This information is in our 2013 Annual Report: Overview - Chairman s letter Strategic Report - Chief Executive s review

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1 Global Reporting Initiative Index We do not base Corporate Responsibility (CR) information in our integrated Annual Report on the Global Reporting Initiative (GRI) Sustainability Reporting Guidelines 3.0 & 3.1, but we have produced a GRI index below to show which elements of the guidelines are covered in the report and on our website to aid comparison with other company reports. Information below is based on the 2013 reporting period. Key: In 2013 Annual Report On website at baesystems.com STANDARD DISCLOURES PART I: PROFILE DISCLOSURES 1. STRATEGY AND ANALYSIS 1.1 Statement from the most senior decision maker of the organisation (e.g., CEO, chair, or equivalent senior position) about the relevance of sustainability to the organisation and its strategy Overview - Chairman s letter Strategic Report - Chief Executive s review 1.2 Description of key impacts, risks, and opportunities. Strategic Report Group Strategic Framework, Our Business model, and Key Performance Indicators Strategic Report - Segmental Performance, Risk Management and Principal Risk Summary Directors Report Sustainability and Principal Risks Governance - Corporate Governance Report Also see our website. 2. ORGANISATIONAL PROFILE 2.1 Name of the organisation. BAE Systems plc. 2.2 Primary brands, products, and/or services. The reporting organisation should indicate the nature of its role in providing these products and services, and Strategic Report Group Strategic Framework and Our Business Model GRI Index

2 the degree to which it utilises outsourcing. Strategic Report - Segmental Performance Information is also included on our website. 2.3 Operational structure of the organisation, including main divisions, operating companies, subsidiaries, and joint ventures. Financial Statements - Notes to Group accounts Income Statement 1. Segmental Analysis, 7.Assets held for sale and discontinued operations; Notes to Group accounts Balance Sheet 14. Equity Accounted Investments; Notes to Group accounts Other Information 26. Acquisition and disposal of subsidiaries, 32. Group Entities. Information is also included on our website. 2.4 Location of organisation s headquarters. London, UK. 2.5 Number of countries where the organisation operates, and names of countries with either major operations or that are specifically relevant to the sustainability issues covered in the report. Strategic Report - Multiple Markets Our Business Model Outstanding Capabilities Strategic Report - Segmental performance Financial Statements - Notes to Group accounts Balance Sheet 20. Geographical analysis of assets. Information is also included on our website. 2.6 Nature of ownership and legal form. Directors Report Other statutory and regulatory information. 2.7 Markets served (including geographic breakdown, sectors served, and types of customers/ beneficiaries). Strategic Review Chief Executive s Review and Our Business Model Strategic Report - Segmental Performance 2.8 Scale of the reporting organisation Strategic Report and Our Business model Strategic Report - Segmental Performance Financial Statements GRI Index

3 2.9 Significant changes during the reporting period regarding size, structure, or ownership including. Overview - Chairman s letter Strategic Report, Chief Executive s review, Key Performance Indicators and Our Business Model, Strategic Report - Segmental Performance Financial Statements Notes to Group accounts Income Statement 1. Segmental Analysis, 7. Assets held for sale and discontinued operations; Notes to Group accounts Balance Sheet 14. Equity Accounted Investments; Notes to Group accounts Other Information 26. Acquisition and disposal of subsidiaries Awards received in the reporting period. 3. REPORT PARAMETERS 3.1 Reporting period (e.g., fiscal/calendar year) for information provided. Calendar year Date of most recent previous report (if any). Calendar year Reporting cycle (annual, biennial, etc.) Annual. 3.4 Contact point for questions regarding the report or its contents Annual Report - Investor Relations Process for defining report content, including: Determining materiality; Prioritising topics within the report; and Identifying stakeholders the organisation expects to use the report. Information on CR priorities for the business are included in our 2013 Annual Report: Strategic Report Sustainability Summary Directors Report Sustainability Our Corporate Responsibility (CR) strategy focuses on the issues that could have the biggest impact on our reputation and our ability to GRI Index

4 operate. All are important to the long-term success of our business. See stakeholder engagement section of our CR website. 3.6 Boundary of the report (e.g., countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers). Strategic Report Our Business Model Notes to Group Accounts Balance Sheet 14 Equity Accounted Investments; Notes to Group Accounts Other information 32 Group Entities. Also, see basis of reporting on our CR website for 2013 CR data. 3.7 State any specific limitations on the scope or boundary of the report. Strategic Report Sustainability Summary Also, see basis of reporting on our CR website for 2013 CR data. 3.8 Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations, and other entities that can significantly affect comparability from period to period and/or between organisations. Strategic Report - Segmental Performance Financial Statements Notes to Group accounts Income Statement 1. Segmental Analysis, 7.Assets held for sale and discontinued operations; Notes to Group accounts Balance Sheet 14. Equity Accounted Investments; Notes to Group accounts Other Information 26. Acquisition and disposal of subsidiaries; 32. Group Entities 3.9 Data measurement techniques and the bases of calculations, including assumptions and techniques underlying estimations applied to the compilation of the Indicators and other information in the report. Notes to the Company accounts 1. Accounting Policies. Also, see basis of reporting on our CR website for 2013 CR data Explanation of the effect of any re-statements of information provided in earlier reports, and the reasons for such re-statement (e.g., mergers/ acquisitions, 2012 figures were restated on adoption of the revised International Accounting Standard 19, Employee benefits. The impact on the financial statements is explained in the Preparation note to the Group accounts on GRI Index

5 change of base years/periods, nature of business, measurement methods). pages 126 and 127 of our 2013 Annual Report. Data was re-presented on classification of the Regional Aircraft line of business as a continuing operation (see note 7 to the Group accounts on page 139 of our 2013 Annual Report). In 2012 the business was treated as held for sale Significant changes from previous reporting periods in the scope, boundary, or measurement methods applied in the report. This information is in our 2013 Annual Report. Also, see basis of reporting on our CR website for 2013 CR data 3.12 Table identifying the location of the Standard Disclosures in the report. This table Policy and current practice with regard to seeking external assurance for the report. If not included in the assurance report accompanying the sustainability report, explain the scope and basis of any external assurance provided. Also explain the relationship between the reporting organisation and the assurance provider(s). Assurance statement for 2013 Annual Report: Financial statements Independent auditor s report to the members of BAE Systems plc. Also review role of CR Committee and Audit Committee within assurance process within their respective statements. For Corporate Responsibility assurance see our 2013 Annual Report, Directors Report - Sustainability and assurance statement online at 4. GOVERNANCE, COMMITMENTS, AND ENGAGEMENT 4.1 Governance structure of the organisation, including committees under the highest governance body responsible for specific tasks, such as setting strategy or organisational oversight. 4.2 Indicate whether the Chair of the highest governance body is also an executive officer (and, if so, their function within the organisation s management and the reasons for this arrangement). Strategic Report Governance Summary Report and Board of Directors Report GRI Index

6 4.3 For organisations that have a unitary board structure, state the number and gender of members of the highest governance body that are independent and/or nonexecutive members. Governance Board of Directors and Corporate Governance Report 4.4 Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body. Directors Report Sustainability Report and Other statutory and regulatory information Also, see the investing in our people section of our CR website. 4.5 Linkage between compensation for members of the highest governance body, senior managers, and executives (including departure arrangements), and the organisation s performance (including social and environmental performance). Strategic Review - Key Performance Indicators Report and Remuneration report 4.6 Processes in place for the highest governance body to ensure conflicts of interest are avoided. Report 4.7 Process for determining the composition, qualifications, and expertise of the members of the highest governance body and its committees, including any consideration of gender and other indicators of diversity. Report 4.8 Internally developed statements of mission or values, codes of conduct, and principles relevant to economic, environmental, and social performance and the status of their implementation. Strategic Report Sustainability Summary Report and Corporate Responsibility Committee Report Governance Other statutory and Regulatory GRI Index

7 See also code of conduct on our website. 4.9 Procedures of the highest governance body for overseeing the organisation s identification and management of economic, environmental, and social performance, including relevant risks and opportunities, and adherence or compliance with internationally agreed standards, codes of conduct, and principles. Report, Corporate Responsibility Committee Report 4.10 Processes for evaluating the highest governance body s own performance, particularly with respect to economic, environmental, and social performance. Report 4.11 Explanation of whether and how the precautionary approach or principle is addressed by the organisation. Article 15 of the Rio Principles introduced the precautionary approach. A response to 4.11 could address the organisation s approach to risk management in operational planning or the development and introduction of new products. BAE Systems supports the application of the European Commission s framework for a precautionary approach. For examples of our approach see the environmental sustainability and product stewardship sections of our CR website. For BAE systems approach to risk management see our 2013 Annual Report: Strategic Report Risk Management Directors Report Principal Risks 4.12 Externally developed economic, environmental, and social charters, principles, or other initiatives to which the organisation subscribes or endorses. This information is included in our 2013 Annual Report: Strategic Report Sustainability Summary See also the environmental sustainability section of our CR website Memberships in associations (such as industry associations) and/or national/international advocacy organisations in which the organisation: Has positions in governance We are a member of a number of associations including Aerospace Industries Association of America and the Aerospace and Defence Industries Association of Europe. We are also the Chair and Task Force member of International Forum of Business Ethical Conduct (IFBEC) for GRI Index

8 bodies; Participates in projects or committees; Provides substantive funding beyond routine membership dues; or Views membership as strategic. the Aerospace and Defence Industry. This information is also included in our 2013 Annual Report: Also, see our CR website List of stakeholder groups engaged by the organisation Report Relations with shareholders See stakeholder engagement section of our CR website Basis for identification and selection of stakeholders with whom to engage. This includes the organisation s process for defining its stakeholder groups, and for determining the groups with which to engage and not to engage. Report Relations with shareholders See stakeholder engagement section of our CR website Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group. This could include surveys, focus groups, community panels, corporate advisory panels, written communication, management/union structures, and other vehicles. The organisation should indicate whether any of the engagement was undertaken specifically as part of the report preparation process. Report Relations with shareholders See stakeholder engagement section of our CR website Key topics and concerns that have been raised through stakeholder engagement, and how the organisation has responded to those key topics and concerns, including through its reporting. See stakeholder engagement section of our CR website and AGM 2014 FAQS online. STANDARD DISCLOSURES PART III: PERFORMANCE INDICATORS GRI Index

9 ECONOMIC EC1 Direct economic value generated and distributed, including revenues, operating costs, employee compensation, donations and other community investments, retained earnings, and payments to capital providers and governments Overview and Outlook for 2014 Strategic Report Business Model and Key Performance Indicators Directors Report - Political Donations Directors Report Sustainability Charitable Contributions Financial Statements Consolidated Income Statement and Notes to the Group Accounts Income statement. EC2 Financial implications and other risks and opportunities for the organisation s activities due to climate change We have reviewed the impacts that climate change could have on our business from availability of water to energy costs, from supply of raw materials to increase in external policy and regulation. Impacts of climate change are mitigated across our business via our approach to Risk Management included in our 2013 Annual Report: Strategic Report Sustainability Summary and Risk Management Directors Report Principal Risks and Sustainability For more information on our approach to environmental sustainability see our CR website. EC3 Coverage of the organisation's defined benefit plan obligations Chief Executive s Review Report and Remuneration Committee report. Financial Statements Notes to Group Accounts - balance sheet 23 Retirement Benefit Obligations. Group Financial Performance GRI Index

10 EC4 Significant financial assistance received from government The Company receives no significant financial assistance from government. In the UK, the Secretary of State for Business, Innovation and Skills holds a Special Share in the company on behalf of the UK Government for national security purposes. Please see 2013 Annual Report: Directors Report - Other Statutory and Regulatory Information Rights and obligations of the Special Share. Financial Statements - Notes to the Group Accounts balance sheet Share Capital and Other Reserves. For information on tax expense please see 2013 Annual Report: Group Financial Performance section on taxation Financial Statements Notes to Group Accounts income statement 6. Taxation Expense For information on tax strategy, please see 2013 Annual Report Directors Report - Other statutory and regulatory information - Taxation Market presence EC5 Range of ratios of standard entry level wage compared to local minimum wage at significant locations of operation We do not collate global data on this area. EC6 Policy, practices and proportion of spending on locally based suppliers at significant locations of operation This information is reviewed and managed locally and we do not collate global data on it. EC7 Procedures for local hiring and proportion of senior management hired from the local community at significant locations of operation The Group adopted a diversity and inclusion strategy in 2010 to support the recruitment, engagement and retention of talented employees from all backgrounds. This has helped us to build a workforce that more closely reflects the diversity of the local population in each of our markets and will underpin the future sustainability of our business. GRI Index

11 Data and specific procedures are reviewed and managed locally and we do not collate global data on it. Information on our Diversity & Inclusion Strategy is included within our 2013 Annual Report: Strategic Report Segmental Performance Strategic Report Sustainability Summary Also see the investing in our people section of our CR website. Indirect economic impacts EC8 Development and impact of infrastructure investments and services provided primarily for public benefit through commercial, in-kind, or pro bono engagement See offset and community pages on our CR website. EC9 Understanding and describing significant indirect economic impacts, including the extent of impacts In 2013, the Group s UK businesses spent an estimated 4bn on procurement of equipment, components, raw materials, rent, energy and services from its suppliers. It is estimated that some 3.7bn of this was spent in the UK. This is based on BAE Systems internal analysis. ENVIRONMENTAL Materials EN1 Materials used by weight or volume Materials used are dependent on the stage of the lifecycle the product is at, for example, use of specific materials will increase during the build or upgrade phase of a product and will reduce considerably during the maintenance phase. This information is reviewed and managed locally and we do not collate global data on it. For more information on our approach to environmental sustainability see our CR website. EN2 Percentage of materials used We recognise the impacts of our products and ensure that environmental sustainability is GRI Index

12 that are recycled input materials considered throughout the Lifecycle of the product. This includes reviewing the use of recycled materials used within products. This information is reviewed and managed locally and we do not collate global data on it. For more information on our approach to environmental sustainability see our CR website. Energy EN3 Direct energy consumption by primary energy source We collect global information on the following direct energy consumption sources: Natural Gas: MWh Gas Oil: MWh Coal: MWh LPG: 3084 MWh Fuel Oil: 2275 MWh Aviation Fuel: MWh Petrol: MWh Acetylene: 1015 MWh For more information see our 2013 Annual Report: Strategic Report Sustainability Summary Also see the environmental sustainability section of our CR website for examples of local initiatives to manage energy use and our 2013 Carbon Footprint. EN4 Indirect energy consumption by primary source We collect information on the following indirect energy consumption sources: Purchased Electricity: MWh Purchased Steam: MWh For more information see our 2013 Annual Report: Strategic Report Sustainability Summary Also see the environmental sustainability section of our CR website for examples of local initiatives to manage energy use and our 2013 Carbon Footprint. EN5 Energy saved due to This information is reviewed and managed locally. GRI Index

13 conservation and efficiency improvements We only collate qualitative information on these activities globally including energy saving initiatives and construction and building projects incorporate green design features. For more information on our approach to environmental sustainability see our CR website. EN6 Initiatives to provide energyefficient or renewable energybased products and services, and reductions in energy requirements as a result of these initiatives We recognise the impacts of our products and ensure that environmental sustainability is considered throughout the Lifecycle of the product from design to development, from manufacture to product upgrade. This is key for the company, as product lifecycles can last as long as 40 years, so we need to manage environmental impacts as they change over time. Environmental considerations include identifying alternative materials for products, monitoring hazardous chemicals, reducing waste and decreasing fuel consumption. Examples of product developments that have supported both our customers and the environment include fuel cell technology to reduce fuel consumption, technology to address the impact wind turbines have on radar and development of a diagnostic system to support wave energy. For more information on our approach to environmental sustainability see our CR website. EN7 Initiatives to reduce indirect energy consumption and reductions achieved We are a large and diverse company where lots of activity takes place to reduce our environmental impact. In each individual business this could be from primarily the investment of time (e.g. energy awareness campaigns), to large capital investments (e.g. a Combined Heat and Power plant at Samlesbury in the UK). Individual businesses set targets for energy reduction and report quarterly against them. Individual initiatives are not tracked globally. Progress against energy targets can be found in our 2013 Annual Report. For more information on our approach to environmental sustainability see our CR website. Water EN8 Total water withdrawal by source This information is more relevant locally and we do not collate global data on it. Businesses have set local targets to reduce water use to be achieved during GRI Index

14 For more information see our 2013 Annual Report: Strategic Report- Sustainability Summary Also see the environmental sustainability section of our CR website. EN9 Water sources significantly affected by withdrawal of water This information is more relevant locally and we do not collate global data on it. EN10 Percentage and total volume of water recycled and reused This information is more relevant locally and we do not collate global data on it. Biodiversity EN11 Location and size of land owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas Our global Real Estate Policy and Global Environment Policy require all businesses to assess and manage environmental impacts around their sites. This information is reviewed and managed locally. We only collate qualitative information on these activities globally. EN12 Description of significant impacts of activities, products and services on biodiversity in protected areas and areas of high biodiversity value outside protected areas Our global Real Estate Policy and Global Environment Policy require all businesses to assess and manage environmental impacts around their sites. This information is reviewed and managed locally. We only collate qualitative information on these activities globally. EN13 Habitats protected or restored Our global Real Estate Policy and Global Environment Policy require all businesses to assess and manage environmental impacts around their sites. This information is reviewed and managed locally. We only collate qualitative information on these activities globally. For more examples of our approach to site remediation see the environmental sustainability section of our CR website. EN14 Strategies, current actions, Our global Real Estate Policy requires all GRI Index

15 and future plans for managing impacts on biodiversity businesses to assess and manage environmental impacts around their sites. This information is reviewed and managed locally. We only collate qualitative information on these activities globally. EN15 Number of IUCN Red List species and national conservation list species with habitats in areas affected by operations by level of extinction risk This metric is not applicable for BAE Systems. Emissions, effluents and waste EN16 Total direct and indirect greenhouse gas emissions by weight We use The GHG Protocol categories for emission sources by Scope. Scope 1 For scope 1 emissions we report the following - Natural Gas, Aviation Fuel, Coal, Gas Oil, Fuel Oil, LPG, Petrol and Acetylene 2013 tco 2e - 535,370 Scope 2 For scope 2 emissions we report the following Purchased Electricity, Purchased Steam 2013 tco 2e - 679,750 For more information on our approach to environmental sustainability see our CR website. EN17 Other relevant indirect greenhouse gas emissions by weight We use The GHG Protocol categories for emission sources by Scope. Scope 3 For scope 3 emissions we report the following - Flights, Hire Cars, Executive Cars, Rail, Hotel Stays 2013 tco 2e - 243,710 For more information on our approach to environmental sustainability see our CR website. EN18 Initiatives to reduce greenhouse gas emissions and reductions achieved We are a large and diverse company where lots of activity takes place to reduce our environmental impact. In each individual business this could be from primarily the investment of time (e.g. energy awareness campaigns), to large capital investments (e.g. a Combined Heat and Power plant at Samlesbury in the UK). Individual GRI Index

16 businesses set targets for energy reduction and report quarterly against them. These improvements will have an impact on our greenhouse gas emissions. Individual initiatives are not tracked globally. Progress against energy targets can be found in our 2013 Annual Report. Please see the environmental sustainability section of our CR website to read about our energy saving initiatives. EN19 Emissions of ozonedepleting substances by weight We do not currently report information, as this is not collected at a global level. EN20 NOx, SOx and other significant air emissions by type and weight This information is more relevant locally and we do not collate global data on it. EN21 Total water discharge by quality and destination This information is more relevant locally and we do not collate global data on it. EN22 Total weight of waste by type and disposal method We do not currently report information as it is not collected at a global level. EN23 Total number and volume of significant spills We collate global information about reportable environmental incidents. In 2013 there were 37 incidents reported to the relevant local authority, some of which related to spills, but none were deemed significant. EN24 Weight of transported, imported, exported, or treated waste deemed hazardous under the terms of the Basel Convention Annex I, II, III, and VIII, and percentage of transported waste shipped internationally We do not currently report this information as it is not collected at a global level. EN25 Identity, size, protected status and biodiversity value of water bodies and related habitats significantly affected by the reporting organisation s discharges of water and runoff This information is more relevant locally and we do not collate global data on it. Products and services GRI Index

17 EN26 Initiatives to mitigate environmental impacts of products and services, and extent of impact mitigation For more information on our approach to environmental sustainability, including product impacts, see our CR website. EN27 Percentage of products sold and their packaging materials that are reclaimed by category This is not material for our business. Compliance EN28 Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with environmental laws and regulations There have been two environmental prosecutions reported in These both occurred in the US but were not significant and resulted in fines of under $1000. Transport EN29 Significant environmental impacts of transporting products and other goods and materials used for the organisation s operations, and transporting members of the workforce We do not currently report this information as it is not collected at a global level. Overall EN30 Total environmental protection expenditures and investments by type We do not currently report this information. SOCIAL: LABOUR PRACTICES AND DECENT WORK Employment LA1 Total workforce by employment type, employment contract and region The total number of people employed by the Company at the end of 2013 (including share of equity accounted investments) was 84,600. We do not collate global data on employment type or contract. More information is in our 2013 Annual Report: Outlook for 2014 LA2 Total number and rate of employee turnover by age group, gender and region We do not currently report this information as we do not collate global data on it. GRI Index

18 LA3 Benefits provided to fulltime employees that are not provided to temporary or parttime employees, by major operations We do not collate global data on this area. The Remuneration Committee is responsible for making sure that we offer competitive, fair and compelling rewards for the most senior executives in the company. Legislation in some parts of the world place restrictions on or limit the structuring of benefits. See our 2013 Annual Report: Governance Remuneration Report. Our workforce is diverse and operates in many countries with unique local markets and economies which are taken into account in shaping remuneration packages at the local level. Salary reviews take into account the broader economic and business environment, affordability and our competitive positioning in relation to the market. LA4 Percentage of employees covered by collective bargaining agreements We do not collate global data on this area. LA5 Minimum notice period(s) regarding significant operational changes, including whether it is specified in collective agreements Where operational changes occur, discussions will take place with employees and/or their representatives, dependent on the nature and extent of changes, and subject to applicable collective bargaining provisions, local requirements and laws. See the investing in our people section of our CR website for more information. Occupational health and safety LA6 Percentage of total workforce represented in formal joint management-worker health and safety committees that help monitor and advise on occupational health and safety programmes We do not collate global data on this area. LA7 Rates of injury, occupational diseases, lost days, absenteeism and total number of work-related fatalities The data on major injuries, recordable accidents and total number of work-related fatalities is reported in our 2013 Annual Report: Strategic Report Key Performance Indicators Strategic Report Sustainability Summary GRI Index

19 We do not collect global data on absenteeism or occupational diseases. This information is more relevant locally. LA8 Education, training, counseling, prevention and riskcontrol programmes in place to assist workforce members, their families, or community members regarding serious diseases LA9 Health and safety topics covered in formal agreements with trade unions We do not collate global data on this area. Different health and wellbeing issues arise across the differing countries and environments in which the business operates. Information on employee health and wellbeing can be found in our 2013 Annual Report: We do not collate global data on this area. LA10 Average hours of training per year per employee by employee category We do not collate global data on this area. Training and education LA11 Programmes for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings We have focussed training and development programmes to help to ensure that employees have the skills and technical know-how to meet our customers' changing needs. A strategic approach to training helps us to map our employees' skills against changing business requirements and identify re-training priorities. Flexible training and development programmes encourage a culture of lifelong learning, helping employees to reach their potential. Parts of the Group also have transition assistance programmes in place which include Redeployment and Relocation programmes during periods of downsizing to limit the number of compulsory redundancies. Re-skilling of employees is a key part of our programme to avoid compulsory redundancies. Within certain parts of the Group, employees can potentially receive retraining of up to 6 months to help them learn new skills to transition into a new role. Parts of the Group also offer continued support to those employees leaving the business via access to funded training, provided by the Company to develop trade and professional skills to enable them to change career. Parts of the Group also provide such employees with access to outplacement to develop job search skills to assist them in securing new employment opportunities. GRI Index

20 See the investing in our people section of our CR website for more information. LA12 Percentage of employees receiving regular performance and career development reviews All professional level (non-manual labour) employees undergo a mid-year and end-of-year Personal Development Review (PDR), where development needs are determined and performance is assessed. All other employees (e.g. manufacturing) undergo capability reviews and are provided with relevant training opportunities where it is deemed appropriate. See the investing in our people section of our CR website for more information. 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 Data on employees by gender and age is available in our 2013 Annual Report: Strategic Report Sustainability Summary The Group adopted a Diversity and Inclusion (D&I) strategy in 2010 to support the recruitment, engagement and retention of talented employees from all backgrounds. It helps us to build a workforce that more closely reflects the diversity of the local population in each of our markets and will underpin the future sustainability of our business. More information on our D&I Strategy is available in the investing in our people section of our CR website. LA14 Ratio of basic salary of men to women by employee category We do not collate global data on this area. SOCIAL: HUMAN RIGHTS Investment and procurement practices HR1 Percentage and total number of significant investment agreements that include human rights clauses or that underwent human rights screening Our mandated Mergers, Acquisitions & Disposal Process includes the assessment of non-financial risk, with appropriate reference to the Product Trading Policy, which contains an assessment of potential violations of human rights. Our due diligence process for suppliers includes criteria on human rights. See the meeting high ethical standards and working with suppliers sections of our CR GRI Index

21 website for more information. HR2 Percentage of significant suppliers and contractors that have undergone screening on human rights and actions taken Our due diligence process for suppliers includes criteria on human rights. See the working with suppliers section of our CR website for more information. HR3 Total hours of employee training on policies and procedures concerning aspects of human rights that are relevant to operations, including the percentage of employees trained All employees are required to complete training on our Code of Conduct, which includes aspects of human rights. For more information on employee training see our CR website and 2013 Annual Report: Non-discrimination HR4 Total number of incidents of discrimination and actions taken We do not tolerate harassment of any kind, including sexual, verbal, non-verbal and physical. Abusive, humiliating or intimidating behaviour is never acceptable. Globally we review the total number of dismissals for reasons relating to unethical behaviour and total number of enquiries to our ethics helpline. Both data sets include employee relations and conduct which includes discrimination. Dismissals and ethics helpline information is reported in our 2013 Annual Report: Our Code of Conduct and supporting policies and training outline our commitment to creating an inclusive work environment where individuals are respected and the value of a diverse workforce is recognised. Diversity and inclusion are included in the performance objectives of senior leaders See the investing in our people section of our CR website for more information on diversity and inclusion. Freedom of association and collective bargaining HR5 Operations identified in which the right to exercise freedom of association or collective bargaining may be at significant risk, and actions taken to support these rights Child labour We have agreements with trade unions and similar external representative organisations in a number of countries where collective bargaining is customary practice and in accordance with local laws, and subject to those laws, honour employees' rights to join such unions and other organisations. See the investing in our people section of our CR website for more information. GRI Index

22 HR6 Operations identified as having significant risk for incidents of child labour, and measures taken to contribute to the elimination of child labour The Company runs its operations in compliance with such applicable local laws. Forced and compulsory labour HR7 Operations identified as having significant risk for incidents of forced or compulsory labour, and measures taken to contribute to the elimination of forced or compulsory labour The Company runs its operations in compliance with such applicable local laws. Security practices HR8 Percentage of security personnel trained in the organisation's policies or procedures concerning aspects of human rights that are relevant to operations Our security staff are obliged to comply with all applicable legislation (including in relation to human rights) in the particular jurisdictions in which they work. Indigenous rights HR9 Total number of incidents of violations involving rights of indigenous people and actions taken No data available. SOCIAL: SOCIETY Community SO1 Nature, scope and effectiveness of any programmes and practices that assess and manage the impacts of operations on communities, including entering, operating and exiting The Group supports charities that make a positive contribution to the communities in which the Company operates. The Group s Community Investment programme, is underpinned by a Community Investment Policy, which includes donations, sponsorships and other support for local, national and international charities and not-for-profit organisations. The Group focuses on four areas GRI Index

23 that are relevant to the Group s business: the Group s customers, including the armed forces and their families; education, with a focus on science, technology, engineering and maths education; local communities; and employee fundraising and volunteering. The programme is implemented locally to reflect the different needs of the communities in which the Group operates. During 2013, the Group and its employees contributed over 10 million to local, national and international charities and not-for-profit organisations. For more information see our 2013 Annual Report: See the supporting communities section of our CR website for more information. Corruption SO2 Percentage and total number of business units analysed for risks related to corruption The Company analyses risk related to corruption, via our Operational Assurance Statement (OAS) process. Line leaders and functional directors report compliance against each part of the Operational Framework, our central governance system, to the Chief Executive twice a year through our OAS, which assures compliance with mandated policies and processes. At a business level compliance is also viewed through the businesses Quarterly Business Review process. Ethical and reputational risks are included in our formal risk assessment process and the management and mitigation of these risks is embedded into our core business policies and procedures. Policies relating to responsible business conduct are now integrated into every section of our Operational Framework, the set of mandated policies, charters and processes that guide everything we do. Financial and non-financial risk is managed as part of our Risk Management Framework. For more information see our CR website and 2013 Annual Report: Strategic Report Risk Management GRI Index

24 Strategic Report Principal Risk Summary Report. SO3 Percentage of employees trained in organisation s anticorruption policies and procedures Employees complete training on our Code of Conduct and ethical standards, see our 2013 Annual Report: Report Directors Report Sustainability For more information see the investing in our people section of our CR website. SO4 Actions taken to incidents of corruption Public policy SO5 Public policy positions and participation in public policy development and lobbying Any employee found to be in breach of the Company s Code of Conduct, or any other relevant policies, is subject to appropriate disciplinary action. In 2013, 265employees were dismissed for reasons relating to breaches of the Group s standards and policies, primarily for personnel and workplace issues. For more information see our 2013 Annual Report: We lobby on issues specifically relevant to our business and the defence and security industry, either directly or through trade associations. Our Lobbying and Political Support Policy sets out the standards to be followed by anyone engaged in lobbying or other political engagement on behalf of BAE Systems, including those from outside the business. For more information see our 2013 Annual Report: Directors Report Sustainability For more information on Lobbying see the how our business works section of our CR website. SO6 Total value of financial and in-kind contributions to political parties, politicians, and related institutions by country We do not make corporate contributions or donations to political parties. Nor do we engage in activity which favours one political party or group over another. In the US, the BAE Systems USA Political Action Committee (PAC) enables employees to make bipartisan contributions to candidates for Congressional seats and to party organisations that support Congressional races. Eligible employees can voluntarily choose to contribute to GRI Index

25 the PAC, which is managed in compliance with the requirements of the Federal Election Commission. For information on Lobbying see the how our business works section of our CR website. Anti-competitive behaviour SO7 Total number of legal actions for anti-competitive behaviour, anti-trust and monopoly practices and their outcomes No significant legal actions for anti-competitive behaviour, anti-trust and monopoly practices during Compliance SO8 Monetary value of significant fines and total number of nonmonetary sanctions for noncompliance with laws and regulations There were no significant fines for noncompliance with laws and regulations issued in 2013 against the BAE Systems group concerning the provision and use of products and services. See the meeting high ethical standards section of our CR website for more information. SOCIAL: PRODUCT RESPONSIBILITY Customer health and safety PR1 Life cycle stages in which health and safety impacts of products and services are assessed for improvement, and percentage of significant products and services categories subject to such procedures Lifecycle Management (LCM) is a mandated process at BAE Systems. The purpose of the LCM framework is to provide a structured approach to managing the Company's commitments for all types of Projects throughout their Lifecycles. LCM promotes the application of best practice management and facilitates continuous improvement across the Company. The application of LCM with appropriate tailoring is critical to the capability of the Businesses to deliver Projects on time, within projected cost and according to contract enabling them to meet external and internal customer commitments. Items considered in the LCM framework include reputation, safety, environment and supply chain. See our 2013 Annual Report: Strategic Report - Risk Management Strategic Report Sustainability Summary GRI Index

26 Report. For more information see the product stewardship section of our CR website. PR2 Total number of incidents of non-compliance with regulations and voluntary codes concerning health and safety impacts of products and services, by type of outcomes There were 35 safety enforcement notices for minor violations during Product and service labeling PR3 Type of product and service information required by procedures, and percentage of significant products and services subject to such information requirements We do not report on this indicator. PR4 Total number of incidents of non-compliance with regulations and voluntary codes concerning product and service information and labeling, by type of outcomes We do not report on this indicator. PR5 Practices related to customer satisfaction, including results of surveys measuring customer satisfaction Customer satisfaction surveys are used to collect customer opinions on key customer-funded projects. This provides an opportunity for customers to share information on perceived performance levels, and identify areas of strength and weakness. For more information see our 2013 Annual Report: Strategic Report - Key Performance Indicators Marketing communications PR6 Programmes for adherence to laws, standards and voluntary codes related to marketing The sale and marketing of defence equipment is highly regulated and subject to well established strict government approval. BAE Systems is GRI Index

27 communications, including advertising, promotion and sponsorship committed to compliance with all applicable regulations. See our CR website for more information. PR7 Total number of incidents of non-compliance with regulations and voluntary codes concerning marketing communications, including advertising, promotion and sponsorship, by type of outcomes We do not report on this indicator as we do not believe it is relevant to our business. Customer privacy PR8 Total number of substantiated complaints regarding breaches of customer privacy and losses of customer data We do not collect this information at global level. Compliance PR9 Monetary value of significant fines for non-compliance with laws and regulations concerning the provision and use of products and services During 2013 there were 35 safety enforcement notices for minor violations in the UK businesses, but no fines recorded. GRI Index

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