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Delivering Our Purpose 2016 Full Report
Delivering our purpose update on our progress in 2015/16 Broadening and deepening our customer relationships Follow BT on Twitter @BTGroup Delivering our purpose – update on our progress 2015/16 2 earthquake. The Supporters Club funded nine sports charities and community sports foundations Introduction from this year (four in the UK), through the donations of BT Sport customers. our Chairman and With EE now part of the BT family, we are excited about the future. Our combined strength will create unprecedented new opportunities to use the power of Chief Executive communications to make a better world. Our purpose is to use the power of communications to make a better world. Our strategy is to do this by broadening and deepening our customer relationships. Sir Michael Rake Gavin Patterson Sir Michael Rake Chairman Chief Executive Chairman We believe that BT makes a positive impact on the embrace its impact in shaping society. Our ambition world. And that this helps us realise our business goal – is to improve the tech literacy of 5 million children to deliver sustainable profitable revenue growth. by 2020. In our first year, we have already reached Gavin Patterson 340,000 children. Chief Executive Our brands touch millions of customers from the smallest companies right through to multinationals Working with Unicef UK, we have now reached 8,000 19 May 2016 and the public sector. We provide UK consumers teachers, parents and children through The Right Click with fixed voice, broadband, TV, BT Sport and mobile programme, teaching them how to keep safe online. services. And we’re also Europe’s largest telecoms services wholesaler by revenue. -
Better Future Report 2012 Full Report
Table of contents for your report Better connected 5 Customer experience 5 Customer service 8 Investing in our service capabilities 11 Investing for the future 12 Safe connections 13 Security and privacy 14 Child Internet safety 17 Network management 19 Digital Inclusion 20 Connections for all 21 Our Get IT Together Programme 22 Affordable access 25 BT Internet Rangers 26 Supporting older and disabled people 27 Supporting communities 30 Supporting people with disabilities 31 Helping employability 32 Engaging our people 32 Better with less 34 Helping our customers reduce their impacts 35 Product stewardship 38 Design for the future 40 Product reuse and recycling 42 Our value chain footprint 43 Carbon footprint 43 Water footprint 48 Product related environmental legislation 50 Reducing our environmental impacts 51 Carbon emissions 54 BT’s CO2e emissions statement 59 Energy 61 Reducing our energy demand 64 Supply from renewable sources 66 Employee awareness 67 Waste management 69 Transport and travel 74 Water 79 Emissions to air 80 Fuel storage 82 Better lives 84 Finding solutions for our customers 84 Investment in society 87 Charity partners 89 Our Country Charity partnership programme 92 Our employee giving schemes 94 Supporting our telethon partners 95 Learning and skills 97 Emergency response 101 Better business 103 Great place to work 103 What we offer 105 Benefits, reward and pensions 105 Flexible working 106 Communications and engagement 108 Communications 109 Consultation 110 Employee engagement 112 Valuing diversity 115 Gender 117 -
A Growing Community
March 2019 Technology: Mergers: Investment: Interview: Digital Guide 2019 Mergers in the third sector Portfolio performance Kay Boycott Experts from across the charity A review of the latest figures 2018 proved to be a The chief of Asthma UK sector provide an overview of the revealing the trends among volatile year for financial on the similarities between digital issues charities of all sizes mergers in the charity sector, markets, but what were running a charity and the need to be aware of. plus first hand exeperiences. the effects on charities? world of parenting. Publicity / Charity Digital Guide 2019 / Mergers / Ethics and branding / Asthma UK interview / Asthma / Charity and branding Publicity / Ethics / Investment Guide 2019 / Mergers Digital A growing community Social media is a powerful tool for publicity, but keeping your audience engaged is key. Plus: www.charitytimes.com March 2019 March Sector and investment columns REVEALED News The most popular charity brands in the UK See page 50 for charity suppliers’ directory cover.indd 1 20/02/2019 12:48:08 Insurance with risk management “advice means you’re in safe “ hands. We specialise in the not-for-profit and faith sectors. It’s not just our friendly sales team and accessible underwriters that set us apart. We also offer risk management resources online. That means you can rely on us for unrivalled support to help protect your most valued assets. For more information about Ansvar, talk to your broker or visit our website: www.ansvar.co.uk Insuring the heart of your community Ansvar Insurance is a business division of Ecclesiastical Insurance Office plc (EIO) Registered Number 24869. -
Carbon Emissions, Waste Management, Travel and Transport
Better connected We believe that the greatest impact that we can have on society is by providing reliable and secure networks that help people and businesses to thrive. Getting this right is also essential for building trust in BT, which contributes to the value of our brand. Customer experience Customer service is core to our strategy and we continually work to improve the experience we provide to our customers. In practice this means doing our very best to do things right first time - keeping our promises, being easy to contact and straightforward to deal with. It means keeping our customers informed and taking prompt action to put things right if they have cause to complain. In this section of our report, we show how we’re working hard to improve the service we deliver to customers. Our materiality review showed customer service to be our top priority as a business. Right first time Customer service is core to our business strategy and we always try to improve the experience we provide to our customers. In practice this means trying to do things ‘right first time’ – keeping our promises, being easy to contact and straightforward to deal with. It means keeping our customers informed and taking prompt action to put things right if they have cause to complain. ‘Right first time’ (RFT) is our key measure for customer service. It measures how often we keep the promises we make to customers. As well as improving service, keeping more promises reduces work needed to put things right and so reduces our costs. -
Digital Opportunities
Threat of fraud Philanthropic giving Good investments UK charities fall victim to What are the trends in the Research on how charities invest £1.65bn worth of fraud a year philanthropy of the super-wealthy? and choose their investments June/July 2014 l www.charitytimes.com Digital opportunities Updates to regulation may not sound like the most exciting development, but we believe that recent regulatory changes can benefit charity investors. Newton has recently launched the Newton Growth Fund for Charities and the Newton Growth and Income Fund for Charities*. These two Non-UCITS Retail Schemes (‘NURS’) are designed especially for the charity sector and will allow charities to eliminate some of the tax costs associated with their investments, specifically: • any profits made from investments will be exempt from capital gains tax • the Fund’s annual management charge will not be subject to VAT • the Fund will not pay stamp duty on UK equities • quarterly dividend payments are not subject to tax These new Funds underscore Newton’s commitment to the UK charities sector, in which we have managed client assets for over 25 years. Call Stephanie Gore on 0800 917 6594 or email [email protected] for more information. @NewtonIM www.newton.co.uk/charities *BNY Mellon Charities Funds is an UK umbrella unit trust authorised by the Financial Conduct Authority as a non-UCITS retail scheme, currently comprising two sub-funds, the Newton Growth Fund for Charities and the Newton Growth and Income Fund for Charities. BNY Mellon Fund Managers Limited is the manager of the fund. Newton Investment Management Limited has been appointed by the manager as the investment manager of the fund. -
Performance Summary Update
Delivering our purpose – performance update 2014/15 Using the power of communications to make a better world Find out more at www.bt.com/deliveringourpurpose Follow BT on Twitter @BTBetterFuture Delivering our purpose We use the power of communications to make a better world. We invested 1.15% of adjusted profit before tax in sustainable and 1.15 % responsible business practices. We helped 7.5/10 people in the UK to access fibre-based products 7.5/10 and services. We helped our customers avoid carbon We are here to give our customers the experience, part of the modern society and economy. Wherever emissions by 1.5 times (7.1 Mt CO2e) the end-to-end carbon impact of our products and services that matter to them. The thing we are, what we do is a fundamental piece of that 1.5:1 business (4.6 Mt CO e). most fundamental to our business success is letting community’s social infrastructure. So we never stop 2 our customers fulfil their aspirations and create searching for new ways to bring social and economic possibilities for themselves. benefits to those places through our products and services. Millions of people connect with friends and family We have raised for good causes through us, and have at their fingertips huge BT's technology plays its part in responding to the since 2012. amounts of information and entertainment. Small climate change challenge. BT people get involved £231.4 m companies and multinational corporations use our too – contributing their skills and energies to make services every day to do business and compete in positive changes in areas of social need. -
The Islamic Movement in Britain
The Islamic Movement in Britain Damon L. Perry CONTACT DETAILS For questions, queries and additional copies of this report, please contact: International Centre for the Study of Radicalisation and Political Violence King’s College London Strand London WC2R 2LS United Kingdom T. +44 20 7848 2098 E. [email protected] Twitter: @icsr_centre Like all other ICSR publications, this report can be downloaded free of charge from the ICSR website at www.icsr.info. © International Centre for the Study of Radicalisation and Political Violence 2020 Table of Contents Introduction 3 1. Introducing the Islamic Movement in Britain 5 Historical Origins 5 Evolution as a Trans-ethnic Movement 7 2. Ideology, Values and Beliefs 11 Da’wa, Shari’a, and the Islamic State 11 Speaking for Muslims and Islam 17 Jihad and Attitude to Violence 21 3. The Organisational Network of the Islamic Movement 27 Key Nodes in the Network 28 European and International Dimensions 33 A Trans-ethnic Network 46 4. Major Campaigns 49 Palestine 49 ‘Preventing Prevent’ and Counter-extremism 69 Islamophobia 81 Political Engagement and Education 96 1 The Islamic Movement in Britain 2 The Islamic Movement in Britain Introduction his report is focused on a network of Muslim organisations and individuals that it refers to as the “Islamic Movement” Tin Britain. This name is sometimes used by protagonists comprising the network in reference to the collective, organised effort to “revive” and expand Islam’s role in social and political life, in the West, the former Islamic empire, and the world at large. Sheikh Yusuf Al‑Qaradawi, the Egyptian‑born theologian and host of the Al Jazeera TV programme, “Shari’a and Life”, for example, explicitly refers to the “Islamic Movement” as such.