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MITIE Group PLC
T: 0117 970 8800 F: 0117 302 6743 E: group@mitie.co.uk
Visit our website to download a copy of this report and access our expanded BITC CR Index performance statistics and GRI Index.
mitie.co.uk/cr
MITIE Group PLC Corporate Responsibility Report 2009
8 Monarch Court The Brooms Emersons Green Bristol BS16 7FH
MITIE Group PLC Corporate Responsibility Report 2009
think manage deliver
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MITIE Group PLC Corporate responsibility report 2009
Group profile
2
Community
We’re the strategic outsourcing and asset management company. What does that mean? Providing everything from strategic consultancy, to facilities and project management, to world-class delivery on the ground. We work with our clients in three ways: – Strategy and consultancy – Facilities and project management – Service delivery In other words we: Think: Our Corporate Responsibility (CR) strategy is fully integrated into our long-term mission to responsibly deliver quality services, opportunity for our people and sustainable growth.
Manage:
Deliver:
Our CR activities draw on professionals from across the whole MITIE Group with a diverse range of skills, qualifications and experience. Together they bring a wealth of good ideas on how we can act responsibly, and deliver sustainably to our stakeholders.
At MITIE it’s everyone’s responsibility to support and contribute to our CR objectives; working hard to improve their surroundings, and upholding our reputation as a world-class business delivering world-class services.
The CO2 emissions arising from the paper manufacture and printing of this individual report have been calculated by Carbon Ready Ltd. at 197 gms. which is nearly 5% lower than our report last year. That’s the equivalent emissions of a small family size motorcar travelling one mile. We continue to work with our suppliers in measuring and reducing our combined carbon footprint.
Our success is built on the dedication and passion of our people supported by our sustainable and ethical business model: Revenue
Profit before tax
Printed on Take 2 Offset which is made from 100% recycled fibres sourced only from post consumer waste. Take 2 Offset is certified according to the rules for the Forest Stewardship Council.
Listed on the London Stock Exchange
If you have finished reading this report and no longer wish to retain it, please pass it on to other interested readers or dispose of it in your recycled paper waste. Thank you. Design and production: Radley Yeldar | www.ry.com
Number of employees
Order book
Print: MITIE Document Solutions
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MITIE Group PLC Corporate Responsibility Report 2009
01
Overview
Contents Overview Chief Executive’s welcome
02
CR highlights 2008
03
How we set priorities
04
Stakeholders’ engagement strategy
06
People Introduction
08
Approach and achievement
10
Data, measures and analysis
13
Service delivery Introduction
14
Approach and achievement
16
Data, measures and analysis
17
Environment Introduction
18
Approach and achievement
20
Data, measures and analysis
23
Health and safety Introduction
24
Approach and achievement
26
Data, measures and analysis
27
Community Introduction
28
Approach and achievement
30
Data, measures and analysis
32
Visit our website to download a copy of this report and access our expanded BITC CR Index performance statistics and GRI Index.
mitie.co.uk/cr
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MITIE Group PLC Corporate Responsibility Report 2009
Chief Executive’s welcome “Our commitment to CR remains undiminished and undeterred despite the challenging global economic situation. CR is a key differentiator for us. Our commitment to, and delivery of our CR strategy is not only part of being a responsible organisation – it makes sound business sense too. MITIE’s CR initiatives and achievements have only strengthened our reputation as an attractive, ethical and moral business partner to both the public and private sector. MITIE endorses the Business for Social responsibility definition of Corporate Responsibility (CR) as; ‘achieving commercial success in ways that honour ethical values and respect people, communities, and the natural environment.’ Adopting this holistic approach and the consultation we have with our various stakeholders guides our strategy and helps us to establish our short- and long-term priorities and targets. This year we’ve successfully retained our Silver status in the Business in the Community (BITC) CR Index model with an overall score of 81.5%. The focus on enhancing the skills of our people and evolving our business to meet the changing demands of our stakeholders, continues to open up exciting new markets and opportunities for MITIE.” Ruby McGregor-Smith Chief Executive
CR is a key differentiator for us and our commitment to, and delivery of our CR strategy is not only part of being a responsible organisation, it makes sound business sense.
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MITIE Group PLC Corporate Responsibility Report 2009 Overview
CR highlights 2008 Listed in the FTSE4GoodIndex 2009
51% increased volume of Fairtrade sales to our clients
66% of our vegetable cooking oil reprocessed into bio-diesel
£3,463,297 invested on training courses
Financial Times Top 100 Companies that Count 2009 – Silver category
42% of workforce are female
100% of business operations certified to ISO:9001 & BS OHSAS 18001
BITC Corporate Responsibility Index 2009 150 low CO2 emission, fuel efficient vehicles purchased
390 people trained in a recognised IOSH course for managing health and safety
We achieved two BITC Big Tick Re-accreditation Awards 2009
458 days spent volunteering for local charities and initiatives
Big Tick re-accreditation
343 apprentices employed across our three divisions
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MITIE Group PLC Corporate Responsibility Report 2009
How we set priorities At MITIE, we know that our clients expect us to add value to our services by implementing initiatives that complement their own CR agenda. We don’t see these commercial drivers as an additional burden, but rather as an opportunity for us to demonstrate the added value that our services bring to our clients. We’re committed to taking a structured approach to managing CR at MITIE. This allows us to focus on the social, ethical and environmental factors, opportunities and risks that affect our business, and to ensure they are efficiently managed. MITIE’s CR strategy is implemented at every level of our organisation using the five pillars of : People Service delivery Environment Health and safety Community
Suzanne Baxter Group Finance Director Focus: CR sponsor on our Board of Directors
Why is CR important to MITIE? Responsible business practice is core to our strategic aim of delivering sustainable profitable growth. Acting responsibly and consciously adopting a structured approach to CR is the right thing to do for MITIE. Clearly, there are moral and ethical drivers that tell us that this approach is right, but critically, we believe this is the right thing to do for commercial reasons. Further, it also ensures that we have clearly communicated the way in which we want to conduct our business to our people internally, as well as to our extensive external stakeholder group – from our clients and shareholders, to the public and local communities. A responsible business is a sustainable business and it is no surprise to us that our continued growth and success is aligned with our corporate responsibility performance. A sustainable business has to anticipate and address the various challenges and drivers affecting its operations. We have been able to balance our continued growth and commercial success by making a positive contribution to society through our community investment, and by making significant efforts to mitigate the effect that our business has on the environment.
Will the current global economic downturn affect MITIE’s commitment and investment to CR?
Talk to us! Do you have a question on our CR activities? Email us at: cr@mitie.co.uk
These certainly are challenging times but our commitment and investment to CR remains focused on commercially relevant activity that contributes to the Group’s strategic objectives. In particular, we are focused on those areas that affect our partnerships and relationships with key stakeholders, including our people who will underpin our continued success.
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MITIE Group PLC Corporate Responsibility Report 2009
05
Overview
Joanne Bacon
Stephen Barthorpe
Jane James
Group Human Resources Director
Group Corporate Responsibility Manager
Employment Regeneration Director
Focus: Overall responsibility for CR
Focus: Development of CR strategy, polices and procedures
Focus: Employability and Real Apprentice scheme
Who is responsible for CR in MITIE?
What is MITIE’s CR strategy, and how effective is it?
What is your role?
Although it sounds like a bit of a cliché, I genuinely believe that all our people have an important part to play in running the Group in a responsible manner. While we have CR professionals operating throughout the business and a clear strategy and policies surrounding our CR aspirations, unless those ideals are reflected in our day-to-day behaviour then they have little relevance to our clients, our communities and to the organisation we represent.
Our CR strategy is based around a business model with a focus in five areas; Health and safety, People, Service delivery, Environment and Community. For the last four years we have used the Business in the Community CR Index as a management and reporting tool to measure our performance. I’m pleased to say that each year we have made significant progress and we are currently listed in the silver category of ‘Top 100 Companies that Count’ survey published in the Financial Times, in which we have been listed for the last three years. I am pleased that our CR achievements have been recognised nationally and I see CR as being one of MITIE’s key business differentiators.
Ruby McGregor-Smith, our Chief Executive, has ultimate responsibility for our approach to CR and she is supported in this role by our Executive Board, which comprises the Group’s functional specialists, including myself and Suzanne Baxter, as well as the remaining Executive Directors and the senior directorate from our three divisions.
Does MITIE contribute to the national CR agenda? We certainly do – Ruby is Chair of Race for Opportunity and Suzanne is an Advisory Board member of Opportunity Now, the race and gender diversity campaigns of Business in the Community (BITC). Our Corporate Responsibility Manager Stephen Barthorpe is also actively involved promoting CR with BITC and sustainable development forums within the Business Services Association and British Quality Foundation, as well as publishing academic papers on CR. Our Employment Regeneration Director, Jane James also represents MITIE on the All Party Parliamentary Group for CR.
How does MITIE implement its CR strategy? We have a CR Champions Forum of around forty people throughout the UK, utilising a diverse range of skills, qualifications and experience across the Group. We have experts in health and safety, employability, procurement, environment, diversity and community engagement who all contribute to this activity and the achievement of our strategy. Each year MITIE’s Executive Board reviews and authorises the CR strategy, objectives and targets. Our CR professionals and CR Forum are then responsible for delivering the programmes and activities across the Group to achieve these objectives and targets.
There isn’t a standard day, but I work in two core areas; the first is employability programmes such as the Real Apprentice scheme which mentors and supports unemployed, disadvantaged people from all backgrounds into permanent sustainable work with MITIE, our clients and supply chain. I also co-ordinate some of MITIE’s ‘World of Work’ events in schools that help students improve their employability skills. The second core area of my role is representing MITIE on employability issues with Central and Local Government, which includes working with members of the House of Lords and the House of Commons.
Why does MITIE get involved in employment regeneration? MITIE’s ethos is to enable people to achieve their full potential. Employment Regeneration is one proven tool where we can support those who need help in the local communities we work in. There is a very real business case for MITIE to be involved in Employment Regeneration. Through the Real Apprentice programme MITIE has saved in excess of £250,000 in recruitment costs since the programme began in October 2005.
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MITIE Group PLC Corporate Responsibility Report 2009
Stakeholders’ engagement strategy Our strategy is to deliver value to all our stakeholders including our shareholders, investors, clients, people and the wider community. We have an uncompromising commitment to deliver value to our clients by providing them with quality services, and demonstrating responsible business practice to enhance our relationships. We also take measures to minimise and mitigate the impact that our business has on the natural environment and work with our clients and suppliers to improve their environmental performance too.
Stakeholder group
People
Suppliers
Clients
Investors and shareholders
Society
Visit our website to get more information:
mitie.co.uk/cr
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MITIE Group PLC Corporate Responsibility Report 2009 Overview
How we engage
How we respond
– We treat our people with respect and are passionate about providing opportunities to help them reach their full potential. We achieve this by delivering extensive training and development programmes and offering an experienced support network.
– Our Employee Forum provides the platform for dialogue and consultation between elected employees and the main Board. – MITIE’s award-winning internal communications inform employees about a wide range of key business initiatives, events and reward schemes. Our publication MITIE Life is sent to every one of our 50,000+ people and actively encourages them to contribute and feel part of the MITIE community. – A comprehensive intranet is also available and covers all aspects of the business. – A whistle-blowing facility is in place to deal with any issues requiring investigation.
– MITIE engages with key suppliers and subcontractors via our Supplier Improvement Programme to promote mutually beneficial trading relationships built upon trust, ethical business practices and cooperation.
– We undertake reviews with our key suppliers to ensure that they are aligned with our CR principles and standards and also help them to promote social, environmental and ethical accountability within their own supply chain. – We see our suppliers as partners and work with them in delivering quality services and in promoting business opportunities and sustainable growth.
– Our Sustainable Procurement Forum, which comprises of procurement and CR specialists, promote best practice with our key suppliers.
– We engage with our clients formally and informally. Formal client satisfaction surveys are undertaken as well as regular account meetings and performance reviews.
– Regular account meetings and performance reviews with our clients enable us to monitor and manage our relationships and service levels. – Our Real Apprentice employability programme, offering training and employment opportunities has been successfully supported, and in some cases replicated, by our clients for a number of years.
– Informal engagement with clients includes joint participation in MITIE’s employee volunteering community projects.
– We communicate with our investors and shareholders in several ways. The most visible of these are through our Investor road shows, AGM, Annual Report and Accounts, our CR reports and through our website www.mitie.co.uk
– We also respond directly and indirectly to investors and shareholders via surveys and information about MITIE that is held by investment analysts and CR research data bases compiled by FTSE4GoodIndex, EIRiS and PIRC.
– We believe in demonstrating our reputation as a responsible business by putting something back into the many communities where we work. Our main community investment activities include providing support for schools, appropriate charities and third sector organisations.
– We have responded to the construction skills shortage by creating seven Skills Centres in schools throughout the UK where around 460 students are currently studying vocational certificates and diplomas.
– We’re seeing increasing interest in our CR credentials from our shareholders, and have held a number of meetings with our shareholders’ ethical investment and CR teams.
– Our employee volunteering programme focuses on providing ‘World of Work’ challenge days that prepare the students for their work experience and future careers.
07
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MITIE Group PLC Corporate Responsibility Report 2009
People MITIE is dedicated to implementing a comprehensive and proactive people strategy with policies to ensure that all employees are treated equally, fairly, and in a responsible manner. We’re committed to providing an environment that enables our people to reach their full potential. Our people priorities, within our CR strategy What is our objective? align with MITIE’s founding philosophy that To provide opportunities and the right was established over two decades ago environment to enable our people to to create opportunities and provide the develop to their full potential. right environment to enable our people to reach their full potential. We achieve this by providing appropriate training and learning development support for all levels of employees via structured development programmes.
How are we going to achieve it?
Our talent management strategy is also influenced by external commercial drivers to ensure that we provide the world-class service our customers expect.
3. We will deliver a suite of bespoke diversity training courses to our people by April 2010 including; seven managing and valuing diversity courses, three diversity in bids courses, and at least two recruitment and selection programmes that have an emphasis on disability; and
At MITIE, we make a significant investment in the training and career development of our people and offer a comprehensive range of courses linked with nationally recognised programmes. These range from NVQ literacy and numeracy qualifications via our Skills Pledge commitment, cultural awareness and diversity training to a wide range of technical and professional qualifications to make sure that our people are fully capable of meeting the challenges they face at work.
1. We will continue our Skills Pledge commitment to offer access to Skills for Life and other learning and development opportunities within our Talent Management programme to all of our employees; 2. Deliver eight CR Awareness training seminars for employees by April 2010;
4. During 2009 we will run a pilot employability programme in conjunction with Wellness to Working, London based on our successful Real Apprentice model for people with mild to moderate mental health issues.
How we measure our progress %
For the third successive year we have improved our management retention rate, retaining quality people to deliver world-class service for our clients.
Visit our website to get more information:
mitie.co.uk/cr
91.4
92.0
93.0
2007
2008
2009
Not measured
2006
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MITIE Group PLC Corporate Responsibility Report 2009
09
People
The Real Apprentice scheme Think
Manage
Deliver
The long-term success of any business comes down to having the right people for the right job and opening up opportunities for all. By investing in our people, we’re investing in our future. A key part of our Talent Management programme is our award-winning Real Apprentice scheme which helps take away the barriers to employment faced by young people from disadvantaged areas. In the last four years the scheme has won prestigious Business in the Community Big Tick Awards for Excellence, the 2006 PFM Partners with People Award and the Greater London Training Award.
By working with the East London Business Alliance (ELBA) and a number of clients in the financial and professional services sector including our client PricewaterhouseCoopers LLP (PwC), our Real Apprentices all aged between 17–25, are each given 12 weeks of training and work experience on one of MITIE’s contracts. At the end of the 12 week period, the apprentices are guaranteed an interview for a full-time job after successfully completing the full course.
Since October 2005, 78 people have secured permanent roles with MITIE and our clients directly through the Real Apprentice scheme which has an 80% retention rate after six months’ employment. The scheme’s successful model has now been implemented by PwC who have also facilitated a joint venture Real Apprentice programme with some of their other suppliers. In 2009/10 we plan to adapt the programme to more diverse participants across London. Working in partnership with specialist organisations from the fields of mental health to disability, we hope to run tailored programmes across our business to ensure an equal and diverse opportunity for all members of our communities.
Real Apprentice graduates Shazmin Begum, Jamil Ahmed and James Day
“The long-term success of any business comes down to having the right people for the right job and opening up opportunities for all.”
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MITIE Group PLC Corporate Responsibility Report 2009
Talent management
Diversity and equal opportunities
Employee development and training is essential for us to maintain our competitive edge in our challenging market sectors, and MITIE offers a comprehensive range of career and personal development programmes. In 2008/09 we spent over £3.4m on training courses, providing over 35,134 delegate days across 445 different courses, which averages out at 4.2 hours training for every employee. Our training centre at Frimley Green, Surrey was used on 200 days during the same period, hosting training courses and meetings for over 2,604 people, including six Corporate Responsibility Awareness seminars.
MITIE respects the rights of its people and those of our stakeholder partners by endorsing the tenets of the International Labour Organisation Declaration on Fundamental Principles and Rights at Work, and the Ethical Trading Initiative ‘Base Code’. Our investment and commitment to equality and diversity has increased significantly during the past year. We have continued to develop new initiatives and training opportunities to support our people.
Skills pledge In our CR report 2008 we reported our commitment to the UK Government’s Skills Pledge. Over the past year we’ve established a dedicated Skills Pledge team drawing on the knowledge and expertise of our HR, Training, and Communications specialists. The team have developed the framework, established the relationships, and implemented the policies to offer our people some excellent learning and development opportunities. MITIE’s Facilities Management division is the first to implement the Skills Pledge. Working in conjunction with our delivery partner Jigsaw Training, we now offer our people a number of Skills for Life courses to help them improve their Maths and English skills, as well as gain access to National Vocational Qualifications (NVQs) and apprenticeships. Our challenging target is to deliver 8,700 National Vocational Qualifications by 2012. The investment brings with it tangible business benefits as we enhance the literacy, numeracy and employability of our people, and in turn improve the levels of our service delivery and client satisfaction levels.
We’ve also invested in a new e-learning package for equality and diversity to support our diversity training across the business. The package is accessed via our intranet. We’re also running courses on Managing and Valuing Diversity across the UK. Our work has not gone unnoticed. We have recently attracted funding from the Women and Work Commission via Construction Skills for our women’s learning and development activities. The commission was impressed with our offerings across all three of our divisions.
Opportunity Now We remain committed to the work of Opportunity Now, the BITC gender diversity campaign of which our Group Finance Director Suzanne Baxter in an advisory Board member. We were delighted to have attained a Silver standard in the campaign’s recent gender benchmarking exercise. The result reflects the good practice undertaken around our business and improvement on our previous achievements. At Board level 50% of our Executive Directors are female and we are committed to the development of our female talent base in the future.
Working Links Scotland In the past 18 months Working Links Scotland has developed an excellent relationship with MITIE’s security business in Scotland. The relationship has produced outstanding results and created many job opportunities for people looking to get back to work in Scotland. Working Links has recently placed their 100th client with MITIE which is a fantastic achievement. Moving people into work through Local Employer Partnerships has been particularly successful and MITIE and Working Links received an award for ‘best practice in recruitment’ at an evening of celebration and presentation organised by Job Centre Plus on 12 March 2009 in Glasgow.
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MITIE Group PLC Corporate Responsibility Report 2009
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People
Supporting disability
Salaried employee seniority based on salary band; gender profile Gender/Salary
<20K
20–40K
40–60K
60–80K
80–100K
>100K
Male
1,313
2,727
576
168
71
41
Female
1,871
1,070
86
17
9
6
Salaried employee seniority based on salary band; ethnicity profile Ethnicity/Salary
White
<20K
20–40K
40–60K
60–80K
80–100K
>100K
2,008
2,063
323
98
39
30
Black Asian and Minority Ethnic Ethnicity not disclosed
92
109
14
1
0
1
1,084
1,625
325
86
41
16
We started recording the ethnic origin of our people in 2006 so the majority of ‘ethnicity not disclosed’ refers to people employed before 2006.
MITIE Stars Awards Our MITIE Stars Awards recognise people who show true passion for their work, going above and beyond the call of duty. The winner of our first annual MITIE Stars award was announced in September 2008, and the lucky lady to take home the £15,000 first prize was Jan Roe. Jan works for our cleaning business as a Site Manager at Chesterfield College and has been with MITIE since August 2006.
As part of our commitment to supporting those with disability, MITIE has a comprehensive Occupational Health service provided by Managed Occupational Health Limited. We realise that it is only through having access to such a service and implementing it correctly that disability can be robustly identified and support provided as required. In 2008/09 MITIE began working with Remploy, one of the UK's leading providers of employment services and employment to people with disabilities and complex barriers to work. Our relationship continues to develop as we look to break down the traditional barriers to entering the workplace. A key building block of our people strategy for 2009/10 is conducting a full review of how MITIE can recruit, retain and support employees with disabilities. This process demonstrates that we’re determined to ensure we have the right policies and procedures in place to support MITIE people with disabilities. In doing so we will: – Set a clear vision for supporting existing and future employees with disabilities; – Establish our strategic goals for disability management; – Publish a disability action plan; and – Regularly monitor our performance in disability management.
Remploy MITIE’s Joe Fryer, who lives in Toxteth and has curvature of the spine works for our cleaning team at Queen Square bus station in Liverpool city centre. Joe is one of seven MITIE people in the city who’ve found employment through our relationship with Remploy.
Communication is key to the success of our plan and in the first half of 2009/10 we’ll be assessing the accessibility and usability of our internal and external communications tools, and where necessary engaging with specialist agencies to help us optimise their form and content for existing and prospective employees with disabilities.
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MITIE Group PLC Corporate Responsibility Report 2009
Race for Opportunity Race for Opportunity (RFO) is Business in the Community’s workplace programme that focuses on race equality. It represents a growing network of private and public sector employers who recognise that working proactively on race and cultural diversity can have a positive impact on business performance in terms of increased efficiency and productivity. Our commitment to the programme comes from the very top of our organisation as MITIE Chief Executive Officer Ruby McGregor-Smith is the Chair for Race for Opportunity. [Skills Commission report on Apprenticeships] On 18 March 2009, David Edwards, an apprentice engineer in MITIE’s Asset Management division made a speech to an audience comprising of senior business leaders, and members of the House of Lords and the House of Commons during the launch of the Skills Commission report on Apprenticeships. The event in London was hosted by Barry Sheerman, MP for Huddersfield, Chair Skills Commission and Chair of the Children, Schools and Families Committee.
“With MITIE’s invaluable leadership and contribution we are positive that we will continue to set the stage for race equality and progression in the UK. I believe that MITIE should continue to be commended and recognised for their leadership and for the outstanding work they have done with young people to increase their skills through apprenticeships and partnerships with schools.” Sandra Kerr Campaign Director Race for Opportunity campaign
Workplace summary 2009 Gender
Ethnic Origin*
Age
Service
Male
Female
Total
29,871
21,615
51,486
58%
42%
100%
Bangldeshi
Chinese
Pakistani
White
Black AC
Indian
Other
Ethnicity not disclosed
Total
108
38
579
18,728
702
707
3533
27,091
51,486
0.21%
0.07%
1.13%
36.37%
1.37%
1.37%
6.86%
52.62%
100%
<20 years
20–29 years
30–39 years
40–49 years
50–59 years
60–69 years
>70 years
Age not disclosed
Total
1,471
10,246
10,586
12,656
10,282
4,883
859
503
51,486
2.86%
19.90%
20.56%
24.58%
19.97%
9.48%
1.67%
0.98
100%
<2 years
2–4 years
5–9 years
10–19 years
>20 years
Total
25,656
14,160
7,482
3,488
700
51,486
49.83%
27.50%
14.53%
6.78%
1.36%
100%
* We have recorded the ethnic origin of our people since 2006. These percentages represent 24,395 (47.4%) of our total 51,486 people as at 30 March 2009.
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MITIE Group PLC Corporate Responsibility Report 2009
13
People
How we performed Objective:
Previously reported as ‘Workplace’ Key:
To provide opportunities and the right environment to enable our people to develop to their full potential. Targets 2008/09 1 We will expand our ‘Skills for Life’
initiative and commit to delivering 8,700 NVQ’s over the next three years;
Achieved Ongoing Not achieved
How we performed Contract signed with Learning Skills Council on 24 November 2008 and assessment and individual learning plans being developed for our Security and Cleaning businesses.
2
We will demonstrate our commitment to diversity in the workplace by issuing an Equality and Diversity policy statement, quality proofing our existing policies and procedures and raising awareness in our workforce by April 2009;
Equality & Diversity Policy published. Equality-proofing of existing policies and procedures is ongoing with Equality Works consultants. 769 people have completed the online E&D training course.
3
In partnership with Opportunity Now we will undertake a benchmarking gender survey and put together an action plan to address areas for improvement by April 2009;
The Opportunity Now benchmarking gender survey was submitted and achieved ‘Silver’ status. An action plan will now be developed from a gap analysis of the Opportunity Now feedback report to identify areas for improvement for 2009/10.
4
We will run two new Real Apprentices programmes, offering 68 training placements with our clients during 2008.
Two Real Apprentice programmes were run although 15 placements were unfilled due to applicant funding and eligibility issues with our community partner.
We outperformed the other CR Index participants in three of the four areas, scoring a maximum 100% in two of them. There is room for improvement however in two of the areas (Q36) Corporate Commitment and Disclosure and (Q37) Integration for us to focus on during 2009/10. Workplace management
mitie.co.uk/cr
100.0
95.0
97.0
94.0
81.0
86.0 71.0
68.0
69.0
Corporate commitment and disclosure (Q36)
To get a full overview of all of our performance data visit our website:
83.0
MITIE Group PLC Support Services Sector All Sector Index
100.0
%
90.0
CR Index 2008 – workplace management
Integration (Q37)
Employee programmes (Q38)
Measuring and monitoring (Q39)
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MITIE Group PLC Corporate Responsibility Report 2009
Service delivery MITIE is committed to proactively developing mutually beneficial trading relationships and promoting corporate responsibility with our commercial stakeholders, based upon a foundation of trust and cooperation. Our CR strategy for service delivery is driven by our desire to provide a world-class service and continually enhance our relationships with our clients and supply chain stakeholders. This strategy provides the platform for business improvement initiatives that are identified in our four specific targets. Through our CR activities we have been able to add significant value to our commercial services by supporting our clientsâ&#x20AC;&#x2122; own CR agendas. This has proven to be mutually beneficial in enhancing our business relationships, and developing closer links with the communities in which we operate.
What is our objective?
How are we going to achieve it?
To demonstrate responsible business practice and enhance relationships with our clients and supply chain stakeholders.
1. Conduct a further ten CR reviews with key suppliers as part of our supplier improvement programme by April 2010; 2. Continue to engage with our key clients, sharing best practice and providing CR guidance and support; 3. Exhibit best practice sustainability solutions at the London Climate Change Marketplace event on May Day 2009; and 4. Support relevant Government, professional and industry bodies, engaging with our stakeholders to promote CR best practice.
We strive for continuous improvement and by linking our CR activities with some of our supplier partners we are able to reinforce up-stream accountability within the supply chain. Our employee volunteer programme has also benefited from the participation of our clients and suppliers.
How we measure our progress % of retained facilities management contracts. For the fourth successive year we have increased the percentage of retained existing facilities management contracts, demonstrating the added-value service we bring to our many clients.
84
85
86
88
2006
2007
2008
2009
Visit our website to get more information:
mitie.co.uk/cr
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MITIE Group PLC Corporate Responsibility Report 2009
15
Service delivery
RWE npower Think
Manage
Deliver
We have been working with RWE npower, since 2002, providing integrated facilities services to their 40 main sites all over the UK. Since then we have worked in partnership to deliver significant savings. We have achieved these savings through continuous improvement across the contract, which is delivered by a multi-skilled, ‘one-team’ approach. This has not only supported RWE npower in making savings across their buildings and facilities, it has also helped to support them in achieving many of their non-financial objectives, especially their environmental and CR objectives.
RWE npower are committed to reducing CO2 emissions across their estate. Over recent years we have worked together to implement a range of initiatives and supported RWE npower in monitoring and reducing energy usage across their buildings. This has been achieved through our on-site maintenance and engineering team who have identified areas where savings can be made, creating an action plan to achieve these savings. This has been combined with a drive to increase recycling across the buildings and significantly reduce the amount of waste going to landfill.
We are very proud of our recycling operation on this contract. Whether it is plastic bottles and cups, cardboard, office paper, cans, food waste or toner cartridges, we have now introduced a varied list of waste streams and recycling facilities to help RWE npower to increase recycling across their buildings. MITIE has also supported RWE npower on a number of wider issues related to their own CR agenda. Karen Govier our Equality & Diversity Manager, is now working in close collaboration with Nick Smith, Head of Diversity & Inclusion at RWE npower, to share best practice. Practical examples of this are already starting to emerge with the creation of our online Diversity training package which follows on from a similar e-learning tool used by RWE npower.
“Working together to implement a range of initiatives to monitor and reduce energy usage.” Nick Smith, RWE npower’s Head of Diversity & Inclusion with MITIE Account Director Rob Earnshaw
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MITIE Group PLC Corporate Responsibility Report 2009
Supplier Improvement Programme Continuous improvement
MITIE’s Sustainable Procurement Forum was established to: – Adopt and share best practice in purchasing and supply standards; – Develop mutually beneficial collaborative trading relationships; and We achieved a 51% increased volume of Fairtrade sales to our clients.
– Promote sustainable and ethical trading practices. Our clients expect us to be able to demonstrate high levels of CR performance and because of our commitment to CR we are able to respond well to prequalification and tender requirements. We also utilise our considerable environmental experience and capabilities by providing sustainability related guidance for our clients, helping them to reduce their impact on natural resources and increase cost certainty.
In order to provide our clients with consistently high levels of service delivery we’ve been working extremely hard towards gaining certification across all our operational businesses to the ISO 9001 (quality management), ISO 14001 (environmental management) and BS OHSAS 18001 (Occupational health and safety management) standards. In 2008/09, we achieved certification across 100% of our business operations to BS OHSAS 18001 and ISO 9001, and 97% to ISO 14001. By the end of financial year 2009/10, we expect to have achieved certification to all three standards across 100% of our business operations and will continue our journey of continuous improvement. One measure we use to identify improvement is the analysis of the number of non-conformities (NCs) per audit day (third party audits). Since 2005/06 we have improved our performance by over two thirds, from 3.2 audit findings per audit day in 2005/06 to 1.33 audit findings per audit day in 08/091. The graph below demonstrates our quality performance improvement whereby total non-conformances have reduced year-on-year:
160
Number of non-conformaties
MITIE collaborate with our key suppliers to enhance our social, ethical and environmental awareness and performance. In 2007, we established a Supplier Improvement Programme to ensure that our key suppliers are aligned with our CR principles and apply ‘upstream accountability’ in their own supply chain. The Supplier Improvement Programme includes CR audit reviews of significant suppliers undertaken by professionals from our Sustainable Procurement Forum. This has proven to be invaluable in sharing best practice and also in identifying areas where further improvements can be made.
140
ISO 9001
120 100 80 60 40 20
BS OHAS 18001
ISO 14001
05–06
06–07
07–08
08–09
The increase in the number of non-conformities over the last three years against the 18001 and 14001 standards was anticipated due to the increase in business certification. Based on the trends for the decline in findings against our Quality Management Systems, it is expected that findings against our Environmental and Occupational Health and Safety Management systems will also decline for 2009/10 as our practices are embedded into the businesses. In 2008/09 we recycled 410.6 tonnes of waste, that's about the typical weight of a commuter train.
1
This number is based on audit results to 21 April 2009.
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MITIE Group PLC Corporate Responsibility Report 2009
17
Service delivery
How we performed Objective:
Previously reported as ‘Marketplace’ Key: Achieved
To demonstrate responsible business practice and enhance relationships with our clients and supply chain stakeholders. Targets 2008/09 1 We will engage with key clients and
supplier stakeholders, sharing CR values, knowledge and best practice;
Ongoing Not achieved
How we performed We engaged with key clients and suppliers throughout the year sharing our CR expertise at various seminars, roadshows, and workshops events.
2
We will increase the range of ‘Fairtrade’ food products offered to our clients and increase volume by 20% by April 2009;
By April 2009 we increased the Fairtrade product range and increased produce volume overall by 51% at our client sites.
3
We will conduct another ten CR reviews with our suppliers by April 2009 as part of our supplier improvement programme;
Eleven CR supplier reviews were undertaken by April 2009 with satisfactory outcomes.
4
We will support relevant professional and industry bodies in promoting CR-related issues.
Our Chief Executive and Group Finance Director are Board members on Business in the Community programmes. Other Senior Managers hold responsible positions with Business Services Association and British Quality Foundation.
CR Index 2008 – marketplace management
We scored a maximum 100% in four of the five areas assessed, outperforming the other CR Index participants. However we under-performed compared to the other index participants in the remaining area (Q33) Influence over the rules so we will focus our attention on improving this area during 2009/10.
85.0
100.0 74.0
38.0
63.0
80.0
88.0
100.0 82.0
95.0
100.0
95.0
93.0
100.0
MITIE Group PLC Support Services Sector All Sector Index
96.0
%
Product or Service impact (Q30)
To get a full overview of all of our performance data visit our website:
mitie.co.uk/cr
Customers (Q31)
Supply Chain Management (Q32)
Influence over the Rules (Q33)
Consistent Standards and Governance (Q34)
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MITIE Group PLC Corporate Responsibility Report 2009
Environment We are aware of the impact that our business operations may have on the natural environment. We endeavour to minimise and mitigate such effects where possible by utilising environmentally benign materials and practices. We respect our environment, and share best practice with all of our stakeholders as we strive to achieve our environmental targets. As our business continues to grow and we strive to provide world-class services for our clients we also encounter increasing environmental challenges in minimising our impact on climate change. This is a key issue for us and we have implemented many initiatives to improve our own environmental performance, and also influence improvement for our clients and suppliers too. We have a large vehicle fleet which contributes around 90% of our carbon footprint so one of our environmental priorities during 2009 is to purchase low emission, fuel efficient vehicles in our vehicle replacement programme. We will also continue to make improvements in our measuring and monitoring systems for fuel and energy consumption, and utilise the extensive knowledge and expertise we are fortunate to have among our own environment and sustainability specialists.
What is our objective?
How are we going to achieve it?
To demonstrate continuous improvement in our environmental performance.
1. Organise, in conjunction with a client, a road show on 5 June 2009 celebrating World Environment Day; 2. Reduce replaced vehicle CO2 emissions by 10% by purchasing at least 100 low emission vehicles as part of our replacement programme, and by further investment in on board vehicle telematic tracker systems; 3. Develop a consistent approach for electricity and gas reduction in MITIE offices through improved monitoring, measurement and targeted projects; and 4. Continue our environmental management certification programme in accordance with the requirements of ISO 14001.
How we measure our progress tonnes equivalent CO2 per employee 0.70
reduction in average vehicle fleet emissions.
Visit our website to get more information:
mitie.co.uk/cr
0.64
0.64
2008
2009
Not measured
2006
2007
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MITIE Group PLC Corporate Responsibility Report 2009
19
Environment
May Day Summit 2009 Think
Manage
Deliver
As part of our sustainability strategy we participate in a number of exhibitions and seminars across the UK, including the May Day Business Summit on Climate Change in London on 1 May 2009. The events allow us to share best practice, and our specialist knowledge on environmental and sustainability innovations, including helping people to reduce their impacts. We’re also able to raise the profile of the importance of aligning corporate objectives to an environmental plan by: – Assessing current status by environmental audits; – Setting benchmarks; – Building a sustainable programme; – Addressing compliance issues; – Engaging with stakeholders; – Zero landfill; – Delivering a Carbon Reduction Commitment strategy and ‘greening’ the supply chain.
During the day, our environmental specialists ran two roundtable workshops; ‘The Journey to Zero Carbon’ and ‘Thinking, Managing & Delivering a Sustainable Business’ which were attended by clients and industry professionals.
MITIE’s six market stalls featured; energy management optimisation, zero carbon journey, renewable energy solutions, sustainable pest control, waste management, recycling technology solutions and case study examples of some of our projects. Our pest control business demonstrated a range of environmentallyfriendly conservation measures it adopts, including one of its Harris hawks that is used to control pigeons. Two of our chefs were also on hand to provide a range of delicious, locally sourced canapés and refreshments.
MITIE’s Nicola Corderoy and Isabel Donovan at one of our six market stalls
Our experts were also on hand to advise the hundreds of people who came to this prestigious event, which was also attended by HRH The Prince of Wales and other dignitaries including, Boris Johnson, Mayor of London and Ed Milliband, Secretary of State for Energy and Climate Change. A live link broadcast was also made by explorer Pen Hadow from the Arctic, who demonstrated the extent of the polar ice melt due to global warming.
Over the last two years we’ve improved the measurement, monitoring and management of our fuel and energy consumption. To see our 2009 May Day pledges please visit www.mitie.co.uk/may-day-pledges
“We’ve improved the measurement, monitoring and management of our fuel and energy consumption.”
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MITIE Group PLC Corporate Responsibility Report 2009
Vehicle fleet management
Green Standards
Between April 2008 and March 2009 we have purchased150 low CO2 emission, fuel efficient vehicles as part of our vehicle replacement programme – helping to decrease our impact on the environment. We have achieved our aim to reduce our average vehicle fleet CO2 to below 160 CO2 g/km. Our fleet average emissions for 2008/09 are nearly 4% lower at 154 CO2 g/km.
MITIE has established a mutually beneficial working relationship with Green Standards Trust – a charity that collects and redistributes redundant business assets to worthy causes in the UK and overseas. Unwanted, but useable items such as computers and furniture are redistributed via Green Standards ‘Waste to Wonder’ warehouse in Swindon where items are sorted and shipped in their ‘School in a Box’ containers to schools in developing countries.
This has seen a reduction of around 14% in CO2 emissions compared to the vehicles they replaced. We will continue to reduce the average vehicle fleet CO2 emissions by purchasing another 100 low emission vehicles as part of our replacement programme and by investing in more on board telematic tracker systems.
Between April 2008–2009 Green Standards collected 304 tonnes of furniture from MITIE client sites. 213 tonnes of this was recycled and 91 tonnes was redistributed to charities and schools in the UK, Romania, Sierra Leone and Malawi.
We constantly seek to improve the environmental performance of our vehicle fleet by investigating alternative fuels and lower emission engine types. Vehicle fleet fuel consumption accounts for around 90% of our CO2 emissions and improvements in fleet management to reduce this impact have been prioritised with immediate improvements realised. New fleet vehicles purchased have the latest Euro IV compliant engines and lower emissions ratings. Changes to fuel procurement, the introduction of car sharing schemes and the installation of telematic vehicle trackers to optimise travel distances has also reduced fuel consumption and emissions. In 2008/09 we also made further investments in telephone and video conferencing facilities to help reduce business related travel.
MITIE’s car sharing scheme, initiated in the Midlands has already saved 8,560 miles of travel between January–March 2009, reducing CO2 emissions by 2.7 tonnes.
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21
Environment
Fuel/Energy CO2 breakdown % CO2 contribution
FY2008/09 Tonnese
FY2007/08 Tonnese
Difference %
Gas
2.3
751
458
64.0
Electricity
6.5
2,077
1,795
15.7
Fuel (all types) Total
91.2
29,452
28,374
3.8
100%
32,280
30,627
5.4
Although absolute CO2 emissions increased by 5.4% compared to the last reporting period, normalised CO2 emissions per employee remained the same and normalised CO2 emissions aligned with revenue reduced by 2.7%.
A quiet revolution We've installed over 20 quietrevolution wind turbines across the UK. At only five metres high the elegant helical (twisted)design ensures a robust performance even in turbulent winds – a single turbine can generate 10,000kWh a year whichever way the wind is coming from. It is also virtually free from all noise and vibration.
Environmental Impact Management (EIM) In 2008 we introduced an integrated Impacts reduction, EIM service for our clients – offering a holistic approach to environmental management through an appreciation of the existing culture; consulting with client teams and ultimately delivering a package of impact reductions, cost savings, improved stakeholder relations and increased brand value. Environmental sustainability is not limited to the procurement of raw materials in terms of energy and water, and their delivery into a building. It’s a much wider recognition of how these materials are then consumed in daily operations, as well as the procurement and manufacture of supplies to service the building. EIM also extends to the transportation of equipment, materials and people to undertake the operation, the consequence of use in the production of surplus waste, and finally the delivery of products and services to the ultimate consumer. Only when all these activities are considered can we truly start to evaluate a building’s impact on its environment. MITIE’s new EIM offering is ideally suited to meet our clients’ requirements. Its purpose is to help clients navigate their way through the maze of what is required through a carefully planned programme of impact improvements, financial savings, compliance and stakeholder engagement. All of this is implemented in a wholly sustainable manner, delivering true benefits in a financially viable programme of events. The demand for EIM services in the public and private sector is substantial due to a constantly emerging and evolving legislation, including amongst others the Climate Change Bill 2008 with demands (and ethical imperative) to reduce the UK’s carbon footprint by 80% by 2050.
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MITIE Group PLC Corporate Responsibility Report 2009
Sustainability strategy Sustainability is about maintaining an appropriate triple bottom line balance by integrating, measuring and managing economical, environmental and societal performance. We are committed to the operation of a responsible, sustainable business model that underpins our ethical principles and practice in our operations as well as relationships with our stakeholders. Neil Plant
We have identified and assessed our key social, economical, ethical and environmental risks, and implemented appropriate initiatives to mitigate their impact. Our sustainability strategy 2009/10 is available at www.mitie.co.uk/sustainability_strategy
Regional Health & Safety Manager & Environmental CR Champion
What does a CR Champion do and how do you link this responsibility into your professional role? “The main part of my role is to co-ordinate a team of regional CR Champions who undertake a wide variety of CR initiatives with clients, suppliers, colleagues and the local community. This involves providing advice and support to communicate the Group’s CR strategy and policies. I maintain links with local communities to demonstrate that we treat CR as a normal way of life at MITIE and I personally get involved in volunteering my health and safety and environment expertise in schools, which I find very rewarding and keeps me on my toes! I have also introduced a car sharing scheme in the Midlands which has helped us reduce our travel costs and carbon footprint.
MITIE is a member of the Renewable Energy Certification Scheme, British Wind Energy Association and has Building Research Establishments’ (BRE) micro-regeneration accreditation. We have significant sustainability expertise at every level of our organisation which is demonstrated in the comprehensive range of services offered to our clients. This expertise and experience is underpinned by formal academic qualifications and professional chartered status of many of our key people. In addition, we currently have 12 qualified Low Carbon Energy assessors and 21 going through the CIBSE approved training process to become qualified Energy Assessors/Low Carbon Consultants to enable them to inspect buildings and authorise them to issue Energy Performance Certificates (EPCs) and Display of Energy Certificates (DECs).
I really enjoy my role as a CR Champion, I have learnt a lot and I see it as a natural extension of my professional role anyway – it’s the right thing to do.”
Environmental/financial KPIs trend analysis Total revenue Profit before tax
Unit
FY2008/09
FY2007/08
Difference %
£m
1,521.9
1,407.2
8.2
£m
75.9
67.9
11.8
Average number of employees
Number
50,054
47,959
4.4
Total CO2 emissions
Tonnese
32,280
30,627
5.4
Normalised CO2/ave. employees
Tonnese
0.64
0.64
Normalised CO2/£m revenue
Tonnese
21.2
21.8
Total water consumption
M3
17,843
17,103
4.3
Normalised water consumption/ ave. employees
M3
0.35
0.36
69
Tonnes
933.1
1042.0
(10.5)
Kg
18.64
21.73
(14.2)
Tonnes
410.6
472.9
(13.2)
%
44
45.4
(3.1)
Total waste Total waste/average employees Total waste recycled Percentage of recycled total waste
CO2 equivalent was calculated using DEFRA conversion factors.
– (2.7)
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MITIE Group PLC Corporate Responsibility Report 2009
23
Environment
How we performed Objective:
Key: Achieved
To demonstrate continuous improvement in our environmental performance.
Ongoing Not achieved
Targets 2008/09 1 To undertake three environmental
projects with our employee volunteer teams by April 2009;
How we performed Three ‘eco-school’ projects have been undertaken and a World Environment Day event held with our client, HMT in Norwich.
2
To improve our measurement and monitoring systems for fuel and energy use and reduce our per capita consumption and carbon footprint by April 2009;
Improvements continue and are ongoing; ‘all star’ fuel card was introduced to increase fuel purchase locations and reduce travel. Telematic trackers fitted to about 1,000 vehicles, investment made in telephone/video conferencing facilities, SAFED (Safe and fuel efficient driving) courses run. The overall average vehicle fleet emissions for 2008/09 is nearly 4% lower at 154 CO2 g/km.
3
To introduce an integrated carbon reduction commitment Environmental Impact Management (EIM) service incorporating renewable technology off-set solutions by April 2009;
EIM proposal approved in December 2008 and a dedicated team is now in place to manage this service.
4
To recycle 60% of our office consumable materials waste by April 2009.
A comprehensive recycling audit was undertaken to identify waste stream types and quantities disposed/recycled. 66% of used catering vegetable oil (49,000 litres) was reprocessed into biodiesel. Overall 44% of general waste was recycled, but approximately 30% of all locations achieved a recycling rate of 90%. A further 30% of our locations achieved just below this level. We have seen a 10% reduction in the quantity of total waste generated by our business in the reporting period.
CR Index 2008 – environment management
We outperformed the other CR Index participants in all six of the areas assessed, scoring a maximum 100% in five of them. We will focus our attention in making improvements in the remaining area (Q24) Targets during 2009/10.
Objectives (Q23)
To get a full overview of all of our performance data visit our website:
mitie.co.uk/cr
Employee Environmental Programme (Q25)
80.0
100.0
88.0
84.0
100.0
92.0
86.0
100.0 81.0
97.0
96.0
100.0 Targets (Q24)
75.0
67.0
81.0
94.0
100.0
MITIE Group PLC Support Services Sector All Sector Index
94.0
%
Communications Environmental Environmental with external Management Audit Stakeholders (Q28) System (Q26) (Q27)
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MITIE Group PLC Corporate Responsibility Report 2009
Health and safety The need to maintain a safe and healthy workforce is of utmost importance to MITIE and we continually strive to improve our health and safety performance. We operate in many challenging environments and our people are exposed to a wide variety of workplace hazards posing varying degrees of risk. Therefore managing this risk via formal health and safety management systems is key to our approach in maintaining safe working environments for our people and improving our health and safety performance on a continual basis. Our management systems based approach provides a structured programme to identifying hazards, assessing risk, implementing effective control measures and then reviewing performance to ensure that we are always improving. Our businesses certify their health and safety management systems against the requirements of an internationally recognised standard (OHSAS 18001), via an independent third party, to ensure that an objective view of our performance is undertaken and formal opportunities for improvement are identiďŹ ed.
We believe that health and safety accountability and responsibility begins at the top of the organisation and visible top down commitment is critical in ensuring our systems and standards for health and safety management are adhered to throughout MITIE. For this reason we focus on training all of our employees, at all levels throughout MITIE, to ensure that they have the required knowledge, competencies and skills to carry out their work in the right way. This year saw MITIE embark on a new approach to health and safety leadership that will, we believe, further embed the leadership skills of our senior managers and strongly support the signiďŹ cant level of operational training that we undertake every year.
What is our objective? To demonstrate continual improvement in health and safety performance.
How are we going to achieve it? 1. Develop a set of key performance indicators to improve health and safety performance measurement and management and implement across all MITIE divisions by April 2010; 2. Develop health and safety related values and related standards to support MITIEâ&#x20AC;&#x2122;s corporate strategy, vision and values and implement across all MITIE divisions by April 2010; 3. Deliver a health and safety leadership programme to 80 operational managers by April 2010; 4. Review, revise and implement three key Group health and safety related training courses to secure key competencies, by April 2010
How we measure our progress per 1,000 employees successive year we have reduced our reportable incident rate due to our management systems based approach to managing health and safety risk.
6.1 5.1 4.0
3.9
2008
2009
Visit our website to get more information:
mitie.co.uk/cr
2006
2007
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25
Health and safety
Fleet Risk Management Think
Manage
Deliver
With a fleet of over 4,500 vehicles, we recognise that a comprehensive fleet management programme is an essential part of reducing occupational road risk. In 2008/09, a number of successful initiatives were developed as part of our occupational road risk programme which is co-ordinated by Justin Patterson, Group Fleet Manager and his team, working with each MITIE business to share good practices. In March 2009, Justin received a ‘highly commended’ award at the Fleet News Awards which recognises and rewards the best fleets, suppliers and manufacturers in the UK for their commitment to best practice initiatives that provide efficient, safe and environmentally-friendly transport solutions to drivers.
In conjunction with an increased move towards avoiding travel via video conferencing, our Security business undertook a pilot programme to improve the management of employee driver licences using an online service provision. The pilot programme was successful in providing a robust, effective and efficient system for licence checking, thus providing an improved assurance system and a more effective method for identifying at-risk drivers and putting in place targeted corrective actions.
Improved communication is also critical in controlling this area of risk. Our Property Management division introduced a bespoke driving handbook during the year, providing specific information on driving responsibilities, standards, safe driving and environmental considerations, to over 2,500 drivers on company business. A follow-up audit was carried out to ensure distribution and understanding of the requirements of the handbook.
“ With a fleet of over 4,500 vehicles, we recognise that a comprehensive fleet management programme is essential.”
Justin Patterson, Group Fleet Manager with some of our new eco-friendly vehicles
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MITIE Group PLC Corporate Responsibility Report 2009
Health and safety leadership development workshops We recognise that for effective management of health and safety to occur throughout MITIE, ownership and engagement begins at the highest level. Responsibility for health and safety is led at main board level by the Chief Executive, through the management team of each business, and supported by the Group’s Head of Health, Safety & Environment and a team of experienced and dedicated Health, Safety and Environment professionals. In 2008/09 we commenced the first phase of a health and safety leadership programme aimed at enhancing the knowledge of MITIE’s senior managers in modern health and safety risk management. This was achieved through updating the senior teams on changing practices in this area, reinforcing the importance of leaders’ core values in health and safety, providing a toolkit for managing risk, and identifying and promoting a number of key behaviours associated with leading health and safety within MITIE. The first phase of the programme was targeted at the operating board of each MITIE business. 117 senior managers have taken part in the workshops; actively participating and committing to an improved re-focus on risk management. Our significant investment of time and resource in this area is a demonstration of our commitment to achieving continual improvement in health and safety management. The second phase of our programme will be launched during 2009 and will be aimed at operational senior managers
The health awareness days are run as part of our commitment to promote all At MITIE our people are our greatest asset, aspects of healthy lifestyles to our people. and as such we place the highest priority People attending the days saw them as in ensuring our people have the right an ideal opportunity to receive professional competencies to carry out their work safely. medical advice, and to take away We have developed a prioritised approach sound, practical advice on managing their to managing health and safety risks, lifestyles. The feedback on the awareness with significant training focus and resource days was very positive and as a result we directed at key risks to the business, such plan to increase this offering in 2009/10. as work at height, occupational road risk, slips and trips and manual handling. Our formal training programmes in support The Royal Society for the Prevention of Accidents of these areas continued during the year, with the following training achievements: (RoSPA) recognition
Health and safety training
Course
2007/2008
2008/2009
During the year our Cleaning and Environmental Services business picked – 117 up the prestigious RoSPA Gold Award for demonstrating excellence in health IOSH Managing Safely 297 390 and safety management. Additionally, Managing Work two of our people received a special at Height 138 423 commendation award in 2008/09 when acting swiftly to contain a potential spillage incident on a client’s site, caused by third Occupational health promotion party activity. Their actions demonstrate As a responsible employer we recognise our ‘positive safety culture’ and prove that that we must not only safeguard, MITIE people will always go the extra mile but also actively promote, our employees’ to protect themselves and the environment. health. Which is why we provide all of our people with access to a comprehensive As a result of our significant effort in Occupational Health (OH) service. continually improving our health and safety We’ve built on our effective health performance our total reportable incident promotion campaign by holding a total rate for 2008/09 was 3.9, compared to an of 13 OH clinics in 2008/09, with a 36% incident rate of 4.0 in 2007/08 – a 2.5% increase in attendance compared to the improvement in performance. However, previous year, in addition to two specific our major reportable incident rate slightly health awareness days during the year. increased from 0.69 in 2007/08 to 0.70 in Our overall investment in OH and 2008/09 and we are taking steps to reduce rehabilitation has increased exponentially this moving forward. over the last three years, underlining our commitment to achieving much more in terms of healthcare support for our people than just the basic statutory requirement. Health and Safety Leadership
The health clinics are held at both MITIE and client sites and allow our people to be seen by an expert Consultant Occupational Health Physician in relation to specific OH concerns. They provide a prompt and effective mechanism for ensuring follow-up of health issues, in the employee’s workplace, with effective resolution. We are also committed to providing a referral and rehabilitation service to our people following workplace incidents and injury. In 2008/09 our uptake of employee referrals increased by 10%, thus ensuring employees receive effective healthcare support in a timely manner. In 2008/09 we trained 390 people in the recognised IOSH course for managing health and safety.
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MITIE Group PLC Corporate Responsibility Report 2009
27
Health and safety
How we performed Objective:
Key: Achieved
To demonstrate continual improvement in health and safety performance
Ongoing Not achieved
Targets 2008/09 1 We will ensure businesses acquired
during the previous reporting period implement a health and safety management programme and achieve certiďŹ cation to the requirements of OHSAS 18001;
How we performed Newly acquired businesses were fully integrated into the MITIE health and safety management system during the year. External certiďŹ cation was completed during April 2009.
2
We will develop and roll-out a senior management health and safety training programme to 60 senior managers by April 2009;
A health and safety leadership programme was developed and implemented during 2008/09. 117 senior managers attended the workshops during the year.
3
Every business will implement a health and safety improvement plan;
To drive performance improvement, every business developed an improvement plan via formalised health and safety objectives and targets during 2008/09.
4
We will implement a targeted risk assessment and driver training programme to reduce road traffic accidents by April 2009.
A programme of driver risk assessment and training was implemented during the year (incorporating 642 drivers). The results of the programme will be used to drive further improvements in ďŹ&#x201A;eet risk management during 2009/10.
Reportable incident rates 6.1
1.29
5.1 0.9
4.0
3.9
0.69 0.7
05/06 06/07 07/08 08/09
To get a full overview of all of our performance data visit our website:
mitie.co.uk/cr
05/06 06/07 07/08 08/09
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Community MITIE’s community investment strategy is not simply about making financial donations to causes and charities. We pride ourselves on committing our time, resources, and specialist skills to supporting the communities we serve. In return we create long-term relationships with future MITIE clients, suppliers and employees. There are so many demands on businesses from charities and community groups for financial and in-kind support and MITIE prioritises these demands by implementing a community strategy that: – Principally provides financial and in-kind support for six employee nominated charities over a two/three year partnership; – Supports our seven MITIE Construction Skills Centre schools; – Supports other charities that are local or relevant to our business operations;
What is our objective?
How are we going to achieve it?
To provide support to the communities where we live and work.
1. We will maintain our support of, and develop MITIE’s Construction Skills Centres; 2. We will continue our financial and in-kind support for MITIE’s elected six UK Regional Charities; 3. We will carry out four employee volunteering team projects in the community by April 2010; 4. We will deliver ‘World of Work’ events in at least six schools by April 2010.
– Internationally, supports the Bansang Hospital Appeal Charity in Gambia; – Operates an employee volunteer programme to provide pro-bono expertise for ‘World of Work’, ‘Community Challenge’ and ‘Environmental Action’ events; and – Supports organisations, including Prince’s Trust and Business in the Community that promote employability opportunities for disadvantaged communities.
How we measure our progress £ 205,115
total community investment. 164,544
116,650
Visit our website to get more information:
mitie.co.uk/cr
Not measured
2006
2007
2008
2009
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Community
“ MITIE believes in giving something back to the many communities we work in.” World of Work Day – Brentside High School Think
Manage
Deliver
At the cornerstone of MITIE’s community investment strategy is our extensive volunteering programme. In 2008/09 professionals from every level of MITIE participated in seven World of Work days across the UK. The days are a great way to share our experiences, knowledge and offer advice to the bright young minds of the future – all while raising the profile of our business and promoting the career opportunities with MITIE to people from a diverse range of backgrounds.
On 31 March 2009 at Brentside High School, a specialist Arts College where we provide facilities management services, volunteers from our HR, Communications and Training teams supported Ealing and Hillingdon Education Business Partnership in conducting a series of mock interviews with over 150 pupils aged 14 to 16 in preparation of their work placements.
“MITIE’s volunteers always go above and beyond the call of duty. The pupils find their passion infectious and they play an integral role in showing them that there is a whole world of jobs out there for the taking”, Les Prior, Work Related Learning Project Officer for Ealing and Hillingdon Education Business Partnership.
Arun Madar, Les Prior and Anita Le-Gall, Work Related Learning Project Officers for Ealing and Hillingdon Education Business Partnership
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MITIE makes a significant contribution to the communities we operate in throughout the UK. This contribution is demonstrated by numerous initiatives including; volunteering, in-kind donations, pro-bono support and sponsorships. It is our charity policy to focus our main fundraising support on six regional charities although we also provide support for other local, national and international charities that are of particular interest to our people. MITIE also supports the Prince’s Trust and is a founding member of its Construction and Business Services Leadership Group. Research underpins our own experiences that clear business benefits result from employee supported volunteer programmes. Clients increasingly expect their suppliers to ‘add value’ above and beyond their contracted service commitments, and our community investment programme is clearly able to demonstrate that we do this.
Community investment MITIE’s community investment increased by £11,527 (1.95%) compared to the previous reporting period. For clarity and accountability purposes we have reported separately the value of ‘gifts in-kind’ and ‘expenses and leveraged funds’. Increased donations to charities (21.7%) and matchfunding (57.6%) respectively are the most notable differences reported for this period.
Community challenges An element of our award-winning Real Apprentice scheme is a Community Challenge. So far participants have worked alongside community leaders, clients and MITIE managers on a number of challenges including:
Construction Skills Centres MITIE’s Construction Skills Centres at seven schools throughout the UK are providing craft skills and vocational education to approximately 500 students each year – significantly improving their employment prospects. We were proud to host a ‘Seeing is Believing’ visit at our Skills Centre at Castle Vale School, Birmingham in 2008. This event demonstrated the value of employer engagement and helped to increase understanding of social issues among business leaders and educationalists.
MITIE’s six regional charities are:
We feel our direction echoes Business in the Community’s statement that, ‘Education, employability and economic renewal are serious issues across the UK which impact on both business and society. They need to be top of the corporate agenda – it’s never been more important’. The ‘Seeing is Believing’ visit inspired action by encouraging other business leaders to work together to address serious issues facing society such as skills shortages and low aspiration levels. Our example was commended by HRH Prince Charles at St. James’s Palace in February 2009. Our actions speak louder than words and we’re committed to embedding our corporate responsibilities into everyday operations, policies, procedures and practices, while remaining true to the core MITIE value that defines the business: providing opportunities for people to develop to their full potential.
– Cleaning part of the Thames River; – Converting two rooms at a community hub into an IT and seminar facility; – Adding colour and a herb garden at a primary school in Tower Hamlets; and – Repainting changing rooms at Hullbridge football club in Essex. The projects help us build long-standing and rewarding relationships with our communities and their leaders.
Days spent volunteering for local charities and community events.
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Community
Castle Vale School and Specialist Performing Arts College (CVS), and Grace Academy, Solihull (GAS) MITIE has facilitated collaboration between CVS and GAS. This has led to MITIE people working with teachers in highly successful ‘challenge days’ at the Grace Academies in Coventry and Solihull in 2009, helping 120 year 8 and 180 year 7 students respectively enhance their entrepreneurial skills and renewable energy knowledge. “Our first MITIE day was a fantastic success. A day the young people of Grace Academy Coventry will long remember. The interaction between the MITIE team and Grace students was very positive. I believe the students were challenged, enthused and given an insight into the world of work with a MITIE perspective. Same again next year please!” Steve Allen Principal, Grace Academy
Hullbridge FC In 2009 our Real Apprentices completed their Community Challenge by painting and decorating the home and away changing rooms at local footbal club Hullbridge FC.
Employee supported volunteering MITIE has continued to focus its employee supported volunteering programme with the Skills Centre schools. The results shown in the chart come from the feedback of 100 MITIE volunteers. The evidence is compelling and clearly demonstrates the significant business benefits that volunteering has brought to employee skills, development and motivation levels. %
Community investment KPIs trend analysis KPIs trend analysis
Unit
FY2008/09
FY2007/08
Difference %
Donations to charities etc.
£
184,018
151,154
21.7
Match-funded donations to charities*
£
21,097
13,390
57.6
Value of employee time volunteered
£
103,160
102,963
0.19
Value of gifts in-kind donated
£
49,122
Value of expenses and leveraged funds
£
151,816
211,095
(4.8)
Community Affairs management costs
£
94,446
113,530
(16.8)
Total Community investment
£
603,659
592,132
1.9
Community Investment as % of profit before tax
%
0.80
0.87
(8.0)
*Great Ormond Street Hospital. MITIE’s community investment increased by £11,527 (1.95%) compared to the previous reporting period. For clarity and accountability purposes we have reported separately the value of ‘gifts in-kind’ and ‘expenses and leveraged funds’. Increased donations to charities (21.7%) and match-funding (57.6%) respectively are the most notable differences reported for this period.
81%
83%
I have a better understanding of MITIE's CR objectives
My opinion of MITIE has improved
86%
I believe they bring real business benefit to MITIE
92%
I feel proud to be involved with the Skills Centre
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MITIE Group PLC Corporate Responsibility Report 2009
How we performed Objective:
Key: Achieved
To provide support to the communities where we live and work.
Ongoing Not achieved
Targets 2008/09 1 We will maintain our support
and develop MITIE’s Construction Skills Centres;
How we performed Support for our Skills Centres continues. Around 460 students study vocational certificate and diploma courses in our Skills Centres each year. Numerous students from other collaborative schools also utilise these facilities. We hosted an inspiring ‘Seeing is Believing’ visit at our Birmingham Skills Centre school in March 2008.
2
We will carry out four employee volunteering team projects in the community by April 2009;
More than four employee volunteering team community projects were undertaken by April 2009 at schools and care homes and with our regional charity partners.
3
We will continue our financial and in-kind support for MITIE’s elected six UK Regional Charities: Great Ormond Street Hospital, London; Yorkhill Children’s Foundation, Glasgow; Naomi House Hospice, Winchester; Christie’s Cancer Hospital, Manchester; CLIC Sargent, Bristol; and Acorn’s Children’s Hospice, Birmingham.
Fund-raising, volunteering and in-kind support for our six regional charities is ongoing. The total value, including Company match-funding between 1 April 2008–31 March 2009 was £297,774. Our overall total community investment for the same period was £603,659.
4
We will deliver ‘World of Work’ events in at least six schools by April 2009.
Seven ‘World of Work’ events were undertaken by April 2009 involving nearly 100 of our employee volunteers. These events provided a range of challenging activities that developed employability skills, careers guidance, environmental awareness and business skills for over 800 students.
CR Index 2008 – community management
We scored a maximum 100% in four of the five areas assessed, outperforming the other CR Index participants. However we under-performed compared to the other index participants in the remaining area (Q20) Community Partnerships, so we will focus our attention on improving this area during 2009/10.
Community Strategy (Q17)
To get a full overview of all of our performance data visit our website:
mitie.co.uk/cr
Targets (Q18)
79.0
100.0 79.0
84.0
67.0
82.0
91.0
100.0 81.0
90.0
100.0 68.0
90.0
100.0
MITIE Group PLC Support Services Sector All Sector Index
91.0
%
Community Programmes (Q19)
Community Partnerships (Q20)
Monitoring (Q21)
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MITIE Group PLC Corporate responsibility report 2009
Group profile
2
Community
We’re the strategic outsourcing and asset management company. What does that mean? Providing everything from strategic consultancy, to facilities and project management, to world-class delivery on the ground. We work with our clients in three ways: – Strategy and consultancy – Facilities and project management – Service delivery In other words we: Think: Our Corporate Responsibility (CR) strategy is fully integrated into our long-term mission to responsibly deliver quality services, opportunity for our people and sustainable growth.
Manage:
Deliver:
Our CR activities draw on professionals from across the whole MITIE Group with a diverse range of skills, qualifications and experience. Together they bring a wealth of good ideas on how we can act responsibly, and deliver sustainably to our stakeholders.
At MITIE it’s everyone’s responsibility to support and contribute to our CR objectives; working hard to improve their surroundings, and upholding our reputation as a world-class business delivering world-class services.
The CO2 emissions arising from the paper manufacture and printing of this individual report have been calculated by Carbon Ready Ltd. at 197 gms. which is nearly 5% lower than our report last year. That’s the equivalent emissions of a small family size motorcar travelling one mile. We continue to work with our suppliers in measuring and reducing our combined carbon footprint.
Our success is built on the dedication and passion of our people supported by our sustainable and ethical business model: Revenue
Profit before tax
Printed on Take 2 Offset which is made from 100% recycled fibres sourced only from post consumer waste. Take 2 Offset is certified according to the rules for the Forest Stewardship Council.
Listed on the London Stock Exchange
If you have finished reading this report and no longer wish to retain it, please pass it on to other interested readers or dispose of it in your recycled paper waste. Thank you. Design and production: Radley Yeldar | www.ry.com
Number of employees
Order book
Print: MITIE Document Solutions
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MITIE Group PLC
T: 0117 970 8800 F: 0117 302 6743 E: group@mitie.co.uk
Visit our website to download a copy of this report and access our expanded BITC CR Index performance statistics and GRI Index.
mitie.co.uk/cr
MITIE Group PLC Corporate Responsibility Report 2009
8 Monarch Court The Brooms Emersons Green Bristol BS16 7FH
MITIE Group PLC Corporate Responsibility Report 2009
think manage deliver