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OUR PERFORMANCE

We are committed to reporting our progress against CSR targets as transparently as possible

  • Caring for our colleagues health, safety and wellbeing

    Safety is our number one priority. At the centre of our approach is the belief that ‘no one should be harmed when working or coming into contact with our operations’ proving that ‘We care about each other, our suppliers, our customers and the communities in which we do business.’ We have established a series of lagging and leading indicators to support EHS2025 that enable us to measure and improve our performance by implementing a range of solutions in the short, medium and longer term.

    We are also committed to our colleagues ongoing development and to protecting and improving their long-term physical and mental health and well-being. Like all progressive employers we want to see our colleagues enjoy long, varied and challenging careers, reach their full potential and help them to be productive. Productive, healthy and well colleagues deliver great service to customers, build stronger teams, make better decisions in meeting customers’ needs and will help us deliver our innovation and digital strategies.

    We are working to promote health and wellbeing across the organisation, invested in more training to develop leadership teams with the knowledge and skills to help colleagues improve their health and wellbeing. We continue to focus on our dedicated health and wellbeing digital platform ‘Fit 4 Life, Fit 4 Work’. This platform has helped us reduce the health age of our organisation, specific organisational health risks and understand better the wellbeing issues our colleagues face.

  • Working to create a diverse organisation

    We aim to be recognised as an open and engaging organisation where difference is valued, people are able to be their best and collaboration is fostered to benefit ourselves, our customers and our communities.

    We have an established cross-brand, cross-function Steering Group who have developed and are implementing a clear and detailed roadmap of our priorities based on four key areas: Leadership, Career Progress, Attracting the best and the Employee Journey. We know we have a lot of work to do across these areas to achieve our aim and are now implementing detailed action plans, and raising awareness with all colleagues to explain why it is important to our business and to help us achieve our goals in terms of being a diverse and inclusive organisation.

    • Follow our social media channels to follow our actions on Diversity and Inclusion
  • Safety: Our Zero Harm Goal

    Over the long term, we have made considerable progress in reducing accidents in our business. This progress shows our business is becoming safer. In 2010 our lost time indicator [TF1] was double our current rate and our total recordable incident rate [TF2] was: 13.59 – nearly five times higher than in 2017. As our safety culture has matured our rate of incident reduction has decreased, therefore our focus, in 2017, has been on raising awareness of the importance of having positive personal conversations with colleagues.

    These conversations focus on individual’s attitudes, behaviours and risks related to health and safety in their workplace – these positive conversations will help to further embed our culture. We have also prioritised communication, the development and skills of colleagues with safety leadership or responsibilities and on the further planning for how we will deliver our goals embodied in our EHS2025 Roadmap which sets out our ultimate aim of Zero Harm.

3 Commitment: Professional Growth

Indicators

  • Top Employer
  • Diversity
  • Safety
  • Wellbeing
  • Training and career development
  • Academic partnerships

Target:

TOP EMPLOYER RECOGNITION

2017
  • recognised
  • yes
2016
  • recognised
  • yes
2015
  • recognised
  • yes
2014
  • recognised
  • yes

Target Date:

2020


Status:

On Track

Target:

ZERO BUSINESSES WITH ENGAGEMENT SCORE <75%

2017
  • Businesses
  • 1 out of 15
2016
  • Businesses
  • 3 out of 8
2015
  • Businesses
  • 12 out of 15
2014
  • Businesses
  • 4 out of 17

Target Date:

2020


Status:

New

Employee engagement: The figures presented represent the number of businesses who undertook employee engagement surveys in that calendar year.

Target:

ABSENCE <2% BY 2020

2017
  • total
  • 1.9%
2016
  • total
  • 1.88%*
2015
  • total
  • 2.12%

Target Date:

2020


Status:

New

*2016 was the baseline for aggregates UK & Ireland absence rate

Employee Engagement: The figures presented represent the number of businesses who undertook employee engagement surveys in that calendar year.

Target:

GENDER DIVERSITY - TO HAVE 25% FEMALES IN MANAGEMENT ROLES BY 2025

2017
  • Non-management male
  • 81.7%
  • Non-management female
  • 18.3%
  • Management male
  • 83.4%
  • Management female
  • 16.6%
2016
  • Non-management male
  • 81.9%
  • Non-management female
  • 18.1%
  • Management male
  • 84.6%
  • Management female
  • 15.4%
2015
  • Non-management male
  • 82%
  • Non-management female
  • 18%
  • Management male
  • 85%
  • Management female
  • 15%
2014
  • Non-management male
  • 80%
  • Non-management female
  • 20%
  • Management male
  • 85%
  • Management female
  • 15%
2013
  • Non-management male
  • 83%
  • Non-management female
  • 17%
  • Management male
  • 87%
  • Management female
  • 13%

Target Date:

2025


Status:

Behind

*UK only

Target:

EMPLOYEES UNDER 26

2017
  • total
  • 9%
2016
  • total
  • 9.24%
2015
  • total
  • 11%
2014
  • total
  • 10%
2013
  • total
  • 7%

Target:

EMPLOYEES OVER 50+

2016
  • total
  • 34.9%*
2017
  • total
  • 35.3%*

*2016 was the baseline for publication of this data

Target:

EMPLOYEES RECRUITED DURING THE YEAR 50+

2017
  • total
  • 13.8%*
2016
  • total
  • 14.1%*

*2016 was the baseline for publication of this data

Target:

NUMBER OF EMPLOYEES WORKING BEYOND NORMAL RETIREMENT AGE

2017
  • total
  • 331 (1.8%)
2016
  • total
  • 1032 (615 FTE)

*2016 was the baseline for publication of this data

Gender Pay: In 2018 we will publish further details regarding gender based pay.

BITC Diversity Index: We did not participate in 2016, we will again in 2018 following the launch of our Strategic Diversity Roadmap.

Target:

ZERO LOST TIME INJURY RATE (TF1)

2017
  • total
  • 1.47
2016
  • total
  • 1.7
2015
  • total
  • 1.4
2014
  • total
  • 1.1
2013
  • total
  • 1.1

Target Date:

2020


Status:

On Track

Target:

ZERO TOTAL RECORDABLE INCIDENT RATE (TF2)

2017
  • total
  • 2.82
2016
  • total
  • 2.8
2015
  • total
  • 2.8
2014
  • total
  • 2.7
2013
  • total
  • 6.8

Target Date:

2020


Status:

On Track

Target:

BY 2020 TO HAVE REDUCED OUR TOP THREE ORGANISATIONAL HEALTH RISKS.

2017
  • Physiological
  • Down 15.3%
  • Diet Quality
  • Down 10.8%
  • Cardio Vascular
  • Down 4.8%
  • Alcohol Consumption
  • Down 17.5%
  • Sleep
  • Down 9.2%
  • BMI
  • Down 6%
  • Stress
  • Down 3.1%
  • Blood pressure
  • Down 14%
  • Cholesterol
  • Down 4.1%
  • Cancer
  • Down 5.4%
  • Smoking
  • Down 1.6%
  • Sedentary
  • Down 2.2%
  • Musculoskeletal
  • Down 2.0%
  • Diabetes
  • Down 2.5%
2016
  • Physiological
  • Down 15.1%
  • Diet Quality
  • Down 11.5%
  • Cardio Vascular
  • Down 11.4%
  • Alcohol Consumption
  • Down 10.4%
  • Sleep
  • Down 8.7%
  • BMI
  • Down 8.3%
  • Stress
  • Down 8.0%
  • Blood pressure
  • Down 6.9%
  • Cholesterol
  • Down 5.8%
  • Cancer
  • Down 3.6%
  • Smoking
  • Down 3.3%
  • Sedentary
  • Down 2.8%
  • Musculoskeletal
  • Down 2.0%
  • Diabetes
  • Down 1.8%

Target:

REDUCE THE HEALTH AGE [FITNESS] OF OUR ORGANISATION BY 4040 YEARS

2016
  • total
  • 1,360
2017
  • total
  • 2,788

Target Date:

2020


Status:

On Track

In 2017 the target was amended from 2,020 years by 2020, to 4,040 by 2020. This amendment was made as the initial target was exceeded in early.

Target:

10,000 EMPLOYEES ACTIVELY ENGAGING WITH THE EMPLOYEE HEALTH AND WELLBEING ONLINE PORTAL

2017
  • total
  • 7,815
2016
  • total
  • 6,123
2015
  • total
  • 4,295
2014
  • total
  • 2,025

Target Date:

2020


Status:

New

Target:

EMPLOYEES UNDERTAKING TRAINING DURING THE YEAR

2017
  • Total
  • 16,650
  • Total training hours
  • 157,181
  • Average training hours per employee
  • 9.49
2016
  • Total
  • 18,548
  • Total training hours
  • 145,228
  • Average training hours per employee
  • 7.83
2015
  • Total
  • 8,132
  • Total training hours
  • 155,264
  • Average training hours per employee
  • 9.19
2014
  • Total
  • 7,000
  • Total training hours
  • 147,000
  • Average training hours per employee
  • 8.64
2013
  • Total
  • 8,714
  • Total training hours
  • 137,899
  • Average training hours per employee
  • 8.16

Target:

TOTAL ANNUAL CAREER MOVERS

2017
  • total
  • 2,016
2016
  • total
  • 1,984
2015
  • total
  • 306
2014
  • total
  • 170
2013
  • total
  • 141

Target Date:

2020


Status:

On track

Employees Undertaking training: During 2016 we saw significant growth of digital training for colleagues.

Total Career Moves: This included a new scope in 2016 with data taking account of Functional mobility, Cross business mobility, Promotions and Step Progressions.

University Partnerships: We have partnerships with the following Universities based on key skill areas: Warwick; DMU; Loughborough University; Leeds University; Cranfield; Birmingham City; and Exeter (Camborne School of Mines).

Target:

A BITC BUSINESS CLASS RELATIONSHIP IS OPERATIONAL FOR EVERY BRAND

2017
  • Not measured in 2017
2016
  • total
  • 6
2015
  • total
  • 7
2014
  • total
  • 6

Target Date:

2020


Status:

N/A

2016 - Brands include: CTD/Weber/PAM/British Gypsum/Graham/Gibbs&Dandy/Delegation

Target:

AT LEAST 6 UNIVERSITY PARTNERSHIPS IN KEY BUSINESS AREAS

2017
  • total
  • 8
2016
  • total
  • 8
2015
  • total
  • 10
2014
  • total
  • 10

Target Date:

2020


Status:

On Track

University partnerships: We have partnerships with the following universities based on key skill areas: Warwick, DMU, Loughborough University, Leeds University, Cranfield, Birmingham City and Exeter (Camborne School of Mines)

Supporting Content

  • Payment Practices and Performance 2019

    Saint-Gobain Uk & Ireland's Payment Practices & Performance Report. Period: January 2019 - June 2019. [PDF]

    Corporate Literature
  • Modern Slavery Act Statement 2018/2019 [PDF

    In accordance with the 2015 Modern Slavery Act this is the Saint-Gobain UK & Ireland Modern Slavery Statement covering the period up to 31st December 2018,approved and published on June 26th 2019. [PDF]

    CSR
  • SAINT-GOBAIN UK & IRELAND GENDER PAY GAP [2018 Data]

    The gender pay gap measures the difference between average pay for men and women across our organisation. This report covers the period up to 5th April 2018. Published on the 4th April 2019.

    Corporate Literature
  • The Saint-Gobain Group Presentation 2019 [PPT]

    A 2019 PowerPoint overview of the Saint-Gobain Group & UK & Ireland business [PPT Format]

    PowerPoint Presentations
  • Emerging Realities Report, 2018

    Read the Saint-Gobain Emerging Realities Report. This research looks at current and future megatrends affecting construction.

    Corporate Literature
  • Payment Practices and Performance Report

    Reporting on Saint-Gobain UK & Ireland's Payment Practices and Performance Report (July 2018 - December 2018).

    Corporate Literature
  • Saint-Gobain UK & Ireland: CSR Review 2018

    Saint-Gobain UK & Ireland, Corporate Social Responsibility Review for 2018 - reviewing performance in 2017 and 2018.

    CSR
  • EHS Roadmap 2025

    Download our EHS 2025 roadmap, setting out our blueprint for success.

    CSR
  • SAINT-GOBAIN'S WWF TIMBER STATEMENT 2017

    Saint-Gobain Building Distribution Uk & Ireland's 2017 Timber Report as part of our membership of the WWF's Global Forest Trade Network Programme.

    CSR
  • SAINT-GOBAIN'S WWF TIMBER STATEMENT 2016

    Read Saint-Gobain Building Distribution UK & Ireland's latest WWF Global Forest Trade Network report, detailing our performance with regards to timber sourcing.

    CSR
  • SAINT-GOBAIN'S WWF TIMBER STATEMENT 2015

    Saint-Gobain's 2015 statement on forest products as a member of the WWF's Global Forest Trade Network.

    CSR
  • SAINT-GOBAIN UK & IRELAND CSR REVIEW 2014 & 2015

    Full CSR Review for the period 2014 and 2015.

    CSR
  • CSR REVIEW: SAINT-GOBAIN PAM 2016

    Full CSR Review for 2016 from Saint-Gobain brand, Saint-Gobain PAM.

    CSR
  • CSR REVIEW - BRITISH GYPSUM 2015

    Ful CSR Review for 2015 from Saint-Gobain brand, British Gypsum.

    CSR
  • CSR REVIEW: JEWSON 2014

    Full CSR Review 2014 from Saint-Gobain brand, Jewson.

    CSR
  • WORLD GREEN BUILDING COUNCIL - HEALTH, WELLBEING & PRODUCTIVITY IN OFFICES

    Key findings

    Industry Reports
  • Saint-Gobain UK & Ireland: CSR Review 2016/17

    CSR Review for Saint-Gobain UK & Ireland covering the period 2016/17.

    CSR