• At A Glance
• Vision and Strategy
• Culture and Values
• People
• Governance and Policy
• Health Safety and Welfare
• Environment
• Social Responsibility
• Corporate Responsibility Reports
  • CR Report 2007
  • CR Report 2006
  • CR Report 2005
    • Our Commitment
    • Highlights of 2005
    • Managing Our Responsibilities
      • Preparing for the challenge of change
      • Towards A New CR Strategy
      • Measuring Our Performance
      • A Question of Ethics
      • Managing Risk
      • Communicating with our Stakeholders
      • Our Corporate Responsibility Performance
      • Awards
    • Health and Safety
    • People
    • Community
    • Environment
    • Targets and Objectives
    • Case Studies
  • CR Report 2004
  • Performance Statistics

Managing Our Responsibilities

It is essential that the way we manage our business reflects the type of organisation we want to become: the leading service company in our chosen markets. Currently, the public sector accounts for 92 per cent of our turnover. Over the last 40 years, we have prospered by convincing our public sector customers that we share their motivating passion and values. From the start, we won their trust with a strong understanding of the challenges they face and the expectations they live with.

In the past, the services we delivered to our public sector customers went largely unnoticed and unannounced. Today, the picture is very different. Increasingly, we are involved in delivering services to the public directly. Through our teachers and our healthcare specialists, through our rail staff and our prison rehabilitation teams among others, we have become an indispensable part of people’s lives.

As a result, a deep public service ethos has become woven into our culture and a highly developed sense of corporate responsibility infuses everything that we do. Although so many of our contracts involve delivering social outcomes, we consistently work above and beyond our contractual obligations. The case studies we have selected for this report exemplify how we go the extra mile to serve our communities inside and outside working hours. 

In the UK, for example, we teamed up with Greenwich Council in south-east London to pilot Digital Paper and Pen (DPP) technology that enables local social workers to spend less time on paperwork and more time listening to the people who depend on them. The search for this solution began in 2000 as a direct response to feedback from our customers in social service departments across the UK. They emphasised the need for a non-intrusive, technology-based information management tool that does not intimidate the people it is designed to assist. The DPP solution fulfils the needs of our customers while benefiting the wider community.

Our collective response to the 2005 crises in Sri Lanka and London, the Gulf of Mexico and Pakistan is another inspiring expression of our people-first, value-based culture in action. It is this culture that has helped to make us the country’s most admired public service company.