CORPORATE SOCIAL
RESPONSIBILITY
STRATEGY 2015-2017
Contents
1.
Executive Summary ......................................................................................................................... 2
2.
Introduction .................................................................................................................................... 2
3.
Swan’s Four CSR Commitments ...................................................................................................... 4
3.1
Education, Training and Employment ..................................................................................... 4
3.2
Community Development ....................................................................................................... 4
3.3
Environment............................................................................................................................ 4
3.4
Health, Protection, Wellbeing and Sport ................................................................................ 5
4.
Who is this Strategy for? ................................................................................................................. 5
5.
What have we achieved so far during 13/15? ................................................................................ 6
5.1 Education, Training and Employment ........................................................................................... 6
5.2 Community Development ............................................................................................................. 7
5.3 Environment.................................................................................................................................. 8
5.4 Health, Protection, Wellbeing and Sport ...................................................................................... 9
6.
What will success look like? ............................................................................................................ 9
7.
Who will deliver the Strategy? ........................................................................................................ 9
8.
What do we need to deliver the Strategy? ................................................................................... 10
9.
How will our customers know we are delivering? ........................................................................ 10
10.
How will we know we are delivering? ...................................................................................... 10
11.
Related Strategies and Policies ................................................................................................. 11
Appendix 1 – Action Plan 2015-17 ........................................................................................................ 11
Reviewed by: Kay Barnes
Applies to: Swan Group
To be approved by: RCC’s, SMT, ET and Board
Lead Officer: Kay Barnes, Research and Development Manager
1. Executive Summary
Welcome to Swan’s Corporate Social Responsibility (CSR) Strategy.
Swan is committed to being responsible and sustainable in managing its business practices in order
to balance environmental, social and economic considerations. These are recognised as the three
pillars of ‘sustainability’. The World Business Council for Sustainable Development states ‘Corporate
(social) Responsibility is the continuing commitment by business to behave ethically and contribute
to economic development while improving the quality of life of the workforce and their families as
well as the local community and society at large’.
Environment
Sustainable
Development
Economy
Society
Figure 1: Three Pillars of Sustainability
2. Introduction
The Swan Housing Group is a group of companies working together for the benefit of the
communities we serve. Swan’s mission is to ‘deliver effective services, enterprising solutions and
exemplary homes and communities’.
In 2014, Swan set its Corporate Strategy for the next three years. It looked at the requirements of
our stakeholders, revised our strategic outcomes and how we intend to deliver, measure and
monitor our success.
The Swan Corporate Strategy has four strategic themes. Swan has a set of organisational values and
behaviours that direct and define how everyone at Swan. See Table 1.
Table 2: Swan Strategic Themes and Values
Strategic Themes
Happy Customers
The Local Partner
Fit for the Future
Swan Values
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We are customer focused
We are open, honest and accountable
We have a ‘can do’ approach and accept responsibility
We have new ideas and always seek to improve what we do
Motivate People
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The CSR Strategy has four core commitments which have been developed to reflect the mission,
values and behaviours and Swan’s corporate objectives, namely:



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Education, Training and Employment
Community Development
Environment
Health, Protection, Wellbeing and Sport
Swan has reviewed its Corporate Social Responsibility Strategy 2013-15 alongside its Corporate
Strategy for 2014-17. This strategy is set for two years so that it aligns with the Corporate Strategy,
and links to other existing, relevant organisational strategies, policies and plans in a framework that
allows Swan to better performance manage and report on its environmental, social and economic
impacts.
Swan’s CSR mission is ‘to support and promote the sustainable growth of the Group and our
communities’
To turn Swan’s CSR mission into reality, Swan made four core commitments.
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3. Swan’s Four CSR Commitments
Education, Training and
Employment
Community Development
CSR Four
Commitments
Environment
Health, Protection,
Wellbeing and Sport
3.1 Education, Training and Employment
We want to invest and empower our residents, service users and the local community through the
provision of high quality training and employment opportunities. We do this through working
closely with our stakeholders and partners to ensure training and employment opportunities are
realistic, sustainable and meet local needs. This includes continuing to establish relationships with
businesses to support the creation of employment and training opportunities and build support
networks working with local agencies, third sector organisations and other stakeholders to enhance
our offer. Through our Resident Training Programme, we will continue to provide our residents with
training opportunities. The Swan Group and its supply chain partners will continue to offer work
experience, apprentices and volunteering opportunities to those living within its communities. In
order to ensure that all Swan staff are competent and able to carry out their duties, the Swan Group
invest in their training and professional development.
3.2 Community Development
Swan invests in a Resident Involvement and a Community Development Team, and a separate
Communications Team. The teams work to inform residents of services and opportunities, and to
encourage and build community cohesion and development. The work of these departments is set
out in separate strategies and action plans, and therefore referred to in this document.
Swan Foundation is a charity dedicated to improving people’s lives and supports the Swan Group in
delivery of its CSR Commitments. Swan Foundation aims to build partnerships with businesses to
invest in Swan communities through attracting funding and other types of support. Swan
Foundation has a separate strategy and action plan and therefore referred to in this document.
3.3 Environment
All of Swan’s operations and those actions of its residents have the potential to have a negative
impact on the environment.
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The most important greenhouse gas arising from human activity is carbon dioxide (CO2). Virtually all
human activities cause CO2 emissions that lead to climate change. Swan wishes to minimise its
impact on the environment and has set a corporate target to:

Reduce CO2 emissions by 20% by 2020 against a baseline set in 14/15.
To calculate its carbon footprint Swan has developed a carbon scorecard that will capture its direct
and indirect CO2 emissions, so that it can monitor and report progress against its CO2 reduction
target. Swan will target key areas to help reduce its emissions:
Key Target Areas

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Energy
Waste
Travel
Supply Chain
Water
Built environment
Workforce
Swan continues to maintain an effective ISO 14001 Environmental Management System and is
working towards achieving Sustainable Homes Index For Tomorrow’s (SHIFT) Platinum Award. SHIFT
is an Award managed by Sustainable Homes, an Independent organisation that benchmarks Housing
Associations environment and sustainable practices and shares best practice amongst its members.
3.4 Health, Protection, Wellbeing and Sport
We recognise that health, protection, wellbeing and sport are crucial to supporting our communities
in all aspects of their lives. We engage with the communities we serve to establish what they need
and how best to meet those needs. We also recognise the impact of health and social inequalities in
our communities and strive to support projects that improve lives. We work in partnership with
local bodies and agencies to tackle health issues, protect individuals and increase the wellbeing of
local people.
Everyone has a responsibility for protecting individuals at risk of crime, violence, abuse and neglect.
Protection of our residents and communities includes safeguarding adults and children, hate crime,
domestic abuse, and child sexual exploitation. Swan has a number of policies and processes in place
to help protect those in our communities and to enable staff to know what to do if they are worried
about someone, and the signs and dangers to look out for.
Health and wellbeing are critical to creating sustainable communities and sport is one method to
help achieve this. Sport can help break down barriers in communities and increase cohesion.
We also understand the importance of having happy and healthy staff to achieve our objectives, and
these are outlined in Swan’s People Strategy.
4. Who is this Strategy for?
This Strategy has been developed by the Board, and Senior Executive Team in consultation with
customers and staff. It provides a framework for action over the next two years.
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This Strategy is aimed at the following stakeholders:
Our Customers
Our Team
Our Partners and
External Stakeholders
Our Investors
Our Regulators
People who live and work in the communities we serve
including potential residents, new residents, longer-term
existing residents, private landlords, service users and clients
Employees, Involved Residents, Trustees and Board
Members
Local Authorities, Supply Chain Partners, Local Businesses,
Local Communities, Councillors and MPs, Foundations,
Financial Conduct Authority
Lenders, Local Enterprise Partnerships, Clinical
Commissioning Groups, Greater London Authority and the
Homes and Communities Agency
The Homes and Communities Agency, Care Quality
Commission
5. What have we achieved so far during 13/15?
5.1 Education, Training and Employment
11 apprenticeships
created directly in house
at Swan
39 volunteered in the
Get Involved Scheme
Delivered Summer
School offering fun and
educational activities for
kids
58 apprenticeships
created through our
supply chain partners
Three Job Clubs created
in Basildon, Essex
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5.2 Community Development
Supported local residents
set up Social Enterprises 'B Baps Burger Van
Developed a community garden
at Craylands Regeneration
Estate
Held Digital Inclusion
Roadshow for residents
Swan Foundation support
youngsters talent show at
Towngate Theatre
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5.3 Environment
We were awarded a
Gold SHIFT Award two
years ahead of target
Retained our ISO 14001
accreditation
Held an annual
Sustainability Week for
staff
Developed our Carbon
Scorecard to set our
baseline
Worked in Partnership
with Essex and Suffolk
Water on a water
efficiency pilot
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5.4 Health, Protection, Wellbeing and Sport
Funded and developed a
sensory garden
Attracted funding to deliver
wellbeing sessions to
Supported Housing residents
Swan Foundation funded
the NASSA 'hold a
basketball not a blade'
project
Domestic Abuse awareness doves released in memory of
those lives lost in Essex each
year
Assisted delivery of NHS
Public Health MOT
Initiative for over 40's
Pilgrim House registerd as Hate
Crime Reporting Centre
6. What will success look like?
If we are successful in the delivery of this strategy we will see the delivery of the outcomes set out in
the “expected outcomes” column of the Action Plan at Appendix 1 including:

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Attain SHIFT Platinum Award in 2017
Achieve 5% CO2 reduction per annum
Maintain annual ISO 14001 accreditation
Support 20 apprentices per annum across the Swan Group and through our partners
Offer volunteering and work placements across the Swan Group
Provide accredited training courses to our residents
Offer help and assistance to residents wishing to start up social enterprises
Assist residents into work through our job clubs
Have an engaged workforce committed to delivering CSR activity
Attract and provide funding to community projects
Gain extensive press coverage and recognition for the work we do
We are able to monitor our progress to stakeholders and demonstrate social value
7. Who will deliver the Strategy?
The Research and Development Manager is responsible for monitoring the Strategy and providing
updates to the Senior Management Team on the progress of the actions.
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Every staff member within Swan is able to contribute to the Organisation’s CSR objectives. Some
staff members and departments (in particular Resident Involvement and Supported Housing) will
make a greater contribution through ownership of some of the actions, and will be performance
managed against set objectives.
The following Individuals within the Research and Development Team lead on:

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The Swan Foundation Project Manager – apprentices, trainees, work experience, volunteers
and the management of the Swan Foundation (Charity) funded community projects
Compliance and Quality Assurance Manager – Hate Crime, Domestic Abuse and
Safeguarding
Sustainability Co-ordinator – responsible for co-ordinating the delivery of continual
environmental improvement
An established Green Team which comprises of representatives from across the Swan Group, are
responsible for delivering on the environmental objectives and they meet on a bi-monthly basis to
review progress.
8. What do we need to deliver the Strategy?
We will ensure that our staff have the tools and resources required to deliver this Strategy. Financial
resources will be allocated centrally to support the development of the CSR Strategy and
corresponding projects.
9. How will our customers know we are delivering?
We will ensure that we report to our customers on the progress of the Strategy through:

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Our Annual Reports
Regular articles in our customer publications
Through our websites and Web4Residents
Attendance at our Resident Consultative Committees (RCCs) as required
10.
How will we know we are delivering?
The action plan will be monitored by the Research and Development Manager to ensure that the
stated objectives are being achieved. This will include:

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
A monthly update to the Senior Management Team, with a bi-monthly review of the action
plan. Any issues identified, will be reported to the Executive Team by exception as per the
Governance structure
An annual report will be compiled for the Swan Board
Projects will be identified where Social Return on Investment calculations can be completed
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11.
Related Strategies and Policies
This strategy has been developed to complement other corporate as detailed below and as such
should be considered together with this strategy.

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Swan Group Corporate Strategy 2014-2017
Environment Policy
Resident Involvement and Community Development Strategy
Communications Strategy
People Strategy
Swan Foundation Strategy
Financial Inclusion Strategy
Regeneration Strategy
Appendix 1 – Action Plan 2015-17
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