VAUXHALL CORPORATE SOCIAL RESPONSIBILITY REPORT

VA U X H A L L C O R P O R AT E SOCIAL RESPONSIBILIT Y 20 14 REPORT 2 ABOUT ABOUT THIS REPORT THIS REPORT PRESENTS VAUXHALL’S APPROACHES, ACTIO...
0 downloads 6 Views 4MB Size
VA U X H A L L C O R P O R AT E SOCIAL RESPONSIBILIT Y

20

14

REPORT

2

ABOUT

ABOUT THIS REPORT THIS REPORT PRESENTS VAUXHALL’S APPROACHES, ACTIONS AND PRIORITIES TOWARDS THE ENVIRONMENT, OUR PARTNERS, OUR CUSTOMERS, OUR EMPLOYEES AND COMMUNITIES THROUGH 2014. The Company reports on its performance and activities through General Motors’ global reporting processes, but this is our fourth Corporate Social Responsibility Report in the United Kingdom under this format. The report documents Vauxhall’s achievements and challenges, as well as areas for development as we know that we can always improve. In the EU strategy 2011-14 for Corporate Social Responsibility, the European Commission put forward a new definition of CSR as “the responsibility of enterprises for their impacts on society,” to which we adhere. Respect for applicable legislation, and for collective agreements between social partners, is a prerequisite for meeting that responsibility.

This report covers Vauxhall UK Ltd operations including:

Contact

- Head Office, Griffin House, Luton - Warehouse, Toddington - Vauxhall Luton Plant - Vauxhall Ellesmere Port Plant

Ian Allen

This report excludes the performance of the Vauxhall Retailer network – over 400 sites operating independently in the UK. This report is published annually and the 2011, 2012 and 2013 reports can be found at http://www.vauxhall.co.uk/about-vauxhall/about-us/our-values.html

20

14

CSR REPORT

Manager for Regulatory Affairs & CSR [email protected]

3

CONTENTS

20

14

CSR REPORT

04

INTRODUCTION

06

OUR COMPANY

13

ENVIRONMENTAL MANAGEMENT

25

ENGAGING WITH OUR PARTNERS

31

CUSTOMER FOCUS

35

RESPONSIBLE EMPLOYER

43

VAUXHALL IN THE COMMUNITY

FROM TIM TOZER, CHAIRMAN AND MANAGING DIRECTOR

04

INTRODUCTION FROM TIM TOZER, CHAIRMAN AND MANAGING DIRECTOR

Introduction from Tim Tozer Vauxhall Chairman and Managing Director

5

WELCOME TO VAUXHALL’S CORPORATE STRATEGY REPORT FOR 2014 2014 WAS A SIGNIFICANT YEAR FOR BOTH ME PERSONALLY AND FOR VAUXHALL. 2014 was a significant year for Vauxhall, marking the company’s 111th year of making cars in Britain. It was also my first year as the Chairman and Managing Director of this iconic British brand. Within the year we launched the New Vauxhall Corsa, the latest iteration of the small car that has been on our roads for 22 years and seen 1.8 million sales, the New Vivaro started production at our Luton plant, the 5 millionth Astra rolled off the line at our Ellesmere Port facility and we achieved the prestigious Investors in People Gold Award. At Vauxhall we understand and take responsibility for the economic, social and environmental impact we have upon the communities in which we live and work – in fact it’s one of our core values that we re-defined in 2014. As such it is very important to us that we report publicly upon the progress we are making in the key areas of business under which we define our CSR activity. Whether it be improving business stability through economic growth, protecting the environment by reducing emissions and minimising waste or improving the lives of people within our communities through outreach projects the same principle is our key driver – that of sustainability. The customer is at the centre of everything we do and 2014 was a challenging year for GM globally with the global ignition switch recalls. This experience however, has instilled a robust “zero-defect” mind-set throughout the company and has led to improvements in data collection and analysis, making us an even more customerfocused organisation. I myself have spent time with colleagues in the Customer Assistance Centre who deal with many customer complaints to ensure that I have the fullest possible insight into the kind of issues customers face and

20

14

CSR REPORT

MANUFACTURING CARS IN BRITAIN FOR 111 YEARS

how quickly we must react to their needs – especially if we want to maintain their loyalty. Although we have been manufacturing cars in Britain since 1903, the next few years will likely be the most exciting in Vauxhall’s long history. Mary Barra, CEO of our parent company General Motors (GM), has remarked publicly that we will see more change in the automotive industry over the next five years than we have in the previous fifty, in particular with significant advances in levels of vehicle connectivity and autonomous driving – in this respect we are part of the steering committee for ProjectGATEWAY which aims to launch driverless cars onto the streets of the London Borough of Greenwich in 2015. In terms of our product line-up the current portfolio is without doubt the best in Vauxhall’s long history and we are in the middle of launching the largest model offensive in our history, bringing to market 27 new vehicles and 17 new engines by 2018. These new engines in particular help reduce our environmental footprint through increased efficiency and lower CO2 emissions. For example the New Vauxhall Corsa 1.3CDTi ecoFLEX with Easytronic 3.0 transmission can reduce CO2 emissions to just 82g/km. In addition more of our vehicles now feature AdBlue technology, an ingenious solution where the ammonia in urea chemically reacts to the NOx (Nitrogen Oxide and Dioxide) emissions in the exhaust pipe to prevent them from being released into the atmosphere. The start of production of the New Vivaro at the Luton plant not only created 250 new jobs on the back of £185m of investment as great news for the local area, but increased the locally sourced value of the new van’s components to 40% compared to the previous model’s 16% – resulting in an estimated £600m worth of new business to UK suppliers over the vehicles lifecycle. We also announced in 2014 that OnStar, the world’s leading provider of connected safety & security solutions, will be launched in the UK and the rest of Europe in 2015. The resultant new OnStar European Call Centre is based within the Vauxhall HQ in Luton, providing yet more jobs and investment into the area. Further to these two bits of good economic news, the New Astra’s 2015 launch with Ellesmere Port as the lead European manufacturing factory, will generate further investment and jobs in West

Cheshire and within UK suppliers. Vauxhall continues to play a very significant role in the UK’s national and local economies. We also seek to make a positive difference to the communities within which live and work and, in 2014 we implemented “CSR Days” across the whole company where every member of staff is encouraged to volunteer to work on a local cause of their choice on a “free day” provided by the company. The range of activities chosen by employees can be from supporting a food bank to repairing community centres or helping at a Christmas party for the elderly. Everybody at Vauxhall is strongly encouraged to use this free day with their colleagues for the betterment of their local communities – including myself and the Board who renovated a house for young homeless people in Luton. The collection of all of these initiatives, whether environmental or business related, help Vauxhall create a more sustainable future for our company and its suppliers, our employees and their families and the communities in which we operate. This forms a critical part in the way in which we do business within the United Kingdom.

06

OUR COMPANY

7

WHO WE ARE AND WHY WE ARE HERE Our Purpose conveys who we are and why we are here. It serves as a guide to unite our more than 216,000 employees around the world with a collective set of goals that we work towards every day. • We earn customers for life.

• We translate breakthrough technologies into vehicles and experiences that people love. • We serve and improve the communities in which we live and work around the world. • We are building the most valued automotive company.

G E N E R A L 14

CSR REPORT

CUSTOMERS We put the customer at the centre of everything we do. We listen intently to our customers’ needs. Each interaction matters. Safety and quality are foundational commitments, never compromised. RELATIONSHIPS

• Our brands inspire passion and loyalty.

20

OUR CORE VALUES

Our success depends on our relationships inside and outside the company. We encourage diverse thinking and collaboration from the world to create great customer experiences. EXCELLENCE We act with integrity. We are driven by ingenuity and innovation. We have the courage to do and say what’s difficult. Each of us takes accountability for results and has the tenacity to win.

M O T O R S

8

OUR COMPANY

OUR COMPANY FOUNDED IN 1903, VAUXHALL IS THE UK’S OLDEST OPERATIONAL AUTOMOTIVE BRAND, MANUFACTURING AND DISTRIBUTING VEHICLES AND AUTOMOTIVE PARTS IN THE UK. In 1905, the Company moved to Luton from London and rapidly established itself as a manufacturer of quality motor cars. General Motors bought Vauxhall in 1925, the first of GM’s overseas acquisitions. The headquarters of Vauxhall Motors is based in Luton, Bedfordshire, where the first plant was opened in 1905. Vauxhall operates plants in Ellesmere Port and Luton, producing Astra and Vivaro respectively for the UK and Europe.

2014 KEY NUMBERS*

43,731

3,589

77,870

VANS PRODUCED IN LUTON

DIRECT EMPLOYEES

ASTRAS PRODUCED IN ELLESMERE PORT

343

19 MILLION

301,796

VEHICLE DISTRIBUTORS

PARTS SOLD

VEHICLES SOLD

HQ & PLANTS

406 AUTHORISED REPAIRERS

20

14

CSR REPORT

ELLESMERE PORT PLANT

LUTON HEADQUARTERS, WAREHOUSE & MANUFACTURING PLANT

OUR COMPANY

MANUFACTURING QUALITY VEHICLES SINCE 1903 VAUXHALL STARTED MAKING CARS IN 1903. AND THE VISION AND PHILOSOPHY WE HAD THEN HAS REMAINED WITH US THROUGH OVER 111 YEARS OF CHANGE.

20

14

CSR REPORT

9

10

OUR COMPANY

OUR APPROACH TO SUSTAINABILITY MANAGING CORPORATE SOCIAL RESPONSIBILITY.

An Evolving Strategy:

• Identifying areas of impact and value creation

• Earn Customers for Life

From Alignment to Integration

• Establishing and aligning corporate policies and positions

• Grow our Brands

Our Customer-Driven Sustainability strategy has evolved in recent years as we have focused on building the foundation of a global sustainability practice by:

• Lead in Technology and Innovation

• Designing and implementing processes for consistent global execution

• Drive Core Efficiencies • Culture to Win

• Developing sustainability reporting practices and publishing reports We have measured our progress through the creation of operational and product commitments. These commitments emphasised aggressive and continuous operational improvements, as well as an accelerated rollout of technology.

We are pleased to be a member of BITC, a business-led charity focused on promoting responsible business practice.

With much of this foundational work now complete, we are focused on further integrating sustainability into our business through GM’s Purpose and Values. In particular, our work will be driven by fi ve corporate strategic priorities:

In the context of serving customers and improving communities, the opportunity to create value and have a positive impact on the world is significant. The following illustrates how environmental and social sustainability can help drive these priorities. We aspire to serve customers and improve communities with a “zero” impact mindset. And our work will be grounded in our values, with the customer as our compass to guide decisions, with strong and transparent stakeholder relationships, and with excellence as our standard.

EARN

GROW OUR

LEAD IN

DRIVE CORE

CULTURE

CUSTOMERS

BRANDS

TECHNOLOGY &

EFFICIENCIES

TO WIN

INNOVATION

FOR LIFE

SUSTAINABILITY S ST TAI AINABILI AIN NA TY STRATEGY STRAT S AT TEG EGY DIAGRAM AG GRA R AM GOES RAM GOE ES HERE H

SUSTAINABILITY STRATEGY

Surpassing customer expectations for quality & safety.

20

14

CSR REPORT

Offering sustainable vehicle choices that meet the diverse needs of customers.

Leveraging advanced technologies to enhance fuel economy, safety and customer connectivity.

Minimising the impact of our operations and supply chain.

Building a culture that promotes our values of customers, relationships and excellence.

11

OUR COMPANY

CODE OF CONDUCT GENERAL MOTORS EUROPE PRINCIPLES OF SOCIAL RESPONSIBILITY

In 2002, GM Europe (GME) agreed with its European Employee Forum (EEF) on Principles of Social Responsibility. This agreement is aimed at integrating economic, eco-political and social goals into long-term strategic planning and everyday decisions and is in line with GM’s “Winning with Integrity” values as well as with GM’s endorsement of the “Global Sullivan Principles” in May 1999. Human Rights

Children’s Rights

We support universal human rights and, particularly, those of our employees, the communities within which we operate, and parties with whom we do business.

We do not tolerate the exploitation of children and we respect the rights of children.

Equal Opportunity Policies We promote equal opportunity for our employees with respect to issues such as colour, race, gender, age, ethnicity, nationality, social status, disability, sexual orientation and political or religious beliefs. We believe equal opportunity is a principle that must be respected and, as such, we ensure its protection. We also, within each of the countries that we operate, respect the principle of equal pay for equal work, e.g. irrespective of gender. We seek integration not exclusion, tolerance not rejection. Integration of People with Disabilities We recognise that people with disabilities are an integral part of our society and business life. Their support and integration in the organisation, equal treatment and respectful cooperation are basic principles of GME’s culture. Voluntary Employment We do not make use of forced or compulsory labour in any form and we respect the principles of voluntary employment.

Fair Treatment We do not tolerate unacceptable worker treatment such as physical punishment, female abuse, involuntary servitude, or other forms of abuse. Any behaviour that can be construed as intimidation, harassment, or a hostile social work environment will not be tolerated. Relations with Employees and Unions / Employee Representatives We respect the right of collective bargaining and acknowledge employees’ freedom of association. Employees are not advantaged nor disadvantaged as a result of their membership in employee organisations or trade unions. We seek to cooperate with our partners in an atmosphere of trust and respect, aiming for solutions that permit constructive cooperation in the long term. Compensation We compensate our employees to enable them to thrive and grow, and provide the opportunity to improve their skills and capabilities. Wages, salaries, benefits, working hours and regular, paid holidays are fair and consistent and follow standards required by law or regulations or respective country or local agreements.

“WE SEEK TO COOPERATE WITH OUR PARTNERS IN AN ATMOSPHERE OF TRUST AND RESPECT.”

20

14

CSR REPORT

12

OUR COMPANY

CODE OF CONDUCT GENERAL MOTORS EUROPE PRINCIPLES OF SOCIAL RESPONSIBILITY

Training We recognise and support measures designed to enable employees to attain skills and abilities to acquire and extend their job-related and professional knowledge. In line with our business goals and in order to ensure our competitiveness in the market, employee training seeks to sustain the Company’s viability in the ever-increasing global environment. Health and Safety The safety of our workers is our number one priority. We ensure health and safety conditions at the workplace are at a level no less than required by national legislation and we strive to be benchmark in our industry. We believe that all the accidents are preventable and put in place supportive, proactive systems to ensure a safe and ergonomic workplace that is free from known hazards.

“ALL EMPLOYEES HAVE AN OBLIGATION TO FOLLOW THE PRINCIPLES OUTLINED IN THIS DOCUMENT.”

Fair Competition

Business Partners

We promote fair competition including respect for intellectual and other property rights, and do not offer, pay or accept bribes.

We support and encourage the application of these principles by those with whom we do business. The principles will be shared with our business partners as a solid basis for a sustainable business relationship. They shall comply with all applicable laws and regulations that relate to wages, hours and conditions of employment, discrimination and occupational health and safety. Under contracts with GME, our suppliers represent and signify that they will not utilise forced or involuntary labour in the supply of goods or provision of services to GME.

Commitment The joint endorsement of these principles and guidelines begins with open and transparent communication to all of our employees

Community and Governments We work with governments and the communities in which we do business to improve the quality of life in those communities.

20

14

CSR REPORT

13

ENVIRONMENTAL MANAGEMENT

14

Environmental Management.

ENVIRONMENTAL MANAGEMENT GM CURRENTLY MAINTAIN NEARLY 400 FACILITIES, INCLUDING MORE THAN 170 MANUFACTURING OPERATIONS AROUND THE WORLD. No two facilities are alike and there is a great range among them in terms of size, function, processes and local environment. All GM-owned and operated facilities, however, operate under a common set of Environmental Principles, which continue to provide an effective foundation for environmental stewardship at the company.

An urban garden takes root on a parking garage roof adjacent to our global headquarters in Detroit.

GM Environmental Principles As a responsible corporate citizen, General Motors is dedicated to protecting human health, natural resources and the global environment. This dedication reaches further than compliance with the law to encompass the integration of sound environmental practices into our business decisions. The following Environmental Principles provide guidance to General Motors personnel in the conduct of their daily business practices.

01

We are committed to actions to restore and preserve the environment.

04

We will continue to pursue vigorously the development and implementation of technologies for minimising pollutant emissions.

02

We are committed to reducing waste and pollutants, conserving resources and recycling materials at every stage of the product life cycle.

05

We will continue to work with governmental entities for the development of technically sound and financially responsible environmental laws and regulations.

03

We will continue to participate actively in educating the public regarding environmental conservation.

06

We will continue to assess the impact of our plants and products on the environment and the communities in which we live and operate with the goal of continuous improvement.

20

14

CSR REPORT

Environmental Management.

15

“ENVIRONMENTAL MANAGEMENT IS AT THE HEART OF EVERYTHING WE DO.” VAUXHALL IS CONSCIOUS OF THE INCREASING DEMAND PLACED ON THE WORLD’S FINITE RESOURCES AND WE ARE COMMITTED TO IMPLEMENTING SUSTAINABLE BUSINESS PRACTICES. Whilst we know that there are more steps we can take in the future to enhance the sustainability of our Company, our responsible operations and the development of sustainable vehicles are clear evidence of our desire to not only address our environmental impact, but also to create value for the business and our stakeholders. From design to production and from selling to vehicle end-of-life process, environmental management is at the heart of everything we do. Vauxhall has implemented a number of processes and initiatives at every stage of the product life cycle in an attempt to reduce waste and pollutants, and conserve resources. We acknowledge that more can always be done, therefore we regularly assess the impact of our facilities and products on the environment and communities, operating with a goal of continuous improvement.

DESIGN

PRODUCE

ISO 14001

20

14

CSR REPORT

HEAD OFFICE

SELL

LANDFILL FREE

PILOT SUSTAINABLE DEALERSHIPS

Environmental Management.

16

DEVELOPMENT EFFECTIVE ENVIRONMENTAL MANAGEMENT STARTS WITH CREATING PRODUCTS THAT MINIMISE THEIR IMPACT ON THE ENVIRONMENT. OUR ‘DESIGN FOR ENVIRONMENT’ STRATEGY AIMS TO REDUCE WASTE PRODUCED DURING EACH VEHICLE’S PRODUCTION AS WELL AS AT THE END OF ITS LIFE. IT IS PART OF OUR CORPORATE COMMITMENT TO THE ENVIRONMENT AND THE PRESERVATION OF MATERIALS AND ENERGY RESOURCES. ALL VAUXHALL DESIGN TEAMS, IRRESPECTIVE OF WHERE THEY SIT, FOLLOW THIS MANDATE. Recyclates The EU End-of-Life Vehicle (ELV) directive states that 85% (95% from 2015) of every new vehicle must be recycled. At Vauxhall, we’ve been working with recyclable materials − known as ‘secondary raw materials or recyclates’ − since 1990. Now, more than 200 recyclates are used across our model portfolio, enabling us to use many tons of secondary raw materials in new vehicles every year. The current UK legislation requires that all car manufactures and vehicle importers of new cars into the UK take back vehicles from last owners or keepers at the end of their life, to ensure that they are treated in an environmentally responsible fashion. Since January 2007 Vauxhall has been taking back its vehicles free of charge. To facilitate this, Vauxhall is contracted to Autogreen Ltd who manage the free take back of our vehicles from their last owners through the Rewarding Recycling programme. Autogreen has organised the collection, treatment and environmental disposal and re-use of more than 1.25 million vehicles. Their Rewarding Recycling process ensures that your scrap car is responsibly disposed of in line with UK legislation, and follows a fully auditable route for compliant vehicle disposal.

For more details please see; www.rewardingrecycling.co.uk/vauxhall Our efforts at the design stage of our vehicles mean that end-of-life components can be broken down and used to make new components in the future.

170 COMPONENTS MADE OF RECYCLED MATERIAL IN THE VAUXHALL ADAM ADAM at the forefront We use 170 components made of recycled materials in the Vauxhall ADAM. The raw materials for the headlight housings, bumper mounts and water deflector between the engine compartment and splash wall are all made from recycled plastics. Recycled materials must fulfil the same technical specifications as virgin materials and

20

14

CSR REPORT

when this is the case, recyclates are preferred. In fact, due to our high-quality standards, recycled materials can be used for both visible interior parts and hidden parts in Vauxhall cars. By using recyclates we save raw materials and energy and reduce our environmental footprint, without affecting product quality.

Environmental Management.

17

ADVANCED TECHNOLOGY TO ANSWER THE CONTINUING CALL FOR CLEANER, MORE FUEL-EFFICIENT, LESSPOLLUTING AND TECHNOLOGICALLY ADVANCED VEHICLES, WE ARE CONDUCTING THE LARGEST MODEL OFFENSIVE IN OUR HISTORY. BY 2018 WE WILL HAVE LAUNCHED 27 NEW VEHICLES AND 17 NEW ENGINES WHICH WILL ALL COMPLY WITH NEW EURO 6 EMISSIONS STANDARDS WHICH APPLY FOR ALL NEW REGISTRATIONS FROM SEPTEMBER 2015. ecoFLEX

Efficient engines

Vauxhall’s ecoFLEX engine technology has been developed to combine powerful and refined performance with engineering innovations aimed at tackling the modern challenges of efficiency and sustainability. The engine range utilises technological advances that can help reduce environmental impact and save customers money.

We will continue to make our vehicles more efficient with the new BlueInjection 1.6CDTi 136PS & 2.0CDTi 170PS engines offering great fuel economy with reduced harmful NOx emissions. Currently available on the Zafira Tourer and Insignia (BlueInjection in 2.0CDTi 170PS only), this system features new technology with the addition of AdBlue, which reduces nitrogen oxide (NOx) emissions, producing a cleaner diesel engine as well as making a future-proof vehicle by complying with Euro 6 emissions standards.

Our new 1.6CDTi ‘Whisper Diesel’ and 1.0i Turbo Petrol engines are the perfect embodiment of this philosophy. Refined, smooth and quiet, they’re part of a new generation of lightweight and compact units that are well worth shouting about! Vauxhall’s new 1.6CDTi “Whisper Diesel” is the first engine announced in Vauxhall’s new family of state-ofthe-art, four cylinder diesel units. The ultra-efficient engines combine smooth power delivery with high levels of driver reward. Unmistakably quiet and refined, the new engine also boasts vastly reduced levels of noise, vibration and harshness. The new powertrain which offers strong performance, outstanding economy and money saving tax efficiencies is available with 110PS and 136PS power outputs. The 110PS version will offer a combined MPG figure up to 78.5 and CO 2 emissions from only 94g/km in our Astra model meaning it will attract an impressive 16% Benefi t-in-Kind tax band. And our 136PS version available in our Insignia will offer efficient figures with CO 2 from 99g/km and a Benefi t-in-Kind tax band of 17%. This will make it Vauxhall’s cleanest ever mid-size diesel engine and our first ever diesel unit to comply with Euro 6 emissions standards. Crucially none of these outstanding efficiencies come at the detriment of performance with the new engine packing up to 320Nm of torque. The innovative new powertrain also makes use of a high pressure common rail injection system which is combined with the use of aluminium to reduce the unit’s weight, helping to achieve the outstanding efficiency whilst a variable turbine turbocharger ensures that performance is not compromised. To achieve the best in class refinement the engine utilises a range of noise attenuation features including acoustic covers on the engine and the integration of a more efficient combustion process achieved through multiple injection.

20

14

CSR REPORT

This highly efficient, Euro 6-compliant 2.0CDTi 170PS Insignia engine delivers almost fi ve per cent more power and 14 per cent more torque while reducing fuel consumption to 65.7mpg and 114g/km CO 2 emissions. The new engine’s power density is 85PS per litre, the same as Vauxhall’s much-lauded 1.6 CDTi ‘Whisper Diesel’ unit. Impressive torque of 400Nm is available from 1,750 to 2,500rpm, and maximum power of 170PS is accessed at just 3,500rpm. This excellent new powertrain is part of the company’s £4 billion investment in product and powertrain development, which is helping to bring 23 new products and 13 new engines to market. General Motors and Honda announced a long-term, definitive master agreement in 2013 to co-develop next-generation fuel cell system and hydrogen storage technologies, aiming for the 2020 time frame. The collaboration expects to succeed by sharing expertise, economies of scale and common sourcing strategies. GM and Honda plan to work together with stakeholders to further advance refuelling infrastructure, which is critical for the long-term viability and consumer acceptance of fuel cell vehicles. GM and Honda are acknowledged leaders in fuel cell technology. According to the Clean Energy Patent Growth Index, GM and Honda rank No. 1 and No. 2, respectively, in total fuel cell patents filed between 2002 and 2012, with more than 1,200 between them.

Environmental Management.

ALTERNATIVE FUELS VAUXHALL’S EXTENDED-RANGE ELECTRIC VEHICLE, THE AMPERA, FEATURED HEAVILY IN THE GO ULTRA-LOW CAMPAIGN LAUNCHED BY THE THEN DEPUTY PRIME MINISTER NICK CLEGG OF WHICH WE WERE ONE OF THE FOUNDING MEMBERS, IN ASSOCIATION WITH FOUR OTHER OEMS PLUS THE GOVERNMENT’S OFFICE FOR LOW EMISSION VEHICLES (OLEV) AND THE SOCIETY OF MOTOR MANUFACTURERS AND TRADERS (SMMT). Hydrogen General Motors continues to develop hydrogen technology and recently passed the 3 million realworld miles landmark on a fl eet of Chevrolet Equinox Fuel Cell Vehicles (FCVs) driven by everyday customers as part of a field research project. GM joined with Honda, like GM an acknowledged FCV leader, to bring the technology to market and announced a long-term, definitive master agreement in 2013 to co-develop the next-generation FC system and hydrogen storage technologies, aiming for the 2020 time frame. The collaboration expects to succeed by sharing expertise, economies of scale and common sourcing strategies. One of the major drawbacks of FCVs is the lack of refuelling stations, critical for the long-term viability and consumer acceptance of fuel cell vehicles and the two are working together to advance the development of the infrastructure. BlueInjection selective catalytic reduction (SCR) system In Vauxhall’s versatile Zafira Tourer MPV, the brilliant new 1.6CDTi ‘Whisper Diesel’ engine makes use of BlueInjection technology to ensure it is compliant with strict Euro 6 emissions standards. The BlueInjection Selective Catalytic Reduction System (SCR) is an ingenious exhaust after-treatment in which a diesel exhaust fl uid named AdBlue, consisting of just urea and water, is injected into the exhaust gas. The solution decomposes into ammonia, which is then stored on a catalyst substrate. When nitrogen oxide enters the catalyst substrate in the exhaust gas it is selectively reduced to nitrogen and water before entering the atmosphere thereby making the engine emissions cleaner.

20

14

CSR REPORT

18

Environmental Management.

19

RESPONSIBLE MANUFACTURING

Vauxhall UK Ltd holds an IS0 14001 environmental management for both manufacturing sites and its warehouse: • Ellesmere Port in Cheshire (since 1995)

VAUXHALL IS COMMITTED TO MANUFACTURING VEHICLES WITH MINIMAL USE OF NATURAL RESOURCES AND IMPACT ON THE ENVIRONMENT AND TRADERS (SMMT).

• Luton (since 2000) • Toddington Warehouse (since 2000) The three basic requirements for an ISO 14001 certificate are:

In 2010, Vauxhall’s global parent GM, formalised its set of ongoing efforts in a set of manufacturing commitments to achieve by 2020. Since that time, steady progress has been made across all nine commitments and, in fact, have achieved three commitments seven years ahead of schedule.

• Observance of all relevant legislation • The prevention of pollution • Continual improvement In 2013, the Ellesmere Port Plant also retained their Wildlife Habitat Council Certification, recognising initiatives to conserve the habitats for wildlife on corporate land.

GM’S 2020 MANUFACTURING COMMITMENTS

20

14

CSR REPORT

chart unit

2020

2014

111

Reduce total waste from facilities worldwide by 40 percent.

100 %

Promote and engage community outreach on environmental and energy issues by completing one outreach activity at all plants on an annual basis.

2020

2014

186

2020

40 %

262 243

2014

4.39 4.31 4.09

COMMITMENT 8:

122

2013

2020

2014

COMMITMENT 6:

2020

Protect water quality and reduce water intensity by 15 percent.

0.74

in metric tons CO2e/vehicle

in kg/vehicle

in M3/vehicle

150

2013

Promote landfill-free sites to achieve 100 landfill-free manufacturing sites and 50 non-manufacturing sites.

15 %

in kg/vehicle

COMMITMENT 7:

150

in MW

2014

2020

3.1

3.4

20 %

Reduce carbon intensity from facilities by 20 percent.

0.87 0.83

COMMITMENT 9:

40 Improve wildlife habitats by having a Wildlife Habitat Certification (or equivalent) at each GM manufacturing site where feasible by 2020.

26

2014

Commitment achieved in 2013.

3.3

2014

Reduce VOC emissions from assembly painting operations by 10 percent.

Promote global renewable energy use to utilise 125 MW of renewable energy by 2020.

66.2

COMMITMENT 5:

2013

10 %

MW

2013

COMMITMENT 4:

105.2

2013

in MWh/vehicle

125

125.0

2013

1.97

2020

2014

Reduce energy intensity from facilities by 20 percent.

2.22 2.19

2013

20 %

COMMITMENT 3:

COMMITMENT 2:

2013

COMMITMENT 1:

Environmental Management.

20

Manufacturing Plants

ENVIRONMENTAL MANAGEMENT ELLESMERE PORT WATER CONSUMPTION M3

The European vehicle market continues to recover following the economic downturn over recent years but production is still a long way off pre-recession levels. Production of the Vauxhall Astra at our Ellesmere Port plant increased by 6% from just over 73,000 units in 2013 to almost 78,000 last year. Production of the Vivaro was fairly static at our Luton plant again producing 43,700 vans but this still makes us the largest light van manufacturer in the UK by a significant margin.

100,000

100,000

200,000

200,000

300,000

400,000

300,000

ELLESMERE PORT ENERGY CONSUMPTION MWh

2008 - (m3)

2009

2010

2011

2012

2013

2008

2014

- m3 per vehicle

- (MWh)

LUTON PLANT WATER CONSUMPTION M3

2009

2010

2011

2012

2013

2014

- MWh per vehicle

The Luton plant also achieved a 23% drop in water consumption in 2014 after completing a Water Reduction project that analysed where water was being used across the plant and implementing actions such as fi xing leaks and reducing process waste.

100,000

200,000

500,000

300,000

400,000

1,000,000

LUTON PLANT ENERGY CONSUMPTION MWh

Energy usage at Luton decreased by 7% year on year as the plant continues to drive efficiencies thanks also to a milder winter and the introduction of more energy efficient machinery following investment in the New Vivaro model. Ellesmere Port saw an 11% increase in energy usage over the period as they started to prepare for start of the production in 2015 on the New Astra with delivery and installation of new plant and machinery. This was however mitigated by a significant programme to install LED lights across large portions of the plant and this work will be completed across the whole site in 2015.

2008 - (m3)

2009

- m3 per vehicle

2010

2011

2012

2013

2014

2008 - (MWh)

2009

2010

- MWh per vehicle

2011

2012

2013

2014

An increase in waste is unfortunately inevitable as both plants prepare for new model introductions as the preliminary and preparatory work cannot benefi t from 2-way packaging until full production begins. All UK sites however are now landfill-free. All Vauxhall sites combined

2012

2013

2014

Energy consumption MWh

377,700

335,331

344,921

Total water usage m3

852,097

808,650

701,158

5,913

4,597

6,152

Total weight of waste (tons)

20

14

CSR REPORT

Environmental Management.

21

“AT GRIFFIN HOUSE AND THE WAREHOUSE ENERGY CONSUMPTION REDUCED BY 9% AND 17% RESPECTIVELY.” Griffin House and Toddington Warehouse Griffin House and the Warehouse energy consumption reduced by 9% and 17% respectively thanks largely to the milder winter despite a large increase in personnel at our Corporate HQ. The latter also contributed to a 14% increase in water consumption at Griffin House whereas the Warehouse site returned to normal levels following abnormal circumstances in 2013 that required the tanks supplying the sprinkler system to be drained and re-filled twice.

GRIFFIN HOUSE WATER CONSUMPTION M3

10,000

5,000

20,000

10,000

30,000

15,000

40,000

20,000

TODDINGTON WAREHOUSE WATER CONSUMPTION M3

2008

2009

2010

2011

2012

2013

2008

2014

2009

2010

2011

2012

2013

2014

- (m3)

- (m3)

GRIFFIN HOUSE ENERGY CONSUMPTION MWh

2,000

5,000

4,000

10,000

6,000

15,000

8,000

TODDINGTON WAREHOUSE ENERGY CONSUMPTION MWh

2008

2009

- (MWh)

20

14

CSR REPORT

2010

2011

2012

2013

2014

2008

2009

2010

2011

2012

2013

2014

In 2014 in Griffin House, we recycled 50 tonnes of paper and cardboard which by contributing to recycled fibre pulp production vs virgin fibre pulp saved:

LITRES OF WATER

The offices at our Griffin House HQ, our Parts & Distribution Warehouse in Luton and the Astra Assembly Plant at Ellesmere Port sent no waste to landfill in 2013 and the Vivaro Assembly Plant in Luton achieved that status in early 2014. However, our diligence in auditing this area revealed that one of our contractors was still sending waste to landfill. We addressed the issue as soon as it became apparent but unfortunately not before 134 tonnes had gone to landfill sites. We are confident that 2015 will be a completely landfill-free year for all of our UK sites helping GM globally achieve the target of 150 sites globally by 2020.

1.5 MILLION

WASTE MANAGEMENT

744 TREES

22

199,000 kWh

Environmental Management.

50 TONNES We also recycled 6.7 tonnes of plastic which saved 136,000 2 litre plastic bottles or 800,000 carrier bags from being produced.

6.7 TONNES

TRACK WASTE DATA

DEFINE ZERO WASTE

PRIORITISE WASTE REDUCTION ACTIVITIES

ENGAGE EMPLOYEES AND BUILD A SUSTAINABILITY CULTURE

STRENGTHEN SUPPLIER PARTNERSHIP

RESOLVE REGULATORY CHALLENGES

ACHIEVE LANDFILL-FREE

IMPROVE EFFORTS

STEPS TO

SHARE BEST PRACTICES

LANDFILL-FREE

20

14

CSR REPORT

Environmental Management.

AWARD WINNING

23

In 2014 Vauxhall was awarded a Green Apple by the Green Organisation at its annual awards ceremony in the Environmental Best Practice segment for the ongoing project aimed at raising environmental awareness within the organisation and improving environmental practice at both a company and an individual level. We decided to take a bottom up approach to encourage “green” practices amongst the workforce. Recycling is second nature to the workforce at the two plants and the Warehouse as they are certified with ISO 14001 for environmental management but we thought we could do better here at Corp HQ. Initiatives included the following: • On World Environment Day the “Vauxhall Forest” was launched in association with the Green Organisation whereby employees could have trees planted in their name. • A “Green Room” was established in the staff restaurant area with furniture created from disused engine parts and alloy wheels and an old post cage to allow as many employees as possible to see the latest automotive industry publications. • Signage around the building and the number of recycling clusters were both increased and all “general waste” bins were removed from under employee desks taking away the temptation to “bin” everything • For the fi ve days of Climate Week we focused on issues from energy & water to waste and our effect on the planet. • The “Cycle to Work” scheme was launched across all Vauxhall sites in the UK whereby employees can pay for bikes to cycle to work on through a salary sacrifice (tax-free) scheme not only improving their health and saving them money, but also cutting down their environmental footprint by emitting less CO 2 on a daily basis. Notwithstanding our recycling efforts even our general waste is recycled, for example through the waste to energy process and all four of our UK sites are now landfill-free. Ellesmere Port also runs the Biodiversity and Wildlife Improvement and Promotion Programme ensuring maintenance of their Wildlife Habitat Council certification - the first manufacturing facility in Europe to be recognised with this accolade.

20

14

CSR REPORT

Environmental Management.

RESPONSIBLE OPERATIONS Greener Retailer Pilot In late 2014 we partnered with one of our Retailer Groups, Go! who have six sites in the Greater London area, and sustainability consultants Carbon Credentials, in a pilot programme aimed at identifying energy savings opportunities. The programme will look at areas of the Retailer where energy is being unnecessarily wasted or where new technology and even renewable energy can be used to replace more conventional means. Carbon Credentials will report back to the group identifying the savings to be made and also payback periods on any investment in new technology. Another part of this initiative will focus in 2015 on staff engagement and behavioural change to instill an energy saving mindset into Retailer staff. We will be looking to publish the results of the project in the 2015 report.

20

14

CSR REPORT

24

25

ENGAGING WITH

OUR PARTNERS

Environmental Management.

26

ENGAGING WITH OUR PARTNERS WE ENGAGE WITH A NUMBER OF DIFFERENT STAKEHOLDERS IN A WAY THAT THEIR NEEDS ARE BALANCED WITH THE NEEDS OF OUR BUSINESS. Communicating with our stakeholders is vital to understand our sustainability impacts and to find solutions to tackle them. We engage with a number of different stakeholders in a way that their needs are balanced with the needs of our business. The Company operates an Equal Opportunities policy that is applied to all employees, contractors and agencies working for the Company. The Company’s business operations involve it in many relationships with employees, unions, government (both local and national), NGOs (Non-Governmental Organisations), communities, customers, suppliers and its parent Company and sister businesses in their roles as investors in the Company.

SUPPLIERS

UNIONS

GOVERNMENTS PLANT

LOGISTICS

RETAILERS

CUSTOMERS

“COMMUNICATING WITH OUR STAKEHOLDERS IS VITAL.”

20

14

CSR REPORT

Engaging With Our Partners

Institutional Partnership As an important employer in the UK and a large manufacturer, we hold a number of different relationships with a variety of external stakeholders – from government, MPs, MEPs, Local Enterprise Partnerships, CBI, BCC, Society of Motor Manufacturers and Traders, LowCVP and local government to name but a few. Through the different dialogue we have with these stakeholders, we communicate our interests and work with them to identify key issues which are important to the long-term success of Vauxhall in the UK. This may be anything from discussions with Treasury on proposed changes to Company Car Tax to working with the government and industry on the jointly-led Automotive Council to developing a strategy to strengthen the UK Automotive sector and its supply chain. It is important for us to work with our stakeholders in an open and constructive way. Such an approach facilitates as a minimum, a mutual understanding of the different starting points and positions and ultimately agreement on the shape of the way forward. For instance we partnered with other businesses at each of the three 2014 political party conferences to run fringe events to discuss the issue of business rates and why the current structure makes UK industry uncompetitive. Our suppliers Reliable suppliers delivering excellent quality are of huge importance within the automotive industry, and

20

14

CSR REPORT

27

Vauxhall’s attainment of the highest quality standards also depends on great cooperation with our suppliers. We consider our suppliers to be critical business partners and are involved in a number of programmes with them that address both environmental responsibility and business development. At Vauxhall, we operate under a global policy that encourages responsible purchasing: • Total enterprise cost decisions on current and future programmes • Launches of new products in time and based on our high-quality standards • Excellent long-term supplier relations based on trust and transparency • Engaging suppliers early in the sourcing process and offering them global scale In general, we build where we sell. This not only makes commercial sense for our Company, but also for the markets and communities in which we operate. Furthermore, ‘localisation’ supports our desire to minimise carbon emissions in our supply chain, particularly by reducing the distance parts need to be shipped, and enables us to more easily adapt our products to local customer demands, unique infrastructure characteristics, and meet environmental and regulatory requirements.

Two key initiatives are in place to help source more content for our plants in Ellesmere Port and Luton in the UK: Industrialisation This initiative is the proactive plan to locate key suppliers near our manufacturing plants. Seats, bumpers and instrument panels are typical parts that are located near our plants under this initiative. Localisation This initiative is the ‘after the fact’ resourcing of commodities to move suppliers nearer to our manufacturing plants. Both these initiatives are supported by the ‘Total Enterprise Cost’ approach we use when sourcing parts. Under this approach, the total costs – including supply chain costs – are taken into account when deciding on the best supplier for a particular part. The effects of these policies can be seen when comparing the UK content of our current and next generation products. For our Luton-built Vivaro van that went into production in 2014, the next generation model has seen a 30% increase in UK content. For the Ellesmere Port-built Astra, the next generation model begins production in 2015 and we will double our spend of our UK content to £1.46bn over the life of the vehicle.

Engaging With Our Partners

28

Education Providers We have developed a strong partnership with our education providers – schools, colleges and universities. We recognise that to be the best automotive company in the UK, we need to attract, engage, develop and retain highly talented employees with the potential skills and experience necessary for our sustainability and growth. Working with education providers, we provide a range of training programmes in the form of Technical and Commercial Apprenticeships, work experience placements, an undergraduate placement programme and a graduate training programme. We also facilitate a schools community project across the country which involves us visiting schools and talking direct to school children about manufacturing and engineering in order to promote the career opportunities our industry has to offer and, at the same time, prepare them for the world of work. We also take part in school career fairs and other similar initiatives. Vauxhall is proud to have been highly commended in the national EEF (the manufacturers’ organisation) Partnership with Education Awards. The judges praised our clear corporate commitment and strategic direction to engage with students, teachers and parents. Our partnership with education also benefi ts our current employees as it has enabled us to provide leadership and technical training which can lead to our employees achieving nationally recognised qualifications up to Master Degree level. The Ellesmere Port Plant learning centres were officially re-launched in May 2014 in partnership with Unite the Union and West Cheshire College. The centres were originally established in 2007, and were highly successful - with over 200 Ellesmere Port employees completing courses.

20

14

CSR REPORT

At the Luton plant, 16 supervisors completed the University Certificate in Professional Development for Supervisors at De Montfort University. We also engage with many local schools as part of our outreach programme. At last count, the learning centre had nearly 60 current learners, who had already achieved 12 passes in English (10 at Level 2), and 9 passes in Maths (8 at Level 2). Vauxhall presented two vehicles, engines and gearboxes to the new Academy of Central Bedfordshire in Houghton Regis, an Alternative Provision Free School that opened in two sites in 2013. The two sites have been significantly remodelled to create ‘state-ofthe-art’ bespoke vocational courses, one of which is motor vehicle engineering. The students, ranging from 11 to 16 years, work to attain qualifications for future employment, performing different tasks and procedures on the components, enabling them to successfully work towards achieving their Level 1 qualification in Vehicle Maintenance.

Vauxhall was also presented with the 2014 Community Outreach Award by the Northwest Automotive Alliance recognising amongst other things the Vauxhall Apprenticeship programme, Undergraduate activities and participation in the “See Inside Manufacturing” initiative with over 200 local school children.

Engaging With Our Partners

29

Environmental accountability We recognise that increasing environmental accountability throughout our supply chain is an area in which we can improve. Currently, we do not require suppliers to report environmental metrics, such as emissions, but we do monitor their compliance to ISO 14001 standards. Compliance with laws, employment and business practices Seller, and any goods or services supplied by Seller, shall comply with all applicable laws, rules, regulations, orders, conventions, ordinances or standards of the country(ies) of destination or that relate to the manufacture, labelling, transportation, importation, exportation, licensing, approval or certification of the goods or services, including, but not limited to, those relating to environmental matters, data protection and privacy, wages, hours and conditions of employment, subcontractor selection, discrimination, occupational health/safety and motor vehicle safety. Seller further represents that neither it nor any of its subcontractors will utilise child, slave, prisoner or any other form of forced or involuntary labour, or engage in abusive employment of corrupt business practices, in the supply of goods or provisions of services under this Contract.

% of contracts which incorporate human rights concerns

2012

2013

2014

100%

100%

100%

All Vauxhall salaried paid employees who have been with the Company for 3 months must undertake a training course called ‘Winning with Integrity’ which outlines the policies and obligations that guide our business conduct. In April 2013, General Motors appointed Gefco 4PL (Fourth Party Logistics Provider) to manage its entire logistics operation in Europe. Gefco 4PL is an independent logistics company specialising in logistics solutions for the automotive sector. Their expertise, global reach and expanding portfolio of customers (both automotive and non-automotive)are expected to deliver significant benefits to General Motors Europe through:

• Optimised network engineering solutions • Greater buying power • Improved operational visibility and cost transparency • Standardisation of activities • Operational synergies between customer logistics fl ows The combination of these benefits will further reduce carbon emissions and logistics-related costs whilst improving service to our customers. Continuous improvements in these areas are vital to Vauxhall’s sustainability as an automotive manufacturer in Europe.

20

14

CSR REPORT

Engaging With Our Partners

30

Business Continuity In 2013 Vauxhall Motors received the ISO 22301 Business Continuity Management Standard Certification from the British Standards Institute (BSI). In a world first for the automotive industry, the registration moved us into an exceptional position within the sector. ISO 22301 accredited certification is only awarded to organisations with high-level measures and processes in place to ensure continuity of supply during a number of possible scenarios such as inclement weather or much more difficult situations as was faced by the motor industry during the Japanese tsunami. As such, ISO 22301 is a perfect fi t with the Vauxhall brand and organisation, reflecting its high standards of responsibility, reliability and delivery across its range of products and services. To gain the ISO 22301 certification, Vauxhall Motors had to implement rigorous measures and processes throughout the organisation, involving employees, external stakeholders and interested parties across the Vauxhall sites. The ISO 22301 certification extends to all GM UK sites and covers all aspects of our operations. Throughout 2014, Vauxhall Motors continued to offer support and involvement to local businesses by sharing experiences and offering training while continuing to work closely with Bedfordshire Chamber of Commerce and specialist Police Forces in raising awareness within the local business community through initiatives such as ‘Project Griffin’. Project Griffin assists in raising awareness in the business community regarding the current threat levels being faced by the UK and the rest of the globe, the misuse of fraudulent documents and how they can impact on businesses and matters such as cyber terrorism. Vauxhall Motors also continues to invest heavily in raising the awareness and importance of Business Continuity with all employees and stakeholders and in particular, with our apprentices. This is seen as a fundamental facet of a forward-thinking company committed to ensuring that the upcoming generation has an in depth knowledge of Business Continuity and training them in being able to audit the business continuity management system. Through engaging our Trade Union partners, we were able to secure a New Labour Agreement. Trade Unions We work closely with our internal and external Trade Union partners as we see them as very important stakeholders in the business. We aim to fully engage the Trade Union in the business and do so through regular communication via a variety of both national and local forums and involvement in the many initiatives that take place across the business. This ensures they have a good understanding of the business and the issues/problems/opportunities we face. This enables the Trade Union to offer solutions and ideas to these situations. Through engaging our Trade Union partners, we were able to secure a New Labour Agreement and identify employee and company commitments which helped safeguard the future of Vauxhall UK. In terms of working together on ‘opportunities’, we have involved the Trade Union in a project aimed at changing perceptions of manufacturing/ engineering careers amongst school children. We also work together on our various charity/fundraising activities. Furthermore, an engaging approach has helped establish positive industrial relations and a climate where we actively work towards avoiding surprises being raised by either the Company or the Trade Union. This level of achievement has been recognised by the political leaders of both the Conservative and Labour parties. We have worked hard over many years to establish a partnership with the Trade Union based on trust, respect and transparency. We commit to maintain and develop this relationship and engage our Trade Union partners for matters of mutual benefit and interest.

20

14

CSR REPORT

31

CUSTOMER FOCUS

Customer Focus

32

CUSTOMER FOCUS CUSTOMERS’ KNOWLEDGE OF THE BRAND BEFORE THEY STEP INTO THE RETAILER IS INCREASING, AS IS THE CUSTOMERS’ EXPECTATIONS OF OUR COMPANY. VAUXHALL UNDERSTANDS THE NEED TO TREAT EACH CUSTOMER AS AN INDIVIDUAL AND MEET THEIR OWN UNIQUE NEEDS. TIMES ARE FOREVER CHANGING AND THROUGH OUR CSI PROGRAMME WE ARE GAINING A BETTER INSIGHT NOW MORE THAN EVER INTO THE AREAS WE NEED TO FOCUS OUR CHANGE. With our competitors raising the bar in terms of customer experience, we are driven to meet and exceed our customer expectations. This is underpinned by our efforts to ensure that our great product portfolio is the safest it can be and that our Retailers are delivering the best experience both in Sales and Service. Customers for Life We put customers at the heart of everything we do. In order to support our objective to deliver “the best customer experience of any volume brand”, it is important to gain customer feedback on Vauxhall as a company, its products and our Retailers and use that feedback to continually improve our service. Retaining existing customers is even more important than gaining new ones and our core purpose is to earn these customers for life. In order to have happy customers we need a happy and engaged team. This is why we recognise and reward Retailers who provide exceptional customer experiences. At the end of every year we award the highest scoring Retailers with our Customer Excellence Award. Each award is presented by a senior member of Vauxhall’s leadership team and it also allows winning Retailers to advertise their status as “the best of the best” to prospective customers. Peter Hope, Customer Experience Director, “Earning customers for life is not just about delighting customers and making them advocates for the brand, but also about making everything about buying and owning a Vauxhall as easy as possible. We have to continually challenge every aspect of our business to reduce customer effort.”

Listening Measuring and reviewing customer satisfaction is a key element to Vauxhall’s policy of quality and service improvement. We ask customers about their experiences of buying a new Vauxhall car (Purchase Satisfaction Survey) and assess private customers’ first and second service experience at a Vauxhall Retailer (Service Satisfaction Survey). In 2014 we received 138,000 surveys back helping us gauge how well Vauxhall Retailer standards are being met in the field. Although our scores have improved significantly since July 2011, there remains room for improvement as we aim to provide the best customer experience to all our customers. Our Vauxhall Customer Assistance Centre responds to opinions, requests and complaints to provide efficient and tailored services. This year our team handled more than 125,000 calls and 69,000 emails and we also respond to an increasing number of customers through social media channels. Purchase Satisfaction Survey 91.3 91.2 91.1 91 90.9 90.8 90.7 90.6 90.5

p

Oc t

No v

De c

Oc t

No v

De

Se p

Au g

ly Ju

ne Ju

ay M

ril Ap

ar ch M

Fe b

Ja n

90.4

Service Satisfaction Survey 85 84.5 84 83.5 83 82.5 82

20

14

CSR REPORT

Se

c

Au g

ly Ju

ne Ju

ay M

ril Ap

ar ch M

Fe b

Ja

n

81.5

Customer Focus

33

RESPONSIBLE RETAILING AT VAUXHALL, WE UNDERSTAND THAT SATISFIED CUSTOMERS ARE UNLIKELY TO EMERGE FROM A DISSATISFIED RETAILER NETWORK. As a result, we have a responsibility to ensure we support our Retailers so that they can care for our customers and provide a positive customer experience. In order to measure our support to our Retailers, we conduct a survey twice annually where the Retailer can score Vauxhall on all aspects of the business. Vauxhall analyse the results to ensure we continually develop and progress. However, we recognise that we can always do more and will endeavour to continue our collaboration with Retailers to enable us to become the industry leader for Retailer support. Motor Codes Motor Codes was set up by the motor industry to act as the self-regulatory body for the automotive sector and is a wholly-owned subsidiary of the Society of Motor Manufacturers and Traders (SMMT). Under the new car sales code, Vauxhall Retailers commit to provide high levels of customer satisfaction as a core element of their business and sets out guidelines on the car sales process, from initial advertising through to new car warranties. By subscribing to Motor Code Retailers commit to: • Honest and fair service

“WE HAVE THE RESPONSIBILITY TO REPAIR AND MODIFY VEHICLES AFFECTED BY ANY CAMPAIGN AND WE ARE COMMITTED TO RECTIFY UP TO 100% OF THE VEHICLES AFFECTED TO REDUCE ANY NEGATIVE IMPACT. WHEREBY THE RECTIFICATION RATE IS MONITORED ON A MONTHLY BASIS TO DETERMINE WHETHER ADDITIONAL ACTIONS ARE REQUIRED.”

• Open and transparent pricing • Completing work as agreed • Invoices that match quoted prices • Competent and conscientious staff • A straightforward and swift complaints procedure

20

14

CSR REPORT

Product Satisfaction

We are committed to the quality of our products to ensure reliability and over time we have established a robust quality process which enables us to identify and determine vehicle concerns which can be classified into the following: Action

Nature of problem

Product Safety Recall

Issues failing to fulfil safety-related aspects

Non-compliance Recall

Issues failing to conform to official standards/regulations

Product Emission Recall

Issues failing emission standards

Customer Satisfaction Programme

Customer annoyance/ non-safety related issues

Service Update

Potential customer annoyance non-safety related issues

Technical Service Bulletin

Issues difficult to diagnose with customer annoying aspects

Customer Focus

FOCUS ON QUALITY AT VAUXHALL, WE PUT THE CUSTOMER AT THE CENTRE OF EVERYTHING WE DO. WE LISTEN INTENTLY TO OUR CUSTOMERS’ NEEDS. EACH INTERACTION MATTERS. SAFETY AND QUALITY ARE FOUNDATIONAL COMMITMENTS, NEVER COMPROMISED AND FOLLOWING THE IGNITION-SWITCH RECALLS EXPERIENCED GLOBALLY BY GM IN 2014, CEO MARY BARRA IS INSTILLING A “ZERO DEFECTS” MINDSET ACROSS THE COMPANY. WE ARE CONFIDENT IN THE QUALITY OF OUR PRODUCTS, THE ENGINEERING BEHIND THEM AND THE PEOPLE WHO BUILD THEM. OUR TWO PLANTS HOLD THE ISO 9001 CERTIFICATION THAT GUARANTEES A ROBUST QUALITY MANAGEMENT SYSTEM. 2014 was a milestone year for both of our UK assembly plants. Having started production on 1 June 1964, Ellesmere Port celebrated 50 years of production on June 5th 2014 and in December the 5 millionth Astra rolled off the production line. Build quality was one of the major factors that won the Cheshire plant allocation of the next generation Astra that will begin full production in September 2015 and achieved Built-in Quality (BIQ) Level 4 in 2014. Vauxhall Luton, the UK’s most productive van plant, was the first facility in Europe to achieve the BIQ Level 4 in recognition of its world-class quality control standards. At that time, out of 396 General Motors facilities worldwide, Luton was one of only three vehicle manufacturing sites to be awarded. The New Vivaro van started production in August 2014 and was our most successful van launch ever securing more than 12,000 orders in 2014 plus the Innovation Award in the Fleet World Honours. The final and 957,107th of the previous version rolled off the line earlier in the month and this milestone vehicle now takes pride of place at Vauxhall’s Heritage Centre at its Griffin House headquarters in Luton.

20

14

CSR REPORT

34

35

RESPONSIBLE

EMPLOYER

Responsible Employer

36

RESPONSIBLE EMPLOYER KEY TO SUCCESS IN ANY INDUSTRY IS A TALENTED AND ENGAGED WORKFORCE; THEREFORE COMPETITION FOR BRILLIANT PEOPLE CONTINUES TO INCREASE. This is has been exacerbated in recent years with the increasing skills shortage in the UK. Vauxhall is committed to attracting and retaining the very best talent through its development of a strong and clearly defined employer brand. We value employee contribution and support progression by providing the opportunity for learning and development. The Vauxhall team is made up of people who support GM core values:

• The customer is our compass • Relationships matter • Individual excellence is crucial Our people work as a team in a culture of support and mutual respect that encompasses every one of our customers, consumers and community members. Vauxhall people are diverse and have various skills. We are open and honest and we operate with integrity. Together, we make a winning team.

Vauxhall Employees Key Numbers*

LOCATION

HOURLY

SALARIED

TOTAL

Luton Head Office

22

510

532

Luton Plant

973

183

1,156

Toddington Warehouse

196

27

223

Ellesmere Port Plant

1,618

208

1,826

2,809

928

3,737

TOTAL * Correct in December 2014

FIND

20

14

CSR REPORT

GROW

KEEP

Responsible Employer

37

FINDING TALENTS WE ENCOURAGE FORWARD-THINKING TALENT TO JOIN VAUXHALL THROUGH DIFFERENT PROGRAMMES TO NOT ONLY BENEFIT FROM OUR EXPERIENCE, BUT ALSO TO BRING INNOVATION AND IDEAS Apprentice Programme In 2013, Vauxhall was one of a number of the UK’s leading businesses who signed up to deliver new and improved apprenticeships, as well as thousands of new youth vocational training schemes. In partnership with West Cheshire College and Bedford College, we are committed to developing talent through the apprentice scheme. Our apprenticeships operate in Ellesmere Port and Luton for engineering, vehicle technicians, IT and business and administration. We recognise that an effective apprentice programme not only gives local youth a chance to gain expertise and industry and nationally recognised qualifications, but also provides opportunities for the organisation to “grow our own talent” especially in areas affected by the so-called skills gap such as engineering. In 2014, 30 apprentices were recruited and they continue to play a vital role in supporting all of Vauxhall’s operations while gaining important experience of the working world. It’s a mutually beneficial arrangement that provides Vauxhall with engaged, productive and highly trained new talent. During National Apprenticeship Week the Luton plant hosted an Apprenticeship Careers Event, welcoming students in years 10, 11 and sixth form who experienced a tour of the plant before taking part in a workshop and listening to talks from current apprentices working at Vauxhall. At Griffin House a series of CV and interview workshops were held for local school students, while Vauxhall’s own apprentices visited schools to host careers fairs and give presentations to inspire the next generation of apprentices. The Ellesmere Port Plant took a stand at West Cheshire College’s Careers Fair and Plant Director Stefan Fesser opened a new training facility of a manufacturing line to give engineering students a practical introduction to manufacturing. The Brathay Apprentice Challenge 2014 is designed to discover an ‘Apprentice Team of the Year’ through a set of challenges including raising the profile of apprenticeships, contributing to local community projects and fundraising. Vauxhall’s team consisted of commercial and engineering apprentices across all UK in support of the LAMP charity with community projects and workshops to help young people get back into work. Also, two apprentices from Ellesmere Port reached the Regional Finals of the EEF Future Manufacturing Awards 2014 in the ‘Outstanding Achievement by a First Year Apprentice’ category.

20

14

CSR REPORT

SMMT (Society of Motor Manufacturers and Traders) and SEMTA continue to support and facilitate the Automotive Trailblazers employers working group. Trailblazers’ aim is to improve the quality and credibility of apprenticeships by focusing on the needs of each sector. It gives us the opportunity as a sector to develop an apprenticeship standard that will ensure we have the right skills in place for business and learners. Over the years, there has been an overall weakening of the standards of apprenticeships which has meant that they do not have the credibility which was once associated. The Trailblazers will also focus on quality where we, as a sector, can design an apprentice to meet the needs of our business. Vauxhall, together with other OEMs, are working on the standards we require for a Mechanical Engineering Apprenticeship, which as a sector we aim to have an accredited qualification with transferable skills and a world-class programme.

Undergraduate Scheme For over 30 years, Vauxhall has been offering industrial placements to university students, with a wide range of training in skills that are both technical and transferable. All our undergraduates have real responsibilities and get the chance to work on projects within their support area. In 2014/ 15, 97 undergraduates were employed across 13 departments. To Vauxhall, it is really important to help equip young people with training to increase their chances to find a job after graduation. For the upcoming year, Vauxhall are ranked as 41 in Rate my Placement out of the top 100 employers offering placements. We are very proud of this result as it has been achieved based on the reviews left by our previous undergraduates!

Graduate Programme Vauxhall graduates are our leaders of the future and we can trace many of our leaders and executives back to their start as Vauxhall graduates themselves. Since the economic downturn and the difficulties faced by our parent company General Motors, it’s been challenging to maintain a graduate programme with a fi xed number of guaranteed places. In 2014, we have still offered 7 previous undergraduates a graduate role, assuming jobs with responsibilities, challenges and rewards. We encourage forwardthinking talent to join Vauxhall through different programmes to not only benefit from our experience, but also to bring innovation and ideas.

Responsible Employer

38

WHAT THEY SAY

Lloyd Mulkerrins, Current 3rd Year Apprentice

Phil Millward, HR Director GM UK & I, apprentice in 1968

I am currently in the Customer Experience and Government Relations department. Before this my path led me through a year in Fleet Marketing and another in Finance. These three departments combined have given me not only good breadth, knowledge and understanding of a variety of departments but also great visibility across the business. I joined the apprenticeship scheme as I felt it was the right time to move into the working world, however not time to give up learning. The apprenticeship scheme at Vauxhall gave me a great blend of both. The Higher National Certificate I am working towards this year at college will stand me in really good stead to then pursue a degree next year. The skills and knowledge I have gained over the last 2 and a half years has been invaluable and the opportunities presented are endless. They really look to nurture and grow you into the leaders of tomorrow which is something I strive to be. All of this plus the fact that I am in a full time role, earning a competitive salary has made my time at Vauxhall thoroughly enjoyable.

I have just completed my 46th year of service with the company, a career that has allowed me to move from an apprentice to a Director. Throughout this period, I have been fortunate enough to undertake many different technical, managerial and leadership responsibilities across multiple functions. I have also benefited from undertaking a range of training and development activities. All of this has allowed me to fill a valued treasure-chest with rich experiences; working with employees, customers, Trade Unions and key business stakeholders and channelling it all into making a difference for the company.

“THE VAUXHALL APPRENTICESHIP HAS STRENGTHENED MY SKILLS AND DEVELOPED MY KNOWLEDGE.”

20

14

CSR REPORT

Responsible Employer

39

GROW AND KEEP OUR EMPLOYEES Having achieved the Investors in People Standard in 2012 & 2013, Vauxhall became the first automotive company to be awarded the prestigious Investors in People Gold Award in 2014 across all UK sites. The award acknowledges the objective to be a workplace of choice for all employees as well as demonstrating a complete focus on the people who make up the workforce. To coincide with this proud moment, Investors in People asked us to partner with them to create a case study video which can be viewed at www.youtube.com/watch?v=4sCqyI2I_k&feature=youtu.be We were also ranked as one of the UK’s Top Employers in 2014 for the third year running by the Top Employers Institute. The annual international research, undertaken by the Top Employers Institute, recognises leading employers around the world who provide excellent employee conditions, nurture and develop talent throughout all levels of the organisation and who strive to continuously optimise employment practices. A variety of communication routes are used to engage employees across all departments and sites through ‘town halls’, web chats, newsletters and team meetings which give employees the opportunity to provide feedback and input directly to leaders. Equality and respect As diversity is a strength in the increasingly diverse marketplace, our employees’ diverse backgrounds are valued. We are committed to equality of employment opportunities and hire, promote, train and pay based on merit, and that is reflected in all our employment policies and practices. Working closely with our Trade Union partners, we strive to maintain workplace environments free of discrimination, hostility and physical or verbal harassment with respect to sex, sexual orientation, gender reassignment, marriage or civil partnership, pregnancy or maternity, disability, age, race, religion or philosophical belief. We strive to create work environments that accept and embrace these differences while promoting productivity and teamwork. Each of us is responsible for creating and maintaining a productive work environment where the dignity of all employees is respected. Examples of our commitment to equality and respect include family care and flexible working policies, a focus on women in the workplace and the provision of Dignity at Work training for our employees.

20

14

CSR REPORT

Responsible Employer

40

Training and development One of the key elements of growing and keeping our employees is through ensuring they are trained properly and that they feel they have the ability to develop not only their career but also as people. As well as the implementation of the Career Development website we also rolled out the UK INSPIRE Leadership Development programme and more than 300 executives have now been through the various modules of the course that focuses on leadership qualities, inspiring communication, customer experience, raising the performance of teams and managing confl ict. The ASPIRE programme was subsequently launched to provide skills for more line managers and to date over 200 level 7 & 8 line managers have been through the training. We believe that our ongoing efforts to upskill our Leaders will make a difference to our business, improving leadership competencies, increase productivity and individual contribution. All employees participate in a management performance process, designed to ensure they receive personal feedback on their performance. This process also includes an individual development plan which employees are encouraged to use to highlight areas that they wish to improve. Skills and knowledge can very much be learnt on the job, but we have a blended approach which includes online training offerings and classroom courses. The Ellesmere Port Plant learning centres (above) were officially re-launched in May 2014 in partnership with Unite the Union and West Cheshire College. The centres were originally established in 2007, and were highly successful – with over 200 Ellesmere Port employees completing courses. Offering Functional Skills courses in English and Maths (up to and including Level 2 qualifications), the centres are funded with Government support. The General Assembly learning centre has been fully functional since the May 2014 re-launch, and centres in Body and Paint units are also work in progress. Plans are also underway to expand the course catalogue, as IT training is also in the pipeline. Classes are currently held each Tuesday, with learners attending either an English or Maths class for one hour with their Tutor. Vauxhall, Unite the Union and West Cheshire College work together to ensure minimal impact to production, and maximum benefit for learners. Our success so far… Quotes from our learners: “The Learning Centre has taken away the stigma of learning Maths and English for us, and we can pass that on to other learners” “Because of what I learned, I could write and read my speech at my daughters’ wedding – I could not have done that before” In addition 47 Supervisors / Managers commenced Level 3, 5 and 7 Chartered Management Institute (CMI) courses in September 14 and in December 2014, the first 5 Advanced Operators at Ellesmere Port were recruited. The pioneering initiative was developed and agreed by Plant Maintenance, Trade Union, Unit Leaders and HR, with the aim being that when fully trained, the Operators will be first line response for basic maintenance issues / repairs in their areas. 18 Team Leaders also embarked on full Apprenticeships in Team Leading with a view to

20

14

CSR REPORT

completing NVQ / Level 2 certificate in Team Leading, and Functional Skills Level 1 in Maths, English & ICT. At Luton Plant, 16 supervisors completed the University Certificate in Professional Development for Supervisors at De Montfort University. Modules included: Building a Harmonious Team, Motivating to Maximise Performance, Communicating with Confidence and Leading an Effective Team. Also 112 Team Leaders undertook a 7 day training programme and gained Level 2 CMI Team Leading Certificate where modules included Being a Team Leader, Developing Team needs and Monitoring Team Performance.

Health, Safety & Wellbeing The safety of our employees, contractors, suppliers and all who visit Vauxhall’s locations is paramount and we are committed to leading in the field of workplace safety. GM’s global workplace safety record includes many past accomplishments. In 2013, for example, the National Safety Council recognised 39 GM sites for excellence in occupational safety. Despite this recognition, we recognise that efforts to provide safe workplaces can always be improved. For this reason, we are in the process of overhauling workplace safety at GM sites around the world.

Starting with a renewed focus that makes workplace safety the personal responsibility of every employee, we are transforming our safety culture to elevate it to a new level. Our first priority was to instill a new safety vision: Live Values that Return People Home Safely. Every Person. Every Site. Every Day.

41

VAUXHALL IN THE COMMUNITY

RESPONSIBLE EMPLOYER The five strategies that will help transform our safety culture and achieve this vision are: 1. Develop Safety Management System to ensure compliance with regulations and conformance to GM standards. 2. Drive Risk Mitigation. 3. Leverage Personal Accountability and Safety Branding to transform Safety Culture. 4. Utilise Continuous Improvement Tools and Technology to eliminate waste and drive Business Value. 5. Develop and execute Fatality Prevention to drive and sustain ZERO fatalities. To kick off the programme globally, GM sites around the world celebrated the first Global Safety Week in September 2014 with the launch of the new safety identity, along with educational and interactive activities intended to help each employee make safety personal. From the shop floor all the way to Global Manufacturing leadership and CEO Mary Barra, our global teams demonstrated why safety is important to them. We spend a large proportion of our time at work and it is important that environment and wellbeing is such that employees feel supported and encouraged to achieve their objectives and enjoy coming to work. In 2014 we participated for the first time in the government’s Cycle to Work scheme whereby employees who commit to cycle to work can obtain a bike and safety accessories tax-free through salary sacrifice. More than 580 employees across the country took advantage of the scheme and we will be running it again in 2015. A team from Vauxhall has participated in the London to Brighton Bike Ride for the last 8 years raising more than £110,000 for the British Heart Foundation, through employee and family & friend donations and in 2014, 155 employees from across the UK took part backed up by a volunteer support team from Vauxhall who also provided a BBQ on Brighton beach, two articulated lorries and two vans to transport all the vehicles back to Luton. We continue to provide more healthy options in our restaurants, and have promoted local running groups and special offers at gyms and fitness centres. We also recognise that being able to balance working life with family life is important to our employees. We run a childcare voucher scheme and we seek to provide flexible working opportunities for shift, full- and part-time employees and support enhanced family leave arrangements – in excess of statutory requirements.

2012

2013

2014

92%

92%

93%

LABOUR/MANAGEMENT RELATIONS Percentage of employees covered by collective bargaining agreements Minimum notice period(s) regarding significant operational changes, including whether it is specified in collective agreements

3-6 months’ notice required for major events such as shift loss, plant closure and major restructuring

OCCUPATIONAL HEALTH AND SAFETY Percentage of total workforce represented in health and safety committees Total number of lost days caused by injury at work and number of work-related fatalities

100%

100%

100%

LWD 0

Fatalities 0

LWD 0

Fatalities 0

LWD 1

Fatalities 0

Female 84%

Male 94%

Female 84%

Male 94%

Female 98%

Male 97%

TRAINING AND EDUCATION Percentage of employees receiving regular performance and career development reviews, by gender

The percentage of female employees receiving regular performance and career development has been lower than for male employees due to the higher number of female hourly paid employees in our Warehouse.

20

14

CSR REPORT

Responsible Employer

42

DIALOGUE WORKPLACE OF CHOICE HAS BEEN A KEY STRATEGIC FOCUS FOR VAUXHALL FOR THE PAST COUPLE OF YEARS. As with all GM sites globally we conduct a Workplace of Choice survey where all employees are given the opportunity to provide their input in a variety of areas. 67% of GM UK employees felt engaged in 2014 compared with 60% in 2011 and 90% participated in the survey compared to 84% in 2011. A lot of effort has been made with regards to our contractor staff. We have always said that our aim is to provide as many benefits enjoyed by our employees to contractors as possible. This has not always been possible, but we have recently been able to introduce benefits such as the Car Plan and Childcare Vouchers via our major contractor suppliers. We will continue to work on this area.

20

14

CSR REPORT

We have also run for many years a brand engagement programme called EXCITE, which promotes our values and desired behaviours throughout the company to improve our working environment and create opportunities for our workforce to connect with the Vauxhall brand. EXCITE stands for Enjoy, X-factor, Customer driven, In it to win, Tell it how it is and Energetic. These are behaviours we see displayed by Vauxhall people every day and we celebrate that through a monthly EXCITE award, internal events, competitions, charitable activities, special promotions and other employee events. We also continue to engage with our previous employees. The Vauxhall Pensioners Association exists for previous

employees and arrange special events and meetings to help pensioners to keep in touch. The Vauxhall Welfare Fund provides financial assistance to Vauxhall pensioners and help with disabled aids such as stair lifts and other day-to-day requirements.

43

VAUXHALL IN THE COMMUNITY

44

VAUXHALL IN THE COMMUNITY

VAUXHALL IN THE COMMUNITY VAUXHALL IS HELPING TO MAXIMISE THE POTENTIAL OF FUTURE GENERATIONS. Youth unemployment is at its worst for 20 years, with statistics from the ONS highlighting that young people are three times more likely to be unemployed than the rest of the population. This goes hand-in-hand with the lack of opportunities that exist for young people, highlighting the importance of good education and experience for young people. Vauxhall is conscious of the difficulties faced by Britain’s youth. We are therefore continuing to make a concerted effort to provide young people with a wealth of opportunities for growth and development to help them succeed in a highly competitive labour market. With initiatives ranging from community engagement programmes to supporting charities with a youth-oriented focus, Vauxhall is helping to maximise the potential of future generations.

“VAUXHALL IS CONSCIOUS OF THE DIFFICULTIES FACED BY BRITAIN’S YOUTH.”

FOCUS ON BRITAIN’S YOUTH Career awareness This year has seen the transition of the three Vauxhall Community Projects – ‘Griffins’ Den’, ‘Vans ‘R’ Us’ and the ‘Ellesmere Port Community Project’ – into the capable hands of the new undergraduate leadership teams. The projects’ overall aim is to improve students’ awareness of the STEM subjects which are Science, Technology, Engineering and Mathematics. The projects are aimed at inspiring young people to pursue opportunities within the STEM sector. Through this, students have enhanced their business skills and improved their knowledge of the industry. Throughout the duration of the projects, students have grown and flourished thanks to the leaders’ hard work and the support of Vauxhall employees. The projects bring benefits to all areas of the business: they are a catalyst for strengthening community relationships, portraying Vauxhall’s strong British brand and company values and promoting engineering and manufacturing as attractive careers.

20

14

CSR REPORT

45

VAUXHALL IN THE COMMUNITY

The Griffin House Community Project, ‘Griffins’ Den’, was established last year for 12 to 14-year-old students in association with STEMNET and the Education Business Partnership, and consists of talks about careers in the automotive industry and an interactive task in which the students have the opportunity to design, build and sell a car. Students have the chance to pitch their cars to the judges, known as the Griffins, and the day culminates in a prize-giving ceremony.

children each month, offering a hands-on exploration of the manufacturing industry. 16 current undergraduates at the Luton Plant are responsible for coordinating the full-day workshop, which gives students the opportunity to compete for a prize by designing and creating their own factory, product and business plan.

Raising students’ business and careers awareness is a core project objective, and Ellesmere Port have increased their emphasis on this by allowing students a real insight into their roles in manufacturing and how they achieved their positions within Vauxhall. The interactive project is also designed to get students aged 11-18 thinking about how to run a profitable manufacturing business, and the winning team of the year will be presented with a signed England Football Shirt.

We are extremely proud to have been highly commended in the national EEF (the manufacturers’ organisation) Partnership with Education Award at the EEF Future Manufacturing Awards 2013, for our undergraduate community projects. The judges commented that Vauxhall has changed perceptions of manufacturing and stimulated an interest in science, technology, engineering and maths through our programme of visits to schools by undergraduates from all Vauxhall locations. They also praised Vauxhall’s clear corporate commitment and strategic direction to engage with students, teachers and parents.

The projects are not exclusively for secondary school children; Vans ‘R’ Us is delivered to over 80 primary school

For the third year running, the Vauxhall Luton Plant has been supporting the government-backed initiative

‘See Inside Manufacturing’. See Inside Manufacturing is a partnership between BIS and Industry which has been created to transform students’ perception of manufacturing in strategic sectors. The Luton Plant has opened its doors to host a series of events for students, parents and teachers, for a behind the scenes look into manufacturing and engineering to try to overcome negative perceptions and create new vocations. In 2014 Vauxhall donated school equipment to Level Trust in order to help children with their GCSE’s. We provided educational packs to schools that contained calculators, notebooks, pens, folders, rulers and trigonometry sets all in Vauxhall bags to be sent to schools in the local area. Car and Van parts are also donated to schools and universities for educational use, it is useful for explaining the importance of manufacturing and to increase number intake in STEM subjects (Science, Technology, Engineering and Mathematics) at schools and universities.

Vauxhall Youth Football Programme A report commissioned by the Home Nations Football Association partners in 2012 found that action needed to be taken to counter the tendency of large numbers of young people to drop out of football and as a result, in association with the FA, Vauxhall set up a Youth Football Programme. Youth football is now growing and particular attention is being given currently to encourage more girls to play football, supported by the fantastic efforts of the Women’s Senior Teams across all the Home Nations. The Vauxhall Youth Programme itself enables Vauxhall Retailers to engage with their local communities by supporting their local youth football teams in providing training kits, transportation and raising awareness. 170 Retailers have signed up to the programme to date, sponsoring between them 286 clubs.

20

14

CSR REPORT

46

VAUXHALL IN THE COMMUNITY

Help for Heroes Vauxhall have been supporting the work of Help for Heroes since the beginning of 2010 and by the end of 2014 had raised almost £300,000 with over £28,000 contributed in 2014 alone. The company provides support vehicles which currently consists of three Astra Sports Tourers and a Movano Van, as well as helping with the purchase of a number of specially adapted minibuses for their Recovery Centres, these being especially important to aid the rehabilitation of the soldiers and getting them back into the community, by helping them to get out and about with ease. Vauxhall Motors sponsors all the Home Nations Football Teams and England under 21 Manager Gareth Southgate hosted a special training session for wounded soldiers and veterans in aid of Help for Heroes at the FA National Football Centre at St. George’s Park. Fourteen wounded serving soldiers and veterans who have been supported by the charity, Help for Heroes participated in an exclusive training session run by Gareth Southgate.

Help for Heroes Mission Our mission is to deliver an enduring national network of support for our wounded and their families. We will inspire and enable those who have made sacrifices on our behalf to achieve their full potential. The war in Afghanistan may be over, but for those who have suffered life-changing injuries, their battles are just beginning. We’ve estimated that, of the 220,560 individuals deployed to Afghanistan and Iraq between 2001 and 2014, up to 75,000 servicemen and women (and their families) may need our support in the future. We will not let them fight these battles alone.

Siberia Challenge In July 2014, a team of ex-servicemen embarked on a significant challenge – to drive from Europe’s most westerly road to Asia’s most easterly in just 2 months. This was a journey that covered 12,000 miles and saw them visit 21 countries. All of this achieved in the all-new Vivaro.

20

14

CSR REPORT

47

VAUXHALL IN THE COMMUNITY

But the majority of the funding comes through money-raising activities organised by Vauxhall employees, Retailers and their families. Here are just a few of the ways people gave their time and energy to this worthy cause last year:

Hero Ride Simon MacConachie, General Manager of Retailer Sherwoods, pedalled more than 500 miles between Edinburgh and London with the Tartan Express Hero Ride, a party of wounded or injured servicemen, veterans and volunteers and raised £3,000 for Help for Heroes in the process.

Golf Day A group of Vauxhall employees and friends got together at Luton Hoo for a charity golf competition to raise money for Help for Heroes. The charity entered a Band of Brothers team into the competition themselves and the event raised £4,435.

The Great Glen Kayak Challenge A team of 11 made up of Vauxhall employees and undergraduates canoed the Great Glen Way, a threeday kayak trip across Scotland, starting in Fort William and ending in Inverness and raised more than £5,500. Money raised by the kayakers was used to purchase paracanoes for injured veterans Joe Humphrey and Nikki Paterson. Joe lost his left leg after being shot by a Taliban sniper, while Nikki lost her right leg through the knee following a road traffic accident.

20

14

CSR REPORT

48

VAUXHALL IN THE COMMUNITY

VAUXHALL IN THE COMMUNITY VAUXHALL CSR DAYS GIVE EMPLOYEES THE CHANCE TO PUT SOMETHING BACK INTO THE COMMUNITY Vauxhall is committed to making a positive impact in the community. We have a long-standing history of community engagement, in particular in the Bedfordshire and Cheshire areas where Vauxhall’s manufacturing sites are based and employees are encouraged to support charities in line with our CSR strategy of supporting Britain’s Youth. In 2014 Vauxhall launched their new CSR scheme in order for employees to take a day out of work every year to participate in charity work for the day. This can include the tidying and cleaning of houses and gardens in properties linked to charities or in Scout Huts. We have kept this in line with our Corporate Strategy of helping to support young people in the local area, and we have found that CSR days are a great way of doing this. In particular, Vauxhall has supported Keech Hospice for a number of years and 2014 was no different. Through fundraising activities such as Casual Fridays and Cake Bake sales Vauxhall was able to raise money which helped fund Keech’s outreach programme – Complementary Therapist Callings. The programme provides relaxing therapy to patients, alleviating feelings of anxiety, stress and pain. Prior to Vauxhall’s donation, a complementary therapy service was only available to 10% of children that required this service, but now Keech Hospice is able to extend this programme to a wider base, removing the need for long and potentially stressful journeys to access therapy. Vauxhall is a sponsor for the new youth facility, Tokko, in Luton. Vauxhall helped the facility celebrate their first birthday by purchasing some IT equipment and supplying a seventeen seater minibus to be used for the school holidays in the summer. Vauxhall donated a new Vivaro Van, built here in our Luton Plant, to local homeless charity LAMP. Our Finance Director, John Fulcher, handed the keys to the Charity’s CEO who was touched by how closely Vauxhall had worked with LAMP in 2014. John was just one of the six Vauxhall Directors who used their CSR Day to support LAMP. The Directors painted and decorated a local house for young people to move in. Tim Tozer, Vauxhall’s Managing Director cut down large trees in the garden not only pleasing the charity but also the neighbours. But that is not all that we have contributed to LAMP as a company. On Friday 5 December, a brave group of 10 employees took to the streets of St Albans to sleep outside for Luton-based charity LAMP. Raising £1,020, the purpose of the sleep out was to raise awareness of the homeless. Employees also held a Bake Sale in aid of LAMP and raised £133.00. Vauxhall has continued to contribute to the safety of local community through its five year support of the SOS bus which is run by the Safer Luton Partnership and has helped thousands of people over the course of these five years. The bus is run purely by volunteers and they are all trained to a high standard.

20

14

CSR REPORT

Members of the Warranty Administration team spent helping out for a day at the Luton Foodbank visiting collection sites, making up food parcels, cataloguing donations and delivering parcels. In Ellesmere Port and the surrounding area of Cheshire, Vauxhall has maintained its prominent role in the local community. The Vauxhall Motors Football Club was founded in 1963 shortly after Vauxhall’s new car plant was opened in Ellesmere Port. The team had a lot of success in local leagues and gradually fought its way up to become one of the highest ranked amateur football teams in England. The team currently has a semi-professional status and plays in the Conference North. It also comprises a women’s team and teams for different age groups from under 11 to under 18.

49

VAUXHALL IN THE COMMUNITY

VAUXHALL IN THE COMMUNITY VAUXHALL IS HELPING TO MAXIMISE THE POTENTIAL OF FUTURE GENERATIONS Vauxhall continue to support the Youth Federation, which is a local charity to our Ellesmere Port plant. The Youth Fed support young people up to the age of 25 and youth groups in the surrounding area, Vauxhall donated a 17 seat Movano mini bus to help transport young people who participate on the National Citizen Service (NCS) programme. Vauxhall have also done a lot of work with young offenders at HMYOI Aylesbury, Bucks. The donation of three car motors to the Workshop at HMYOI Aylesbury will be used as a vital learning resource in the Engine Technology unit. These will be used to help young offenders complete qualifications in Health and Safety practices, vehicle maintenance, tools, equipment, materials for vehicle maintenance, vehicle wheels and tyres constructions. Vauxhall also donated a Zafira to Over the Wall, national children’s charity, for their camp season allowing the charity to save an estimated £4,000. The savings can be spent directly on camp, allowing more children and families affected by serious illness the chance to come to camp completely free of charge.

ENGAGED EMPLOYEES RESEARCH SHOWS THAT EMPLOYEES WANT TO WORK FOR ORGANISATIONS THAT RECOGNISE THE IMPORTANCE OF COMMUNITY AND WHO VALUE AND ENCOURAGE VOLUNTEERISM Developing, improving and contributing to our community is important to Vauxhall and our Griffin House employees have shown their engagement and generosity all year long through a diverse number of activities from wearing spots for Comic Relief to collections on Casual Friday. Those events have allowed our employees to raise £7,475. Vauxhall Employees Charity Funds The Vauxhall Employees Charity Funds were founded 34 years ago to support local and national charities. Each site has its own fund and in 2014 the corporate site employees raised £2,736.76 across a number of different charities. The IBC Charity Committee is a registered charity set up in 1987. The charity is funded through employee donations and the company match the amount that employees donate. The charity committee, headed by Paul Geary (Union Representative), meet once a month and review both local and national requests and decide who they can support and how.

AUTOMOTIVE CHARITIES Vauxhall has been supporting BEN for over 50 years and between 1996 and 2014 over £2.4m was donated to the charity based on a contribution per car or van sold. In addition, the charity benefits from one of Vauxhall’s loan vehicles. BEN is a UK charity for those who work or have worked in the automotive and related industry, as well as their dependants. We also support Women On the Move Against Cancer (WOMAC), another automotive charity, by helping their yearly fundraising event in cooperation with its Public Relation Counterparts from other manufacturers.

20

14

CSR REPORT

THANK

YOU