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18 Compass Group PLC Annual Report 2007Acting responsiblyOver the past year, we have further reviewedand continued to build on our CorporateSocial Responsibility (‘CSR’) strategy againstthe increasingly complex environment inwhich we operate. As a result, we haverenewed and strengthened our determinationthat Compass should continue to improve itsCSR journey.We regard CSR as a sustainable approachto business that seeks benefits for all ourstakeholders, be they customers, employees,communities, the environment or theCompany and its shareholders. We supportsound CSR policies and practices for goodbusiness reasons. Our commitment toCSR is not simply a response to increasedmarket attention to this area, but acts as areinforcement of the way that our businessoperates on a daily basis. The Board believesthat the progressive integration of CSR acrossthe Group and the inclusion of broader socialand environmental issues into our decisionmaking will help us achieve our business goalsand act as an essential building block forgrowth in shareholder value.Corporate cultureOur valuesOur vision is detailed on the inside front coverof the Annual Report. Our strong set ofvalues is key to achieving this; defining what,collectively, we believe in and the basis ofeverything we do:Openness, trust and integrityWe have a commitment to open dialogue andtransparency with all of our stakeholders.We set the highest ethical and professionalstandards at all times. We want all ourrelationships to be based on honesty, respectand fairness.Speak UpOur ‘whistle-blowing’ programme is now available to99% of our employees globally.Passion for qualityWe are passionate about delivering superiorfood and service to our customers and takepride in achieving this. We look to replicatesuccess, learn from mistakes and developideas, innovation and practices that will helpus improve and be leaders in our marketplace.Win through teamworkWe encourage individual ownership butwork as a team. We value the expertise,individuality and contribution of all ouremployees, working in support of each otherand sharing good practice, in pursuit ofshared goals.Can-doWe take a positive and commerciallyaware ‘can-do’ approach to the day-to-dayopportunities and challenges we face.ResponsibilityWe take responsibility for our actions,individually and as a Group. Everyday,everywhere we look to make a positivecontribution to the health and wellbeingof our customers, the communities we workin and the world we live in.Code of EthicsThe Compass Code of Ethics sets out oursocial, ethical and environmental commitmenttowards each of our stakeholders and thecommunities in which we operate. The Codeunderpins our CSR programme and supportsour business integrity. During 2007, welaunched a specific ethical business trainingprogramme for our European buying teamwhich supports an ethical approach tobusiness practice, the protection of humanrights and clearly sets out the behaviourwe expect from buyers when dealing withour supply partners across Europe.This successful programme will be furtherextended to include our buying colleaguesin North America early in 2008.We operate a ‘Speak Up’ programme so thatour employees can raise, on a confidentialbasis, any concerns about how we conduct ourbusiness. Our ‘whistle-blowing’ programmeis available to 99% of our employees and wewill complete the roll-out to the balance of ouremployees in the remaining countries duringthe course of 2008. Ongoing work continuesto be undertaken throughout the business toraise employee awareness and regular reportsare also provided to the Audit Committeeof the Board.Corporate Responsibility CommitteeWe have established a CorporateResponsibility Committee of the Board, toprovide direction and guidance on all aspectsof business practice and responsibility ensuringconsistent application everywhere we operate.The committee’s primary responsibilitiesinclude: overseeing health, safety andenvironmental practices, business conduct, thepositive promotion of employee engagementas well as diversity and communityinvestment. The committee comprisesSir Roy Gardner (Chairman), RichardCousins, Andrew Martin, Steve Lucas,Jane Kingston (Group Human ResourcesDirector), and Mark White.A commitment to developperformance indicatorsWe want to track our progress along our CSRjourney and to update our stakeholders on theprogress we are making. We are developing andrefining a common set of key performanceindicators (‘KPIs’) and targets to measure ourCSR success. These will provide us with ameans to monitor and manage performanceat a Group level, complementing existingmeasures at a business level. For example,we are working to assess our environmentalperformance using the model recommendedby the UK Government Agency DEFRA, andare selecting future KPIs that are relevant toour sector. We have identified greenhousegases, particularly CO 2 emissions and waste,as our key environmental impacts. FromOctober 2007, we implemented a web-basedtracking tool across our ‘Top Ten’ countries(representing more than 80% of total Grouprevenue), to collect the necessary environmentalperformance data that we require, the resultsof which will form the basis of our reportingfor our 2007/08 CSR review.
19 Compass Group PLC Annual Report 2007Top Ten countriesThe Top Ten countries representing more than80% of total Group revenue.USAUKFranceJapanCanadaGermanyItalySpainNetherlandsSwitzerlandFine DiningBusiness & IndustryHealthcare & SeniorsEducationSports & LeisureDefence, OffshoreVendingOur peopleWe employ over 360,000 people in around64 countries. Our success is dependent on thecontribution of our employees. They remainour most important asset and represent theface that Compass presents to the world.A key objective is to ensure that we providea workplace environment that encouragesand supports our employees in achieving theirbest personal performance. An engaged andmotivated workforce will enable our peopleto achieve their performance goals.Over the last five years, we have conducteda number of employee surveys across thebusiness. In line with our new HR andbusiness strategies, we recently evolved theway we conduct these surveys to help us betterunderstand how we can maximise employeecommitment, retention and discretionaryeffort, in other words ‘engagement’.In April 2007, over 150,000 people from20 of our largest businesses (representingover 90% of total Group revenue) had theopportunity to participate in our new ‘YourVoice’ People Survey. This year we extendedour use of web surveys while also giving manyof our employees the opportunity to sharetheir views using the telephone.Overall, the results from our 2007 survey arevery encouraging and our response rate of61% was slightly ahead of that seen in our2005 survey. Employees have a clear line ofsight with our new mission and understandhow they contribute to success. Managers feelthe Group is making the right changes to besuccessful, has a clear sense of direction andis successfully focusing on both long-termstrategies and short-term results.Employee surveyIn 2007, over 150,000 employees had the opportunityto participate in our global employee survey.Our positive ‘can-do’ attitude meanspeople are motivated to go the extra mileand the results show that our new GuidingPrinciples are fast becoming part of everydaylife at Compass.Our Guiding Principles– Health, Safety and Environment First– Delivering for Clients and Consumers– Developing our People and Valuing Diversity– Profitable Growth– Constant Focus on Performance and EfficiencyIn addition, three-quarters of employees whoresponded agree that we are focused ondelivering excellent service.We are able to compare some of our 2007results with those achieved in our 2005 survey.Very positively, we see solid improvement inratings for health and safety, embracingdiversity and people being treated fairlyregardless of their gender, age, race,background or beliefs. Moreover, internalperceptions of the Group being a goodcorporate citizen also show improvement.Health and safety is at the heart of everythingwe do. The survey results support this aspeople continue to agree that we place ahigh priority in this area and around 8 in10 people feel they are equipped to do theirjob safely and well.At the unit/site level, people are deliveringimproved service and performance byworking together. Our Unit Managers are areal strength and highly regarded by theirteams. They are respectful towards colleaguesand make clear what’s expected in theworkplace. Our employees believe managersare good communicators – keeping peopleinformed of changes that may affect them,while also providing constructive performancefeedback.We have also been able to compare our resultswith those of other multinational, multi-siteservice-oriented businesses. It is pleasing tonote that in certain areas we rank above othermajor employers. How our managers givehelpful feedback and how the Company valuesideas and opinions are just two examples.While the survey gives us the ability to targetour efforts and resources in those areas thathave the greatest influence on engagement,one of the real successes has been making theresults accessible to all employees, especiallythose in our units/sites. People believe in thesurvey, and globally more than 6 in 10 expectpositive action to be taken on the results.Our next global People Survey is plannedfor early 2009 and will include additionalcountries to those participating in the 2007survey such that we will aim to reach some160,000 employees.Developing our peopleWe know from the results of our survey thatwe need to do more to help our peopledevelop their skills and further their careerswithin the Company. This is something wewill continue to focus on in 2008 throughour global employment brand, talentmanagement and various learning anddevelopment programmes.Training and development programmes forall employees are important both for ouremployees to fulfil their potential and to theability of the business to achieve its goals.The development of leadership skills ofsenior managers is also a key objective andCompass has enabled an increasing numberof participants to attend in-house or externalprogrammes. Since its inception in 2003, ourcurrent Compass Group Masters Programmehas seen over 60 members of our globalsenior management graduate and achievean MSc in Business Leadership. Throughthe programme each ‘student’ applies theirexperience and skills to a business challengethat directly relates to the business prioritiesin their job role and has measurable impact.The structured programme involves extensiveinternal and external research, drawing oninternal and external best practice and theory,as well as practical issues such as resources,budgeting and project planning.
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