Directors’ Report: Business Review ¦ Corporate Responsibility
At Inchcape, we recognise that Corporate Responsibility and deﬁne ourselves. We believe that
our commitment to CR will deliver a
(CR) is a long term programme. Our approach is sustainable approach to our business for
to ensure that we make responsible, economic, all of our stakeholders and their varying
environmental and social behaviour intrinsic to the way needs. To this end, when we reviewed
the approach to our CR journey in
we work. Inchcape’s CR Programme is recognised by our 2007, we speciﬁcally reviewed, with the
continued inclusion in the FTSE4Good index. We also assistance of an external consultancy,
our stakeholders and their needs. We
take part in the Carbon Disclosure Project’s review and review this on an annual basis across our
have qualiﬁed and registered for participation in the UK markets and engage with them during
Government’s Carbon Reduction Commitment scheme. the course of the year on our approach.
Our CR Committee
To emphasise the importance of CR,
Our responsibilities this year we established a Board CR
At Inchcape, we take Committee which met four times in 2010.
This section of the Annual Report sets out It is chaired by David Scotland, a Non-
responsibility for the the Group’s key principles of its Corporate Executive Director. Its members in 2010
impact of our activities Responsibility (CR) Programme and were Michael Wemms, a Non-Executive
how we have taken further steps in our
on ﬁve core areas and CR journey.
Director, the Group Chief Executive, Group
HR Director and the General Counsel
our key developments and Group Company Secretary. Day
In particular, building on our programme
during 2010 have in 2008 and 2009, throughout 2010 we
to day management of CR activities
focused on these: have been collecting data to enable
are delegated to an operational CR
Committee which meets monthly at the
us to measure the Group’s CO2 footprint
Our environment page 26 and discuss these steps below. We have
Group’s head ofﬁce and to local CR
Committees and Champions within each
been developing our CR initiatives for our
Our people page 27 customers and our people. Finally, we
of our businesses.
Our brand partners page 28 have provided highlights of some of our
Governance and management
achievements in respect of the Group’s
Our customers page 28 impact on the communities within which Good governance is a fundamental
our many businesses operate. element of CR. We have clear goals,
Our communities page 29 We continue to be committed to
which are effectively communicated and
have demonstrated strong leadership,
integrating socially responsible behaviour
strong performance management and
into every aspect of how we operate
transparent reporting. As a UK listed
Our CR journey
CR is an evolving journey. We have taken a number of steps which have resulted in signiﬁcant progress in raising awareness of CR
issues and in changing the way that we operate and how we can help our customers. We believe that CR is an important part of
our future and we are committed to building on the good work that has been done to date.
The past 2007 2008 2009 2010
160 years Customer 1st Core purpose CR strategy Continued
Inchcape has ‘strengthen deﬁned, values implemented focus on CO2
a heritage of and expand’ refreshed and KPIs listed emissions
integrity and a corporate People strategy Focus on CO2 tracking for the
history of caring strategy deﬁned announced emissions Group
for its local Focus on tracking for the Raising
markets, its encouraging Group employee
people and its local community engagement
customers support through
24 Inchcape plc ¦ Annual Report and Accounts 2010
company, we are required to comply Priorities. This allows us to be efﬁcient with
with a variety of legislation including our resources and to beneﬁt from the
the UK Corporate Governance Code. growth opportunities in emerging markets.
Details on our approach and how we
Veriﬁcation and assurance
have complied are set out at
www.inchcape.com/about_us/ The Board is responsible for the strategic
governance. direction of all CR initiatives, and the
programme as a whole, as part of the
Subsidiary governance risk management programme. The
The Group has in place minimum Board is ultimately accountable to our
standards across all of its subsidiaries. shareholders for our CR Programme.
These polices are set out in the Group’s Management of the CR Programme has
Subsidiary Governance Manual and been delegated to the CR Committee.
compliance is veriﬁed annually, through Above all, the CR Committee’s role is
the year end reporting processes and to ensure that our day to day business
through Internal Audit reviews. These operations respond to the opportunities,
policies – recognising that there may and avoid the risks, posed by CR issues.
be variances in local laws – require that
Through a network of locally based CR
each subsidiary complies to at least the
Champions, employees with global
standard set out in the Group policy
and local responsibilities, support
and to a more stringent standard where
the work of the CR Committee. Our
required by local law. In this way, the
activities are focused through our CR
Group can ensure that despite variances
there is a consistent approach to business
taken across all core functional activities, Health and safety is reviewed by Group
including legal, governance, tax, treasury, health and safety ofﬁcers and as part of
ﬁnance and HR. the Internal Audit Programme.
Human resources data is reviewed
and veriﬁed ultimately by the Group HR
Financial stability and viability is essential
Director. Community engagement data is
to the operation of the Company and
reviewed by the CR Committee and the
therefore the sustainability of the Group
and all its initiatives. As set out on page 8
of the Group Chief Executive’s strategic Other information presented is reviewed
review, we are focusing on our Top Five by the relevant functional experts.
Progress against our 2010 goals
In 2009 we focused on a small number of core steps that would cement the foundations of our long term CR Programme and allow
us to develop a world class approach in the future. We not only met, but exceeded our goals in 2009. Having established these
solid foundations, in 2010 we looked to embed these practices in our global operations, particularly focusing on our people and
our CO2 footprint management.
Objective What we did attainment
Raising employee engagement All employees were part of the appraisal process .
through the various initiatives from our All senior employees were part of the talent review process
people strategy including signiﬁcant All senior employees have individual development plans
reward and development plans
Extending our employee survey to our We continued to implement Heartbeat, our employee survey, across the Group .
global employee base Action plans were implemented to build on results
Extending best practice in health and We measured and monitored our accident rates and agreed, on a market by .
safety to our operations worldwide market basis targets for reduction
We reviewed time lost through accidents and monitored the impact on business
Supporting our communities in which We continued to focus on appropriate local initiatives .
we operate through focused initiatives
Continued collection of CO2 data in We continue to collect CO2 data, simplifying the system by implementing an .
order to establish trends and seasonal automated data collection process
variations and eliminate practices We performed analysis to identify trends
which do not support both our CO2
and business strategies
Identiﬁcation of CO2 reduction Based on above, we are constantly reviewing the opportunities to positively .
and/or offset opportunities for our impact our CO2 footprint in support of our objectives, our shareholders, our brand
core markets partners, our customers and employees
Directors’ Report: Business Review ¦ Corporate Responsibility continued
Our 2011 goals
Objective What we will do
CR is ﬁrmly Raising awareness of local CR activities and Each of our markets to showcase local CR initiatives for a designated
embedded within employee engagement through the ‘Green period during 2011
our Group and we Baton’ initiative
seek to harness
the energies of Identifying opportunities to demonstrate and Work with industry bodies to share the learnings we have from two full
our employees share our best practices within our industry years of data collection on improving retail centre efﬁciencies
to ensure that we
Extending best practice in health and safety Continue to measure our accident rates and agree targets for reduction
have a positive
to our operations worldwide Review time lost through accidents and continue to monitor impact on
impact on all that
we do, wherever business
we do it. Continued support of the communities in Encourage local initiatives and provide support for these
which we operate through focused initiatives
Building on the data collected to date, Continue to collect CO2 data
continued collection of CO2 data to perform With greater depth of data, perform more detailed qualitative and
further trend analysis, eliminate unproductive quantitative trend analysis
activities and ensure data is as robust and Review opportunities to improve our positive impact on our
reliable as possible communities, shareholders, brand partners, customers and employees
Identiﬁcation of CO2 reduction and/or offset Based on the above, review the opportunities which positively impact
opportunities for our core markets our CO2 footprint to support our objectives, our shareholders, our brand
partners, our customers and employees
In 2008, the Group commenced collecting data on its CO2 footprint, measured against three Key Performance Indicators (KPIs).
Measuring our direct costs using a CO2
metric will present opportunities to work
Energy This KPI measures our global electricity and gas usage. Since
closely with our brand partners as we
2008, data has been collected on the basis of megawatt hours for
can support their CR values and vice
electricity and cubic metres for gas.
versa, ensuring that there is a consistent
approach throughout all elements of the
Transport This KPI measures the movement of cars and parts from the point supply chain.
of ownership (which means legal or contractual ownership) to the
point we cease to have legal ownership.This includes test drives. We have ensured that all travel is
We calculate our CO2 footprint by car or parts kilometres necessary and have used alternative
depending on the mode of transport with a CO2 multiplier. communications where practicable, such
as conference calls, video conferencing
and virtual offsite meetings. The cultural
Flights This KPI measures the impact of the movement of our people.
change in our ways of working has been
We have recorded the number of ﬂights (each ﬂight leg counts as
one unit) and calculate our ﬂight CO2 emissions with a multiplier
by ﬂight kilometre. We have already introduced a number
of measures into our ofﬁces designed
to protect our environment. These are
At the start of 2009, we reﬁned the process Namely: highlighted in our code of best practice
to ensure that the collection of CO2 data that is shared across the Group .
Additional data is required in order
was sufﬁciently robust and to build on As Inchcape operates three routes
to understand if there is an impact of
the experiences gained in 2008. In 2010 to market – distribution, retail and VIR
seasonality on our data usage;
we have followed the same reporting (please see www.inchcape.com for
basis, but in order to facilitate the data Whilst there are early indications of trend more detail) – there are variances in our
collection process, we moved during patterns in the data, there is insufﬁcient CO2 footprint across these channels.
the second half of the year to a more data to establish if these are actual or Direct comparisons between markets’
automated process. This makes the perceived trends. In particular, as 2009 was operating channels are unlikely to
process more efﬁcient and will allow us to the ﬁrst full year of reporting on the new basis produce meaningful results. However,
prepare reports and carry out analysis on and was a difﬁcult year due to the global we are looking for opportunities to
the data more easily. recession, it is not apparent at this stage exploit synergies between the channels
how representative the 2009 data will be; by having a consistent approach to
This data collated has started to provide
us with insights into our CO2 footprint, Veriﬁcation and robustness of our data reduction and offsetting goals and by
particularly now that we are building remains key. We are ensuring that from sharing best practices.
month by month comparisons. We still the start of the process we are building in In addition, there are signiﬁcant variances
consider that additional data collection sufﬁcient control points so that our data between our markets engaging in
is required in order to provide meaningful is capable of independent veriﬁcation similar activities e.g. between distribution
guidance. as part of our overall planning process markets. We measure CO2 responsibility
for this element of our CR Programme. from the point where we have control,
26 Inchcape plc ¦ Annual Report and Accounts 2010
for some distribution markets, such as The Right Reward – by recognising, Ethical behaviour
Australia where this control extends to the celebrating and rewarding the The Group’s business ethics policy deﬁnes
point of shipment, compared to other contribution our people and teams the core ethical behaviours expected of
markets such as Belgium, where our make to delivering our challenging all employees. In particular, the Group:
control commences in-country. Therefore, business ambition;
we will need to devise a sliding scale of Has zero tolerance of bribes or
The Right Culture – by creating a great facilitation payments;
targets as a ‘one size ﬁts all’ approach will
place to work, where people choose to
not complement our business, nor allow Has a zero tolerance of fraud or theft;
make a real difference and deliver the
meaningful CO2 management objectives
ultimate customer experience for our Has a strict limit to the value of
to be set. brand partners. corporate hospitality given or received,
2010 analysis Our employee base is diverse and reﬂects including the provision or receipt of gifts;
We are looking at how the data collected the different cultures and markets within Does not make political donations or
can provide meaningful insights into which we operate. This diversity creates incur political expenditure;
our CO2 footprint and therefore how we a range of perspectives that allow us to
can ensure that our activities have a constantly challenge and improve the Seeks to avoid actual or perceived
positive impact. We have carried out initial way we do things as we work towards our conﬂicts of interest;
analysis which shows how many CO2 goal of putting the customer at the centre Prohibits the misuse of information;
tonnes we produce per pounds sterling of of our business.
revenue against each of our KPIs. Conducts appropriate due diligence
Talent and performance management in the selection of our joint venture and
The actual ﬁgures produced are of Talent planning and performance other partners.
limited relevance until we have sufﬁcient management sits at the heart of our
data to analyse the signiﬁcance of any Employee communications
people strategy as we look to ensure we
trends that emerge. However, the early During 2010, more than ever before, we
have the right people in every role. Whilst
analysis does show that there is an have regularly communicated with our
our processes are continuous, there is a
opportunity to reduce our CO2 footprint employees to ensure they were always
more detailed review and planning session
by implementing changes in how we well informed of the forces acting on
conducted within each of our markets and
rely on utilities, particularly electricity and us as a Company, the state of the
at head ofﬁce at least once a year. 2010
gas in our retail centres. We are looking automotive industry and the actions we
was the fourth year for this process. The
at how this can be implemented and the were taking to address these. Through
processes are designed to ensure that we
potential for a positive impact. the various forums and channels of
constantly upgrade our talent and look to
communication we were able to create
create the right development opportunities
much higher levels of involvement with
Our people for all our people.
our people on business priorities. This
During 2010 we continued our rigorous Arising out of the talent planning process was achieved in several ways, including
focus on our Top Five Priorities – growing we have made several key people Group Chief Executive roadshows,
market share, growing aftersales, decisions, including secondments, monthly employee meetings, a monthly
improving margins, controlling working promotions, lateral development moves, Group-wide newsletter, weekly customer
capital and being selective with our mentoring, and in many cases enhanced letters, and through cascading messages
capital expenditure. This has meant the development plans of the individual through line managers.
a continued focus on our cost base. on-the-job. As a global business we
Despite this, our customer and employee are also able to provide international Employee survey
satisfaction and engagement scores opportunities to our people and this Our annual Heartbeat survey is an
remain at high levels and our clearly allows us to create even more stimulating important part of our overall employee
deﬁned people strategy continues to career paths and personal growth for engagement programme. We encourage
have a positive impact. many of our talented people. In 2010 we our line managers to use the results of the
have made changes within the Group survey to create action plans that will help
Our people strategy has the ultimate goal
Executive Committee and each of these their teams increase levels of engagement.
of having ‘Engaged People in Winning
changes was a consequence of this We were delighted that well over 90% of
Teams’. We believe that in our business it is
talent planning process. our entire Group’s population participated
only when our people are fully engaged
in the third year of Heartbeat in 2010. We
that we will see the fruition of our business Our analysis continues to validate our
have seen an increase in the levels of
strategy. After all, it is only when our belief that talented people who are
engagement in our people and going
employees really want to give the best fully engaged and aligned with our
forward we intend to continue this process.
customer service that we will become the Company’s leadership skills and values,
most customer-centric automotive retail yield higher levels of customer satisfaction The Heartbeat survey is conducted for
company in the world. and proﬁt. us by the Gallup organisation, which is
the world’s leading provider of employee
We continue to believe that this goal will In the future, we will continue to focus
surveys. This allows us to benchmark
be achieved through four areas of priority: our efforts on ensuring that each of our
our progress against other world class
The Right People – by becoming a employees has a meaningful growth plan
companies, as well as providing us with
magnet for talented people who live that takes into account their strengths,
deep insights at a team level into the
our values and enjoy working in winning development areas, aspirations as well as
areas we need to work on to further
teams delivering outstanding results; the needs of the business. We recognise
that each individual has their own unique
The Right Learning – by equipping our growth style and requirements and that
people to excel today and providing the nourishment of this growth is core to
exciting development opportunities the growth of the individual and, through
for the future, aligned to our that, the growth of the Company.
Directors’ Report: Business Review ¦ Corporate Responsibility continued
Employee reward In our business we seek to eliminate this has allowed local managers to
We recognise that it is our culture, discriminatory practices and to promote set targets for each centre based on
our values, and the opportunities the support of fundamental human rights customer satisfaction measured through
we provide our people that attracts in all of our operations. Net Promoter Score (NPS) and sales and
talented individuals to us. However we service funnel management analysis.
We support our brand partners in seeking to
also recognise the need to have well enforce positive labour practices including We have introduced a system for tracking
benchmarked, stretching yet stimulating the eradication of child labour and a safe daily customer information for both sales
reward opportunities for everyone. Our working environment. We support freedom and aftersales operations, including retail
management incentive programmes of association and, as applicable, collective centre trafﬁc, sales leads, test drives and
have elements relating to customer bargaining arrangements. vehicle and service orders. Additionally,
satisfaction in addition to ﬁnancial we have introduced key aftersales
measures. As we have reported in the Driven by our values
operational metrics that not only track
Director’s report on remuneration, this We believe it is the enthusiasm and our monthly performance, but allow us
year we have undertaken a thorough understanding of our people that will shape to benchmark our businesses across all
review of our Group remuneration and empower Inchcape’s CR culture. our markets.
strategy to ensure that we continue to We combine the local knowledge, Results are collected and monitored
align rewards with the speciﬁc needs of enthusiasm and expertise of our employees daily through a dedicated award-
our business. In addition we have several worldwide with our clearly deﬁned values winning web portal. This information is
local and Group-wide schemes aimed – Respect for each other, Winning together, aggregated overnight, providing reports
at recognising people for high levels of Treating every £ as our own, Integrity and comparisons against brand, country,
performance and for demonstrating without compromise, Pioneering new ideas, region and across time periods. This
our values. Passionate about customers, Caring for allows us to measure, for example, the
Employee safety our environment – standards and policies number of orders taken as a percentage
to enable us to contribute responsibly and of leads and to set targets accordingly.
The safety of our people is of paramount
sustainably to society. Importantly, these leading indicators give
importance to us. Many of our people
handle hazardous substances and work For more information please visit our website local management detailed insight into
with heavy machinery. We report and www.inchcape.com/about_us/values particular markets.
monitor accidents and lost time incidents Our customer understanding is facilitated
to ensure that the safety of our staff and Our brand partners by a mystery shop carried out in each
customers remains at the top of our of our retail centres’ sales and aftersales
agenda. We regularly review our policies We carefully select the brand partners
operations and by quantitative analysis of
and procedures for our people and that we choose to work with in each
our NPS results. Here, on a monthly basis,
have appropriate training programmes market. The automotive industry has
each retail centre submits feedback from
in place. made signiﬁcant progress in reducing
20 buyers and a further 20 non-buyers
vehicle emissions and we fully support
The 2010 results are set out below. There about their experience at the centre.
the investment that is being made by our
is no speciﬁc trend or consistency of This exercise is also undertaken with
brand partners in this area.
accidents that has occurred, either in a aftersales customers.
given location or across the Group. In the UK, average new car emissions
Guidance on best practice as well
have fallen by over 13% in the last 10
as detailed recommendations on
Accident years. The biggest impact that motorists
Location % no. opportunities to improve customer
could have on the environment is
Australasia 5 8 service are accessible to all retail centre
replacing older high emission vehicles
employees and we actively pursue
Europe 6 9 and having their cars regularly serviced.
knowledge sharing via the network of
North Asia 19 29 Improvements in emissions have been
Inchcape Advantage champions present
achieved in all vehicle segments.
South Asia 3 5 in all of our businesses.
UK 54 80 As an industry leader, Inchcape is close
We use the Inchcape Advantage
to CO2 related technological developments.
Russia and programme to monitor both our own
Emerging Markets 13 19 Inchcape brand partners CO2 emissions performance as retailer for our brand
2009 2010 partners, and the performance of our
third party retailers where we manage the
Total 100 150 Average CO2 g/km 145.75 141.55
retail network as the distributor.
This represents a decrease of 2.9% We believe that this focus on customer
Average number of employees 2010
service and sales technology helps us
deliver a superior retail experience to our
Europe Our customers customers. Further, improved customer
We place great importance on the quality service sets us apart from our competitors
14,068 UK of our customer service and as part of our and builds loyalty, resulting in stronger
Russia and Emerging Markets Customer 1st strategy, in 2007 we launched relationships with our brand partners and
the Inchcape Advantage programme leaving the Group better positioned to
to deliver outstanding customer service grow market share.
“every time, every day, everywhere”. In
See note 3f on page 74 2008 the programme was expanded to Customer 1st in 2010
include our aftersales operations. We carried out approximately 2,800
mystery shop exercises in 237 retail
Following extensive consumer research,
centre show rooms across the Group.
we developed and implemented superior
customer processes, training and systems We carried out approximately 2,300
throughout our retail centres. In particular, mystery shop exercises in 246 service
sites across the Group.
28 Inchcape plc ¦ Annual Report and Accounts 2010
We talked to over 85,000 customers for young people to take up the sport, get programme continues to provide support
our vehicle sales NPS programme, 2,000 ﬁt and develop a positive attitude and and hope to these children and their
more than 2009. sense of teamwork. Matches have been mothers. www.mcrc-addisababa.org
held in Hong Kong between teams
We talked to over 76,000 service
customers for our Aftersales NPS, 20,000
and the children have established Singapore
great friendships. Inchcape Singapore (Borneo Motors &
more customers than 2009.
Champion Motors) is collaborating with
Our NPS performance has improved Inchcape Australia supports an the SouthWest Community Development
again across the Group in 2010 in both exceptional team member Council (CDC) to plant 1,000 native
sales and aftersales.
In April of 2009, a young Service Advisor, plants and trees over a three year period.
Jerome, in the Inchcape Australia team The project, Tree of Life, aims to create
Supporting our customers was involved in a serious motor bike an environment and ecosystem which
We are committed to providing clear accident, leaving him paralysed from the attracts more than 200 local species of
information to our customers to help waist down and conﬁned to a wheelchair. birds and butterﬂies, and contribute to
support them in their vehicle purchase Within weeks, colleagues rallied together an eventual reduction of 22,000kg of
choices. This is provided in our showrooms and raised over AUD$28,500 to help him CO2 annually.
and on our websites. and his family with medical costs and The Tree of Life project brings together
As part of providing a customer costs of modifying their home. Throughout staff of Inchcape Singapore and
focused aftersales service, we offer an his recovery, Inchcape Australia kept in residents of the community in a joint
environmental Vehicle Health Check touch with Jerome and, in late 2010, he effort to create a vibrant, colourful and
which includes: was able to go back to work in a technical sustainable landscape.
customer relations role, providing expert
Tyre pressure check advice. Jerome has continued to work for
Inchcape Fleet Solutions supports
CO2 test and emissions test the brand he loves and is dedicated to
delivering outstanding customer service.
UK road safety charity Brake
Air condition check Inchcape Australia has been fortunate During 2010, Inchcape Fleet Solutions
Engine lubricant test enough to retain this talented and (IFS) signed up as a corporate donor
dedicated member of staff, with a long to road safety charity Brake, which
Emissions test promotes road safety and provides
and bright career ahead of him.
In some of our retail centres, customers support to families affected by serious
are offered a free Green Test Drive when Belgium team donate car to local road accidents.
they visit us for vehicle maintenance. community hero IFS staff have raised a total of £12,000
The Green Test Drive shares tips with the through various initiatives including the
Sister Florentine, who has been living in
customer on how to drive more efﬁciently, Yorkshire Three Peaks Challenge. As a
Burkina Faso for the past 20 years, works
how to improve their environmental result of these donations, IFS has gained
tirelessly to help local communities with
impact and ultimately how to reduce their access to services like Brake’s Fleet
education and health issues. She had
vehicle running costs. Safety Forum, which provides road safety
a 17 year old Land Cruiser in which she
We also have accessories available travelled at least 500,000 miles, and was resources to ﬂeet managers. Thanks to
that help our customers manage their in desperate need of a new vehicle. this burgeoning relationship, the business
environmental footprint, including low Toyota Belgium was able to offer her a is able to further enforce its road safety
rolling resistance tyres, which can reduce new Toyota Hilux, which was shipped to awareness message to clients and staff
CO2 emission by around 2% and lower Burkina Faso in a container – also ﬁlled alike, raising donations in the process.
engine friction lubricants, which can with generous donations of children’s
reduce CO2 emission by around 1%. clothes from our staff in Belgium. These Greek colleagues clean up
were distributed to local communities and Our Toyota Hellas Greece colleagues
Our communities Sister Florentine put her old Land Cruiser participated in the fourth annual Beach
to rest and is now driving from village to Cleaning event during June 2010,
Inchcape’s extensive international village with her new Toyota Hilux.
interests allows the Group to support Toyota’s Green Month. In association with
many different communities and Environmental NGO the Mediterranean
Inchcape supports the Mother SOS Network and the Municipality of
cultures within our operating markets,
often through sponsorship and support
and Child Rehabilitation Centre Marathonas, staff volunteered for a
of local charities for local people. We (MCRC) in Ethiopia day and cleaned Schinias beach. The
believe that each business selecting and This fantastic charity takes in extremely event really cultivated the spirit of social
supporting local initiatives gives us the disadvantaged children from Addis responsibility and volunteerism among
best opportunities to engage with and Ababa and beyond, provides shelter, our staff.
work closely in the communities in which food, education, medical care and
we operate. We have highlighted some of therapy for children and their parents. Inch-by-inch bikers cycle 400
the work that we have been undertaking MCRC aims to help them recover from miles for UK charity Havens
in our communities in the following past traumas and equip them through Hospices
case studies. employment and professional training In September 2010, Nigel Woodman
with the means to be independent and and James Tayler cycled 400 miles from
Sponsorship of Children’s Soccer successful in the future. Sunderland to Southampton over six days
School in Hong Kong Over 2010, staff around the world donated to raise funds for Inchcape plc’s Charity
Our business in Hong Kong, Crown Motors, money, clothes and toys, took part in a of the Year Havens Hospices. The team
sponsored the Arsenal Soccer School number of fundraising events and, in raised a total of £10,600 that went to
for children aged from ﬁve to 12. Inspired November 2010, Inchcape agreed to supporting the invaluable support Havens
by Toyota’s ‘Live Young’ campaign, the fund the centre’s monthly rental costs provides for sick adults, children and
initiative helped to encourage over 100 securing their new premises. All of these their families. For more information on the
ongoing contributions help ensure the charity see www.havenshospices.org.uk