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Overview

Speedy took a more structured approach to corporate responsibility in 2006, with the central aim of making our activities business focused. We felt that we could only effectively integrate corporate responsibility into the day to day operations of the business if we could establish clear business benefits from doing so.

A key step was assigning overall responsibility for the groups CR related activities to Mike McGrath, an Executive Board Director.

In addition we began working with our people to select the most relevant Key Performance Indicators (KPIs) to ensure that we could monitor and measure our progress in this area. The KPIs had to have real business resonance as well as a positive social and environmental impact. Individual 'business owners' were given responsibility ensuring that the targets were achieved and the three year targets were set in 2007.

We are pleased to be able to now report on the final position against these KPI's. Please see the table at the bottom of the page.

CR is now a part of the way we liaise with our customers, it is a part of the way we manage our Supply Chain, it is central to our Safety, Health, Environment and Quality (SHEQ) Team, and we have engaged a number of our people in volunteering and community engagement.

Pleased as we are with progress there remains a tremendous amount to do. The challenges for major companies remain ever changing and in our approach to CR, as in our approach to our business operations, we are never complacent. Almost three years ago when we set our Key Performance Indicators, we were relatively new to corporate responsibility and what looked challenging then, looks less so now.

You will further information about our CR activity on these pages and we are always looking for feedback. Would love to hear your views and invite you to get in touch by emailing cr@speedyhire.com.

Related information

Awards

Awards: 2010Hire Association Europe - Environmental Initiative

Case studies

Case studiesGloucestershire Fire and Rescue Service

From our history

2006
Speedy launches its Corporate responsibility report

View more of our history

KPI final position against targets 2007-2010

  • Customer Retention: target to retain 90% of top 100 customers (determined by turnover in FY2006/07).
    Target achieved: 100% retained
  • External Training Days: target to deliver 5,500 training days to our customer base to enhance the knowledge and safety awareness of our product range.
    Target achieved: 10,086 delivered
  • Supply Chain Workshops: target to actively support CR in the supply chain by the provision of 4 CR workshops per annum.
    Target not achieved: 2 workshops delivered
  • Energy Consumption per capita: target to reduce energy consumption by 15% from 2007 base line of 3,186.5 kWh per capita.
    Target not achieved: 3.321.4 kWh per capita
  • Depot Openings: target to open a minimum of 90% of new depots on brownfield sites.
    Target achieved: 100% openings on brownfield sites
  • Emissions per vehicle: target to reduce emissions per vehicle by 5% from 2007 base line of 12,311kg CO2 per vehicle.
    Target achieved: reduced by 6%
  • Internal training days: target to deliver a minimum of 5,750 training days to our employees to enhance and develop their skills.
    Target achieved: 10,968 delivered
  • Depot audits: target to audit 98% of our depot network per annum.
    Target achieved: 99% audited
  • Accident lost frequency rate: target to reduce accident loss frequency rate by 5% from 2007 base line of 0.36 hours per employee per month.
    Target achieved: reduced by 27%
  • Community investment: target to invest 1% of pre-tax profit into the community.
    Target achieved: £50,384 invested
  • Rehabilitation agenda: target to provide training places for 200 prisoner.
    Target achieved: training places provided for 200 prisoners