Improving Lives
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Improving Lives in 2023
From a solid baseline, our aim is to create an environment that is ‘fair for all’, which enables customers, colleagues and communities to thrive by improved: social impact, health, safety and wellbeing, Employee Value Proposition and fairness and inclusion.
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98%
Contracts with Mental Health First Aiders to support employees
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100%
Improved retention rate of apprentices with 100% successful apprenticeships moving to employment
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8th place
Best Companies ranking of Best Big Companies to work for 2022/23
Social value
Mears Foundation
Health & safety
Fairness & inclusion
Sustainable Development Goals (SDGs)
Promoting fairness & inclusion
Our Goal
By 2025 we will aim to achieve:
- 35% of women in leadership positions
- 12% Group representation of black, Asian and other ethnicities
- Gender pay gap of 19%
- Continually evolve a Board-driven strategy that ensures fairness and inclusion for all colleagues
- Year on Year improvement in Voice of the Colleague survey results for fairness and inclusion practice and awareness
Our Plan
- Maximising current recruitment processes to ensure they are bias free and encourage job opportunities for all
- Publish first ethnicity gap report, with 98% of colleagues sharing EDI data
- Achieve leading Gold standard fairness & inclusion accreditation
- Insight-led approach to ensuring our workforce reflects our local communities
- To monitor pay fairness within standard terms and conditions Mears contracts for all job profiles
- All colleagues across the business to receive fairness & inclusion training
- Achieve Disability Confident Leader status
- Contractual requirement for suppliers to provide evidence of how they are addressing D&I
- To monitor pay fairness within standard terms and conditions Mears contracts for all job profiles
- D&I ‘refresher’ training for managers Grade 6+ - periodic (every 3 years)
Attracting & retaining talent
Our Goals
By 2025 we will aim to achieve:
- Continually evolve a cohesive strategy for attracting and retaining the best talent; enabling our colleagues to thrive
- Employer of choice recognition
- All grade 6 and above employees, in critical roles, has a clear succession plan.
- Employee turnover of 18%
- 90% of all apprentices secure work at Mears or another organisation, on completion of their apprenticeship
- Maintain governance to ensure no inappropriate Zero Hours contracts
Our Plan
- Develop a competitive Employee Value Proposition, including standard and flexible benefits
- Deliver an agreed approach to talent management
- Promote internally and externally the Mears Brand and Employee Value Proposition
- Implement Voice of Colleague forum, chaired by Employee Director, to enable even bigger employee voice
- Maintain approach to ensuring all employees are paid the real Living Wage or above
- Support Mears’ flexible working offer linked to well-being to support attraction and retention
- All colleagues, grade 6 and above, has a clear successor identified
Improving health & safety
Our Goal
- Continually evolve our approach to maintain our high standards for creating a safe working environment for everyone.
- Accident frequency rate (AFR) of below 0.25
- Win the ROSPA Industry Sector Award by 2030, which recognises best H&S performance in sector
Our Plan
- Maintain all ISO accreditations
- Retain RoSPA Gold Award
- Maintain a team of professionally qualified Safety, Health and Environment Managers to support the business
- Maintain robust policies and procedures to ensure health and safety compliance
- Conduct regular audits and inspections across the business to monitor compliance
Boosting health & wellbeing
Our Goals
- Continually evolve a Board-driven wellbeing strategy, the importance of which is regularly communicated to the workforce, that ensures the health and wellbeing of our colleagues
Our Plan
- Mental Health First Aider in 100% of contracts and departments
- Tailored and enhanced Employee Assistance Programme (EAP)
- Access for all employee to voluntary health services and programmes
- Enhance support for vulnerable colleagues
- Enhance flexible benefits package and contractual terms to support access to opportunities
- Maintain focus on employee engagement and help tackle the challenges of wellbeing and mental health
Raising social value
Our Goal
By 2025:
- Continually evolve our approach to ensure;
- Be regarded as social value leaders across the public sector, continually evolving our approach
- All contracts will be delivering a yearly social value plan, with year or year growth in colleague participation, impact and £ value
- Mears Foundation will have grown grant giving to over £200k per annum
Our Plan
- Develop Social Return on Investment reporting to focus more on qualitative outcomes and personal impact
- Build on engagement with supply chain
- Year on year increase in use of volunteering hours
- Lobbying Government for a more transparent and consistent measure of social value
- See our Friends of the Foundation supporting our social value.
Tagline
Resources
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