Inspiring Change... Mitie Group PLC Sustainability Report 2014

Mitie Group plc
Sustainability Report 2014

inspiring
change
Introduction
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Sustainability Report 2014 Clients People Communities Environment Suppliers Appendices Overview
For us, being a responsible business
is not optional. Doing the right thing
creates long-term value for Mitie.
So whether were developing
great relationships with our clients
or recruiting and developing the
best people in the industry, our
sustainability strategy is consistent
with our corporate strategy.
Track record
Weve been setting ourselves sustainability
targets and publishing the results for the
last nine years and our performance has
improved year-on-year. In 2014, we have
retained our Platinum status in the Business
in the Community CR Index, been recognised
at the Opportunity Now Excellence in Practice
Awards and, impressively, been named a Times
Top 50 Employer for Women, for the fourth
consecutive year.
Our goals and targets
We have very clear sustainability ambitions,
illustrated by our 2020 targets. Our 2014
sustainability report aims to update all our
stakeholders on our progress against those
targets, as well as setting out what they can
expect from us over the next few years.
In this report:
Clients 06
We look after our clients properly,
delivering a world-class service that
creates long-term and mutually-beneficial
relationships, as well as focusing
on their social and environmental goals.
People 10
We recruit, motivate, develop and retain
the best people to make sure we have
the right talent available in all areas of
the business. This section looks at talent
and development, diversity, engagement
and health and safety.
Communities 19
Reaching out to our local communities,
especially in partnership with clients and
suppliers, enables us to make a positive
difference to people around us.
Environment 22
We believe we have a responsibility to do
everything we can to minimise our impact on
the planet and reduce our carbon footprint,
and were fully committed to doing this.
Suppliers 25
We want all our suppliers to share
our own high sustainability standards,
and were doing everything we can to
help them improve their performance.
One approach.
One strategy.
A strategy to deliver stakeholder value through a focus on sustainable,
profitable growth lies at the heart of our business, which is why our
sustainability strategy is consistent with our corporate strategy. Our strategy
has six clear elements and this report focuses on three of those elements
by looking at our performance in each of our stakeholder groups.
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Sustainability Report 2014 Overview Clients People Communities Environment Suppliers Appendices
Strategy
6
Responsibility
Take a long-term view
by acting responsibly.
1
People
Develop the best talent
at every level
of our business.
2
Clients
Provide world-class
services to attract new
clients and retain and
expand contracts with
existing clients.
5
Risk
Managing risk and
protecting our business
and brand. 4
New markets
and service
Develop our service
capability in our current
markets and in markets
that offer attractive
growth opportunities.
3
Operational
excellence
Deliver market-leading,
innovative services
with maximum
efficiency.
Making sustainability matter for all our stakeholders
It is important that our sustainability strategy and reporting reflects the
issues that are most important to Mitie and our stakeholders. Thats why
we have structured this years report around our stakeholders, not the
elements of our strategy. Youll notice weve left out Operational excellence,
New markets and Risk; this is because they cover business-as-usual
operations, and because targets and KPIs for those areas are already
covered in our 2014 Annual Report and Accounts.
Our governance framework keeps our sustainability strategy on track,
making sure we are focusing on material issues, and are properly
accountable for the way the strategy is put into practice.
Go to our website for more on governance,
materiality, and stakeholder engagement,
as well as our relevant policies.
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Strategy
Improve client satisfaction to achieve
a Net Promoter Score of 25%
Our Net Promoter Score is 18%, which is an increase
of 6% on last year.
Progress

Achieve 90% employee engagement
based on Mities proprietary model
Our score this year is 72%. Best practice for this kind of survey is
84% which means were close to achieving this target.
Progress

Embed diversity in all our practices (achieve 90% diversity
score based on Mities proprietary model)
This year is the first time we included a diversity question
in our employee survey and the statement I feel that Mitie
values peoples differences scored 72%. This is a good start
but we know we have further progress to make.
Progress

Embed our key Work Safe Home Safe! behaviours
In our last sustainability survey 94% of employees said they were
aware of the programme, which is an increase of 2% on last year.
Progress

Our sustainability targets
for 2020
Last year we set ourselves aspirational targets to be achieved by 2020,
supported by short-term milestones. Members of our Sustainability Steering
Group are responsible for tracking progress on these targets and managing
the milestones in their respective departments and operational businesses.
The targets listed here are the most material to Mitie.
Dedicate 1% pre-tax profit to community investment,
through the Mitie Foundation activities
Our community investment for the year 2013/14 represents 0.7%
of our pre-tax profit which is fantastic news and we are looking
to build on this progress next year.
Progress

Reduce our carbon footprint by 35%
So far we have achieved a 22% carbon footprint reduction
which means were on track to achieve 35% by 2020.
Progress
Embed our values and beliefs into our supply chain
We continue to work with all our suppliers, collaborating
with them to embed our values and achieve sustainable
improvements that benefits them and us, as well as
our clients.
Progress

On track Work to be done
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Sustainability matters
to everybody
Chief Executives overview
I was particularly proud to launch the Women
of Work (WoW) network in 2014. WoW is a
special interest group that aims to raise the
profile of women at Mitie, while helping them
grow in confidence and meet new colleagues.
It was also good to see our commitment
to diversity receive a further boost through
a new partnership with Remploy, the UKs
leading provider of specialist employment
services to people who experience complex
barriers to work.
In addition, we have continued to do all we can
to help unemployed people find work. The Mitie
Foundation celebrated its first anniversary in
May 2014 and in the last year has found work for
38 unemployed people and supported careers
events at more than 100 schools.
However, the year was not only characterised by
internal initiatives which focus our own minds on
sustainability issues. We also worked alongside
several clients to help them achieve their own
sustainability targets. This is an increasing trend
and we welcome the opportunity to showcase
our achievements and use our framework to
understand our clients visions and move them
towards a more sustainable future.
Looking ahead
Building a profitable yet sustainable
organisation is one of the greatest challenges
facing a modern business. Together, our
corporate and sustainability strategies work
hand-in-hand to drive performance while
minimising any negative impacts we may
have on our stakeholders.
This has been a period of significant
achievement and I would like to thank our
people for their tireless work and enthusiasm,
which is making our business more sustainable
year-on-year.
RubyMcGregor-SmithCBE
Chief Executive
Focusing on stakeholders
Sustainable, profitable growth is at the very
centre of Mities approach. It defines both what
we do and how we do it.
Our sustainability strategy is inextricably linked
to our corporate strategy. We work hard to
minimise any negative impacts we may have on
our stakeholders while adding value every step
of the way.
A long-term business
We are building a business that will deliver
benefits not just today or next year, but
for the long term. Looking to the future is a way
of life at Mitie, and enhancing diversity and
talent management plays an increasingly
important role in helping us continue
to seize opportunities.
Every day I am inspired by our young talent.
They constantly challenge the status quo
and bring about better ways of working. It is
their dynamism and vibrancy that we have
captured in our brand refresh. Supported by our
new values of excel, challenge and inspire, the
new brand reflects the spirit of Mitie and what
makes us different.
A year of achievement
Because our people work across a multitude of
sites, communication and engagement can be
real challenges for us.
During the year, we carried out a workforce
survey to identify how we can best improve
communications and give our people the
information they need, via their preferred
channel. We have analysed the initial
conclusions of the report and developed a
strategy which will enable us to engage with
our people and educate managers around
leadership and inspiration.
Overview Clients
Clients
What can clients expect from us especially in relation to their
social and environmental goals? The key to achieving our target is
meeting, anticipating and hopefully exceeding our clients expectations.
We do this through great relationship management, innovative thinking
and clever use of technology, backed up by a culture of customer service.
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Sustainability Report 2014 People Communities Environment Suppliers Appendices
Overview Clients
Vodafone
We have been working closely with Vodafone
to constantly deliver above and beyond
our contractual agreements. This year, the
introduction of the sustainabledevelopment
framework has formalised this ethos. As
part of the framework, we introduced the
1team brand to encompass Mitie, Vodafone
Property and other third party FM suppliers
and to ensure we deliver a united approach
for the client. We also insist that 100% of
our people complete the Work Safe Home
Safe! training, and have recently developed
an employee rewards scheme, Hero Awards,
to recognise good work and excellence across
1team the winners of which are put forward
to our Stars awards.
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Clients
What weve
focused on
Sustainable development
When it comes to our clients, its not enough
to prove that we are a sustainable business;
we need to be helping them realise their
sustainable vision too. Over the last year,
we have worked in partnership with clients to
develop a unique framework to demonstrate
we understand their sustainable ambitions
and fully collaborate to make them successful
we call it our sustainable development
framework. It involves understanding our
clients sustainable vision and delivering not
just on contractual requirements but looking
closely at how we can raise the bar working
with them to evolve their strategy further. The
framework is mainly utilised on large contracts
where sustainability is high on the agenda. To
date, we have engaged with 17 clients, which
represents 29% of our total revenue.
By providing transparency across
sustainable FM delivery, starting with
our clients vision and purpose, adopting a
sustainable development mobilisation plan
to demonstrate implementation, a dedicated
sustainable development manager and
regular communication of sustainable issues
to empower our teams to be accountable,
our framework embraces the full sustainable
spectrum: environmental, social and
governance and encourages our people
and suppliers to play an integral part in
our clients sustainable success.
In each of the identified contracts, weve
appointed Sustainable Development
Managers, we currently have 19, who are
responsible for co-ordinating all the activities
within the framework, promoting best practice
and encouraging knowledge sharing via
monthly site meetings, network calls and
bi-annual forums. We also engage with the
client at regular Sustainability Steering Group
meetings as well as business review meetings.
Client relationship management
We launched an internal campaign called
Miclient to encourage everyone at Mitie
to think, and do something, about client
retention. The fundamental principle of the
campaign is that by keeping our customers
happy, we keep our customers and grow our
business. By putting operational excellence
at the very centre of everything we do, our
customers will be part of an experience that
goes above and beyond that provided by a
typical service provider. We will become their
partners, and a part of their future. The
campaign includes a video introduction, best
practice guides, communication templates
and other tools to make sure client retention
is front of mind for everyone.
Independent research
During the first quarter of 2013, we
commissioned an independent research
programme among senior property and
facilities directors to develop a closer
understanding of the issues and opportunities
they face. The research identified a number
of pressing issues which we addressed in a
series of publications and events over the
last few months.
700,000
24/7 FM helpdesk
Last year we resolved 700,000 reactive
requests through our 24/7 FM helpdesk.
Find out more here.
Weve recently created a new section
on our website dedicated to these issues.
Overview Clients
Network Rail
Our client, Network Rail, set us the challenge
of achieving over 95% landfill diversion.
So over the last year we have introduced a
standard recycling policy across all buildings,
negotiated new supply chain agreements,
and consolidated waste reports to recognise
problematic waste streams which have
all helped. However, the most significant
part of the project was the implementation
of an employee engagement campaign to
change peoples behaviours when it comes
to recycling. As a result of this approach,
the recycling rate increased from 23%
to 66%* and we exceeded our target
diverting 97% of all waste from landfill.
*Baseline year 2010
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Clients
Performance
Progress on 2020 target
Our Net Promoter Score is 18%, which is an
increase of 6% on last year. Were delighted
with the result, especially as weve also
seen a threefold increase on the number
of respondents to the survey. This year,
to take into account the increased number
of responses from smaller clients, we
weighted our scores by business unit
to represent their percentage of our
overall revenue.
For the second consecutive year, Mities
FM helpdesk team, 24seven, has been
shortlisted for an ICMI European Call Centre
and Customer Services Award (ECCCSA).
The helpdesk works as the eyes and ears
across the majority of our integrated facilities
management clients estates logging work
requests over the phone, online or by mobile
devices. Last year, we handled over one million
calls, 250,000 emails and resolved 700,000
reactive requests.
Were working through our sustainable
development framework with clients (who
collectively represent 29% of our revenue)
to help them achieve their sustainable
ambitions. Our main successes include:
1. The development and implementation
of an experiential learning programme for leaders
and managers on our flagship contracts. The
programme is designed to equip leaders with the
knowledge and skills to create the environment
necessary for colleagues to deliver excellent
customer service first time, every time. Over 100
leaders have undertaken the programme to date.
2. Working with Vodafone to minimise the
physical and environmental impact of their
business travel. Our experienced Travel Team
is responsible for Vodafones green travel
initiative. This includes managing the bus
contract at headquarters, parking plans
on site, and working with the local area to
increase parking options for Vodafone staff.
18%
Net Promoter Score
(up 6% on last year)
92%
Retention rate on our top 50 strategic accounts
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Clients (or 29% revenue) engaged
with us through our sustainable
development framework
Read more here.
Overview Clients
Looking ahead
Our sustainability development framework
helps us open up the conversation with our
clients and understand their economic, social
and environmental goals. Over the next year,
we aim to utilise the framework to drive
sustainable practices across the current
contracts and extend this to all new clients
with sustainability high on their agenda as
they come on board.
We will actively support Mitie Foundation
activities where they deliver against our
clients commitments. The Foundations
objective next year is to place 70 people
from their Ready2Work and work experience
programmes on Mitie client sites.
A culture of customer service lies at the
heart of our business and we will be
introducing more training via the learning
zone, our bespoke online learning system,
as well as encouraging more networking
amongst our regional teams. In fact, weve
recently set up regional forums, a set of
quarterly events open to all Mitie employees
who want to enhance our operations,
promote networking, and hold open
discussion with Mitie colleagues to deliver
the best service possible to our clients.
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Clients
A Mitie rebrand
Back in June 2013, we carried out a small-
scale research exercise to find out what our
clients thought of our brand. This exercise
stemmed from the idea that todays business
is very different from that which started out
in 1987, and that the original brand no longer
accurately represented who we are. The
results of the research came as no surprise,
with clients overwhelmingly in agreement
on this matter. Consequently, in February
2014, we launched our new brand, along
with a new vision and set of values which
reflect the organisation we are today
and where we want to be in the future.
Watch a short video here.
Overview People 10
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Sustainability Report 2014 Clients Communities Environment Suppliers Appendices
People
What can our people expect from us? As a company with strong
entrepreneurial roots, we have always understood the importance
of motivation and rewarding people well. We have developed an
inclusive culture where talent is recognised, not gender, age or ability;
and we make sure our people are safe at work, so they can go
home safe at the end of the day.
Overview People 11
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People Diversity
What weve
focused on
We recognise diversity as a key differentiator
within the FM sector and maintain a focus on
gender balance through involvement with
internal and external schemes promoting
equality. These include our membership of
WISE (Women In Science and Engineering), the
campaign to promote female talent in science,
technology, engineering and mathematics,
from the classroom to the boardroom; our
partnership with Working Knowledge, a social
enterprise that creates chances for young
people to open doors into employment; and an
externally-chaired diversity steering committee,
supported by a network of diversity champions
throughout the organisation.
Women in work
Chaired by our very own CEO, Ruby McGregor-
Smith, the Womens Business Council (WBC)
was set up in 2012 to advise Government on the
best ways to optimise womens contribution to
UK economic growth. This year, Mitie played
an integral role in producing two WBC reports,
the initial full report and the follow-up version,
A view from business six months on December
2013. The experience has given us an excellent
grasp of the Councils recommendations as
well as the opportunity to raise employees
awareness of the importance of diversity
within the workplace.
Our internal response to the Councils
recommendations include both an increase
in the number of employees involved in student-
employer engagement programmes (+12%
volunteering days on last year); and the creation
of a Women of Work special interest group that
aims to raise womens profile in the business and
provide a platform for women in Mitie to share
success stories and experiences.
Salaryband 16-24 25-59 Over 60 Total
0-30K 7,350 54,189 6,716 68,255
30-60K 22 3,501 315 3,838
60-100K 27 542
Over 100K 127 6 133
Total 7,372 58,332 7,064 72,768
Salaryband Female Male Total
0-30K 33,673 34,582 68,255
30-60K 794 3,044 3,838
60-100K 96 446 542
Over 100K 20 113 133
Total 34,583 38,185 72,768
Salaryband EthnicMinority Unknown WhiteBritish Total
0-30K 19,750 14,654 33,851 68,255
30-60K 387 1,096 2,355 3,838
60-100K 23 217 302 542
Over 100K 8 44 81 133
Total 20,168 16,011 36,589 72,768
Age Summary
Gender Summary
Ethnicity summary
+12%
Volunteering days
Our internal response to the WBC
recommendations include an increase
in the number of employees involved in
student-employer engagement programmes,
and were delighted to have increased
our employee volunteering days by 12%.
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Overview People
Performance
We have based our diversity score on the
responses to our employee engagement
survey. Our survey is made up of a set of
statements which people have to agree or
disagree with (rating zero to five). This year is
the first time we included a diversity question
for all our employees and the statement I feel
that Mitie values peoples differences scored
72%. We have focused on this measure of
diversity as we believe it provides a good
indication of our overall performance; in this
case, our people have expressed a high degree
of comfort with our culture.
For the fourth consecutive year, we have
been named as one of The Times Top 50
Employers for Women. Inclusion in the list
demonstrates our strong leadership in
gender equality and diversity culture.
We held four Women of Work (WoW)
events across the country which over
200 people attended.
Looking ahead
Over the coming year we will implement a
better structure and standard processes
across our business when it comes to
diversity the wide variety of services we
offer and clients we work with can make it
difficult to have a one-size-fits-all approach.
We will also aim to have better visibility of
our rising stars across the business and any
specific development they may need we
need to be clear about what were doing
to support all our people, helping them all
achieve their full potential.
Remploy
Weve recently partnered with Remploy,
the UKs leading provider of specialist
employment services to people who
experience complex barriers to work. We will
work closely with Remploy to provide work
experience opportunities, share information,
and develop a range of appropriate
recruitment processes to attract disabled
talent. Our target is to recruit 150 Remploy
candidates in 2014/15, and we expect that
number to rise to 400 in 2016/17.
So far we have not reported on disability
figures for Mitie, this is mostly due to a
lack of robust data across our business.
Through our work with Remploy we hope
to improve our data and be able to report
formally next year.
72%
Diversity score
TOP 50
The Times Top 50 Employer for Women
4th year running
1
Leadership in diversity award
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People Diversity
Women of Work
Committee
Sponsored by Suzanne Baxter, Finance
Director, Mities Women of Work Committee
was established in October 2013. This special
interest group aims to raise womens profile
in the business, while helping them grow in
confidence and meet new Mitie colleagues.
Through a series of networking events,
200+ people to date have shared stories
and experiences related to work-life balance,
career development and workplace wellbeing.
Everyone at Mitie (both male and female)
is invited to attend these events which
are individually organised by committee
members and supported by members of
the senior leadership team.
Overview People 13
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People Talent and development
What weve
focused on
We have continued to focus on leadership
and have added sections on recruitment and
talent mapping to our Guide to being a Mitie
manager, which sets out what we expect of
our managers in terms of values, behaviour,
leadership and management processes.
We have also launched two fantastic
new tools for our people to take ownership
of their career development:
kThe learning zone, a bespoke eLearning
platform available to all our employees,
not just those based in a Mitie office. The
platform offers over 85 courses and tracks
a persons achievements throughout their
career at Mitie.
kOur career pathways website was
launched in March 2014. The site allows
Mitie employees to explore the multitude
of roles available and find out about those
transferable skills, qualifications or person
specifications required for each role.
Challenge Board
As part of our commitment to developing
our people and ensuring that we offer the
greatest operational efficiency to our clients,
we developed our first ever Challenge Board
in autumn 2013. The Challenge Board
consists of representatives from across the
business and every quarter they meet with
Ruby McGregor-Smith to discuss issues
that are relevant to all parts of the business.
Board members are early career high
potential people and have a responsibility to
feedback information from their peers and
to provide a vital link between the Executive
Board and everyday operations. To date, the
Board has focused on topics linked to client-
retention and communications across Mitie,
developing ideas which are already being
incorporated and used in our strategy.
The Challenge Board provides the perfect
platform to present different insights and,
as the name suggests, challenge the status
quo, whilst also providing an additional
internal network to improve cross-divisional
performance. It also highlights our growing
investment in our people, in this instance
offering those who aspire to become directors
in the future the chance to gain invaluable
experience in this important area.
National Apprentice
of the Year
Jack Seakins, 19, from the London Borough
of Bexley was named Mities National
Apprentice of the Year. Jack, who joined Mitie
in 2010, works on our contract with the City
of London Corporation. He was chosen for his
outstanding attitude and his constant desire
to make a success of his apprenticeship.
Read more here.
Overview People
Performance
Over the last 12 months, 1,760 people
have accessed our Guide to being a Mitie
manager. Although this is slightly less than
last year, the statistics show that a large
proportion of users are accessing the guide
regularly and using it as a reference point
for all the forms, guidance and documents
they need.
On the Learning Zone, 5,400 Mitie people
have undertaken 135,878 hours of learning
and this only since 1 November 2013 when
the platform was launched.
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People Talent and development
Looking ahead
Over the last year, we invested heavily in
setting up the tools for our people to take
ownership of their career and development.
The learning zone and career pathways
websites are both projects we have invested
in and now that they are set up, we will be
concentrating on getting the message out
to all our people to make sure the systems
are used extensively. We will be developing
team briefing templates and collateral as
well as organising roadshows to publicise
the benefits of both websites.
Were also keen to remind our people
about the many opportunities within Mitie.
Whilst these are already widely publicised
and available via the career pathways site,
we will increase the focus on our managers,
by making sure we communicate the wide
array of opportunities available and the
importance of retaining talent within our
organisation to them.
Account Management Academy
This year saw the start of Mities new
Account Management Academy, a bespoke
training programme for our all-important
account directors and managers. The
launch event saw 18 of our leading account
managers meet to discuss, engage and learn
from inspirational speakers and each others
experiences. Over the coming months, the
programme will work to place greater focus
on account managers and recognise the
importance of this role within Mitie.
The learning zone
We are constantly looking for ways to grow
our people. The development of our very own
training portal the learning zone has helped
to broaden our peoples skillsets, leaving
them better equipped to achieve their goals.
The learning zone offers 85 eLearning titles,
including our corporate induction, available
to all of our people anytime, from any smart
phone, tablet or computer, delivering both
practical and technical courses to leadership
and management. Our employees are now
able to learn at their own pace and plan
everything to suit their lifestyle.
1,729
Apprentices currently in trading
9,872
Training days delivered
135,878
eLearning hours
Overview People 15
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People Engagement
What weve
focused on
Every year we carry out an employee
engagement survey, Misay, which looks at six
areas of engagement: my role, development,
the wider Mitie, team work, health and safety
and reward and recognition. This year, the
most improved scores were in the reward and
recognition section which is great to see as
we have been working hard in this area both
making sure that all our people are aware of
the benefits and reward schemes available
to them, such as the Mideals discount site
and our Mitie Stars awards, and ensuring
managers make a point of saying thank you.
With ongoing acquisitions, and a remote,
diverse workforce, delivering effective
and efficient internal communications to Mitie
people is challenging. This is why we launched
Project Engage, an independent audit of our
internal communication strategy, messages
and channels.
The audit comprised a mix of qualitative and
quantitative surveys as well as desk research
and in-depth workshops with the marketing
and communications team at Mitie. The main
recommendations coming out of the project
are: more communication from senior leaders
directly, the reinvigoration of our quarterly
newsletter to all employees and a focus on
communications and managerial culture. We
now have a robust internal communications
strategy that drives growth, informs our
people and increases employee engagement.
The main priorities following the research have
been to implement regular communications
from senior leaders across Mitie and a focus
on communication for managers, giving
them the tools to deliver key messages to
their teams.
We held six employee roadshows, delivered
by our senior Directors and attended by
over 1,000 Mitie people across the country,
representing sales and operations mostly.
The roadshows will now happen annually
as they were so well received and weve also
introduced five regional forums every quarter
to make sure those messages are cascaded
to that all important middle management
level. Were confident the forums will deliver
great results in terms of networking, sharing
best practice and cross selling ensuring our
clients get the best Mitie service possible.
Challenge Board
Our recently set up Challenge Board
provides the perfect platform to improve
employee engagement within a small
section of our population. By interacting
with senior management at Mitie, including
quarterly meetings with our Chief
Executive, the members of the Challenge
Board feel valued and challenged, which
is a huge motivation.
1,000
Mitie people attended our first set of business
update roadshows. Were hoping to increase
this number by at least 50% next year.
Overview People
Performance
Over the years we have significantly
increased the number of respondents to our
Misay survey by extending it to site-based
Mitie people as well as the easy to reach
office-based population. Our score this year
is 72%, which tells us our employees are 72%
engaged. Best practice for this kind of survey
is 84% which puts us in the top bracket,
but not quite where we want to be.
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Looking ahead
The results of the Misay survey have thrown
up some areas we need to address over the
next year. Our employees told us they are
very clear about what is expected of them in
their role but they sometimes lack the tools
to do the job well.
We currently have two employee information
platforms, one intranet, accessible via a Mitie
networked machine online and Milife, an
extranet accessible by all Mitie employees,
on any device. Our objective in the next three
years is to merge both platforms to ensure
all Mitie employees, regardless of where they
work, have the same tools available to them.
When we surveyed our people in March
2014, 71% had registered to Milife and 89%
of respondents felt the portal met their
information needs adequately. However,
only 28% said they accessed the site more
than once per week. This is why we will
concentrate on making sure Milife has
the right content for our people.
We will implement a number of projects
coming out of the findings from Project
Engage, making sure the communications
we send to our people are relevant and
interesting to them. We have already started
a monthly email update to all Mitie email
users directly from our CEO and we are
launching an internal quarterly newsletter
in June 2014. We will also this year look at
how we can target more effectively those
people within Mitie who have the strongest
influence on our workforce, managers.
People Engagement
Milife
Mitie is a big and diverse place, and we want
to make sure our people are always able to
get the information they need to deliver a
world-class service. This is why we developed
Milife, an employee extranet accessible to
all 70,000+ employees. The site is secure
and accessible from anywhere on any device,
and our employees can access news, views
and forms they need to do their job as well
as book annual leave, access their payslips,
Company discount site and the learning zone.
72%
Employee engagement score
Overview People 17
MitieGroupplc
People Health and safety
What weve
focused on
The health and safety of our people is
our absolute priority, making sure they can
work in a secure environment and go home
safe at the end of the day is paramount.
Over the last 12 months, we have
implemented a web-based audit management
tool to support the planning and delivery of
our health and safety audits and the analysis
and interpretation of the outputs.
This tool provides a highly effective indicator
of our health and safety performance and
highlights those areas that need attention.
A summary report of the performance is
discussed at every business board meetings.
Our senior team of QHSE professionals meet
on a regular basis to share lessons learned
from incidents, review current performance
improvement programmes and agree on a
health and safety strategy which is then
implemented across the business.
In May 2013, we launched the fourth phase
of our Work Safe Home Safe! (WSHS!)
employee engagement programme
affectionately named Workplace Wobbles.
This four episode highly-engaging mini-soap
features our very own budding Mitie actors
and brings to life the key behaviours of the
WSHS! programme: get involved, look out
for others and think safety.
Health and wellbeing
And because health isnt just about safety,
we also look after our peoples wellbeing.
Within our catering business, Gather & Gather,
qualified Nutritionist Kate Taylor, works with
clients, and Mitie people, to run regular health
and wellbeing days in our staff restaurants.
In an effort to develop and implement various
programmes throughout Mitie, Kate has been
speaking at the Women of Work events and
hosting group workshops discussing How
much do you really know about food. Similar
workshops have been held on client specific
requests, including seminar topics such as
healthy snacking, dieting and mental health.
This year, we were the main sponsors of the
Mitie London Revolution cycle ride, see case
study opposite.
Mitie London
Revolution
Spread across two days, the Mitie London
Revolution saw cyclists complete an
incredible and iconic route around London,
passing some of the citys most legendary
landmarks. Over 200 Mitie riders took
part, including our very own Katie and Jess.
This company-wide event has bolstered a
pre-existing sense of community amongst
our people and facilitated greater interaction
across the businesses. In particular, our
Facebook rider hub has played a critical role
in this, providing an informal platform for
riders to share their photos, personal stories
and thoughts on the big event.
91%
Confidence
91% of our employees say they feel confident
stopping a task if they dont feel it is safe.
Watch Katies video here.
Watch Jesss video here.
Overview People
Performance
Our Work Safe Home Safe employee
engagement campaign continues to be
successful in raising awareness of safety at
work. In our last sustainability survey 94%
of employees said they were aware of the
programme, which is an increase of 2% on
last year.
Were really proud of our health and safety
culture and were delighted to see continued
reductions in our major injury rate, reportable
incident rate and a considerable reduction in
our incident severity rate.
18
MitieGroupplc
People Health and safety
Looking ahead
We will continue to work hard to reduce
accidents and incidents, both through better
management of the information and a focus
on employee engagement through our Work
Safe Home Safe! programme.
We will further develop our health
and safety risk management leadership
workshop to roll it out to senior managers
across our business. This will help us embed
our health and safety culture at all levels of
the business.
We are already working on the next stage
of our employee engagement programme,
Work Safe Home Safe!, refocusing our
attention on the going home safely core
message. Were keen that all our people take
home the important safety messages and
lessons from their working environment.
We are also planning to recognise employee
excellence in performance via our annual
Work Safe Home Safe! awards ceremony.
Work Safe Home Safe!
We focus on building awareness and
respect for health and safety, so that Mitie
people arent just passionate about work,
theyre passionate about working safely.
In the last 12 months we have enhanced
our Work Safe Home Safe employee
engagement programme thanks to a mini
series of four Workplace Wobbles soap
opera style films backed up by posters,
manager guides and briefing notes.
10%
Reduction in our major injury rate
17%
Reduction in reportable incident
(RIDDOR) rate
28%
Reduction in incident severity rate
94%
Of our surveyed employees are
aware of our Work Safe Home Safe!
engagement programme
(+2% on last year)
64%
Of our employees say the WSHS!
campaign has encouraged them
to change their behaviour
91%
Of our employees say they feel confident
stopping a task if they dont feel it is safe
Communities Overview Overview 19
MitieGroupplc
Sustainability Report 2014 Clients People Environment Suppliers Appendices
Communities
Were really proud of the work we do to strengthen the
communities we work in. Reaching out to our local communities,
especially in partnership with clients and suppliers, enables us
to optimise our contributions and expand our community footprint.
Communities Overview Overview
Mitie volunteer
of the year award
Employee volunteering is an important
part of life at Mitie, demonstrating our
commitment to the communities we work
in and providing great opportunities for
our people to develop and demonstrate
their skills. Craig Boath, a Director in our
Property Management business, won the
2013 Mitie Project of the Year Award for
the most significant community impact.
Craig co-ordinated Mities efforts to take
part in the BBCs Children in Need DIY
SOS project fronted by TV personality Nick
Knowles. With a staggering 186 volunteering
days behind it and a community investment
value of nearly 31,000, it is no surprise
that this worthy project lays claim to the
Project of the Year Award.
20
MitieGroupplc
What weve
focused on
The Mitie Foundation
The Mitie Foundation has produced
encouraging results in its first year; creating
opportunities for people of all backgrounds to
join the world of work, by raising aspirations
and unlocking peoples true potential. A key
project this year has been to ensure all our
stakeholders are aware of the aspirations and
targets of the charity. With this in mind, the
Foundation appointed 30+ ambassadors
and ran workshops with a number of our
integrated facilities management clients,
alongside running a series of world of work
challenge days and other careers events at
more than 100 schools.
The Real Apprentice programme has
continued to go from strength to strength.
Under its new name, Ready2Work, a
record number of programmes have been
completed this year. These programmes
have seen 51 people complete the course,
of which 33 have been offered a job or an
apprenticeship, or have gone back to further
education. To complement the Ready2Work
programme, the Mitie Foundation has also
launched a more agile work experience
programme which provides further
opportunities for unemployed and particularly
young people, to obtain the work experience
so often missing from their CVs. This
programme, whilst still in its infancy, has
already helped five individuals secure
full-time employment.
Community engagement in social housing
Naturally, our social housing team, in
partnership with our clients, is heavily
involved in the local communities where
they work, adding value not just through
the improvements they make to peoples
homes, but more importantly through the
community engagement activities they
organise. As well as taking part in career
talks in schools and offering work experience
opportunities for young talent in the area;
Mitie resident liaison officers have been
volunteering their time to run computer clubs
to help improve residents confidence online,
help them access all important training and
learn how to log issues and feedback on the
local authority websites. Weve also run a
number of fun sessions with residents,
including karaoke and Nintendo Wii
competitions to bring together residents
who might otherwise see no one throughout
the course of the day.
Communities
The Ready2Work programme is an
excellent opportunity to provide placements
that have a real impact on the candidates.
The Mitie Foundation make it very easy for
businesses to get involved in the programme
plus we get an additional resource at no cost
to the business, so for us it was a no-brainer
in terms of our initial decision to take part.
For our own staff, the programme provides
a good skills-development opportunity in
terms of acting as mentors and coaches to
the candidates, conducting appraisals and
delegating and supervising tasks, as well as
feeling that they really are helping to make
a difference.
AlisonKlarfeld
Head of CR, Berwin Leighton Paisner LLP
Communities Overview Overview
Mitie Foundation
awards
We recently celebrated the first anniversary
of the Mitie Foundation at an event
attended by Esther McVey MP, Minister
for Employment, and Ruby McGregor-
Smith. The event celebrated the great
work that The Foundation has done within
the community over the past 12 months
and saw the presentation of awards to
several business partners who made a
significant contribution to developing
the Mitie Foundations programmes.
21
MitieGroupplc
Performance
Our community investment for the year
2013/14 represents 0.7% of our pre-tax profit
which is fantastic news and we are looking to
build on this progress next year.
The overall community investment for
2013/14 is up 14% to 834,240. This is
mainly due to a 187% increase in donations
to charities and a 162% increase in gifts in
kind donations. This year our donations
to charities include donations made to the
Mitie Foundation, including the salaries and
expenses of three full-time employees as
well as costs associated with running our
award-winning Real Apprentice programme,
renamed Ready2Work, and other Mitie
Foundation initiatives. Our gifts in kind
include all the materials we donate to our
seven skills centres across the country.
Communities
Looking ahead
The Mitie Foundations approach is to work
in partnership with like-minded organisations
as well as harness Mities workforce, to
add value and make a sustainable difference
in our local communities. Whilst we will
continue to raise awareness of The
Foundations work around employability
and young people, we have set ourselves
clear targets for 2014/15:
Inspiring young people
We will work with schools and further
education colleges around the country to run
50 World of Work events and 20 Dragons
Den events with partner Working Knowledge.
Enhancing employability
Working specifically on client sites, we aim
to offer 70 people work placements through
our Ready2Work (55 people) and Foundation
work experience (15 people) programmes.
SustainabilitySummary 2013/14 2012/13 %difference
Donations to charities, community projects etc. 441,322 153,573 187
Value of employee time volunteered 309,617 259,590 19
Value of gifts in-kind donations 13,672 5,220 162
Value of expenses and leveraged funds 41,949 180,509 -77
Community Affairs management costs 27,680 129,881 -79
Total Community Investment 834,240 728,773 14
Employee volunteering days 1,443 1,286 12
0.7%
Community investment represents 0.7%
of our pre-tax profit
+14%
Community investment
51
Ready2Work participants
1,443
Volunteering days
Environment Overview Overview 22
MitieGroupplc
Sustainability Report 2014 Clients People Communities Suppliers Appendices
Environment
All human activity has an impact on the planet, and that includes
our own business. We believe we have a responsibility to do everything
we can to minimise that impact, and reduce our carbon footprint,
and we are committed to doing that.
MitieGroupplc
What weve
focused on
Energy
Our total energy consumption in 2013/14 was
very similar to our 2009/10 base year. This
is an increase since last year, predominantly
because of a net increase in the size of our
estate with the acquisition of MiHomecare.
If we exclude MiHomecare, our consumption
is 12% lower than in our base year.
Also, our energy intensity, in terms of total
kWh per m revenue is 19% lower than in
our base year, and 22% lower in terms of
total kWh per employee.
Weve achieved this reduction through a mix
of effective estate management including
consolidations, building disposals and
acquisitions and improved behaviours
supported by internal communications
campaigns and participation in Earth
Hour and Climate Week events. We have
recently embarked on an energy audit of our
buildings, making sure all our properties are
Band D Energy efficiency rating or higher. We
are currently refreshing Energy Performance
Certificates on all properties, and looking to
dispose of those below D rating.
Transport
As in previous years, our total vehicle
fuel consumption dominates our carbon
emissions, representing 89% of total Scope 1
and 2 annual CO2e emissions. Despite business
growth, which requires us to grow the size of
our fleet, our average fuel consumption per
litre as a measure against revenue has shown
a decrease of more than 6%. In simple terms
we use 6% less fuel to generate each GBP
turnover.
This has been helped in no small part by
our fleet procurement policies, installation of
telematic tracker systems across 90% of our
commercial fleet and bringing our average
passenger vehicle emissions to an all-time low
of 116g CO2/km against an industry average
of 143 CO2/km. The notable increase in
expensed fuel consumption since last year
is due to the addition of MiHomecare, though
this has had a fairly negligible impact on total
company-wide consumption.
Further initiatives which have positively
impacted on sustainability targets include:
the roll-out of electric vans to viable locations;
the upgrade of our tracking technology to help
improve driver behaviour by notifying them of
fuel reduction opportunities (this has shown
a 6% fuel reduction in one of our divisions
where we are testing the technology) and
a push on driver awareness training on our
driving simulator, over 400 people completed
the training.
Water
Despite an increase in water consumption
during the year, it is worth noting that our
average water consumption is just over
0.49m
3
per average employee number
per year, this is still 5% lower than in the
base year.
Waste
Our waste management continues to be a
challenge because of the large number of
waste management contractors and our high
proportion of landlord serviced properties.
Our total waste volumes have increased,
driven by a net growth in estate size.
Our recycling rates remain fairly consistent
with last year; though we accept that there is
a considerable level of uncertainty in our waste
volumes and recycling rates. This is because
of a higher proportion of sites, where we have
to estimate waste and recycling volumes, than
last year; with the addition of the MiHomecare
business and a reduction in the availability of
waste management data across our estate.
Unfortunately, we were unable to decrease the
amount of estimated data, and this figure has
actually increased this year. This is because:
a) The combined property and waste
management programme we were hoping
to implement across our office portfolio last
year has not yet been put into effect, and
b) Our Green Stars network (Mitie people
responsible for monitoring waste in each
of our offices) has not been as effective as
previous years, with only half of our Green
Stars providing readings and waste numbers.
Environment
MitieGroupplc
Performance
Our base year is 2009/10. Targets for energy,
waste and transport fuel were set for three
years, ie 2010-13, and we reported the
successful completion of those targets
last year.
Our target is now to reduce our Scope 1 and 2
carbon footprint by 35% by 2020, compared
to 2010 baseline, measured as tonnes of
CO2e/m revenue.
So far we have achieved a 22% carbon
footprint reduction which means were
on track to achieve 35% by 2020.
Environment
Looking ahead
Fuel remains our main challenge as it
represents 89% of our carbon emissions, and
whilst technology has helped us to get where
we are now, and we will continuously look at
how new vehicles can reduce our impact; we
know the next real improvement will come
from better driving behaviours across the
business. This is why we will concentrate
on fuel efficient driver training both on the
learning zone and on our driving simulator;
and why we will carry out regular surveys
across our driving population, determining
if attitudes are changing towards greener
ways of driving on business.
In 2014/ 2015, our property team will ensure
a holistic waste solution is implemented,
via our internal waste specialist team and
will ensure that Automatic Meter Readers
are installed to our principal properties
to decrease our reliance on the Green
Stars network.
k Historic CO2e figures have been restated using
the latest (2013) emissions factors and
methodology.
k The major change is that emissions from
electricity consumed through Mitie-managed
supplies are nowsplit between Scope 2 and 3,
as per the Defra 2013 guidance.
k Our employee figures include UKand Ireland
based people, but not international employees
because we have not accounted for the
emissions fromthese small operations.
k Historic CO2e figures have been restated
using the latest (2013) emissions factors
and methodology.
k The major change is that emissions from
electricity consumed through Mitie-managed
supplies are nowsplit between Scope 2 and 3,
as per the Defra 2013 guidance.
Turning pedestals
into lockers at Essex
County Council
When Essex County Council decided to
change their working environment to a
more flexible arrangement, our challenge
was to find a cost-effective and responsible
way of dealing with hundreds of surplus
pedestals, and the cost of procuring new
lockers. Working with a re-engineering
recycling factory in Liverpool, we managed
to recycle 90% of the pedestals. By
transforming the old pedestals into new,
high-quality lockers we not only saved
our client carbon, we also saved 40%
on furniture costs.
Resource Units
2010
restated
baseline* 2013 2014
%change
against
baseline
Scope 1 Gas and fleet fuel Tonnes of CO2e 41,343 43,007 42,075 2
Scope 2 Electricity Tonnes of CO2e 3,490 2,978 3,223 -8
Scope 1 and 2 Intensity Tonnes of CO2e/employee 0.79 0.64 0.63 -21
Intensity Tonnes/m 26.07 21.68 20.39 -22
Scope 3 Energy and
business car travel
Tonnes of CO2e
4,564 3,591 10,455* 129
Upstream
Water Tonnes of CO2e 10 11 12 22
Created waste Tonnes 1,436 1,204 1,536* 7
Intensity Tonnes/employee 0.025 0.017 0.021 -16
General waste Tonnes 989 607 793* -20
Recycled waste Tonnes 447 597 743 66
% Recycled 31 50 48* 56
* Variancetotheprior year duetotheintegrationof Enara(nowMiHomecare)
90%
Of our fleet is trackable
116g CO2/Km
Average vehicle emission
6%
Reduction in fuel
22%
Reduction in our carbon footprint
Suppliers Overview Overview 25
MitieGroupplc
Sustainability Report 2014 Clients People Communities Environment Appendices
Suppliers
These days, major companies like Mitie are expected to take some responsibility
for what happens in their supply chain, and we think thats only right. We want
all our suppliers to share our own high sustainability standards, and were doing
what we can to help them improve their performance.
MitieGroupplc
What weve
focused on
Procurement Sustainability Forum
Our bi-annual procurement sustainability
forum continues to help us focus on the
key issues. With representation from
procurement controllers across Mitie and
our sustainability director, the main objective
of the forum is to set out the supply chain
strategy for the next 12 months, aligning
Mities sustainability pillars with our
procurement activity. The forum encourages
our procurement teams to implement
initiatives both at category level and for
bespoke clients, via our sustainable
development framework.
Supporting SME businesses
We took part in and chaired a Corporation
of London round table event aimed at
encouraging and helping SMEs to access
work within the City of London. The round table
event focused on issues of supplying to large
organisations and how to succeed and stand
out amongst competitors.
The workshop provided attendees with the
opportunity to share insight into their own
experiences as well as understanding how a
FTSE 250 company procures its supply chain
partners. This was also an opportunity for Mitie
to understand the needs of SME businesses
and to communicate our approval processes.
Ecodesk
We have continued our partnership with
energy and emissions data tracking portal,
Ecodesk; and invited an extra 250 suppliers
to sign on. We now have 950 suppliers
registered which helps us understand
and improve performance.
Suppliers
Food and
sustainability
Mities catering offering, branded
Gather & Gather, is all about producing good,
fresh, healthy food sourced from across the
British Isles and Ireland where possible and
demonstrating the provenance and story
of where the food comes from. A strong
procurement model underpins this ethos,
ensuring we align supply from mainstream
national suppliers, with regional specialists
supplying products such as fresh meat
and poultry, dairy produce and bakery.
Doug Gilchrist, Head of Procurement
at Gather & Gather is clearly passionate
about food provenance.
Watch a short video here .
MitieGroupplc
Performance
We continue to work with all our suppliers,
collaborating with them to embed our values
and achieve sustainable improvements that
benefits them and us, as well as our clients.
Last year, we worked with 88 suppliers
to complete sustainability audits of their
businesses and only one evaluation was
deemed unsatisfactory.
We delivered three innovation forums and
ten Meet the buyer events. Our plan this
year was to hold a number of client/contract
specific supplier forums instead of one large
event for all our suppliers.
We have continued to work with emissions
portal Ecodesk and now have 950+ suppliers
registered and engaging with us to report their
emissions data. However, during the reporting
period, we realised that a large proportion of
the supplier profiles were either incomplete
or out of date and again we have worked with
Ecodesk to put together a strategy to review
the inputs. So far we have engaged with the
top 279 suppliers registered and we are
pleased to report that 239 have submitted
complete and up-to-date emissions data.
In the next months, we will be reviewing the
process with Ecodesk to ensure we capture
maximum levels of emissions details from
all our key suppliers.
Suppliers
Looking ahead
We have achieved re-accreditation in the
CIPS procurement review for our Technical
Facilities Management business. We aspire
to achieve Mitie-wide accreditation, however,
due to the various system approaches and
methods across the business, we are not
ready yet. We continue to work with CiPS
on a number of fronts, including Sustainable
Procurement which we won last year.
As lead sponsors of the Facilities Show
2013 we suggested the creation of a
Meet the buyer area for future shows.
The feature has been added to the 2014
show, and our procurement teams will
be available for short meetings and
discussions with suppliers over the
three day show.
With the implementation of our sustainable
development framework, we will be
organising client/contract specific supply
chain events so that were not only
monitoring and improving our sustainability
performance, but also that of our clients,
through the value chain. The first of these
events, a supplier forum for one of our
largest Integrated FM clients, is already
planned for the summer of 2014.
Sky, Mitie and Bunzl
working together
to reduce food
packaging waste
We provide food and refreshments to
over 24,000 Sky employees in the UK
and Ireland, and were using more than
one million styrofoam catering items a
year. In partnership with catering products
supplier Bunzl, we undertook a supply chain
analysis for 23 different packaging lines,
including cups, plates and boxes to identify
better products. So far, almost 11 tonnes
of styrofoam have been removed from the
landfill waste stream every year. Recycling
levels have increased and are now running
at over 65%.
88
Supplier sustainability audits completed
95 0
Suppliers registered on Ecodesk
Read more here.
28
MitieGroupplc
Sustainability Report 2014 Overview Clients People Communities Environment Suppliers
Appendices
Appendices
1.1 Change in emission measurement
Mities emissions have been reported as
CO2e to allow for all six GHGs and broken
down into Scopes 1, 2 and 3 in accordance
with the GHG protocol. This also provides
ease of comparison with our annual
CDP reporting.
1.1.1 Scope 1
The gas CO2e figure for 2013/14 has been
calculated using the latest gross CV basis
factor and the 2009/10 to 2012/13 figures
re-calculated using the updated factor
for 2012.
The transport CO2e figure for 2013 has been
calculated for petrol, diesel and LPG using the
latest CO2e factor for 2013 and the 2009/10
to 2012/13 figures re-calculated using the
updated factors for 2012.
1.1.2 Scope 2
The electricity CO2e figures have been re-
calculated using the electricity (generation)
factors for the respective years, based on
Defras 2013 release.
1.1.3 Scope 3
The Scope 3 electricity CO2e figures
(representing transmission and distribution
losses for all sites, and all electricity
emissions for sites where Mitie does not
manage the electricity account) have been
calculated using the conversion factors for
their respective years, based on Defras
2013 release.
The water CO2e figure for all years has
been calculated using the latest factor from
Defras 2013 release. Emissions from leased
buildings and non-fleet vehicles used for
business purposes are calculated using
the same emissions factors but reported
in Scope 3 in accordance with The GHG
Protocol Initiative for Corporate Value
Chain (Scope 3) Accounting and
Reporting Standard.
1.2 Approach to measurement
Our reporting approach follows the Defra
guidance on how to measure and monitor your
greenhouse gas emissions 2009. The guidance
is based upon the GHG protocol for Scopes 1,
2 and 3. Defra/DECCs UK Government
conversion factors for Company Reporting
2013 have been used.
Mities emissions are not covered under the
EU ETS, a Climate Change Agreement nor
the Carbon Reduction Commitment Energy
Efficiency Scheme. (CRC)
1.3 Organisational boundary
In the calculation of emissions, the financial
control approach has been adopted under
which a company accounts for 100% of the
GHG emissions from operations over which it
has financial control. It does not account for
GHG emissions from operations in which it
owns an interest but has no control, which
would include investments. For Mitie, this
means UK operations.
1.3.1 Scope 1 emissions comprise:
Gas consumed in Mities owned and leased
administrative offices and stores through
a Mitie managed energy contract.
Vehicle fuel consumed in Mities own fleet,
as monitored through our contracted All
Star fuel card system for both commercial
and domestic vehicles. This includes a small
element of fuel consumption for personal
use, which inflates the reported emissions,
but is consistent with previous years.
We have not included a figure for fugitive
emissions from air conditioning systems;
(refrigerant leakage). This is due to a lack of
data on refrigerant top-ups. This is expected
to be a very small proportion of our total
emissions. We will investigate a method
using our existing records to calculate a
reasonable estimate during 2014/15.
Electricity consumed at Mities owned and
leased administrative offices and stores
where purchased through a Mitie managed
energy contract.
Vehicle fuel consumption for business travel
in non-fleet vehicles (such as private cars),
as recorded through expenses. This is
outside the All Star fuel card system. This
element has increased by a factor of 3 this
year due to the inclusion of MiHomecare
vehicle travel. It is recognised there is a
small amount of fuel included in this
category which are Scope 1 emissions.
The remaining emissions in this category
are assumed to be total fuel spend but in
reality may be a mixture of HMRC levied
expensed items and fully expensed items.
This may in effect slightly understate the
real position.
Electricity and gas not under a Mitie
managed energy contract, ie through
landlord serviced and invoiced
arrangements.
Indirect emissions for Scopes 1 and 2
for electricity, gas and transport fuel.
Water consumption in m
3
from Mities
own administrative offices and stores
(regardless of who manages the utility
contract).
1.3.4 Other data under Scope 3 comprises:
Created waste in tonnes = general waste +
recycled waste (tonnes) from Mities own
administrative offices and stores (excluding
client-generated waste). Waste is not
included within the reported emissions.
1.4 Green Tariffs
Mitie purchases its electricity from Climate
Change Levy exempt sources. This includes
electricity sourced by our suppliers from
a range of renewable sources and high-
efficiency combined heat and power
generators. This represents 100% of
our own total electricity procurement
(ie excluding the sites where the landlord
manages the supply), an increase from
96% in 2012/13.

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Inspiring Change... Mitie Group PLC Sustainability Report 2014

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Mitie Group plc

Sustainability Report 2014

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