Global reporting initiative

GRI Index

  C = Complete

  P = Partially complete

  I = Incomplete
 LinksCoverage 
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)
In 2006, our water usage was as follows
Notes: UK data only. Our power stations use once through cooling water from local water bodies to which the only additive is heat.
Cooling water 716,558,000 cubic meters
Process and Domestic 157,260 cubic meters
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