Let’s improve community integration

Co-creating community integration

We deliver comprehensive 3PL services, especially for the public sector, which involve multiple partners across vast demographic areas. The nature of our work is to connect people to services, people to data, people to people in some way, so we’re very well-placed to approach this Social Value theme of well-being on a community level.

Improving community integration – objectives

• Collaborate in co-design and delivery
• Influence to support strong, integrated communities

What is ‘community integration’?

A strong and integrated community forms a framework of essential support for the health and well-being of individuals – and everyone and every business benefits on a local level; nationally, the accumulated impact of hundreds of healthy communities has huge potential.

How we’re getting behind community integration

1. Collaborate in co-design and delivery

• We have a good understanding of the local demography and maintain a PESTLE document that details the strengths and weaknesses of the local area (PESTLE stands for Political, Economic, Sociological, Technological, Legal, Environmental factors). There may be elements of any contract where we may need to liaise with partners and suppliers on the design of goods, services and works.
• We have relationships with local educational establishments and training providers and encourage staff to identify training and educational needs and participate in the schemes we provide.
• Granby is a member of various local trade bodies and has good historical relationships with many local charities, to whom the business approaches in relation to upcycling waste goods, distribute unwanted stock from clients, and any specific requirements they feel we can assist them with.
• We are a longstanding patron of a local youth hub, Blackburn Youth Zone, supporting the brilliant work this organisation does to change the prospects offered to young people our area.

2. Influence to support strong, integrated communities

• We have strong and robust relationships with local charities and voluntary groups – this enables a relationship between the community and Granby to be meaningful and relevant.
• We adopt policies of open and frequent communication with all members of staff to ensure transparency of strategy and general awareness of the status of the business.
• We encourage staff to feedback all their feelings about the business, their role within the business and their relationships with their key staff colleagues.
• Health and Safety committees ensure feedback from all areas of the business in relation to aspects of H&S that directly affect staff that work on the operational delivery of contracts.
• Staff are encouraged to nominate and vote for employees of the quarter, with rewards given to successful members of the team and an annual reward given to the member of staff selected as employee of the year.

How we measure our impact on well-being

We collate, analyse and report on our HR data – qualitative and quantitative – to measure our impact on health and well-being:

• Percentage of all companies in the supply chain under the contract to have implemented measures to improve the physical and mental health and well-being of employees.
• Percentage and number of all companies in the supply chain under the contract to have implemented the 6 standards in the Mental Health at Work commitment. This includes promoting an open culture around mental health and prioritising mental health in the workplace.
• Percentage and number of all companies in the supply chain under the contract to have implemented the mental health enhanced standards, for companies with more than 500 employees, in Thriving at Work. This is an independent review of mental health and employers, on behalf of the government.
• Number of people-hours spent supporting local community integration, such as volunteering and other community-led initiatives, under the contract.