We recognise that being sustainable makes us more efficient, helps us to win work, engages our employees and benefits communities and the environment. This is why our sustainability commitments are integral to our strategy. Importantly, they are at the core of delivering stakeholder value.
Our commitment to sustainability
Sustainability underpins our long-term success as a business and is a core part of how we operate. We monitor our Environmental, Social and Governance (ESG) practices and performance through a robust structure and are committed to publicly reporting our progress across six fundamental areas: our people, health and safety, environment and climate change, communities, clients, and supply chain.
|
Strategic priority |
Sustainability pillar |
Objective |
KPI |
FY23 |
FY24 |
Ambition |
|
Champion a people-orientated, progressive culture. |
Health and safety |
Prioritising health, safety and wellbeing and ensuring no harm to anyone linked with our operations. |
Lost Time Frequency Rate
|
0.20 |
0.14 |
No harm. |
|
Accident Frequency Rate
|
0.09 |
0.04 |
No harm. |
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|
Our people |
Creating an inclusive environment and progressive culture that enables all individuals to reach their potential. |
Early careers as a % of total employees |
10.0% |
10.2% |
>9.0% |
|
|
Women as a % of total employees |
21.6% |
22.5% |
Year-on-year increase. |
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|
Employee advocacy |
86% |
87% |
>80% |
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|
|
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|
Operate in a socially and environmentally responsible way. |
Environment and climate change |
Adopting sustainable resourcing and consumption practices and taking measures to mitigate carbon production and climate change to protect our environment and biodiversity. |
Scope 1 and 2 carbon emissions (CO2e tonnes) |
10,751 |
10.486 |
Net zero by 2030. |
|
Scope 3 carbon emissions (CO2e tonnes) |
477,000 |
Not reported |
Net zero by 2045. |
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|
Waste intensity (tn/£100k revenue) |
21.8 |
17.7 |
Year-on-year reduction. |
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|
Communities |
Making a positive impact in communities where we operate by delivering greater social value and improving lives. |
% of completed projects delivering >25% SLEV as a % of contract value |
94%% |
79% |
60% |
|
|
Considerate Constructors Scheme performance |
43.4 (industry ave 39.0) |
42.9 |
>39 and above industry average. |
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Deliver high-quality buildings and infrastructure. |
Clients |
Delivering lower carbon, superior buildings and infrastructure with a better social footprint for clients in our chosen markets through a focus on innovation, digitalisation and quality. |
% of repeat business in our order book |
87% |
92% |
>80% |
|
% of full year planned revenue secured at the start of the financial year |
92% |
92% |
>85% |
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|
Supply chain |
Aligning our supply chain with our culture and creating collaborative relationships that deliver best practice, innovation and sustainable outcomes for clients, communities and the environment. |
% of business unit core trades spend with Aligned subcontractors |
58% |
61% |
70%–80% |
|
|
Prompt payment – % of invoices paid within 60 days |
98% |
96% |
>95% |
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|
|
FY23 |
FY24 |
2030 target |
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|
Provide sustainable financial returns. |
Divisional operating margin |
Focus on both top and bottom line growth and accelerated growth in our higher-margin adjacent market businesses. |
2.4% |
2.5% |
4.0% |
|
|
Revenue |
Maintaining disciplined contract selection and robust risk management in resilient market sectors. |
£1.4bn |
£1.8bn |
>£2.2bn |
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|
Average month-end cash |
Retain a strong balance sheet and operating cash generation |
£135m |
£155m |
Operating cash generation |
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|
Dividend cover |
Sustainable dividends with earnings cover of 1.8x. |
1.8x earnings cover |
1.8x earnings cover |
1.8x earnings cover |
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Management
Main plc Board oversight of sustainability is maintained through our newly established Board-level ESG Committee which is chaired by the Finance Director and is comprised of the Director of Risk and Sustainability and senior representatives from our operating divisions and Support Services. The Committee is an amalgamation of our former Carbon and Social Value Forum, and Stakeholder Steering Committee, which were combined given the overlap of responsibilities and audiences.
