Continued to deliver value to our shareholders, growing our dividends in line with earnings

Continue to create sustainable growth and deliver healthy investor returns

We continued to engage with our key stakeholders on both a formal and informal basis

Engage further with stakeholders, using research to confirm that we are continuing to address our key impacts and that our reporting continues to meet our stakeholders needs

Our CR working group, which includes senior representatives from across the business, met 4 times. We have not yet established a CR Committee with external representatives

Establish a CR Committee including external representatives to challenge and develop our CR strategy. It will be chaired by Gordon Hurst who has overall responsibility for CR activity

Continued to maintain a strong structure and have the right management and governance procedures in place to allow us to identify and mitigate any risks to our business

Continue to manage and grow our business responsibly, monitoring the application of our procedures across the business. Ensure that where there are business-specific risks, appropriate procedures are in place to address them

Continued to have the right resources in place to support clients fully and give them a high level o service. 15 major contracts secured or extended in 2009

Continue to build our scale and capacity, enabling us to provide a high level of service to our existing clients. Actively engage with potential clients to demonstrate the benefits and added value that we can provide

Worked with our clients to improve business processes, providing inclusive, accessible services for end-users. Where possible, we continued to introduce service solutions that reduced their negative CR impacts

Continue to benefit clients’ operations through improved service delivery and add real business value for clients and the wider community

The diversity champions’ forum was held twice in 2009. We used the network of employees to help implement our Equality and Diversity policy across the Group. We encouraged employees to undertake diversity awareness training. Results from the 2009 employee survey showed over 90% of employees felt that they were treated fairly regardless of race or ethnicity, disability or sexual orientation. Fewer than 1% of employee grievances were related to any diversity issue

Male/female split remained at 52% male/48% female
Male/female split for management remained at 74% male/26% female Male/female split for senior management remained at 88% male/12% female
Ethnic diversity (employees from ethnic min groups) increased to 17.5% (2008: 15.5%)

Continue to employ people local to our operations where possible

We increased our workforce in India, with 10% of our total workforce now based there

The new awards scheme was a success, with over 300 employees nominated for awards. Finalists were recognised and rewarded at an awards ceremony

Employee survey completed in 2009: the 68% response rate was up from 44% in 2008. We used the survey to identify areas for improvement, and focused on these during the year

We continued to hold regular meeting with unions and have developed additional union partnership agreements

Our senior management retention rate for 2009 remained at 88% (salaries exceeding £90k)

Overall employee retention rate increased to 84% for 2009 (2008: 82%)

Capita Academy launched in 2009, providing access to more than 100 training courses for our employees. We continued to invest in online training where possible

In 2009, we invested £11.9m in employee training, providing over 4,100 training days. We continually reviewed the courses provided to ensure our employees developed necessary skills

We delivered 123 specific HR courses to our managers, and 951 managers benefited from the Managers’ Guide to Employment Practices

We continued to support our vocational learning programme, with over 1,000 employees taking part since the programme began. In 2009 we signed the Skills Pledge

We provided a safe and productive working environment for our employees. Our accident frequency rate was 1.65 per 1,000 employees (RIDDOR) in 2009 (2008: 1.59). This slight increase was due to the expansion of our various field operations

Assessments completed across the Group. Line managers reviewed sickness and absence rates to identify any potential areas for concern

We achieved scores of 82% in the Group SH&E audits across all our sites

In 2009, the SH&E Team launched the new online SH&E audit. This solution is designed to help site managers and SH&E advisers manage their day-to-day processes more efficiently. It allows all locations across the UK, Europe and India to accurately record, track and report accidents and incidents online

In 2009 15% (2008: 15%) of our employees worked part-time

This is an ongoing process. In 2009 we worked with 50% of our strategic suppliers to review their supply chains

Number of supplier audits increased. 50% of all Group suppliers audited in 2009

Revised procurement policy and framework issued in June 2009 to all procurement specialists across the Group

Issue a new responsible procurement policy across the Group in June 2010. Our procurement specialist will help to implement the policy when procuring goods

New online supplier registration portal launched in December 2009. This allowed us to communicate our Statement of Business Principles to our suppliers to help ensure that they are aware of and comply with our policies

All new suppliers must register via our online registration portal, ensuring that they adhere to our policies and meet our CR objectives. This will allow us to identify and mitigate risks in our supply chain more easily

In 2009, 17% of our overall spend with our stationery suppliers was on environmentally- friendly products. A third of this was on paper and envelopes

Continue to identify opportunities where we can work with suppliers to help manage our environmental and social impacts

In 2009 our carbon footprint was 79,212 (tonnes CO2e) (2008: 73,057)** and our carbon intensity was 21.2 (tonnes CO2e/£m). We were awarded the Carbon Standard for two of our divisions in recognition of our efforts to measure and manage our carbon emissions

Continue to monitor, measure and manage our carbon footprint reducing our carbon intensity by 4.5% annually for Scopes 1 and 2

Energy data was reported to our Carbon manager on a quarterly basis, allowing us to monitor the success of our energy-reduction programme and identify areas for improvement

Continue to report results in our Annual and CR reports. Take part in the Carbon Disclosure project

We have made energy savings of 28% since the energy reduction programme began. In 2009 this programme was expanded, with 35% of our sites now measuring and monitoring their energy use. We began the installation of AMR across the Group at CRC obligated sites. This will be complete by the end of 2011

Complete the introduction of AMR across the Group to meet our CRC obligations

Number of conference calls made increased to 116,587, twice as many as 2008

Targeted campaign to reduce business travel across the Group. Continue to promote the use of conference/video calls

All our company cars run on diesel and are subject to our maximum emissions level of 175gm/km. The average CO2 rating of vehicles is 147gm/km (over a fleet of 1,896)

Cap our emissions at 160gm/km. Roll out vehicle tracking system where appropriate across the Group

Work with The Energy Savings Trust to validate and improve the carbon footprint of our fleet vehicles, and work towards getting full accreditation from Motorvate

The number of accredited sites reduced from 47 to 45 due to contracts ending at two accredited sites

Continue to achieve accreditation where appropriate, including any new high-impact sites

Our Cycle to Work scheme was introduced in Quarter 4 and made available to all permanent staff

Continue to run the Cycle to Work scheme in 2010

All sites now have a waste management programme

Work with MITIE to identify opportunities to improve our waste management and costs across the Group

In 2009 we reviewed our community investment programme. We established a framework, streamlining our initiatives and aligning the programme with our business activities. We continued to identify and work with projects within this framework to support the communities in which we work

Relaunch and increase promotion of our community investment programme 'Capita Commit' to all employees

Launched new employee volunteering section on the intranet to continue to promote and encourage our employees to take part in volunteering projects in their local communities exceeded the target set with 3,000 employees (8.2%) volunteering in 2009. We introduced a new category in our employee recognition scheme to reward employees who have been involved in projects in their local communities

Continue to increase employee involvement across the Group, setting a new target of 15% of employees volunteering in 2010

We continued to use the London Benchmarking Group (LBG) methodology to capture data to measure our total community investment. In 2009 we invested £1.4m through community projects and charitable initiatives

Continue to benchmark our activity and increase the data captured from across the Group, specifically across new contracts

We continued to support Macmillan Cancer Support, raising £440,000 through employee fundraising in 2009. Through our sponsorship of the Macmillan Ball we leveraged a further £152,000. At the end of 2009 we extended our partnership with Macmillan for a further year

Continue to back Macmillan Cancer Support through employee fundraising and corporate support. Increase awareness of its work through internal campaigns among employees. Select a new corporate charity partner in 2010

In 2009 we provided £0.5m in corporate support

Continue to provide support through our corporate donations

We worked with our professional fundraisers throughout the year, with 1,434 employees donating over £178,000 to charities. We received the Silver payroll giving quality mark from the HMRC in recognition that over 5% of our employees give to charity via the scheme

Launch a targeted campaign to increase uptake of the scheme, in partnership with our professional fundraisers and new payroll giving administrator