Social sustainability balances the needs of the individual (team member, customer, client and supplier) with the needs of the wider community. We want to be part of a vibrant and healthy community that benefits from the goodwill, time and expertise we can offer.
Target | Results 2019 | Results 2020 - 21 | Goal 2022 | SDG | |
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Develop inspiring training with access to at least two training sessions a year for every team member | NVQ participation increased YOY by 26% through engagement campaign via Yapster and Talent Manager site visit. Roadshows, ESSENCE 2, courageous conversations introduced for 150 managers. | New LMS ‘Pear Training’ launched | Launch bespoke retail management course Access to Industry Award Winning training for everyone with our partnership with WSH Brands | 8 | |
Create a safe, healthy and supportive working environment | 97% compliance on all mandatory FS/H&S training across all team members at ever level | New EAP launched Bespoke New Ways of Working during COVID training | 100% compliance on H&S/FS training. Bespoke training for returning to work post lockdown/site closure Focus on H&S compliance, mental health and wellbeing | 8 | |
Improve team member wellbeing, supporting healthy decision making on eating, exercise and work-life balance | Mental Health Awareness week on Yapster BM Wellness Manager Wellbeing and Nutrition resources for team shared via Yapster | Stress management guide revised Wellbeing campaigns run via Yapster - Mental Health Awareness week, Healthy Eating at home during Lockdown, Pilates classes and the Calendar of Kindness | Roadmap for coming out of lockdown Bite sized training focused on mental health Foster a culture of inclusivity Train Mental Health First Aiders | 3 | |
Make our workforce attractive to individuals with different ideas, cultural backgrounds and across different generations | Launched ED&I programme Appointed Exec Sponsor Devised ED&I Mission Statement D&I Steering Committee set up Signed BITC Race at Work Charter Created an inclusive D&I celebration activity calendar Annual equality team survey launched with 55% completion Equality questionnaire at point of onboarding new starters | Drive ED&I awareness Embed a culture of inclusiveness Create D&I celebration activity calendar Maximise D&I training opportunities Publish gender pay gap Publish ethnicity pay gap Promote female chef’s programme Produce ‘Inclusion Starts with I’ video Increase our PY strike rate to 65% in annual equality team survey Get involved with schools & colleges Promote social mobility | 10 | ||
Support the London Living Wage (LLW) foundation and always promote LLW to clients multi- generational needs) | 100% of direct employees are paid at least the LLW or NLW | 100% of direct employees are paid at least the LLW or NLW | 1 | ||
Every team member to have access to healthcare cover | 100% of the company’s permanent employees have healthcare coverage | Maintain 100% level of cover and benefits | 1 | ||
Close gender pay gap | Female chef forum set up with roadshows at site and Yapster promotion | Inspiring Women’s Awards celebrated externally to encourage female applications to chef and management roles | Refocus female chef forum D&I strategy driving equality – enhancing our employee value proposition in terms of equality | 5 | |
Launch ‘Freedom Friday’ | 100% of team members can claim one paid day per year to work as a volunteer at a registered charity to support the community | Continue to promote and communicate Freedom Friday | 3 | ||
Raise team Health & Safety (H&S) and Food Safety standards | 96% of team members completed a nationally recognised qualification in H&S and Food Safety within their first month’s employment. An increase of 1% | 98% completed Level 2 in both FS and H&S | Target 100% completion | 8 | |
Develop a leadership programme | Advanced leadership programme developed and costed | 75% of leadership team completed programme | Target 100% completion | 8 | |
Attract young people to employment in the hospitality sector | Talent Manager attendance at school / further education careers fairs New #BMFamily employer brand and collateral developed and launched | Pandemic impact resulted in retention rather than recruitment focus | Review recruitment strategy post Brexit / COVID Re-engage with schools and further education to promote BM and our sector | 4 | |
Engage customers with sustainable food issues | 100% of customers have access to a ‘Green Food Roadshow’ in their workplace restaurant | Improved customer knowledge promoted through monthly customer engagement programme | Develop an online version of the ‘Green Food Roadshow’ | 8 | |
Promote healthy eating to customers | Nutritionist recruited to drive Vitality concept launch and national food strategy | Vitality engagement roadshows | Target themes for lunch and learn in line with national food strategy and promote Vitality engagement roadshows | 3 | |
Encourage young foodie entrepreneurs | 17 business entrepreneurs supported through ‘BM Inc’ food startups | 8 | |||
Find a new use for our old uniforms | 100% of all used BM uniform t-shirts are donated to the Jannehkunda School in the Gambia | Pandemic impact meant we could not donate during 2020 | Promote ways to recycle old uniforms to responsible charities to send out to countries in need | 12 |