corporate social responsibility report · 2018. 5. 17. · servest 3 csr report 2016/17 corporate...

People Environment Communities Supply chain

CORPORATESOCIAL RESPONSIBILITY REPORT

2016/2017

2ServestCSR Report 2016/17

Servest’s vision is a clear one; to conduct business in ways which are both ethical and professional, while working to support customers’ strategic aspirations. We will support sustainable sourcing and ethical procurement practices, and minimise our environmental impact. We will support the communities in which we live and work, and promote a culture of inclusion, diversity and equality. Finally, we will support all Servest’s partners – colleagues, suppliers and customers – stay healthy, maintain their wellbeing and fulfil their potential.

Servest’s vision

The tools we use

Exceed customer expectations by delivering and managing a comprehensive range of essential facilities management services ranging from cleaning to catering, security to building services.

What we do

• Our colleagues • Natural resources• Corporate excellence• Supply chain

- Rob Legge, Group CEO

Underpinning everything we do

Contents

“We believe we should exceed customers expectations as standard. Consistently finding new ways to help them achieve their strategic goals.”

02

03

04

05

06

08

12

13

14

19

21

22

25


Corporate Social Responsibility highlights

Figures calculated from 1st October 2016 to September 30th 2017.

(a) When disposable cup consumption data is unavailable, we calculate using the total number of customers and assume that 80% of them drink six coffees per week.

TALENT % change 2016/17 2015/16 2014/15

Number of colleagues 3% 23,312 22,627 15,216

Number of nationalities 7% 128 120 -

Increase in female colleagues 6% 12,609 11,898 8.046

Talent spend 74% £680,000 £390,596 £187,732

Number of apprentices - 391 - -

SOCIAL IMPACT Relative to turnover

Overall value of giving 88% £189,655 £61,086 -

Sum of charitable donations 123% £33,099 £8,963 -

Sum of sponsorship donations 81% £156,557 £52,124.00 -

Donations as a percentage of profit

ENVIRONMENTAL SUSTAINABILITY Relative to turnover

Fleet fuel consumption (litres) -10% 2,391,082 1,608,000 1,410,226

Litres of cooking oil recycled 10% 80,047 72,798 -

Tonnes of waste recovered/recycled - 1,701.93 - -

Number of disposable cups saved (a) - 31,0003 - -

Megajoules of energy saved through sale and use of KeepCups

- 325,162 - -

MODERN SLAVERY

Number of managers trained on the issue - 264 - -

Number of products analysed by country of origin - 6,641 - -

Percentage of supply chain audited (based on spend) - 42% - -

65%

7,000

3

23k

Increase in turnover to £470m

Customer sites now operated

Acquisitions

Over 23k colleagues

A national operation in the UK with an EU presence

Strategic acquisitive growth

A growing workforce enabling continued growth

Servest has seen exponential growth over the last few years. As the business grows it is important that our social impact remains positive.

Continued growth over the last 12 months


A message from Claire-Jayne Green Servest CEO, UK

Making good progress“I am justifiably proud of the progress we have made in the areas of community, environment, people and supply chain - the four pillars of Servest’s CSR approach - in the past year. Notable achievements include increasing our talent spend by an impressive 74%, and the value of our charitable donations by 123%, in relation to turnover from 2015/17. We have reduced fuel consumption by 10%, and cut greenhouse gases by 12%. Practical steps at operational level including increasing the amount of cooking oil we recycle by 10% to 80,047 litres is generating high level value in the area of environmental sustainability. You can read more about our progress to date in the following report, covering the period October 1st 2016 - September 30th 2017”

Looking to the future “But I know, there is always more we can - and must - do to meet new and evolving challenges, and to fulfil the hopes and aspirations of our colleagues, suppliers and customers. A commitment to future improvement is implicit within Servest’s ISO 14001 accredited Environmental Management System and we will continue to measure and monitor the environmental impact of all operations, and set targets to achieve their continued reduction. Specific long-term targets for 2020 include ensuring 90% of the products we use are chemical-free, offering country of origin traceability for 100% of products and recycling 95% of waste from the Servest estate. Investment in people and the communities in which we all live and work will continue to be a key focus, as will a continued commitment to sustainable sourcing and support of a circular economy, with the wellbeing of the planet and its inhabitants at its heart”.

Claire-Jayne Green

PeopleAt the forefront of our success, providing a workplace in which our colleagues thrive.

EnvironmentContinually improving the way in which we manage and reduce our environmental impact.

Communities Fullfilling our social responsibilities to the societies and communities in which we operate.

Supply Chain Striving to ensure an ethical supply chain for our business, our customers and suppliers.

Our pillars of CSR

A message from Ross HoughtonGroup CSR Manager Servest colleagues are, and will continue to be, the company’s biggest asset. It is imperative that we provide them with everything they need to excel at what they do. The company’s continued investment in learning and development, ensures each and every Servest colleague can choose a development path that is right for them. One that provides them with the necessary tools to be the best they can be, and grow with us. This investment allows us to not only retain excellent people, but recruit them too. The health of colleagues is also key to success, and Servest’s commitment to agile working helps each individual strike a work / life balance which improves both their wellbeing and productivity. Safety is an ongoing priority, and we continue to provide safe working environments for colleagues, customers and the public.

Valuing natural resourcesWe understand that consumption of natural resources plays a role in Servest’s success. The company’s approach is to drive efficiencies within the business, enabling us to grow whilst at the same time reducing the volume of natural resources we consume. We are continually working to minimise the environmental impact of Servest operations, reviewing our waste streams in line with the waste hierarchy, working to minimise waste and increase re-cycling and re-use, as part of a circular economy.

Supply chain ethicsIt’s also imperative to me that we focus on improving supply chain ethics, and strive to procure goods and services in the most sustainable manner possible, as part of a cycle of continual improvement. This year for example, we successfully developed and implemented Servest’s new Ethical Procurement and Supply Chain Document, with the aim of creating more collaboration within our supply base and further embedding the principles outlined in the Ethical Trading Initiative.

Ross Houghton

“It has never been more important to look after the earth’s natural resources, and care for its inhabitants. Issues such as depletion of the world’s natural resources, modern slavery and human trafficking, social deprivation and fragmentation, and unscrupulous supply chain practices have long-term consequences for us all. As a pioneering FM provider with a projected turnover for 2018 in excess of £500m, Servest is uniquely placed to meet these challenges. We will continue to lead by example in delivering sustainable choices to our customers, supporting communities and investing in people, and actively promoting ethical procurement practices. I believe we can make a real, lasting impact, in helping to protect our planet and the future generations who inhabit it.”


Servest’s leadership Servest’s leadership model is based on three Executive Committees (EXCOs), each one devoted to a specific business area. The Operations EXCO is concerned with increasing efficiencies at operational level, the Sector board focussed on driving growth and retention, and the Corporate board tasked with delivering agility in the company’s strategy. This tripartite model reflects Servest’s customer-led focus, innovative approach and sector specific expertise. The company’s commitment to ethical trading practices, community investment and minimising the environmental impact of its operations sits across all three boards informing activity and shaping strategy in every area. CSR is championed at the highest level by UK Group CEO Claire-Jayne Green, supported by Ross Houghton, Group CSR Manager and central functional leads in areas including People, Shared Services, HR, Risk & Compliance, Legal and Commercial (Procurement). Implementation and support for CSR policies and procedures in operations is driven by Servest Managing Directors at divisional level, supported by site-based operational managers and supervisors.

Sean Fisher, Cleaning

John Hamill, Servest Food Co.

Jason Etherington OBE, Security

Mike Floyd, Building Services

David Cruickshank, Servest Arthur McKay

George Craig, Servest Arthur McKay

Jason Rout, Pest Control

Mark Johnson, Sales

Johan Venter, Transport

Vince Treadgold, Retail & Media

Les Turner, Education & Public Sector

Norma Bresciani, Leisure & Tourism and Professional Services

Steve Moore, Logistics and Manufacturing

Helen Salmon, Client Solutions

Kimberly Moss, Marketing

Helen Salmon, Client Solutions

Laura Ryan, Legal

Gary Smith, Finance

Tom Evans, Corporate Finance

Jon Stevens, Commercial

Paul Sambrook, Risk & Compliance

Lisa Hamill, People

Sarah Summers, HR

Emily Welham, Shared Services

Ian Syer, IT

OPERATIONS SECTOR CORPORATE

Claire-Jayne Green, UK CEO Phil Morris, CFO

Servest is committed to providing equal opportunities throughout the organisation and to eliminating unlawful discrimination both in employment and against customers, including discrimination by association or perception. We have a written Equal Opportunities Policy to ensure that colleagues and members of our supply chain, do not commit unlawful acts of discrimination, and we fully comply with the Equality Act 2010. We have a separate Dignity at Work Policy, which is intended to keep the work environment free of harassment and bullying, so that everyone is treated with dignity and respect. Furthermore, Servest maintains and reviews the employment records of all team members to ensure that we strictly apply to the stipulations of the Equality Act 2010. The company monitors the breakdown of the workforce to determine how closely it fits the demographics of each area we work in, and ensure that there are no indications of bias. This process is reviewed every six months at a minimum and, if necessary, consideration will be given to adjust the policy to afford greater equality of opportunity to all applicants and team members.

Working with local groupsWe work with several groups across the country that represent individuals classified as ‘Not in Education, Employment or Training’ (NEETs). These groups include the Tomorrow’s People Working It Out project in Barking and Dagenham, Youth AID in Lewisham, and the European Youth Parliament (EYP) Foundation in Newham. We also liaise with the City Bridge Trust to broker relations with local schools and colleges, offering work placements and voluntary experience to young people. We also work with groups to support lone parents, and where applicable, we schedule shifts around childcare.

CCS Contracts FinderServest has joined the Crown Commercial Services (CCS) Contracts Finder service, supporting suppliers like Servest to set up ‘supplier as buyer’ accounts. This enables suppliers to offer wider access to their own procurement opportunities, opening access to a more diverse supply base, particularly SMEs. In addition to live opportunities, Contracts Finder allows suppliers acting as buyers to publish ‘future opportunities’, alerting potential suppliers to services the buyer will require, and early engagement notices, which invite suppliers to offer innovative services. Notices identify if opportunities are suitable for SMEs or VCSEs. We have had a productive and beneficial relationship with CCS, and their team has described us as being ‘pioneers’ in the industry.

Ensuring diverse opportunities for suppliersAll potential suppliers go through a formal, open tender process in order to achieve preferred provider status, whether they are an SME or otherwise. Servest’s procurement team runs an assessment on all potential suppliers, part of which involves monitoring the locality and size (by employee numbers and turnover). We engage SMEs to leverage their expertise and experience and we are committed to positively supporting SME organisations in their growth and development. On larger contracts we will regionalise the supply chain where possible, allowing SMEs to have the opportunity to provide goods and services on our larger contracts.

Compliance with the Equality Act 2010The Equality Act 2010 greatly strengthened the laws and significantly widened the criteria in respect of discrimination. Accordingly, Servest bases its approach to equality and diversity issues on the assumption that applying best practice in compliance with the act in recruitment, employment, client relationships, and relationships with the public will ensure that we do not discriminate against anyone covered by the protected characteristics. In practice, we strive not to discriminate against anyone on any grounds, basing recruitment and promotion decisions on competence and experience and making services available equally to all. This approach ensures that we take full advantage of the diverse qualities of the workforce.

Success and engagement in equality and diversityServest has taken several steps to ensure that we are an ethnically diverse and non-discriminatory organisation. Over the last year, we have increased the amount of equality and diversity training within the business and, as we have expanded as a company, we have ensured that the diversity of Servest has improved accordingly. For example, over the last year, the number of nationalities working within the business has increased by 7% and we have also increased the number of female colleagues across the business by 6%.

Success with London Borough of HackneyAn example of supporting the local community and providing an opportunity to improve skills and attitudes in the local area that we are particularly proud of is our work with the London Borough of Hackney. We work with both the Council and the Hackney Learning Disability Trust to support their ‘Ways to Work’ scheme. This is an established scheme that involves reaching out to NEETs, those from disadvantaged backgrounds, or those who have some form of disability. As a local employer, we provide support to those people including interview practice, CV creation, job shadowing opportunities, and apprenticeships. The scheme has provided Servest with our primary source of talent when recruiting in the area. Over a two-year period, we have built a workforce for the London Borough of Hackney, of which 61% are residents of Hackney and many of those have been hired via our scheme. We now report quarterly to the scheme, producing evidence of both local jobs created and support provided.

Ensuring diversity within the supply chain We operate an ISO 9001 compliant selection process for all suppliers and subcontractors and we use local suppliers and SMEs wherever possible, ensuring no discrimination against any social group, maximising the social value. We select suppliers with an established presence in the sector and/or those able to demonstrate a highly competent track record of providing high quality, best value services in similar environments. We risk assess within the spirit of social value to fully support the growth of new local businesses. As our compliance with the Equality Act 2010 specifies, we do not positively discriminate to select specific suppliers. All suppliers undergo rigorous assessment as part of our ISO 9001 accredited Quality Management System and subsequently, all suppliers are reviewed via a performance management review process. This includes a review of their equality and diversity policies and practices. In addition, Servest’s Equal Opportunities Policy, and new Ethical Procurement and Supply Document is communicated to all suppliers, reminding them of their responsibilities towards equality of opportunity.


Equality and diversity

Equality, diversity and inclusion trainingFor Servest colleagues the focus on equality, diversity and inclusion starts during mandatory induction training sessions, when full training on these issues is delivered. Written policies including the company’s Equal Opportunities Policy (which incorporates Servest’s commitment to equality and diversity) and Dignity At Work Policy support this training. Servest’s Colleague Handbook, which is supplied during induction – clearly outlines acceptable and non-acceptable behaviours, embedding expectations at the earliest opportunity. Servest’s approach is reinforced via monthly Toolbox Talks. The company’s Continuous Conversation appraisal system, where managers essentially operate an ‘open door’ policy also provides an opportunity for colleagues to raise issues or concerns, and for managers to address issues before they escalate. Managers are themselves trained to deliver this training, and to communicate Servest’s formal commitment to equality, diversity and inclusion, and to answer all relevant questions

+7% Building upon an already diverse workforce, the number of nationalities employed by Servest grew to 128 over the last 12 months. Each of these nationalities brings a wealth of different skills and cultures, something that we are very proud of.

The overall number of colleagues has risen to 23,312, an increase of 3% over the last 12 months.

Nationalitiesemployed by us

54% Over the last 12 months the number of female colleagues employed by us has risen by 6%; they now make up 54% of the workforce.

Female colleagues

Overall colleague figures

12,609 female 10,703 male colleagues

Age demographic

46% 54%

Gender makeup

26-35

16-25

36-45

2016

1,558

4,657

5,139

6,06646-55

66-75

56-65

76-85

3,763

512

66

86-95 1

Support and training for diverse suppliersAt Servest, we are committed to building long term relationships with all members of our supply chain. Part of this commitment is providing suppliers with adequate training to effectively support and contribute to supply chain diversity. Servest’s proactive approach to equality, inclusion and diversity is communicated during mandatory induction training sessions, as is the company’s Ethical Procurement & Supply Chain document which outlines the company’s commitment to ethical and sustainable procurement practices.

A global reach In the period covered by this report (2016-17) Servest’s South African based parent company Servest Pty Ltd took a proactive approach to partnering with black and minority owned SMEs in South Africa. The company’s Enterprise & Supplier Development (ESD) scheme worked with relevant SMEs that were black owned, in particular those owned by black women, actively supporting black business, and disadvantaged groups. Providing financial assurances, supplying specialist equipment, and helping put systems and processes in place that support operational and financial stability was all part of the company’s remit. Crucially this financial and practical support was supplemented by ongoing mentoring and training provided by high calibre managers and trainers, within a structured development programme.


Workforce diversity figures


Each individual learns differently. We understand that. Our philosophy of You Choose empowers our colleagues to embark upon a development path chosen by them, for them.

Talent

91

23,312

6,628

£350K

Courses available on Servest Street. These range from food hygiene to modern slavery.

Colleagues provided with access to Servest Street. That is each and every person employed by us.

The number of courses that have been completed on the platform since its launch.

Invested into Servest Street. This highlights the importance of creating a training platform available to all.

A commitment to providing colleagues with the skills they need to fullfil their roles, be the best they can be, and progress within our business remains one of Servest’s core values. The last twelve months has seen our financial investment in learning and development increase by over 70%.

Servest StreetOver the last twelve months Servest has invested over £350,000 into e-learning platform, Servest Street. The objective was to make learning, free and available to anyone within our business that wishes to enhance their own knowledge, underpinning our You Choose ethos. All you need to access Servest Street is a payroll number and a web-enabled device. That’s it. Colleagues who don’t have access to a web browser can use tablet devices provided by their Area Manager or the Learning & Development team. Servest Street offers access to over 90 management and training modules including ILM accredited courses. It incorporates a learner management system, e-learning portal and authoring tool, offering a personalised experience where colleagues can request, complete and record development opportunities. Modules can be added, including client specific courses, for example the Customer Promise course we developed with Primark. Many courses are elective, but Servest Street is the platform for Servest’s Information Security training, mandatory for staff with company devices, in line with the requirements of ISO 27001 accreditation.

Award winningSince its launch in November 2016 over 6,500 courses have been completed and the platform is accessible to each of our colleagues. In 2017 Servest Street also won an award entitled ‘Best Learning Technologies Project - Private Sector’ from Learning Pool. This award recognises excellence across the board, in terms of content, use of technology, and matching the design to the user and organisational needs, a project that has led to a lasting, measurable and positive impact in our organisation.

Performance managementOur partners are required to comply with Ofsted and ESFA (Education Skills Funding Agency) funding regulations and we have contracts in place with them all. We monitor our partners and carry out Observations of their Teaching and Learning to ensure they meet the standard we expect. We carry out regularly performance reviews with each partner and also provide action points/plans if required.

129 apprentices on programmeWe have developed a Hidden Talent Handbook, and we have also identified a list of Apprenticeship Frameworks/Standards that meet the relevant requirements and development plans of our colleagues - with programme fact sheets (all included). We currently have 129 apprentices on programme that have been enrolled by our partners since May 1st, 2017. However, as a business we currently have 262 apprentices ‘in learning’.

Future developmentWe are seriously committed to investing in, and developing our existing colleagues, and the recruitment of new apprentices over the coming year. This is being fully supported by the Servest board and CEO Claire-Jayne Green. We are ready to launch our new Hidden Talent marketing campaign which is called the Academy of Hidden Talent, to promote opportunities across the wider business. We have recently been asked to complete a case study for the Cost Sector Catering magazine to explain how Hidden Talent has supported employee development in our Hospitality/Catering division, which will be in their September issue.


Providing a bespoke pathway for the next generation of our workforce. The Hidden Talent apprenticeship scheme allows us to unearth extraordinary individuals and help them lay the foundations of their chosen career path.

As business leaders, I believe we have a responsibility to offer colleagues an exciting progression path.”

Hidden Talent Led by Hidden Talent Manager Jamie Canter and supported by Hidden Talent Co-ordinator Shannon Woodland, the HT team supports the progress of existing colleagues, offering them new opportunities to develop skills and obtain funded qualifications, including undergoing training delivered by internal and external providers. Group Learning & Development Managers Deana Devine and Joanne Witzer deliver some of the knowledge elements for the Team Leader / Supervisor Level 3 Apprenticeship and Operations Manager L5 Apprenticeship. Servest is now a main provider of Apprenticeships, capable of running programmes from level 2 to level 7.

The 100 ClubWe created a marketing campaign called the Hidden Talent 100 Club to launch our new look Hidden Talent programmes when the Apprenticeship Levy came into effect early in 2017. The 100 Club was a business commitment to enrol 100 colleagues onto approved Apprenticeship programmes within 100 days. The 100 Club was a huge success and we managed to fill the club within 62 days.

Approved training providersServest works with approved training providers to deliver Apprenticeships. We refer to our providers as our Hidden Talent Partners who we work extremely closely with, treating them as an extension of the Servest team. A cross-functional team chose Servest’s Hidden Talent Partners based on their values, commitments and their visions, which aligned with ours. Approved partners include West Suffolk College, HIT Training, Skills for Security, South Staffordshire College and Dhunay Corporation. Servest holds quarterly partnership days where we meet to discuss standardisation of processes, procedures and quality of delivery.

391Apprentices have entered onto an apprenticeship in Servest during the last year.

- Rob Legge, Group CEO

Within our Catering Academy business.

Within our Food Co. business.11

11 Employed by Servest’s central support functions.

Within our hotel services offering. 08

30 Employed by Servest’s strategic accounts team.

Within the retail and leisure sectors. 05

39

Employed by our security division.

Within the logistics, manufacturing and technology sector

23

01

City of London Account Director Graeme Jones receiving his Servest Superstar award for his successful efforts to recruit apprentices in the capital.


Rewarding colleagues that go above and beyond to exceed our customers’ expectations, Servest Superstars was launched in February 2017.

Servest Superstars

Reward and recognitionServest understands that on a fundamental level the service we deliver is only ever as good as the people who deliver it. Encouraging and rewarding endeavours helps to engage and motivate colleagues, promoting better performance. The company runs a number of contract specific reward and recognition schemes. Some recognise ideas and initiatives, others like Servest Superstars reward performance, specifically the everyday superstars who go above and beyond in supporting our customers, and delivering a service that not only meets but also exceeds expectations.

#ServestSuperstar Schemes like Servest Superstars value and support colleagues, helping to foster a one team ethos; nominees can come from anywhere within the business and can be nominated by both managers and / or their own team colleagues. Each month one traditional Servest Superstar Winner receives a certificate, and a £100 Love2Shop voucher in recognition of their efforts. Typically 3-4 other Servest Superstar Social Winners - nominated via social media using the hashtag #ServestSuperstar - receive a certificate and a £25 Love2Shop voucher.

Going above and beyond for customersA typical nominee was Earl Walker, a hygiene operative at Hackney Town Hall, who was nominated by Senior Operations Manager Alan Dunn, for his heroic efforts in safeguarding the Town Hall. On an early morning cleaning shift, Earl successfully dealt with an incident involving two unauthorised persons onsite. His actions helped safeguard the team and the site, and were duly recognised by the client who praised Earl and commended him for helping to prevent any theft or damage to the historic building.

Community spirit While some nominees receive recognition for their efforts in service delivery, others are rewarded for efforts within their local communities. October Servest Superstar Ann Trodden was nominated by Operations Support Manager Fiona Meechan, for reaching out to a colleague, whose daughter had a rare life-limiting genetic disease. Ann’s fundraising efforts – including shaving her head – to raise money for the family raised an incredible £1,500. In London, Catering Site Manager Binta Barrie was nominated by manager Mark Skillicorn for her support in taking food and drinks out to ambulance teams parked at the St Charles Centre for Health & Wellbeing in anticipation of attending the recent Grenfell Tower fire.

Servest has been awarded the silver award from the Armed Forces Covenant Employer Recognition Scheme (ERS) in recognition of our commitment and support to defence personnel.

When I joined the company, I was looking forward to enhancing and formalising the links Servest has already established with the military community and service leavers, and I feel this award shows the progress that is being made.”

ERS encourages employers to support the Ministry of Defence and inspire others to do the same. The scheme encompasses bronze, silver and gold awards for employer organisations that pledge, demonstrate or advocate support for the armed forces community, and align their values with the Armed Forces Covenant.

A long term supporterTo receive the silver award, Servest had to meet a number of criteria including a pledge to support the Armed Forces, Veterans, Forces families, Reserves and Cadets. Although now formalised through the Armed Forces Covenant, Servest has supported the Armed Forces community since it was first established in the UK. The company is hugely supportive of Veterans and their families and has actively encouraged flexible working for military spouses. Servest recognises the value that the Armed Forces community brings to the business and there are already a number of Reserves within the organisation and also Cadet instructors within the ‘ranks’.

- Jason Etherington OBE, Managing Director, Servest Security

Armed Forces Covenant


Work life blend

All changeThe world of work is changing and with it the need for a more agile workforce is growing. Change has been fuelled by the emergence of new technologies, which successfully enable mobile or agile working. Software employed by Servest includes Office 365, Skype for Business, OneDrive and Microsoft Teams, which all support remote working. Technologies like these offer more choice to colleagues, empowering and supporting personal preferences. Ultimately, resulting in a more engaged, productive workforce.

Improving performance Past experience suggests that giving people more choice in the way they partner with us, leads to improved performance. Servest’s You Choose ethos fully supports the notion of offering colleagues more choice about how, when, and where they work. This extends from managers down to frontline colleagues, and includes allowing them to work in personal working spaces that best suit their working styles. So, for instance, if a kitchen assistant feels more comfortable working behind the scenes in a school canteen rather than serving meals to students at the counter, we will where possible, accommodate their preferences.

Agile learning Similarly, Servest’s e-learning platform Servest Street provides access to training modules, and offers learning and development opportunities to everyone, regardless of their role, level of seniority or location. All they need is their Servest payroll number and a web-enabled device, to access 98 online courses, including health and safety courses, compliance related ones, and Institute of Leadership & Management accredited courses. Servest Street’s popularity indicates that many colleagues prefer to learn in the comfort of their own home (or another location of their choosing), rather than in a more formal, classroom-based environment. Using technology that is intuitive and engaging to help colleagues learn and map out their careers, also supports them in achieving a more satisfactory work/life balance.

Flexible workingFlexible working also plays an important part in enhancing the work / life blend, particularly for colleagues involved in operational service delivery. Practical steps, such as allowing carers or parents to choose cleaning or security shifts which do not infringe on their caring responsibilities supports local communities and families. It also shapes a loyal, motivated workforce.

Putting people first Putting people at the heart of our agenda, means we are more likely to attract, recruit and retain high calibre colleagues, the very people capable of driving the business forward, and delivering an outstanding experience for our customers. The freedom associated with agile working can be a huge bonus for colleagues entering the workforce for the first time. They are looking for ways of working that will enable them to do their best, rather than just “make do”. Servest’s recent move from formal, heavily structured job descriptions to outcome based specifications supports this focus. Investment in training, and learning and development opportunities, together with support for a better work / life blend and agile working shows just how much value we place on our colleagues.

Reducing the carbon footprint Agile working delivers multiple benefits, including minimising the environmental impact of operations, and reducing the carbon footprint. Cutting office-based working hours reduces electric consumption and water usage generated by building users. Research suggests the usage time for desks in large office spaces is typically 50% or less. Heating and lighting unoccupied office spaces, and running BMS systems such as air conditioning units, wastes energy unnecessarily, negatively impacting on the environment. Allowing people to work out of the office, also removes the need for travel to a central place of work, cutting emissions from vehicles (one of the main causes of CO2 gases) used by colleagues travelling to and from work.

- Paul Sambrook, Group Risk and Compliance Director

Why should you call AIR-Line?We take the responsibility for the safety of our colleaguesand customers seriously. To ensure appropriate action canbe taken to avoid repeat accidents, incidents or near misses,we need to know whenever a situation arises, no matterhow big or small.

AIR-Line 03330

062 944BE A REPORTER!

BE A REPORTER!AIR-Line 03330

062 944Why should you call AIR-Line?We take the responsibility for the safety of our colleaguesand customers seriously. To ensure appropriate action canbe taken to avoid repeat accidents, incidents or near misses,we need to know whenever a situation arises, no matterhow big or small.






-4%

-75%

45%

-22%

Reduction in non-reportable accidents over the last 12 months.

Reduction in major injuries over the last 12 months.

Increase in near miss reporting as recorded through AIR-Line.

Reduction in over 3*/7 days off occurrences over the last 12 months.

Health and Safety culture

Our people should feel that the environments that they work hard in each day are safe. We believe this too. Providing safe working conditions for our people is an absolute priority for us and over the last year we have implemented a number of initiatives to help drive health and safety culture within the workplace. We have also placed an emphasis on reducing accidents at work, and increasing our compliance.”

Servest is committed to providing a safe and healthy environment for our people. We achieve this by ensuring that all colleagues are provided with the information, training and supervision they need to perform their job in a safe manner. All of our operations are delivered within the framework of an OHSAS 18001 Occupational Health and Safety Management System. We are a member of The Royal Society for the Prevention of Accidents (RoSPA) and the British Institute of Cleaning Science (BICSc), CHAS, Constructionline, SafeContractor and ContractorPlus. With Contractors Health and Safety Assessment Scheme (CHAS) and Safe Contractor accreditation this allows membership of the Safety Systems in Procurement (SSiP) forum, under ‘deemed to satisfy’ arrangements.

A proactive approachServest adopts a proactive approach that seeks to continuously improve our health and safety culture and provision. We place a great emphasis on education, trying to create a more holistic approach to health and safety, and to embed a culture of understanding. This involves our colleagues understanding the consequences of their actions, or inaction, and demonstrating the effects this can have on their own wellbeing, or that of others. As a rapidly growing company we are continually assimilating new colleagues into the company culture, and impressing upon them the importance of safe working practices is the highest priority for our teams.

E-learning platformServest has partnered with Safety Media Ltd a leading Health and Safety training business to deliver 24/7 access to over 100 courses. Our operational management teams, including those who are dedicated to site based services, now have access to these courses.The cloud based system delivers interactive courses with competency assessment tests at the end of each course. The majority of the courses are verified and accredited by RoSPA and credits can be gained towards the CPD scheme. Mandatory training and skills can be delivered in a cost effective and environmentally friendly manner and colleagues are able to learn additional skills at their own pace, allowing them to take contol of their career development.

AIR-LineThe AIR-Line allows reporting of all incidents via a free telephone number. The system is designed to ensure all reportable accidents are reported and recorded by improving internal processes. Our health and safety trained staff ensure that all the relevant details are collected which increases the chance of the report being completed accurately. The reports to the AIR-Line are electronically recorded, replacing the paper forms supporting rapid safer storage of data. When electronic reports are forwarded to Servest’s QHSE department, they will report the incident to the relevant enforcing body as required by law.

Always Be Careful campaign This year has seen Servest re-design its poster and email health and safety awareness ‘ABC’ campaign. The new design builds on the success of the original, while incorporating a more personal approach specific to each service line. After consulting with the wider business, the most common accident has been included with the tagline “be a reporter” to encourage colleagues to report

Health and Safety figures


6. Culinary Classroom / Aug ‘17

7. Award winning / July ‘17 11. Covenant Award / Nov ‘179. Barista Academy / April ‘17 10. H&S champions / Jun ‘17

A team of our chefs visiting Billingsgate Market in London to learn about everything seafood.

One of our Food Co. teams at a customer site in Bristol receiving the Better Eating Award from the local council.

Rebecca and Alison receiving the Silver Armed Forces Covenant Award on behalf of Servest.

One of our Barista Academy teams after receiving their certificates for successfully completing the course.

Rob and some of the team sporting their first aid vests helping drive health and safety culture for one of our customers.

8. Superstar / July ‘17

Bill Burroughs awarding fellow colleague Chris for continued outstanding work.

7 8 9

10

11

6

Events over the last 12 monthsOur teams have done some fantastic things over the last 12 months. We encourage our colleagues to share their stories on social media, here are some of the highlights.

1 2 3

4

5

1. Servest 100 Club / May ‘17 2. Hidden Talent / May ‘17 5. Chicken Shed / August ‘173. Food education / Oct ‘17 4. Star Wars Day / May ‘17

C-J Green and Jamie Canter proudly welcoming Abi Michaels as the first member of the Servest Hidden Talent 100 Club.

Some of the Hidden Talent team on a roadshow aimed at recruiting new apprentices.

Patricia and the team at one of our Catering Academy sites preparing for an Elvis themed Chicken Shed day.

A team of our chefs using the theatre of food to educate school pupils on food during The Blitz.

One of our Catering Academy teams preparing a meal that was out of this world for Star Wars Day.


Implementing innovation, technology and efficiency to ensure our environmental impact continues to reduce in relation to our turnover.

Environment

Servest’s Environmental PolicyServest’s Environmental Policy, owned at Board level by CEO, Claire-Jayne Green, provides the standards, benchmarks, and mechanisms against which we assess the company’s environmental performance. This defines Servest’s commitment to proactively minimising the environmental impacts of the business’ activities, through the prevention of pollution and waste in a continuous process of reduce, reuse, recover, and recycle. This commitment, and the Policy underlying it, is the driving force behind Servest’s ISO 14001 accredited EMS, and informs the company’s documented Sustainability Strategy. The EMS is audited externally each year to ensure that we continue to operate in a resource and waste efficient manner, in accordance with the ISO 14001 standards.

ISO 14001Servest’s EMS assures that all service provision, process methods, and procedures are carried out in accordance with the recognised standards, through a structured schedule for achieving continual improvement in environmental performance. In this way, Servest’s senior management team measure and monitor carbon emissions, water usage, energy usage, and wastage. They will also set targets for their reduction, and review Servest’s performance against these on an annual basis. These targets are achieved through the company’s continuous improvement activities, preventative actions, recycling, responsible procurement, and employee training. Furthermore, Servest has extended its ISO 14001 EMS accreditation to include provision. In practice, this means that we will be audited externally on both a system and client / site level, allowing us to ensure optimal environmental performance and sustainability. It is the responsibility of the Group Technical Support Manager, Alan Brock, to monitor and maintain the EMS on a continual basis. Periodic reviews of the EMS will be carried out during the management reviews that are linked to divisional board and other meetings established throughout Servest.

Additional environmental policiesFurther to our Environmental Policy, we have a written Waste and Pollution Control Procedure. This ensures that our waste and pollution management is governed and set out in a written procedure, which is circulated to senior management figures and to the wider workforce.

Servest has a written Environmental Policy, as well as an ISO 14001 accredited Environmental Management System (EMS), which informs the company’s environmental activities and ensures that we are compliant with relevant legislation and company targets.


Working with environmentally responsible suppliersWe recognise that legal compliance within the company’s supply chain is vital for ensuring that we fulfil all legal responsibilities, and as such, we have a stringent supplier vetting process in place. In the first instance, suppliers are required to either sign up to Servest’s Environmental Policy and to fully comply with it, or to have a comparable policy already in place. Suppliers are also required to demonstrate compliance with all applicable environmental laws, regulations, and standards, as well as implement an effective system to identify and eliminate potential hazards to the environment. Suppliers with ISO 14001 accreditations will be preferred, although Servest will be careful not to penalise smaller contractors that are local to your contract, who may not have achieved these benchmarks as yet. This will ensure that we meet the requirements of SMEs, preventing the possibility of discriminating against smaller suppliers from the procurement process.

Measuring a subcontractor’s environmental performanceThe management process for subcontractors includes monthly documented reviews involving the subcontractor’s management, including compliance with environmental service levels, SLAs, KPIs, and communications regimes. As well as reviewing environmental performance, reviews also cover health and safety performance, audit report reviews, status of continuous improvement initiatives, compliance with agreed budgets, and customer feedback. Subcontractors agree to be monitored by Servest on a scheduled basis, and through unannounced spot checks. All subcontractors are re-vetted and audited yearly.

CommunicationThe development and communication of an effective environmental policy with established procedures and initiatives is imperative to minimising the environmental impact of day to day operations. We have a commitment to colleagues, customers and stakeholders to be open, honest and transparent in how we conduct and manage our business. This includes access to information on metrics such as time and attendance, asset management, audit scores, environmental monitoring information and how we support the local communities where we operate.

-42%Reduction in kgCO2e

vs 2010 baseline

3,212Passenger vehicles being driven for one year

1,620Homes’ energy use for one year

What this is equivalent to

Over the last few years Servest Arthur McKay has helped the Scottish Courts achieve their target to increase the sustainability of their built estate by continuing to target historic

backlog maintenance and meeting the challenging reduction targets set out in their

Carbon Management Plan.


Waste management

Servest has partnered with waste and recycling specialist, New Star Environmental to expand its waste management offering. New Star Environmental is a company that delivers waste initiatives and takes a proactive approach to changing company perceptions of sustainable long term waste solutions.

New Star Environmental is dedicated to innovation and continuous improvements with the aim of maximising customers’ recycling and minimising their waste costs. Adding value to Servest’s offer in this way, is a key area of focus.

New Star Environmental (tonnes)

Mixed recycling

Glass

Recovery from general waste

Wood

Platic

Polystyrene

Total landfill

Total recycling/recover

Landfill %

Recycling/recovery %

582.778

0.465

698.458

179.52

59.54

34.18

55.437

1,701.93

3.15%

96.85%

Performance to date

Service delivery is a fundamental element of Servest’s offering and New Star Environmental is dedicated to ensuring a high level of performance. In the last year, New Star Environmental has carried out 1.47 million waste collections with a 99.3% success rate and is committed to delivering the same level of service to Servest customers.

Successful service deliveryThe supply chain is a key reason behind the successful delivery of service. The use of robust methodologies, such as real-time reporting through PDA systems and bin weighing, ensures customers receive the highestlevel of service. Linking the self-delivery approach used in London, with the outsourced solution across the UK, means best practice can be implemented and innovations can be trialled. This provides an operationalperspective, which gives a real insight into the success of an innovation and how it will meet customers’ needs.

Customer serviceNew Star Environmental’s customer service assurance, ‘First Fix – Second Nature’ ensures that it delivers a root cause solution first time. This coupled with the focus on giving customers a ‘WOW’ (Wipe Out Worry) experience on every call, means the team can deliver a solution that eliminates concern. Supporting its customer service approach is a call monitoring system that logs and records all calls for training and trend analysis. A streamlined flow of communication throughout the company allows for an effective working relationship.


Connecting neighbours with each other and withlocal businesses so surplus food can be shared, not thrown away

1,525Items of food saved and redistributed rather than going to waste

678Meals created from saved food items

What we’ve savedso far:

Fighting food wasteWe’re delighted to be able to say that we’re the first food service business to partner with innovative food waste app, OLIO. After successfully completing a trial at one of our busy sites in Cambridge, we’re really looking forward to working more closely with them and helping tackle the growing food waste issue.

Success in actionOver the course of our partnership we’ve managed to save 1,525 items of food going to waste, which equates to 678 meals. We’re absolutely delighted that by partnering with Olio and working closely with our client, we were able to make such a positive impact on the local community. And that’s just the tip of the iceberg!

What is OLIO?OLIO is a free app that connects neighbours with each other and with local shops and cafes so that surplus food can be shared, not thrown away. Users of the app simply snap a picture of their items and add them to OLIO.

Why?The social, economic and environmental case for action against food waste is compelling. Levels of food and drink waste by commercial and industrial businesses in the food sector amount to around 2.8 million tonnes, with a value of over £4.3 billion (source: WRAP). Food waste is also costly for local stores and governments, and ranks as one of the world’s largest emitters of greenhouse gases. OLIO seeks to address these problems by combining mobile technology with the power of the sharing economy and an engaged local community.

How?With the help of our on-site team, and OLIO’s network of Food Waste Hero volunteers, we are able to donate unsold food to the local community. This ensures that the food we produce goes to feed people, rather than being fed to animals or sent to land fill. In addition to reducing greenhouse gas emissions, helping the local community and simply being the right thing to do.


Continually looking at our waste streams, unearthing waste products that can be incorporated back into the value chain and used to create an entirely new product.

It’s now more important than ever that as a business we identify alternative options to waste and increase the sustainability of our operations by creating a more circular economy.”

Recycling cooking oil

Producing biodieselOur waste oil recycling partner, Olleco’s purpose built biodiesel plant is the UK’s largest processing site solely dedicated to producing biodiesel from used cooking oil. It features cutting edge technology enabling them to produce EN14214 EU specification biodiesel that is ISCC certified. This biodiesel gives more than a 90% greenhouse carbon saving compared to regular fossil diesel.In addition to producing biodiesel which can be used as fuel for both diesel cars and generators Olleco can also produce bioliquid fuels which can be used to run CHP units.

TechnologyOlleco has been able to take the biodiesel conversion technology one step further by combining the synergetic effects of an Anaerobic Digestion (AD) plant and a biodiesel plant; which are both fed from different wastes collected from the same customer base. This exceptionally low carbon production process allows biodiesel to be produced with world class greenhouse gas savings.

Self sufficientUsed cooking oil is collected from our sites by local depots and transferred in bulk to the recycling facility in Liverpool. This facility demonstrates significant advantages over similar schemes elsewhere by uniquely combining the technological processes of AD and biodiesel conversion. What makes it stand out is that the waste generated from used cooking oil processing and biodiesel production is also used to feed an AD plant. This in turn creates a biogas, generating the heat and electricity required to run the conversion technology that produces biodiesel from the recovered used oils and fats.Once produced the biodiesel, which meets strict EU specification EN 14214, is sold to fuel majors where it is blended for use in forecourts.

80,047Litres of cooking oil recycled over the last 12 months within our catering business. This is a 10% increase on the previous year.

- Ross Houghton, Group CSR Manager


Investing in the communities in which we operate through charitable giving and grass roots sponsorship.

Supporting local communities

We understand that local communities and the people who make them up, are at the very heart of Servest’s business success. The idea of giving back to these communities, and improving the places in which we all live and work underpins all Servest’s charitable endeavours. Working with charities and community-based organisations, in areas local to both Servest main offices and workforce locations, as well as nationally, delivers long term value to individuals, families and community groups.

Putting people firstThe company’s recent decision to allow all salaried staff to donate one full day a year to a cause close to their heart is part of a commitment to grass roots activism, empowering people to transform their lives and their communities. This Group-wide initiative is also about delivering choice. So the day does not necessarily have to involve charity fundraising (although this is a popular choice) but can also include giving back time to the community, such as coaching an after-school football club or volunteering for a local conservation group.

Transforming livesThe company already has a significant impact on communities through support for local groups, charities and grass roots clubs, all committed to transforming lives and expectations. Close to the company’s Suffolk roots Servest has worked with a number of charities, including EACH (East Anglia’s Children’s Hospices), Stars of Suffolk and the children’s Rainbow Ward, part of the West Suffolk Hospital Charity. Fundraising activities and events have included hosting an annual coffee morning in aid of Macmillan nurses, fundraising for national children’s charity Dreams Come True, which works to support young people living with serious and often life-limiting conditions, and SENSE which supports people with complex communication needs.

A sense of wellbeing Servest’s commitment to protecting and nurturing the mental and physical wellbeing of its colleagues and the communities they form part of, is also evidenced in its involvement with sporting groups including Bury St Edmunds RUFC. This year Servest took on the role of main sponsor; building on the support it has delivered over the past 3 years. The company’s sponsorship has contributed towards the costs of additional training for the club’s 150 mini and youth coaches, with many now working towards their level 2 qualification. Sponsorship has also assisted the ongoing development of the club’s Junior Academy which provides youngsters with a pathway between youth and senior rugby. Servest also supports another 12 sporting clubs, including Ipswich Town Football Club, where we are the main sponsor of the Academy Development Squad.

Something to celebrate Recently Servest supported the revamp of the teen room at the West Suffolk Hospital; donating new furniture and technology for the room allowing teenagers to have a space where they can study, or relax. At Christmas 2017 a team of our chefs visited Sifa Fireside for the fourth year, to prepare and cook Christmas meals for the homeless and those otherwise socially excluded, for example by alcohol or drug dependency. We supplied a full kitchen and front-of-house team, all the equipment and of course, a full three course lunch. Those of us who have been lucky enough to participate in the event always look forward to it, as it really is amazing to be able to give back to the community and help spread some festive cheer.

Making sure we give something back

Charities we’ve supported

Over the last 12 months Servest has supported a total of 17 charities. Through continued fundraising and corporate giving we donated a total of £40,164.

In the first instance, Servest has donated significant sums to a number of high profile charities including UNICEF, SENSE and the Royal National Institute for the Blind. But we understand that on a fundamental level charity is not just about giving money. It is also about investment; intelligent investment designed to empower people and communities, protect natural resources and promote sustainable choices. Strategic investment in people and projects that deliver tangible benefits, both now and in the future.

Communities Servest’s charitable efforts are underpinned by a desire to make the communities in which we all live and work better places, providing goods and services to people who otherwise would not have access. We are also aware that as part of a digitally-connected, global community, we have an ethical responsibility to support communities in developing countries through ethical trading, offering opportunities for them to invest in their businesses and communities for a sustainable future.

The Nema FoundationIn 2016-17 Servest donated a total of £7,065.19 to the Nema Foundation, a UK-registered charity working in the district of Macomia in Mozambique. Nema seeks to engage with communities, empowering individuals to transform their lives and eradicate poverty. It works with just 16 communities to improve access to education, safe drinking water, healthcare, food security and SMEs. Donations directly benefit grass roots projects tailored to meet the needs of each community, with positive change delivered within a framework of sustainable empowerment. The priority is to equip villagers with the skills and knowledge needed to free themselves from poverty, while protecting natural resources.

Changing lives from the inside outServest’s donation provided 1,120 children from five villages with a daily school meal for six months. Each child receives a nutritious meal providing 75% of their daily needs. To make this project as sustainable as possible, the charity also supports participating primary schools to develop school farms that will one day produce enough to replace the food currently bought from central Mozambique. The aims of the project were three-fold; to improve school attendance, concentration at school and child nutrition. The results have far exceeded expectations; with school attendance at Guludo School jumping from 80 to 300 children following the launch of the project.

Sustainable choices Servest’s commitment to ethical trading and sustainable procurement is evident in the community-based enterprises we contribute to. In the first instance, we work with supply chain partners, and the communities they form part of, to support sustainable growth, and deliver long term social benefits.

Groundhouse Servest Food Co. Ltd uses sustainable, Fairtrade certified Groundhouse coffee in all its establishments. We pay more money for each bean we buy, so the community in which the beans are harvested can invest this money into community-based projects. These can include education, proper training for plantation managers, and medical care for families and children.

Social enterprises Servest Food Co. engages with a number of sustainable coffee co-operatives in Guatamala, Honduras, Uganda, Peru, Nicaragua and the Ivory Coast. In Guatamala for every pack of Grumpy Mule Guatemala coffee we sell, 20p is donated to the school situated on the farm. So far, a classroom and a main secure store building have been built. The next project is to secure the perimeter fence. Other projects centre on improving gender equality, education and skills sharing, and eradicating malnutrition and promoting dental health. Over £4,000 was donated last year through Fairtrade Premium and the Giveback scheme.

Success in action Servest Food Co. partnered with Alibi water and DROP4DROP to build wells in Africa to ensure clean water for poorer communities. A proportion of the profit earned from Alibi products, goes towards this social enterprise. The first well was built in November 2017, in Uganda in the Agip, MPIGI District, successfully supporting a population of 49 people.

“We shall be able to fight against diseases like typhoid and diarrhoea now that we have a clean water source. As you know getting medication is quite expensive and especially we do not want to be sick when it’s planting season. This is the time we prepare our gardens. We are happy that such a healthy opportunity has been availed to us. Thanks to DROP4DROP, we will drink clean safe water and live healthy.”

Namasuka Betty, Agip MPIGI District resident, 28 years.



Charity events over the last 12 months

2 3

5

1. 52 mile walk / June ‘17

A team of Servestians having completed the 52 mile Ridge Walk raising over £4,000 for SENSE.

2. Brendan / Sept ‘17

Supporting Servest colleague and 100m and 200m sprint Paralympic hopeful for the Tokyo 2020 Games, Brendan Clifford.

5. Happiness Day / March ‘17

Head Office colleagues raising a cheer for International Day of Happiness.

4. Fun Day / June ‘17

One of our catering teams supporting a summer fun day at a client site which raised £2,500 for charity.

11. World Cancer Day / Feb ‘179. Raft Building / July ‘17 10. Olympics / July ‘17

A team of Servestians promoting awareness of World Cancer Day through the We Can I Can campaign.

Going for Gold! One of our Catering Academy teams delivering an Olympic themed fundraising event.

6. Netball team / Feb ‘17

Servest celebrating becoming a proud sponsor of West Suffolk College’s netball team.

7. Marathon / May ‘17

John and Lisa Hamill about to cross the finish line #RunningForManchester.

8. BRUFC / Jan ‘17

Bury St. Edmunds Rugby Club during a scrum at an away game early last season.

7 8 9

10 11

6

3. Red Nose Day / March ‘17

Colleagues selling some delicious home-baked cakes for Red Nose Day.

1

4

Here are some of the inspirational events colleagues have taken part in over the last 12 months, supporting charities and communities across the UK and each of our service lines.

‘Servest sailors’ taking part in a charity raft building event. The spirit was there, the raft building skills were not.


Ensuring Servest’s supply chain is free from modern slavery and that our suppliers share the same values as us. Creating a supply chain that is sustainable, ethical and good value.

Supply chain

Servest recognises the responsibility it shares with its suppliers to buy goods and services, and deliver services in an ethical manner.

Servest wants its customers to be confident that the individuals who make its products are treated fairly, with respect for human rights and are not exposed to unsafe working conditions. The business believes that when ethical standards are in place, improvements can be made to worker wellbeing, productivity and quality, which benefits both the suppliers and clients.”

Code of ethics

- Jon Stevens, Group Head of Commercial

To find out more about Servest’s approach to ethical procurement and supply, please use the QR code below to access our latest Ethical Procurement and Supply Chain Document.

http://bit.ly/2ylFfYk

Tackling modern slavery

Top riskProducts that are manufactured, or contain materials that are manufactured, in one or more country falling within the Modern Slavery Index’s top 10 risk profile.Number of products within this category: 30

Considerable risk Products that are manufactured, or contain materials that are manufactured in countries falling within the Modern Slavery Index’s 11-20 risk profile. Number of products within this category: 307

Medium risk Products that are manufactured, or contain materials that are manufactured in countries falling within the Modern Slavery Index’s 21-40 risk profileNumber of products within this category: 285

Minimal risk Products that are manufactured, or contain materials that are manufactured in countries falling within the Modern Slavery Index’s 41-52 risk profileNumber of products within this category: 4021

We have carried out analysis on over 4,500 products that we purchase based on their country of origin/manufacture, and have ranked them relating to potential risk of modern slavery using data from the Modern Slavery Index. The Modern Slavery Index ranks countries from 1-52 based on estimated percentage of population in modern slavery, with 1 being highest risk and 52 being the lowest.

Throughout the last twelve months we have placed great emphasis on how the risk of modern slavery is analysed within our supply chain. We provide essential skills and training to our colleagues and stakeholders to educate them on modern slavery within each area of our business. We have also focused on gaining an understanding of where possible risks may still be present.

Servest’s Modern Slavery Working Group includes members of the company’s Legal, Corporate Responsibility, Procurement, Risk and Compliance and Human Resources functions. The group is responsible for overseeing our progress in tackling modern slavery and is the driving force for change within the company.

Ensuring transparencyOur supply chain continues to include a network of over 1,800 vendors based in the United Kingdom. Whilst all our suppliers are based in the United Kingdom we recognise the depth and complexity of supply that extends beyond our immediate suppliers, meaning that the chain is likely to have a global reach. Given the vast number of suppliers we engage with in the UK and internationally, we are unable to ethically assess every single supplier within our supply chain. Priority and resources are therefore focused on direct (Tier 1) suppliers.


Ethical supply chain auditAs the business moves forward it is still of upmost importance that we identify and assess potential risk areas in our supply chain, mitigate this risk, and monitor potential risk areas. Servest is in the process of undertaking an ethical audit on its supply chain. The audit allows the business to:

• Identify compliance with modern slavery requirements • Gain understanding of where our suppliers’ biggest risks lie (colleagues, third party labour providers, contractors, supply

chain)• Analyse the type of product being supplied and its country of origin, enabling Servest to highlight areas of significant risk• Mitigate risk by working collaboratively with suppliers to correct any non-compliance • Offer resources to ensure issues relating to Modern Slavery are addressed

Priority has been given to our top spend suppliers, (suppliers with over a £100,000 spend. Upon publishing this report over 42% of our supply chain (by spend) will have been audited on issues relating to Modern Slavery. Suppliers that are considered a priority due to the nature of the products they supply (such as clothing and food) are also included within the initial audit regardless of spend. It is our intention to further expand this audit to incorporate every supplier.


Dynamic and determined Servest’s commitment to ethical trading and procurement practices is a dynamic and determined one; as evidenced by the recent publication of its Ethical Procurement and Supply Document aimed at embedding the principles of the Ethical Trading Initiative (ETI) Base Code further into the company’s supply chain. Publication reiterates the company’s determination to support our suppliers in creating an ethical and sustainable supply chain. Essentially we take a partnership approach, working with supply chain partners to achieve ethical standards aligned to international, recognised codes of practice, and develop long-lasting relationships based on mutual respect, trust and understanding.

Ethical Procurement and Supply Document (EPSD)The company’s recently published EPSD is indicative of its proactive approach to ethical trading and procurement practices. It is based on the ETI Base Code, the principles of the Chartered Institute of Procurement and Supply (CIPS) and Servest’s own policies and procedures including the company’s Environmental Policy. The ETI Base Code contains the following principles, which are fundamental to any credible ethical procurement strategy:

• Employment is freely chosen• Freedom of association• Working conditions are safe & hygienic• Child labour is not used• Living wages are paid• Working hours are not excessive• No discrimination is practiced• Regular employment is provided• No harsh or inhumane treatment is allowed• These core principles fully support a commitment to ensuring suppliers act in an ethical, transparent manner, and with integrity in all business relationships. All Servest suppliers are required to read and understand the ETI Base Code, and expected to fully comply with its principles.

Ethical sourcing Servest’s robust supplier approval and selection procedures, and performance management system ensures products and services are sourced ethically. This is not limited to first tier supply partners but extends to include upstream supply partners. We achieve this by verifying that first tier suppliers have in place systems to manage the performance of their suppliers, and that they in turn require those suppliers to have such systems in place. Adherence to the EPSD and Servest policies applies to both the company and all suppliers that produce goods or services for Servest Group Ltd or any of its subsidiaries, affiliates, divisions or agents (Servest Group Ltd).

People & communities People and the communities they form part of are at the heart of Servest’s procurement strategy. We understand we have a moral as well as a legal responsibility to ensure that the people who make the products we use are treated fairly, their human rights are respected and they are not exposed to unsafe working conditions. But we also understand that as a “first world” member of a global community, we have an ethical responsibility to improve the lives of those individuals within our supply chain – however far upstream they may – whose efforts we as a business benefit from, but who are unlikely to enjoy the same rights and protections as workers in the UK.

Chartered Institute of Procurement and Supply (CIPS) In November 2017 Servest Group successfully retained its CIPS corporate ethical registration, and its entitlement to display the CIPS Corporate Ethical Mark in recognition of its commitment to reinforcing ethical values across all procurement and supply practices. The CIPS Corporate Code of Ethics is founded on four pillars: accountability, ethical practice, professionalism and understanding, and commitment. Servest is currently one of only 26 companies globally listed on the CIPS Corporate Ethical Register. The register includes businesses and public bodies, among which are the Foreign and Commonwealth Office, the John Lewis Partnership, and Laing O’Rourke (all Servest clients). Servest has received recognition for the proactive steps taken to ensure its entire procurement team has been trained in ethical sourcing supply management and it is now in the process of implementing a corporate code of ethics that promotes sustainability and responsibility.

Anti-Slavery and Human Trafficking PolicyThis outlines our compliance with the Modern Slavery Act 2015 and commitment to the prevention, detection and reporting of modern slavery and human trafficking in any part of our supply chain. As a company, we aim to encourage openness and honesty, and will support anyone who raises genuine concerns in good faith, ensuring they do not suffer detrimental treatment as a result. All suppliers are expected to read and agree to our Anti-Slavery and Human Trafficking Policy, which outlines expectations for colleagues and suppliers.

Environment All Servest’s operations are delivered within the framework of an ISO 14001 accredited Environmental Management System. We strive to partner with suppliers whose business practices are ethical, and aligned to our own ethos and values. This includes in areas of environmental impact, business integrity, corporate governance, and health and safety. Supply chain partners are required to agree with, and comply with Servest’s Environmental Policy Statement, and / or have a comparable policy in place. The Policy commits us to compliance with local and national legislation, minimising the environmental impact of all our operations, and the use of a waste hierarchy – reduce, re-use, recover (recycle). Servest’s CIPS accreditation also commits us to ensure procurement decisions minimise any negative impact on the environment, while endeavouring to maximise value and service levels.

Supply chain

TURNOVER £470m £284m £239m

Percentage change on previous year

2016/17 2015/16 2014/15

TALENT

Workforce 3% 23,312 22,627 15,216

Nationalities 7% 128 120 -

Talent by gender

By age - male

Overall -0.24% 10703 10729 7170

16-25 -20% 1558 1955 963

26-35 -21% 2251 2849 1849

36-45 4% 2317 2218 1560

46-55 23% 2590 2106 1576

56-65 30% 1676 1287 966

66-75 2% 268 262 218

75-85 -18% 42 51 37

86-95 0% 1 1 1

Percentage of men

Overall 46% 47% 47%

By age - female

Overall 6% 12609 11898 8046

16-25 -26% 1550 2093 1066

26-35 -16% 2406 2866 1764

36-45 7% 2822 2630 1738

46-55 34% 3476 2598 2010

56-65 40% 2087 1488 1254

66-75 22% 244 200 191

75-85 4% 24 23 23

86-95 0% 0 0 0

Percentage of women

Overall 54% 53% 53%

LEARNING AND DEVELOPMENT Percentage change relative to number of colleagues

2016/17 2015/16 2014/15

Number of ILM development programmes -14% 8 9 -

Colleagues on ILM development programmes -33% 247 360 -

Investment 69% £680,000 £390,596 £187,732

Courses on Servest Street - 91 - -

Courses completed - 6628 - -

Active users - 23,312 - -

APPRENTICES

Overall (1) - 391 -

On levy - 129 -

Off levy - 262 -

As a percentage of the workforce

Overall - 1.67% - -

On levy

Per service line

Servest Arthur McKay - 0 - -

Building Services - 0 - -

Catering Academy - 11 - -

Servest Food Co. - 11 - -

Energy - 1 - -

Group - 30 - -

Hotels - 8 - -

Strategic Accounts - 39 - -

Pest - 0 - -

Retail and Leisure - 5 - -

Manufacturing and Logistics - 1 - -

Specialist - 0 - -

Security - 23 - -

Overall 54% 53% 53%


AppendicesFigures calculated from 1st October 2016 to September 30th 2017.

HEALTH AND SAFETY 2016/17 2015/16 2014/15

Incident statistic by type

Non-reportable accident -4% 600 625 530

Near miss 45% 461 317 175

Fatality - 0 0 0

Major injury -75% 2 8 16

Over 3*/7 days off -22% 47 60 32

Dangerous occurrence - 0 0 0

Rate of injuries

Accident incident rate 3.058 3.406 3.057

Accident frequency rate 0.232 0.344 0.268

SOCIAL IMPACT Percentage change relative to turnover 3.058

Monetary value of investments

Overall 95% £196,721 £61,086 -

As a percentage of profit -

Charitable donations

Number of charities supported 3% 17 10 -

Sum of charitable donations 171% £40,164 £8,963 -

As a percentage of profit -

Sponsorship

Beneficiaries of sponsorship -18% 15 11

Total sponsorship funds 81% £156,557 £52,124.00

As a percentage of profit

Servest Superstars

Monetary value - £1,474 - -

Number of colleagues awarded - 35 - -

ENVIRONMENTAL SUSTAINABILITY

Percentage change relative to turnover 2016/17 2015/16 2014/15

Energy consumption

Energy consumption by fuel type

Fleet fuel -10% 2,391,082 litres 1,608,000 litres 1,410,226 litres

Electricity 69% 992,535 kWh 355,003 kWh 423723 kWh

Natural gas - 280,563 kWh - 213,427 kWh

Burning oil 0% 2,500 litres 2,500 litres 192,002 kWh

Greenhouse gas emissions

Total emissions tonnes CO2e

-12% 6,365.65 4,371.18 3,942.60

By Green House Gas Protocol scope tonnes CO2e

Scope 1: Direct emissions -15% 5,936.46 4,199.50 3,683.25

Scope 2: Indirect emissions 50% 393.41 158.45 243.18

Scope 3: Other indirect emissions 63% 35.78 13.23 16.17

Kilograms of carbon per £ turnover

-12% 0.0135 0.0154 0.0165 kg

Paper consumption

Number of reams consumed N/A 5,068 reams 5,509 reams -

Vehicle fleet

Average age of fleet 3 years -

Average CO2 emissions per passenger vehicle 104 CO2g/km -

Percentage of fleet with telematics installed 87% -


Waste Percentage change on previous year

Cooking oil (recycled) 10% 80,047 litres 72,798 litres -

New Star Environmental (tonnes)

Mixed recycling - 582.778 - -

Glass - 0.465 - -

Recovery from general waste - 698.458 - -

Wood - 179.52 - -

PlaStic - 59.54 - -

Polystyrene - 34.18 - -

Total landfill - 55.437 - -

Total recycling/recover - 1,701.93 - -

Landfill % - 3.15% - -

Recycling/recovery % - 96.85% - -

KeepCups(1)

Disposable cups saved - 310,003 - -

Mature trees worth of carbon saved - 128 - -

Kgs of plastic waste saved - 930 - -

Megajoules of energy saved - 325,162 - -

MODERN SLAVERY

Human Resources

Number of managers trained during induction - 264 - -

Number of colleagues completing online training - 64 - -

Number of grievances raised relating to modern slavery - 2 - -

Supply Chain

Number of external stakeholders accessing online training - 22 - -

Products analysed by country of origin - 6,641 - -

Products highlighted as severe and high risk - 337 - -


Servest Group LimitedServest HouseHeath Farm Business CentreFornham All SaintsBury St EdmundsSuffolkIP28 6LG01284 [email protected]

corporate social responsibility report · 2018. 5. 17. · servest 3 csr report 2016/17 corporate...

Documents