partnerships, we are able to draw upon the knowledge and resources from across the Group to deliver compelling solutions in a cost effective way.
The breadth of our capability and depth of scale is fundamental to our major sales propositions, allowing us to draw on a range of assets and ensure we have the right resources in place to create bespoke solutions, tailored to our client’s needs. Our strategy of controlled and profitable growth has allowed us to invest and develop a highly refined set of assets and resources that underpin this offering. A dedicated and skilled workforce Having the right people, with the right skills, is critical to our ability to deliver a high quality of services to our clients. Our 68,000 employees play a key role in our clients’ operations, designing, transforming and delivering their customer management and administration and providing first class support services. They have contact with clients and their end customers across a wide range of industries and public services. We strive to ensure that they are fully trained and supported, enabling them to deliver the best possible service for our clients. Diversity and inclusion: Our aim is to attract the best people from the broadest talent pool so that our teams reflect the communities we serve and deliver a better service for our clients. We ensure our recruitment and management processes do not discriminate and encourage people to raise any issues through our open door policy so that we can identify and swiftly resolve them. All our employees are required to complete online diversity awareness training every three years and we monitor compliance on a monthly basis. As we expand into new areas of business, we face new challenges and we aim to build teams that understand those needs, so that they are equipped with the skills and behaviours they need to provide a high level of appropriate service.
Knowledge sharing: Our straightforward, flat management structure, promotes knowledge sharing and encourages entrepreneurship across the business. Our internal reporting processes provide a forum for the management across the business to share knowledge, skills and ideas. More informal collaboration is also encouraged through day-to-day reporting, team working mechanisms and our incentive structures. We have also developed and rolled out online collaboration tools for our sales, marketing and business development communities, where colleagues can share ideas.
Development and training: Developing our internal talent is a key part of our strategy and success, as illustrated in our robust succession planning procedures that ensure we maintain stable leadership. We actively reassign managers to new business areas, sharing innovation and skills across the business and providing our employees the best opportunity to grow and develop. In 2014, our retention rate for managers across the Group (divisional directors and senior management team) was 97%, many of whom have progressed to management positions during their careers with Capita, demonstrating our ability to motivate and develop employees.
This year also saw the roll-out of a new talent development programme, to help further retain and promote internal development across the Group. We aim to attract and retain the best possible talent across our business and recognise that rewarding people’s individual achievements plays a key part in this. Remuneration packages and local performance schemes are managed by individual businesses, supported by corporate guidance, to ensure they are competitive within their markets and they reflect terms and conditions and any collective arrangements. We offer a wide variety of learning and development opportunities for all our employees including online training, workplace training, coaching and group instruction. This year, we invested £17m in training across the Group (2013: £14m).
Generating profitable growth and creating value continued
From single services, to transformational
partnerships, we are able to draw upon knowledge
and resources from across the Group to deliver
compelling solutions cost effectively.
Maggi Bell
Group Business Development Director
KPI
Our performance management system helps us to identify talented employees who have the potential to be one of our future leaders. This includes our ‘Lead the Way’ graduate programme which is open to new applicants and existing employees who have graduated within the previous five years. The programme, which currently has 57 participants, offers a placement within one of our divisions, resulting in a permanent position if successful. Graduates also have the opportunity to work towards an MSc in leadership and management with mentoring by a member of the senior management team.
Successful on-boarding and transformation: With approximately 70% of our employees having transferred to Capita under TUPE (Transfer of Undertakings, Protection of Employment) regulations, we have a detailed process of managing and integrating these large scale employee transfers well. We provide a nurturing environment for our employees to grow and advance their careers, beyond their own business or contract through the wide variety of services and markets in which Capita operates.
Our values
We have a clear set of values, which include: respect and support, consistency in managing our employees, delivering consistent, high quality services and giving our employees autonomy and responsibility in their roles. In 2014, we refreshed our values and implemented a Group-wide programme to bring them to life, engaging our employees across the business. Our values, as well as all Group policies and principles, apply to all our employees, wherever they are based. As we enter new international territories, we continually adapt our policy and training materials to comply with, or exceed, the legal and regulatory requirements of the countries in which we operate. Our management is committed to creating an inspiring, open, supportive and secure place of work for all our employees to achieve their full potential and keep us at the forefront of the BPM market.
Human rights
We understand our responsibility to respect the human rights of our employees and those of the communities in which we operate and we support the principles set out in the articles of the United Nations’ Universal Declaration of Human Rights, and the International Labour Organisation (ILO) Core Labour Principles. In 2014, we further strengthened our approach through the introduction of a formal human rights policy, covering all our operations. As a services business, we mainly focus on labour and workplace rights, including fair working conditions, freedom of association and collective bargaining. We have a full range of policies relating to our approach covering employee, supplier, environmental and governance practices and requirements. For more information, visit www.capita.co.uk/responsibility. Managing health and safety
The health and safety of our employees is essential to our business model. Most of our work is office-based, requiring a strong focus on health and safety issues such as slips, trips and falls and workstation assessments. However, we have an increasing number of field force workers, who may face different issues. We monitor our health and safety performance across the business and, in 2014, our accident rate was 1.49 per 1,000 employees, showing a 35% reduction in reportable accidents from our baseline in 2004 (2013: 1.42). Health and safety risk for all our activities is managed through the Group-wide health and safety management system. Our Group health and safety team works with managers to identify hazards, assess risk and take appropriate action at each particular site. This includes assessing all new contracts and acquisitions to ensure that they are in line with Group standards.
For details, visit www.capita.co.uk
/responsibility Capita plc 31 Governance Accounts
Employee engagement: Listening to and valuing the opinions of our employees is good for productivity and retention, and it helps shape our future business. We engage with employees in a number of ways, from face-to-face conversations with managers to our annual employee survey. Structured around our core values, the employee survey helps us identify what we’re doing well and what we can improve. In 2014, 48% of our employees responded to our employee survey (2013: 46%). We are now using the results to shape our 2015 strategy.
A Group-wide employee recognition scheme, the Capita People Awards, celebrates employees who are excelling in one of five categories that reflect behaviours that Capita consider key to the success of the business – service excellence, innovation and improvement, teamwork, leadership, and charitable support and community engagement.
See our corporate responsibility performance measures on page 53
2014 employee survey
A record 48% of our employees responded to our 2014 annual Group- wide survey, providing us with a healthy balance of opinions regarding how Capita people feel about working within our business.
The survey results once again identified Capita as a ‘good employer’ – with our ‘Employer of choice score’ improving from 2.89 (2013) to 2.94 (with 4.00 being the maximum possible rating). This improvement actually bucks the trend currently being experienced by many sectors, where a deterioration was common place in 2014.
This was reinforced by 73% of respondents indicating that they believe Capita is ‘a good place to work’ (up from 71% in the previous survey).
As ever, there are areas to work on – improving communication and cooperation between divisions continues to be an area of challenge. In addition, supporting employees in understanding the ‘bigger picture’ of what is going on across the organisation as the business continues to grow at pace is an emerging issue which the Board has noted. Other factors that the Board are proactive in recognising and, where applicable, addressing, include supporting employee ideas for improving business functions (down to 74% from 80% in 2013) and a willingness to help others outside of usual activities (down 71% from 74% previously).
The Board is encouraged that overall scores improved for 23 of the 40 questions asked this time. Since the 2014 survey was structured to reflect Capita’s values – the results help to shine a light on how we are doing in living out the behaviours that underpin the way we operate. As we continue our drive to embrace these values, we will strive to make improvements where needed over the year ahead.
Generating profitable growth and creating value continued
Employee engagement: Listening to and valuing the opinions of our employees is good for productivity and retention, and it helps shape our future business. We engage with employees in a number of ways, from face-to-face conversations with managers to our annual employee survey. Structured around our core values, the employee survey helps us identify what we’re doing well and what we can improve. In 2014, 48% of our employees responded to our employee survey (2013: 46%). We are now using the results to shape our 2015 strategy.
A Group-wide employee recognition scheme, the Capita People Awards, celebrates employees who are excelling in one of five categories that reflect behaviours that Capita consider key to the success of the business – service excellence, innovation and improvement, teamwork, leadership, and charitable support and community engagement.
See our corporate responsibility performance measures on page 53
2014 employee survey
A record 48% of our employees responded to our 2014 annual Group- wide survey, providing us with a healthy balance of opinions regarding how Capita people feel about working within our business.
The survey results once again identified Capita as a ‘good employer’ – with our ‘Employer of choice score’ improving from 2.89 (2013) to 2.94 (with 4.00 being the maximum possible rating). This improvement actually bucks the trend currently being experienced by many sectors, where a deterioration was common place in 2014.
This was reinforced by 73% of respondents indicating that they believe Capita is ‘a good place to work’ (up from 71% in the previous survey).
As ever, there are areas to work on – improving communication and cooperation between divisions continues to be an area of challenge. In addition, supporting employees in understanding the ‘bigger picture’ of what is going on across the organisation as the business continues to grow at pace is an emerging issue which the Board has noted. Other factors that the Board are proactive in recognising and, where applicable, addressing, include supporting employee ideas for improving business functions (down to 74% from 80% in 2013) and a willingness to help others outside of usual activities (down 71% from 74% previously).
The Board is encouraged that overall scores improved for 23 of the 40 questions asked this time. Since the 2014 survey was structured to reflect Capita’s values – the results help to shine a light on how we are doing in living out the behaviours that underpin the way we operate. As we continue our drive to embrace these values, we will strive to make improvements where needed over the year ahead.