| Environment |
Continue to measure and manage our carbon footprint (tonnes CO2) annually. CO2 emissions rose by 8.4% against increases in Group turnover of 10% |
79,212* |
73,057 |
| |
Raise awareness of environmental issues and Group initiatives across the business |
Enhanced CR section on new intranet |
Introduced CR section on intranet |
| |
Undertake environmental site audits twice a year |
Audits completed |
Audits completed |
| |
Achieve reductions in energy used across the Group. Set target of 12% reduction at our largest sites by end of 2008. Target exceeded and focus on further reductions across the largest sites and rolling out our energy programme across the Group |
28% |
18.3% |
| |
Continue switching fleet vehicles to diesel engines |
98.4% |
98.4% |
| |
Achieve further ISO 14001 accreditations at our higher impact sites |
45 ** |
47 |
| |
Further promote BT conference call facility. |
116,000 conference calls |
78,000 conference calls |
| Communities |
Continue to measure and grow our total community investment annually, using London Benchmarking Group (LBG) methodology |
£1.4m |
£1.2m |
| |
Corporate donations to support our charity partner, employee fundraising and disaster appeals |
£0.5m |
£0.6m |
| |
Raise meaningful sums for our corporate charity. In April 2008 we set a target to raise £1m over 2 years for our corporate charity, Macmillan Cancer Support. In 2009 we raised £440k, taking our total to £800k towards our target of £1m. |
raised £440k |
raised £360k |
| Health and safety |
Ensure we provide safe and productive working environment for all our employees (accident frequency rate per 1,000 employees (RIDDOR)) |
1.65 *** |
1.57 |
| |
Undertake health and safety audits twice a year. |
Audits completed |
Audits completed |
| Senior management retention |
Attract and retain the appropriate level of senior management to drive the strategic direction of the Group (salaries exceeding £90k p.a.). |
88% |
88% |
| Overall employee retention |
Attract and retain the right people to deliver the Group strategy, maintaining employee retention at industry average (2009: 84.3%, 2008: 82.7%)1. |
84% |
82% |
| Employees by location |
Have at least 10% of our workforce in India by end of 2009. |
10% |
9% |
| Employee diversity |
Reflect the communities in which we work: |
|
|
| |
Male/female split |
52% male/
48% female |
52% male/
48% female |
| |
Male/female split for management (salaries £50k – 89k p.a.) |
74% male/
26%female |
74% male/
26% female |
| |
Male/female split for management (salaries exceeding £90k p.a.) |
88% male/
12% female |
88% male/ 12% female |
| |
Ethnic diversity (employees from ethnic minority groups). |
17.5% |
15.5% |
| Part-time working |
Provide flexible working hours while ensuring maximum flexibility in Group resources. Percentage of part-time employees of total workforce. |
15% |
15.50% |
| Creating successful supplier relationships |
Annually audit all tier 1 suppliers against Capita’s standards of business |
100% |
100% |
| |
Consistently increase the number of supplier audits across all our Group suppliers. |
50% audited |
41% audited |