Corporate Social Responsibility

As Europe’s premier health, sports and leisure group, David Lloyd Clubs has been helping families lead healthy and active lives, for more than 30 years. We recognise the importance of our role and responsibility in contributing to a healthy society and a sustainable environment.

We have taken some very significant steps in this area, that demonstrate our commitment to the Environmental Social and Governance (ESG) principles that increasingly underpin our entire business strategy.


THE GOALS

Our key objective remains constant; that doing the right thing by our members, our employees and the communities in which we operate is integral to our future success as a sustainable business.

We are equally committed to actions and initiatives that support our other Corporate Social Responsibility (CSR) principles. This includes doing our utmost towards combatting climate change by reducing our club’s waste and using sustainable raw materials.

 

FOR OUR MEMBERS, FOR OUR TEAM

We strive to provide the best facilities, services and programmes, innovative products and unrivalled expertise for our 485,000 members and over 7,000 employees.

Our aim is to motivate and assist people in maximising their potential and achieving their goals. With revolutionary gyms, over 10,000 fitness classes run every week, 150 indoor and outdoor swimming pools, our facilities and expertise help ensure our members can lead healthy and active lifestyles. Plus, our Tennis All Stars coaching programme teaches more than 12,500 children tennis every week, whilst 20,000 children enjoy swimming lessons every week as part of our Swim All Stars programme. We are more than just a gym and encourage our members to embrace our ‘My Club, for My Life’ philosophy - whether it is enjoying a healthy meal at our DLicious cafebar, working, exercising or relaxing in the club.

What our members think is incredibly important to us and we actively seek their views regularly.


GOVERNANCE

As well as helping our members maximise their potential, ensuring we have the very best people to deliver our facilities, services, products and expertise is key to our success. We believe that nurturing their talent and supporting their health and wellbeing are of paramount importance – as part of this, we carry out bi-annual employee surveys to ensure we are listening and responding to our employees’ needs.

All of our staff receive complimentary membership of our clubs to encourage a healthy and active lifestyle, while our flexible benefits scheme allows our employees to choose benefits that are important to them in a tax-efficient way. Our Employee Assistance Programme further enhances the wellbeing of our teams.


SOCIAL

In the wider community, we positively encourage the development of relationships between clubs and local groups, associations and institutions. This includes reaching out and taking our expertise to motivate and inspire schools, higher education institutions and other organisations. Each year, through our Community Use Agreements, we facilitate the provision of complimentary access to our tennis facilities and coaches.

A crucial part of our community responsibility is our work with numerous charities – both national partnerships and at a local level. We commit to supporting good causes by making various charitable donations, and by facilitating numerous fund-raising events each year. We also provide access to facilities, training, support and expertise to prepare individuals for fundraising sporting and exercise challenges.

David Lloyd Clubs ask our members and employees to choose our national charity partner – this changes every two years. We have supported the British Heart Foundation and Together for Short Lives, amongst other national and local charities.


ENVIRONMENT

At David Lloyd Leisure, we constantly strive to improve the company’s environmental performance and are the only company in our sector to achieve the prestigious Carbon Trust Double Standard. This demonstrates our commitment to become Europe’s most environmentally aware health and fitness operator.

As well as the carbon and water standards, we're confident we'll obtain the Triple standard in 2017, which will include waste, as we continue to manage our impact on the environment through a period of significant business growth.

Reflecting the growth of David Lloyd Leisure, we measure our carbon and water footprint per member and are proud to have reduced our CO2 per member by 20% and water by 33% from 2010 to 2015. Our waste diverted to landfill fell from 83% in 2010 to only 4% in 2017. 

Our new targets for 2020 are further reductions for carbon emissions by 10%, water usage by 5% per member compared to 2016 baseline, and a waste target of 0% to landfill.

The key points to our strategy and delivery are:

  • Identifying and adopting best practice across the whole business. This is captured within the Buildings Operational Manual and compliance to this is monitored via the monthly utilities audit. Additionally, the induction process for new employees includes an e-learning module on what all employees can do to reduce consumption. Over 11,000 employees have completed this within the last three years.
  • Equipping our clubs with detailed consumption data. This is sent on a regular basis so we can identify where wastage occurs and take prompt action. This data is then analysed regionally and nationally to benchmark consumption and identify areas of focus such as usage when clubs are closed and at the start and end of each day.
  • Significant capital Investment with £0.5m in 2015, £0.8m in 2016 and a forecast spend in excess of £4m in 2017. The investment in 2015-16 has predominantly been in LED lighting systems, boiler upgrades, and Building Management Systems. The increase in 2017 reflects an anticipated rollout of 19 Combined Heat and Power units which adds to our existing fleet of 59 units, making us one of the UK’s largest fleet holders.
  • Horizon scanning to continually identify energy saving initiatives. We have expert advisors to keep across the latest technologies and innovations and how this could be implemented in our estate.

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