36
1 Sustainable Impact Plan 2007 – 2013
| Date post: | 13-Mar-2016 |
| Category: |
Documents |
| Upload: | andy-nolan |
| View: | 213 times |
| Download: | 0 times |
1
Sustainable Impact Plan 2007 – 2013
2
Su
stai
nab
le Im
pac
t P
lan
2007
- 2
013
Introduction
FRC Group has a worldwide reputation and has won prestigious awards for its honest, straightforward and transparent reports that prove we do what we say we do. With this Sustainable Impact Plan, we are establishing our priorities over the coming five years. We are reviewing our social and environmental impact agendas, setting out the opportunities and making some firm commitments to deliver.
Making positive change happen is FRC Group’s reason for being and we’ve had some incredible successes – a highlight has been creating the Bulky Bob’s service which joins up all of our aims: training long-term unemployed people, getting great quality furniture to low-income families and diverting waste from landfill.
I am always impressed with how FRC Group manages to find ways to bring agendas together and create solutions that do more than just improve the traditional bottom line. I worked for more than thirty years in the motor industry, running multi-million pound businesses and ultimately serving as Chief Executive of Rolls Royce- Bentley. Even after 7 years as Chair of the Board I greatly admire, the way FRC Group can make things happen with their comparatively scarce resources.
Now is the time to sharpen our focus. Globally and locally the pressure is on to make every move count, to find the synergies and opportunities that will create a sustainable world in which people and planet are valued.
I’m proud that FRC Group is stepping up to the challenge and look forward to sharing our story with you about how we get on.
Graham Morris
Ex-CEO Rolls Royce and Bentley
Chair, FRC Group Board
3
Successful companies of the future will have plans to lower carbon emissions, to provide better logistics in the face of climate change, and to apply ever more innovative approaches to minimise waste and consume less non-renewable resources. In addition, companies will need to gain customer confidence that the service it provides is not at the expense of other people’s aspirations. Companies need to perform well against these testing criteria, but they also need to prove it to their customers. FRC Group has been leading the way on all of these issues for many years
It takes commitment and confidence to set out a public agenda of social and environmental impacts like this. FRC Group is to be congratulated on this Sustainable Impact Strategy and Plan.
Erik Bichard
Professor of Regeneration and Sustainable Development, Salford University
Member of FRC Group Board
4
Su
stai
nab
le Im
pac
t P
lan
2007
- 2
013
Why have a Sustainable Impact Plan?
This Sustainable Impact Plan sets out our FRC Group’s dedication to working sustainably. We are sharing our vision with our staff, customers, suppliers and partners to prove our commitment to sustainable development.
FRC Group is a leading social business with a track record of making impressive social and environmental impacts.
FRC Group’s mission statement is to “run businesses to create profits and opportunities to improve the lives of people in poverty and unemployment”. The brands within FRC Group are:
Furniture Resource Centre delivers a one-stop furnishing service for social landlords, local authorities and charities which provide furnished accommodation. Delivering to customers all around the UK, Furniture Resource Centre provides a seamless project management service which furnishes homes from carpets and curtains to furniture and appliances, even including cutlery, crockery and bedding.
Bulky Bob’s and Revive are two businesses which work very closely together.
Bulky Bob’s is a collection, reuse and recycling service for bulky household waste. Operating under contract to local authorities, Bulky Bob’s collects large items of household waste such as furniture and appliances. The Bulky Bob’s model seeks to maximise the amount of this waste which is reused and recycled, to prevent it from going into landfill.
Revive is our high street store selling great quality ‘pre-loved’ furniture and appliances. We aim to reuse as many of the items we
collect as possible. Revive is not a typical second-hand shop. It is a good quality retail environment where people can get fantastic value for money. We target low-income families with our prices.
As a social enterprise FRC Group measures success not only against the traditional financial returns but, equally importantly, in terms of its social and environmental impacts. This is referred to as the ‘triple bottom line’.
As a ‘triple bottom line’ organisation with the stated aims to be Great for the Planet, Great for People, a Great Place to Work and Great to do Business with, FRC Group’s reason for being is firmly rooted in the thinking that has come to be described as ‘sustainability’ and ‘sustainable development’. Our vision of what sustainability is about reflects the consensus thinking described in a number of key documents, such as the Brundtland Report;
‘Sustainable development is development that meets the needs of the present without compromising the ability of future generations to meet their own needs.’
the UK Government’s Sustainability Principles;
“Living within Environmental Limits and Ensuring a Strong, Healthy and Just Society by achieving a sustainable economy; using sound science responsibly and promoting good governance”
and the Forum for the Future definition of sustainability.
555555555555555555555555555555555
6
Su
stai
nab
le Im
pac
t P
lan
2007
- 2
013
“A dynamic process which enables all people to realise their potential and improve their quality of life in ways which simultaneously protect and enhance the Earth’s life support systems.”
In developing this Sustainable Impact Plan we have also consulted the sustainable development / sustainable communities plans of the local authority areas in which we are currently based: Liverpool, Oldham and Sefton.
FRC Group has developed from a volunteer run organisation created in response to the poverty and deprivation experienced in inner-city Liverpool in 1988, into a multi-million pound award winning social business.
FRC Group today is firmly rooted to its original reason for being. At the centre of everything we do is the intention to improve people’s
quality of life and improve the sustainability of the communities we work in. FRC Group was founded in response to the deprivation in Liverpool and our aim in 2007 is to continue to focus on working to improve the lives of people who live in deprived areas by basing our operations in and recruiting our staff from deprived communities. Between 1988 and today we have worked across the country but operated from bases in Liverpool, Halton, Oldham and Sefton, and recruited staff and trainees from these areas. We are committed to continuing to target our work into areas of deprivation and exclusion, such as these.
FRC Group has a culture of transparency and public reporting of its aims, targets and performance. Since 1999, we have produced public reports which have developed from stand alone social and environmental reports
to integrated sustainability and impact reports. Our approach to reporting our intentions and performance has twice won the ACCA & Accountability Award for Best Social Report (in 2002 and 2004) and on a third occasion been shortlisted (in the Best Sustainability Report category in 2007) against competition from major global brands such as Shell, BP and Vodafone.
Each year’s report has been in response to that year’s social / environmental / sustainability plan. We are now publishing this longer term strategy. This Sustainable Impact Plan sets out our vision for the social and environmental impacts we intend to make through the profits and opportunities the social businesses create. This document describes where we are today in 2007 and the opportunities that we can see ahead.
7
Our status as a triple-bottom line business fits with our approach to sustainable development. For more detailed information about our plans for financial sustainability, a cornerstone of sustainable development, our FRC Group Business Plan should be consulted. This Sustainable Impact Plan is designed to sit alongside the business plan and to focus on social and environmental impact.
It is intended that this document should form an overall framework for our Sustainable Impact agenda and be kept live and up to date by supplementing it with an annual review of the previous year’s performance and action plan for the year ahead.
On an annual basis, we will also produce our Sustainable Impact Report, publishing information about our performance.
FRC Group’s Sustainable Impact Plan is shaped around three individual themes reflected in our organisation’s aims. The themes and associated areas of impact are:
1. Great for the Planet
a. FRC Group and Environmental Management
b. Continuous Improvement
c. Municipal Domestic Waste managed by Bulky Bob’s
d. Waste management in FRC Group Businesses
e. Carbon Footprint
f. Reducing the environmental impacts of the products sold by Furniture Resource Centre
g. Legal Compliance
h. Information to stakeholders
2. Great for People
a. Training People
i. Driving Change Logistics Training Programme
ii. Warehouse Training
iii. Retail Training
iv. Work experience placements and volunteering
b. Getting Furniture to People who need it
i. Furniture Resource Centre: Furnishing homes, furnishing lives
ii. Bulky Bob’s and Revive: ‘Pre-loved’ furniture to low-income households
iii. Bulky Bob’s and Revive: Emergency Donations
iv. Bulky Bob’s, Furniture Resource Centre and Revive: Fresh Start Project
3. Great Place to Work
a. Recruitment and Retention
b. Diversity
c. Health and Safety
d. A Values-led Culture
e. “University for the People”
f. Continual Professional Development
g. Leadership Development Programme
h. Future Leaders Programme
There are also two cross-cutting agendas which are relevant to how we operate as a social business. These are:
Being Great to do Business with; and
Proving it – measuring our impacts
This document treats each of these themes individually, describing FRC Group’s present position and its commitments and vision for the next 5 years.
Appended to this plan will be annual action plans giving more detail on the actions to be pursued and the targets to be achieved under each theme.
8
Su
stai
nab
le Im
pac
t P
lan
2007
- 2
013
Reduced CO2 emissions by 85 tonnes in 2006/07
Reused and recycled 36% of the bulky household waste we collected in Liverpool in 2006/07
Reused over 3,000 items of furniture in 2006/07
Recycled 200kg of office paper in 2006/07
FRC Group has a long-standing aim to Be Great for the Planet. Our strong commitment to the environment comes from the belief that protecting the environment and conserving resources is the right thing to do.
FRC Group is doing its bit by promoting the best environmental management practices in all of its operations, reducing its negative environmental impacts as far as possible by finding innovative business solutions and ensuring that all staff have a good understanding of the Group’s environmental impacts and their role in reducing them.
FRC Group and Environmental Management
FRC Group has operated an environmental management system since 2000. Like all businesses, FRC Group faces many challenges relating to its environmental performance: more environmental legislation and regulation, higher energy and waste disposal costs, increasing pressure from regulators and customers. The benefits for FRC Group of gaining an accreditation for its environmental management system have never been greater. Being able to demonstrate improved environmental performance is vital, particularly as customers that have implemented their own environmental management systems require FRC Group to demonstrate commitment to environmental protection and improvement as well.
FRC Group is committed to gaining an accreditation for its environmental management system. In the short term, FRC Group commits to gaining the BS8555 STEMS accreditation, designed as a staged approach for Small and Medium Enterprises (SMEs). In the medium term, FRC Group is committed to gaining the internationally recognized ISO14001 accreditation. This will be achieved during the lifetime of this Sustainable Impact Plan.
Continuous Improvement
Environmental targets are set on an annual basis, relating to all FRC Group’s significant environmental impacts. These targets are designed to be stretching and to achieve the continuous improvement that we aim for. The continuous improvement agenda at FRC Group is about setting more challenging performance targets and hitting them, expanding the scope of performance targets and breaking into new areas and moving actions plan into more challenging areas of work.
Environmental Impacts
FRC Group’s most significant environmental impacts arise from its waste, the emissions from fuels used in its premises and vehicles and the production, use and disposal of the domestic products it sells through Furniture Resource Centre.
Having identified these as the principal focus of the FRC Group environmental management
Great for the Planet
9
system, we have made commitments for our work in these areas over the life of this plan.
Our approach to managing these impacts is to give each relevant operational area of the business its own set of targets to achieve. In a group structure, it can be difficult for operational teams to truly see the impact they have on overall Group performance.
Municipal Domestic Waste managed by Bulky Bob’s
Bulky Bob’s is a waste management business, dedicated to minimising the amount of bulky household waste sent to landfill by reusing and recycling as much as possible according to the waste hierarchy. Bulky Bob’s operates under contracts to local authorities, running collection, reuse and recycling services to householders in the local authority area. As part of our ongoing continuous improvement programme, Bulky Bob’s sets itself challenging targets for the amount of waste to be reused and recycled.
Bulky Bob’s has a track record of over-performing on the contractual targets for diverting waste from landfill. In Liverpool, for example, our contractual target is to divert 30% by volume of everything that we collect. We are presently achieving diversion rates of 50%.
Our culture is not to settle for what is good-enough, but to strive to deliver the maximum benefit we can from everything that we do. In the case of Bulky Bob’s, this is about continuing to increase the levels of reuse and recycling that we achieve.
Achieving ever greater performance will result from the continued hard efforts of all of our people but also from a number of research projects Bulky Bob’s will be carrying out. Driven by our aim to be Great for the Planet and to achieve continuous improvement in environmental performance, we are committed to investing our time and resources to carry out this research.
The research which will provide learning to enable us to achieve even greater levels of reuse and recycling. Areas Bulky Bob’s will be looking into include markets for recycling
of components within the current ‘waste to landfill’ stream such as mattresses and some upholstered furniture; opportunities created by the Waste Electrical and Electronic Equipment (WEEE) directive such as recycling the component parts of cathode ray tube monitors and televisions; and manufacturing products from the waste stream to be used in the construction industry.
Bulky Bob’s is committed to continuously improving its performance in reusing and recycling the bulky household waste it collects.
Waste management in FRC Group Businesses
In all FRC Group businesses, we aim to reduce the amount of waste generated and the amount that is sent to landfill. Over the duration of this plan, we wish to establish a robust baseline for the waste we generate in our day to day business activities and set challenging reduction targets in each operational area.
The ethos of FRC Group businesses is to follow the waste
10
Su
stai
nab
le Im
pac
t P
lan
2007
- 2
013
hierarchy. FRC Group reduces waste in the first instance, for example office staff print documents only when necessary and then ensure that they print on both side of the paper. Reuse is encouraged in many ways, such as using new address labels to reuse old envelopes. Finally, recycling routes are provided for a wide range of items. This is not only the paper, cardboard and office consumables such as toner and ink cartridges, but also for batteries, lightbulbs, aluminium cans etc.
FRC Group is committed to continuous reduction of the waste generated and sent to landfill by its operations.
new technologies as well as through continuing to train and motivate our staff to keep up their impressive record of success.
Some of the future improvements that FRC Group will seek to implement include:
Using recycled biodiesel sourced from a sustainable waste source
Investing in electric powered vehicles to be powered by a renewable energy source
Micro renewable energy generation at our premises
Leasing hybrid vehicles with lower carbon dioxide emissions as our future company cars
Green Transport planning for all staff to encourage use of public transport, cycling, walking and car sharing
Investments in a scheduling system for Furniture Resource Centre to improve route planning, loading and vehicle performance
Carbon Footprint
FRC Group’s drive to reduce carbon emissions is motivated by a desire to improve our environmental performance and also the growing need to use resources more efficiently and sustainably. We are working hard to improve our efficiency and reduce carbon emissions produced as a result of our operations.
Our track record is of achieving overall reductions in our carbon footprint year on year. We are very proud of this success and intend to continue in this manner. These reductions have been achieved by increasing the efficiency of our fuel use. To continue with these impressive reductions in emissions, we must now begin to implement new technologies.
This Sustainable Impact Plan sets out FRC Group’s commitment to improving its efficiencies and reducing its carbon footprint year on year. This will be achieved by investing in a number of
11
Reducing the environmental impacts of the products sold by Furniture Resource Centre
Every year Furniture Resource Centre supplies thousands of new household items through its furniture delivery service. FRC Group is keen to identify the environmental impacts of these products throughout their life from raw material to disposal. Ultimately, we wish to expand and improve the range of sustainable products we can offer.
This would help the group optimise Furniture Resource Centre’s environmental performance. More sustainable products could also be produced and marketed to an increasingly discerning customer base.
Furniture Resource Centre is seeking to investigate and improve the environmental sustainability of its wood- and fabric-based furniture products. The furniture is currently supplied to the company as finished product by a small number of suppliers. The level of awareness about, and commitment to addressing, environmental issues varies amongst this group.
Furniture Resource Centre is committed to carrying out market research to establish the interest amongst the customer base for more sustainable products.
Furniture Resource Centre is committed to ensuring all companies within our supply chain are aware of the FRC Group environmental policy.
the year on year carbon dioxide emission reductions that we are so proud of.
Acknowledging how important it now is to continue in this way, FRC Group wishes to make some firm commitments to how this will work during the lifetime of this Sustainable Impact Plan.
FRC Group is committed to developing a communication and consultation plan to sit alongside the Sustainable Impact Plan.
Personal development and training is at the heart of FRC Group’s relationship with its staff, trainees and volunteers. To ensure the success of all areas of the Sustainable Impact agenda, we must ensure that all our people receive a strong foundation of environmental awareness training as well as specific training on operational responsibilities related to their jobs.
FRC Group will ensure that all new staff receive a comprehensive induction to FRC Group’s environmental impacts agenda.
FRC Group will develop a rolling training programme to be delivered to all staff to provide refresher training on general environmental awareness issues and specific environmental responsibilities.
Furniture Resource Centre is committed to developing a Sustainable Procurement Strategy.
Legal Compliance
Ensuring that all parts of FRC Group are legislatively compliant is at the heart of our approach to environmental management.
Working in a range of business markets means that the range of relevant environmental legislation is broad and varied. Particularly for Bulky Bob’s operations, there are a periodically changing pieces of legislation relating to licensing and permits for waste management.
Bulky Bob’s is committed to maintaining 100% compliance with all relevant waste management licenses, permits and related legislation.
Bulky Bob’s is committed to achieving top marks in any Environment Agency or other third party audits.
FRC Group is committed to achieving 100% legislative compliance in all its operations.
Information to stakeholders
FRC Group’s track record of success in improving its environmental impacts is built on an open dialogue with internal and external stakeholders. It is only by engaging with our staff, trainees, volunteers, trustees, customers, suppliers and local communities, that we have been able to achieve the annually increasing rates of furniture reuse and recycling or
12
Su
stai
nab
le Im
pac
t P
lan
2007
- 2
013
12121212122122121212211212222111222221221222
Su
stai
nab
le Im
pac
t P
lan
2007
- 2
013
Great for People
31 long-term unemployed people took part in the 2006/07 Driving Change training programme
162 qualifications gained by 31 trainees
73% of all the 2006/07 trainees found full time jobs when they left
8 people took part in work placements in 2006/07
23,800 homes were furnished by Furniture Resource Centre between 2000 and 2007
20,000 customers bought pre-loved furniture from Revive between 2000 and 2007
82% of Revive customers are from low-income households
3% of Revive customers are referred by support agencies
10 ex-homeless people provided with furniture packages through the Fresh Start project
Being Great for People is FRC Group’s principal objective. As described in our mission statement, FRC Group exists
“To run business that create profits and opportunities to improve the lives of people in poverty and unemployment”.
In practice, being Great for People means a number of different things in the different businesses within FRC Group.
Training People
FRC Group has a track record of creating and delivering impactful training programmes which help long-term unemployed people to turn their lives around. Our approach is to create programmes with the best possible outcomes by making them as ‘real’ as possible: working as part of a team with permanent staff members, delivering a service to real customers, learning by doing and earning a fair wage for their work.
We create programmes which offer people who have been unemployed for a long time, the chance to train for jobs where there is a need for skilled and experienced people in the local area. These training programmes are not an exercise in getting high numbers on to a short-term course, they are about the long term impact that is created.
For FRC Group, a successful training programme is one
13131313133331333331311331133131333131333
which has a deep and long-lasting impact. We have many years experience in delivering training programmes which are designed to create long-term change in people’s futures. We stay in touch with participants for at least 18 months (often longer) and can see how their career is developing. We are there to offer help and advice for our ex-trainees should they need it.
FRC Group’s financial sustainability and independence sets it apart from some other third sector organisations which provide training for unemployed people. We devise training programmes to deliver the outcomes we are seeking – long-term change in participants’ future prospects. This freedom prevents us from compromising on what we know works to simply shape a programme to match any funding that is currently available.
FRC Group does not rely on grants to run training programmes. We run social businesses and instead of producing a dividend for shareholders, we reinvest the profits to create a ‘social dividend’ by providing meaningful training programmes that reap rewards for the individuals and the wider community.
Our training programmes are all developed to contribute to building sustainable communities, in which people have the opportunity to improve their quality of life.
14
Su
stai
nab
le Im
pac
t P
lan
2007
- 2
013
‘Driving Change’ Logistics Training Programme
Since 1995, FRC Group has been running a training programme related to the logistics industry, linked to the activities of its Furniture Resource Centre and Bulky Bob’s businesses. We focus on people who have been out of work for a long time and have lost some confidence in returning to employment. We seek to give opportunities to people who are socially excluded and deemed to be hard to reach.
This programme gives participants 12-months paid work experience, working as part of the logistics team delivering the Bulky Bob’s service and working on Furniture Resource Centre deliveries. Trainees gain valuable qualifications specific to the logistics industry – driving license, LGV Class II license, forklift truck license, ADR (carriage of hazardous goods) and HIAB (a type of crane used in construction) licenses; transferrable qualifications – health and safety, manual handling, first aid; as well as many ‘softer’ skills such as
communication skills, team working, anger management. Trainees who have completed the programme often say that it is their pride and increased self-esteem which are the most valuable things they get from the programme.
The turnaround in trainees self esteem, aspiration and earning capability has an impact on trainees’ families. The successful improvement in people’s lives is very often an antidote to intergenerational worklessness. FRC Group trainees often provide a positive role model to their own families and others.
15
“I knew the fact that I hadn’t had a job for 18 years was affecting the way that my kids were thinking. Because I had never worked when they were growing up, they thought that they wouldn’t either and I didn’t want that for my kids – they were too young to be writing themselves off. Now I’ve got a job I love it’s rubbing off on my kids who are now working out what they want to be.”
John Smith – ex trainee, now FRC staff member – previously unemployed for 18 years
This unique mix of real experience, earning a salary, gaining professional skills and qualifications delivers impressive outcomes. Of those who complete the 12-month programme, 94% go into sustainable employment. This is the highest success rate of any intermediate labour market (ILM) programme in the North West.
The turnaround in trainees self esteem, aspiration and earning capability has an impact on trainees families. The successful improvement in people’s lives is very often an antidote to intergenerational worklessness. FRC Group trainees often provide a beacon of what can be achieved and provide a positive role model to their own families and others.
Su
stai
nab
le Im
pac
t P
lan
2007
- 2
013
Case Study: FRC Group Driving Change Trainee
Carol Hughes
Carol Hughes joined FRC Group as its first-ever female logistics trainee in 2005. A mother of four children, a single parent and out of work for five years, she joined with no qualifications and very little confidence. She gained an LGV class II, HIAB and ADR. In May 2006 she received Edge Upstarts’ ‘Social Enterprise Trainee of the Year’ award.
On completing her year with FRC Group Carol left to work for another successful social enterprise on Merseyside. She returned in April 2007, gaining a full-time permanent driver’s post. This is what she said about FRC Group:
Warehousing Training
Through our Driving Change Programme, trainees gain experience and qualifications relevant to working in the warehousing part of the logistics sector, but the overall programme is geared towards driving qualifications and experience. Consequently, there is an opportunity for FRC Group to launch a new programme, taking the best of Driving Change and focussing it towards warehousing.
A warehousing training programme would enable FRC Group to recruit people who are not suitable for the Driving Change programme as the entry level skills would be lower. There are a number of factors which influence suitability for the Driving Change programme, specifically participants must be 21 or over due to LGV Class II age-related licence restrictions, and there is a need for good numeracy and literacy skills.
In the life of this Sustainable Impact Plan, FRC Group will commit to developing and running a warehouse training programme.
Retail Training
Through the Bulky Bob’s and Revive operations, FRC Group has run training programmes in retail in the past. The programme was a success for FRC Group and the participants, with one participant being employed by FRC Group and eventually being promoted to Revive store Assistant Manager.
With the Liverpool One development and the increasing focus on retail in employment in the city centre, there
“For as long as I can remember I’ve wanted to drive. I hated being on income support. It’s not a nice feeling not being able to give your children what they want and I found it isolating. Mentally and physically it is rough becoming a lone parent but I definitely wanted to be at home for a while to bring up my youngest boy. Then when he reached school age – that was it, I wanted to go back to work. The training was daunting initially: it was nerve racking at first – very – but, looking back, it was a lot easier than being on income support!”
One of only three women among 40 logistics staff at FRC Group, Carol says the job has brought her out of herself: “My colleagues all just welcomed me. I just get stuck in and I give the lads a run for their money!”
FRC Group is committed to delivering its hugely successful Driving Change Logistics Training Programme.
Bulky Bob’s is committed to extending the number of Driving Change places it can provide through delivering new Bulky Bob’s services.
FRC Group is committed to developing new training programmes linked to the successes created by Driving Change.
16
is an opportunity to redevelop this training for the current market. FRC Group is well placed to develop a training programme which can give people a chance to develop the skills and experience needed to work in retail. We will work with partners to establish which groups could benefit most from the opportunity and develop a programme tailored to their needs.
Bulky Bob’s and Revive are committed to developing a retail training programme that will help people get in to the retail industry.
Work experience placements and volunteering
For many unemployed people, it is not immediately appropriate for them to engage in a full time long term training programme and so FRC Group offers short term unpaid work experience placements within its Bulky Bob’s and Furniture Resource Centre businesses.
These work placements give people an opportunity to develop some work experience, communication and team working skills and start to build up a track record and gain a reference. Work placements help a range of unemployed people:
NEETs (young people
not in education, employment or training)
Ex-offenders
People serving community justice orders
Ex-substance users
Ex-homeless people
People returning to the labour market after caring for young children
Carers
We know from feedback from participants and also the range of organisations that approach us to provide work placement opportunities, that the work placements we offer are making a real difference to people’s lives.
17
18
Su
stai
nab
le Im
pac
t P
lan
2007
- 2
013
Work placements allow us to give people the chance to see our businesses and our training programmes in more detail. We hope that participating in a short term work placement might encourage people to apply for the Driving Change programme, who might not otherwise have the confidence.
Bulky Bob’s and Furniture Resource Centre are committed to continuing to provide opportunities for people to undertake short-term work placements.
Getting Furniture to People who need it
FRC Group has developed from a small voluntary community group responding to poverty in inner-city Liverpool in 1988 into a nationally and internationally renowned social enterprise. Getting good-quality furniture to people who need it most is as much at the heart of FRC Group today as when it was founded.
Furniture Resource Centre: Furnishing homes, furnishing lives
In 1992 Furniture Resource Centre created a social business solution to address the issue that many housing association properties were standing empty whilst levels of homelessness were at an all time high. Furniture Resource Centre saw the opportunity to sell to social landlords all of the good quality furniture and fixtures required for their tenants to turn a house into a home and put down roots in the community.
19
Furniture Resource Centre conveniently supplied everything that they required via a ‘one stop’ service: ordered, delivered and invoiced as one package of furniture. This innovation simplified the supply chain and delivered an effective and efficient service. It created a ‘win:win:win’ situation and a sustainable solution for social landlords. The housing associations could rent out their empty properties to people who were more likely to sustain the tenancy; families who needed an affordable furnished home without having to turn to expensive credit to buy furniture; and Furniture Resource Centre had created a new market for furnished tenancies.
Over the past 15 years Furniture Resource Centre has made a difference to the lives of over 30,000 low-income families by providing furniture to create real homes. These families include the former homeless, families fleeing domestic violence, ex-offenders, ex-substance abusers, asylum seekers, people with mental health issues and people simply struggling to make ends meet.
As one woman moving into a furnished tenancy after a period in a domestic violence refuge said:
‘I was homeless and had nothing to start afresh with; with my 3 children this was the only way that I could move straight into a house’
Furniture Resource Centre is committed to continuing to deliver this service that enables
social landlords to provide furniture to turn a house
into a home.
Bulky Bob’s and Revive: ‘Pre-loved’ furniture to low-income households
Since 2000, Bulky Bob’s and Revive have played a major part in getting desperately needed furniture to some of Liverpool’s poorest households. By rescuing good quality items from going to landfill, Bulky Bob’s can redirect pieces of furniture to the Revive store where they are sold as ‘pre-loved’ furniture.
The Revive store is designed to remove the stigma often associated with second-hand shops. The store is centrally located in a high street environment, close to other good value furniture and homeware shops. Revive is well appointed and offers a good quality shopping experience with excellent standards of customer service.
20
Su
stai
nab
le Im
pac
t P
lan
2007
- 2
013
Bulky Bob’s and Revive are committed to providing a high quality shopping environment to sell great quality ‘pre-loved’ furniture to low-income households.
The store is targeted at low-income households with its pricing structure. Standard prices offer fantastic value for money, but people in receipt of benefits get 10% off the standard price. There is a third price band for people who have been referred to Revive by a network of referral agencies – they receive 20% off the standard price and a free home delivery.
Bulky Bob’s and Revive are committed to offering a price structure which ensures items are affordable by people who need good quality furniture at low prices.
Since 2000 we have worked with a range of referral agencies to make sure that people most in need know about Revive and have access to the discount structure which is there to ensure that they can afford the good quality items needed to make a house a home.
The Revive referral system is designed to help those most in need so we work with a wide range of organisations to ensure that the referral discounts are available to people in financial hardship, older people, people receiving support from domestic violence organisations, people leaving homeless hostels etc.
It is important that this network of referral agencies is reviewed and up dated to reflect the changing social trends in the deprived communities we work in.
Bulky Bob’s and Revive are committed to periodically reviewing the range of organisations that can make referrals for people in need of good quality furniture.
Bulky Bob’s and Revive: Emergency Donations
Bulky Bob’s frequently makes donations of urgently needed furniture items in cases of crisis and emergency. This can be in response to an incident such as a devastating house fire or a family moving at short notice out of a domestic violence refuge etc.
From the feedback that we receive, we know that these donations make a critical difference to families at a time of great need.
Bulky Bobs’ and Revive are committed to making donations in cases of crisis and emergency.
21
can take can take several weeks to come through. If they do not take up the tenancy then they cannot claim Housing Benefit and they build up rent arrears. The choice is either to live in a property without basic furniture or accrue rent arrears for a property that they are not living in.
Fresh Start provides basic furniture so the Field Lane residents can take up their unfurnished tenancies, start claiming housing benefit immediately and ultimately increase the likelihood that they will remain in the tenancy. They choose a mix of new and ‘pre-loved’ furniture from Furniture Resource Centre and Revive and pay for it once they have received their Community Care Grant.
The cohort of people who participated in the Fresh Start project have all managed to stay in their tenancies for 12 months and have hailed the project as a great success in helping them to put down roots in the community. This is a great example of the type of impact that FRC Group seeks to have in building sustainable communities.
FRC Group is committed to working with other hostels to offer a similar service.
In terms of being Great for People, the Fresh Start project was a roaring success in that it has supported people to maintain their tenancies. A negative outcome was that not all of the outstanding payments for furniture were made and FRC Group took a decision to write off an amount of debt.
FRC Group is committed to continuing developing the Fresh Start model to make it more financially sustainable.
At present, these donations are in response to direct requests and often come through word-of-mouth. We would like to work towards making this work into a more proactive service that is widely known. There will clearly be issues in sustaining the level of activity that this might create.
Bulky Bob’s and Revive are committed to finding ways to make emergency donations more systematic and sustainable.
Bulky Bob’s, Furniture Resource Centre and Revive: Fresh Start
In June 2006, FRC Group launched the Fresh Start project with Liverpool Housing Trust’s Field Lane Hostel in Liverpool to provide men leaving the hostel with low-cost furniture on credit so that they can sustain new tenancies in rented accommodation. Single homeless men are a group which is often deemed to be of lower priority need than other demographic groups such as families with young children. As such, this project meets a need that can not always be met by other support agencies.
The hostel offers temporary accommodation to homeless men. When residents secure a permanent tenancy elsewhere often they either find that they cannot move out of the hostel and into the new home, or they leave the tenancy within a short time because they cannot afford essential furniture. To buy this essential furniture they usually apply for a Community Care Grant, which
22
Su
stai
nab
le Im
pac
t P
lan
2007
- 2
013
Great Place to Work
Staff received 149 professionalism awards in 2006/07
90 passion awards given in 2006/07
400 work related courses delivered in 2006/07
67 cultural courses delivered in 2006/07
1771 hours training through the University for the People in 2006/07
FRC Group wants to attract and keep the best people because of what it does and how it does it. Being A Great Place to Work demands visionary leadership, approachable managers, motivated staff, and a values-led culture of fairness, respect, learning and affirmation. It is a place where staff can be themselves and enjoy their work, and where all employees are proud to tell their friends and family about FRC Group’s social and environmental impacts.
To confirm this, in May 2005 FRC Group was ranked 26th in the UK’s 50 Best Workplaces.1 Selection was on the basis of employees’ responses to the Great Place to Work® Trust Index employee survey and the Great Place to Work Culture Audit© which measures employee perception of quality of workplace and jobs, relationships with management and relationships with other employees.
In 2006, FRC Group was awarded the accolade of Best Employer in the Daily Post Regional Business Awards. This prestigious award recognised the culture of learning, team work, reward and inspiration that makes FRC Group such an exciting place to work.
FRC Group is committed to maintaining its high standards of success and recognition as a great employer.
FRC Group is committed to finding external benchmarks for our performance as an employer.1 www.greatplacetowork.co.uk
An FRC Group staff survey in 2006 found the following:
98% of staff said that it was important to them that their work was useful to others.
86% would speak highly about FRC Group to others.
82% said the training at FRC was excellent or good and 82% said they had had enough training to do a good job.
92% agreed their team leader was approachable.
97% said they had a clear understanding of FRC Group’s goals.
FRC Group is committed to asking staff about what it is like to work here, listening to what they say and acting upon the results.
Recruitment and Retention
Finding and keeping the right staff is essential to the success of FRC Group. We recruit based on values and attitude to find the right people for the company, as well as for professional and technical skills and qualifications. We make sure that the job descriptions are clear and concise so that applicants understand exactly what they are applying for.
We believe that having a staff which is fully engaged with the wider aims and aspirations of FRC Group is key to retaining a stable and productive workforce. Managers at all levels work hard to ensure that their teams are informed about what is happening in the company, that
23
they have opportunities for upward feedback in the organisation and that their team members are dealt with fairly and respectfully at all times.
Diversity
FRC Group defines diversity as valuing everyone as an individual – whether they are employees, customers or clients. The Group seeks to build a workforce that reflects the communities in which it works. It recruits, develops and promotes people on merit and seeks to reward outstanding performance regardless of background.
Maintaining records and reporting on the diversity of employees is part of FRC Group’s commitment to diversity. In addition, we maintain records on the number of job applications we receive from different gender, disability and ethnic groups.
We set ourselves targets for the diversity of recruits to our Driving Change training programme, to ensure that our recruitment promotes equality and sustainability for the communities we work in. The targets are set in connection with the diversity of the communities we work in and therefore wish to recruit from.
FRC Group is committed to building a workforce which reflects the diversity of the communities we work in.
Health and Safety
Ensuring the health and safety of our workforce and the public underpins all our other business and impact objectives. The culture at FRC Group is that we are all responsible for health and safety.
In 2006 we asked our staff if they believe their place of work is “clean, healthy and safe”. 86% of them agreed with the statement. Staff at all levels and from all business areas are represented in the Health & Safety Committee. We also have a contract for professional advice through Groundwork Wirral.
We invest significant time and resources in the training staff receive and in the internal management system for health and safety. As such, we are making improvements on our performance and we receive first class feedback from audits carried out by our insurers and customers.
“Once again, I was impressed by the company’s clear commitment to health and safety, your comprehensive documentation and clearly defined safe working system”
Carl Hope, Liverpool City Council, November 2006
We reduced accidents by 26% in 2006/07 and intend to continue this trend.
FRC Group is committed to continuous improvement on health and safety performance year on year.
A Values-led culture
FRC Group has a clearly defined values culture. It encourages its staff to show the following qualities: passion, bravery, professionalism and creativity at work. The Group has a mature system to recognise, celebrate and reward employee’s outstanding work and improve performance. Our values culture works for us, we know this from how well our staff respond and engage with the system – nominating each other for awards and recognising what the values mean in practice.
Our values culture celebrates employees nominated by colleagues for Employee of the Month, Trainee of the Month and Employee of the Year awards. We meet with all staff at an informal monthly staff meeting and take all staff members who have had a birthday each month out for a meal to celebrate.
Values awards are given publicly by team leaders to members of staff who have performed well or done more than has been expected
24
Su
stai
nab
le Im
pac
t P
lan
2007
- 2
013
of them. Staff can also nominate colleagues to be rewarded. Each values award is a thank you note and a voucher for five pounds. In 2006/07 296 of values awards were given to 110 staff. In this way staff are celebrated, affirmed and motivated.
Bob Davey, Employee of the Month, November2006
His manager said the following about him:
“Bob took on the brave new challenge of delivering training to the whole Logistics Team. He is very professional and has a wealth of knowledge which he passes on to the whole team and he showed creativity with good ideas about how we can improve our service. He always provides good customer services and show great passion in caring about the job he does. A great all rounder”
FRC Group is committed to ensuring that its values culture remains fresh and relevant to its people.
“University for the People” – FRC Group’s approach to professional and personal development
FRC Group believes that your past should not determine your future, but it should instead be your efforts in the here and now that count. To support this, worthwhile professional development training and personal development opportunities at work are crucial. One of the ways in which FRC Group develops its employees is through its onsite virtual ‘University for the People’.
The University for the People brings together a timetable across the year of professional training, personal development opportunities and cultural or hobby related events to inspire people to try something new. The University has also organised sessions for staff on health issues – such as ‘better back management’ or yoga and meditation for stress relief.
FRC Group is committed to offering its people a mix of professional and personal development opportunities through the University for the People.
Under the banner of the University for the People, some essential professional development training is carried out:
25
Continual professional development
To keep pace in a rapidly changing business environment FRC Group draws on both internal and external training resources. Each year a full training needs analysis is completed to map out overall business needs as well as the specific training needs of departments and the individuals within them. Key areas for continual professional development are keeping abreast with the impacts in changes in legislation in logistics, waste management, people management, environmental issues and employment law. Specialist training courses are sourced externally and FRC Group’s People and Learning Team is innovative in designing bespoke courses for the Group’s needs.
The People and Learning Team also organises annual update training for all staff in equal opportunities and diversity issues, environmental awareness and health and safety.
Leadership development programme
This programme was devised for the personal and professional development of FRC Group’s managers. It is part of the Group’s goal to develop in-house leaders, equipped for opportunities presented by changes and expansion of the business. This programme includes:
Identifying the competencies required for leading and managing an innovative, fast-changing leading edge social business
Identifying leadership styles of all team leaders and their skill development needs
Encouraging managers to find external mentors from a range of sectors
Introducing the Talking Heads programme that brings in speakers to talk on leadership and leadership styles. Excellent speakers from the public, private and third sectors have given invaluable personal insights and shared their career histories
Encouraging team leaders to join the boards of other charitable organisations – to develop knowledge of governance and leadership styles
Visits to inspirational award-winning businesses in the region to learn from their experience, including Bibby Logistics, John Lewis and Mersey TV
A reading programme – key articles and publications on leadership styles and key business issues and how other organisations tackle them
A coaching and supervisory skills course
Key training courses for team leaders – e.g. project management, motivation, employment law, leadership and management, presentation skills, supervisory skills.
Future Leaders programme
In order to find its next generation of supervisors the FRC Group is devising a Future Leaders programme, to be rolled out during the lifetime of this Sustainable Impact Plan. It is designed to give staff with no experience of line management an insight into leading a team and help them develop the foundation skills to do so. The programme will be open to any member of staff who has aspirations to lead a team.
26
Su
stai
nab
le Im
pac
t P
lan
2007
- 2
013
Great to do Business with
FRC Group’s approach to business and social business is that it seeks to build sustainable communities in everything that it does. Doing our part to strengthen the local economy is at the centre of how we operate and our aim to be Great to do Business with – for our local businesses and also the wider local community.
In practice, this means that:
we look to employ people from the communities we work in,
we provide training and work placement opportunities for local people,
we prioritise working with suppliers for our businesses who are based in the local area
This is how FRC Group supports the economic development of the local community. We aim to increase the skills and experience of local people to improve their earning potential and quality of life. We also seek to buy as many of the products and services we need from local suppliers, so that the money continues to circulate in the local economy rather than leaking out into other areas.
FRC Group is committed to working with local suppliers wherever possible.
FRC Group is committed to providing employment and training opportunities for people in the communities in which we work.
First and foremost FRC Group is a group of businesses. Being Great to do Business with means operating with high standards of professionalism, having well developed systems and processes and working in a spirit of partnership with our customers and suppliers. We innovate to create businesses which provide solutions to social and environmental problems and then we give great service to our customers.
27
28
Su
stai
nab
le Im
pac
t P
lan
2007
- 2
013
Proving it – Measuring our Impact
FRC Group is widely acclaimed as an international model of best practice in measuring social and environmental value and proving what we say we do. Since 1999, FRC Group has been developing and putting into practice methods of social, environmental, and ultimately sustainability accounting and reporting. The model that we have developed is suited to our activities and the impacts that we create.
Every year we publish a report explaining how we have performed against the targets we set for ourselves. The report is assured by a third party independent audit process which assesses the report against Accountability’s AA1000 standard, and is reviewed by a panel made up of various stakeholders.
FRC Group is committed to reporting about our performance against our social and environmental targets every year.
The reports are in the public domain and are widely circulated to our internal and external stakeholders.
FRC Group’s approach has twice won the ACCA / Accountability Best Social Report Award in 2002 and 2004 and was also shortlisted for Best Sustainability Report in 2007. These awards reflect the pinnacle of achievement in this field and are entered by global brands such as Coca Cola, Vodafone, British American Tobacco.
In 2004, the judging panel said of FRC Group’s Social Report
“FRC Group’s Social Report is excellent. It contains an exceptional level of accountability and sets the standard for all future social reports”
The reports that we produce are the culmination of activity throughout each year to collect data which measures how we have performed against the targets we set ourselves for the social and environmental impacts we wish to achieve.
We operate a performance management system which monitors progress against targets on a monthly basis. FRC Group has devised a model of triple-bottom line accounts which bring together our social, environmental and
financial performance into one performance review document. This is used by staff members, managers, directors and members of the board to see how we are performing against our triple bottom line targets throughout the year. A final document showing our triple-bottom line account for each year is included with each year’s impact report.
future social reports” accounts which bring together ouourr sosocicialal, , enen ivirororonmnmenentatall anand dd
fifinancial performance into one
29
As part of the FRC Group measuring and reporting model, we incorporate measurement tools that suit our needs. In recent years, we have put into practice:
the Local Multiplier Tool (LM3) developed by New Economics Foundation, to measure how FRC Group circulates the income it earns into the local economy
Social Return on Investment (SROI). FRC Group has been at the forefront of work in the UK to put into practice a tool to measure the social value created by investment in social business models which create both commercial and social dividends.
FRC Group is committed to putting the LM3 and SROI models into practice.
FRC Group is committed to contributing to the continued development of the SROI model in the UK.
FRC Group is committed to incorporating newly developed models of measuring social value into its “Proving it” agenda.
urn on Investment C G h b
FRC Group is commiiitttttteddeded ttt toooo putting the LM3 and SROI
AAsAs p pararttt fofof tt thhehe FF FRCRCRC G G Grororoupupup
30
Su
stai
nab
le Im
pac
t P
lan
2007
- 2
013
How are we doing? Update May 2008
FRC Group’s Sustainable Impact Plan set a five year vision for our areas of impact and our aspirations.
Since writing this document during 2007, we have made progress in many of the areas identified as priorities. Some of our proudest achievements are:
Reducing our carbon dioxide emissions by 8%
Achieving the BS8555 accreditation for our environmental management system
Reusing and recycling 57% of the bulky household waste collected by Bulky Bob’s Liverpool
Bulky Bob’s winning The Guardian Public Service Award for Sustainability and Innovation
Using a biofuel produced from recycled waste oils from food manufacture into our Bulky Bob’s fleet
Switching to Honda Prius Hybrid vehicles for our company cars
Training 41 long-term unemployed people on the Driving Change Programme
85% of trainees who completed the programme went into employment
Providing work placements to 62 people
Sold 4,419 items of pre-loved furniture through Revive
82% of Revive shoppers were from low-income households
Completed an internal review of all health and safety procedures
Delivered 389 work related and cultural courses through University for the People
Awarded 319 values awards to our staff
For more information about how we did against each target, see Appendix 1 attached to this document, which shows:
Our specific targets and 1. priorities for 2007/08
How we did in the financial 2. year 2007/08 against the targets we had set
Our plans for 2008/093.
31
32
Su
stai
nab
le Im
pac
t P
lan
2007
- 2
013
Theme Business Area Targets and Priorities 2007/08
We achieved Targets and Priorities 2008/09
Gre
at f
or
the P
lanet FRC Group Begin implementation of
BS8555 with the aim of accreditation in early 2008/09.
J Embed BS8555 procedures
Calculate carbon emissions of FRC Group activities in 2007/08
J 270.7t CO2 direct emissions
To develop direct emissions carbon footprint tool and assess baseline direct emissions by September 2008
Bulky Bob’s The Driver Mentor Assessor at Bulky Bob’s Oldham to have been trained as a SAFED instructor by the end of November 2007.
J Trained in May 2007
All drivers to have received SAFED refresher training by end of March 2009.
Bulky Bob’s Oldham Driver Mentor Assessor to deliver SAFED training to other logistics staff by end December 2007.
J All logistics staff received training between May and September 2007
Furniture Resource Centre
Reduce fuel usage after SAFED training by 15% for Furniture Resource Centre
L +20% To develop and implement carbon emission efficiency targets in relation to different business areas by October 2008
Revive Reduce fuel usage after SAFED training by 15% for Revive
L +32%
Bulky Bob’s Reduce fuel usage after SAFED training by 5% for Bulky Bob’s Liverpool
L +15%
Reduce fuel usage after SAFED training by 10% for Bulky Bob’s Warrington
L -3%
Reduce fuel usage after SAFED training by 5% for Bulky Bob’s Oldham
J -5%
FRC Group To further investigate the sustainability of biofuel and make an informed decision about if and how we use biofuel in our fleet by end of 2007/08
J
Maintain performance on use of electricity and gas in 2007/08 at 2006/07 levels
J Maintain performance on use of electricity and gas in 2008/09 at 2007/08 levels
Devise action plan to reduce CO2 emissions across FRC Group
K
Bulky Bob’s To develop a methodology which quantifies the CO2 savings from Bulky Bob’s reuse and recycling activities, which diverts waste away from landfill sites, which will enable us to articulate the carbon footprint of all our operations.
L
33
Gre
at f
or
the P
lanet FRC Group Deliver at least one session
of environmental awareness training to every member of staff by the end of 2007/08
L Deliver environmental awareness training to 100% of new members of staff during induction
Deliver training on environmental responsibilities to 100% of staff by December 2008Deliver environmental awareness refresher training to 100% of staff by March 2009
As a consequence of achieving the BS8555 accreditation for FRC Group’s environmental management system, the environmental targets that have been set for 2008/09 are linked to six key environmental objectives that stem from our assessment of our most significant environmental impacts and therefore do not always match up neatly with corresponding targets from 2007/08.
To reduce the amount of general waste generated by FRC Group by % (to be set) by March 2009 (this target is to be defined following a waste audit exercise during the summer 2008)Develop a procurement strategy for Furniture Resource CentreDevelop an impact communication plan (social and environmental) including all stakeholders by December 2008To achieve 100% compliance in all internal reviews and external audits by March 2009To develop a planning tool to ensure that the environmental implications of new projects are considered at the development stage by March 2009
34
Su
stai
nab
le Im
pac
t P
lan
2007
- 2
013
Theme Business Area Targets and Priorities 2007/08
We achieved Targets and Priorities 2008/09
Gre
at
for
Peop
le Training 5% of ILM trainees to be women
J 5% achieved 10% of ILM trainees to be women
33% of ILM trainees to be from a Black and Minority Ethnic Group
L 24% achieved 33% of ILM trainees to be from a Black and Minority Ethnic Group
50% of all trainees to be taken on as Driver / Loaders
J 50% achieved overall
50% of all trainees to be taken on as Driver/Loaders
Trainees to achieve a 60% first time LGV II pass rate
L 20% achieved overall
Trainees to achieve a 60% first time LGV II pass rate
Trainees to achieve a 60% first time car licence pass rate
L 50% achieved overall
Trainees to achieve a 60% first time car pass rate
Achieve a rate of 75% of trainees into employment or education
J 77% Achieve a rate of 75% of trainees into further training or employment
Achieve a rate of 89% of graduates in to further training or employment
Achieve an average of 5 qualifications per graduate
Achieve a retention rate of 89% for trainees
100% of trainees to have a review every 6 weeks.
Furniture Resource Centre
To increase the number of households we supply furniture to
J 3,131 deliveries made compared to 2,974 in 2006/07
To increase the number of households we supply furniture to
Bulky Bob’s and Revive
To achieve at least 84% of Revive customers from low income households
K 82% of our customers were from low-income households
To achieve at least 84% of Revive customers from low income households
Furniture Resource Centre, Bulky Bob’s and Revive
To pilot a project giving ex-homeless people direct access to furniture
J Fresh Start Project pilot with 10 men leaving a homeless hostel
To refine the Fresh Start model further
35
Theme Business Area Targets and Priorities 2007/08
We achieved Targets and Priorities 2008/09
Gre
at
Pla
ce t
o W
ork External
benchmarkingTo enter third party surveys to benchmark ourselves against other employers
J Entered the 2007 Great Place to Work survey. FRC Group was in the top 50 Great Places to Work in the UK
To enter third party surveys to benchmark ourselves against other employers
Diversity Publish Group’s diversity policy by August 2007
K Publish diversity policy by September 2008
Introduce diversity monitoring by October 2007
J Annual monitoring system to be in place by October 2008
Write a Group diversity action plan by December 2007
J 100% of staff to have diversity training
33% of trainees to be recruited from BME communities on Merseyside and Oldham
L 22% 33% of trainees from BME groups
10% of trainees women
Health and Safety
Ensure all logistics and warehouse employees attend at least two health and safety refresher courses throughout the year
L 1 course was run Ensure all logistics and warehouse employees attend at least one health and safety refresher course
Reduce the number of personal injuries reported across FRC Group by 10%
L The number of accidents increased by 23%
Reduce the number of personal injuries reported across FRC Group by 5%
Reduce the number of RIDDOR reportable accidents across FRC Group by 10%
L The number of RIDDOR reportable accidents increased by 28%
Reduce the number of RIDDOR reportable accidents across FRC Group by 10%
Report on and reduce the number of vehicle accidents across FRC Group by 30% on 2006/07 rate.
L The number of vehicle accidents was the same in 2007/08 as in 2006/07
Reduce the number of vehicle accidents across FRC Group by 10%
Carry out an internal audit of health and safety procedures across all sites by 31st March 2008
J Carry out an internal audit of health and safety procedures across all sites by 31st March 2009
Achieve a lost time due to accidents of 0.29% per employee across FRC Group.
L 0.59% achieved Achieve a lost time due to accidents of 0.45% per employee across FRC Group
Change the way we calculate our accident rate – move to reporting on health and safety performance in different operational areas.
L Report on health and safety performance in different operational areas.
Values-led Culture
100% increase in the number of bravery and creativity awards given out to employees.
Bravery awards up by 41% L
Creativity awards down by 28% L
Review the validity of our values definitions with staff and redefine them if required
36
Su
stai
nab
le Im
pac
t P
lan
2007
- 2
013
Gre
at
Pla
ce
to W
ork Ensure our Oldham operation
develops the mature values culture that we have on Merseyside
L
University for the People
To offer a range of work related and cultural courses
J To offer a range of work related and cultural courses
Theme Business Area
Targets and Priorities 2007/08
We achieved Targets and Priorities 2008/09
Gre
at
to d
o B
usi
ness
W
ith Furniture
Resource Centre
Identify the Social Return on Investment (SROI) of providing furnished accommodation
J Identify the SROI with two more major customers
Bulky Bob’s To use the LM3 tool to measure Bulky Bob’s expenditure in the local economy
J Bulky Bob’s Liverpool reinvested 70% into the local economy. Bulky Bob’s Oldham reinvested 59% into the local economy.
To use the LM3 tool to measure Bulky Bob’s expenditure in the local economy
Theme Business Area
Targets and Priorities 2007/08
We achieved Targets and Priorities 2008/09
Pro
vin
g I
t FRC Group To produce a report on our sustainable impact priorities for 2007/08
J To produce a report on our sustainable impact priorities for 2008/09
To use SROI to measure the social impact created by the work of FRC Group
J To use SROI to measure the social impact created by the work of FRC Group
To use the LM3 tool to measure Bulky Bob’s expenditure in the local economy
J To use the LM3 tool to measure Bulky Bob’s expenditure in the local economy
