Corporate Responsibility Report 2006
| Links | Coverage | ||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|
| Strategy and analysis | |||||||||||
| 1.1 | Statement from the CEO and chair, or head of the organisation who is independent of the reporting organisation’s executive management about the relevance of sustainability to the organisation and its strategy | CEO introduction CR Committee Chairman introduction Chairman introduction |
C | ||||||||
| 1.2 | Description of key impacts, risks and opportunities | Principle risks and uncertainties Key impact areas |
P | ||||||||
| Organisational profile | |||||||||||
| 2.1 | Name of the reporting organisation | Business overview | C | ||||||||
| 2.2 | Major brands, products and services | Business overview Employees – Employee relations – Offshoring Our businesses |
C | ||||||||
| 2.3 | Operational structure of the organisation | Business overview Our businesses |
C | ||||||||
| 2.4 | Location of headquarters | Centrica – Our company | C | ||||||||
| 2.5 | Countries in which the organisation’s operations are located | Business overview | C | ||||||||
| 2.6 | Nature of ownership; legal form | About us Corporate Governance Report |
C | ||||||||
| 2.7 | Nature of markets served | Operating review | C | ||||||||
| 2.8 | Scale of reporting organisation | Operating review Employees |
C | ||||||||
| 2.9 | Major decisions during the reporting period | British Gas Residential British Gas Business British Gas Services Centrica Energy Centrica Storage Centrica North America Europe |
C | ||||||||
| Report parameters | |||||||||||
| Report Profile | |||||||||||
| 3.1 | Contact point for questions regarding the report or its contents | What we stand for – corporate responsibility | C | ||||||||
| 3.2 | Reporting period for information provided | About this report | C | ||||||||
| 3.3 | Date of most recent previous report | CR toolbox | C | ||||||||
| 3.1 | Reporting Period | About this report | C | ||||||||
| 3.2 | Date of most recent report | About this report | C | ||||||||
| 3.3 | Reporting Cycle | About this report | C | ||||||||
| 3.4 | Contact point for questions regarding the report or its contents | CR toolbox – Feedback Feedback |
C | ||||||||
| Report Scope and Boundary | |||||||||||
| 3.5 | Process for defining report content | CEO introduction Dialogue |
P | ||||||||
| 3.6 | Boundary of report (countries/regions, divisions/facilities/ joint ventures/subsidiaries) | About this report Business overview Our businesses |
C | ||||||||
| 3.7 | State any specific limitations on the scope of the report | About this report | C | ||||||||
| 3.8 | Basis for reporting on joint ventures, partially owned subsidiaries, leased facilities, outsourced operations, and other situations that can significantly affect comparability from period to period and/or between reporting organisations | About this report | C | ||||||||
| 3.9 | Data measurement techniques including the bases of calculations | Customers – Performance Data Employees – Human capital management Environment – Performance Communities – Performance |
P | ||||||||
| 3.10 | Explanation of the nature and effect of any re-statements of information provided in earlier reports, and the reasons for such re-statement | Re-measurements | C | ||||||||
| 3.11 | Significant changes from previous years in the inclusion of, and measurement methods | About this report Our carbon footprint |
C | ||||||||
| GRI Content Index | |||||||||||
| 3.12 | Table identifying the location of the standard disclosures in the report | GRI Content Index | C | ||||||||
| Assurance | |||||||||||
| 3.13 | Policy and current practice on seeking independent assurance for the report | Assurance | C | ||||||||
| Governance, commitments and engagement | |||||||||||
| Governance | |||||||||||
| 4.1 | Governance structure of the organisation | Governance CR governance |
C | ||||||||
| 4.2 | Indicate if the Chair of the highest governance body is an executive officer | Governance – Board of Directors | C | ||||||||
| 4.3 | State the number of members of the highest governance body that are independent and/or non-executive members | Governance – Board of Directors | C | ||||||||
| 4.4 | Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body | Governance - Relations with shareholders Employees – employee relations – trade unions |
P | ||||||||
| 4.5 | Linkage between compensation and the organisation's performance for members of the highest governance body, senior managers, and executives | Governance – remuneration report | C | ||||||||
| 4.6 | Processes of the highest governance body to ensure conflicts of interest are avoided | Governance – Corporate governance report | C | ||||||||
| 4.7 | Process for determining required qualifications and expertise of the members of the highest governance body to guide the strategy of the organisation, including on issues related to economic, environmental, and social performance | Governance – Corporate governance report – Nominations committee | C | ||||||||
| 4.8 | Internally developed mission and values statements, codes of conduct, and principles relevant to economic, environmental, and social performance and the status of their implementation | Business Principles What we stand for – Corporate responsibility |
C | ||||||||
| 4.9 | Processes of the highest governance body for overseeing the organisation's identification and management of economic, environmental and social performance | Governance – Board of Directors CR governance |
C | ||||||||
| 4.10 | Processes for evaluating the performance of the highest governance body, particularly with respect to economic, environmental, and social performance | Governance – Corporate governance report Governance – remuneration report |
C | ||||||||
| Commitments to external initiatives | |||||||||||
| 4.11 | Explanation of whether and how the precautionary approach or principle is addressed by the organisation | Centrica has not formally signed up to the Rio Principles on the precautionary approach. | I | ||||||||
| 4.12 | Externally developed, voluntary economic, environmental, and social charters, sets of principles, or other initiatives to which the organisation subscribes or which it endorses | Business principles | C | ||||||||
| 4.13 | Significant memberships in associations (such as industry associations), and/or national/international advocacy organisations | Dialogue – Memberships Employee – Employee relations – Trade unions |
C | ||||||||
| Stakeholder engagement | |||||||||||
| 4.14 | List of stakeholder groups engaged by the organisation | Dialogue –Stakeholder map Dialogue – Dialogue in 2006 |
C | ||||||||
| 4.15 | Basis for identification and selection of stakeholders to engage | Dialogue –Stakeholder map Centrica will engage with any stakeholders on any issue. |
C | ||||||||
| 4.16 | Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group | Dialogue –Stakeholder map | C | ||||||||
| 4.17 | Key issues and concerns that have been raised through stakeholder engagement and how the organisation has responded to those key issues and concerns | Dialogue –Stakeholder map | C | ||||||||
| Economic performance indicators | |||||||||||
| Economic performance | |||||||||||
| EC1 | Economic value generated and distributed, including revenues, operating costs, employee compensation, donations and other community investments, retained earnings, and payments to capital providers and to governments (core) | Economic Impacts – Value added statement Financial Statements – Group Income Statement |
C | ||||||||
| EC2 | Financial implications of climate change (core) | Key impact areas – Climate change Environment – Gearóid Lane vodcast> Environment – Climate change |
C | ||||||||
| EC3 | Coverage of the organisation's defined benefit pension plan obligations (core) | Financial Statements – Notes to the financial statements 30 | C | ||||||||
| EC4 | Financial assistance received from government (core) | Centrica has received no financial assistance from the government. | C | ||||||||
| Market presence | |||||||||||
| EC6 | Practices and proportion of spending on locally-based suppliers at significant locations of operation (core) | Our procurement approach is to use locally-based suppliers where appropriate within the commercial tendering framework established for the Group. | P | ||||||||
| EC7 | Procedures for local hiring, and proportion of senior management in locations of significant operation from the local community (core) | As a major supplier of energy and related services we have significant contact centre and field based engineering operations. Together these activities account for around 90% of the people we employ. By their nature these activities have a very regional and local focus and recruit, at all levels, from the local communities of which we are part. | P | ||||||||
| Indirect economic impacts | |||||||||||
| EC8 | Description of infrastructure investments and services supported that provide public benefit (core) | We will publish this information on this aspect in our 2007 CR Report | I | ||||||||
| Environmental performance indicators | |||||||||||
| Materials | |||||||||||
| EN1 | Weight of materials used (core) | Environment – Performance – Operational waste | I | ||||||||
| EN2 | Percentage of materials used that are recycled (core) | Environment – Performance – Operational waste Environment – Performance – Building/Infrastructure and Downstream |
P | ||||||||
| Energy | |||||||||||
| EN3 | Direct energy consumption broken down by primary energy source (core) | Environment – Performance – Upstream gas production and processing Environment – Performance – Building/Infrastructure and downstream |
P | ||||||||
| EN4 | Indirect energy consumption broken down by primary source (core) | Environment – Performance – Upstream gas production and processing | P | ||||||||
| Water | |||||||||||
| EN8 | Total water withdrawal by source (core) |
|
C | ||||||||
| Biodiversity | |||||||||||
| EN11 | Location and size of land owned, leased, or managed in, or adjacent to, protected areas (core) | Environment – Biodiversity | P | ||||||||
| EN12 | Description of significant impacts of activities on protected areas (core) | Environment – Biodiversity | P | ||||||||
| Emissions, effluents and waste | |||||||||||
| EN16 | Greenhouse gas emissions (core) | Environment – Performance – CO2 emissions | P | ||||||||
| EN17 | Other relevant indirect greenhouse gas emissions | Environment – Our carbon footprint | P | ||||||||
| EN19 | Emissions of ozone-depleting substances (core) | Environment – Performance – Upstream gas production and processing | P | ||||||||
| EN20 | NOx, SOx, and other significant air emissions by weight (core) | Environment – Performance – Upstream gas production and processing | P | ||||||||
| EN21 | Water discharge by quality and destination | Refer to EN8 | P | ||||||||
| EN22 | Total amount of waste by type and disposal method (core) | Environment – Performance – Operational waste | P | ||||||||
| EN23 | Total number and volume of significant spills (core) | Environment – Performance – Incidents | P | ||||||||
| Products and services | |||||||||||
| EN26 | Initiatives to manage the environmental impacts of products and services and extent of impact reduction (core) | Environment – Involving employees Customers – Vulnerable customers Customers – Vulnerable customers – Here to help Customers – Energy efficiency Customers – Energy efficiency Products Customers – Energy efficiency – Business energy efficiency Customers – Green electricity |
C | ||||||||
| EN27 | Percentage of products sold that is reclaimed at the end of the products' useful life by product category (core) | We are working with our suppliers to implement systems to measure this more effectively. | I | ||||||||
| Compliance | |||||||||||
| EN28 | Incidents of, and fines or non-monetary sanctions for, non-compliance with applicable environmental regulations (core) | Environment – Performance – Incidents | P | ||||||||
| Social Performance: Labour Practices & Decent Work Performance Indicators | |||||||||||
| Employment | |||||||||||
| LA1 | Breakdown of total workforce by employment type and by region (core) | Employees – Human capital management | P | ||||||||
| LA2 | Total number and rate of employee turnover broken down by age group and gender (core) | Employees – Human capital management | I | ||||||||
| Labour/management relations | |||||||||||
| LA4 | Percentage of employees represented by independent trade union organizations or covered by collective bargaining agreements (core) | Employees – Employee relations – Trade unions | P | ||||||||
| LA5 | Minimum notice period(s) and consultation and negotiation practices with employees and/or their representatives regarding operational changes (core) | Employees – Employee relations – Trade unions | P | ||||||||
| Occupational health and safety | |||||||||||
| LA7 | Rates of injury, occupational diseases, lost days, and absenteeism and number of work-related fatalities (core) | Employees – Health, safety. security Employees – Human capital management |
C | ||||||||
| LA8 | Education, training, counselling, prevention and risk-control programs in place for assisting workforce members, their families or community members affected by HIV/AIDS or other serious communicable diseases (core) | Employees – Health, safety & security – Occupational health | P | ||||||||
| Training and education | |||||||||||
| LA10 | Average hours of training per year per employee broken down by employee category (core) | Employees – Management Development Employees – Management Development – Engineering academy Employees – Management Development – Academy of customer excellence |
P | ||||||||
| Diversity and equal opportunity | |||||||||||
| LA13 | Composition of governance bodies' and breakdown of employees per category according to gender, age group, minority group membership, and other indicators of diversity (core) | Employees – Workplace diversity Employees – Workplace statistics |
C | ||||||||
| LA14 | Ratio of average remuneration of men and women broken down by employee category (additional) | Employees – Reward | P | ||||||||
| Social performance: human rights | |||||||||||
| Management practices | |||||||||||
| HR1 | Percentage of significant investment agreements that include human rights clauses or that underwent human rights screening (core) | <1% | P | ||||||||
| HR2 | Percentage of major suppliers and contractors that underwent screening on human rights (core) | Suppliers | P | ||||||||
| Non-discrimination | |||||||||||
| HR4 | Incidents of discrimination (core) | Centrica has a clear policy in relation to human rights including discrimination. Throughout Centrica's operations there were no incidents of violations of discrimination in 2006. | P | ||||||||
| Freedom of association | |||||||||||
| HR5 | Incidents of violations of freedom of association and collective bargaining (core) | Centrica has a clear policy in relation to human rights including freedom of association and collective bargaining. Throughout Centrica's operations there were no incidents of violations of freedom of association and collective bargaining in 2006. | P | ||||||||
| Child labour | |||||||||||
| HR6 | Incidents of child labour (core) | Centrica has a clear policy in relation to human rights, including child labour. Throughout Centrica's operations there were no incidents of child labour in 2006. | P | ||||||||
| Forced and compulsory labour | |||||||||||
| HR7 | Incidents of forced or compulsory labour (core) | Centrica has a clear policy in relation to human rights including forced and compulsory labour. Throughout Centrica's operations there were no incidents of forced or compulsory labour in 2006. | P | ||||||||
| Social performance society | |||||||||||
| Community | |||||||||||
| SO1 | Programmes and practices for assessing and managing the impacts of operations on communities, including entering, operating and exiting (core) | Key impact areas – Gas exploration – Gas exploration in Nigeria Dialogue – stakeholder map Customers – Vulnerable customers |
C | ||||||||
| Corruption | |||||||||||
| SO2 | Percentage and total number of business units analysed for corruption | Centrica has a clear policy on bribery and corruption. All business units are required to operate in accordance with this policy and all parts of the group were analysed during 2006. | P | ||||||||
| SO3 | Extent of training and risk analysis to prevent corruption (core) | Business principles Key impact areas – Gas exploration – Gas exploration in Nigeria |
P | ||||||||
| SO4 | Actions taken in response to instances of corruption (core) | Centrica has a clear policy on bribery and corruption. All business units are required to operate in accordance with this policy. Our analysis highlighted no instances of corruption in 2006. | C | ||||||||
| Public Policy | |||||||||||
| SO5 | Participation in public policy development and lobbying (core) | Governments | C | ||||||||
| Compliance | |||||||||||
| SO8 | Monetary value of significant fines and total number of non-monetary sanctions | Centrica has a clear policy on bribery and corruption. All business units are required to operate in accordance with this policy. Our analysis highlighted no instances of corruption in 2006 and therefore no significant fines or non-monetary sanctions were imposed in 2006. | P | ||||||||
| Social performance: product responsibility | |||||||||||
| Customer health and safety | |||||||||||
| PR1 | Procedures for improving health and safety across the life cycle of products and services (core) | Customers – Customer safety | C | ||||||||
| Products and services | |||||||||||
| PR3 | Procedures for product and service information and labelling (core) | Environment – Power generation – Our UK fuel mix | C | ||||||||
| Marketing communications | |||||||||||
| PR6 | Procedures and programmes for adherence to laws, standards, and voluntary codes related to marketing communications including advertising, promotion and sponsorship (additional) | Customers – Sales and marketing | C | ||||||||
| Compliance | |||||||||||
| PR9 | Monetary value of significant fines for non-compliance with laws and regulations regarding the provision of goods and services | No significant fines were imposed in 2006. | P | ||||||||