BITC CR Report 2016

1. Business in the Community Corporate Responsibility Report to June 2015 2. As a champion of the responsible business agenda, Business in the Community Northern Ireland…
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  • 1. Business in the Community Corporate Responsibility Report to June 2015
  • 2. As a champion of the responsible business agenda, Business in the Community Northern Ireland aims to be open and transparent in all that we do. In the same way that we challenge others to live up to their environmental and social responsibilities, we are committed to showing leadership and to demonstrating best practice in meeting our own. As an employer, we recognise our responsibilities towards our own people, our planet, and the place where we all live. This, our second Corporate Responsibility Report, is produced to communicate our performance as a responsible organisation as well as to provide an example for other employers, both large and small, to follow. We are delighted to share our progress with our stakeholders and take great pride in our achievements so far. However, we also recognise the need to continually improve and build on our performance. Throughout this report, you will find examples of how we have made those improvements: by reducing our environmental footprint, by focusing on the impact of our community engagement activities, and by ensuring that our staff are supported, developed and that we look after their wellbeing. This report is testimony to the passion and dedication of our outstanding team here at Business in the Community. They have shown leadership in pioneering the behaviours, activities, and impacts we have highlighted here and which we hope will inspire you to communicate YOUR responsible business actions to your own stakeholders. I would like to take this opportunity to thank Colm Bergin, Bank of Ireland who produced this report during an Internship with Business in the Community. Foreword from the Managing Director Kieran Harding Managing Director
  • 3. Business in the Community talks to companies in Northern Ireland about managing their responsibilities towards their People, the Planet, and the Places where they operate. In developing this report, we have followed the structure of the CORE standard for responsible business. What is CORE? CORE – the Standard for Responsible Business – was developed by Business in the Community in response to calls from businesses throughout Northern Ireland to have a standardised measure of performance for their Corporate Responsibility practices. CORE is based on Business in the Community’s Corporate Responsibility model, built around the themes of People, Planet, and Place, but taking into consideration three requirements, which all organisations must consider: 1. Marketplace responsibility 2. Stakeholder engagement 3. Responsible leadership Each of these is assessed against the focus of the operational requirements within a business, specifically: • Strategic planning & objectives • Policy and processes • Activities & engagement, • Targets and measurement • Reporting This is consistent across each CORE theme and for every participating organisation. Each must be reported on in order to achieve the CORE Standard. Business in the Community’s approach to Corporate Responsibility
  • 4. People In Business in the Community, we value the people with whom we work, realising that, in order to get the best from them, we need to view and treat them as individuals. We understand that our employees are people with busy lives and specific needs outside of work, and this enables us to maintain a culture that allows people to achieve their full potential. Throughout the year, we engaged in numerous events and programmes, with the aim of showing our staff how important they are to us. Below are some of the initiatives we have introduced in the past two years and some of the commitments we have made for the year ahead. To date, our focus has been on four key areas: Health & Wellbeing, Flexibility, Open Staff Dialogue and Training & Development. Health and Wellbeing 80% of team members agree or strongly agree that . . . “My company addresses Health and Wellbeing issues that are important to me”. Target for 2016 Survey = 85% engagement ‘£ for lb’ 12-week, weight-loss challenge Commitment: The ‘£ for lb’ 12-week, workplace- based, weight-loss programme encourages and supports staff to kick-start a new, healthy lifestyle, while raising money for charity. Action: In partnership with the Public Health Agency and Westfield Health, this 12-week programme began in January 2014 and ended in May 2014. It was organised again at the beginning of 2015. Outcome: In 2014, 16 staff from our Belfast office took part in the programme. The team lost a combined total of 119.5lbs, which raised £450 for the Stroke Association of Northern Ireland. Eight staff took part in the 2015 programme, in aid of Street Soccer Northern Ireland, with 17.4lbs lost and £108 raised. Whilst the 2015 figures indicate a decrease in both the number of participants and the total weight lost, compared with the previous year, these figures mask the much greater and more positive impact that £ for lb 12-week challenge had on the BITC staff team. Many participants in the 2014 challenge had been successful in losing weight and in moving to a BMI bracket that was not considered overweight or obese. This meant they were not eligible for participation in 2015. Moreover, the challenge led to a team-wide focus on positive, healthy choices that contributed to several members of staff choosing to begin their own health and fitness programmes outside of the challenge itself. For example, following the 2014 programme, one team member identified a local boxing club, and up to 12 staff have been attending intensive weekly training sessions for almost two years now. During the same period that the 2015 £ for lb programme ran, one team member who followed her own programme, lost two and a half stone, and her journey to a healthier lifestyle is continuing, with the support of BITC. We asked team members if they wanted BITC to facilitate the £ for 1lb programme in 2016, and they said yes but with less focus on achieving targets and more on the following: • Team motivation/encouragement • Sharing best practice • Practical tips and approaches that have worked for others • Individuals making realistic and permanent lifestyle changes Staff CR Survey 2015 “It sounds like a bit of a cliché, but joining the Boxing Club has really changed my life for the better! I have lost pounds and several inches; I find I have more energy, which has resulted in permanent lifestyle changes – it’s great fun too!” Deirdre Timoney, Director, Citywide Employers’ Forum
  • 5. PeoplePeople Information and Awareness Events and Seminars Commitment: Business in the Community arranged numerous events and seminars for team members that showcased some important actions they could take to improve their wellbeing, to reduce stress, to plan for the future and to support others who were going through difficult times. Action: The following themes were covered: Safe Driving, Stress Management, Domestic Abuse and Good Financial Management, focusing on the importance of having a Will. Expanding on just one example, in 2014/’15, the Northern Ireland Young Solicitors Association (NIYSA) delivered seminars to 16 members of staff on the importance of having a Will. This was conducted as part of NIYSA’s pro bono drive and Business in the Community’s Health and Wellbeing Initiative. Individual follow-up sessions were offered, with an allocation of work time allowed to attend such meetings. Outcome: Following this session, six team members sought further advice or arranged follow-up meetings to make or to amend a Will. A schedule of further information and awareness sessions has been planned, including a talk from Age NI, a visit from the Alcohol Bus, a healthy eating session, another Wills seminar and a session focusing on what to do in a cardiac emergency situation. Health checks and wellbeing initiatives Commitment: Every year, Business in the Community offers team members a range of health-related initiatives to help them consider their current state of health, to plan for improved health and wellbeing, and to avoid common illnesses. Action: In the 2014/’15 year, staff were offered flu jabs and Echinacea herbal remedies. We are committed to organising biennial health checks, which are carried out by the Northern Ireland Chest Heart and Stroke Association. The organisation will pay 50% of the cost of these vital checks. Since 2002, Business in the Community has also offered the Westfield Health Scheme at level one to all team members. Westfield provides financial support with dental, optical and consultation costs, as well as a vital 24 hour counselling service. Other benefits include personal accident cover, faster access to a variety of scans and an on-line 24 hour doctor service. The scheme allows our team members to make personal choices to consider their health and wellbeing and to help them keep in the best possible shape both physically and mentally. Outcome: As a result, 22 staff (36%) availed of the flu jab. While cold and ‘flu like’ symptoms were recorded via our absence management process, there were no episodes of flu during the six-month period that followed among the staff who availed of the flu jab. In the same year, BITC offered health checks and agreed to pay half the cost. Thirty-one of our team members (44% of staff) availed of the health checks. This gave individuals detailed stats relating to their BMI, blood pressure and cholesterol levels, as well as advice on addressing any issues and information on healthier lifestyle choices. The uptake in our Westfield Health Scheme is 100% among team members who have successfully completed their probation period. Throughout the period, absence figures remain within range of our target of 2% (2.4% for the 2013/’14 year, decreasing to 2.3% in 2014/’15). 90% agree or strongly agree that . . . “My company offers flexibility that supports a good balance between my work and private life” Target for 2016 Survey = maintain 90% engagement Flexibility
  • 6. PeoplePeople Wonder Hours Commitment: The ‘Wonder Hours’ initiative is an optional scheme that allows team members to finish earlier on Friday afternoons during the winter and summer months. Action: The office staff is divided into two teams to ensure there is adequate office support in place while this initiative is running. On a rotational basis, each team is able to leave at 3:00 pm on their assigned Fridays. If one of the members of the team chooses not to leave at 3:00 pm, they can stay on until their usual time. Those who chose to avail of the initiative have to make up the time during the week by following a work pattern pre-arranged with their line manager. Outcome: The ‘Wonder Hours’ initiative was undertaken by 69% of staff in the winter period of 2013, and this level was increased slightly to 70% in winter 2014. 59% of staff took part in summer 2014, and this figure is lower due to people more commonly being on leave in the summer months and, therefore, not being present to avail of the scheme. Flexible Working arrangements – working from home, requests for a change in working hours, appointments, study leave Commitment: Business in the Community is committed to being a flexible and supportive place to work. In line with this commitment, a number of ongoing flexible arrangements are available to team members. Action: Throughout 2014/’15, the following flexible arrangements were offered to team members: working from home, the ability to request a change in their working hours, time off for appointments, and study leave. Outcome: At the end of June 2015 (the end of our financial year), we had 75% of our team members availing of some form of flexible working pattern, including the ability to work from home on occasion or, having been granted a formalised working pattern outside of the normal 9-to-5 working hours. During the period, we recorded 242 occasions of home working, with 54% of our team members availing. We received seven requests from staff to change their working hours, and 100% of the requests were granted. Time off for appointments is offered and availed of by 100% of our team members. Four team members were also granted study leave, which related to 100% of the requests we received. Looking at flexibility in the broader sense, Business in the Community continuously looks for new and cost- effective opportunities to improve our team members’ personal flexibility and choice. In 2014, we introduced the Perks Scheme which is a shopping directory that allows you to make cost savings with a range of local and on-line retailers. All team members are offered a Perks membership card on completion of their probation period and feedback to date has been very positive. Open Staff Dialogue listening and sharing key information 87% agree or strongly agree that . . . “My line manager is open to my ideas” Target for 2016 Survey = 90% engagement?
  • 7. PeoplePeople Open Staff Dialogue listening and sharing key information iThink Commitment: iThink is our Staff Suggestion Scheme. Staff are asked to provide suggestions that would benefit the business or make their working life easier or more productive on an ongoing basis. Action: A dedicated email has been set up for staff to submit any suggestions they have. Quarterly themes are identified in line with specific business needs, eg, cost-cutting, improving our commitment to walking the talk, etc. All suggestions were reviewed by three members of staff, including representation from the senior team. The best suggestions are implemented, and the staff who suggest them awarded a prize. All staff whose suggestions are not chosen are given a reason as to why they are not being implemented, or they are helped to develop their ideas further. Outcome: Some great suggestions were received in our latest iThink campaigns; in 2015, we also ran a separate ‘cost-saving’ campaign, in light of recent funding cuts and challenges. In 2014, a total of 15 suggestions were received, and six of these were implemented. In 2015, and in light of our additional ‘cost cutting’ campaign, suggestions received soared to 40, with 16 being implemented. 77% agree or strongly agree that . . . “My line manager keeps me informed about important issues and changes” Target for 2016 Survey = 85% engagement
  • 8. PeoplePeople Sharing key company information Commitment: Business in the Community is committed to sharing key information with team members from all levels within the organisation. We firmly believe that this develops trust and ownership and that it better equips people to do their job. Action: Throughout 2014 and 2015, we have used the following tools to communicate across our staff team: • Chat with the Chief – over the year, the MD meets with all teams to inform, to answer queries and to take on board suggestions. Having taken on board feedback from our staff, via a Listening Forum held in April 2015, this has now developed into a Friday morning session called ‘Kieran’s Friday Shout out’, where team members receive a current and topical update from the MD on that week’s successes, the current challenges, what’s coming next and an overview of how the organisation is performing, both locally and nationally. • TeamTalk – informal monthly update in the kitchen, with alternate updates from an internal team and an external partner • Back Door update – conceived from a staff suggestion, a monthly poster update is placed in the ladies’ and gents’ bathrooms • Listening Forums – open invite to all staff to join a meeting forum to discuss a relevant topic that affects them in their work. Afterwards, an improvement Action Plan is delivered. • The Box – another staff suggestion that has been implemented on a TV screen in a relaxed area of both our offices; it shares key information that is relevant to our people and enables staff to add their own notices regarding music or book recommendations, favourite recipes or items wanted or for sale. Outcome: During the period, we have communicated with all team members and listened to their views and ideas as follows: • Chat with Chief reached 90% of our staff and has recently been replaced with Friday Shout-outs to ensure more timely updates. • TeamTalk facilitated on a monthly basis – 20 in total in this two-year period – alternating between an internal and an external focus, including updates from/on the following: programme areas; AGE NI; BITC Awards; update from Roy Adair, BITC Chair; Nexus, our Charity of the Year. • Back Door Update – monthly poster update – 20 communications in total • Listening Forums and follow-up Action Plan – one per year, following the annual staff survey • The Box – reviewed and updated monthly with approximately 25 messages for staff at any given time Training and Development 78% agree or strongly agree that . . . “I have completed learning and development activities that are helping me to improve my performance” Target for 2016 Survey = 85% engagement 60% agree or strongly agree that . . . “I have completed learning and development activities that are helping me to develop my career” (NB. An additional 30% neither agree nor disagree) Target for 2016 Survey = 70% engagement
  • 9. PeoplePeople Developing our people Commitment: Business in the Community is committed to training and developing team members, both in line with business need and also in line with their own personal development and growth. When considering professional and personal development opportunities, we look for new, innovative and cost- effective approaches. We are committed to a fair and effective appraisal process that benefits individuals and the organisation. Action: Training offered in this period ranged from the delivery of in-house Microsoft Office exams to a tailored Line Manager training programme. The range also included an ongoing Relationship Manager development programme; Vistage sessions, focusing on topics such as presentation skills, sales and marketing; an Influencing and Persuasion programme, developed in line with staff feedback; our annual Staff Teambuilding Day and our Staff Conference; national staff events; stress-management training for all staff and various personal development opportunities for individuals. Annual and interim appraisals were carried out for all team members. Outcome: In the 2013/’14 year, our training spend equated to an individual investment of £453 per employee. This rose in 2014/’15 to £583, mainly as the result of our investment in a vital Line Manager training programme. We developed our appraisal process further, in line with staff feedback, and achieved a 100% completion rate. “Having become a Line Manager in recent years, without any formal training, I really welcomed this investment in my development. A lot of work had obviously gone into tailoring the training to BITC’s needs, which meant it was very practical and relevant to the everyday challenges I faced as a Line Manager. In the eight months since the training, I have put the learning into practice on an ongoing basis. As a result, I feel I have had more useful and productive conversations and relationships with the team members I am responsible for – and better work outcomes, as a result.” Leanne Doherty, Employability Manager
  • 10. PeoplePeople Commitments for 2015/’16 ‘£ for lb’ 12-week challenge Commitment: ‘£ for lb’ – or an alternative health- related programme – to be held annually, with an opportunity to raise funds for our Charity of the Year. The focus for the programme should be on team motivation/encouragement; sharing best practice; practical tips and approaches that have worked for others; supporting individuals to make realistic and long-term lifestyle changes. Action: Business in the Community recognises the benefits that a group weight-loss or get-fit programme offers, including the improved health of our staff and a
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    Aug 28, 2017
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