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Behaving the Atkins way:

our code of conduct

Is it ethical?
Is it safe?
Is it legal?
Am I doing the right thing?
Is it sustainable?
Whos responsible?

?
Is it secure?
Should I report it?
Behaving the Atkins way:
our code of conduct
4 Behaving the Atkins way: our code of conduct

Do you need to report an issue or concern?


In the first instance, you should talk to your
line manager, but there is further help at hand,
including Safecall.
Safecall provides a confidential service for the
reporting of any inappropriate behaviour.
For further information on how to report an
issue, see page 54 of this code.
Behaving the Atkins way: our code of conduct 5

Contents
Foreword from our CEO 7
Introduction8
Section 1: Doing business the Atkins way  13
a. People15
b. Win work  16
c. Deliver work 17
d. Business operations 17

Section 2: Behaving the Atkins way 19


a. Value people and relationships 22
b. Work ethically  25
c. Build our success 26
-- Atkins Design Principles 29
d. Be safe and secure  31
-- Safe and Secure by Choice 33
-- Safety moments 34
e. Take personal responsibility 35
f. Protect information and assets 37
g. Enable a sustainable future 38
-- Atkins Sustainability Principles 39

Section 3: Putting it into practice  43

Section 4: Reporting an issue or a concern  53

Section 5: Further information 57

Do you need to report an issue or concern? See page 54 for details.


6 Behaving the Atkins way: our code of conduct
Behaving the Atkins way: our code of conduct 7

Foreword by Uwe Krueger, CEO


Atkins is a great place in which to work. I am proud of
everything we have already achieved over the years and look
forward to the successes yet to come. It is with pride, that I join
generations of passionate and brilliant Atkins people in our
shared commitment to do the right thing.
It is a mark of our culture that we care about our colleagues,
our clients and partners, and the legacy we leave behind
for future generations to inherit. We also care about the
reputation we have built for ourselves. Atkins continued success depends
upon us maintaining that reputation. I want us to set and maintain
the highest standards of behaviour and be able to withstand scrutiny
something we can only do if we are clear about what Atkins stands for and
the behaviours that underpin it.
What we do and how we do it sends a powerful message to our clients, our
business partners, and to prospective Atkins employees. It also distinguishes
us from our competitors.
This code sets out what it means to think and behave in the Atkins way. It
provides us with a clear framework within which to make decisions, defining
what we are all expected to do on a daily basis, and what we can expect from
our colleagues.
Irrespective of your job role, functional area, business unit or region, together
we are one Atkins. This code applies to everyone in the Atkins Group
employees, temporary staff and associates. It is also a useful reference point
for working with our business partners on the standards that we expect.
Please ensure you understand and are familiar with the behaviours and
principles set out in this code, and that you reflect them in your work
activities. All businesses and employees within the Atkins Group are
accountable for their behaviour and I ask for your support and professionalism
in making this code truly effective.
I will always support you in doing the right thing. If you are ever in
any doubt or have concerns about dishonest, unethical, unacceptable
or unsafe behaviour, I encourage you to raise this and challenge
anything you feel is inappropriate.

Uwe Krueger
Chief Executive Officer
Do you need to report an issue or concern? See page 54 for details.
8 Behaving the Atkins way: our code of conduct

Introduction
When you join Atkins, you join a business with a proud heritage.
It is a business that prides itself on the talents and qualities of its
people; qualities that have enabled us to develop lasting and valued
relationships with our clients, and an enviable reputation around
the world.

We do things the Atkins way. We care and this


sits at the heart of our culture, running through
the core of everything we do.
We care about each other and we care about our clients. We care
about the quality of the solutions we deliver, the services we provide,
and the world in which we live and work. But above all, we care
about our future.
We work hard to protect our reputation and safeguard our future,
setting high standards for ourselves in everything we do, every day.
Behaving the Atkins way: our code of conduct 9

This code is structured around our four core business processes, and
defines the seven behaviours that wrap around our daily activities.
The diagram below illustrates this relationship, and as you can see, it
places integrity at the heart of what we do.

Value people Work


and relationships ethically

People
ple Win
Enable a wo
ork
work
B
Build our
sustainab
ble
sustainable s
success
future
Integrity

Business
Busin
ness Delliver
Deliver
operations work
Prrotect
Protect Be saf
fe
safe
information and secure
secure
andd assets

Take personal
responsibility

In Section 1, we describe the four processes on which we all focus,


while in Section 2, we identify the behaviours we value and expect
of all Atkins people. Then, in Section 3, we describe the ways in
which we must all apply these behaviours to our daily activities.

Do you need to report an issue or concern? See page 54 for details.


10 Behaving the Atkins way: our code of conduct
Behaving the Atkins way: our code of conduct 11

Behaving the Atkins way


This code sets out what is expected of you as an Atkins employee,
providing explanations and guidance in every section, designed to
help you meet those expectations. It also describes what you can
expect from Atkins as a company, and what you should expect from
each other.

Working within these expectations is crucial to


our success, and will ensure our company has a
reputation we can all be proud of.
Once youve read this code, you will:
Understand what is expected of you as an Atkins employee
Understand the importance of caring and behaving the
Atkins way
Understand the consequences of not behaving the Atkins way
Know how and when to report any issues that you feel
contravene our behaviours, and feel empowered to do so
Know where to go for further information, advice and support
This code forms part of the Atkins corporate governance
framework. In other words, the controls we put in place at every
level of our business. For more information about our corporate
governance framework, see page 58.

Do you need to report an issue or concern? See page 54 for details.


12 Behaving the Atkins way: our code of conduct
Behaving the Atkins way: our code of conduct 13

Section 1:
Doing business the Atkins way

In this section, we explore each of our four


core business processes and set out:
A short description of each business
process
The rationale for each business process

Do you need to report an issue or concern? See page 54 for details.


14 Behaving the Atkins way: our code of conduct

Section 1:
Doing business the Atkins way
At Atkins, our daily activities revolve around four core
business processes:

Value people Work


and relationships ethically

Our approach to Our approach to


developing and bidding for and
supporting our winning work
people
Win
Win
People
Peoplee
Enable a work
work
work
Buuild our
Build
sustainab
ble
e
sustainable ssuccess
future
e
Integrity
Our approach Our approach
throughout day- when delivering
to-day business Business
Busineess
ss
Business De
Deliver
Deliver work to
operations our clients
o erations
op ns
operations
operations work
P
Protect
t Be safe
e
information
info
ormationn secure
and secu
ure
andd assets

Take personal
responsibility

These activities form the foundation upon which we have achieved


and continue to achieve success. After all, what we do, and how
we do it, defines us. It is what attracts clients and talented people to
our business.
But in order to achieve success in each of these areas, we must all
behave in a way that meets our legal obligations, is ethical and
fair, and reflects our culture.
Behaving the Atkins way: our code of conduct 15

a. People
What do we mean by People?
People are central to us achieving our aims as a business.
This includes our colleagues, our clients, our business partners and
others we work with.
We need to attract and retain the very best people to work
for Atkins, motivate people to achieve the best, and develop
individuals and teams to their full potential
We need to inspire confidence among those we work with,
including demonstrating respect for others their cultures,
customs and traditions and fostering open and honest
communication
We need to ensure the safety and well-being of everyone.

Why is it important?
People are at the heart of what we do the services we
provide are built around the skills and expertise of our workforce.
Our culture and the way we work determine whether clients and
partners want to do business with us, and whether talented people
choose a career with Atkins.

Do you need to report an issue or concern? See page 54 for details.


16 Behaving the Atkins way: our code of conduct

b. Win work
What do we mean by Win work?
To be financially successful, Atkins needs to maintain a constant
pipeline of future work. To secure and retain clients, win work
and grow our business, we need to conduct ourselves in a
professional manner.
This includes:

Winning new clients


Securing new and additional work with existing clients
Delivering different services and types of work to our
current clients, including opportunities for cross selling
Retaining contracts for services when these are re-tendered
Developing alliances and joint ventures that enable us to win
more work
Opening up new markets through innovation and a fresh
perspective.

Why is it important?
We need new and continued sources of revenue to continue to be
successful.

At Atkins, were always


willing to go the extra
mile, to push the technical
boundaries and do
extraordinary things to
deliver innovative solutions.
Andrew, chief engineer
Behaving the Atkins way: our code of conduct 17

c. Deliver work
What do we mean by Deliver work?
Delivering work describes the way we fulfil our commitments
and satisfy the needs of our stakeholders and interested parties
(including clients, colleagues and suppliers), as well as meeting our
own and industry standards.
We must always strive to show how Atkins can add value over and
above the basic requirements of doing a piece of work.
Why is it important?
Were judged by the quality of the work we deliver, as well as
our approach to getting things done. The way we deliver work is
guided by our culture, which reinforces, strengthens and builds our
reputation.

d. Business operations
What do we mean by Business operations?
The term business operations describes how we implement the
right processes and governance to ensure that we efficiently
and effectively fulfil our legal and ethical commitments, and be
commercially successful.
Atkins has developed a comprehensive corporate governance
framework and Business Management System (BMS) for
this purpose.
For details of the framework, please go to page 58 of this code.
Why is it important?
We need to operate in a coordinated and consistent manner,
with simple and streamlined processes that help us achieve our
ultimate goals.

Do you need to report an issue or concern? See page 54 for details.


18 Behaving the Atkins way: our code of conduct
Behaving the Atkins way: our code of conduct 19

Section 2:
Behaving the Atkins way

In this section, we look at each of our core


behaviours how we work and what we
value and explain:
What each behaviour means and our
expectations of all Atkins people
Why its important to meet these
expectations
We also challenge you to look at your own
behaviour and ask yourself some important
questions.

Do you need to report an issue or concern? See page 54 for details.


20 Behaving the Atkins way: our code of conduct

Section 2:
Behaving the Atkins way
Having identified the four business processes on which we all focus,
every day, we will now detail the seven behaviours that wrap around
our processes.

Value
Take
Ta people
personal BeWork
safe
and relationships
responsibility ethically
and secure

People Win
Enable
E nable a work
Build ourr
ssustainable
sustainabl
u le success
future
Integrity

Business Deliver
operations work
Protecct
Protect BeWork
safe
informatio
informationon ethically
and secure
a d assets
an
and

Value
Takepeople and
personal
relationships
responsibility
Behaving the Atkins way: our code of conduct 21

The way we behave matters.


Whether were meeting with clients, working alongside our
colleagues, or attempting to attract new talent to our business, we
are all representatives of Atkins.
How we interact with others is what defines us as a company, and
each of us has a part to play in maintaining and enhancing our
reputation as one of the worlds leading design, engineering and
project management consultancies.

We must live up to our core behaviours and be


open, honest, honourable and transparent in
everything we do.
It means:
Working ethically, doing the right thing
Taking personal responsibility for the work we do and the way
we do it
Valuing other people and our relationships with them
Looking out for our own safety and security and that of others
Building and maintaining our success
Protecting sensitive information and assets
Considering the impact we have on the environment.

Above all, it means caring about the future of


Atkins and behaving with integrity.
These are our core behaviours.

Do you need to report an issue or concern? See page 54 for details.


22 Behaving the Atkins way: our code of conduct

a. Value people and relationships


What do we mean by Value people and relationships?
Valuing other people and relationships means that we
should all:
Treat others as we would expect to be treated ourselves: openly,
with respect for the cultures and customs of our colleagues
and clients respect and embrace our diversity
Work to earn the trust and confidence of others in order to
build lasting professional relationships with a diverse group
of people
Make constructive, two-way communication the cornerstone
of our management style, actively listening to and engaging
with every member of the team
Lead by example and be a role model for the behaviours we
want others to adopt.
Behaving the Atkins way: our code of conduct 23

Why is it important?
Throughout your career with Atkins, we want you to flourish, to
enjoy your work, to have fun, to progress your career and to
develop your role. A positive working environment is good for all
of us as individuals, good for our teams, and because we all work
better when we have a real sense of belonging, it is good for
business too.
Professional and meaningful relationships with our colleagues,
clients and partners are key to our success.
They make the difference between just doing the work, and doing it
well. It is important for each of us to take the time to understand and
to value the contribution that others make to the work we are doing.
Ask yourself

Do you always respect others, even when they do things


differently from you?
When travelling or seconded internationally, do you understand
and respect local cultures?
What would, could or have you done when others make
unprofessional or offensive comments?
How do you build long-lasting, professional relationships?

The team culture here


has always been a bit
special. Its like a mini
family in which people
understand, trust and
support each other.
Lucy, senior engineer

Do you need to report an issue or concern? See page 54 for details.


24 Behaving the Atkins way: our code of conduct
Behaving the Atkins way: our code of conduct 25

b. Work ethically
What do we mean by Work ethically?
Working ethically means that we should all:
Obey the law, observe regulations and guidelines and be seen
to do so
Exercise judgement in all our professional relationships and take
steps to avoid situations that could compromise us. For example,
a conflict of interest with someone we know or something we do
outside of work
Avoid giving or receiving any kind of gift or hospitality that
could be seen to influence a business decision. Where any gift or
hospitality is given or received, this should always be signed off by
your line manager or supervisor. If you are unsure or need advice,
contact your local Legal Advisor. For more information go to
tinyurl.com/ko8aubr
Why is it important?
Our reputation is built on trust. Our clients trust us with critical
projects. Our partners trust us with sensitive information. Our
employees trust us with their careers. And if we are to maintain that
reputation, we all need to play our part and demonstrate that we
continue to deserve that trust, every day, in everything we do.
Atkins people are some of the brightest and best. Were good at what
we do, whether were planning, designing and enabling complex client
projects, solving technical challenges, or delivering project excellence.
From the smallest detail behind the scenes to the highest profile client
interactions, we must always be ethical and honest.
Ask yourself

Could any of your actions be questioned or misconstrued?


How would you feel seeing your actions reported on the front page
of a newspaper?
Are you complying with the content and the spirit of company
policies and procedures?
Are you confident that you always do the right thing at work?
Have you ever taken action to highlight a risk or concern?
Do you need to report an issue or concern? See page 54 for details.
26 Behaving the Atkins way: our code of conduct

c. Build our success


What do we mean by Build our success?
Building our success means that we should all:
Be commercially aware, controlling costs where we can and
actively looking for ways to increase revenue across the
Atkins Group
Ensure that our own work is always of the highest standard
and expect the same of colleagues
Be diligent in our approach to all business processes and
maintain good discipline in reporting, record keeping and
company protocols
Remember that we are all ambassadors for Atkins and that we
share the responsibility to protect and enhance the reputation of
the company.

Why is it important?

Our success as a company is based on


us delivering value for money to our
clients and shareholders. We all have a
part to play in maintaining the standards
of technical excellence and good
governance set out in the Atkins
Design Principles; the principles which
enhance our worldwide reputation
When we all understand how our
individual roles fit into the bigger
picture, we work together more
effectively. And that is good for all of
us because as long as the company
succeeds, we all succeed.
Behaving the Atkins way: our code of conduct 27

What are Atkins Design Principles?

The design principles give us a


common language we can use to
discuss both the achievement
of brilliance and the avoidance
of disasters. Through such
conversations we can allow the
creativity and talent of Atkins
designers to flourish.
Martin Grant, CEO, Energy

Designing and the design process is a journey that turns an


aspiration into clear unambiguous information that enables a
physical item or system to be created. This may be in the form of:
Detailed specifications
Manufacturing instructions or drawings
Operating instructions.

Start the job right


Do the job right
Finish the job right

Do you need to report an issue or concern? See page 54 for details.


28 Behaving the Atkins way: our code of conduct

The Atkins Design Principles are fundamental to the design journey


and form part of the Atkins Business Management System (BMS).
The collective goal of the design principles is that the final design
deliverables should represent the best possible solution given the
project constraints.
Behaving the Atkins way: our code of conduct 29

Atkins Design Principles

1
We have fully understood customer requirements,
assessed these as being reasonable and translated
them into a clear basis of design.

2
We have assessed what resources (e.g. key people,
skills, accommodation and tools) are required and
confirmed they are available.

3
We have understood our scope of work within the
project lifecycle and have split this into appropriate
phases. The work breakdown structure and
deliverables for each phase are well defined.

4
We have understood and communicated roles
and responsibilities for our operations and our
customers and any third parties such as a regulator.

5 We have put in place suitable processes for


managing change, risk and information flow.

6
We have put in place suitable processes to ensure
that our deliverables meet the design requirements.

7
We will capture lessons learned during the project and
feed these back into our design processes.

Start the job right


Do the job right
Finish the job right

Do you need to report an issue or concern? See page 54 for details.


30 Behaving the Atkins way: our code of conduct

Ask yourself

What would, could or have you done differently to contribute


further to the success of Atkins?
Could you collaborate more with colleagues to cut costs or
cross-sell services?
Are you a good ambassador for Atkins?
Are you diligent in your business processes?
What do the Atkins Design Principles mean to you?
Do you always strive for excellence in your work?
Do you expect professionalism and high standards from yourself
and your colleagues?
Behaving the Atkins way: our code of conduct 31

d. Be safe and secure


What do we mean by Be safe and secure?
Being safe and secure means that we should all:
Look out for our own safety and security and that of
others. This includes taking sensible steps to protect ourselves
and others and being prepared to challenge a process and
even to stop the work if necessary
Adopt the Stop, Think, Act approach and follow the advice
and guidance provided by Atkins Safe and Secure by Choice
programmes
Introduce Safety moments into our daily activities.
For details of the accident and incident reporting system, see
page 56 of this code, or go to tinyurl.com/kd5xum8

Do you need to report an issue or concern? See page 54 for details.


32 Behaving the Atkins way: our code of conduct

Why is it important?

Nothing is more important than safety and security.


Atkins Safe and Secure by Choice programme is an important
part of our approach to maintaining our industry-leading status.
The safety and security of our people and those affected by our
work is critical, both to us and our clients. We are committed to
ensuring the well-being of and minimising the risk of harm to
our people, contractors and third parties.
We set the very highest standards of safety and security.
Behaving the Atkins way: our code of conduct 33

Safe and Secure by Choice


To ensure the safety and security of ourselves and our colleagues, we
must develop a mindset that deliberately chooses safe and secure
behaviours, until it becomes entirely natural to do so.
Atkins Safe and Secure by Choice programme promotes
personal safe and secure behaviours and encourages everyone to
make choices that reduce risk. This is particularly important when
working on sites, lone working or working in a high risk country.
The approach is based around the fact that our behaviour is
always a choice and emphasises that:
You should be alert to situations in which
safety and security might be compromised
and take action to prevent this
You are empowered to Stop, Think
and Act, and take responsibility and
ownership for your own safety and that
of others around you
Every one of us has the authority to
stop work immediately when anything
appears unsafe.
For advice on safety and security, contact
your local QSSE Representative.

Nothing is more important than


personal safety and security
Uwe Krueger, CEO

Do you need to report an issue or concern? See page 54 for details.


34 Behaving the Atkins way: our code of conduct

What are Atkins Safety moments?


Atkins Safety moments are regular challenges designed to
encourage good safety conversations with each other and in our
teams. If done well, challenging and encouraging each other to
be safe is one of the more effective ways of developing a stronger
safety culture and reducing injuries.
A Safety moment could involve a team member proposing an idea
or learning from a project, or a safety initiative used by a client or
competitor. It might be sharing real life incidents outside of work or
be based on a particular theme or weekly safety challenge.
Safety moments have been designed to encourage us all to be more
safety conscious and to work more safely whether were on site,
in an office, or travelling.
Ask yourself

What does being safe and secure mean to you?


Do you feel able to challenge others if you think they are
compromising on safety or security?
Are you ready to be challenged on your own behaviour?
When challenged, would you respond openly and positively, in
the interests of good practice?
Do you Stop, Think and Act when you encounter risks to the
personal safety and security of yourself or others?
Do you report near misses, accidents, injury and ill health?
Would you know how to report a near miss, accident, injury or
ill health?
Behaving the Atkins way: our code of conduct 35

e. Take personal responsibility


What do we mean by Take personal responsibility?
Taking personal responsibility means that we should all:
Be alert to potential risks, take action to address them where we
can and report them through the relevant channels
Protect our information and assets and that of our clients and
partners, including treating property with respect and protecting
the confidentiality of information
Think ahead. Think about the implications and consequences of
our actions, and learn from past experience.

Why is it important?
At Atkins, we value a questioning mind. Our people are forward
looking and proactive by nature, quietly thinking through the issues
and seeing challenges from different angles. It is one of the key
reasons our clients choose to work with us.
We take personal and professional pride in our work and its
outcomes, and we share responsibility for getting the job done right
first time and delivering on our promises.

Do you need to report an issue or concern? See page 54 for details.


36 Behaving the Atkins way: our code of conduct

Ask yourself

Do you take personal responsibility for your decisions and the


companys assets?
Do you recognise the contribution of others when something is
successful?
If a situation or behaviour makes you feel uncomfortable, what
would you do about it?
Have you taken action to highlight a risk or concern?
Do you always think ahead and understand the potential
consequences?
Behaving the Atkins way: our code of conduct 37

f. Protect information and assets


What do we mean by Protect information and assets?
Protecting information and assets means that we should all:
Handle information with due care
Protect company assets as if they were our own
Use, maintain and dispose of information and assets
appropriately and responsibly.

Why is it important?
Protecting our information and assets is vitally important to both
us and our clients. From a business perspective it is essential that
information such as financial results, business plans, technical
designs, or personal information is not compromised. Asset
security is equally important and even a small scale security breach
could leave us without access to critical equipment, services or IT
systems for hours or days.
Its imperative that we maintain the trust of our clients, partners and
colleagues by ensuring that we have adequate controls in place to
address confidentiality, integrity and availability of information. In
doing so we protect our reputation.

These obligations extend across all our


businesses and are not limited to those sectors
with specific contractual and legal requirements.
Ask yourself

What steps do you take to protect all information and data you
have access to?
How do you look after the assets (including IT equipment and
premises) you use to do your job?
What could go wrong if information, data or assets were
compromised?
Do you require training in security awareness, systems and tools?
Do you understand the sensitivity of information you hold?

Do you need to report an issue or concern? See page 54 for details.


38 Behaving the Atkins way: our code of conduct

g. Enable a sustainable future


What do we mean by Enable a sustainable future?
Enabling a sustainable future means that we should all:
Avoid wasting the planets resources, such as energy, water,
food and paper, and take steps to reduce unnecessary travel
Use our skills, knowledge and influence for the good of the
communities in which we live and work, including local
charities and community groups, educational and professional
bodies
Propose innovative, sustainable and low carbon solutions to
our clients at every opportunity.

Why is it important?
As one of the worlds leading design, engineering and project
management consultancies, Atkins is privileged to take a lead in
developing and encouraging sustainability on a local and global scale
in the projects we deliver for our clients from water conservation
and flood protection to urban regeneration and transportation
solutions.
Each of us has a responsibility to consider the sustainability of
our own work practices and their effect on society and the
environment, in line with Atkins Sustainability Principles.
Behaving the Atkins way: our code of conduct 39

What are Atkins Sustainability Principles?


The future depends on what
we do today...
A society for our future:
Inspire the next generation
Promote science, technology, engineering and mathematics to
children and young adults to encourage them to become planners,
designers, project managers and engineers of the future.
Sustainability knowledge and skills
Support our people on a development pathway to deliver innovative
and sustainable solutions.
Social and community investment
Encourage and support our people to realise their capability to
contribute to the social, environmental and economic health of our
communities.
A healthy, safe and secure workplace
Promote and maintain the highest degree of physical, mental and
social well-being in the workplace.
An employer of choice
Value and respect our people; providing both advantage, and
equality of opportunity in recruitment, development, recognition
and reward.

Do you need to report an issue or concern? See page 54 for details.


40 Behaving the Atkins way: our code of conduct

An environment with a future:


A low carbon economy
Lower carbon
Continue our work to become a low carbon organisation and help
governments, businesses and society to make the transition to a low
carbon economy
Adapt to change
Prepare ourselves and help to equip our clients for the potential
impacts of climate change
Respect for the environment
Resource efficiency
Manage natural resources efficiently and help to build the resource
resilience of our clients
Ecosystems
Protect and improve ecosystems, recognising the valuable services
they provide

NOW IS THE TIME TO AC T


FUTURE
PROOFING
CITIES

For further information on Future Proofing Cities, please go to


tinyurl.com/mhwc3eu
Behaving the Atkins way: our code of conduct 41

A responsible business of the future:


Economic prosperity
Plan, design and enable to provide sustainable value and technical
excellence for our clients. Support governments, investors and
other authorities to achieve economic and environmental resilience
through infrastructure and technological investment
Strong governance and accountability
Demonstrate responsibility, transparency and fairness in the way we
manage our worldwide business
International business; local service
Recognise the importance of sustaining local economies by employing
local expertise and selecting and developing local suppliers
Strategic engagement for innovation
Collaborate with key organisations to develop innovative solutions
that meet the complex sustainability challenges faced by society
Ask yourself

What contribution do you make to your local community and to


the society you live in?
Are you ever wasteful?
Do you use your car more than you need to?
What do Atkins Sustainability Principles mean to you?
What would happen if we turned our backs on sustainable
work practices?

Do you need to report an issue or concern? See page 54 for details.


42 Behaving the Atkins way: our code of conduct
Behaving the Atkins way: our code of conduct 43

Section 3:
Putting it into practice

In this section, we detail the practical


application of our core behaviours.
In other words, the expectations and
responsibilities of all Atkins people every day,
wherever you work, and whatever you do.

Do you need to report an issue or concern? See page 54 for details.


44 Behaving the Atkins way: our code of conduct

Section 3:
Putting it into practice
Having described the way we approach business activities and the
behaviours we expect from all Atkins people, this section details the
practical application of the behaviours. It lists:

The things we must always do and must never


do, in order for us to meet our ethical and legal
obligations.
Whilst this list is not exhaustive, within each of the four core
processes, we identify:
Our expectations and your responsibilities
The ways in which we must all put the expectations into practice.
Failure to comply with the standards and procedures set out in
this code, and the processes and principles detailed in supporting
documents will result in appropriate corrective or disciplinary action.

If there is anything you dont understand,


please ask your line manager or supervisor.
Behaving the Atkins way: our code of conduct 45

People
Our expectations, your responsibilities

Take action on risks stop immediately if you think an activity


is unsafe
Reinforce and reward positive behaviour
Work collaboratively with colleagues and clients
Ensure the safety and security of everyone nothing is more
important
Be diligent follow business processes and maintain accurate, up
to date records
Encourage people to take personal ownership and responsibility
for the things they control and the decisions they make
Develop people to maximise their potential and needs as well as
meeting both current and future business needs
Hold others to account based on the content of this code
Work for the good of the business leave behind personal
agendas
Support and enable people to ask questions and raise concerns
Build and maintain relationships; be courteous, respectful,
actively listen and involve others
Exercise personal and professional judgement never turn a
blind eye
Be professional lead by example and reinforce the right
behaviours at all times.

Do you need to report an issue or concern? See page 54 for details.


46 Behaving the Atkins way: our code of conduct

Always: Never:
99 lead by example model and keep copies of sensitive
reinforce the right behaviours information including
at all times information relating to team
99 collaborate and work with members
others to find solutions recruit on the basis of
99 help people to develop to preconceived views
their full potential proceed if there are potential
99 hold people to account conflicts of interest
based on clear expectations compromise security or fail to
99 be forward thinking and report incidents
strategic in managing overlook mistakes,
resources misunderstandings, errors or
99 persuade rather than control faults
peoples responses display or tolerate
99 value your colleagues and unprofessional behaviour
clients. towards anyone.

For me, Atkins strength


is in helping its people to
develop their own strengths.
Its all about improving
and succeeding together.
Caroline, business manager

Behaving the Atkins way: our code of conduct 47

Win work
Our expectations, your responsibilities

Show integrity ask yourself, Is this ethically right?


Work collaboratively and dont lose sight of the big picture.
Together, we are one Atkins
Build constructive relationships for the longer term benefit
of Atkins
Handle information with due care respect and maintain
confidentiality
Be commercially astute recognise the commercial imperatives
Be a professional set and achieve high standards you are
proud of
Protect our reputation each one of us is a representative
for Atkins
Exercise personal and professional judgement use due care and
be free from bias.

Always: Never:
99 seek to deliver on promises give or receive gifts or
99 be active in building hospitality which compromise
relationships and engaging or appear to compromise
with clients your personal integrity or
99 understand your own limits that of the company
and your teams capabilities proceed if there are potential
and competences when conflicts of interest
bidding defraud or deceive anyone or
99 actively listen to and involve act dishonestly
others, including current and collude with competitors
potential clients take bribes, improper
99 learn from past experience payments or participation in
and endeavour to any kind of corrupt activity
incorporate this into action take on work we are unable
99 seek to understand different to deliver.
perspectives
99 maintain the highest ethical
standards.

Do you need to report an issue or concern? See page 54 for details.


48 Behaving the Atkins way: our code of conduct

Deliver work
Our expectations, your responsibilities

Be professional set and achieve high standards for the work


we do
Work collaboratively build constructive relationships and
actively engage with clients
Take ownership be responsible for the things we control and
take action on risks
Think ahead recognise the consequences of decisions
and actions
Be impartial be fair, objective and treat others consistently
Be diligent have good discipline, an enquiring mind and pay
attention to detail
Be commercially astute deliver value and service whilst
controlling cost and expenditure
Ensure sustainable work practices consider the impact of our
work on the environment
Engage, actively challenge and work collaboratively with our
supply chain
Handle information securely and sensitively respect and
maintain confidentiality.
Behaving the Atkins way: our code of conduct 49

Always: Never:
99 ensure contracts are share client information
honoured e.g. maintain with third parties without
payment terms and deliver permission
on contractual commitments take risks without
99 report concerns, particularly considering the impact and
where significant risk exists outcome
99 take responsibility actively compromise the quality of
challenge what is proposed our services
(e.g. in reviewing designs) accept changes to the scope
99 ensure safety and of work until these have
environmental considerations been fully agreed
are integrated within your hold onto information that
designs should be shared in an open
99 show integrity charge and timely manner
honestly for your services claim for anything we do not
99 be safe and secure Stop, believe we are entitled to
Think and then Act when risk overbook time to a job.
is encountered
99 be diligent in delivering our
commitments on quality and
technical excellence
99 protect our reputation and
get things right first time
99 ensure you are meeting our
Design Principles standard
(best possible solution given
the project constraints).

Do you need to report an issue or concern? See page 54 for details.


50 Behaving the Atkins way: our code of conduct

Business operations
Our expectations, your responsibilities

Follow the Business Management System (BMS) processes to


ensure you carry out our work in an effective manner
Protect assets as if they were your own take care to secure and
protect them
Ensure assets are maintained to an acceptable standard and not
used inappropriately
Take responsibility for the security of the information and data
you use
Show integrity be open, honest and truthful and do the
right thing
Ensure goods and services are purchased for the good of the
business and not for personal gain
Be diligent ensure good discipline, record keeping and
attention to detail; check validity of information
Take action use shared services and knowledge databases,
maximising learning opportunities and self-improvement
Minimise energy usage through energy efficiency, considering
the impact of your work on the environment.
Behaving the Atkins way: our code of conduct 51

Always: Never:
99 honour our contractual purchase or receive goods
commitments and comply and services for personal gain
with legal requirements and act outside the confines of
regulations your authority
99 keep accurate, up to date treat company property
records carelessly
99 use and comply with fail to report theft, damage
Atkins security systems and or corruption or suspected
measures breaches of information
99 stop work if you think access or store inappropriate
something is unsafe or may information, data or images
cause harm through or on company
99 be willing to act to protect equipment
the safety and well-being of circumvent company
others processes and systems.
99 know how to respond in an
emergency, and how to alert
others.

Having a great relationship


with your clients and a
reputation for excellent
delivery are key to success,
as they always have been.
Victor, senior project manager

Do you need to report an issue or concern? See page 54 for details.


52 Behaving the Atkins way: our code of conduct
Behaving the Atkins way: our code of conduct 53

Section 4:
Reporting an issue or raising a concern

Do you need to report an issue or concern? See page 54 for details.


54 Behaving the Atkins way: our code of conduct

Section 4:
Reporting an issue or raising a concern
Confidential reporting
If you see something that you feel isnt right, is unethical, illegal,
unsafe or not secure, there are a number of resources that you can
use to report or escalate your concerns.
In the first instance, you should report an issue or concern to your
line manager or supervisor, or to another senior manager.
If you feel that your concern has not been addressed, then you
have the opportunity to raise this confidentially using Safecall, the
confidential whistleblowing phone lines.

At Atkins, we believe that everyone has a right to voice concerns


and be listened to.

We are committed to reviewing, investigating


and taking appropriate action regarding all
allegations of illegal, unsafe or inappropriate
behaviour.
As such, all reports will be treated seriously and questions will be
channelled to the appropriate people. We will follow up allegations
conscientiously, discreetly and without bias. Anything you raise will
be treated in confidence.
Behaving the Atkins way: our code of conduct 55

What is Safecall?
Safecall is an independent organisation that specialises in providing
a confidential service for individuals to report on any inappropriate
conduct that they may become aware of in their organisations.
Calls are handled locally by a professional team whose job it is
to ensure that concerns are routed quickly, with sensitivity and
in confidence to a member of senior management who will take
responsibility to investigate the issue.
The Safecall numbers are:

Asia Pacific The Americas

China 10800 7440605 USA 1 800 587 5104


(China Unicom)
10800 4400682 Brazil 0800 892 1750
(China Telecom)
Canada 1877 59 98073
Australia 0011 800 7233 2255 Puerto Rico 1866 901 3295
Hong Kong 3077 5524 Trinidad and Tobago 1888 388 1596
Singapore 001 800 7233 2255
(Sing tel.) Europe
002 800 7233 2255
(M1) UK 0800 915 1571

Malaysia 1 800 220 054 Denmark 00800 7233 2255

Vietnam 120 11157 France 00800 7233 2255

Thailand 001 800 7233 2255 Germany 00800 7233 2255

Greece 00800 4414 1966


Middle East & India
Ireland 1800 812 740
Kuwait +44 20 7696 5952
Netherlands 00800 7233 2255
Bahrain 8000 4264
Norway 00800 7233 2255
Oman 800 72323
Poland 00800 7233 2255
Qatar 8000 250
Portugal 00800 7233 2255
United Arab Emirates 8000 441 3376
Sweden 0850 252122
Saudi Arabia 800 844 2067

India 000 800 440 1256


Most Other Countries 00800 7233 2255

Telephone numbers are correct at time of You can also make a report online at
going to press. These numbers are reviewed www.safecall.co.uk/atkins
frequently based on our operations. For the latest
information please check Axis:
tinyurl.com/m2dy5j4
56 Behaving the Atkins way: our code of conduct

Reporting accidents and incidents


Remember that all accidents and incidents (health and safety,
security and environmental) should be reported through our
reporting system.
For health, safety and environmental reporting, go to
tinyurl.com/kd5xum8
For security reporting, go to tinyurl.com/q2fwjme
If the security incident includes loss or theft of IT equipment, this
must also be reported to Group IS.

If there is one subject that sits at the core of our


culture, it is health and safety. Most importantly
we want you, your clients and the people we are
responsible for in our supply chain to go home safely
at night.
Whether youre working in an office environment, on
a project site, or even in a car with colleagues, you
have my personal authority, at any point in time,
to raise your hand and stop work if you see that
something is unsafe.
Uwe Krueger, CEO
Behaving the Atkins way: our code of conduct 57

Section 5:
Further information

Do you need to report an issue or concern? See page 54 for details.


58 Behaving the Atkins way: our code of conduct

Section 5:
Further information
This code describes the way we behave at
Atkins. It is part of the Atkins corporate
governance framework and is one of a suite of
documents that articulates our vision, ethos,
policies and principles.
Our corporate governance framework

Level and example inputs Framework Assurance

Board
Articles of association Board
Matters reserved to the Board

Reporting, audit, risk management


Committee terms of reference
Values and ethics Policy Statements
Group
Strategy
Quarterly business reviews
Group authority matrix Group Controls Code of
Service delivery process conduct
Design principles
Support function manuals (such as
finance, Human Resources, QSE)

Region/business Business Management System (BMS)


Local legislation
Industry requirements
Budgets
Win Work Deliver Business People
Systems
Work Operations
Project controls
Behaving the Atkins way: our code of conduct 59

1. Our Group Policy Statements are reviewed every year and


set out our agreed vision, commitment and approach in a
series of single page statements. There are eleven Group
Policy Statements, each of which is summarised on pages
6065 of this code. To read the Group Policy Statements in
full, please visit tinyurl.com/pcbnw8d
2. The Atkins Business Management System (BMS) provides
further detail, identifying the controls and processes that we
use on a day-to-day basis to implement the Group Policy
Statements
3. Atkins Design Principles (part of the BMS) are fundamental
to the design journey. The objective of the principles is that
the final design should represent the best possible solution.
To read Atkins Design Principles, please go to page 29 of this
guide, or visit tinyurl.com/mjq2ytv
Please make sure you have read and understood our Group Policy
Statements, the BMS and our Design Principles together with the
content of this code.
If there is anything you dont understand, please ask your
manager or supervisor.

Do you need to report an issue or concern? See page 54 for details.


60 Behaving the Atkins way: our code of conduct

Atkins Group Policy Statements


1. How we conduct our business How we conduct
our business
Conducting business with integrity and honesty is a


We are committed to conducting business with integrity by being open, honest,
honourable and transparent in everything we do. Our vision is for the Atkins
core behaviours to be totally embedded within our culture. We will show
respect for human dignity and the rights of the individual, as well as respecting

core part of the Atkins culture. We show respect for


traditions and cultures. Where business practices differ in different countries,
we will obey the law and act responsibly in international trade and investment.
We will seek to ensure consistent procedures wherever practical, which may also
exceed local legislation.
This means that we will not tolerate business misconduct, including bribery or
corruption. We will work with regulatory authorities in all the jurisdictions in

human dignity and the rights of the individual, as well as


which we operate to ensure that we comply fully with all legislation (including
the UK Bribery Act 2010) and reporting requirements. We encourage anyone
who has concerns about the behaviour of the Company or any individual
associated with the Company to report their concerns.

How we conduct our business is underpinned by our values as described in the

respecting traditions and cultures.


following policy statements:

How we govern our business Health and safety leadership


Managing our risks Enabling a sustainable future
Employer of choice Communicating with our stakeholders
Working with our clients Partnering with our supply chain
Excellence in delivery Securing our business

We pursue our commitment to how we conduct our business by:

We will obey the law in all the countries in which we


employees using their judgement and common sense to consider if a
benefit is excessive, if it is a gift, bribe, hospitality or seeking to unduly
influence;
providing a confidential whistleblower service for anyone to report any
concerns regarding misconduct including, but not limited to, breaches of
law, bullying or harassment, health, safety or environmental exposure,

operate, act responsibly in international trade and


financial exposure, unauthorised disclosure of personal or confidential
information and deliberate concealment of any such matter;
the Audit Committee reviewing concerns raised through the whistleblower
service to make sure that matters receive independent investigation, as
necessary;
maintaining a register of all Sponsorship and Agency Agreements and

investment and ensure procedures are followed as



making such information available by request.

We ensure that these requirements are defined within the business management
system, with our behaviours defined in Behaving the Atkins way: our code of
conduct.

consistently as possible, even if that means exceeding


Atkins businesses are accountable for implementing this policy and we look to
our employees support and professionalism in making it truly effective.

Uwe Krueger

local legislation.
Chief Executive
February 2014 www.atkinsglobal.com
WS Atkins plc Business Conduct Policy Statement | Issued in 2013, 2014 minor changes made to reflect the introduction of the new Code of Conduct

We will not tolerate business misconduct, including bribery


or corruption.
We will work with regulatory authorities in all the
jurisdictions in which we operate to ensure that we comply
fully with all legislation (including the UK Bribery Act 2010)
and reporting requirements.
We encourage anyone who has concerns about the
behaviour of the Company or any individual associated
with the Company to report their concerns.
To read the statement in full, please go to
tinyurl.com/k4t28r8

2. How we govern our business How we govern


our business
We acknowledge that an effective system of corporate


The Board is responsible for ensuring the long term success of Atkins by
determining the Companys long term direction and strategic aims within a
governance framework. This framework includes robust internal financial and
operational controls, risk management and audit, as well as values and ethics.

governance will help us to generate an attractive, long


Atkins operates through a devolved and decentralised structure, which is
considered necessary to deliver local services to its clients. This is reflected in our
governance framework at Board, Group and Region / Business levels.
The Board reviews and approves the governance framework to ensure its
adequacy and effectiveness, as set out in the Financial Reporting Councils
Internal Control Revised Guidance for Directors on the Combined Code. Joint

term return to investors, protecting the interests of our


ventures in which the Company does not have overall control are not covered
by the Atkins governance framework. However, we will ensure that they meet
the Atkins governance requirements as a minimum.

We pursue our commitment to our governance framework by:

shareholders and other investors.


operational management controls being delegated to the chief executive
officer, which are further delegated into the businesses using a matrix of
authorities within clearly prescribed limits, including escalation where either
project size, investment or risk profile requires a higher level of authority;
tracking performance through monthly and quarterly reports and auditing
effectiveness via internal audit and self-assessment reviews;
implementing business controls to ensure compliance with relevant
legislation and defining them in the business management system;
controlling investment through an acquisition and divestment process,
requiring appropriate approval, with due diligence and internal investment

Our Board is responsible for ensuring the long term success


being controlled through the Internal Investment Team (IIT);
the Audit Committee monitoring the integrity of the financial statements of
the Company and reviewing the internal controls. The Committee also has
oversight of the internal audit, the independent auditor and whistleblower
arrangements;
internal audit providing the directors, through the Audit Committee, with

of Atkins by determining the companys long term direction



an objective evaluation of the governance framework;
appointment of an independent auditor approved by shareholders annually
with the audit of the financial statements being conducted in accordance
with international standards issued by the Auditing Practices Board;
the Remuneration Committee setting remuneration policy and structure for
the Companys chairman and executive directors. The Committee also has

and strategic aims within a governance framework.


oversight of remuneration practice across Atkins;
complying with the range of legal and regulatory requirements governing
the conduct of companies quoted on the London Stock Exchange.

Atkins Board and businesses are accountable for implementing this policy and we
look to our employees support and professionalism in making it truly effective.

This framework includes robust internal financial and


Uwe Krueger
Chief Executive
February 2014

www.atkinsglobal.com

operational controls, risk management and audit, as well


WS Atkins plc Governance Policy Statement | Issued in 2013, 2014 minor changes to Governance Framework statement

as values and ethics.


To read the statement in full, please go to
tinyurl.com/m88qn92
Behaving the Atkins way: our code of conduct 61

Managing our risks 3. Managing our risks

Our vision is for the principles of risk management to be totally embedded


within the culture of Atkins where the ownership and management of risk is
not just the exclusive responsibility of senior management, but is passed down
to appropriate staff. This means proactively managing risks through effective
leadership, developing appropriate behaviours and working with colleagues,
Our vision is for the principles of risk management to be
totally embedded within the culture of Atkins where
clients and our supply chain.

We believe for risk management to be effective it must be embedded into the


governance framework and integrated into all activities, which supports the
systematic identification, assessment and management of risk at all levels. This
seeks to ensure that the public, employees and the environment are safe from

the ownership and management of risk is not just the


potential risks inherent in our operations, and the potential impact to our
corporate reputation, or financial loss to shareholders and other stakeholders, is
minimised.

We pursue our commitment to risk management by:

exclusive responsibility of senior management, but is


ensuring risk is an integral part of business strategy and operational
objectives;
having mitigating strategies and action owners for all significant risks;
providing a governance framework that mandates the Service Delivery
Process for all services that Atkins delivers on behalf of its clients. The
Service Delivery Process will not only improve management of risk, it will
also add value by increasing win rates, reducing wasted effort and reducing

passed down to appropriate staff. This means proactively


the frequency of commercial and technical errors;
the Risk Committee, chaired by the chief executive officer, overseeing the
operation of Atkins risk management and providing support to the Board
and the Audit Committee;
fully articulating operational risks by using risk registers and regularly
reviewing these across the organisation as part of our business

managing risks though effective leadership, developing


management process;
providing adequate resources, training and the appointment of competent
professionals;
implementing business controls to ensure compliance with relevant legislation
and client requirements, including arrangements to maintain our resilience
during a crisis and incidents and ensuring business continuity;

appropriate behaviours and working with colleagues,


operating a culture that encourages disclosure of issues or concerns, so that
timely and appropriate action can be agreed and implemented as necessary.

We ensure that these requirements are defined within the business management
system, which has been developed to meet the needs of our clients and our

clients and our supply chain.


businesses.
Atkins businesses are accountable for implementing this policy and we look to
our employees support and professionalism in making it truly effective.

Uwe Krueger

We believe that for risk management to be effective,


Chief Executive
February 2014
www.atkinsglobal.com
WS Atkins plc Risk Management Policy Statement | Issued in 2013, 2014 no change

it must be embedded into the governance framework


and integrated into all activities, which supports the
systematic identification, assessment and management
of risk at all levels. This seeks to ensure that the public,
employees and the environment are safe from potential
risks inherent in our operations, and the potential
impact to our corporate reputation, or financial loss to
shareholders and other stakeholders, is minimised.
To read the statement in full, please go to
tinyurl.com/lhmcwyp

Employer of 4. Employer of choice


choice

We are committed to maintaining a positive working environment within which


employees from across a broad range of disciplines and cultures are able to
flourish and to collaborate.

Selection, progression and promotion are on the basis of merit, irrespective of


We are committed to maintaining a positive working
environment within which all Atkins people from across
gender, race, age, religion or belief, disability, sexual orientation, gender
identity, marriage and civil partnership, pregnancy, parental obligations and
background, subject only to the laws of the jurisdictions in which we operate.
We pursue our commitment to be the employer of choice by:

a broad range of disciplines and cultures are able to


recruiting employees with the skills, experience and commitment to meet
our clients' and the organisation's current and future needs;
maintaining appropriate controls to ensure that recruitment is properly

planned and executed, and that qualifications, experience and right to work
are validated;
selecting employees on the basis of open, objective criteria;

flourish and to collaborate.


investing in the skills and capabilities of our employees, with an emphasis
on the responsibility of each employee to take ownership of their own
development;
promoting and rewarding employees on the basis of merit, supported by
objective data;
providing every employee with the opportunity for a Performance and
Development Review, at least annually;
promoting diversity at every level and in every area of the organisation;

encouraging mobility within and between businesses and regions, both to

Selection, progression and promotion are on the basis of


meet client/project requirements and to provide opportunities for career
development;
maintaining a safe, healthy and secure working environment;
engaging actively with employees through regular and open
communications, providing an opportunity for feedback including via an
annual employee engagement survey (Viewpoint);

merit, irrespective of gender, race, age, religion or belief,


ensuring that complaints, grievances and concerns, including whistle-
blowing, are dealt with promptly and confidentially;
maintaining business controls and regional HR policies to provide employees
and line managers with clear employment principles to ensure fair
treatment in line with local legislation;
monitoring our people performance, reporting to the Board on a regular
basis and more widely through our Annual Report.

disability, sexual orientation, gender identity, marriage


Atkins businesses are accountable for implementing this policy and we look to
our employees support and professionalism in making it truly effective.

Uwe Krueger
Chief Executive
February 2014
and civil partnership, pregnancy, parental obligations and
www.atkinsglobal.com
WS Atkins plc Employment Policy Statement | Issued in 2013, 2014 no change

background, subject only to the laws of the jurisdictions


in which we operate.
To read the statement in full, please go to
tinyurl.com/l5h4z6r

Do you need to report an issue or concern? See page 54 for details.


62 Behaving the Atkins way: our code of conduct

5. Working with our clients Working with our


clients

Our vision is to be the worlds best infrastructure




Our vision is to be the worlds best infrastructure consultancy. Core to this vision
is helping our clients to plan, design and enable capital programmes to resolve
complex challenges in the built and natural environment.

Our clients range across the public, regulated and private sectors. They include

consultancy. Core to this vision is helping our clients to


central and local government, major financial and retail companies, developers,
manufacturers and utility companies. Our strength lies in the breadth and depth
of our technical expertise which enables us to provide practical solutions to the
most complex challenges for clients in a number of sectors, in different locations
across the world.

plan, design and enable capital programmes to resolve


Through the use of professional and competent resources, we strive to offer the
highest possible standards of safety, quality, value, service, innovation and trust
in the services we provide.

We pursue our commitment to working with our clients by:

working collaboratively with our clients to understand their needs and

complex challenges in the built and natural environment.



expectations;
being open, transparent and fair in our communications and dealings with
clients wherever we work in the world, acting in an honest and ethical
manner at all times;
not engaging in bribery or any form of unethical inducement or facilitation
payments;
not undertaking work for which we are not qualified, nor making
misleading claims regarding experience or capability. Atkins internal Service
Delivery Process ensures that we only undertake work within our capability;

Through the use of professional and competent


having contracts and other agreements with all third parties to ensure we
have appropriate provisions, including those safeguarding confidentiality;
ensuring that we protect our clients information and assets;
all employees engaging with clients, suppliers and partners in an open and
honest manner, to enable us to deliver on our commitments on safety,
quality, technical excellence and all other contractual commitments;

resources, we strive to offer the highest possible


actively engaging with our clients to obtain feedback on our performance
and how we can improve, including investigating customer complaints
about our services and responding to the findings of our investigation.

We ensure that these requirements are defined within the business
management system, which has been developed to meet the needs of our

standards of safety, quality, value, service, innovation and


clients.
Atkins businesses are accountable for implementing this policy and we look to
our employees support and professionalism in making it truly effective.

trust in the services we provide. Uwe Krueger


Chief Executive
February 2014

www.atkinsglobal.com

To read the statement in full, please go to


WS Atkins plc Client Policy Statement | Issued in 2013, 2014 our commitment includes protecting clients information and assets

tinyurl.com/kqxawoz

6. Excellence in delivery Excellence in


delivery

Atkins is committed to providing excellent standards





Our vision is for excellence in delivery to be a natural and integral part of the
culture of Atkins. We aspire to this through effective leadership and developing
appropriate behaviours. This means proactively working with colleagues, clients
and our supply chain to ensure that it is fully integrated into our decision
making processes.

of service to our clients. We aspire to lead industry and


We pursue our commitment to excellence in delivery by:

continually improving the quality of our project management and technical


work;
providing professional and competent resources, augmented by suitable

apply best practice in all of our operations.


training and development plans;
implementing business, project and technical controls, including the Atkins
Design Principles and Service Delivery Process, and developing these under
our ongoing business improvement programme;
ensuring the suitability and effectiveness of our suppliers by working in
partnership to deliver the requirements of this policy;
improving the effectiveness of our service by undertaking appropriate
assurance programmes as well as capturing and acting on lessons learnt;
monitoring our performance and progress against objectives and reporting

Our vision is for excellence in delivery to be a natural and


externally through our Corporate Sustainability Report.

We ensure that these requirements are defined within the business


management system, which has been developed to meet the needs of our
clients and our businesses. Businesses have either achieved or are working
towards the International Standard ISO 9001:2008 (Quality Management
Systems), and other sector-specific equivalents, as appropriate.

integral part of the culture of Atkins. We aspire to this Atkins businesses are accountable for implementing this policy and we look to
our employees support and professionalism in making it truly effective.

through effective leadership and developing appropriate Uwe Krueger


Chief Executive
February 2014

behaviours. This means proactively working with


colleagues, clients and our supply chain to ensure that it
is fully integrated into our decision making processes. www.atkinsglobal.com
WS Atkins plc Quality Policy Statement | Issued in 2013, 2014 minor changes including expansion of the controls to incorporate technical

To read the statement in full, please go to


tinyurl.com/lleo5xd
Behaving the Atkins way: our code of conduct 63

Health and safety 7. Health and safety leadership


leadership

Our vision is for health and safety to be a natural and integral part of the culture
of Atkins. We aspire to this through effective leadership and developing
appropriate behaviours. This means proactively working with colleagues, clients
and our supply chain to ensure that it is fully integrated into our decision
making processes.
Atkins acknowledges its potential to influence change
in occupational health and safety management. We

We pursue our commitment to health and safety leadership by:


continually improving our occupational health and safety management by


setting risk-based objectives and targets as part of our overall business
improvement programme;

are committed to providing and maintaining a safe and


promoting a vibrant safety culture through two-way communication and
participation;
implementing the Atkins behavioural-based Be safe and secure programme,
including Safe by Leadership, Safe by Choice and Safe by Design;
promoting the importance of the health and wellbeing of our employees,
including physical, mental and social within the workplace

healthy working environment for our employees and


providing adequate funding and resources that contribute towards a safe
and healthy working environment, including supervision, training and the
appointment of competent professionals;
implementing business controls, health and safety legislation and client
requirements, including arrangements for crisis management, accidents,
ill-health and first aid;

ensuring the safety of others affected by our operations


proactively working with industry and our partners to influence changes to
health and safety;
improving and assessing our health and safety performance by investing in
training, awareness, systems, tools and an assurance programme;
monitoring our performance and progress against objectives and reporting
externally through our Corporate Sustainability Report.

and services.
We ensure that these requirements are defined within the business
management system, which has been developed to meet the needs of our
clients and our businesses. Businesses have either achieved or are working
towards the British Standard OHSAS 18001:2007 (Occupational Health and
Safety Management Systems), and other sector-specific equivalents, as
appropriate.

Atkins businesses are accountable for implementing this policy and we look to

Our vision is for health and safety to be a natural and


our employees support and professionalism in making it truly effective.

Uwe Krueger

integral part of the culture of Atkins. We aspire to this


Chief Executive
February 2014

www.atkinsglobal.com
WS Atkins plc Health & Safety Policy Statement | Issued in 2013, 2014 minor changes to include Be safe and secure and health and wellbeing

through effective leadership and developing appropriate


behaviours. This means proactively working with
colleagues, clients and our supply chain to ensure that it
is fully integrated into our decision making processes.
To read the statement in full, please go to
tinyurl.com/knyxozc

Enabling a 8. Enabling a sustainable future


sustainable future
A

Our vision is to create a pathway to a sustainable future by defining what


sustainability means to Atkins in terms of our leadership role, our operations
and the services we provide. This is based on the key sustainability principles of
how we can support society, reduce our impact on the environment, and be a
responsible business. These are defined as:
We are clear about what sustainability means to Atkins
in terms of our leadership role, our operations and the

A society for our future inspiring the next generation; investing in


communities; developing sustainability knowledge and skills; becoming an
employer of choice; and creating a healthy, safe and secure workplace.

An environment with a future supporting a low carbon economy;


demonstrating respect for the environment through resource efficiency and by

services we provide.
preventing pollution; and protecting and improving ecosystems.

A responsible business of the future supporting sustainable economic


growth with strong governance and accountability; being an international
business whilst recognising the importance of providing local services; and
collaborating with key organisations to develop innovative solutions.

We pursue our commitment to enabling a sustainable future by:


embedding sustainability within the culture of Atkins, based on active

Atkins Sustainability Principles have been developed


engagement and participation with our employees, clients and other key
stakeholders;
senior management being accountable to lead on the key principles by
setting objectives and targets;
utilising the existing knowledge and skills of our people, as well as providing
sufficient resources and appropriate training;

around three key areas and detail how we can support


implementing business controls to ensure compliance with relevant
legislation and client requirements, including arrangements for crisis
management and incidents;
ensuring the suitability and effectiveness of our suppliers by working in
partnership to deliver the requirements of this policy;
improving and assessing our sustainability performance by investing in

society, reduce our impact on the environment, and be a


training, awareness, systems, tools and an assurance programme;
monitoring our sustainability performance and progress against objectives and
reporting externally through our Corporate Sustainability Report. Our carbon
emissions are independently verified to International Standard ISO 14064 and
are also reported through the Carbon Disclosure Project.

responsible business. These are defined as:


We ensure that these requirements are defined within the business
management system. In terms of environmental management, businesses have
either achieved or are working towards the International Standard ISO
14001: 2004 (Environmental Management Systems).

Atkins businesses are accountable for implementing this policy and we look to
our employees support and professionalism in making it truly effective.

A society for our future


Uwe Krueger
Chief Executive
February 2014
www.atkinsglobal.com
WS Atkins plc Sustainability Policy Statement | Issued in 2013, 2014 minor changes to the Sustainability Principles

An environment with a future


A responsible business of the future.
To read the statement in full, please go to
tinyurl.com/mmqqqjl

Do you need to report an issue or concern? See page 54 for details.


64 Behaving the Atkins way: our code of conduct

9. Communicating with our stakeholders Communicating


with our
stakeholders
We take into account the interests of all our external

Our success depends not only on high standards of performance and service
delivery but also on our ability to understand, influence and manage the
expectations of our stakeholders.

and internal stakeholders, including current and


We will take into account the interests of all our external and internal
stakeholders. These include current and potential shareholders, clients and
colleagues; as well as governments, media, professional bodies and trade
associations, academia and educational establishments and our communities
around the world.

potential stakeholders, clients and colleagues, as well



We recognise that consistent, effective, open, honest and timely communication
is important to help us convey our aims, objectives and policies, and to endorse
our credibility as a publicly quoted company. We provide corporate information
through a number of channels including traditional media and through digital
channels, such as our website and social media sites. We ensure at all times that

as governments, media, professional bodies and trade


our communications convey Atkins beliefs and values.

We pursue our commitment of open and honest communication through:


Shareholders and potential investors we communicate with shareholders
and potential investors via our investor relations website and share information
about Company performance through the Annual Report, at our Annual

associations, academia and educational establishments


General Meeting and through full and half year results presentations. We also
meet analysts regularly for briefing meetings.

External Stakeholders we use a range of media to communicate with


external stakeholders. These include face-to-face meetings and events as well
as sharing marketing materials such as brochures, case studies and newsletters.

and our communities around the world.


We operate a proactive programme of communications to share information
with the media and ensure we provide timely, accurate information about our
achievements, performance and successes on our websites and social media
channels.

Internal Stakeholders we communicate with our colleagues worldwide


through informal and formal communication channels, with a particular focus to
ensure we have feedback mechanisms in place to promote open and active
dialogue between colleagues. These communication channels include intranet

Consistent, effective, open, honest and timely


sites, webinars, staff notices, newsletters, posters, roadshows and conferences,
to ensure colleagues understand Atkins aims and objectives and know where
they fit in to help achieve these. This also provides a mechanism for knowledge
exchange throughout the Group.

Atkins businesses are accountable for implementing this policy and we look to
our employees support and professionalism in making it truly effective.

communication is important to help us convey our aims, Uwe Krueger

objectives and policies, and to endorse our credibility as


Chief Executive
February 2014
www.atkinsglobal.com
WS Atkins plc Communication Policy Statement | Issued in 2013, 2014 no change

a publicly quoted company.


We provide corporate information through a number of
channels including traditional media and through digital
channels, such as our website and social media sites.
We ensure at all times that our communications convey
Atkins beliefs and values.
To read the statement in full, please go to
tinyurl.com/kxop8to
Partnering with our
10. Partnering with our supply chain supply chain
Our vision is to work collaboratively with our Supply Partners, comprising
suppliers, contractors and joint venture partners, on customer focus, continuity

We work in collaboration with our suppliers, contractors


and sustainable procurement. This enables us to have a proactive relationship
with our Supply Partners based on honesty, openness, respect and fairness
throughout our procurement lifecycle.
Our commitment to our Supply Partners is that we will:
be open, transparent and fair in our communications and dealings with

and joint venture partners in a manner consistent with


Supply Partners wherever we work in the world, acting in an honest and

ethical manner at all times;
not engage in bribery or any form of unethical inducement or facilitation
payments;
create open and effective competition that still enables the development of


commercial relationships with proven sustainable suppliers, including local

our values on quality, safety and sustainability.



suppliers where appropriate;
promote and maximise the use of Atkins-wide contracts and framework
agreements;

view their services based on value for money, competitiveness and


consistency with our values on quality, safety and sustainability;
take reasonable steps to ensure payment terms and other conditions are
fulfilled;
regularly monitor their performance against a clear set of indicators and
targets.

This enables us to have a proactive relationship with our


Supply Partners commitment to Atkins is that they will:
share our commitment to protecting the health, safety and security of
employees, clients and others who could be affected by their activities;
pay everyone a fair wage and provide good working conditions;
supply good quality products and materials from sustainable, local and

Supply Partners based on honesty, openness, respect and



ethical sources;
ensure everyone has the right competency and appropriate training to
undertake their job;
ensure all accidents and incidents are reported and undertake investigations
as appropriate;
protect Atkins assets including confidential information;

fairness throughout our procurement lifecycle.



comply with all relevant legislation and, where appropriate, work towards
or maintain ISO 9001, ISO 14001, EMAS or BS8555, and OHSAS 18001.

We ensure that these requirements are defined within the business


management system, which has been developed to meet the needs of our
clients and our businesses.

Atkins businesses are accountable for implementing this policy and we look to
our employees support and professionalism in making it truly effective.

To read the statement in full, please go to Uwe Krueger


Chief Executive

tinyurl.com/kf6vcyd
February 2014
www.atkinsglobal.com
WS Atkins plc Supply Chain Policy Statement | Issued in 2013, 2014 minor changes including where appropriate the Supply Partner will have certification
Behaving the Atkins way: our code of conduct 65

Securing our 11. Securing our business


business
ff and contractors

Our vision is for security to be a natural and integral part of the culture of
Atkins. We aspire to this through effective leadership and developing
appropriate behaviours. This means proactively working with colleagues, clients
and our supply chain to ensure that it is fully integrated into our decision
making processes. We define securing our business as:
Atkins acknowledges that the security of our staff and assets is critical
to both us and clients. We are committed to the wellbeing of our

Be safe and secure minimising the risk of harm to our staff, contractors and
third parties as a result of physical abuse, verbal abuse and threats to their
health or safety whilst working or travelling;

Protect information and assets safeguarding physical and information

staff, as well as protecting physical and information assets from loss,


assets from loss, damage or theft. It is critical to maintain the trust of our clients,
partners and colleagues by ensuring that we have adequate controls in place to
address confidentiality, integrity and availability of information. These
obligations extend across all our businesses and are not limited to those sectors
with specific contractual and legal requirements.

damage or theft.
We pursue our commitment to securing our business by:

continually improving our security by setting risk-based objectives and targets


as part of our overall business improvement programme;
promoting a vibrant security culture through two-way communication and
participation;
implementing the Atkins behavioural-based Be safe and secure
programme, including Secure by Leadership and Secure by Choice;
ensuring information is useful, useable and easily accessible by those who
are authorised to use it;

Our vision is for security to be a natural and integral part of the


raising awareness of protecting information and assets;
providing adequate funding and resources that contribute towards a secure
working environment, including supervision, training and the appointment
of competent professionals;
implementing business controls to ensure compliance with security legislation
and client requirements, including arrangements to maintain resilience of our

culture of Atkins. We aspire to this through effective leadership and


systems during a crisis and incidents and ensuring business continuity;
improving and assessing our security performance by investing in training,
awareness, systems, tools and an assurance programme.

We ensure that these requirements are defined within the business


management system, which has been developed to meet the needs of our

developing appropriate behaviours. This means proactively working


clients and our businesses. Businesses have either achieved or are working to
the principles of the International Standard ISO 27001 (Information Security
Management Systems), and other sector-specific equivalents, as appropriate.
Those businesses certified to ISO 27001:2005 are transitioning to ISO
27001:2013.
Atkins businesses are accountable for implementing this policy and we look to

with colleagues, clients and our supply chain to ensure that it is fully
our employees support and professionalism in making it truly effective.

Uwe Krueger

integrated into our decision making processes.


Chief Executive
February 2014
www.atkinsglobal.com
WS Atkins plc Security Policy Statement | Issued in 2013, 2014 changes to incorporate Be Safe and Secure, information and assets and ISO 27001:2013

We define securing our business as:


Be safe and secure minimising the risk of harm to our staff,
contractors and third parties as a result of physical abuse, verbal
abuse and threats to their health or safety whilst working or
travelling

Protect information and assets safeguarding physical and


information assets from loss, damage or theft. It is critical to
maintain the trust of our clients, partners and colleagues by
ensuring that we have adequate controls in place to address
confidentiality, integrity and availability of information. These
obligations extend across all our businesses and are not limited to
those sectors with specific contractual and legal requirements.
To read the statement in full, please go to tinyurl.com/m99h423

Do you need to report an issue or concern? See page 54 for details.


66 Behaving the Atkins way: our code of conduct
Atkins Ltd except where stated otherwise.
The Atkins logo and the strapline Plan Design Enable
are trademarks of Atkins Ltd.

www.atkinsglobal.com