FRC%20Group%20Impact%20Report%202007-08

70
ImpactReport2007/08

description

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Transcript of FRC%20Group%20Impact%20Report%202007-08

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��Impact�Report�2007/08�

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FRC�Group�Sustainability�Report�2007/08��Acknowledgments�We�would�like�to�thank�the�following�for�all�their�hard�work�in�contributing�to�the�production�of�this�report:��All�the�people�who�make�FRC�Group�a�truly�great�place�to�work:�our�staff,�trainees,�volunteers�and�work�placements.��All�the�people�who�matter�to�us�and�who�gave�us�feedback�on�our�performance���our�customers,�our�suppliers�and�our�Board�of�Trustees.��All�the�employees�at�FRC�Group�who�helped�with�the�collection�and�analysis�of�data.��Adam�Richards,�PhD�student,�Centre�for�Management�Studies,�Liverpool�John�Moores�University�who�calculated�our�social�return�on�investment.��Adrian�Henriques,�Just�Assurance,�for�his�advice�and�due�diligence�in�auditing�this�report.�His�statement�can�be�found�on�page�61.�

���The�Report�Panel�who�gave�up�their�time�to�be�part�of�our�independent�audit�panel,�they�were:�

� Katherine�Burden�–�Envirolink�Northwest�

� Peter�Mavers�–�St�Helens�Council�

� Peter�Tyson�–�Norris�Green�Citizen’s�Advice�Bureau�

� Alison�Wells�–�Oldham�Borough�Council�������

���

����Alison�Ball�and�Verity�Timmins�of�FRC�Group�prepared�this�report�in�August�2008.�

����� �

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Contents�Page��1.0 Introduction�Our�social,�environmental�and�economic�impact�2007/08�Overview�of�the�Year�Our�Group�Financial�Performance�Who�we�are�and�what�we�do�Targets�and�Performance��

2.0�Our�Businesses�2.1�Furniture�Resource�Centre��2.2�Bulky�Bob’s��2.3�Revive���3.0�Our�people�3.1�Our�employees��3.2�Our�training�programme��3.3�Our�values��3.4�Our�health�and�safety��

�4.0�Our�Environmental�Impact���

�5.0�Auditors�Statement��

Appendices��

l�Company�map��

ll�Our�Stakeholders�and�how�we�engaged�them��

III�Triple�Bottom�Line�Accounts�

� �

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1.0 Introduction��Our�social,�environmental�and�economic�impact�2007/08�

Welcome�to�FRC’s�Impact�Report�detailing�FRC�Group’s�triple�bottom�line�–�the�social,�environmental�and�economic�impacts�of�our�business�activities�from�the�1st�April�2007�until�the�31st�March�2008.�We�have�a�long�history�of�social�and�sustainability�reporting,�we�produced�our�first�social�report�in�1999�and�our�first�sustainability�report�in�2005.��This�year�we�have�decided�to�call�this�our�Impact�Report�to�reflect�our�desire�to�make�a�positive�impact�on�the�lives�of�our�stakeholders,�environment�and�the�economy.�Through�our�reporting�we�aim�to�prove�the�added�value�of�the�Group’s�social�business�activities.�This�report�details�our�business�performance�and�reveals�important�feedback�from�our�stakeholders���the�people�and�organisations�that�really�matter�to�us.�

We�also�report�on�where�we�have�both�over�and�underachieved�on�the�performance�targets�that�we�set�for�ourselves�for�the�year�2007/08�and�set�out�our�targets�for

improvements�in 2008/09. For�us�reporting�is�a�discipline�of�integrity�and,�if�a�business�claims�to�deliver�added�value,�then�it�needs�to�be�able�to�robustly�prove�it�–�which�is�what�we�hope�we�have�done.��Our�ever�improving�practice�of�accounting�and�reporting�gives�us�systems,�key�performance�indicators�and�the�data�to�measure�and�make�improvements�on�the�increasingly�stretching�targets�that�we�set�for�the�FRC�Group.�We�are�immensely�proud�of�what�we�have�both�achieved�and�learnt�this�year�and�we�are�excited�about�our�future�and�we�hope�that�you�enjoy�reading�about�us.�

Overview�of�the�year��Group�Income�This�year�approx.�£3,623,922�last�year�£3,321,548�

�FRC�Group�was�‘highly�commended’�in�the�Social�Enterprise�of�the�Year�category.�This�award�

recognised�our�triple�bottom�line�approach�and�celebrated�the�social�and�environmental�impact�we�make.�

FRC�Group�won�an�Edge�Business�award�for�the�training�and�placement�opportunities�offered�to�young�people.�Edge�

Awards�rewards�employers�that�offer�great�practical�learning�opportunities�and�best�practice�organisations�that�have�a�real�commitment�to�education.�

Recognising�our�position�as�a�local�leader,�FRC�Group�and�Bulky�Bob’s�were�both�winnersat�the�Groundwork�Merseyside�awards�2007.�These�awards�celebrated�FRC�

Group’s�commitment�making�positive�environmental�impacts�happen�in�all�our�businesses,�while�the�creative�and�innovative�developments�in�Bulky�Bob’s�were�also�recognised.�

Bulky�Bob’s�won�the�prestigious�‘Innovation’�award�in�the�Guardian’s�Public�Service�Awards�Sustainability�category.�Our�commitment�and�passion�for�

being�‘great�for�the�planet’�secured�this�high�profile�award.�

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Furniture�Resource�Centre,�our�one�stop�furnishing�service�for�registered�social�landlords�(RSLs)�which�gets�quality�furniture�out�to�those�most�in�need,�remained�at�the�heart�of�our�business�we�won�several�key�contracts�and�increased�turnover�by�14%.��At�Revive,�our�high�street�furniture�store�in�Liverpool,�we�target�customers�from�low�income�households.�We�continued�to�see�our�special�mix�of�both�new�and�pre�loved�furniture�to�the�people�in�the�city�who�need�it�most.�Eighty�one�percent�of�customers�were�from�low�income�households.��Our�programme�to�give�long�term�unemployed�individuals�a�job�and�training�continued�to�get�an�impressive�number�of�trainees�into�work�after�they�had�graduated.��We�met�our�targets�to�get�women�on�to�our�training�programme�but�were�challenged�by�very�stretching�targets�for�recruiting�individuals�from�the�black�and�minority�ethnic�communities.��

We�remained�committed�to�improving�the�environmental�impact�of�our�business�activities�and�embarked�on�getting�BS8555�for�our�environmental�management�system�(awarded�June�2008).�We�also�reduced�the�

Group’s�annual�carbon�dioxide�emissions�by�8%.��

Our�Group�Financial�Performance�

Once�again�we�worked�with�Liverpool�John�Moores�University�to�calculate�the�social�return�on�investment�(SROI)�for�our�Bulky�Bob’s�training�programme�in�Liverpool�and�the�social�impacts�of�our�Revive�store.�Also,�for�the�first�time,�we�calculated�the�SROI�of�a�furnished�tenancy�scheme�for�one�of�our�major customers�–�The�Yorkshire�HousingGroup. SROI�enabled�us�to�measure�and�monetise�the�social�environmental�and�economic�value�gained�compared�with�the�

level�of�investment�we�deployed�in�these�aspects�of�our�business.�

Through�Bulky�Bob’s�and�Furniture�Resource�Centre�we�continued�to�engage�with�the�growing�public�sector�procurement�agenda.��������������

Year Income %�income�from�grants�

%income�from�sales�

Employees�average�

Unrestricted�funds�Profit/(loss)£

2001/02 7,490,451 10� 90

�Social�businesses�are�increasingly�recognised�by�national�and�local�government�as�a�way�of�delivering�effective�services�and�bringing�both�efficiencies�and�added�value�to�local�authorities�and�public�sector�agencies.��This�year�there�have�been�clear�improvements�in�our�financial�performance.�This�meant�that�we�were able�to�confidently�budget�to�breakeven�for�2008/09�and�performance�to�date�shows�we�are�on�track.�With�an�increased�

104 431,2992002/03 5,045,661 4.0� 96 74 28,2652003/04 4,758,731 7.0� 93 78 (11,124)2004/05 4,085,568 7.0� 93 83 (149,267)2005/06 3,449,274 4.6� 95.4 71 (205,0242006/07 3,324,402 4.2� 95.8 71 (320,599)2007/08 3,623,922 5.0� 95.0 79� (172,718)

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number�of�Furniture�Resource�Centre�contracts�in�hand�and�a�growing�confidence�in�our�Bulky�Bob’s�business�we�expect�this�positive�trend�to�continue�at�an�increased�rate�in�2008/09.����Our�business�continued�to�be�run�by�a�triumvirate�of�directors�who�are�ultimately�answerable�to�a�Board�of�Trustees.�Once�again�we�have�received�great�feedback�from�our�employees�about�working�for�FRC�Group,�our�staff�are�highly�committed�and�proud�to�work�here,�our�values�culture�remains�at�the�heart�of�all�that�we�do�and�how�we�do�it�and�we�believe�that�we�remain�a�great�place�to�work.�As�ever�it�has�been�a�challenging�and�rewarding�year.�

The�Leadership�Team,��FRC�Group�August�2008�

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Who�we�are�and�what�we�do�������FRC�Group�FRC�Group�runs�businesses�to�create�profits�and�opportunities�to�improve�the�lives�of�people�in�poverty�and�unemployment.�We�seek�to�achieve�social,�environmental�and�financial�benefits�by�operating�commercially�viable�social�businesses�in�a�range�of�markets.��We�are�a�values�led�company�trying�to�live�and�work�creatively,�passionately,�bravely�and�professionally.�We�will�be�as�open,�honest�and�accountable�as�we�can�with�all�the�people�who�matter�to�us.�We�want�always�to�learn�and�to�help�others�learn�from�us�to�run�first�class�social�enterprises.������Furniture�Resource�Centre�At�the�heart�of�our�Group,�is�Furniture�Resource�Centre,�a�registered�charity.�

Founded�in�1988�and�based�in�Liverpool,�we�provide�a�one�stop�furnishing�service�to�registered�social�landlords�throughout�England�and�Wales�enabling�them�to�offer�furnished�accommodation�to�tenants�who�are�most�in�need.�����Amovingexperience�An�expansion�of�the�Furniture�Resource�Centre’s�service�to�registered�social�landlords,�amovingexperience�is�a�people�centred�removals�service�for�tenants.�We�move�people,�not�just�furniture.�������Bulky�Bob’s�In�2000,�we�launched�Bulky�Bob's,�a�recycling�company�that�collects�bulky�household�waste�on�contract�to�Liverpool�City�Council,�Oldham�and�Warrington�Borough�councils.�Bulky�Bob’s�reuses,�refurbishes�and�recycles�furniture,�white�goods�and�Waste�Electrical�and�Electronic�Equipment�(WEEE).�

�����Revive�Stores�Revive�our�high�street�store�in�the�centre�of�Liverpool,�opened�in�1998�and�sells�“pre�loved”�and�new�furniture�direct�to�the�public�offering�much�needed�discounts�to�customers�on�low�incomes.���

Our�stakeholders�Our�stakeholders�are�the�people�who�matter�to�us,�our�direct�customers,�such�as�local�authorities�and�registered�social�landlords�(RSLs)�and�indirect�customers,�such�as�the�tenants�of�RSLs�and�other�housing�providers,�also�our�employees,�our�trainees,�our�Board�of�Trustees�and�the�environment.�A�list�of�our�stakeholders�can�be�found�in�appendix�II.�

��� �

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Our�aspirations�and�Group�objectives�Our�objectives�are:�•�To�be�great�to�do�business�with�•�To�be�a�great�place�to�work�•�To�be�great�for�people�•�To�be�great�for�the�planet��And�of�course�to�be�profitable�in�all�of�our�business�endeavours.�We�aim�to�deliver�on�our�triple�bottom�line�of�financial,�social�and�environmental�performance�everyday�of�every�year.�Our�objectives�enable�us�to�articulate�how�we�do�this:�Being�great�to�do�business�with���we�act�on�customers’�and�suppliers’�feedback�to�continually�improve�the�quality�of�the�goods�and�services�we�supply.��Being�a�great�place�to�work���we�take�seriously�what�our�employees�say�about�working�at�FRC�Group�and�act�on�their�suggestions�and�ideas�to�improve�our�working�environment.��Being�great�for�people���we�offer�training�and�job�opportunities�for�long�term�unemployed�individuals�in�our�business.�We�also�get�high�quality�furniture�to�low�income�households�through�our�furniture�supply�contracts�with�

registered�social�landlords�and�through�our�high�street�store,�Revive.��Being�great�for�the�planet�–�measuring,�accounting�for�and�improving�the�environmental�impacts�of�our�business�operations�and�the�goods�and�services�that�we�sell.�This�is�a�key�commitment�for�us.�And,�we�can�never�forget,�that�we�must�always�ensure�that�we�are�commercially�minded�and�always�deliver�on�our�financial�bottom�line.������Our�values:�beliefs�in�action�Our�values�are�fundamental�to�everything�that�we�do;�they�are�our�beliefs�in�action.�To�remain�relevant�and�successful�in�business,�we�may�change�our�business�strategy,�but�our�values�remain�consistent�about�the�way�in�which�everyone�at�the�FRC�Group�works.�They�keep�us�on�the�straight�and�narrow;�we�work�hard�to�encourage�all�of�our�employees�to�champion�them.�We�recognise,�reward�and�celebrate�those�who�work�in�ways�that�demonstrate�them.�We�strive�for�Bravery,�Creativity,�Passion�and�Professionalism�in�all�that�we�do.�We�have�devoted�a�full�section�to�

reporting�on�the�ways�we�have�worked�on�our�values�in�2007/08.�This�can�be�found�on�page�40�of�this�report.��Our�methodology�After�another�year�of�challenges�and�changes�at�FRC�Group�we�have�worked�hard�to�include�any�new�impacts�of�our�activities�in�our�accounting�systems�and�include�them�in�this�report.��Data�was�captured�on�a�monthly�basis�as�an�integral�part�of�our�business�practices�and�in�our�triple�bottom�line�accounts,�which�can�be�found�in�appendix�IV.���We�approached�different�stakeholder�groups�of�people�who�matter�to�us�and�asked�them�throughout�the�year�for�feedback�on�our�performance.�We�asked�them:�How�well�we�had�performed�against�our�objectives?�Were�our�objectives�and�the�issues�we�work�on�the�right�ones�in�the�first�place?��And�what�had�been�the�impacts�of�our�work�upon�them�as�stakeholders?��

Feedback�was�obtained�using�a�number�of�different�methods,�by�a�variety�of�Group�employees.�Examples�include�postal�

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questionnaires,�telephone�interviews�and�face�to�face�interviews.�Questionnaire�analysis�was�carried�out�by�a�freelance�researcher.�This�year�we�did�not�have�the�time�and�resources�to�gather�feedback�from�every�one�of�our�stakeholders.�We�plan�to�address�this�in�2008/09.�

We�measured�the�wider�economic�impact�of�FRC�Group’s�activities�on�the�Merseyside�area�and�our�contribution�both�to�the�local�and�national�economies�using�the�New�Economics�Foundation’s�Local�Multiplier�2�(LM2)�and�Social�Return�On�Investment�(SROI)�tools.�SROI�was�calculated�for�the�training�programme�in�Liverpool�and�for�Revive,�Liverpool.�We�also�began�a�project�with�a�major�housing�association�customer�to�establish�the�SROI�of�providing�furnished�accommodation�for�tenants.�

Once�again�we�surveyed�our�staff�to�solicit�their�views�about�working�at�FRC�Group.�In�the�tables�on�the�following�pages,�we�have�reported�how�well�we�have�performed�against�the�priorities�and�targets�we�set�the�Group�for�2007/08.�We�have�used�‘smilies’�to�indicate�

where�we�have�achieved�or�missed�the�mark�on�our�targets:������We�met�or�surpassed�the�target�����We�made�some�progress�but�still�aim�for�more�����We�missed�the�mark��Throughout�the�report�where�we�show�performance�data�we�have�also,�where�possible,�shown�comparative�performance�figures�for�previous�years.�� �

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Category Targets�and�Priorities�2007/08 We�achieved�

Targets�and�Priorities�2008/09�

Furniture�Resource�Centre�

Increase�the�sales�and�profitability�of�Furniture�Resource�Centre�

�Turnover�increased�by�14%�

Increase�the�sales�and�profitability�of�the�Furniture�Resource�Centre�

Achieve�100%�rate�of�customer�satisfaction�on�deliveries�and�installation�

� Achieve�98%�delivery�right�first�time�

Identify�the�Social�Return�on�Investment�(SROI)�of�providing�furnished�accommodation��

� Identify�the�SROI�with�two�more�major�customers�

Establish�CO2 savings�brought�about�through�our�stock�management�service�

� Establish�the�CO2 savings�brought�about�by�our�stock�management�service�

Introduce�a�formal�quarterly�feedback�process�with�major�customers�from�October�2008�

� Introduce�a�formal�feedback�process�with�major�customers�

Bulky�Bob’s�Achieve�reuse�and�recycling�rates�of�42%�(75%�with�deconstruction)�[NB�Bulky�Bob’s�Liverpool�ran�deconstruction�as�part�of�its�standard�operation�from�May�2007�to�March�2008,�

�50%�rate�was�achieved�

To�achieve�60%�diversion�from�landfill�each�month�in�Bulky�Bob’s�Liverpool��

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Category Targets�and�Priorities�2007/08 We�achieved�

Targets�and�Priorities�2008/09�

therefore�the�target�for�this�was�75%�reuse�and�recycling]�

Start�deconstruction�in�Liverpool �� No�target�as�deconstruction is�now�embedded�

Send�100�pre�loved�items�to�Revive�each�week �Average�85�items�sent�each�week�

To�deliver�600�items�to�Revive�from�Bulky�Bob’s�Liverpool�each�month�

Maintain�100%�recycling�of�white�goods�in�Warrington�

�100%�achieved�

To�achieve�100%�diversion�from�landfill�each�month�in�Bulky�Bob’s�Warrington�white�goods��

Meet�reuse�and�recycling�rates�of�10%�on�furniture�collected�in�Warrington�

�26%�achieved�

To�achieve�10%�diversion�from�landfill�in�Bulky�Bob’s�Warrington�Furniture�

Achieve�a�reuse�and�recycling�rate�of�25%�in�Oldham�

�25.4%�achieved�

To�achieve�25%�diversion�from�landfill�each�month�in�Bulky�Bob’s�Oldham�

Start�deconstruction�in�Oldham ��

To�increase�the�number�of�pre�loved�items�rescued�from�Bulky�Bob’s�Oldham�to�110�per�week�

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Category Targets�and�Priorities�2007/08 We�achieved�

Targets�and�Priorities�2008/09�

Engage�with�local�authority�and�households�to�receive�stakeholder�feedback�

��

Engage�with�local�authority�and�households�to�receive�stakeholder�feedback�

Win�contracts�to�begin�2�new�Bulky�Bob’s�services�

��

To�win�contracts�to�begin�2�new�Bulky�Bob’s�operations�

Win�contracts�to�begin�4�new�deconstruction�services�

��

There�is�no�separate�target�for�deconstruction�services�in�2008/09�

Achieve�waste�diversion�rates�of�more�that�70%�on�operations�where�we�run�the�full�deconstruction�operation�

��

This�target�has�been�replaced�by�overall�diversion�from�landfill�targets�in�each�Bulky�Bob’s�operation.�

Revive To�achieve�at�least�84%�of�Revive�customers�from�low�income�households�

�82%�of�our�customers�were�from�low�income�households�

To�achieve�at�least�84%�of�Revive�customers�from�low�income�households�

To�calculate�the�Social�Return�On�Investment�of�Revive�stores�

� To�calculate�the�Social�return�on�Investment�of�Revive�Stores�

Employees�100%�of�staff�see�their�HiG�as�a�fair�way�to�discuss�their�progress�at�work��

�95%�of�staff�had�a�How’s�it�

100%�of�staff�to�have�a�How’s�it�Going�consultation�with�their�team�leader�

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Category Targets�and�Priorities�2007/08 We�achieved�

Targets�and�Priorities�2008/09�

Going�this�year�–�they�all�thought�it�was�a�fair�way�to�discuss�their�progress�at�work�

Publish�Group’s�diversity�policy�by�August�2007���

� Publish�diversity�policy�by�September�2008�

Introduce�diversity�monitoring�by�October�2007����

� Annual�monitoring�system�to�be�in�place�by�October�2008�

Write�a�Group�diversity�action�plan�by�December�2007���

�� 100%�of�staff�to�have�diversity�training�

33%�of�trainees�to�be�recruited�from�BME�communities�on�Merseyside�and�Oldham���

�22%���

33%�of�trainees�from�BME�groups�10%�of�trainees�women�

Values�100%�increase�in�the�number�of�bravery�and�creativity�awards�given�out�to�employees.�

Bravery�awards�up�by�

41%���Creativity�awards�down�

Review�the�validity�of�our�values�definitions�with�staff�and�redefine�them�if�required�

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Category Targets�and�Priorities�2007/08 We�achieved�

Targets�and�Priorities�2008/09�

by�28%����

Ensure�our�Oldham�operation�develops�the�mature�values�culture�that�we�have�on�Merseyside�

��

Trainees�5%�of�ILM�trainees�to�be�women �

5%�achieved�

10%�of�ILM�trainees�to�be�women�

33%�of�ILM�trainees�to�be�from�a�Black�and�Minority�Ethnic�group�

�24%�achieved�

33%�of�ILM�trainees�to�be�from�a�Black�and�Minority�Ethnic�Group�

50%�of�all�trainees�to�be�taken�on�as�Driver�/�Loaders�

�50%�achieved�overall�

50%�of�all�trainees�to�be�taken�on�as�Driver/Loaders�

Trainees�to�achieve�a�60%�first�time�LGV�II�pass�rate��

�20%�achieved�overall�

Trainees�to�achieve�a�60%�first�time�LGV�II�pass�rate�

Trainees�to�achieve�a�60%�first�time�car�licence�pass�rate��

�50%�achieved�overall�

Trainees�to�achieve�a�60%�first�time�car�pass�rate�

Achieve�a�rate�of�75%�of�trainees�into�employment�or�education�

�77%��

Achieve�a�rate�of�75%�of�trainees�into�further�training�or�employment��

13

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Category Targets�and�Priorities�2007/08 We�achieved�

Targets�and�Priorities�2008/09�Achieve�a�rate�of�89%�of�graduates�in�to�further�training�or�employment���Achieve�an�average�of�5�qualifications�per�graduate�

Achieve�a�retention�rate�of�89%�for�trainees�

100%�of�trainees�to�have�a�review�every�6�weeks.�

Renegotiate�and�evaluate�all�training�contacts�and�providers�by�April�2008��

��

Health�&�Safety�

Ensure�all�logistics�and�warehouse�employees�attend�at�least�two�health�and�safety�refresher�courses�throughout�the�year��

�1�course�was�run�

Ensure�all�logistics�and�warehouse�employees�attend�at�least�one�health�and�safety�refresher�course

Reduce�the�number�of�personal�injuries�reported�across�FRC�Group�by�10%��

�The�number�of�accidents�increased�by�23%�

Reduce�the�number�of�personal�injuries�reported�across�FRC�Group�by�5%�

14

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Category Targets�and�Priorities�2007/08 We�achieved�

Targets�and�Priorities�2008/09�

Reduce�the�number�of�RIDDOR�reportable�accidents�across�FRC�Group�by�10%���

�The�number�of�RIDDOR�reportable�accidents�increased�by�28%�

Reduce�the�number�of�RIDDOR�reportable�accidents�across�FRC�Group�by�10%�

Report�on�and�reduce�the�number�of�vehicle�accidents�across�FRC�Group�by�30%�on�2006/07�rate.���

�The�number�of�vehicle�accidents�was�the�same�in�2007/08�as�in�2006/07�

Reduce�the�number�of�vehicle�accidents�across�FRC�Group�by�10%�

Carry�out�an�internal�audit�of�health�and�safety�procedures�across�all�sites�by�31st�March�2008�

��

Carry�out�an�internal�audit�of�health�and�safety�procedures�across�all�sites�by�31st�March�2009�

Achieve�a�lost�time�due�to�accidents�of�0.29%�per�employee�across�FRC�Group.��

�0.59%�achieved�

Achieve�a�lost�time�due�to�accidents�of�0.45%�per�employee�across�FRC�Group�

Change�the�way�we�calculate�our�accident�rate�–� � Report�on�health�and�safety�

15

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Category Targets�and�Priorities�2007/08 We�achieved�

Targets�and�Priorities�2008/09�

move�to�reporting�on�health�and�safety�performance�in�different�operational�areas.�

� performance�in�different�operational�areas.�

Environment�Begin�implementation�of�BS8555�with�the�aim�of�accreditation�in�early�2008/09.��

� Embed�BS8555�procedures

Calculate�carbon�emissions�of�FRC�Group�activities�in�2007/08��

�270.7t�CO2�direct�emissions�

To�develop�direct�emissions�carbon�footprint�tool�and�assess�baseline�direct�emissions�by�September�2008�

The�Driver�Mentor�Assessor�at�Bulky�Bob’s�Oldham�to�have�been�trained�as�a�SAFED�instructor�by�the�end�of�November�2007.���

�Trained�in�May�2007�

All�drivers�to�have�received�SAFED�refresher�training�by�end�of�March�2009.�

Bulky�Bob’s�Oldham�Driver�Mentor�Assessor�to�deliver�SAFED�training�to�other�logistics�staff�by�end�December�2007.��

�All�logistics�staff�received�training�between�May�and�September�2007�

Reduce�fuel�usage�after�SAFED�training�by�15%�for�Furniture�Resource�Centre�

�+20%�

To�develop�and�implement�carbon�emission�efficiency�targets�in�

16

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Category Targets�and�Priorities�2007/08 We�achieved�

Targets�and�Priorities�2008/09�

Reduce�fuel�usage�after�SAFED�training�by�15%�for�Revive�

�+32%�

relation�to�different�business�areas�by�October�2008�

Reduce�fuel�usage�after�SAFED�training�by�5%�for�Bulky�Bob’s�Liverpool�

�+15%�

Reduce�fuel�usage�after�SAFED�training�by�10%�for�Bulky�Bob’s�Warrington�

��3%�

Reduce�fuel�usage�after�SAFED�training�by�5%�for�Bulky�Bob’s�Oldham�

��5%�

To�further�investigate�the�sustainability�of�biofuel�and�make�an�informed�decision�about�if�and�how�we�use�biofuel�in�our�fleet�by�end�of�2007/08�

��

Maintain�performance�on�use�of�electricity�and�gas�in�2007/08�at�2006/07�levels��

� Maintain�performance�on�use�of�electricity�and�gas�in�2008/09�at�2007/08�levels�

Devise�action plan�to�reduce�CO2 emissions�across�FRC�Group��

To�develop�a�methodology�which�quantifies�the�CO2�savings�from�Bulky�Bob’s�reuse�and�recycling�activities,�which�diverts�waste�away�from�landfill�sites,�which�will�enable�us�to�articulate�the�carbon�footprint�of�all�our�

17

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Category Targets�and�Priorities�2007/08 We�achieved�

Targets�and�Priorities�2008/09�

operations.��Deliver�at�least�one�session�of�environmental�awareness�training�to�every�member�of�staff�by�the�end�of�2007/08���

�� Deliver�environmental�awareness�training�to�100%�of�new�members�of�staff�during�induction�Deliver�training�on�environmental�responsibilities�to�100%�of��staff�by�December�2008�Deliver�environmental�awareness�refresher�training�to�100%�of�staff�by�March�2009�

As�a�consequence�of�achieving�the�BS8555�accreditation�for�FRC�Group’s�environmental�management�system,�the�environmental�targets�that�have�been�set�for�2008/09�are�linked�to�six�key�environmental�objectives�that�stem�from�our�assessment�of�our�most�significant�environmental�impacts�and�therefore�do�not�always�match�up�neatly�with�corresponding�targets�from�2007/08.�

To�reduce�the�amount�of�general�waste�generated�by�FRC�Group�by�%�(to�be�set)�by�March�2009�(this�target�is�to�be�defined�following�a�waste�audit�exercise�during�the�summer�2008)�Develop�a�procurement�strategy�for�Furniture�Resource�Centre�Develop�an�impact�communication�plan�(social�and�environmental)�including�all�stakeholders�by�December�2008�

18

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Category Targets�and�Priorities�2007/08 We�achieved�

Targets�and�Priorities�2008/09�To�achieve�100%�compliance�in�all�internal�reviews�and�external�audits�by�March�2009�To�develop�a�planning�tool�to�ensure�that�the�environmental�implications�of�new�projects�are�considered�at�the�development�stage�by�March�2009�

� �

19

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Our�businesses�

2.1�Furniture�Resource�Centre��������

This�year’s�turnover�£2,033,652�last�year’s�£1,780,737��The�Furniture�Resource�Centre�aims�to�provide�furniture�solutions�for�low�income�families�so�that�those�in�greatest�need�can�have�access�to�high�quality�furniture�and�create�a�decent�home�for�themselves.�To�do�this�we�run�a�‘one�stop’�furnishing�service�for�registered�social�landlords�(RSLs)�and�other�social�housing�providers.��This�business�to�business�service�delivers�and�installs�bespoke�packages�of�brand�new�contract�furniture,�white�goods,�carpets�and�curtains.�We�do�this�so�that�our�customers�can�offer�furnished�rented�accommodation�to�their�tenants.�We�also�offer�related�services�

such�as�stock�management�and�amovingexperience,�which�is�our�home�removals�service.�������In�2007/08,�we�made�4,712�deliveries,�an�increase�of�50%�on�deliveries�with�an�increase�of�14%�in�financial�turnover.�Despite�the�fact�that�our�longer�term�customers�now�have�established�furnished�tenancies�schemes�and�no�longer�need�large�volumes�of�new�furniture,�we�worked�closely�with�them�to�identify�new�and�bespoke�products�to�meet�the�specialist�needs�of�tenants.��We�continued�to�persuade�RSLs�who�have�never�run�a�furnished�accommodation�scheme�of�the�benefits�of�doing�so,�arguing,�as�we�have�always�done,�that�offering�furnished�accommodation�is�a�worthwhile�strategy�to�create�sustainable�tenancies�for�people�who�would�otherwise�not�have�the�financial�resources�to�secure�decent�furniture�for�themselves.��

We�have�worked�with�a�range�of�RSLs�to�set�up�supported�and�shared�living�schemes�to�fit�in�with�these�organisations’�financial�inclusion�programmes�for�their�more�vulnerable�tenants.�Achievement�2007/08��Increase�the�sales�and�profitability�of�the�

Furniture�Resource�Centre.��� We�continued�to�increase�our�work�with�specialist�agencies�and�organisations�offering�accommodation�for�older�people�and�asylum�seekers.�This�year�we�saw�even�more�one�off�requests�to�furnish�specialised�accommodation�for�specific�needs�such�as�foyers,�domestic�violence�refuges�and�supported�housing�schemes.��We�remained�a�key�supplier�to�Procurement�for�Housing�(PfH),�a�national�purchasing�agency�and�an�initiative�of�the�Housing�Corporation�and�the�Chartered�Institute�of�Housing.�PfH�aims�to�ensure�that�its�registered�social�landlord�membership�gets�the�best�procurement�deals�by�harnessing�collective�purchasing�power.��

Sustainability�In�May�2007,�to�determine�what�PfH�memberships�views�and�plans�on�sustainable�procurement�were,�we�designed�a�questionnaire�to�ascertain�just�this.�The�results�have�been�used�to�inform�FRC’s�market�

20

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research�and�our�sustainable�procurement�plans.��Directed�at�PfH’s�membership�procurement�officers�the�results�showed�that�over�70%�of�respondents�were�aware�of�their�organizations�impact�on�the�environment�and�that�they�considered�sustainability�issues�in�their�purchasing.�Eighty�six�percent�believed�that�this�would�have�an�increasing�impact�in�the�future.��The�study�also�showed�that�PfH’s�members�are��also�undertaking�a�myriad�of�activities�ranging�in�complexity�from�developing�a�sustainability�policy�through�to�attaining�ISO14001�accreditation.��Our�challenge�is�to�ensure�our�procurement�strategy�reflects�our�commitment�to�sustainable�purchasing�the�hundreds�of�items�FRC�sells�every�year�to�all�of�our�RSL�customers.��Our�PfH�contract�continues�to�give�us�direct�access�to�a�greater�number�of�social�landlords�across�England�and�Wales�and�has�helped�us�reach�a�greater�diversity�of�vulnerable�tenants�who�now�have�furniture�supplied�by�us.�

Amovingexperience��Amovingexperience�our�specialist�removal�service�targeting�the�RSL�market,�carried�out�39�(127,�2006/07)�moves�for�three�RSLs�on�Merseyside.�This�service�is�designed�to�meet�the�needs�of�the�most�vulnerable�tenants,�the�elderly,�and�individuals�with�no�relatives�to�assist�them�or�those�with�mental�or�physical�health�problems.�We�work�directly�with�housing�officers�to�ensure�that�a�caring,�bespoke,�packing,�removal�and�unpacking�service�(including�a�chaperone)�is�offered�to�support�tenants�at�what�can�be�a�really�stressful�time.�RSLs�struggle�to�find�removals�companies�who�offer�the�level�of�service�which�we�provide.��Although�this�is�not�a�highly�profitable�service�nor�is�it�in�great�demand,�we�are�determined�to�continue�to�offer�it�as�part�of�our�all�round�service�to�our�RSL�customers�and�their�most�vulnerable�tenants.�

�����

Customer�Feedback��

Achievement�2007/08�Achieve�100%�rate�of�customer�satisfaction�on�deliveries�and�installation.���

Achievement�2007/08�Introduce�a�formal�quarterly�feedback�process�with�major�customers�from�October�2007.���

�This�year�we�did�not�have�the�resources�to�introduce�a�quality�feedback�process�with�our�major�customers�about�our�one�stop�delivery�service.�Instead,�we�continued�to�gather�ad�hoc�feedback�about�the�quality�of�our�service�and�products.��

21

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Here�is�some�of�the�feedback�we�got�from�customers:��“There�is�nothing�on�the�high�street�of�the�same�quality.��Good�service�–�Homelessness�Team�also�have�KPIs�and�have�to�report�dates�etc�of�lets�and�they�can�do�this�with�the�information�they�receive�from�you.�Familiarity�of�goods,�you�know�what�fits�in�each�room�in�properties,�if�there�is�a�narrow�staircase�you�know�you�will�need�to�split�the�base�divans�etc.��We�use�FRC�because�the�goods�comply�with�fire�regulations�and�are�hard�wearing.��Staff�on�the�delivery�vans�are�very�helpful.”��Melanie�Emery,�Housing�Manager,�Jan�2008�

“With�regards�to�the�flood�that�occurred�in�Liverpool�Road�over�New�Year�I�would�just�like�to�say�a�big�thank�you�with�regards�to�your�response�in�the�crises.��We�had�to�move�a�family�out�of�their�homes�due�to�the�flood�and�you�responded�to�our�order�within�24�hours.�The�tenants�that�we�

moved�were�both�elderly�and�the�new�property�that�we�moved�them�to�was�fully�furnished�with�carpets�the�next�day.�This�could�have�been�a�major�problem�but�due�to�our�excellent�partnership�working�this�emergency�was�dealt�with�efficiently.”��Steven�Metcalf�Furnished�Tenancies�Project�Officer,�Knowsley�MBC,�Jan�2008��“The�technical�and�customer�care�support�have�been�second�to�none,�dealing�with�often�sensitive�issues�finding�resolutions�above�and�beyond�any�contractual�obligation.��Staff�at�FRC�are�very�approachable�and�pay�great�attention�to�detail�to�any�requirement�the�City�Council�staff�may�have.��FRC�Group’s�approach�to�working�with�Liverpool�City�Council�sets�an�example�to�all�social�enterprises�to�aspire�to.”�

Steve�Boyd,�Senior�Procurement�Officer,�Liverpool�City�Council,�Jan�2008�

�“FRC�co�ordinated�the�furniture�provision�at�our�new�build�hostel�and�continues�to�do�so�on�future�developments,�which�Brighter�Futures�undertakes.��

They�offer�a�total�service,�liaising�with�on�site�staff�and�members�of�the�management�team�on�choices,�quotations,�delivery�schedules�etc.��The�service�received�from�the�staff�on�the�phones�and�the�staff�on�the�vans�is�excellent.�FRC�always�place�furniture�in�correct�rooms�when�delivering�and�take�away�packaging�which�helps�with�our�environmental�policy.”��Chris�Herbert,�Development�Director�Brighter�Futures,�Jan�2008���In�March�2008�we�rationalised�the�FRC�Sales�and�Customer�Service�teams�creating�a�brand�new�post�of�Operations�Manager.�In�2008/09�a�key�part�of�his�role�will�be�to�formalise�regular�customer�feedback�on�the�quality�of�our�products�and�service.��

Social�Return�on�Investment�

������

Achievement�2007/08�Identify�the�Social�Return�on�Investment�(SROI)�of�providing�furnished�accommodation���

This�year�we�worked�with�one�of�our�longest�standing�customers,�Yorkshire�Housing�Group�

22

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to�calculate�a�financial�measure�of�the�social�return�brought�about�by�their�long�standing�furnished�tenancy�scheme.�Yorkshire�Housing�Group�recoup�the�costs�of�providing�furniture�and�the�associated�administration�fees�via�a�service�charge,�which�is�added�to�a�tenant’s�weekly�rent.��Our�research�focused�on�the�significant�benefits�brought�by�the�scheme�to�both�the�tenants�and�to�Yorkshire�Housing�Group.�It�articulated�the�social�impact,�identified�areas�for�improvement�and�proved�the�value�created�beyond�simple�financial�profit.�Yorkshire�Housing�Group’s�furnished�tenancy�scheme�creates�a�range�of�both�economic�and�social�benefits�to�tenants,�the�organisation�and�the�state.�The�value�created�reveals�a�ratio�of�return�of�2.11:1,�indicating�that�for�each�£1�invested�there�are�social�returns�worth�£2.11.��The�scheme�creates�an�automatic�value�through�regular�rental�income,�a�reduction�in�void�costs,�improved�stakeholder�relationships�and�overall�improved�sustainability�of�tenancies�that�will�also�clearly�have�a�number�of�additional�benefits,�such�as�the�opportunity�time�and�cost�saving�from�a�reduction�in�administrative�responsibilities.�

As�expected,�the�tenants�receive�the�majority�of�benefits:�a�financial�saving�in�comparison�to�alternative�retail�purchasing�options,�avoidance�of�potentially�expensive�credit�options,�a�quicker�possession�of�furniture�and�a�reduction�in�the�likelihood�of�incurring�arrears�and�alternative�accommodation�costs.�In�addition�the�creation�of�a�‘home’�improves�self�confidence�and�happiness,�allows�for�possession�of�items�that�would�not�have�otherwise�been�owned,�the�provision�of�a�safe�and�comfortable�space�for�family�and�friends�to�visit�and�gives�increased�time�available�to�spend�doing�other�activities,�such�as�seeking�employment.��We�are�very�interested�in�the�findings�of�our�study�and�plan�to�use�the�SROI�tool�with�some�of�our�other�customers�to�continue�to�prove�the�social�value�brought�by�providing�furnished�accommodation�to�tenants.��

Stock�Management�This�service�removes�our�customers’�headache�

of�disposing�or�storing�unwanted�furniture�or�white�goods�from�vacant�properties.�We�collect,�clean,�repair�and�store�all�reusable�items�for�customers.�Items�that�are�unusable�or�irreparable�are�disposed�of.�Better�quality�items�that�are�no�longer�wanted�by�customers�are�sold�at�low�cost�through�our�Revive�store.�We�see�this�service�as�a�way�of�bringing�added�value�to�customers,�increasing�the�lifetime�of�items�that�may�otherwise�have�gone�to�landfill.��

This�year�two�major�customers�continued�to�use�this�stock�management�service�but�to�a�lesser�extent�than�in�previous�years.�We�collected�568�items.�62�were�reused�or�sent�to�our�Revive�store�where�they�were�sold�at�low�cost�to�low�income�families�(173,�2006/07).��

The�reduced�demand�for�this�service�resulted�from�a�stabilisation�in�customers’�tenancy�schemes�due�to�their�reduced�tenant�turnover.�However,�throughout�the�year�we�have�seen�an�increased�interest�in�enquiries�about�the�service�from�other�customers�who�like�the�fact�that�financial�savings�and�

Achievement�2007/08�

Establish�CO2�savings�brought�about�through�our�stock�management�service.����

We�did�not�meet�our�target�to�identify�the�CO2�savings�brought�about�by�running�our�stock�

23

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environmental�benefits�can�be�realised�by�extending�the�life�of�the�furniture�items�through�reuse.�

Fresh�Start�Working�with�Liverpool�Housing�Trusts’�(LHT)�Field�Lane�Hostel�our�Fresh�Start�project�aims�to�provide�homeless�men�leaving�hostel�accommodation�with�much�needed�furniture�so�they�can�sustain�their�new�tenancies�This�year’s�outcomes�were�very�rewarding.�Through�our�intervention�8�individuals,�out�of�pilot�project�of�10,�had�still�managed�to�sustain�their�tenancies�after�a�year.�Without�the�Fresh�Start�project�this�would�have�been�zero,�with�individuals�remaining�in�hostel�accommodation�indefinitely.��Field�Lane�hostel�offers�temporary�accommodation�to�homeless�men.�When�they�are�ready�to�leave�the�hostel�and�secure�a�permanent�tenancy�they�often�cannot�accept�it�because�they�do�not�have�the�finances�to�acquire�basic�or�essential�furniture.�Or,�when�they�do�accept,�because�of�lack�of�furniture,�they�cannot�sustain�the�tenancy�and�often�end�up�homeless�and�back�in�the�hostel.�Our�project�aims�to�break�this�depressing�and�defeating�cycle.��

To�buy�essential�furniture,�the�men�usually�apply�for�a�Community�Care�grant�but�this�can�take�several�weeks�to�process.�If�they�do�not�have�furniture�they�cannot�move�into�the�tenancy�and�cannot�claim�housing�benefit.�If�they�cannot�secure�housing�benefit�then�they�accrue�rent�arrears�and�can�end�up�losing�their�tenancy�and�become�homeless�once�again.��The�objective�of�Fresh�Start�is�to�break�this�cycle.�Furniture�Resource�Centre�provides�men�leaving�the�hostel�with�essential�furniture�at�low�cost�on�credit�for�which�no�interest�is�charged.�The�men�are�encouraged�to�apply�for�a�Community�Care�grant,�which�is�used�to�pay�Furniture�Resource�Centre�for�the�furniture,�provided.��This�year�we�were�due�to�extend�the�pilot�and�offer�furniture�on�the�same�basis�to�more�homeless�men�leaving�the�hostel�but�LHT�asked�us�to�put�a�hold�on�the�project�as�they�had�identified�the�following�problem���LHT�offers�all�ex�hostel�clients�a�bespoke�outreach�service�to�support�them�in�their�new�homes.�They�found�that�clients,�who�owed�money�as�a�result�of�the�Fresh�Start�project�were�withdrawing�from�the�support�services.�This�was�because�they�associated�the�support�

workers�with�the�debt�they�owed�to�the�Fresh�Start�project�for�their�furniture.�Many�were�struggling�to�pay�back�the�dept�and�by�refusing�further�help�from�the�support�services�they�were�compounding�their�problems.��We�need�to�go�back�to�the�drawing�board�on�this�project�and�a�way�of�resolving�this�problem��In�the�meantime,�Furniture�Resource�Centre�has�decided�to�write�off�the�debt�from�outstanding�payments�for�furniture.�This�is�equivalent�to�approximately�£1000.�Despite�the�temporary�halt�we�believe�that�the�results�of�this�project�have�been�significant�in�terms�of�social�and�financial�impact.�Also,�since�single�men�remain�to�be�regarded�as�a�low�priority�by�most�social�landlords�and�we�are�determined�to�find�a�solution�to�the�eternal�problem�of�providing�a�simple�cost�effective�furniture�service�for�them�so�they�can�secure�and�sustain�tenancies.�Once�a�solution�is�found�we�want�to�replicate�the�project�in�other�areas�with�other�hostels�and�future�reuse�projects.�

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Furniture�Resource�Centre�Targets�2007/08��

� Introduce�a�formal�feedback�process�with�major�customers�

� Increase�the�sales�and�profitability�of�the�Furniture�Resource�Centre�

� Achieve�98%�delivery�right�first�time��� Identify�the�SROI�with�two�more�major�

customers�� Establish�the�CO2�savings�brought�

about�by�our�stock�management�service�

�����

� �

25

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0

20

40

60

80

100

00/01 01/02 02/03 03/04 04/05 05/06 06/07 07/08%

�by�

wei

ght

Waste�diverted�from�landfill� through�reuse�and�recycling

Halton Liverpool Warrington�White�Goods Warrington�Furniture Oldham

2.2�Bulky�Bob’s��������Turnover:��£1,050,180�2007/08,�£998,359�2006/07�Bulky�Bob’s�continues�to�offer�local�authorities�an�innovative�collection�service�for�bulky�household�waste�that�maximises�the�reuse�and�recycling�of�the�furniture�and�white�goods�collected.�This�year�we�have�delivered�services�under�contract�to�Liverpool�City�Council,�Oldham�Metropolitan�Borough�Council�and�Warrington�Borough�Council�and�ran�a�pilot�deconstruction�project�with�Sefton�Metropolitan�Borough�Council.��We�collected�more�items�than�ever�before�and�performed�well�on�our�targets�to�divert�items�from�landfill.�In�total�we�made�74,982�collections�(74,699,�2006/07)�and�diverted�50%�of�the�total�waste�collected�(3,276�tonnes)�from�going�to�landfill.�

Social�Return�on�Investment�(SROI)�The�New�Economics�Foundation’s�SROI�tool�has�enabled�us�to�measure�the�social,�environmental�and�economic�value�gained�compared�with�the�level�of�investment�we�deployed�by�running�the�training�programme.�Based�on�standard�accounting�principles�and�investment�appraisal�techniques�SROI�has�

allowed�us�to�put�a�monetary�value�on�things�traditionally�hard�to�quantify:�in�this�case�the�benefits�to�the�public�purse�as�a�result�of�the�increased�taxation�and�reduced�benefit�payments�resulting�from�trainees�going�into�employment.��This�year�we�have�calculated�the�SROI�of�Bulky�Bob’s�Liverpool�logistics�training�programme�

26

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for�the�third�time�and�on�Bulky�Bob’s�Oldham�logistics�training�programme�for�the�first�time.�We�found�that�for�every�£1�invested�in�Bulky�Bob’s�Liverpool�through�the�provision�of�salaries,�training�and�overhead�costs�there�was�a�social�return�of�£1.59.�For�Bulky�Bob’s�Oldham�the�social�return�is�£1.59�for�every�£1�invested�in�providing�salaries,�training�and�overhead�costs.��The�SROI�for�Bulky�Bob’s�Liverpool�has�increased�from�£1.58�for�every�£1�invested�in�2006/07�to�£1.59�for�every�£1�invested�in�2007/08.���

LM2�We�used�the�New�Economics�Foundation’s�Local�Multiplier�2�tool�(LM2)�to�investigate�the�impact�that�our�activities�had�on�the�local�economy.�We�define�the�local�economy�as�a�20�mile�radius�around�our�operational�bases�of�Liverpool�and�Oldham.���This�year�70%�(74%,�2006/07)�of�the�income�we�earned�from�contracts�in�Merseyside�(Liverpool,�Warrington�and�the�Sefton�deconstruction�pilot)�was�redistributed�into�the�local�economy�through�payments�to�suppliers�and�staff�wages.��

The�percentage�of�our�expenditure�that�goes�into�the�local�economy�has�reduced�because�last�year�we�bought�the�vehicles�we�had�previously�leased.�Consequently�in�2007/08�we�did�not�spend�any�money�on�vehicle�leases.���For�the�income�generated�by�our�contract�in�Oldham,�59%�(67%,�2006/07)�was�spent�in�the�local�economy.��

Bulky�Bob’s�Liverpool�This�year,�Bulky�Bob’s�Liverpool�achieved�its�highest�ever�rate�of�diversion�from�landfill�–�50%�(36%,�2006/07,�37.6%,�2005/06).�This�increase�was�achieved�by�introducing�a�new�element�to�the�operation�in�Liverpool.�In�May�2008�we�began�a�full�time�deconstruction�operation�initiated�following�the�success�and�learning�from�a�previous�pilot�in�Liverpool�and�Sefton�in�2007.��We�developed�an�operational�model�to�manually�dismantle�items�for�reuse.��We�recycle�the�component�materials�–�wood,�metals,�glass�and�plastic���when�the�item�can�not�be�reused�either�because�of�the�poor�quality�of�the�piece�of�furniture�or�becausethe�demand�for�items�does�not�exist.�Dining�tables�and�large�television�cabinets�are�

frequently�surplus�to�requirements�as�fashions�and�social�habits�change.��

Target:�Achieve�recycling�/�reuse�rates�of�42%�(75%�with�deconstruction)�[NB�Bulky�Bob’s�Liverpool�ran�deconstruction�as�part�of�its�standard�operation�from�May�2007�to�March�2008,�therefore�the�target�for�this�was�75%�reuse�and�recycling]��Bulky�Bob’s�Liverpool�achieved�an�overall�recycling�/�reuse�rate�of�50%�

Target:�Start�deconstruction�in�Liverpool���Deconstruction�has�been�operating�in�Liverpool�since�May�2007.�

We�set�ourselves�a�target�of�75%�diversion�from�landfill�through�recycling�and�reuse�in�the�knowledge�that�we�would�have�deconstruction�operational�in�Liverpool.�Whilst�we�failed�to�achieve�this�target,�we�did�achieve�our�highest�ever�rate�of�diversion.�We�are�committed�to�maximising�our�diversion�rate�but�we�found�that�the�75%�target�we�had�set�based�on�our�action�learning�pilot�in�Liverpool�was�overly�ambitious.�For�2008/09�

27

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we�have�set�a�more�achievable�target�we�will�seek�opportunities�to�recycle�more�reducing�waste�to�landfill.�

�We�sent�more�pre�loved�furniture�items�to�Revive�in�2007/08�than�ever�before.�A�total�of�4,419�(3,265,�2006/07).�In�2008/09�we�will�focus�on�increasing�the�number�of�items�to�Revive.�This�part�of�our�work�has�significant�social�as�well�as�environmental�benefit�as�it�gets�furniture�to�low�income�households�as�well�as�diverting�waste�from�landfill.��

Bulky�Bob’s�Warrington������We�achieved�our�100%�reuse�and�recycling�of�white�goods�in�Warrington�target.�4,522�items�(6,051,�2006/07)�were�sent�to�CREATE�for�reuse�and�recycling.�CREATE�is�a�social�business�in�Speke,�south�Liverpool,�which�

refurbishes�white�goods�for�reuse.�High�quality�white�goods�are�then�sold�with�a�12�month�guarantee.�Reusable�parts�are�salvaged�from�low�quality�items�and�all�remaining�materials�are�recycled�through�approved�reprocessors.�

�We�exceeded�our�target�to�divert�10%�of�the�furniture�collected�in�Warrington�from�going�to�landfill.�This�is�very�encouraging�in�the�first�full�year�running�this�service.�We�achieved�the�target�by�maximising�reuse�of�suitable�items�and�recycling�the�materials�of�other�items.�The�volumes�of�furniture�we�collect�in�Warrington�are�low�but�we�are�confident�that�we�will�maintain�this�level�of�performance�next�year.���

Bulky�Bob’s�Oldham�This�year�we�increased�the�rate�of�diversion�from�landfill�that�we�achieved�in�Bulky�Bob’s�Oldham�from�21%�in�2006/07�to�25.4%.�We�also�increased�the�number�of�pre�loved�furniture�items�that�were�reused�to�1,038�

(406,�2006/07),�however�this�is�still�disappointingly�low�and�will�be�an�area�of�focus�for�2008/09.�Experience�in�other�areas�has�shown�that�it�takes�several�years�for�householders�to�pick�up�on�the�need�to�protect�items�from�the�weather�so�that�there�is�more�chance�of�the�being�reused.�We�are�working�with�Oldham�MBC�to�improve�this�communication�to�householders.�

Target:�Send�100�pre�loved�furniture�items�to�Revive�each�week���4,419�items�sent�to�Revive�in�2007/08,�an�average�of�85�each�week� Target:�Meet�reuse�and�recycling�rates�of�

10%�on�furniture�collected�in�Warrington���

Target:�Achieve�a�reuse�and�recycling�rate�of�25%���Reuse�and�recycling�rate�in�Oldham�was�25.4%

26%�of�the�furniture�we�collected�was�diverted�from�landfill�

During�2007/08�we�ran�a�number�of�small�scale�deconstruction�pilots�in�Oldham�but�we�have�not�yet�formalized�this�as�part�of�our�operational�model.�With�changes�to�the�management�structure�in�Oldham�in�2008/09�we�are�better�placed�to�consider�running�a�full�time�deconstruction�operation�in�the�future.�Target:�Maintain�100%�reuse�and�recycling�

of�white�goods�in�Warrington���100%�reuse�and�recycling�achieved�

Target:�Start�deconstruction�in�Oldham���

Sefton�Deconstruction�Pilot��The�pilot�deconstruction�project�that�was�established�in�Sefton�in�January�2007�came�to�

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an�end�in�August�2007.�Unfortunately,�we�found�that�the�model�was�not�viable�in�Sefton�the�long�term,�due�to�the�volumes�of�waste�that�were�collected�by�Sefton�Metropolitan�Borough�Council.�Despite�investing�resources�into�the�operation�and�looking�for�innovative�ways�to�make�it�more�sustainable,�we�suspended�the�operation.��The�Sefton�deconstruction�operation�gave�us�invaluable�learning�that�has�had�a�beneficial�impact�on�our�other�deconstruction�operations.��

Customer�satisfaction��In�2007/08�we�surveyed�residents�who�had�used�Bulky�Bob’s�Warrington,�Oldham�and�Liverpool�to�get�feedback�about�their�satisfaction�with�the�service.�We�had�not�surveyed�residents�from�either�Warrington�or�Oldham�in�the�previous�year�due�to�lack�of�resources,�so�we�prioritised�our�resources�to�focus�on�those�areas.�In�total�we�surveyed�144�residents,�73�from�Oldham,�52�from�Warrington�and�19�from�Liverpool.��Surveying�more�residents�in�all�our�Bulky�Bob’s�service�areas�will�be�a�priority�for�2008/09.��82%�of�the�144�residents�we�surveyed�said�that�they�found�the�overall�Bulky�Bob’s�service�

to�be�‘excellent’�or�‘very�good’�(88%,�2006/07).�

�56%�(65%,�2006/07)�said�that�our�crews�were�‘very�polite’�or�‘polite’�(n.b.�a�significant�proportion�of�our�customers�were�not�at�home�when�the�Bulky�Bob’s collection�was�made�–�33%�in�2007/08�and�28%�in�2006/07).�Householders�made�the�following�comments�about�the�service:�“Fantastic�service!”��“Delighted�with�how�quickly�and�carefully�items�were�removed.�Loaders�were�very�polite�and�helpful.”��“Annoyed�at�the�poor�service...The�service�needs�to�be�improved�to�stop�fly�tipping”�“Pleased�items�are�being�recycled;�will�be�using�the�service�again.”��We�also�sought�feedback�from�the�local�authority�stakeholders�about�the�quality�and�impact�of�the�service:��

“Bulky�Bobs�have�demonstrated�a�proactive�approach�to�recycling�and�constantly�look�for�new�and�innovative�ways�to�promote�sustainability�and�divert�/�reduce�or�re�use�waste.�The�deconstruction�programme�has�been�a�notable�success.“�

Target:�Engage�with�local�authority�and�households�to�receive�stakeholder�feedback�on�the�quality�and�impact�of�our�furniture���

�Andy�McCartan,�Liverpool�City�Council�

Waste�Electronic�and�Electrical�Equipment�In�2007/08�Bulky�Bob’s�continued�to�operate�a�pilot�Cathode�Ray�Tube�recycling�service.�This�developed�out�of�an�action�learning�project�that�started�in�February�2007�in�response�to�the�business�opportunities�created�by�the�transposition�of�the�EU�Waste�Electronic�and�Electrical�Equipment�(WEEE)�Regulations�into�UK�law.��We�treat�and�recycle�the�component�parts�of�items�such�as�TVs�and�computer�monitors.�With�experience�developed�throughout�the�year�Bulky�Bob’s�aims�to�secure�a�contract�to�provide�this�service�on�a�larger�scale�in�the�future.�Contracts�in�Merseyside�for�the�treatment�of�CRTs�are�part�of�a�large�Private�Finance�Initiative�(PFI)�scheme�to�provide�all�waste�services�in�Greater�Merseyside.��

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�Bulky�Bob’s�Business�Development�������We�have�not�added�any�other�additional�contracts�to�our�portfolio�this�year.�A�principal�focus�has�been�in�securing�our�Bulky�Bob’s�Liverpool�contract.�The�Bulky�Bob’s�Liverpool�contract,�our�longest�standing�operation,�was�awarded�in�2000�and�is�due�to�end�in�November�2008.�It�has�been�the�foundation�of�our�wider�successes�with�Bulky�Bob’s.�Our�hard�work�was�rewarded�as�we�were�successful�in�achieving�a�12�month�extension�to�the�contract�and�in�keeping�the�bulky�household�waste�collection�service�from�being�subsumed�into�a�wider�integrated�waste�management�contract�for�all�Liverpool�waste�services.�In�2008/09�we�will�be�working�even�harder�to�ensure�that�we�win�the�next�bulky�household�waste�collection�contract�in�Liverpool�when�it�is�reissued.���

�Deconstruction�services�are�an�integral�part�of�the�future�growth�of�Bulky�Bob’s.�We�were�ambitious�in�our�plans�to�begin�4�deconstruction�operations�this�year.�We�have�begun�one�in�Liverpool�and�are�committed�to�increasing�the�number�of�deconstruction�services�further�in�2008/09.�

�Operating�a�deconstruction�service�assists�in�producing�greater�rates�of�diversion from�landfill�but�we�have�found�it�difficult�to�reproduce�the�very�high�(70%)�rates�that�were�achieved�during�our�small�scale�action�learning�project�where�we�have�taken�the�deconstruction�service�to�a�greater�scale.�This�is�because�we�were�able�to�allocate�more�staff�

and�more�experienced�staff�during�the�action�learning�project�than�we�have�on�a�day�to�day�operational�level.�We�believe�that�we�will�need�to�invest�in�additional�technologies�to�reach�70%�(and�higher)�diversion�rates.�

Target:��Win�contracts�to�begin�4�new�deconstruction�services���Deconstruction�has�become�part�of�our�Liverpool�operation.�

We�are�excited�about�the�future�of�Bulky�Bob’s�and�have�ambitious�plans�for�growth.��Target:�Win�contracts�to�begin�2�new�

Bulky�Bob’s�services���No�new�contracts�were�won�in�2007/08�

As�Bulky�Bob’s�expands�in�scale�and�scope,�we�have�increasing�opportunities�to�divert�more�and�more�waste�from�landfill�and�bring�about�positive�environmental�change;�create�jobs�and�training�opportunities�for�people�from�socially�excluded�groups�and�make�more�pre�loved�furniture�available�to�low�income�households.�

Target:�Achieve�waste�diversion�rates�of�more�that�70%�on�operations�where�we�run�the�full�deconstruction�operation���

�Targets�2008/09�

� To�achieve�60%�diversion�from�landfill�each�month�in�Bulky�Bob’s�Liverpool��To�achieve�25%�diversion�from�landfill

Liverpool�deconstruction�service�achieved�a�diversion�from�landfill�rate�of�50%�

� �each�month�in�Bulky�Bob’s�Oldham��To�achieve�100%�diversion�from��landfill�each�month�in�Bulky�Bob’s�Warrington�White�Goods��To�achieve�10%�diversion� �from�landfill�in�Bulky�Bob’s�Warrington�Furniture�To�deliver�600�items�to�Revive�from��Bulky�Bob’s�Liverpool�each�month�

30

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� To�increase�the�number�of�pre�loved�items�rescued�from�Bulky�Bob’s�Oldham�to�110�per�week�

� To�win�contracts�to�begin�2�new�Bulky�Bob’s�operations�

� �

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2.3�Revive�������

Turnover�this�year�£126,619,�last�year�£138,719��Our�Revive�shop�is�our�presence�on�the�high�street�in�Liverpool�where�we�sell�quality�pre�loved�and�low�price�ex�catalogue�furniture�at�discount�prices�to�low�income�households.��We�target�our�bargains�at�people�who�are�most�in�need�of�furniture.�Our�pricing�policy�is�to�give�a�10%�discount�to�customers�in�receipt�of�benefit�and�a�20%�discount�to�customers�who�come�to�us�through�a�referral�agency�e.g.�Citizen’s�Advice�Bureau.�We�also�give�referral�agency�customers�a�free�delivery�service.��It�is�through�Revive�that�we�are�able�to�sell�the�good�quality�furniture�that�is�collected�by�Bulky�Bob’s.�We�have�also�sold�ex�catalogue�

stock�to�meet�customer�demand�and�to�create�choice�for�our�customers.��We�are�still�committed�to�finding�the�time�and�resources�to�publicise�Revive�to�referral�agencies�in�treaty�because�we�are�determined�to�get�our�furniture�out�to�the�people�who�need�it�most.���

� �

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Revive�Customers��This�year�3,653�(3,833,�2006/07)�customers�shopped�in�our�stores.�They�bought�4419�items�(3,265,�2006/07)�that�had�been�sourced�through�Bulky�Bob’s,�equating�to�94%�(79%,�2006/07)�of�sales.�Ex�catalogue�stock�equated�to�the�remaining�6%�(21%,�2006/07)�of�sales.��79%�of�customers�were�in�receipt�of�benefits,�pensioners�or�students.�A�further�3%�were�referred�to�us�by�a�network�of�agencies.�

�The�remaining�18%�of�customers�received�no�discount.��81%�of�sales�in�financial�terms�were�to�low�income�households,�compared�to�last�year’s�figure�of�82%.�The�primary�purpose�of�Revive�is�to�get�quality�pre�loved�furniture�to�low�income�households.�This�year�has�seen�a�4.5%�decrease�in�the�overall�number�of�customers.�We�are�committed�to�increasing�the�numbers�of�low�income�households�who�

use�Revive�in�2008/09,�particularly�working�with�our�range�of�referral�agencies�to�increase�the�number�of�referrals�that�they�make.��We�surveyed�51�of�our�customers�in�March�2008.��57%�shop�at�Revive�on�a�weekly�or�monthly�basis,�51%�said�that�if�it�was�not�for�Revive�they�would�be�forced�to�get�credit�to�buy�furniture�and�55%�said�they�would�take�between�one�month�and�over�one�year�longer�to�buy�furniture�from�an�alternative�store�if�it�were�not�for�Revive.�We�believe�that�this�is�because�they�would�not�be�able�to�find�items�of�the�quality�and�price�that�we�offer�elsewhere.

We�are�attracting�people�to�our�Revive�stores�for�a�range�of�reasons,�demonstrating�the�wide�appeal�of�the�store.�22%�of�customers�said�they�were�shopping�in�Revive�because�they�were�in�great�need�of�furniture�and�16%�said�they�choose�to�shop�there�because�of�the�price�of�the�products.�32%�were�opportunistic�browsers�‘having�a�look�around’.��

61%

3%

13%

5%

18%

Our�customers

Receive�benefits Referral Pensioner Student Non�low�income�households

Target:�To�achieve�at�least�84%�of�Revive�customers�from�low�income�households���82%�of�customers�were�from�low�income�households�(82%�2006/07)�

�The�main�benefit�customers�highlighted�of�shopping�at�Revive�was�that�it�‘makes�your�money�go�further’.�54%�of�customers�chose�value�for�money�over�factors�such�as�choice,�range,�recycling�issues�and�being�able�to�purchase�furniture�quickly.�

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Social�Return�on�Investment������We�used�the�SROI�tool�to�find�a�monetary�value�to�the�added�value�produced�by�our�Revive�Liverpool�store.���We�found�that�every�£1�spent�in�Revive�produced�a�social�return�of�£2.25�by�providing�high�quality�pre�loved�furniture�to�people�who�need�it�most.�This�social�return�is�produced�as�a�result�of�the�pricing�structure�which�gives�discounts�to�low�income�households�and�the�alternative�that�Revive�offers�to�people�who�would�otherwise�use�catalogue�and�credit�options�to�purchase�items.��Revive�remains�a�great�way�for�FRC�Group�to�achieve�our�social�objective�to�get�furniture�to�people�on�low�incomes.�Furthermore,�it�helps�to�achieve�a�key�environmental�objective�for�Bulky�Bob’s:�it�is�a�way�to�reuse�as�much�furniture�as�possible.�We�believe�that�reuse�is�a�better�environmental�option�than�recycling,�extending�the�life�of�an�existing�item�of�furniture.�We�remain�committed�to�offering�

the�best�product�choice�and�price�that�we�can�for�our�customers.��

Target:�To�calculate�the�Social�Return�On�Investment�of�Revive�stores���

Revive�Targets�2008/09��

� To�achieve�at�least�84%�of�Revive�customers�from�low�income�households�

�� To�calculate�the�Social�return�on�

Investment�of�Revive�Stores�

� �

34

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3.0�� Our�People���3.1�Our�Employees��FRC�Group�is�a�great�place�to�work�and�we�are�proud�to�win�awards�for�our�approach.�We�aim�to�create�a�fair�and�empowering�culture�for�all�our�staff.�On�1st�April�2007,�we�had�75�people�on�the�payroll�(73,�2006/07)�and�we�ended�the�year�with�85�(71,�2006/07).�Throughout�the�year�we�employed�a�total�of�114�people�(110,�2006/07).���We�had�14�(22,�2006/07)�new�permanent�starters�and�27�(20,�2006/07)�new�trainees.�We�also�took�on�62�short�term�work�placements�(8,�2006/07).���Our�employee�turnover�excluding�trainees�was�10%�(39%,�2006/07).�Twenty�five�people�(41,�2006/07)�left�throughout�the�year,�17�of�these�were�trainees�who�came�to�the�end�of�the�12�month�contracts�and�8�were�permanent�employees.�Of�the�8�who�left;�1�retired,�2�had�their�contracts�terminated�after�a�thorough�disciplinary�process,�4�left�for�new�jobs�and�1�resigned�without�having�a�job�to�go�to.�

�Understanding�why�staff�leave�remains�highly�important�to�us.�Exit�interviews�give�employees�chance�to�feedback�about�what�they�have�found�both�positive�and�negative�in�their�employment�at�FRC�Group.���Here’s�what�they�said�about�the�good�things�at�FRC�Group:��“great�people,�loved�this,�good�team”��“�awards,�values,�nature�of�the�business,�what�FRC�is�trying�to�do”��“people,�no�hassles,�allowed�to�get�on�with�it,�birthday�lunches”��“people,�the�relaxed�atmosphere�means�people�can�be�friendly”��“Friendship�and�encouragement�from�peers.�Lacked�vision�before�starting�here”��And�what�they�said�about�the�not�so�good�things:��“people�not�pulling�their�weight�puts�pressure�on�the�rest�of�the�team”��

“deciding�to�leave�–�was�upset�about�having�to�make�the�decision”��In�all�business�it�is�inevitable�that�employees�will�move�on�and�we�are�always�happy�to�see�leavers�moving�on�to�better�jobs�with�more�prospects�and�using�the�experience�and�training�at�FRC�Group�to�do�this.�We�view�the�feedback�as�a�useful�insight�to�improve�how�we�treat�our�remaining�employees.��

Employee�Feedback�Striving�to�be�a�great�place�to�work�includes�listening�to�employees.�We�do�this�every�year�in�our�annual�employee�survey.�This�year�we�asked�our�employees�what�they�thought�of�FRC�Group,�their�terms�and�conditions,�training,�supervision�and�our�values�culture.��88%�responded.�

35

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70

75

80

85

90

95

2004/05 2005/06 2006/07 2007/08

%

It�is�important�to�me�that�my�work�is�useful�to�other�people�as�it�makes�coming�into�work�worthwhile,�I�am�not�only�interested�in�

pay/conditions

Being�Proud�of�FRC��

� 92%�of�staff�said�that�it�was�important�to�them�that�their�work�was�useful�to�others�(79%,�2006/07)�

� 90%�would�speak�highly�about�to�Group�to�others�(90%,�2006/07)�91%�said�they�had�a�clear��understanding�of�FRC�Groups�goals�(not�asked�in�2006/07)�95%���management�keeps� �me�informed�about�important�issues�and�changes�(85%,�2006/07)�90%���management�shows

� �

� e�here�are�willing�to�give�extra�to�get�the�job�done�(91%,2006/07)�

� �appreciation�for�good�work�and�extra�effort�(83%,�2006/07)�71%���management�ge� nuinely�seeks�and�responds�to�suggestions�and������ideas�(73%,�2006/07)�77%���people�are�

75

80

85

90

95

%

Percentage�of�staff�who�would�speak�highly�about�FRC�Group�to�people�outside�of�the�organisation

2004/05 2005/06 2006/07 2007/08

� encouraged�to�balance�their�work�life�and�personal�life�(80%,�2006/07)�93%���everyone�has�� an�opportunity�to�get�special�recognition�(83%,�2006/07)�85%���I�am�treated�as�a�full�member��here�regardless�of�my�position�(92%,�2006/07)�93%���peopl

36

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� 91%���I�feel�good�about�the�ways�we�contribute�to�the�community(88%,�2006/07)�

� 71%���people�care�about�each�other�here�(88%,�2006/07)�

�Em y �about�

I�stay�as�I�like�to�think�what�I’m�doing�is�

e”�

de�

�.�

�hould�not�determine�your�future.�It�should,�

�now.�

The ly�decreased in�

e��

�is�vital�that�every�staff�member�has�an��receive�feedback�

e�

(HiG)�

)�of��

staff�and�management�

ssues�honestly�and�openly�at�anytime”�

provements�but�wait�for�the�HiG”�

�to�

speak�freely”��

plo ees�also�made�the�following�commentsworking�at�FRC�Group:�

“worthwhile�and�for�the�good�of�the�people�who�are�less�fortunate�than�m

“Pleasant�working�environment�and�outsiareas.�Local�with�good�transport�links.”��“Treated�well�and�the�company�is�fair�with�employees�who�have�families.�FRC�friendly�and�welcoming�place�to�work.”�“I�stay�because�of�the�general�culture�of�thebusiness,�quarterly�events,�birthday�lunches”�

University�for�the�People�We�believe�that�to�progress�at�work,�your�pastsinstead�be�your�efforts�in�the�here�andTo�do�this,�worthwhile�training�and�personal�development�opportunities�are�crucial�and�we�

develop�our�employees�through�corporate�University�for�the�People.�Our�university�provides�professional�and�personal�development�opportunities�throughthe�day�and�hobby,�health�and�cultural�activities�after�work.�We�want�employees�to�develop�their�interests�outside�of�work�and�develop�a�better�work�life�balance.��This�year�our�university�delivered:���

� 389�(467,�2006/07)�courses2480�hours�(2206,�hours�

�in�total,�2006/07)�

� 290�courses�(400,�2006/07)�were�worelated�and�99�(67,�2006/07)�were�

rk�

hobby�related�� 171�(162,�2006/07)�of�the�work�

related�courses�were�for�trainees�

�number�of�training�hours�significant�this�year�due�to�a�reduction�in�

house�training�on�health�and�safety�and�thsafe�loading�of�vehicles�for�our�logistics�teamwhich�was�delivered�in�2006/07.��

How’s�it�Going�Itopportunity�to�give�andabout�their�performance�at�work.�Our�approach�to�staff�appraisals�is�an�innovativ

one.�Each�year�we�run�‘How’s�it�Going’�sessions�for�teams�and�individuals.�These�structured�conversations�are�an�opportunity�for�teams�and�individual�staff�members�to�discuss�their�performance,�their�personal�development�and�their�view�of�FRC�Group�as�an�employer.�This�year�95%�(95%,�2006/07staff�surveyed�agreed�that�How’s�It�Going�wasa�fair�way�to�discuss�progress�at�work.�(The�other�5%�did�not�have�a�HiG�this�year).��They�also�commented:�

“Very�good�as�it�shows�care”��“Always�given�the�chance�to�discuss�concerns�nd�ia

“An�inspiration�for�both�parties�to�have�their�ay�about�the�job�and�working�environment”s�“The�training�given�is�great”��“Gives�the�opportunity�for�immportant�issues�shouldn’t�i�“Perhaps�a�different�Team�Leader�should�takeHiG’s�for�different�teams�as�it�may�be�easier�

37

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�FR ities�em

was�1:1.8�n�increase�on�last�year’s�ratio�of�1:2.6.��

��

aft�diversity�policy�and�an�action�plan�to�improve�the�diversity�of�the�Group’s��

��of�

and�Oldham�9%�and�14%�of�citizens�are�from�ethnic�m ectively.�

was�1:1.8�n�increase�on�last�year’s�ratio�of�1:2.6.��

��

aft�diversity�policy�and�an�action�plan�to�improve�the�diversity�of�the�Group’s��

��of�

and�Oldham�9%�and�14%�of�citizens�are�from�ethnic�m ectively.�

C�Group�strives�to�be�an�equal�opportunployer�and�encourage�diversity.�On�31st�

March�2008�our�female:male�ratio�yer�and�encourage�diversity.�On�31st�

March�2008�our�female:male�ratio�aa�Amongst�the�13�people�with�managerial�responsibilities�the�female:male�ratio�increased�to�1:1�from�last�year’s�1:1.1�as�there

�Amongst�the�13�people�with�managerial�responsibilities�the�female:male�ratio�increased�to�1:1�from�last�year’s�1:1.1�as�there

are�now�more�women�with�management�and�supervisor�responsibility.�are�now�more�women�with�management�and�supervisor�responsibility.���

Diversity�Diversity�We�asked�employees�to�give�feedback�on�the�Group’s�approach�to�diversity�by�asking�them�did�they�agree�with�the�statement�“I�believe�I�have�not�been�discriminated�against�on�the�basis�of�age,�ethnic�origin,�gender,�disability.”Clearly�our�employees�do�not�feel�that�discrimination�due�to�age,�ethnicity,�gender�or�disability�are�an�issue�at�FRC�Group.�

We�asked�employees�to�give�feedback�on�the�Group’s�approach�to�diversity�by�asking�them�did�they�agree�with�the�statement�“I�believe�I�have�not�been�discriminated�against�on�the�basis�of�age,�ethnic�origin,�gender,�disability.”Clearly�our�employees�do�not�feel�that�discrimination�due�to�age,�ethnicity,�gender�or�disability�are�an�issue�at�FRC�Group.���

�In�October�2007�we�introduced�a�comprehensive�diversity�monitoring process�for�all�staff�at�FRC�Group.�It�was�then�used to�

�In�October�2007�we�introduced�a�comprehensive�diversity�monitoring process�for�all�staff�at�FRC�Group.�It�was�then�used to�

Achievement�2007/08��Introduce�diversity�monitoring�by�

produce�a�drproduce�a�dr

workforce.��This�year�across�the�Group�1.5%�(9%,�2006/07)�of�the�staff�we�employed�were�from�ethnic�minority�groups.�Of�this�1.7%�(7%,�2006/07)�ofour�Liverpool�staff�and�0%�(17%,�2006/07)our�Oldham�staff�were�from�minority�groups�the�figures�for�2007/08�are�based�on�permanent�staff�only.�In�Liverpool�

workforce.��This�year�across�the�Group�1.5%�(9%,�2006/07)�of�the�staff�we�employed�were�from�ethnic�minority�groups.�Of�this�1.7%�(7%,�2006/07)�ofour�Liverpool�staff�and�0%�(17%,�2006/07)our�Oldham�staff�were�from�minority�groups�the�figures�for�2007/08�are�based�on�permanent�staff�only.�In�Liverpool�

Achievement�2007/08��100%�of�staff�see�their�HiG�as�a�fair�way�to�discuss�

October�2007����their�progress�at�work�

Achieved����it�Going�this�95%�of�staff�had�a�How’s

year�–�they�all�thought�it�was�a�fair�way�to�discuss�their�progress�at�work�

Achievement�2007/08�Write�a�Group�diversity�action�plan�by�December�2007���

70

75

80

85

90

95

100

Age Ethnic�origin Gender Disability

or�strongly�agr work�place�is�reated�fairly�regar

Percentage�of�staff�who�agree�t

ee�that�everyone�in�the�inority�backgrounds�respinority�backgrounds�respdless�of...

Achievement�2007/08���policy�by�

August�2007���Draft�policy�produced

Publish�Group’s�diversity

2005/06

2006/07

2007/08

38

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�In�total�22%�(31%�2006/07)�of�all�trainees�recruited�in�Liverpool�and�Oldham�were�from�the�area’s�Black�and�Minority�Ethnic�(BME)�communities�–�32%�(22%,�2006/07)�in�Liverpool�and�0%�(36%,�2006/07)�in�Oldham.�There�remains�a�challenge�for�us�to�encourage�individuals�from�ethnic�minorities�to�join�FRC�Group.�We�believe�we�have�done�well�but�there�is�room�for�improvement�and�we�will�continue�to�make�it�a�priority�for�2008/09.��As�well�as�a�commitment�to�our�BME�targets,�we�continued�to�concentrate�our�efforts�in�recruiting�more�women�on�to�our�logistics�training�programme.��We�interviewed�seven�women�(3,�2006/07)�for�training�places�and�recruited�one�trainee��(0,�2006/07)�in�Oldham.�

Targets�2008/09�� 33%�of�trainees�from�BME�groups�Achievement�2007/08�

33%�of�trainees�to�be�recruited�from�BME�communities�on�Merseyside�and�

� 10%�of�trainees�women�� 100%�of�staff�to�have�diversity�training�

100%�of�staff�to�have�a�How’s�it�Going�Oldham��22%���

consultation�with�their�team�leader�

39

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3.2�Our�Values��Our�values�show�how�we�want�to�run�our�business�with�passion,�creativity,�professionalism�and�bravery.�They�help�us�define�FRC�Group�and�our�people���our�beliefs�in�action.�They�give�us�a�system�to�recognise,�reward�and�celebrate�our�employee’s�outstanding�work�and�improve�their�performance.��During�2006/07,�we�continued�to�recognise�outstanding�individual’s�work�with�values�awards�given�out�by�team�leaders�and�managers�on�an�ad�hoc�basis�and�at�monthly�staff�meetings.�Each�month�we�celebrated�Employee�of�the�Month�and�in�July�2007�held�our�annual�Employee�of�the�Year�celebrations.��We�are�committed�to�attracting�and�recruiting�the�right�people�to�maintain�the�shared�culture�of�the�Group�to�do�this�we�continued�to�run�values�days�during�our�recruitment�process�believing�that�this�approach�helps�us�see�applicants’�beliefs�and�passions.�In�this�way�we�can�identify�the�people�that�will�contribute�most�positively�to�our�culture.�This�is�particularly�important�for�certain�posts�such�as�managers�and�team�leaders�who�must�not�only�agree�with�our�values�but�also�lead�by�

example�to�embed�our�values�behaviours�within�their�teams.��Throughout�the�year�team�leaders�rewarded�team�members�with�total�of�319�values�awards�(296,�2006/07).�Of�these,�58�were�for�Bravery�(41,�2006/07),�21�for�Creativity�(32,�2006/07),�113�for�Passion�(90,�2005/06)�and�113�for�Professionalism�(149,�2006/07).��The�remainder�were�awarded�to�people�nominated�for�Employee�of�the�Month�or�Top�Trainee.�Whilst�the�total�number�of�awards�remain�high�and�has�increased�on�2007/08�there�is�still�an�in�balance�in�the�number�of�awards�given�for�each�value.�

���������

Achievement�2007/08�100%�increase�in�the�number�of�bravery�and�creativity�awards�given�out�to�employees�����Bravery�awards�up�by�41%���Creativity�awards�down�by�35%���

������

020406080

100120140160

Bravery Creativity Passion Professionalism

Values�awards�2006�2008

06/07

07/08

40

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We�failed�to�increase�the�number�of�awards�for�creativity�where�staff�are�expected�to�“suggest�new�ways�of�doing�old�things,�have�ideas�and�make�them�happen�and�take�an�interest�in�how�other�companies�do�things”�and�did�not�meet�our�target�on�Bravery.��We�are�determined�to�improve�on�these�values�awards�in�2007/08.���������There�are�6�staff�and�7�trainees�in�Oldham�and�throughout�the�year�they�were�awarded�a�total�of�29�values�awards�(26,�2006/07)�bravery�6�(3,�2006/07),�passion�14,�(8,�2006/07)�professionalism�8�(15,�2006/07)�and�creativity�1(0,�2006/07).�Clearly�we�need�to�do�more�work�at�ensuring�staff�in�Oldham�demonstrate�FRC�Group’s�values�behaviours�and�the�number�of�values�awards�increases�in�2008/09�as�well�as�the�balance�of�behaviours�and�the�subsequent�rewards��

Employee�of�the�Month�Each�month�we�asked�team�leaders�to�nominate�an�employee�who�they�believe�had�demonstrated�all�four�of�FRC�Group�values�throughout�the�month.�The�Group’s�Directors�then�decide�on�a�winner�who�is�announced�to�all�staff�at�our�monthly�Employee�of�the�Month�meeting.��Here�is�why�one�winner�was�nominated�by�his�team�leader:��“During�the�recent�problems�with�the�email�server�and�the�network�Ian�coped�extremely�well.�Ian�does�not�have�an�IT�background�and�only�works�in�IT�part�time.���He�handled�the�situation�really�well�by�being�professional,�remaining�calm�during�a�stressful�time,�brave�by�tackling�the�problem�to�the�best�of�his�ability�without�looking�for�support�at�the�first�sign�of�difficulty,�passionate�by�devoting�extra�time�to�the�problem�outside�of�his�normal�working�hours�and�creative�in�his�approach�to�trying�to�solve�the�problem.��This�is�typical�of�Ian's�approach�to�his�work�as�he�has�been�performing�extremely�well�whilst�working�in�IT�and�has�coped�with�solving�some�

difficult�problems�whilst�also�working�on�the�new�network�for�Cycling�Solutions.”��Phil�Tottey,�Finance�Director�about�Ian�Carter,�Employee�of�the�Month�November�2007.���

Annual�values�awards�In�July�2007,�our�employees�nominated�the�colleagues�who�they�thought�had�been�the�most�brave,�creative,�passionate�and�professional�consistently�throughout�the�year.�A�panel�of�judges�drawn�from�departments�across�the�Group�considered�every�nomination�and�voted�anonymously�for�the�four�winners�and�then�an�overall�winner�the�Employee�of�the�Year.�

Achievement�2007/08�Ensure�that�our�Oldham�operation�develops�the�mature�values�culture�that�we�have�on�Merseyside���

��Here’s�what�two�of�our�winners�said�about�their�awards:��“I�felt�it�was�a�lovely�honour�to�win�the�award�as�my�colleagues�had�voted�for�me�and�I�felt�that�all�the�hard�work�had�been�recognised.”�

Niki�Hough,�Finance�Team�Leader�

Employee�of�the�Year�2007�

��

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“I�was�amazed�and�astounded�to�have�won�the�Passion�award�as�I�hadn't�been�with�the�Group�that�long���months���I�felt�I�had�really�made�a�great�start�to�my�new�job�and�that�is�how�I�wanted�to�continue,�always�giving�my�best.”�

Sam�Stanford,�Reception�Passion�Award�Winner�2007��

Employee�feedback�For�us�to�monitor�the�success�of�our�culture�it�is�vital�that�we�get�feedback�from�our�employees.�The�following�results�show�the�percentage�of�staff�who�agree�with�the�following�statements.��“The�people�here�are�passionate�and�really�believe�in�helping�low�income�families�and�unemployed�people.”�87%�(82%,�2006/07).��“As�a�company�we�are�creative,�we�come�up�with�good�new�ideas�and�find�clever�ways�of�dealing�with�problems.”�82%�(86%,�2006/07).��“We�are�professional,�the�quality�of�what�we�do�is�consistently�high�and�we�are�always�trying�to�improve.”�76%�(86%,�2006/07).��

“We�are�brave,�we�face�up�to�problems,�we’re�not�afraid�to�take�risks�and�admit�when�we�are�wrong.”�71%��(84%,�2006/07).�

Ninety�three�percent�(89%,�2006/07)�said�that�they�had�received�at�least�one�values�award�during�the�year�and�made�the�following�comments�about�this:��“A�really�good�idea�as�it�shows�sometimes�other�people�appreciate�you�and�your�work.”�

“It�makes�you�feel�like�your�work�is�worthwhile.”�

�“It’s�a�great�idea�as�the�awards�help�keep�everyone�motivated.”��“Pointless�as�insignificant�things�are�gaining�people�awards.”��“It’s�nice�to�receive�recognition�for�your�work,�however,�the�awards�aren’t�taken�too�seriously�and�so�don’t�motivate�employees�too�much.”��“The�values�awards�are�OK;�I�think�employees�should�get�a�bonus�at�Christmas�and�in�the�summer�as�that�would�show�that�all�are�appreciated�not�just�those�that�others�have�nominated.”�

Once�again�the�facts�and�figures�on�our�values�performance�show�the�extent�to�which�we�have�embedded�this�culture�in�our�business.�The�challenge�for�us�in�2008/09�is�to�be�better�at�encouraging,�recognising�and�rewarding�the�bravery�and�creativity�of�our�staff�and�whilst�employee�comments�about�our�passion�and�creativity�are�consistent�with�the�previous�year.�In�2008/09�we�need�to�work�at�increasing�the�number�of�staff�who�believe�we�are�a�brave�and�professional�company.��

Values�Priority�2008/09��

� Review�the�validity�of�our�values�definitions�with�staff�and�redefine�them�if�required�

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3.3�Our�Training�Programme

Driving�Change�FRC�Group�offers�salaried�training�opportunities�to�socially�excluded�people.�Through�our�“Driving�Change”�programme,�we�employ�individuals�for�12�months�and�give�them�a�job�and�a�structured�training�programme�so�they�gain�transferable�professional�skills�and�qualifications.�These�include�Large�Goods�Vehicle�Class�II�licence,�forklift�truck�qualifications�–�HIAB�and�ADR.��Through�this�intermediate�labour�market�(ILM)�programme�we�recruit�individuals�from�long�term�unemployment�and�give�them�a�job�in�our�logistics�team�working�in�our�Bulky�Bob’s�and�our�Furniture�Resource�Centre�business,�collecting�and�delivering�furniture.�Our�trainees�work�at�the�forefront�of�the�business�and�are�given�opportunities�to�become�part�of�an�established�team�doing�a�real�job,�gaining�real�work�experience�and�given�a�real�chance�to�carve�out�a�better�future�for�themselves.�In�doing�this�we�raise�individuals’�skill�levels,�motivation�and�confidence�and�embed�a�work�ethic.�They�then�have�a�better�chance�to�compete�more�effectively�for�employment�opportunities�and�start�a�career�in�logistics�–�an�industry�where�

qualifications�are�often�expensive�and�beyond�the�reach�of�beginners.��Throughout�the�year�41�individuals�took�part�in�the�training�programme�and�worked�either�in�our�Liverpool�or�Oldham�Bulky�Bob’s�businesses.��We�are�committed�to�recruiting�trainees�from�socially�excluded�groups.�This�means�individuals�who�were�unemployed�for�more�than�12�months�and,�in�particular,�individuals�from�the�black�and�minority�ethnic�(BME)�community�and�women,�both�groups�are�under�represented�in�the�logistics�industry.�In�2007/08�we�set�ourselves�stretching�targets�around�the�diversity�of�our�trainees.�������

��

We�ran�3�open�days�for�applicant�trainees�both�in�Merseyside�and�Oldham,�and�received�288�applications�for�25�positions;�we�also�interviewed�90�applicants�including�7�women.�We�selected�individuals�who�demonstrated�a�commitment�to�a�career�in�logistics.���Over�the�course�of�2007/08�we�employed�a�total�of�41�(31,�2006/07)�individuals�in�Merseyside�and�Oldham.�Of�the�27�trainees�we�recruited�5�had�been�unemployed�for�7�12�months�(1�in�2006/07),�11�had�been�unemployed�for�12�to�24�months�(16�in�2006/07)�and�11�for�over�2�years�(3�in�2006/07).�In�2007/08�Merseyside’s�unemployed�rate�at�4.1%�still�remained�0.7%�higher�than�the�national�average�of�3.4%.�Oldham’s�unemployed�rate�was�4.4%.1��Target:�5%�of�ILM�trainees�to�be�women�

���5%�of�our�trainees�were�women�

Driving�Change�is�about�providing�an�opportunity�for�people�to�change�their�lives.�As�part�of�our�commitment�to�continuous�improvement,�there�have�been�a�number�of�significant�changes�to�how�we�have�run�the�programme.��Target:�33%�of�ILM�trainees�to�be�from�a�

Black�and�Minority�Ethnic�group����24%�of�our�trainees�were�from�a�Black�and�Minority�Ethnic�group�

�Achieving�the�coveted�LGV�Class�II�licence�is�the�pinnacle�of�the�Driving�Change�

1�Liverpool�Economic�Review�2007/08,�Oldham�Economic�Review�2007/08�

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Programme�for�trainees.�We�wanted�to�increase�our�social�impact�by�maximising�the�chance�of�our�trainees�achieving�this,�so�in�2007/08�we introduced�a�target�that�50%�oftrainees�should�be�taken�on�as�“Driver�/�Loaders”.���Driver�/�Loaders�are�trainees�who�already�have�a�car�licence�and�are�aiming�to�pass�the�LGV�Class�II�during�their�12�month�training�contract.���������This�year�for�the�first�time�ever,�a�trainee�gained�both�car�and�LGV�II�licences�during�the�12�month�programme.�Sartaj�Zazai,�a�former�refugee�from�Afghanistan�whose�first�language�is�not�English,�achieved�both�licences�within�a�year�and�received�a�“highly�commended”�accolade�at�the�Edge�Upstarts�Trainee�of�the�Year�2007�awards.��

Qualifications�We�want�our�trainees�to�receive�the�best,�most�relevant�and�transferable�training�whilst�they�are�here.�As�well�as�offering�LGV�Class�II�we�offer�a�range�of�qualifications�to�enhance�their�chances�of�gaining�sustainable�employment�when�they�leave.�This�includes�training�in�first�aid,�health�and�safety�and�tachograph�training.�Throughout�the�year�41�(Liverpool�and�Oldham�total)�trainees�gained�a�total�of�171�qualifications�between�them�(162,�2006/07)�an�average�of�4.1�qualifications�(5.2,�2006/07).���The�average�rate�of�qualifications�appears�to�have�reduced�this�year,�but�this�is�explained�by�our�recruitment�and�reporting�schedules.�Our�recruitment�of�trainees�does�not�coincide�with�the�financial�year�calendar�and�the�programme�is�structured�such�that�a�larger�number�of�qualifications�are�completed�during�the�first�few�months�of�the�programme.��Last�year�we�redesigned�our�training�programme�and�introduced�a�“Driving�Change�Logbook”�to�enable�individual�trainees�and�their�assigned�Driver�Mentor�Assessor�(DMA)�to�record�monitor�and�identify�areas�for�improvement�in�their�driving.���

We�set�targets�for�first�time�passes�for�both�car�and�LGV�II�licences�for�the�first�time.��������

Target:�Trainees�to�achieve�a�60%�first�time�LGV�II�pass�rate���The�overall�first�time�LGV�II�pass�rate�was�20%�(25%�in�Liverpool�and�0%�in�Oldham)�

��������

Target:�Trainees�to�achieve�a�60%�first�time�car�licence�pass�rate���The�overall�first�time�car�licence�pass�rate�was�50%�(66%�in�Liverpool�and�33%�in�Oldham)

Target:�50%�of�all�trainees�to�be�taken�on�as�Driver�/�Loaders���Overall�50%�of�all�trainees�were�taken�on�as�Driver�/�Loaders.�In�Liverpool�this�was�60%�and�in�Oldham�29%.�

�Overall�we�did�not�meet�either�target�but�we�know�that�in�Liverpool,�where�the�structure�of�the�logistics�team�and�the�size�of�the�Bulky�Bob’s�vehicles�means�that�trainees�have�more�practice�driving�time�in�the�large�vehicles�with�their�DMA,�the�first�time�pass�rates�were�higher.�In�the�case�of�achieving�a�60%�first�time�car�licence�pass�rate,�Liverpool�trainees�exceeded�the�target.��We�are�committed�to�developing�the�Driving�Change�Logbook�system�and�using�it�to�increase�the�motivation�of�the�trainees�and�to�increase�their�readiness�

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to�pass�first�time.�In�Oldham,�we�will�be�increasing�the�number�of�intensive�training�days�that�the�trainees�have�with�the�LGV�Class�II�instructor�from�3�days�to�5.��Trainee�progress�is�reviewed�every�six�weeks�by�the�trainee�together�with�their�DMA�and�a�member�of�the�People�&�Learning�Team.�DMAs�have�first�hand experience�of�workingwith�the�trainees�in�their�day�to�day�jobs.�In�reviews�our�trainees�said:��“Self�confidence�has�gone�up�since�starting�here”��“I�feel�much�fitter�since�I�started�work�here”��“I’m�confident�that�I’ll�be�able�to�find�work�when�I�finish�here”��

Leavers��77%�of�leavers�went�into�employment�or�further�training.�This�is�calculated�based�on�all�trainees�who�leave�during�2007/08*2�

2�We�publish�a�figure�based�on�the�percentage�of�all�leavers/graduates�who�were�in�employment�or�further�training�on�April�30th�2008.�

We�also�monitor�how�our�graduates,�the�people�who�complete�the�12�–month�training�programme,�fare�in�the�labour�market.�In�2007/08,�85%�of�our�graduates�went�in�to�employment�or�education.*2�

�We�are�committed�to�track�graduates�for�up�to�18�months�after�they�leave�us.�We�get�in�touch�with�them�6,�12�and�18�months�after�they�leave�us�to�get�feedback�on�where�they�are�working�and�how�useful�they�found�our�programme.�In�2007/08�we�had�a�30%�response�rate�(44%,�2006/07).�Of�the19�respondents�80%�were�still�in�employment�(81%,�2006/07).�100%�felt�that�they�can�work�better�in�a�team�compared�to�last�year�and�can�communicate�better�(100%,�2006/07)�and�100%�said�that�they�feel�more�motivated�and�that�their�self�esteem�is�higher�(90%,�2006/07).�Asked�to�comment�on�their�quality�of�life,�93%�of�past�trainees�said�that�their�quality�of�life�is�better�now�than�it�had�been�before�(100%,�2006/07).�Our�graduate�trainees�said:��“Without�the�training�I�got�at�FRC�Group�I�would�not�have�the�job�I�have�at�the�moment”��“I�use�most�of�the�skills�I�gained�at�FRC�everyday”�

Target:�Renegotiate�and�evaluate�all�training�contacts�and�providers�by�April�2008���The�People�&�Learning�Team�evaluated�all�training�contracts�and�providers.�This�lead�to�some�changes�to�the�delivery�of�the�training�programme.�

Funding�We�continued�to�use�a�mixture�of�grants�and�training�contracts�plus�our�own�financial�contribution�to�run�our�“Driving�Change”�training�programme.�European�Social�Funding�(ESF)�and�Neighbourhood�Renewal�Funds�(NRF)�contributed�towards�the�salary�and�training�costs�of�trainees�on�our�(ILM)�programmes�in�Liverpool�and�Oldham.���The�European�Social�Fund�finances�allocated�to�Merseyside�is�reducing�as�part�of�the�end�of�Objective�One�status�for�Merseyside.�We�were�successful�in�gaining�an�ESF�contract�extension�to�July�31st�2008.��As�a�consequence�we�sourced�additional�funding�through�Liverpool�City�Council�South�Central�Transitional�Employment�Programme�to�contribute�towards�the�salary�and�training�costs�of�

Target:�Achieve�a�rate�of�75%�of�trainees�into�employment�or�education���

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trainees.�We�secured�a�total�of�£150,930�funding�for�the�year.��For�2007/08�we�calculated�the�true�full�cost�to�FRC�Group�of�running�a�training�programme�is�£340k.�This�takes�into�account�all�the�relevant�staff�and�the�time�they�dedicate�to�run�the�programme.�

�Warehouse�Training�Programme�Building�on�the�success�of�“Driving�Change”,�we�launched�a�pilot�training�programme�in�warehousing�skills�in�January�2007.�In�the�recruitment�and�delivery�of�“Driving�Change”�we�had�identified�that�there�is�a�group�of�people within�the�socially�excluded�long�term�unemployed�who�do�not�have�the�basic�skills�(numeracy�and�literacy)�required�to�be�suitable�for�“Driving�Change”.�In�response,�we�developed�a�modular�training�programme�that�would�give�people�relevant�logistics�and�warehousing�skills�and�qualifications.��Training�and�salary�costs�for�the�6�month�programme�for�5�people�were�met�through�a�training�contract�with�Liverpool�City�Council.�Qualifications�gained�included�first�aid,�manual�handling,�forklift�truck�licences�in�HIAB�

and�ADR.�We�also�provided�numeracy�and�literacy�training�as�well�as�personal�development�coaching�through�a�bespoke�neuro�linguistic�programming�(NLP)�course�designed�to�overcome�self�limiting�beliefs.��Warehouse�trainees�were�also�supported�by�a�one�to�one�‘buddy’�–�a�workplace�mentor.�This�was�a�full�time�employee�from�any�part�of�FRC�Group�who�met�with�the�trainee�on�a�regular�basis�to�speed�up�their�induction�in�to�the�company,�help�them�to�map�out�their�goals�and�what�they�wanted�to�achieve�and�as�a�first�port�of�call�for�general�help�and�advice.�We�found�‘buddies’�to�be�beneficial�to�both�the�trainees�and�the�buddies�and�intend�to�have�‘buddies’�for�“Driving�Change”�trainees�in�the�future.����

Placements�Offering�placements�to�long�term�unemployed�people�fits�in�well�with�our�social�inclusion�agenda�and�enables�individuals�with�low�skills�and�confidence�to�gain�skills,�while�providing�a�taster�of�working�in�a�business�and�gain�the�confidence�to�move�in�to�long�term�training�or�employment.���

This�year�it�has�become�more�important�as�we�have�increased�the�numbers�of�placements�we�offer�and�have�evaluated�the�structure�of�the�placement�to�increase�the�social�added�value.�We�have�formalised�the�induction�period�and�improved�the�quality�of�the�experience�by�making�a�commitment�to�increasing�the�placement’s�knowledge�of�our�activities�and�being�clear�about�what�they�will�get�out�of�it.��We�work�with�a�range�of�agencies�that�support�people�from�various�backgrounds:�young�people�who�are�not�in�education,�employment�or�training,�school�aged�young�people�from�pupil�referral�units,�ex�offenders,�people�with�a�history�of�substance�abuse.�In�2007/08,�62�people�had�work�placements�with�us.�Placements�are�generally�short�term,�between�2�and�12�weeks�with�some�working�in�the�office�and�some�in�the�warehouse.�We�encouraged�work�placements�to�apply�for�a�place�on�our�ILM�trainee�programme�and�2�people�who�originally�came�to�us�as�placements�were�recruited�as�trainees�in�July�2007.��The�cycle�of�trainee�recruitment�to�our�ILM�programme�meant�that�we�did�not�have�any�vacancies�between�July�2007�and�March�2008,�

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so�we�were�unable�to�recruit�any�placements�to�the�programme�during�this�time.��We�are�confident�that�during�the�2008/09�recruitment�to�the�ILM�training�programme�that�we�will�again�receive�applications�from�people�who�have�gained�experience�with�us�on�work�placements.��Our�training�programmes�are�an�integral�part�of�how�we�achieve�our�aim�of�being�great�for�people.�Through�offering�training�contracts�we�give�people�the�opportunity�and�support�to�make�real�changes�to�their�lives�and�their�families’.�Increasingly,�offering�work�placements�to�people�with�low�skills�and�from�offending�or�at�risk�backgrounds�increases�the�impact�we�can�make.�We�will�continue�to�provide�these�opportunities�and�maximise�the�efficacy�of�the�training�and�mentoring�we�give.�

�Training�Targets�2008/09�

� Achieve�a�retention�rate�of�89%�for�trainees���

� Achieve�a�rate�of�75%�of�trainees�into�further�training�or�employment��

� Achieve�a�rate�of�89%�of�graduates�in�to�further�training�or�employment�

s�

� 10%�of�ILM�trainees�to�be�women�

Black�nd�Minority�Ethnic�Group�

�� Achieve�an�average�of�5�qualifications

per�graduate��

� 50%�of�all�trainees�to�be�taken�on�as�Driver/Loader�

� Trainees�to�achieve�a�60%�first�time�LGV�II�pass�rate��

� Trainees�to�achieve�a�60%�first�time�car�pass�rate��

���������������

��

� 3%�of�ILM�trainees�to�be�from�a�3a�

� 100%�of�trainees�to�have�a�review�every�6�weeks.�

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3.4�Health�and�Safety��Attention�to�health�and�safety�makes�good�business�sense�and�our�performance�in�this�area�is�regarded�as�important�as�any�other�business�objective.�This�year,�through�our�induction�process�we�continued�to�train�all�new�staff�on�health�and�safety�matters�and�also�a�refresher�course�for�all�logistics�and�warehouse�employees.�

�The�Group’s�Health�and�Safety�committee�met�4�times�in�the�year,�reviewing�health�and�safety�performance�and�showing�staff�feedback�and�ideas.�We�continued�to�report�our�health,�safety�and�environmental�performance�on�a�regular�basis�to�all�employees�through�team�briefings�and�the�monthly�staff�newsletter.�Groundwork�Wirral�remained�our�professional�health�and�safety�advisors.�

�The�Group�Health�and�Safety�Officer�continued�to�oversee�health�and�safety�matters�across�FRC�Group.�The�number�of�Fire�Marshals�and�qualified�First�Aiders�on�all�sites�across�the�Group�remained�at�3�Fire�Marshalls�and�4�First�Aiders.���Throughout�the�year�our�Liverpool’s�Bulky�Bob’s�collections�and�warehouse�operations�were�subject�to�one�in�depth�health�and�safety�check�by�Liverpool�City�Council.�After�June�and�November’s�observational�checks�no�recommendation�for�improvements�were�made�by�Liverpool�City�Council�who�were�very�satisfied�with�our�systems�and�performance.��During�June�we�were�also�subject�to�two�in�depth�health�and�safety�audits�by�insurance�companies.�

�The�total�number�of�accidents�reported�for�the�year�was�32�(26,�2006/07)���

24�in�Liverpool�and�8�in�Oldham.�We�did�not�meet�our�reduction�target�this�year.�Two�significant�changes�in�operations�between�2006/07�and�2007/08�were�the�start�of�a�full�scale�deconstruction�operation�in�Liverpool�in�May�2007�and�the�increase�in�the�number�of�work�placements�we�offered,�primarily�for�people�to�work�in�our�warehouses.��8�of�the�accidents�happened�to�people�on�placements.���We�had�62�placements�in�2007/08,�In�comparison�with�8�placements�in�2006/07.�We�have�put�in�place�a�more�thorough�induction�process�for�people�on�placements�to�address�the�high�number�of�accidents�experienced�by�them.�

Achievement�2007/08��Ensure�all�logistics�and�warehouse�employees�attend�at�least�two�health�and�safety�refresher�courses�throughout�the�year��� �

We�actively�encouraged�our�staff�to�report�accidents�and�investigated�all�Reporting�of�Injuries,�Diseases�and�Dangerous�Occurrences�Regulations�(RIDDOR)�reportable�accidents�and�any�that�could�have�resulted�in�a�more�serious�injury.�Of�this�year’s�32�(26,�2006/07)�accidents,�we�were�obliged�to�report�9�(7,�2006/07)�of�them�to�the�Health�and�Safety�Executive�under�RIDDOR.�All�were�investigated.�����

We�only�ran�one�course.�

Achievement�2007/08�Reduce�the�number�of�personal�injuries�reported�across�FRC�Group�by�10%����Reduce�the�number�of�RIDDOR�reportable�accidents�across�FRC�Group�by�10%���

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�In�2007/08�there�were�10�vehicle�accidents�–�4�in�Liverpool�and�6�in�Oldham�(2006/07,�10�vehicle�accidents).��All�permanent�staff�undertook�Safe�and�Fuel�Efficient�Driving�(SAFED)�training�with�our�SAFED�instructors�during�April�2007.�All�permanent�staff�undertook�a�refresher�training�session�during�September�and�October�2007.��SAFED�trains�drivers�in�fuel�efficiency�and�safe�driving�techniques.�Fuel�efficiency�across�the�Group’s�transport�has�improved�and�the�number�of�vehicle�accidents�have significantly�reduced.�Out�of�the�four�vehicle�accidents�in�Liverpool,�none�resulted�in�any�insurance�claims.��When�we�asked�employees�if�they�believe�that�their�place�of�work�is�“�clean,�healthy�and�safe”��67%�of�them�agreed�with�this�statement�(86%,�2006/07:�88%,�2005/06).�This�is�a�disappointing�fall�on�last�year’s�figures�and�

show�we�have�to�work�harder�at�getting�our�messages�about�our�work�on�health�and�safety�out�to�all�staff.�In�late�March�2008�we�appointed�to�join�the�nationally�run�Contractors�Health�and�Safety�Assessment�scheme�(CHAS).�This�gave�us�the�opportunity�to�benchmark��all�of�our�health�and�safety�procedures�against�a�recognised�industry�standard.�We�are�still�waiting�to�hear�the�outcome�of�this�application.���

�Our�Group�Health�and�Safety�officer�also�put�in�place�risk�assessments�and�procedures�for�the�new�furniture�and�CRT�deconstruction�process�at�Bulky�Bob’s�Liverpool.�Managers�had�a�greater�involvement�in�training,�carrying�out�risk�assessments�and�investigating�accidents.�This�in�turn�improved�their�understanding�of�health�and�safety�law�and�our�approach�to�health�and�safety,�as�well�as�the�ramifications�of�their�failure�to�keep�health�and�safety�high�on�our�agenda.��

The�amount�of�time�lost�due�to�accidents�per�employee�fell�from�0.68%�in�2006/07�to�0.59%�in�2007/08.�We�did�not�achieve�our�target�of�0.29%.�This�was�mainly�due�to�the�lost�time�resulting�from�two�RIDDOR�accidents�during�October�and�December�2007.��

Achievement�2007/08�Report�on�and�reduce�the�number�of�vehicle�accidents�across�FRC�Group�by�30%�on�2006/07�rate.���

Achievement�2007/08� �

Achievement�2007/08��Achieve�a�lost�time�due�to�accidents�of�0.29%�per�employee�across�FRC�Group���0.59%�

Carry�out�an�internal�audit�of�health�and�safety�procedures�across�all�sites�by�31st�March�2008.��� Achievement�2007/08��

Change�the�way�we�calculate�our�accident�rate�–�move�to�reporting�on�health�and�safety�performance�in�different�operational�areas.���Not�possible�as�too�ambitious.�

It�is�still�a�priority�to�report�on�health�and�safety�performance�in�different�operational�areas.�We�will�commit�resources�to�this�in�2008/09.��We�must�continue�to�keep�a�close�eye�on�our�targets�throughout�the�year�and�endeavour�to�reduce�the�number�of�accidents�further�by�fostering�more�awareness�through�training,�

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communication�of�accident�rates�and�constant�review�of�our�operating�procedures.�We�will�ensure�that�health�and�safety�remains�a�high�priority�in�all�areas�of�our�business.�

Health�&�Safety�Targets�

� Ensure�all�logistics�and�warehouse�employees�attend�at�least�one�health�and�safety�refresher�course�

� Reduce�the�number�of�personal�injuries�reported�across�FRC�Group�by�5%�Redu� ce�the�number�of�RIDDOR�reportable�accidents�across�FRC�Group�by�10%�Reduce�� the�number�of�vehicle�accidents�across�FRC�Group�by�10%�Achieve�a�lost�time�due�to�accidents� �of�0.45%�per�employee�across�FRC�Group�Report�on�health�and�safety��performance�in�different�operational�areas.�Carry��and�safety�procedures�across�all�sitesby�31st�March�2009�

out�an�internal�audit�of�health��

� �

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Being�Great�for�the�Planet:�FRC�Group�Environmental�Performance�FRC�Group�has�a�long�standing�commitment�to�reducing�our�negative�environmental�impacts�and�increasing�our�positive�impacts.�Across�our�business�activities�we�report�on�an�environmental�bottom�line.�This�year�has�been�focused�on�consolidating�our�systems�and�our�reporting�to�enable�us�to�meaningfully�measure�and�understand�our�most�significant�environmental�impacts�year�on�year.��

Environmental�Management�System�(EMS)�FRC�Group�has�operated�an�in�house�environmental�management�system�to�control�and�report�on�our�environmental�impacts�since�2000.�In�2007/08�we�set�a�target�to�begin�the�process�of�accreditation�for�our�EMS�to�British�Standard�8555�(BS8555)�with�the�aim�of�achieving�accreditation�in�early�2008/09.��

�������

BS8555�is�a�staged�approach�to�preparation�for�ISO�14001�accreditation�and�is�specifically�designed�for�small�and�medium�enterprises.��In�the�process�of�implementing�BS8555�we�reviewed�and�updated�how�we�determine�what�are�the�most�significant�environmental�impacts�arising�from�our�work.�This�renewed�our�focus�on�three�key�issues�–Carbon�Dioxide�emissions,�the�products�we�supply�and�waste.�This�chapter�now�focuses�on�the�first�two�of�those�three�themes.�Our�principal�impacts�relating�to�waste�arise�from�Bulky�Bob’s.�These�are�addressed�in�the�Bulky�Bob’s�chapter�(see�page�26)��

The�environmental�impacts�of�our�products�

Priority:�Begin�implementation�of�BS8555�with�the�aim�of�accreditation�in�early�2008/09.���Implementation�began�in�January�2008�(achieved�accreditation�June�2008)�

Each�year�through�our�Furniture�Resource�Centre�business�we�supply�thousand�of�items�of�furniture,�white�goods�and�household�starter�pack�items�to�the�tenants�of�our�RSL�customers.�We�rescue�hundreds�of�items�of�furniture�and�white�goods�from�the�bulky�household�waste�stream�and�we�sell�these�items�to�the�public�through�our�high�street�store�Revive.��Understanding�the�cradle�to�grave�impacts�of�the�products�that�we�sell�has�been�a�commitment�for�a�number�of�years.�This�year,�we�have�been�unable�to�find�the�resource�for�this�work.�We�do�not�have�the�expertise�in�house�for�this�piece�of�work,�but�we�remain�committed�to�understanding�the�cradle�to�grave�impacts�of�our�products�and�will�continue�to�seek�the�necessary�funding�or�help�in�kind.��

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0

50

100

150

200

250

300

350

2004/05 2005/06 2006/07 2007/08CO

2Em

issi

ons�

(Ton

nes)

FRC�Group�CO2 Emissions

Logistics

Utilities

Carbon�Dioxide�emissions�FRC�Group�creates�carbon�dioxide�emissions�(CO2)�in�two�ways:�using�gas�and�electricity�to�heat,�power�and�light�our�buildings�and�using�fuels�in�our�vehicles.��������

Target:�Calculate�carbon�emissions�of�FRC�Group�activities�in�2007/08���Direct�carbon�emissions�calculated:�270.7�tonnes�CO2�

In�2007/08�total�CO2�emissions�from�the�fuels�used�in�our�logistics�operations�and�in�running�our�buildings�was�270.7t,�an�overall�reduction�of�8%�or�23.7t�on�the�previous�year�(294.385t,�2006/07).���� � �

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�The�emissions�produced�from�our�logistics�fleets�and�from�our�premises�break�down�as�above.��The�overall�reduction�in�CO2�emissions�that�has�been�achieved�in�2007/08�is�attributed�to�three�major�factors.��Bulky�Bob’s�Liverpool’s�use�of�recycled�biodiesel�contributed�to�the�reduction�of��over�7t�emissions�compared�with�2006/07.��Since�the�closure�of�Revive�Halton�in�February�2007,�we�have�one�less�building

�to�heat�and�light.�In�2006/07,�Revive�Halton�produced�7.4t�CO2.��Emissions�produced�from�electricity�use�at�Head�Office�were�6.7t�less�than�in�2006/07.�We�can�attribute�this�to�the�impact�of�a�very�mild�summer�in�2007,�during�which�the�air�conditioning�was�very�rarely�used�in�stark�contrast�with�the�much�hotter�summer�of�2006.��

196

75

FRC�Group�Total�CO2 Emissions�(Tonnes)

Logistics

Premises

53

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Carbon�Dioxide�emissions�and�our�logistics�operations��The�size�and�scope�of�our�logistics�operations�has�remained�at�similar�levels�to�those�in�2006/07.�We�have�service�specific�operational�teams�for�Furniture�

Resource�Centre,�Revive,�Bulky�Bob’s�Liverpool,�Bulky�Bob’s�Warrington�and�Bulky�Bob’s�Oldham.�Our�total�CO2��emissions�from�all�logistics�operations�reduced�by�5.1%�to�195.7t�(206.2t�2006/07).�The�main�factor�in�achieving�this�reduction�has�been�the�use�of�biodiesel�in��Bulky�Bob’s�Liverpool�vehicles�(see�section�

on�biodiesel�below�for�more�information).��

83

55

31

1611

Logistics�CO2 Emissions�(Tonnes)

Furniture�Resource�Centre

Bulky�Bob's�Liverpool

Bulky�Bob's�Oldham

Bulky�Bob's�Warrington

Revive

54

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Safe�and�Fuel�Efficient�Driving�

Safe�and�Fuel�Efficient�Driving�training�gives�recipients�fuel�efficient�and�defensive�driving�techniques�to�reduce�fuel�consumption�and�accidents.�Two�of�our�senior�drivers�(Driver�/�Mentor�/�Assessors)�are�trained�instructors.���������������������

�We�set�ourselves�a�target�of�reducing�the�amount�of�fuel�used�by�each�of�our�logistics�operations.�The�table�below�shows�the�use�in�litres�in�2006/07�and�2007/08�and�the�percentage�reduction�achieved:�

�All�of�our�logistics�operations�are�serving�growing�businesses�and�we�have�put�in�to�place�a�number�of�measures�in�recent�years�to�maximise�our�fuel�efficiency�such�as�Safe�and�Fuel�Efficient�Driving�training,�collection�and�delivery�zoning�etc.�This�type�of�simple�fuel�use�reduction�target�is�not�appropriate�for�our�operations�in�the�future.��*�=�Bulky�Bob’s�Oldham�started�in�June�2006.�This�figure�has�been�extrapolated�to�give�an�indication�of�12�months�fuel�use.�

� Fuel�used�in�litres� Reduced�fuel�use�in�%�� 2006/07� 2007/08�

Furniture�Resource�Centre� 26257� 31704� +20%�

Revive� 3324� 4396� +32%�Bulky�Bob’s�Liverpool� 21754� 25002� +15%�Bulky�Bob’s�Warrington� 6144� 5955� �3%�Bulky�Bob’s�Oldham� 12554*� 11907� �5%�

Target:�To�reduce�fuel�usage�after�SAFED�training�by:�15%�for�Furniture�Resource�Centre���15%�for�Revive���5%�for�Bulky�Bob’s�Liverpool���10%�for�Bulky�Bob’s�Warrington���5%�for�Bulky�Bob’s�Oldham���

Target:�The�Driver�Mentor�Assessor�at�Bulky�Bob’s�Oldham�to�have�been�trained�as�a�SAFED�instructor�by�the�end�of�November�2007.���Driver�Mentor�Assessor�received�training�during�May�2007�

Target:�Bulky�Bob’s�Oldham�Driver�Mentor�Assessor�to�deliver�SAFED�training�to�other�logistics�staff�by�end�December�2007.���All�logistics�staff�received�training�between�May�and�September�2007.�

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To�more�easily�compare�year�on�year�and�to�understand�our�carbon�dioxide�emissions�from�logistics�in�the�context�of�our�growing�business�activities,�we�have�developed�a�set�of�normalised�measures�for�our�CO2�emissions:��

0.00

0.02

0.04

0.06

0.08

0.10

Furniture�Resource�Centre Revive

CO2

Tonn

es

CO2 emissions�(Tonnes)�per�£1000�sales

2006/07 2007/08

0.00.51.01.52.02.53.03.54.0

Bulky�Bob’s�Liverpool Bulky�Bob’s�Warrington Bulky�Bob’s�Oldham

CO2

Tonn

es

CO2 emissions�(Tonnes)�per�1000�collections�

2006/07 2007/08

��

��

����

��

���������

For�Furniture�Resource�Centre�and�Revive�we�will�report�on�tonnes�CO2�emitted�per�£1000�in�sales�and�for�all�Bulky�Bob’s�operations�we�will�report�on�tonnes�CO2�emitted�per�1000�collections�made.���

����������������

Using�these�normalised�measures,�we�have�made�relative�reductions�in�our�CO2�emissions�in�all�areas�of�our�logistics�operations�with�the�exception�of�Revive.��

CO2�emissions�(Tonnes)�per�£1000�sales� CO2�emissions�(Tonnes)�per�1000�collections�made�

� 2006/07� 2007/08�

Furniture�Resource�Centre� 0.05� 0.04�

Revive� 0.08� 0.09�

Revive�customers�need�furniture�to�be�delivered�as�quickly�as�possible�so�we�deliver�all�over�the�city�within�48�hours.��This�means�there�is�less�opportunity�to�schedule�the�deliveries�in�the�most�efficient�way.��As�a�result�our�CO2�efficiency�increased�by�12%�in�2007/08.�

� 2006/07� 2007/08�

Bulky�Bob’s�Liverpool� 1.4� 1.2�

Bulky�Bob’s�Warrington�3.6� 2.5�

Bulky�Bob’s�Oldham� 1.5� 1.3�

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Biofuel��

��Given�the�high�profile�throughout�this�year�of�alternative�fuels�and�the�controversy�surrounding�biofuels�and�the�negative�impact�on�land�normally�used�for�growing�food,�we�have�been�researching�and�carefully�considering�our�position�on�this�matter.���We�have�committed�to�continue�to�use�a�recycled�biodiesel�product�that�uses�waste�cooking�oils�from�crisp�and�nut�manufacturing�and�processing.���Between�July�2007�and�March�2008�we�continued�our�pilot.�Over�the�year�we�increased�the�scope�from�2�to�5�vehicles�and�the�mix�of�biodiesel�to�regular�diesel�from�20%�to�40%.�In�total�we�used�4200�litres�biodiesel,�significantly�less�than�we����

�������hoped.�Throughout�the�year�there�were�a�number�of�problems�with�the�supply.��Although�we�used�only�a�small�amount,�these�4200�litres�fuel�with�no�direct�CO2�emissions3�represents�a�saving�of�11t�CO2�compared�to�the�emissions�that�would��

3�We�have�applied�a�conversion�factor�of�0�in�our�calculations�of�the�CO2�produced�when�a�litre�of�biodiesel�is�used.�This�is�based�on�the�assumption�that�the�net�amount�of�CO2�released�in�to�the�atmosphere�is�zero�because�any�CO2�produced�is�part�of�the�current�carbon�cycle�rather�than�carbon�dioxide�that�has�been�stored�as�a�fossil�fuel�and�is�now�being�released.�Whilst�we�are�aware�that�there�will�be�carbon�emissions�associated�with�the�production�of�the�biofuel�we�use,�for�the�purposes�of�this�report�we�have�not�applied�a�conversion�figure�to�this�as�we�can�not�find�a�suitable�proxy.�Our�supply�comes�from�a�small�scale�supplier�of�a�niche�product�made�from�recycled�cooking�oils�from�the�food�manufacturing�industry.�

�������

Target:�To�further�investigate�the�sustainability�of�biofuel�and�make�an�informed�decision�about�if�and�how�we�use�biofuel�in�our�fleet�by�end�of�2007/08���A�commitment�to�using�recycled�biofuel�from�the�food�manufacture�industry�in�our�Bulky�Bob’s�vehicles�has�been�made�by�the�Leadership�Team.�

have�been�produced�by�the�same�amount�of�diesel.��

� �

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Energy�and�our�premises�We�use�electricity�to�provide�light�and�power�and�gas�for�heating�in�our�three�premises:�FRC�Group�Head�Office�in�Liverpool,�Bulky�Bob’s�Oldham�and�Revive�in�Liverpool.��

�The�performance�of�different�sites�is�shown�in�the�table.�Combining�the�use�of�all�three�sites,�we�achieved�an�overall�reduction�of�1.47%�in�2007/08.��

�Reducing�CO2�emissions�is�an�important�part�of�our�environmental�agenda.�Throughout�2007/08,�in�all�strategic�future�planning�activities,�we�have�been��

�gathering�ideas�from�staff�in�different�parts�of�the�organisation.�These�have�been�collated�and�will�form�the�basis�of�our�action�plan�which�will�be�developed�in�early�2008/09�as�part�of�the�ongoing�BS8555�accreditation�process.��

�We�are�aware�that�the�reuse�and�recycling�activities�carried�out�by�our�Bulky�Bob’s�operations�have�a�positive�impact�on�our�overall�carbon�emissions.�To�develop�a�robust�methodology�to�adequately�attribute�positive�carbon�emissions�saved�from�our�activities�which�divert�waste�away�from�landfill�requires�expertise�that�we�do�not�currently�have�within�FRC�Group.�We�remain�committed�to�finding�the�appropriate�resource�to�undertake�this�piece�of�work�either�through�external�funding�or�help�in�kind.��

2006/07�energy�use�in�kWh�

2007/08�energy�use�in�kWh� Year�on�year�energy�use�

Gas Electricity Gas Electricity Gas Electricity�FRC�Group�Head�Office� 53087 84972� 55178� 69410� +3.9%� �18.3%�

Bulky�Bob’s�Oldham� 8557� 6308� 12381� 4388� +44.7%� �30.4%�

Revive,�Liverpool�

28603 52128� 40840� 48737� +42.8%� �6.5%�

Target:�Maintain�performance�on�use�of�electricity�and�gas�in�2007/08�at�2006/07�levels���

Target:�Devise�action�plan�to�reduce�CO2�emissions�across�FRC�Group���Outline�plan�of�possible�actions�developed�

Priority:�To�develop�a�methodology�which�quantifies�the�CO2�savings�from�Bulky�Bob’s�reuse�and�recycling�activities,�which�diverts�waste�away�from�landfill�sites,�which�will�enable�us�to�articulate�the�carbon�footprint�of�all�our�operations.���

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During�2007/08�we�have�identified�an�additional�gap�in�our�existing�CO2�emissions�methodology.�To�date�we�have�not�previously�included�the�CO2�emissions�resulting�from�business�miles�travelled�mainly�by�our�sales�executives�and�business�development�managers.�This�mileage�has�not�previously�been�collated.�We�are�committed�to�developing�a�way�to�include�these�emissions�in�our�calculations�in�2008/09.�

Training��In�March,�23�members�of�staff�received�basic�environmental�awareness�training.�The�training�was�designed�and�delivered�in�house,�to�give�an�understanding�of�the�global�environmental�issues,�FRC�Group’s�environmental�agenda�and�what�individuals�can�do�both�at�work�and�at�home.�Comments�from�staff�included:��

“I�enjoyed�the�training�and�found�it�useful”��

“Amazing�ideas�on�how�to�save�more�money�at�home�and�at�work”��In�2008/09�we�will�continue�to�roll�out�the�basic�awareness�training�to�all�staff�and�build�it�in�to�the�induction�training�for�all�new�staff�and�trainees.�We�will�also�provide�intermediate�level�training�to�give�greater�insight�to�managers�and�supervisors�and�develop�operational�training�around�environmental�responsibilities�of�different�roles�within�the�Group.��FRC�Group�is�committed�to�“Being�Great�for�the�Planet”�and�our�environmental�performance�is�becoming�increasingly�important�to�us�and�our�customers.�In�2008/09�we�will�achieve�BS8555�accreditation�for�our�environmental�management�system.�This�will�be�the�foundations�of�a�more�structured�approach�to�improving�our�environmental�impacts.�

Targets�and�Priorities�2008/09��

� Embed�BS8555�procedures�To�reduce�the�amount�of�� general�waste�generated�by�FRC�Group�by�X%�by�March�2009�(this�target�is�to�be�defined�following�a�waste�audit�exercise�during�the�summer�2008)�

� �To�develop�direct�emissions�carbon�footprint�tool�and�assess�baseline�direct�emissions�by�September�2008�To�develop�and�Deliver�at�least�one�session�of�

environmental�awareness�training�to�every�member�of�staff�by�the�end�of�2007/08���

� implement�carbon�emission�efficiency�targets�in�relation�to�different�business�areas�by�October�2008��Develop�a�procurement� �strategy�for�Furniture�Resource�Centre�Develop�an�impact�communication� �plan�(social�and�environmental)�including�all�stakeholders�by�December�2008�Deliver�envi� ronmental�awareness�training�to�100%�of�new�members�of�staff�during�induction�Deliver�training�on�� environmental�responsibilities�to�100%�of�staff�by�December�2008�

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� Deliver�environmental�awareness�refresher�training�to�100%�of�staff�by�March�2009�To�achieve�100%� �compliance�in�all�internal�reviews�and�external�audits�by�March�2009�To�develop�a�� planning�tool�to�ensure�that�the�environmental�implications�of�new�projects�considered�at�the�deve

arelopment�

stage�by�March�2009All�drivers�to�have�received�SAFErefresher�training�by�end�of�Marc2009.�

� D�h�

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AUDITORS’�ASSURANCE�

STATEMENT�justassurance1�is�a�social�enterprise�providing�assurance�of�social�and�sustainability�reports.��justassurance�was�paid�£4,538�to�provide�assurance�in�connection�with�the�FRC�Impact�Report�covering�the�period�2007�8.���

justassurance�has�sought�to�act�impartially�with�respect�to�FRC’s�various�stakeholders.�Statements�of�independence,�impartiality�and�conflict�of�interest,�together�with�the�competencies�of�the�auditors,�are�detailed�at�www.justassurance.org.���The�Audit�Panel�was�convened�in�September�2008�to�bring�a�further,�stakeholder�oriented�perspective�to�bear�on�the�report.�

The�directors�of�FRC�are�responsible�for�the�content�of�the�FRC�Impact�Report.���

justassurance�has�used�the�AA1000�Assurance�Standard2.��This�requires�us�to�review�the��

completeness,�materiality�and�responsiveness�of�the�report.��To�meet�AA1000�AS�we:�

� Identified�claims�in�the�Report�

����������������������������������������������

1�www.justassurance.org�

2�www.accountability.org.uk�

� Visited�the�Liverpool�(Atlantic�Way)�and�Oldham�sites�

� Reviewed�the�consistency�between�the�Report�claims�and�the�underlying�records�on�a�sample�basis�

� Traced�certain�key�claims�through�the�accounts�and�back�to�source�data�

� Interviewed�members�of�the�Leadership�Team�and�of�FRC�management�

� Discussed�the�report,�accounts�and�our�statement�with�FRC�and�with�the�Audit�Panel.�

OPINION� �

The�report�does�not�cover�the�innovative�work�directly�with�tenants�which�FRC�has�undertaken�in�order�to�understand�their�needs�regarding�furniture.�

On�the�basis�of�the�work�we�have�done,�we�believe�this�report�adequately�represents�FRC’s�economic,�social�and�environmental�impacts�on�its�stakeholders�and�its�responses�to�their�concerns.�Our�review�against�the�AA1000�Assurance�Standard�is�set�out�below.�

COMPLETENESS��FRC�has�considerably�enhanced�its�accounting�systems�during�the�reporting�year.��This�includes�the�implementation�of�BS�8555�for�environmental�management�and�the�extension�of�SROI�calculations�to�additional�parts�of�the�business.��As�a�result�the�reliability�

of�the�reported�information�has�been�considerably�enhanced.�

It�will�be�important�over�the�coming�year,�and�particularly�as�FRC�grows,�to�ensure�that�the�variety�of�accounting�systems�available�to�FRC�work�harmoniously�together,�rather�than�creating�duplication�of�effort.���

For�the�future�it�will�also�be�important�to�ensure�that�the�bases�of�calculations�underlying�the�measurement�of�its�achievements�are�clearly�reported�and�consistent�with�each�other.�

MATERIALITY��As�we�have�noted�in�previous�years,�FRC�squarely�addresses�its�mission�through�working�with�key�stakeholders�and�in�tackling�environmental�issues.���

There�is�some�scope�for�extending�the�application�of�SROI�to�enhance�the�environmental�aspects�of�its�operations.��In�addition,�the�analysis�of�FRC’s�principal�environmental�impacts�could�be�further�extended.��These�additions�are�both�likely�to�reflect�well�on�FRC.�

� 1�61

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� 2�

It�is�also�welcome�to�see�the�plans�for�more�systematic�consultation�with�Registered�Social�Landlords�over�the�coming�year.�

It�is�important�to�note�the�significant�rises�in�the�proportion�of�leavers�gaining�employment�as�well�as�the�proportion�of�graduates�of�the�training�programme�going�into�employment�or�further�training.�

Future�reports�should�include�more�external�benchmarks�against�which�FRC’s�performance�can�be�assessed.�

FRC�continues�to�dedicate�itself�not�only�to�business�innovation�but�also�to�innovation�in�its�approach�to�measuring�its�impact.��This�report�is�ample�evidence�of�that�dedication.�

Adrian�Henriques,�Auditor,�justassurance;�September�2008�

RESPONSIVENESS��

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Appendix I The Furniture Resource Centre Ltd is a registered charity and company limited by guarantee, which has created and wholly owns 3 trading subsidiaries and half owns the Cat’s Pyjamas.

Company Structure and Brands August 2008

FRC Trading Ltd FRC Solutions

The Furniture Resource Centre Ltd

Board of Trustees

Finance& IT

Logistics People & Learning

Leadership Team

Sales & Customer

Service

Retail

Organisational Structure August 2008

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Appendix II Our stakeholders and how we engaged them 2007/08

Stakeholder No Response number and % rate CompleteStaff 73 Staff questionnaire 64 returned 87% May 2008 Trainees 31 All asked via 6 weekly reviews On going throughout 2007/08Ex trainees (18 month year tracking)

64 Postal questionnaires sent to ex-trainees 38 in September - 24% returned 26 in March - 38% returned

Twice a year

FRC Board of Trustees

6 Not asked this year

RSL customers Totalnumber is confidential

Ad hoc feedback sought from major customers On going throughout year

RSL tenants TBC Yorkshire Housing Group tenants May 2007 FRC Ltd Suppliers 9 Not surveyedRevive Liverpool customers

3,653 51 asked – face to face interviews on the shop floor Completed March 2008

Bulky Bob’s Liverpool City Householder

Confidential 19 householders - telephone survey Completed Feb/March 2008

Bulky Bob’s Oldham Borough Council - Householders

Confidential 73 householders – telephone survey Completed March 2008

Bulky Bob’s WarringtonBorough

Confidential 52 householders -telephone survey Completed Feb/March 2008

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CouncilBB Liverpool City Council feedback

1 Face to face interview

Amovingexperience 3 major customers

No feedback sought

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Appendix IIITriple Bottom Line Accounts

= Financial BM = Benchmark

= Social GP = Good Practice

= Environmental 12-month 2006/Apr-07 May-07 Jun-07 Jul-07 Aug-07 Sep-07 Oct-07 Nov-07 Dec-07 Jan-08 Feb-08 Mar-08 total/avg 2007

PROFIT/(LOSS)

Furniture Resource Centre (15,350) (11,501) (18,393) (11,256) (24,612) (10,198) (12,775) (13,595) (33,983) (12,394) (11,952) 3,203 (172,806) (345,612)

Bulky Bob's (3,776) 4,759 (3,223) (8,459) 2,815 1,998 19 3,347 (4,254) 9,805 5,014 (2,845) 5,200 10,400

FRC GROUPTRIPLE BOTTOM LINE ACCOUNTS 2007/08

FRC Scoopers 411 410 411 411 411 411 410 410 1,411 410 410 (284) 5,232 10,464

FRC Trading 171 (147) (145) (59) (142) 260 (59) 1,741 783 1,226 1,234 (55) 4,808 9,616

FRC Group total (18,544) (6,479) (21,350) (19,363) (21,528) (7,529) (12,405) (8,097) (36,043) (953) (5,294) 19 (157,566) (315,132)

CUMULATIVE PROFIT/(LOSS)

Furniture Resource Centre (15,350) (26,851) (45,244) (56,500) (81,112) (91,310) (104,085) (117,680) (151,663) (164,057) (176,009) (172,806)

Bulky Bob's (3,776) 983 (2,240) (10,699) (7,884) (5,886) (5,867) (2,520) (6,774) 3,031 8,045 5,200

FRC Scoopers 411 821 1 232 1 643 2 054 2 465 2 875 3 285 4 696 5 106 5 516 5 232FRC Scoopers 411 821 1,232 1,643 2,054 2,465 2,875 3,285 4,696 5,106 5,516 5,232

FRC Trading 171 24 (121) (180) (322) (62) (121) 1,620 2,403 3,629 4,863 4,808

Cat's Pyjamas @ 50% - - - - - - - - - - -

FRC Group total (18,544) (25,023) (46,373) (65,736) (87,264) (94,793) (107,198) (115,295) (151,338) (152,291) (157,585) (157,566)

FURNITURE RESOURCE CENTRE

Sales Actual 157,928 156,128 159,082 166,973 130,475 193,619 181,027 165,513 121,204 170,287 182,061 249,359 2,033,656 1,780,739

Budget 144,708 150,708 160,708 191,708 181,708 182,708 210,374 201,708 140,708 191,708 209,708 195,708 2,162,162 2,560,352udget , 08 50, 08 60, 08 9 , 08 8 , 08 8 , 08 0,3 0 , 08 0, 08 9 , 08 09, 08 95, 08 , 6 , 6 ,560,35

Orders taken 347 423 453 511 459 460 436 327 308 336 395 257 4,712 3,131

Moving Ex moves 2 7 4 4 6 3 0 0 3 1 0 9 39 60

Fuel efficiency (km/l) 8.7 7.9 7.2 7.6 7.8 7.5 7.7 6.6 6.7 6.8 6.8 6.1 7.3 6.6

Km travelled per £ sales 0.1 0.1 0.1 0.1 0.1 0.1 0.1 0.1 0.1 0.1 0.1 0.1 0.1 0.1

CO2 Transport (kg/km) 0.31 0.34 0.37 0.35 0.34 0.36 0.35 0.41 0.40 0.39 0.39 0.44 0.37 0.41N.B. FRC vehicles are used for amovingexperience plus other occasional work, as well as FRC deliveries

REVIVE LIVERPOOL

Sales Actual 9,676 10,350 10,204 10,819 13,349 11,320 11,840 11,774 7,878 9,363 10,173 9,873 126,619 129,490

Budget 12,194 12,194 12,194 12,194 12,194 12,194 12,194 12,194 9,147 9,147 12,194 12,194 140,234 127,848

6,863 6,843 6,073 7,072 8,717 7,427 7,373 7,254 4,487 5,640 5,481 6,020 79,251 103,231

Number of Customers 241 282 267 290 378 339 374 349 254 291 317 271 3653 3,395

Goods sales to low-income households

Number of Customers 241 282 267 290 378 339 374 349 254 291 317 271 3653 3,395

% on low income (Target 84%) 88% 82% 86% 86% 85% 86% 81% 80% 81% 81% 74% 73% 82% 82

Of which on benefits 65% 62% 67% 61% 65% 61% 57% 61% 62% 61% 51% 57% 61% 66

Of which via referall 5% 4% 3% 3% 5% 3% 3% 3% 3% 3% 2% 3% 3% 3

CO2 Energy (kg/m2) 2.67 2.80 1.56 0.82 1.69 1.60 1.66 2.52 2.54 2.76 3.03 2.11 2.15 24.98

Fuel efficiency (km/l) 3.0 5.1 3.8 5.9 5.6 5.4 5.4 4.7 4.7 4.7 3.8 4.4 4.7 5.4

CO2 Transport (kg/km) 0.88 0.52 0.71 0.71 0.48 0.50 0.50 0.50 0.56 0.70 0.72 0.61 0.61 0.5

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Appendix IIITriple Bottom Line Accounts

12-month 2006/

BULKY BOB'S Apr-07 May-07 Jun-07 Jul-07 Aug-07 Sep-07 Oct-07 Nov-07 Dec-07 Jan-08 Feb-08 Mar-08 total/avg 2007Completed collections 5,673 6,410 6,465 6,779 6,623 6,033 6,973 7,176 4,335 5,985 6,170 5,930 74,982 67,903

Council savings in Landfill Tax (£) 3,484 4,672 4,599 5,243 5,145 5,196 4,834 4,490 2,848 4,447 4,874 4,721 54,553 35,022

BULKY BOB'S LIVERPOOL

Items reused/recycled 1,787 2,489 2,603 2,551 2,884 2,312 3,066 2,596 1,591 2,329 2,500 2,389 29,097 26,249Items reused/recycled 1,787 2,489 2,603 2,551 2,884 2,312 3,066 2,596 1,591 2,329 2,500 2,389 29,097 26,249

% reused/recycled (Target 75%) 36% 52% 52% 48% 50% 55% 50% 45% 46% 55% 54% 56% 50% 36%

Wood recycled (kg) 0 18,380 19,920 31,520 30,480 56,640 33,540 36,860 19,680 35,620 31,340 36,360 350,340 -

Scrap metal recycled (kg) 0 11,980 17,140 14,660 22,180 15,780 15,900 14,880 12,246 20,840 19,700 13,900 179,206 -

Pre-loved items to Revive 0 258 333 367 507 480 528 510 305 372 396 363 4,419 3,265

White goods to Create 1,418 1,627 1,617 1,567 1,555 1,145 1,468 1,302 832 1,177 1,152 1,276 16,136 19,576

Fuel efficiency (km/l) 4.6 4.1 5.8 4.3 4.7 4.4 4.2 4.4 4.4 4.4 4.6 4.4 4.5 4.6

CO ( / ) 0 9 0 6 0 6 0 63 0 6 0 60 0 6 0 6 0 61 0 62 0 62 0 61 0 60 0 8CO2 Transport (kg/km) 0.59 0.65 0.46 0.63 0.56 0.60 0.64 0.64 0.61 0.62 0.62 0.61 0.60 0.58

BULKY BOB'S OLDHAM

Items reused/recycled 343 311 264 330 260 136 93 100 73 75 100 100 2,185 -

Preloved items reused 88 48 44 106 75 136 93 100 73 75 100 100 1,038 419

White goods to Emerge 255 263 220 224 185 0 0 0 0 0 0 0 1,147 -

% reused/recycled (Target 25%) 24% 24% 23% 27% 29% 29% 23% 26% 22% 23% 28% 27% 25% 21%

Fuel efficiency (km/l) 4.2 4.0 4.2 4.2 4.0 4.1 4.0 4.5 4.2 4.1 4.5 4.4 4.2 4.3

CO2 Transport (kg/km) 0.61 0.61 0.64 0.63 0.60 0.67 0.63 0.59 0.67 0.68 0.61 0.68 0.63 0.63

BULKY BOB'S WARRINGTON

Furniture items reused/recycled 1 10 3 3 2 6 5 7 5 70 103 74 289 -

% reused / recycled (Furniture & whites) 57 55 54 61 52 39 38 37 42 49 44 49 48 -

% reused/recycled (White goods only) 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100%

White goods to Create 363 479 403 478 389 307 359 426 234 383 334 367 4,522 6,051p ( g ) ( g )Fuel efficiency (km/l) 4.94 4.76 4.93 6.93 6.04 5.30 5.54 5.20 5.40 4.62 4.38 5.46 5.29 4.9

CO2 Transport (kg/km) 0.54 0.56 0.54 0.42 0.44 0.51 0.48 0.52 0.50 0.58 0.58 0.48 0.52 0.55

FRC GROUPPeople and Culture

Total no of staff on payroll * 73 76 77 76 77 77 80 78 76 78 82 85 78 77Total no of staff on payroll 73 76 77 76 77 77 80 78 76 78 82 85 78 77

Beginning of the month 75 73 82 77 76 77 77 80 78 76 78 82 78 77

End of the month 73 82 77 76 77 77 80 78 76 78 82 85 78 77

No full time staff over month* 65 67 69 68 68 68 72 69 68 70 75 77 70 68Men 53 55 53 55 55 55 59 56 55 57 62 63 57 52

Women 12 12 13 13 13 13 13 13 13 13 12 14 13 10

No part time staff over month* 8 9 8 8 8 8 8 9 8 8 7 8 8 8Men 1 2 1 1 1 1 1 1 1 1 0 0 1 1

Women 7 7 7 7 7 7 7 8 7 7 7 8 7 7

No of Work Placements 1 3 5 4 6 7 7 7 3 9 8 2 62 8

No short term contract / agency staff 2 1 4 2 5 1 0 1 0 0 1 2 19 8

Total No of leavers 0 0 1 1 2 0 1 1 0 2 0 0 8 18

Total No of new starters 2 3 0 1 4 0 1 0 0 1 1 1 472,104 33

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Appendix IIITriple Bottom Line Accounts

12-month 2006/Apr-07 May-07 Jun-07 Jul-07 Aug-07 Sep-07 Oct-07 Nov-07 Dec-07 Jan-08 Feb-08 Mar-08 total/avg 2007

Staff Turnover % ** BM 17.8% 0% 0% 1% 1% 3% 0% 1% 1% 0% 3% 0% 0% 10% 24%

% permanent staff previously trainees 29% 28% 28% 28% 28% 28% 27% 27% 24% 24% 22% 22% 23% 26%

Lost time due to illness 2.21% 1.52% 2.40% 1.40% 1.14% 2.04% 3.12% 2.90% 2.13% 3.37% 2.14% 2.23% 2.22% na

Accidents reported 1 2 3 2 3 3 5 5 4 4 2 2 36 26

Vehicle accidents 1 0 1 1 0 2 0 0 0 2 2 1 10Vehicle accidents 1 0 1 1 0 2 0 0 0 2 2 1 10Liverpool Logistics 1 0 0 0 0 0 0 0 0 1 1 1 4 -

Oldham Logistics 0 0 1 1 0 2 0 0 0 1 1 0 6 -

Lost Time Accident Rate 0.95% 1.28% 0.72% 0.61% 0.00% 0.42% 1.90% 0.53% 0.79% 0.00% 0.00% 0.00% 0.59% 0.68%

Accidents RIDDOR reportable 0 0 1 1 1 1 2 2 1 0 0 0 9 7

Accidents investigated 0 0 1 1 1 1 2 2 1 0 0 0 9 8

Number of staff purchases 2 1 1 2 3 4 5 5 6 5 3 4 41 83

University students 6 23 25 18 13 5 17 32 5 6 23 31 204 306

No of University Courses 3 8 9 8 7 5 9 6 2 4 13 12 86 75

Hours spent on external training 35 260 284 468 180 62 149 212 105 251 301 180 2,425 1811

Hours spent on internal training 0 0 2 2.5 0 0 12 5.1 0 0 0 33 55 51

Total values awards given out: 24 12 22 7 19 47 26 25 16 10 52 32 292 158

Bravery 3 1 4 0 1 18 5 3 1 1 14 7 58 39

Creativity 0 1 5 0 1 5 0 1 2 3 1 2 21 28Creativity 0 1 5 0 1 5 0 1 2 3 1 2 21 28

Passion 9 8 7 7 4 7 4 7 7 5 23 17 105 86

Professionalism 12 2 6 0 13 17 17 14 6 1 14 6 108 108

ILM

Trainees on payroll 19 20 19 15 14 14 18 18 16 19 24 24 18 21Women 1 1 1 1 1 1 1 1 1 1 1 1 1 0

Trainees recruited 5 6 2 1 0 0 4 0 0 2 5 0 25 18

% from BME groups Target 33% 16% 20% 15% 25% 21% 21% 22% 22% 13% 11% 17% 17% 22% 25%% from BME groups Target 33% 16% 20% 15% 25% 21% 21% 22% 22% 13% 11% 17% 17% 22% 25%

Qualifications achieved 4 25 23 14 13 5 21 9 2 7 38 10 171 168

Leavers YTD: 5 3 4 1 1 0 0 0 2 1 0 0 17 17

Leavers into jobs 77% 3 3 2 1 1 0 0 0 1 1 0 0 12 11

Environmental performance

CO2 from utilities (kg) 6,812 6,563 4,269 3,459 4,896 4,845 5,191 7,324 7,265 8,843 9,495 6,056 75,020 85,531

CO2 from logistics (kg) 14 394 16 727 15 604 15 535 14 420 15 626 16 608 19 282 14 229 16 341 19 572 17 341 195 680 206 234CO2 from logistics (kg) 14,394 16,727 15,604 15,535 14,420 15,626 16,608 19,282 14,229 16,341 19,572 17,341 195,680 206,234

Total Group CO2 emissions (Kg) 21,206 23,290 19,874 18,994 19,316 20,472 21,800 26,607 21,494 25,184 29,068 23,397 270,700 291,765

EXPLANATION OF BENCHMARKS, GOOD PRACTICE AND TARGETS

Lost Time Accident Rate is the % of potential working hours lost due to accidents

Lost Time due to illness is the % of potential working hours lost due to accidentsLost Time due to illness is the % of potential working hours lost due to accidents*The nos of full and part time staff are the total employed during the month, whereas the numbers of staff and trainees on the payroll are taken as a snapshot in time. The two sets of figures will therefore not always give the same total.

** Staff turnover is calculated by dividing the total number of leavers during the last 12 month period by the average number of staff during the same period. This excludes trainees but includes all other staff members.

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FRC�Group�Unit�12�Atlantic��Way�Brunswick�Business�Park�Liverpool�L3�4BE�0151�702�0550�www.frcgroup.co.uk�