsiderableimprovementfrom83majorinjuriesper100,000employeesin2004tonineper100,000in2005.Thenumberofdayslostduetomajorinjurieshasalsoreducedsignificantlyfrom222in2004tofourteenin2005.
OneminorfinewasimposedbyHealth&Safetyauthoritiesduring2005.ThisrelatedtoacontractorinjuryintheUSin2004whereitwasfoundbyOccupationalSafetyandHealthAdministration(OSHA)thatinadequateguidancewasprovidedtocontractorsononeofCobham’ssites.Anewcontractorsigninsafetyprocedurehasbeenintroduced.TherehavebeennofatalitiesorstatutoryimprovementnoticesorprohibitionnoticesissuedtoCobhamcompaniesin2005.
OccupationalHealth
Cobhamcompaniesprovidehealthchecksforemployeesexposedtothoseoccupationalhealthrisks.SeveralCobhamcompaniesprovideschemes,aimedatimprovingthewellbeingofemployeesbyprovidingopportunitiesforexerciseorgivingupsmoking.
Health&Safety(continued)
ReportableInjuries
MajorCausesofReportableInjuries
ReportableInjuryRate
MajorInjuries
MajorInjuryRate
DaysLostduetoMajorInjury
11CorporateResponsibilityReport2005
CobhamiscommittedtoprotectingtheenvironmentacrossallaspectsofitsbusinessoperationsandhaspubliclyreinforcedthisasasignatorytotheSustainableAviationinitiativeinJune2005.
Highlightsin2005include:
AfurtherthreeCobhamcompaniesachievedaccreditationtoISO14001in2005
Nearly9,000hoursofenvironmentalandproductlifecyclemanagementtrainingcarriedout
EnergyEfficiencyimprovedby5%
Waterefficiencyimprovedby24%
Wasteefficiencyimprovedby6%
Recyclingincreasedby7%
EnvironmentalManagement
Cobhamgroupcompaniesown,manageorleaseover1,160,000m2ofland,40%ofthisisinasensitivearea(sensitiveareaisdefinedasbeingincloseproximitytoasensitivereceptorsuchasawatercourse,waterabstractionpoint,designatedconservationareaorresidentialarea).EffectiveenvironmentalmanagementisrequiredtoensurecontroloftheGroup’senvironmentalimpacts.During2005,afurtherthreeCobhamcompanies,Cobham
DefenceCommunicationsLtd(UK),CheltonTelecom&Microwave(France)andSargentFletcherInc(US),hadtheirenvironmentalmanagementsystemsaccreditedtoISO14001.
Environmentaltrainingiskeytoensuringemployeesareawareoftheirresponsibilitiesregardingenvironmentalprotectionandlegalcomplianceissues.In2005nearly9,000hoursofenvironmentalandproductlifecyclemanagementtrainingwascarriedoutacrosstheGroup.
Cobhamcompanieshold99environmentalcontrollicencesorpermits.During2005thereweretenbreachesbyfourcompanies,sixwereduetobreachesoftradeeffluentconsent/wastewaterpermits.Thesecompanieshaveincreasedemployeeawarenessandchangedprocedures.Onecompanyisworkingwiththelocalregulatortominimisetheriskoffuturenoncompliance.TherewasonefineofUS$2,500duetoabreachofUSwastemanagementlegislation.Therewerenosignificantspills(significantisdefinedasspillsofoveronecubicmetre).
In2005,thereweresevencomplaintsagainstfourcompanies,allofwhichwereduetonoise.Allcomplaintswereinvestigatedandimmediateactionwasbeentakentominimisefutureincidencesofnuisance.
Environment
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EnvironmentalImpacts
Cobham’smostsignificantenvironmentalimpactshavebeenidentifiedbelowandtargetshavebeensettoimproveperformanceineacharea:
EnergyConsumption
WaterConsumption
WasteGeneration
Energyconsumption
87%ofCobham’stotalenergyuseisduetotheconsumptionofaviationfuelinitsaircraftoperations.Atpresent,aviationfueldataisnotnormalised,atargethasbeensettoenableCobhamtomonitortheefficiencyofaviationfueluse.Overallenergyefficiencyimprovedfrom5.7mGJ/£min2004to5.4mGJ/£min2005.
OtherenergyintensiveprocessesacrosstheGroupincludetheuseoffurnaces,autoclaves,wavesolderplantandcompressedair.However,manyGroupcompanieshaveimplementedenergysavinginitiativeswhichhaveresultedinenergyefficiencyinbuildingsandprocessesimprovingfrom180GWh/£bnin2004to141GWh/£bnin2005.
WaterConsumption
Inadditiontodomesticofficeusage,Cobhamhasprocessesthatareintensiveconsumersofwaterincludingcomponentcleaning,watercooledvacuums,coolinganddilutionprocesses,waterjetmachinesandaircraftcleaning.InitiativesacrosstheGrouphaveresultedinanimprovementofwaterefficiencyfrom226,805m3/£bnin2004to176,894m3/£bnin2005.
WasteGeneration
TheprincipalwastesproducedacrossCobhamareofageneralofficenature,withotherwastetypesbeingpackagingmaterialsandprocesswastessuchasmetals,metaltreatmentsolutionsandmachineoils.InitiativesacrosstheGrouphaveresultedinthevolumeofwasteproducedreducingfrom6,301tonnes/£bnto5,920tonnes/£bnin2005.Inaddition,thepercentageofhazardouswastehasreducedfrom22%in2004to10%in2005.
ThemajorityoftheGroup’swaste(67%)issenttolandfill.Thepercentageofwasterecycled,however,increasedfrom22%in2004to29%in2005.
Environment(continued)
EnergyEfficiency(excludingAviationFuel)
EnergyUse(includingAviationFuel)
WaterConsumption
13CorporateResponsibilityReport2005
Environment(continued)
WasteDestination
RecycledWasteTypesWasteGenerationSupplyChainImpacts
WhilstsupplierimpactsarenotunderCobham’scontrol,itaimstoraisetheenvironmentalawarenessandperformanceofsupplychainsthroughactivesupportofsectorsupplychaininitiatives.IntheUK,CobhamwasafoundermemberoftheSocietyofBritishAerospaceCompanies’EnvironmentalSpecialInterestGroup(ESIG).ESIG’sprincipleobjectiveistopromoteenvironmentalbestpracticeintheaerospacemanufacturingsupplychain.
ItcommunicatesonitemsofenvironmentalconcernandbestpracticetotheaerospacesupplychainbyholdingperiodicroadshowsandthroughinformationontheSocietyofBritishAerospaceCompanieswebsite(www.sbac.co.uk).
WildlifehabitatimprovementsatRacalAntennas(UK)resultedinabreedingpairofbuzzardssuccessfullyraisingtwooffspringin2005
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Asaninnovative,high-technology,globalcompany,Cobhamplciscommittedtobeingagoodcorporatecitizeninitsoperationsthroughouttheworld.TheGroup'spolicyondonationsistodirectitssupportprimarilytocauseswitheducational,engineeringandscientificobjectives,aswellastosocialcausesconnectedwiththeGroup'sbusinessandplaceinthewidercommunity.
During2005,charitabledonationsamountedto£51,469(2004:£37,320).With£14,400donatedtodisasterreliefappeals,£9,000tobusinessenterprisecharities,£6,000torescueandarmedservicescharities,and£3,000tohealthcharities.
IntheUKsupportwasgiventotheRoyalAeronauticalSociety(RAeS)lectures,RAFMuseumandtheInstitutionofMechanicalEngineers(IMechE)SchoolsAerospaceChallenge.IntheUS,GroupcompanieshavesupportedtheworkofUnitedWay,HabitatforHumanity,theSmithsonianNationalAirandSpaceMuseumandPurdueUniversity.InGermany,theGroupsupportedarangeoforganisationsincludingtheBrandenburgSummerFestival,WorldYouthDayandtheInternationalAirportRace.IntheNordiccountries,itsupportedanumberoflocalsportsandarts-basedprojects.
InresponsetothetsunamidisasterinsoutheastAsia,theGroupcontributedvitalaircraftandsupplies,transportingemergencysuppliesoffoodandwatertoareasthatwereotherwisecutoff.
Cobham’sresponsetothehurricaneKatrinadisasterwaslowprofilebutessentialtothedevastatedcommunitiesaffected.TheGroup’smobilecommunicationsequipmentenabledrescueservicesandassociatedagenciestocommunicateinareaswhereallcommunicationinfrastructurewasdestroyed.Employeegroupsmobilisedtheirsupportthroughfoodandclothingdrivesandraisingfunds.
TheGroupofferssupportinkindtolocalinitiativesincludingprovidingplacesonin-housetrainingprogrammes;donatingsurpluscomputerequipmentandfurniture;andofferingthefreeuseofmeetingroomsandpremises.
Cobhamhasalongandsuccessfulhistoryofcommunityinvolvementwhichitisdeterminedtomaintain.
Community
15CorporateResponsibilityReport2005
CobhamhaspublishedanannualCorporateResponsibilityreportsince2003.Eachyearthedatacollectionandreportingsystemshavebeenimprovedusingfeedbackfromthesystemusers,andotherstakeholders
In2004,CobhamreviewedtheGroup’skeyCorporateResponsibility(CR)Impactsusingbestpracticeguidelines.AquestionnaireusingspecifiedcommondefinitionsandreportingruleswasusedtomonitortheGroup’sCRperformancewithregardtoemployees,Health&Safety,theenvironmentandourlocalcommunities.
ReportingScope
Theenvironmentaldatapublishedinthisreportcovers59businessunitsrepresenting93%byturnover.TheHumanResourcesdatacovers62businessunitscovering87%ofCobhamemployees.ThesesitesrepresentthediverseactivitiescarriedoutbytheGroup,includingadministrativefunctions,manufacturing,assembly,sales,designandflightoperations.Jointventuresarenotincluded.
ReportingPrinciplesandMethodology
Cobham’sreportingprinciplesarebasedoncleardefinitions,commonunderstanding,anddirectmeasurementswherereasonablypracticable.
Dataiscollectedannuallyandcomparedyearonyear.Environmentaldataisnormalisedusingturnover(sales)figures,toaccountfordisposalsandacquisitions.
WhereitisnotpossibletodirectlymeasureaKeyPerformanceIndicator,estimateshavebeenmade.Theaccuracyofwastedataislimitedascalculationsatmanybusinessunitsinvolvesapplyingaweightconversionfactortoanestimatedvolume.
OrganisationforDataCollectionandConsolidation
CRrepresentativesateachbusinessunitcollectdatawhichisverifiedbythebusinessunitDirector.ThedataisthencheckedandconsolidatedbytheCRCo-ordinatoratGrouplevel.
Verification
CobhamiscommittedtoprovidingreliableinformationregardingitsCorporateResponsibilityperformance.Aninternalverificationprogrammebeganin2004,checkingcompliancewithcorporatestandards,monitoringsystemsandrawdata.During2005,thirteenbusinessunits,representing40%oftheGroupbyturnover,acrosstheUK,EuropeandtheUSweresubjecttotheverificationprocess.Anydataerrorsidentifiedarecorrectedinthetotalsfortherelevant
reportingyear.Businessunitsarerequiredtoprovideanactionplantoaddressanyrecommendationsmade,theactionplanswillbesubjecttoregularreviewatGrouplevel.
Feedback
CobhamhasmadealleffortstoreportitsCorporateResponsibilityperformancefullyandtransparently.Youropiniononthisreportiswelcome,alongwithanysuggestionsonhowitmightbeimproved.
PleasesendanycommentstoCR@cobham.com.
ReportingScope,MethodologyandVerification