2. 2
Annual Review 2016
INTRODUCTION
Bristol Waste: Annual Review
Tracey Morgan, Managing Director
Tracey Morgan,
Managing Director
“I am delighted to report
that the Bristol Waste
Company’s first year of
operation has proved to
be highly successful. We
effectively transitioned the
services over from the
previous contractor in a
short time frame and
delivered service continuity
as requested. We wanted
to prove that we could
deliver the services more
efficiently and reduce
costs.”
We have achieved a cost
reduction in our first year of
trading and made a profit which
can be used for future service
development. Over the last few
months we have commenced a
number of immediate initiatives
to reduce costs and improve
service delivery. One of our key
performance areas is Health
and Safety where we are
monitoring and managing all
risks associated and ensuring a
good health and safety
compliance record.
Cabinet on the 15 December
extended our contract from
August 2016 to November
2018, which has allowed us to
put in place longer contracts
which have resulted in better
value for money.
Having the right people in
place, ensuring they are
supported, developed and
motivated is crucial to our
success. It is through our
people that we deliver value to
our customers and engage with
our local communities. We have
over 450 employees working
within Bristol Waste Company
and we aim to provide them
with the tools and skills to
enable them to perform to their
maximum potential in a safe
and empowering way. We strive
to communicate and engage
effectively with our staff through
multiple channels and are
developing technology
requirements to support both
internal and external
communications.
We are embedding our Vision,
Mission and Values as we drive
the business forward – it is
these which will underpin
everything we do. We have
started to work with community
groups to focus on shared plans
to reduce waste, have a cleaner
city and increase recycling and
reuse. We continue to promote
diversity in our workforce and
for our workforce to represent
the communities we serve.
2015/16 was challenging,
exciting and satisfying and we
will continue to work hard for
the benefit of our shareholder,
the residents of Bristol. I am
very proud of our first annual
review and on behalf of the
Board I would like to thank all
our employees for their
continued commitment to
helping Bristol Waste Company
achieve its goals. Finally I would
like to thank the shareholder for
their continuing support.
Tracey.Morgan@bristolwastecompany.
co.uk
3. Annual Review 2016
OUR VISION AND VALUES
Waste is a Shared Responsibility
Our values are designed toOur values are designed to
reflect what we believe in andreflect what we believe in and
how we behave as a company.how we behave as a company.
Responsible:Responsible: we will always actwe will always act
in a responsible way, strivingin a responsible way, striving
to protect our people, ourto protect our people, our
customers and ourcustomers and our
environment, deliveringenvironment, delivering
services in a safe andservices in a safe and
compliant manner.compliant manner.
Forward-thinking:Forward-thinking: we will bewe will be
imaginative in designing andimaginative in designing and
implementing serviceimplementing service
improvement, recognising thatimprovement, recognising that
future challenges will requirefuture challenges will require
innovative thought andinnovative thought and
sustainable solutions.sustainable solutions.
Inclusive:Inclusive: we aim to representwe aim to represent
all the communities we serve,all the communities we serve,
to treat them all fairly andto treat them all fairly and
equally, and to activelyequally, and to actively
encourage and supportencourage and support
diversity in the workplace anddiversity in the workplace and
in service delivery.in service delivery.
Trustworthy:Trustworthy: we are reliable,we are reliable,
honest and transparent abouthonest and transparent about
what we do and how we do it.what we do and how we do it.
Collaborative:Collaborative: we will listen to,we will listen to,
and work closely with, all ourand work closely with, all our
partners in a spirit ofpartners in a spirit of
cooperation, beingcooperation, being
approachable and friendly.approachable and friendly.
Effective:Effective: we will strive to get itwe will strive to get it
right first time and to deliverright first time and to deliver
positive results and benefits topositive results and benefits to
our customers.our customers.
Our Vision
A cleaner, greener
Bristol, in which
residents,
communities and
businesses feel
involved,
informed and
empowered to
create a better
place for future
generations.
3
Our Values
4. 4
Annual Review 2016
Key Projects
Student Project
Pilot scheme to move from
collections of separate (multi-
stream) dry recyclable
materials to a co-mingled
recycling collection in 7
blocks of student
accommodation. The scheme
also introduced a reduction in
capacity for residual waste
and was supported by an
engagement and education
campaign. The results from
the pilot show an increase in
the recycling rate from 11% to
27% and a reduction in
residual waste tonnage of
23%. This has shown if we
make it easier for students
then they do recycle more.
We now want to look at
piloting the same approach in
other flats.
OUR ACHIEVEMENTS
Our Role and Key Projects
“The Bristol Waste
Company has successfully
taken over and delivered
to the standards asked
and has made genuine
efficiency savings and
improved cost control.
The Contract has been
extended until November
2018”.
The Bristol Waste Company
was established by Bristol
City Council in June 2015 and
became operational in
August taking over the
services provided by the
previous contractor
The major service elements
provided by the Bristol Waste
Company are:-
• Domestic refuse
collection;
• Domestic recycling
collection;
• Street cleansing and
associated services;
• Winter maintenance;
• Sale of recycled
material.
Our vision is clear as is the
outcome we want to achieve
for Bristol. We believe we
can only achieve our mission
by working collaboratively
and changing behaviours.
Our first year of operation
was about setting the base
line from which we can then
improve each year.
We have undertaken a
number of key projects to
identify our current position
and implemented pilot
improvement schemes to
test if these made a
difference to service
performance. Where
successful, the pilot schemes
will be rolled out after the
summer. We are also taking
our business plan seeking a
longer term contract to
Cabinet in August 2016.
Dave Foster, Operations
Director
Our Role
5. Annual Review 2016
OUR ACHIEVEMENTS
Our Role and Key Projects
5
Street Cleansing Review
We have commenced a
detailed review of the street
cleansing service as we
believe this is an area where
operational service
improvements can be
implemented. We are
changing the methodology
for street cleansing by moving
to a frequency based service
which will improve the
checking and cleaning of
streets and be an easier way
to communicate with the
public about what they can
expect and when.
Improving Quality of
Recycled Material
We are now concentrating
efforts on improving the
quality of recycled materials
through:-
• Improving operational
working practices
inherited from the
previous contract;
• Changing collection
vehicle configurations, and
re-routing vehicles, to
improve source
segregation;
• Communications and
feedback with crews.
Working with
Neighbourhood
Partnerships on recycling/
street scene
improvement pilots
Bristol Waste Company, in
partnership with Bristol City
Council, is supporting a
community led project in
Bedminster that helps keep
the streets clear of bins and
rubbish. We have also started
to work with BS5 groups to
improve the street scene
around communal bins,
address fly tipping and
commercial waste.
6. Annual Review 2016
OUR FINANCES
Affordable Costs with High Service
Standards
Results
Since its formation, the
Bristol Waste Company
has delivered above
expectations with
regard to its financial
performance. The
Company has also
delivered on the
ground with good
levels of performance
and supports the wider
objectives of the City
Council. A summary of
the Company’s
financial performance
to 31st March 2016 (our
financial year) is shown
below.
“The Bristol Waste
Company is acutely
aware of the need to
keep costs and
charges for public
services to an
acceptable and
affordable level,
whilst maintaining
high standards for
residents and other
service users.
However, as a
trading company we
also need to ensure
a healthy and
sustainable financial
position in our own
right.”
6
Steve Ostler, Finance
Director
Accounts to 31 March 2016
£’000
Turnover 15,241,022
Cost of Sales -12,092,393
Profit 3,148,629
Administrative expenses. 889,363
Operating Profit 2,259,266
Interest receivable and similar income 4,254
Interest payable and similar charges -9,169
Profit on ordinary activities before tax 2,254,351
These figures are extracted from our “Annual Report and
Financial Statements” document, which we are legally obliged
to produce and to file at Companies House. The full report,
compiled with our external auditors - currently Pricewater-
houseCoopers LLP (PWC) – will be publicly available in due
course. PWC has completed its annual audit of our accounts
and confirmed that these are fair and accurate, and are fully
compliant with our statutory obligations.
7. 7
Annual Review 2016
We collect 140,000140,000 tonnes of waste
and recycling per annum
We deal with 180,000180,000 ad-hoc job
requests and service queries
fromthe public annually
Governance
The performance of the
Company is monitored by the
senior management team of
the Bristol Waste Company
and its board of Directors.
Performance is then reviewed
by the Holding Company
and, finally, by the
shareholder. As we also
provide services to the
Council our performance is
shared additionally with the
Commissioner and goes on a
regular quarterly basis to
Neighbourhoods Scrutiny
Commission.
Health and Safety
No health and safety
enforcement notices.
No environmental
enforcement notices.
No Health and Safety
Executive prosecutions.
We have had 5 RIDDORS due
to lost time of over 7 days.
Fleet Operator’s
license
Green Rating – good
compliance
Charts
OUR PERFORMANCE
Governance and Statistics
We make 17 million17 million
scheduled collections
each year
How does Bristol perform in
comparison to other cities?
8. 8
Annual Review 2016
OUR PERFORMANCE
Performance Against Targets
Monthly performance targets - Bristol Waste Company (BWC) - May 2016
Measure of Success Current BWC Target BWC Year to Date RAG Rating
Collected on time per month - residual waste (595,372 collections) 99.925% (350) 99.95%
Collected on time per month - recycling/incl food (930,038 collections) 99.93% (576) 99.95%
Collected on time per month - garden waste (85,310 collections) 99.93% (55) 99.86%
Rectified within SLA (reported before 2pm collection the same day
and after 2pm collection by 12pm the following working day) *
99% 90.11%
Reported incidents - Issues rectified within Service Level Agreement (SLA) timescales
Measure of Success Current BWC Target BWC Year to Date RAG Rating
Street cleansing - reported before 2pm collection the same day and
after 2pm collection by 12pm the following working day *
88% 95%
Flytipping - 48 hours * 87% 89%
Graffiti - 24 hours * 81% 94%
Litter bins - reported before 2pm collection the same day and after
2pm collection by 12pm the following working day *
91% 95%
Dead animals - 24 hours * 96% 96%
Performance of key SLAs (NH563)
Measure of Success Current BWC Target BWC Year to Date RAG Rating
Combination of top 6 SLAs average (marked with *) 89% 93%
BWC Recycling target
Measure of Success Current BWC Target BWC Year to Date RAG Rating
50% by 2020 (42.5% of this by BWC; 7.5% from HWRC) 37.26% 37.16%
Street cleansing - against B industry standard
Measure of Success (every 4 months) Current BWC Target BWC Year to Date RAG Rating
Litter 9.0% 5.50%
Detritus 25.0% 8.30%
Graffiti 6.0% 6.50%
Flyposting 1.0% 0.45%
Winter Maintenance
Measure of Success (Winter only) Current BWC Target BWC Year to Date RAG Rating
Gritting within 3.5 and 5 hours of request 23% 73%
Key: RAG Rating Better than
target
At target Within 10% of
target
More than 10% away
from target
Year to date:
9. Annual Review 2016
OUR PEOPLE
Workforce
The average number of full
time equivalent posts
during the year was around
450. As a large employer
our greatest asset is our
employees and we will
continue to work to
improve, encourage and
support personal learning
and development through
the company.
The Bristol Waste
Company has an
experienced workforce
primarily drawn from the
local community and is
thus tied to the City. This
is coupled with a mind-set
that the company is
focused on delivering
services for Bristol
residents, rather than
corporate shareholders.
Together, this creates a
shared business ethos
which results in positive
staff attitude, better
morale, engaged trade
unions, and more effective
working relationships than
has been experienced
through previous
arrangements.
The Bristol Waste Company
has a strong commitment
to staff development and
training and maintains a
key managerial and
operational focus on health
and safety matters.
Bristol Waste Company
management has built up,
and is still improving,
relationships with the Trade
Unions regarding issues
such as working
agreements and pay parity.
Workforce
Engagement
During 2015/16 we have
improved workforce
engagement and staff
morale by:-
ImplementingImplementing the
November 2015 Pay
award which moved
towards pay parity
between refuse and
recycling;
ReducingReducing the agency
positions and increasing
the number of
permanent staff
required to run the
operation;
Re-trainingRe-training eight staff
to obtain their HGV
driving licenses
allowing them to fill
higher paid positions
and ones that have
been difficult to recruit
to;
IntroducedIntroduced a learning
agreement and
established a training
centre.
9
10. Annual Review 2016
OUR FUTURE
Key Priorities for Next Twelve Months
10
Operational
priorities
November 2016 employee
pay review - further pay
parity and improved terms
and conditions;
Working with community
groups and residents to
improve street-scene;
Re-routing our services to
address inefficiencies in the
current system;
Improving overall recycling
performance and reducing
residual waste, extending
the range of properties
being provided with a
co-mingled recycling
collection;
Reviewing materials trading
arrangements to ensure
they remain best value;
Establishing Bristol Waste
Company website, social
media presence and
general digital engagement
with communities and
residents to improve
customer experience;
Completing the
refurbishment of Albert
Road employee training
centre;
Completing the
implementation of the
street cleansing review.
New
contract -
priorities
Preparation for taking on
commercial waste
collection, further
developing capability for
improving recycling;
Transfer HWRC & Transfer
Station staff from BCC to
BWC;
Planning the relocation of
Street Cleansing from
Hartcliffe depot to
accommodate the 3rd
HWRC;
Further develop data
management and
reporting; including
working with Bristol Futures
and Bristol is Open to pilot
smart cities;
Develop Communications
and Marketing strategy to
increase awareness,
education and engagement
in order to achieve
behavioural change;
Review contract
arrangements for disposal
and treatment and plan for
new procurements;
Implement major change
programme within the
business to co-ordinate and
prioritise all the required
improvements and new
functions.
Key Priorities for Next Twelve Months
A key priority is to get approval for our 10 year business plan, which
will be considered by BCC Cabinet in August 2016.
We will be working on a number of priorities over the next 12 months.
We have put these into two categories; those that we will be doing
regardless of the 10 year contract being approved and those that will
be a priority if the business plan is approved in August.
11. 11
Annual Review 2016
KEEP IN TOUCH
Phone us: 0117 304 9580
Email us: BWC.general@bristolwastecompany.
co.uk
Find us on the Web: www.bristolwastecompany.
co.uk
Visit us:
Bristol Waste Company
Albert Road Depot
Albert Road
Bristol
BS2 0SX
