Continue to build our scale and capacity through our network of business centres, enabling us to provide our clients with flexible service solutions

In 2010, we expanded our service capability in India. By having the right resources in place, across our different business centres, we ensured that we have the operational scale and capability to deliver our clients’ services

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

We continued to improve service delivery for our clients, meeting the KPIs set and maintaining a high level of client retention

Increase the network of diversity champions and continue to hold regular forums to report progress on our diversity action plan. Provide training to the champions to support them. We will use the results from our employee survey as an indicator of our year-on-year progress

Network of diversity champions increased across the Group. 3 forums were held in 2010, including a training session to ensure diversity champions were equipped with the right skills and knowledge and to update them on the new Equality Act. Online diversity awareness training was also updated in light of the changes in regulations

Continue to employ people local to our operations where possible

In 2010, we employed 37,000 with 10.4% of our workforce based in India. Where our operations increased we looked to recruit from the local areas. We advertised jobs in local papers, held recruitment fairs and also worked with local job centres

Continue to promote our employee awards scheme 'Capita People Awards' and encourage regular recognition events within all businesses and divisions

In 2010, we continued to recognise our employees through the scheme, inviting 250 finalists to an awards ceremony

Repeat the employee survey in 2010. Aim to increase the response rate by promoting the survey more widely across the business

We completed an employee survey in 2010, with 32% of employees providing feedback on where we are performing well, and areas where we need to improve. Local surveys were also completed with questions specific to individual businesses

Continue to engage with our trade union partnership arrangements

We continued to engage with trade unions where appropriate. We have national partnerships with PCS, UNITE and UNISON. Commenced discussions with our union partners to support learning and skills development of our employees

Continue to attract and retain talented, ambitious people to drive the strategic direction of the Group

In 2010, our senior management retention rate decreased slightly to 84% (2009:88%). Succession planning is a key element our of strategy to ensure that we have the appropriate resources in place to support our growth

Continue to attract and retain the right people across the business

In 2010, our overall employee retention rate was 83% (2009:84%) slightly lower than the industry average (86.5% based on data from CIPD)

Promote the Capita Academy to all employees. Review feedback and ensure content is refreshed. Ensure that all employees have a development plan in place and receive training through the appropriate channel

We continued to use the Capita Academy and the Capita Managers Academy to deliver training to our employees. In 2010, we invested £8.3m in training, delivering 6,327 training days through this programme

Continue to support manager training through Capita Manager Academy, including Institute of Leadership and Management (ILM) accreditation

Over 2,500 days training were delivered to our senior managers in 2010. Managers who complete a range of business and personal development courses have the opportunity to gain an externally accredited ILM Level 3 qualification in first line management

Expand our vocational learning programme to include Capita sites in Scotland. Develop a way to deliver this solution to external organisations in the local communities where we work

Vocational training has been delivered in our Scottish sites. We did not extend the training programme to our local communities

Keep working to reduce our accident frequency rate. Recognise the importance of developing a positive safety culture to reduce unsafe behaviour and the key role that managers play in that process. We aim for 20% of all line managers to complete our new internal Health and Safety course in 2010

In 2010, our RIDDOR accident frequency rate decreased to 1.43 per 1,000 employees (2009: 1.65). We continued to provide training to all employees and all our senior directors are expected to attend the IOSH Safety for Senior Directors course every three years. In 2010, 130 senior directors completed the course

Continue to monitor and measure workplace-related illness

We used our online HR administration system to monitor employee absence rates, allowing managers to identify any potential areas of concern. In 2010, our employee absence rate was 3.37%

Continuous improvement in health and safety training

Continue to improve the overall audit score in SH&E audits and ensure that we deliver our cross audit programme

We improved our audit score from 91% in 2009 to 93% in 2010

To continue to support part-time working, job sharing and flexible working hours where possible

We continued to offer our employees flexible working hours where possible, supporting part-time working and job sharing. In 2010, 14% of our employees worked part time

Audit all strategic suppliers annually

All our strategic suppliers were audited during 2010

Continue to work with strategic suppliers to review their supply chains

We reviewed the supply chains of a limited number of strategic suppliers in 2010

Continue to maintain and increase the number of supplier audits across Group suppliers

We increased the number of supplier audits completed across our supplier base. In 2010, 55% of all our suppliers were audited

Promote our responsible procurement policy across Group suppliers and promote the use of audited suppliers

Continued to promote our responsible procurement policy and the use of audited suppliers by our procurement specialists across the Group

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

All suppliers registered via our online registration portal

Improve opportunities for SMEs to supply to Capita

Use information from the new online supplier registration portal to monitor and measure our work with SMEs

We made limited progress against this target due to the reporting functionality of the online registration portal

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

We continued to work with suppliers to introduce new environmentally responsible products. We also looked at the logistics of delivering goods. In 2010, we continued to work with our stationery supplier to reduce our carbon emissions and use cargo cycles, instead of vans, to deliver orders to our London offices

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

We continued to monitor, measure and manage our carbon footprint. We reduced our carbon intensity across our UK operations by 3%, and by 1.7% for the whole Group, including our operations in India

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

Completed the Carbon Disclosure Project and were awarded joint 6th place in the Carbon Disclosure Leadership Index. We reported our carbon footprint in our Annual and CR reports

Complete the introduction of automatic meter readings (AMR) across the Group to meet our Carbon Reduction Commitment (CRC) obligations

Automatic meter readings were installed at all CRC obligated sites. We continued to expand our energy reduction programme, which has achieved energy savings of 39% since it began

Targeted campaign to reduce business travel across the Group. Continue to promote the use of voice and video conferencing

Continued to promote teleconferencing with 179,000 calls made in 2010, an increase of 54% compared with 2009. We also introduced video conferencing suites at a number of our sites

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

We achieved this target, capping the emissions for all our company cars at 160gm/km. We continued to add more ‘green cars’ to our fleet, and are currently trialling the use of electric cars with employees based in London

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

Continued to work with the Energy Savings Trust towards gaining Motorvate accreditation

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

In 2010, a total of 51 sites had achieved ISO 14001. We will continue to achieve this accreditation where appropriate

Continue to run the Cycle to Work scheme in 2010

We promoted the Cycle to Work scheme to all employees as well as the use of other alternatives to car travel

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

Capita did not sign a contract with MITIE until the end of 2010, and so we were unable to start working collaboratively with them until 2011

Relaunch and increase promotion of our community investment programme 'Capita Commit' to all employees. We will continue to increase employee involvement across the Group, setting a new target of 15% of employees volunteering in 2010

We promoted our community investment programme through our employee intranet, increasing the number of employees taking part in volunteering activity

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

We continued to use the London Benchmarking Group methodology to capture data about our community investment from across the Group. In 2010, we estimated that our total community investment was £1.65m, based on data captured from across 60% of the Group

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 2010, we raised a further £440k for Macmillan Cancer Support, taking the final total raised to £1.4m at the end of the partnership. Employees selected our new corporate charity partner for the next 2 years, Alzheimer's Society

Continue to provide support through our corporate donations

In 2010, we provided £0.7m in corporate donations to support our charity partner, employee fundraising and disaster appeals

Launch a targeted campaign to increase uptake of our payroll giving scheme, in partnership with our professional fundraisers and new payroll giving administrator. Aim to achieve Gold Payroll Giving Quality Mark

In 2010, employee participation in the scheme increased slightly with 1,400 employees taking part. We did not reach our target to receive the Gold Payroll Giving Quality Mark