1. Business in the Community
Corporate Responsibility Report to June 2015

2. As a champion of the responsible
business agenda, Business in
the Community Northern Ireland
aims to be open and transparent
in all that we do. In the same way
that we challenge others to live up
to their environmental and social
responsibilities, we are committed
to showing leadership and to
demonstrating best practice in
meeting our own. As an employer,
we recognise our responsibilities
towards our own people, our planet,
and the place where we all live. This,
our second Corporate Responsibility
Report, is produced to communicate
our performance as a responsible
organisation as well as to provide an
example for other employers, both
large and small, to follow.
We are delighted to share our progress with our
stakeholders and take great pride in our achievements
so far. However, we also recognise the need to
continually improve and build on our performance.
Throughout this report, you will find examples of how
we have made those improvements: by reducing our
environmental footprint, by focusing on the impact of
our community engagement activities, and by ensuring
that our staff are supported, developed and that we
look after their wellbeing.
This report is testimony to the passion and dedication
of our outstanding team here at Business in the
Community. They have shown leadership in pioneering
the behaviours, activities, and impacts we have
highlighted here and which we hope will inspire you to
communicate YOUR responsible business actions to
your own stakeholders.
I would like to take this opportunity to thank Colm
Bergin, Bank of Ireland who produced this report
during an Internship with Business in the Community.
Foreword from the Managing Director
Kieran Harding
Managing Director

3. Business in the Community talks to companies in
Northern Ireland about managing their responsibilities
towards their People, the Planet, and the Places
where they operate. In developing this report, we
have followed the structure of the CORE standard for
responsible business.
What is CORE?
CORE – the Standard for Responsible Business – was
developed by Business in the Community in response
to calls from businesses throughout Northern Ireland to
have a standardised measure of performance for their
Corporate Responsibility practices.
CORE is based on Business in the Community’s
Corporate Responsibility model, built around the
themes of People, Planet, and Place, but taking
into consideration three requirements, which all
organisations must consider:
1. Marketplace responsibility
2. Stakeholder engagement
3. Responsible leadership
Each of these is assessed against the focus of
the operational requirements within a business,
specifically:
• Strategic planning & objectives
• Policy and processes
• Activities & engagement,
• Targets and measurement
• Reporting
This is consistent across each CORE theme and
for every participating organisation. Each must be
reported on in order to achieve the CORE Standard.
Business in the Community’s approach to Corporate Responsibility

4. People
In Business in the Community, we value the people with whom we work, realising that, in order to get the best
from them, we need to view and treat them as individuals. We understand that our employees are people with
busy lives and specific needs outside of work, and this enables us to maintain a culture that allows people to
achieve their full potential. Throughout the year, we engaged in numerous events and programmes, with the
aim of showing our staff how important they are to us. Below are some of the initiatives we have introduced
in the past two years and some of the commitments we have made for the year ahead. To date, our focus has
been on four key areas: Health & Wellbeing, Flexibility, Open Staff Dialogue and Training & Development.
Health and Wellbeing
80% of team members agree or strongly agree that . . .
“My company addresses Health and Wellbeing issues
that are important to me”.
Target for 2016 Survey = 85% engagement
‘£ for lb’ 12-week, weight-loss
challenge
Commitment: The ‘£ for lb’ 12-week, workplace-
based, weight-loss programme encourages and
supports staff to kick-start a new, healthy lifestyle, while
raising money for charity.
Action: In partnership with the Public Health Agency
and Westfield Health, this 12-week programme began
in January 2014 and ended in May 2014. It was
organised again at the beginning of 2015.
Outcome: In 2014, 16 staff from our Belfast office
took part in the programme. The team lost a combined
total of 119.5lbs, which raised £450 for the Stroke
Association of Northern Ireland. Eight staff took
part in the 2015 programme, in aid of Street Soccer
Northern Ireland, with 17.4lbs lost and £108 raised.
Whilst the 2015 figures indicate a decrease in both
the number of participants and the total weight lost,
compared with the previous year, these figures mask
the much greater and more positive impact that £ for lb
12-week challenge had on the BITC staff team. Many
participants in the 2014 challenge had been successful
in losing weight and in moving to a BMI bracket that
was not considered overweight or obese. This meant
they were not eligible for participation in 2015.
Moreover, the challenge led to a team-wide focus on
positive, healthy choices that contributed to several
members of staff choosing to begin their own health
and fitness programmes outside of the challenge itself.
For example, following the 2014 programme, one team
member identified a local boxing club, and up to 12
staff have been attending intensive weekly training
sessions for almost two years now. During the same
period that the 2015 £ for lb programme ran, one team
member who followed her own programme, lost two
and a half stone, and her journey to a healthier lifestyle
is continuing, with the support of BITC. We asked team
members if they wanted BITC to facilitate the £ for 1lb
programme in 2016, and they said yes but with less
focus on achieving targets and more on the following:
• Team motivation/encouragement
• Sharing best practice
• Practical tips and approaches that have worked for
others
• Individuals making realistic and permanent lifestyle
changes
Staff CR
Survey 2015
“It sounds like a bit of a
cliché, but joining the Boxing
Club has really changed
my life for the better! I have
lost pounds and several
inches; I find I have more
energy, which has resulted in
permanent lifestyle changes
– it’s great fun too!”
Deirdre Timoney, Director,
Citywide Employers’ Forum

5. PeoplePeople
Information and Awareness Events
and Seminars
Commitment: Business in the Community arranged
numerous events and seminars for team members that
showcased some important actions they could take to
improve their wellbeing, to reduce stress, to plan for the
future and to support others who were going through
difficult times.
Action: The following themes were covered: Safe
Driving, Stress Management, Domestic Abuse
and Good Financial Management, focusing on the
importance of having a Will.
Expanding on just one example, in 2014/’15, the
Northern Ireland Young Solicitors Association (NIYSA)
delivered seminars to 16 members of staff on the
importance of having a Will. This was conducted as
part of NIYSA’s pro bono drive and Business in the
Community’s Health and Wellbeing Initiative. Individual
follow-up sessions were offered, with an allocation of
work time allowed to attend such meetings.
Outcome: Following this session, six team members
sought further advice or arranged follow-up meetings
to make or to amend a Will.
A schedule of further information and awareness
sessions has been planned, including a talk from
Age NI, a visit from the Alcohol Bus, a healthy eating
session, another Wills seminar and a session focusing
on what to do in a cardiac emergency situation.
Health checks and wellbeing initiatives
Commitment: Every year, Business in the Community
offers team members a range of health-related initiatives
to help them consider their current state of health, to plan
for improved health and wellbeing, and to avoid common
illnesses.
Action: In the 2014/’15 year, staff were offered flu jabs
and Echinacea herbal remedies. We are committed to
organising biennial health checks, which are carried out by
the Northern Ireland Chest Heart and Stroke Association.
The organisation will pay 50% of the cost of these vital
checks. Since 2002, Business in the Community has also
offered the Westfield Health Scheme at level one to all
team members. Westfield provides financial support with
dental, optical and consultation costs, as well as a vital 24
hour counselling service. Other benefits include personal
accident cover, faster access to a variety of scans and an
on-line 24 hour doctor service. The scheme allows our
team members to make personal choices to consider their
health and wellbeing and to help them keep in the best
possible shape both physically and mentally.
Outcome: As a result, 22 staff (36%) availed of the flu
jab. While cold and ‘flu like’ symptoms were recorded
via our absence management process, there were no
episodes of flu during the six-month period that followed
among the staff who availed of the flu jab.
In the same year, BITC offered health checks and agreed
to pay half the cost. Thirty-one of our team members (44%
of staff) availed of the health checks. This gave individuals
detailed stats relating to their BMI, blood pressure and
cholesterol levels, as well as advice on addressing any
issues and information on healthier lifestyle choices.
The uptake in our Westfield Health Scheme is 100% among
team members who have successfully completed their
probation period.
Throughout the period, absence figures remain within
range of our target of 2% (2.4% for the 2013/’14 year,
decreasing to 2.3% in 2014/’15).
90% agree or strongly
agree that . . .
“My company offers flexibility
that supports a good balance
between my work and private
life”
Target for 2016 Survey =
maintain 90% engagement
Flexibility

6. PeoplePeople
Wonder Hours
Commitment: The ‘Wonder Hours’ initiative is an
optional scheme that allows team members to finish
earlier on Friday afternoons during the winter and
summer months.
Action: The office staff is divided into two teams to
ensure there is adequate office support in place while
this initiative is running. On a rotational basis, each
team is able to leave at 3:00 pm on their assigned
Fridays. If one of the members of the team chooses
not to leave at 3:00 pm, they can stay on until their
usual time. Those who chose to avail of the initiative
have to make up the time during the week by following
a work pattern pre-arranged with their line manager.
Outcome: The ‘Wonder Hours’ initiative was
undertaken by 69% of staff in the winter period of
2013, and this level was increased slightly to 70% in
winter 2014. 59% of staff took part in summer 2014,
and this figure is lower due to people more commonly
being on leave in the summer months and, therefore,
not being present to avail of the scheme.
Flexible Working arrangements
– working from home, requests
for a change in working hours,
appointments, study leave
Commitment: Business in the Community is
committed to being a flexible and supportive place
to work. In line with this commitment, a number of
ongoing flexible arrangements are available to team
members.
Action: Throughout 2014/’15, the following flexible
arrangements were offered to team members: working
from home, the ability to request a change in their
working hours, time off for appointments, and study
leave.
Outcome: At the end of June 2015 (the end of our
financial year), we had 75% of our team members
availing of some form of flexible working pattern,
including the ability to work from home on occasion
or, having been granted a formalised working pattern
outside of the normal 9-to-5 working hours. During the
period, we recorded 242 occasions of home working,
with 54% of our team members availing. We received
seven requests from staff to change their working
hours, and 100% of the requests were granted. Time
off for appointments is offered and availed of by 100%
of our team members. Four team members were also
granted study leave, which related to 100% of the
requests we received.
Looking at flexibility in the broader sense, Business in
the Community continuously looks for new and cost-
effective opportunities to improve our team members’
personal flexibility and choice. In 2014, we introduced
the Perks Scheme which is a shopping directory that
allows you to make cost savings with a range of local
and on-line retailers. All team members are offered a
Perks membership card on completion of their probation
period and feedback to date has been very positive.
Open Staff Dialogue
listening and sharing
key information
87% agree or strongly
agree that . . .
“My line manager is open to
my ideas”
Target for 2016 Survey = 90%
engagement?

7. PeoplePeople
Open Staff Dialogue
listening and sharing
key information
iThink
Commitment: iThink is our Staff Suggestion Scheme.
Staff are asked to provide suggestions that would
benefit the business or make their working life easier or
more productive on an ongoing basis.
Action: A dedicated email has been set up for staff to
submit any suggestions they have. Quarterly themes
are identified in line with specific business needs, eg,
cost-cutting, improving our commitment to walking
the talk, etc. All suggestions were reviewed by three
members of staff, including representation from the
senior team. The best suggestions are implemented,
and the staff who suggest them awarded a prize. All
staff whose suggestions are not chosen are given a
reason as to why they are not being implemented, or
they are helped to develop their ideas further.
Outcome: Some great suggestions were received
in our latest iThink campaigns; in 2015, we also ran
a separate ‘cost-saving’ campaign, in light of recent
funding cuts and challenges. In 2014, a total of 15
suggestions were received, and six of these were
implemented. In 2015, and in light of our additional
‘cost cutting’ campaign, suggestions received soared
to 40, with 16 being implemented.
77% agree or strongly
agree that . . .
“My line manager keeps me
informed about important
issues and changes”
Target for 2016 Survey = 85%
engagement

8. PeoplePeople
Sharing key company
information
Commitment: Business in the Community is
committed to sharing key information with team
members from all levels within the organisation. We
firmly believe that this develops trust and ownership
and that it better equips people to do their job.
Action: Throughout 2014 and 2015, we have used the
following tools to communicate across our staff team:
• Chat with the Chief – over the year, the MD meets
with all teams to inform, to answer queries and to
take on board suggestions. Having taken on board
feedback from our staff, via a Listening Forum held
in April 2015, this has now developed into a Friday
morning session called ‘Kieran’s Friday Shout
out’, where team members receive a current
and topical update from the MD on that week’s
successes, the current challenges, what’s coming
next and an overview of how the organisation is
performing, both locally and nationally.
• TeamTalk – informal monthly update in the kitchen,
with alternate updates from an internal team and
an external partner
• Back Door update – conceived from a staff
suggestion, a monthly poster update is placed in
the ladies’ and gents’ bathrooms
• Listening Forums – open invite to all staff to
join a meeting forum to discuss a relevant topic
that affects them in their work. Afterwards, an
improvement Action Plan is delivered.
• The Box – another staff suggestion that has been
implemented on a TV screen in a relaxed area
of both our offices; it shares key information that
is relevant to our people and enables staff to
add their own notices regarding music or book
recommendations, favourite recipes or items
wanted or for sale.
Outcome: During the period, we have communicated
with all team members and listened to their views and
ideas as follows:
• Chat with Chief reached 90% of our staff and has
recently been replaced with Friday Shout-outs to
ensure more timely updates.
• TeamTalk facilitated on a monthly basis – 20 in
total in this two-year period – alternating between
an internal and an external focus, including
updates from/on the following: programme areas;
AGE NI; BITC Awards; update from Roy Adair, BITC
Chair; Nexus, our Charity of the Year.
• Back Door Update – monthly poster update – 20
communications in total
• Listening Forums and follow-up Action Plan – one
per year, following the annual staff survey
• The Box – reviewed and updated monthly with
approximately 25 messages for staff at any given
time
Training and
Development
78% agree or strongly
agree that . . .
“I have completed learning and
development activities that are helping
me to improve my performance”
Target for 2016 Survey = 85%
engagement
60% agree or strongly
agree that . . .
“I have completed learning and
development activities that are helping
me to develop my career” (NB. An
additional 30% neither agree nor
disagree)
Target for 2016 Survey = 70%
engagement

9. PeoplePeople
Developing our people
Commitment: Business in the Community is
committed to training and developing team members,
both in line with business need and also in line with
their own personal development and growth. When
considering professional and personal development
opportunities, we look for new, innovative and cost-
effective approaches. We are committed to a fair and
effective appraisal process that benefits individuals
and the organisation.
Action: Training offered in this period ranged from
the delivery of in-house Microsoft Office exams to
a tailored Line Manager training programme. The
range also included an ongoing Relationship Manager
development programme; Vistage sessions, focusing
on topics such as presentation skills, sales and
marketing; an Influencing and Persuasion programme,
developed in line with staff feedback; our annual Staff
Teambuilding Day and our Staff Conference; national
staff events; stress-management training for all staff
and various personal development opportunities for
individuals. Annual and interim appraisals were carried
out for all team members.
Outcome: In the 2013/’14 year, our training spend
equated to an individual investment of £453 per
employee. This rose in 2014/’15 to £583, mainly as the
result of our investment in a vital Line Manager training
programme. We developed our appraisal process
further, in line with staff feedback, and achieved a
100% completion rate.
“Having become a Line Manager
in recent years, without any formal
training, I really welcomed this
investment in my development. A
lot of work had obviously gone into
tailoring the training to BITC’s needs,
which meant it was very practical
and relevant to the everyday
challenges I faced as a Line
Manager. In the eight months since
the training, I have put the learning
into practice on an ongoing basis.
As a result, I feel I have had more
useful and productive conversations
and relationships with the team
members I am responsible for – and
better work outcomes, as a result.”
Leanne Doherty, Employability Manager

10. PeoplePeople
Commitments for 2015/’16
‘£ for lb’ 12-week challenge
Commitment: ‘£ for lb’ – or an alternative health-
related programme – to be held annually, with an
opportunity to raise funds for our Charity of the Year.
The focus for the programme should be on team
motivation/encouragement; sharing best practice;
practical tips and approaches that have worked for
others; supporting individuals to make realistic and
long-term lifestyle changes.
Action: Business in the Community recognises the
benefits that a group weight-loss or get-fit programme
offers, including the improved health of our staff
and also the contribution to community projects;
therefore, we pledge to run an appropriate programme,
commencing in January each year.
Target: Through our 2016 £ for lb 12-week challenge,
to support individuals to achieve their personal weight-
loss targets with BITC matching the achievements
in financial terms to support our chosen charity. To
support 75% of team members to make positive
lifestyle changes commencing in the 2015/’16 year.
Flexibility
Commitment: Business in the Community will seek
to increase staff awareness and usage of our full range
of flexible-working initiatives and will continue to look for
other innovative options that might be offered in this area.
Action: Business in the Community will review the
current flexible-working policies and their uptake; will
re-communicate the range of options available to staff;
will provide further Line Manager training in the range
of options available to ensure a fair and consistent
approach; and will look at best practice to consider any
other initiatives that could be introduced.
Health and Wellbeing
Target: Staff satisfaction with flexibility offered in line with
work-life balance to increase to 90%. Increase uptake in
staff availing of flexible practices offered to 85%.
Open Staff Dialogue
Commitment: Business in the Community will
seek to improve two-way communication across the
organisation and will ensure that there are regular
opportunities to receive feedback and improvement
suggestions from team members; we will also ensure
that team members are kept well informed and involved
in programme and organisational developments and
plans.
Action: With the involvement of our staff, we will
review our internal communications tools to identify any
gaps or areas of overlap and will ensure that we are
reaching all levels and locations in the organisation.
Staff will be fully involved in the development of our
next 3 year strategy which is due to commence in July
2016.
Target: Staff satisfaction with internal communication
to increase to 85%.
Training and Development
Commitment: Business in the Community will
continue to promote a culture of learning and
development and one of self-improvement and
increased personal and organisational effectiveness.
Action: Review of systems for recording, measuring
and evaluating training & development activity.
Continue to offer innovative approaches to training, with
a key focus on Line Manager development to ensure
increased consistency of approach.
Target: To achieve 100% completion rate for staff
appraisals. To ensure that every team member has a
personal Development Plan review meeting and that
relevant training and development activities identified
in the plans are actioned. To deliver the 2015/’16
Organisational Development plan.

11. Planet
Our Eco Team was established in March 2007 to heighten staff awareness of environmental issues and to reduce
the impact of Business in the Community’s operations. The engagement and participation of all our staff is vital if
environmental management objectives and targets are to be met, and by harnessing the passion of a few individuals,
environmental issues are relayed more meaningfully to the rest of the staff. Environmental Management is
embedded in everything we do at Business in the Community.
Northern Ireland Environmental
Benchmarking Survey
Commitment: Business in the Community aimed to
reduce the environmental impact of its operations by
setting and meeting ambitious environmental objectives
and targets.
Action: Business in the Community participates
in its own, annually published, Northern Ireland
Environmental Benchmarking Survey to benchmark
the organisation against ‘best in class’. The Survey
assesses the organisation’s environmental performance
in relation to corporate strategy, environmental
management, environmental performance (energy,
waste, water, transport, paper consumption), and
assurance.
Outcome: Business in the Community maintained
Gold Standard in the 2015 NI Environmental
Benchmarking Survey.
Environmental Management
System – BS8555 – Belfast and
North West office
Commitment: Business in the Community NI pledged
to maintain its EMS certification to BS8555 Phase 3 which
it first achieved in 2010 and which covers both of our
offices.
Action: We realise that maintaining and improving
environmental performance is more than compliance
with environmental legislation. We wanted to maintain
EMS certification to BS8555 Phase 3, to show that we
care about the environment and ‘walk the talk’. We are
committed to a range of environmental initiatives that
have been implemented in both offices. These include:
a no desk-bin policy; recycling facilities for paper, card
and plastics; switch off policy on lights and electrical
equipment; monitoring of electricity, water and oil
consumption; and solar panels installed and a wildflower
garden developed in the North West office.
Outcome: BS8555 Phase 3 certification maintained.
The Auditor’s closing comment: “The company continues
to demonstrate excellent commitment to maintaining the
EMS and to adopting practical improvements. All pollution
risks are managed, and the company segregates most
of its office waste for recycling. There was no evidence
of any wastage of electricity while walking around the
office. I have no hesitation in recommending continued
registration of the BS 8555 Seren Scheme.”
Biodiversity/Bridge Community Garden
Commitment: The Bridge Community Garden opened in
2014.
Action: Bridge Community Garden opened its gates to
the public in August 2014, thanks to a unique partnership
approach between the private, public and voluntary sectors.
Situated beside our office on the Albertbridge Road in
East Belfast, the project was made possible because of
the vision of BT, who provided the land to Business in the
Community, and the Biffa Award, a multi-million pound
fund that helps to build communities and transform lives by
awarding grants to community and environmental projects
across the UK. In what had previously been a BT car park,
Business in the Community, along with a number of other
partners and funders, transformed an unattractive space, in
one of Northern Ireland’s most deprived neighbourhood’s,
into a community garden, providing a much-needed green
space for local people.
Outcome: The official opening of the Community Garden
took place in August 2014, and the garden remains widely
used by the local residents and our own staff.

12. PlanetPeoplePeoplePlanet
Towards Zero Waste
Commitment: We have pledged to work towards
achieving zero waste to landfill.
Action: Business in the Community has pledged a
commitment to work towards sending zero waste to
landfill. There are no desk bins in either office; instead,
we have a centralised waste area to encourage staff to
recycle as much waste as possible. We have recycling
bins for the following materials: paper, card, plastic,
tins/cans, food waste, ink/toner cartridges, batteries
and electrical waste.
Outcome: Achieved a recycling rate of more than
60% in the 2014/’15 year.
Energy & Transport
Commitment: Maintain our energy-reduction
programme and reduce the negative impact
associated with company travel.
Action: A number of years ago, we introduced a
range of energy-saving initiatives, such as a switch-off
policy on lights and electric equipment and a staff-
awareness campaign to save energy at home and in
the office. We are now focusing on maintaining this
awareness and on ensuring all staff are empowered to
save energy. We actively monitor energy consumption
and report anomalies to staff.
While Business in the Community does not have a fleet,
transport remains a key environmental impact as staff
travel to/from work, meetings and events. We continually
try to reduce travelling associated with meetings and
commuting. Our staff are encouraged to use public
transport, cycle, or walk to meetings, when possible.
Teleconferencing and Skype facilities are available and
promoted to staff. We continue to offer the Cycle-to-
Work scheme and public transport season loan tickets.
Cycle training was offered to staff in spring 2015.
Outcome: Reduction in miles travelled per employee by
30% in 2014/’15 (compared to previous financial year)
Paper Consumption
Commitment: Business in the Community is
committed to managing its resource consumption,
particularly paper.
Action: Business in the Community recognises that
as an office-based organisation, paper consumption
is one of our key environmental impacts. When
we began monitoring paper consumption in 2007,
we realised the volume of paper being used. We
regularly communicate paper consumption details
and tips to reduce printing & consumption to staff. We
have introduced company policies, such as duplex
printing, and we have increased the use of technology,
including smartphones and tablets. Business in the
Community purchases recycled or FSC-accredited
paper, where possible.
Outcome: Paper consumption was 12% lower in
2014/’15 (compared to previous financial year).

13. PlanetPeoplePeoplePlanet
Commitments for 2015/’16
Resource Efficiency
Commitment: Work towards achieving zero waste to
landfill.
Action: Numerous actions must be taken by Business
in the Community to ensure that the minimum amount
of waste is sent to landfill, in accordance with the
waste hierarchy. We recognise and support changes
to practices that reduce or eliminate waste streams
and conserve & recover resources; for example, by
reducing resource consumption, particularly paper, and
by recycling the materials that we must dispose of. There
are no desk bins in our office, and we actively monitor
the centralised bins to ensure that as much waste as
possible is recycled. All staff continue to receive waste-
management training at induction as well as ongoing
awareness information when they are in post. We will
maintain this programme in 2016 and seek further
opportunities to reduce the waste we send to landfill.
Target: Divert at least 60% waste from landfill in the
2015/’16 financial year. To run two Link & Learn sessions
for staff, in December 2015, on Love Food Hate Waste.
Energy & Transport
Commitment: Reduce the negative impacts
associated with company transport and maintain an
energy management programme.
Action: Again, like the reduction of waste going to
landfill, these commitments require a multitude of
different initiatives, ranging from the promotion of car
sharing and switch-off policies to the use of Skype
and conference calls for meetings; additionally, we
commit to the monitoring of energy consumption and
company travel. We continue to offer the Cycle-to-Work
scheme and public transport season loan tickets. In
spring 2016, staff will be offered two Link & Learn
sessions: the first on saving energy and the second on
sustainable & active travel. We will also aim to reduce
the number of flights taken by staff.
Target: Reduce flight and car mileage by a further 5%
per employee in the 2015/’16 financial year.
Biodiversity
Commitment: Protect and enhance biodiversity at
our office locations.
Action: We plan to implement the Business and
Biodiversity Charter to address our impact on
biodiversity. By implementing this Charter, this will give
employees the capacity to undertake biodiversity-
related actions at home and in their communities
outside work. It will also enable employees to gain the
health and wellbeing benefits associated with green
space/biodiversity activities.
Target: To start the implementation of the Business
and Biodiversity Charter to the Bronze attainment
criteria in 2016.
Environmental Management and
the NI Environmental Benchmarking
Survey
Commitment: Maintain EMS certification to BS8555
Action: We are committed to maintaining our EMS
certification. To achieve this, we need to ensure that
the management system is fully operational and that all
staff are actively engaged in managing and reducing
our environmental impact.
Target: Recertification to BS8555 Phase 3 in
November 2016 and maintaining the Gold standard in
the 2016 NI Environmental Benchmarking Survey.

14. Business in the Community helps and encourages businesses to engage in initiatives that connect them to
their communities. We recognise the importance of leading by example in this area. Engagement with the local
community is of huge importance to us; as such, we have a volunteering policy that governs and drives our
community-volunteering activity. We offer our staff the opportunity to volunteer, to participate in PAYE giving,
and to fundraise for a Charity of the Year. Below are some of our achievements over the past two years and our
commitments for the year ahead:
Place
70% agree or strongly
agree that . . .
“I am encouraged to participate
in volunteering activities to
develop both personally and
professionally”.
Target for 2016 Survey = 75%
engagement
Staff CR
Survey 2015
Employer-supported Volunteering
Commitment: To develop and foster a strong internal
culture of employee volunteering, allowing staff –
through our Take 2 initiative – to avail of up to two days
per year (paid time) to volunteer and to share their skills
and expertise with community groups or to support
charitable causes.
Action: Members of staff are encouraged to make
use of their Take 2 hours to volunteer. They can do
this through Business in the Community programmes,
such as Time to Read and Business on Board
(outlined below) in conjunction with our Charity of the
Year, or through other initiatives that have a personal
significance for them.
Outcome: 44% of our staff were supported by BITC
to volunteer in the year ending June 2014, and this rose
to 53% in the year ending 2015.
Employer-supported Volunteering –
example 1: Time to Read
What is it? Time to Read is a programme offered
during school time, where local business people read
on a one-to-one basis with children, supporting their
reading progress and giving them an insight into the
world of work. Business in the Community provides full
training and Access NI clearance.
Action: Members of staff are encouraged to take part
in Time to Read by volunteering – during work hours
– for one hour per week to read with a pupil who has
below-average literacy levels.
Outcome: We commit to releasing six members of
staff, across both BITC offices, for Time to Read each
year, and in both years – ending June 2014 and June
2015 – this level was maintained. We also allowed
another team member to
‘fill in’ for periods during
both years when business
volunteers had to pull out
from the programme due to
unforeseen circumstances.
This meant that pupils
already receiving the
support did not have
to withdraw from the
programme.

15. PeoplePlace
Employer Supported Volunteering –
example 2: Business on Board
What is it? Business on Board is a Business in
the Community initiative that aims to strengthen the
not-for-profit sector in Northern Ireland by increasing
business representation and impact on the boards and
management committees of voluntary, community and
social enterprise organisations. We encourage all staff
to get involved, enhancing their own skills set but also
sharing much sought-after knowledge and expertise
with the local community and NGO sectors.
Action: Members of staff were encouraged to take
part in the Business on Board initiative by being
allowed to take time out of work to attend board
meetings or to do board work, if and when necessary.
Outcome: 15% of our team members served on
boards in the voluntary and community sector in the
year ending June 2014, and this increased to 17% in
the year ending June 2015.
Charity of the Year and Dress Down
Fund
Commitment: To select a ‘Charity of the Year’ once
every two years and to fundraise for it; we will also
provide support in the form of time and resources, as
identified. The Dress Down Charity Fund is maintained
by staff donations, via GAYE, with those who donate
granted the privilege of ‘dressing down’ each Friday.
A nomination process is in place for team members to
suggest good causes to donate to, and providing this
is supported by a quota of fellow team members, a
charity cheque is issued.
Action: Charity of the Year events were held
throughout 2014 to raise money for our staff-nominated
charity, Nexus NI – a charity that offers counselling and
support to survivors of sexual abuse and to victims of
sexual violence, including those who have experienced
rape and sexual assault. A Charity Committee was
established, and all BITC staff were engaged in a wide
variety of fundraising activities, including a Christmas
Carol Choir, Marathon teams, a raffle, a table quiz
and numerous Cook-ins. Our Dress Down continued
to operate with the majority of staff contributing and
nominating other charities who could benefit.
Outcome: In 2014, staff raised a total of £10,823.52
for Nexus, which the charity pledged to use to support
sexual-abuse survivors. In the 2013/’14 year, 91% of
our staff were contributing to our Charity Dress Down
Fund, and we made donations to the value of £1,600
to eight causes. In 2014/’15, this rose to £1,700, which
was donated to nine charities, and the number of staff
who contributed to the Fund rose to 94%.
Student/Work Placements
Commitment: To ‘walk the talk’ and to help raise the
aspirations and educational achievements of young
people just as we encourage our member companies
to do – and to support others who are wishing to gain
experience to join, or return to the workplace.
Action: Business in the Community offers student-
placement opportunities to schools, colleges and
universities. We also provide placements for people
who are keen to gain essential experience to enhance
their CVs and to improve their career prospects. The
duration of placements ranges from one week to
arrangements that are more ongoing. Each individual
is asked what type of area they would be interested in
working in and briefings are arranged with the staff of
Business in the Community to inform them on the type
of work that the business does and the opportunities
available.
Outcome: In the year ending 2014, we provided
eight work placements. This rose significantly to 23
placements provided for the year ending 2015. These
placements included students working with Business
Community, as part of their University Degree course
placement; University students taking part in volunteer
programmes; pupils working with us, as part of their
post-primary school work experience and individuals
wishing to gain some experience to make them more
employable.

16. PeoplePlace
Commitments for 2015/’16
Employer-supported Volunteering
Commitment: To further strengthen staff commitment
to Employer Supported Volunteering across the
organisation.
Action: To develop an employee awareness campaign
to help ensure 100% of staff are aware of the
company’s volunteering policy and paid volunteering
days. To continue to bring volunteering opportunities to
the staff and to minimise barriers to engagement.
Target: To increase staff engagement levels in
Employer Supported Volunteering to 60%.
Time to Read
Commitment: To continue to support the
development of literacy needs in pupils in Northern
Ireland.
Action: To promote the Time to Read programme
among our staff team; to share good-news stories; and
to review participation annually.
Target: To maintain our commitment to six team
members participating as Time to Read volunteers
each year.
Business on Board
Commitment: To continue to support the voluntary
sector in NI and to develop BITC staff skills by
supporting team members in serving on boards in the
not-for-profit sector.
Action: To promote the Business on Board
programme internally with our staff; to share good-
practice examples to date; and to provide support in
terms of time and appropriate resources, through our
Take 2 Volunteering initiative.
Target: To increase the number of our team members
serving on boards to 20%.
Charity of the Year and Dress Down
Fund
Commitment: To identify a staff-nominated Charity
of the Year on a biennial basis and to continue to make
regular donations to charitable causes via our Dress
Down Charity Fund.
Actions: Through a staff-nomination process, identify
a Charity of the Year for 2016. To establish a Charity
of the Year working group and to develop and deliver
a fundraising plan that involves the wider staff team
and to consider other relevant support that we can
offer the organisation. To increase the number of staff
contributing to our Dress Down Charity scheme and to
encourage staff to nominate causes that are ‘close to
their heart’ for a donation.
Target: To raise £10k for our 2016 Charity of the Year
and to establish at least two initiatives to work with
the charity to further raise its profile and/or deliver its
mission. To increase the number of team members
contributing via our Dress Down Fund to 98% and to
maintain the high level of donations we are making.
Student/Work Placements
Commitment: To continue to provide quality
placement experiences for university and school
students.
Action: To work with our ‘Work Inspiration’ team and
the local universities to identify students who would
benefit from a business placement with BITC.
Target: To continue to provide up to 15 placements in
2016.
Commitment for
2015/’16
As outlined at the outset, Business in the Community is
committed to showing leadership and to demonstrating
best practice in meeting its environmental and social
responsibilities.
To this end, we are committed to carrying out the
actions identified in this Report and to meeting the
targets set for the 2015/’16 year. Additionally, we
will continue to look for new and innovative ways of
meeting our corporate responsibility targets involving
our staff team and learning from best practice
examples.
We will update our achievements and produce an
annual Corporate Responsibility report in line with our
financial year July to June annually. The report will
be published by October each year and will be made
publicly available on the Business in the Community
Northern Ireland website.