Performance measures 01 BRITISH GAS 01 DIRECT ENERGY 02 BORD GÁIS ENERGY 02 CENTRICA ENERGY 02 CENTRICA STORAGE 03 CORPORATE RESPONSIBILITY

Transcription

1 Performance measures 01 BRITISH GAS 01 DIRECT ENERGY 02 BORD GÁIS ENERGY 02 CENTRICA ENERGY 02 CENTRICA STORAGE 03 CORPORATE RESPONSIBILITY

2 NON- 01 British Gas Residential energy supply operating profit (BGR) 574m 439m 31% Residential services operating profit (BGS) 257m 270m (5%) Business energy supply and services operating (loss)/profit (BGB) ( 22m) 114m nm Total British Gas operating profit 809m 823m (2%) BGR post-tax margin 5.6% 4.1% 1.5ppts BGR average gas consumption per customer (therms) % BGR average electricity consumption per customer (kwh) 3,496 3,498 (0%) British Gas total gas consumption (mmth) 4,151 4,085 2% British Gas total electricity consumption (TWh) (6%) Total recordable injury frequency rate (per 200,000 hours worked) % Residential energy customer accounts (year end, 000) 14,659 14,778 (1%) Residential services product holding (year end, 000) (i) 7,713 8,011 (4%) Business energy supply points (year end, 000) (11%) (i) 2014 residential services product holdings have been restated to include 41,000 holdings following data assurance activity of our analytical system. Direct Energy Residential energy supply operating profit (DER) 111m 90m 23% Residential and business services operating (loss)/profit (DES) ( 34m) 28m nm Business energy supply operating profit (DEB) 251m 32m 684% Total Direct Energy operating profit 328m 150m 119% Total Direct Energy operating profit (excluding impact of Polar Vortex related charges in 2014) 328m 215m 53% DEB total gas volumes (mmth) 5,802 5,923 (2%) DEB total electricity volumes (TWh) (3%) DER average gas consumption per customer (therms) 1,266 1,403 (10%) DER average electricity consumption per customer (kwh) 11,158 10,888 2% Direct Energy total gas volumes (mmth) 7,732 8,163 (5%) Direct Energy total electricity volumes (TWh) (4%) Total recordable injury frequency rate (per 200,000 hours worked) % Residential energy customer accounts (year end, 000) 3,033 3,256 (7%) Residential services product holding (year end, 000) 1, % Business energy supply points (year end, 000) (1%)

3 NON- 02 Bord Gáis Energy Year ended 31 December month period to 31 December 2014 Change Total Bord Gáis Energy operating profit 30m 7m nm Residential average gas consumption per customer (therms) nm Residential average electricity consumption per customer (kwh) 4,550 2,373 nm Total gas volumes (mmth) nm Total electricity volumes (TWh) nm Total power generated (TWh) (i) nm Total recordable injury frequency rate (per 200,000 hours worked) nm Residential energy customer accounts (year end, 000) % Business energy services customer supply points (year end, 000) % (i) 2014 total power generated has been restated by 0.1TWh based on market schedule quantity (MSQ). Centrica Energy Gas operating profit 153m 575m (73%) Power operating profit/(loss) 102m 73m 40% Gas-fired ( 118m) ( 120m) nm Renewables 29m 10m 190% Nuclear 173m 152m 14% Midstream 18m 31m (42%) Total Centrica Energy operating profit 255m 648m (61%) Gas operating profit after tax 45m 290m (84%) Gas production (mmth) (i) 3,664 3,772 (3%) Liquids production (mmboe) (i) % Total gas and liquids production (mmboe) (i) (1%) Upstream proven and probable reserves (mmboe) (ii) (10%) Total UK power generated (TWh) (13%) Total recordable injury frequency rate (per 200,000 hours worked) (19%) Gas and power operating profit include fair value depreciation related to our investments in Venture and Nuclear comparators have been restated accordingly. (i) Includes 100% share of Canadian assets owned in partnership with Qatar Petroleum. (ii) Centrica s share of reserves, including a 60% share of Canadian assets owned in partnership with QP, and excluding Rough cushion gas of 29mmboe. Centrica Storage Total Centrica Storage operating profit 37m 29m 28% Total recordable injury frequency rate (per 200,000 hours worked) %

4 NON- 03 Corporate responsibility Selected non-financial key measures have been assured by Deloitte LLP using the International Standard on Assurance Engagements ISAE 3000 (Revised). View Deloitte s 2015 assurance statement and Basis of Reporting at centrica.com/crassurance. For further non-financial, explore over 100 metrics in our data centre at centrica.com/datacentre Safety Lost time injury frequency rate (LTIFR) Total recordable injury frequency rate (TRIFR) Significant process safety event Road safety incident rate low severity Per 200,000 hours worked (i) Measure only 0.34 (ii) (high Per 200,000 Measure only 1.10 (ii) 1.00 (iii) Number 0 1 (ii) (high Per one million kilometres driven (v) 0.28 (iii) (high 0 (iv) (high Introduce new leadership training and embed a stronger health and safety culture among our people to drive injury reduction Implement a three-year improvement plan focused on strengthening leadership and capability alongside enhancing asset management and assurance processes Measure only (iv) Reduce road safety incidents through proactive driver safety programmes Road safety number Number Measure only 1 2 (iv) of high severity incidents Fatalities Number Measure only 0 (ii) 0 (iv) Continue to maintain safety as our highest priority (i) Unit has been updated from 100,000 hours worked to better align with industry standards. (ii) Assured by Deloitte LLP for the 2015 Annual Report. See centrica.com/crassurance to view Deloitte s 2015 assurance statement and the 2015 Basis of Reporting. (iii) Restated to align with the updated unit. The metrics were assued by Deloitte LLP for the 2014 Annual Report, based on 100,000 hours worked. See centrica.com/crdownloads to view Deloitte s 2014 assurance statement and the 2014 Basis of Reporting. (iv) Assured by Deloitte LLP for the 2014 Annual Report. See centrica.com/crdownloads to view Deloitte s 2014 assurance statement and the 2014 Basis of Reporting. (v) Where actual distance travelled is not available, distance is calculated using fuel consumption and business expense claims data. Customers British Gas net promoter score (NPS) (i) Number Return to the +4 (ii) (median high range Direct Energy net promoter score (NPS) (i) Number Remain within the high range Vulnerable households helped by British Gas initiatives Smart meter installations (residential and business customers) Number (million) Number (cumulative since 2009) +37 (ii) (high -4 (iii) Return to the high zone +38 (iv) (high Remain within the high zone Measure only 1.9 (ii) 1.8 (iv) Continue to support our most vulnerable customers through voluntary and mandatory contributions such as the British Gas Energy Trust and Warm Home Discount scheme Measure only 2,509,398 (ii) (v) 1,736,323 (iv) (vi) Continue to be the UK leader in smart meter installations to ensure we are fully mobilised for delivery of the mandated roll-out by 2020 (vii) (i) British Gas and Direct Energy NPS is not comparable due to different methodologies. (ii) Assured by Deloitte LLP for the 2015 Annual Report. See centrica.com/crassurance to view Deloitte s 2015 assurance statement and the 2015 Basis of Reporting. (iii) Restated due to changes in methodology which now focuses on experiences at the end of key customer journeys. Due to the restatement, the previously awarded median zone is no longer applicable to this score. (iv) Assured by Deloitte LLP for the 2014 Annual Report. See centrica.com/crdownloads to view Deloitte s 2014 assurance statement and the 2014 Basis of Reporting. (v) Only data representing 2,142,086 smart meter installations has been subject to assurance by Deloitte LLP due to the historical nature of the data. (vi) Only data representing 1,369,011 smart meter installations has been subject to assurance by Deloitte LLP due to the historical nature of the data. (vii) British Gas has delivered around 70% of all smart meters installed in the UK, based on Department of Energy & Climate Change quarterly statistics, September 2015.

5 NON- 04 Corporate responsibility continued People and partners Employee engagement Mean score out of 6 Strive towards 4.84 (i) (median top quartile, (ii) measured against an independent high benchmark 4.79 (iii) (median (ii) Continue to strive towards top quartile, measured against an independent high benchmark Diversity female and male Percentage Measure only 29 female 30 female Continue to improve gender 71 male 70 male balance in our talent pipeline, including leadership roles and wider recruitment Retention Percentage Measure only 90.6 (i) 91.0 Encourage and maintain healthy retention levels through effective management and monitoring Absence Days per full time employee Measure only 8.1 (i) 7.7 Focus on driving down absence through good management practices, including proactive intervention and preventative action Total community contributions Total employee volunteering hours (vi) Average corporate responsibility (CR) risk rating of assessed suppliers million Number Measure only Measure only (iv) 52, (v) 66,729 Seek ways we can make a meaningful contribution in local communities of hours Risk score Measure only 54 (low risk) 51 (low risk) Continue to assess CR risks out of 100 (vii) among our strategic and higher risk suppliers (i) Assured by Deloitte LLP for the 2015 Annual Report. See centrica.com/crassurance to view Deloitte s 2015 assurance statement and the 2015 Basis of Reporting. (ii) Zone rating relates to long-term incentives for Executive Director remuneration. Performance against the metric s independent high benchmark was in the upper quartile; below top quartile. (iii) Assured by Deloitte LLP for the 2014 Annual Report. See centrica.com/crdownloads to view Deloitte s 2014 assurance statement and the 2014 Basis of Reporting. (iv) Comprising of million in mandatory and 8.0 million in voluntary contributions which largely support our vulnerable customers, 4.7 million in charitable contributions calculated using the London Benchmarking Group methodology alongside 1.4 million in leverage which includes employee fundraising. (v) Comprising of million in mandatory and 40.0 million in voluntary contributions which largely support vulnerable customers, 4.8 million in charitable contributions calculated using the London Benchmarking Group methodology alongside 2.1 million in leverage which includes employee fundraising. The previously reported total of million has been restated due to a change in methodology which now incorporates leverage. (vi) Includes volunteering during and outside of business working hours when enabled by Centrica. (vii) A score nearer to 100 is lower risk. High risk companies have limited engagements or tangible actions on CR, medium risk companies have a structured CR approach with policies and action on major issues while low risk companies have strong CR credentials embedded across their business.

6 NON- 05 Corporate responsibility continued Carbon Total carbon emissions (i) Tonnes CO 2 Scope 1 emissions Tonnes CO 2 Scope 2 emissions Tonnes CO 2 Total carbon intensity by revenue Internal carbon footprint (core property, fleet and travel) Carbon intensity of power generation Total customer carbon savings from measures installed by British Gas Tonnes CO 2 / Tonnes CO 2 gco 2 /kwh Tonnes CO 2 (cumulative since 2008) (vi) Measure only 4,393,016 (ii) 5,587,885 (iii) Continue to adopt best practice in monitoring and reporting our global carbon, while analysing impacts from our strategy Measure only 4,272,477 (ii) 5,452,079 (iii) Remain committed to taking proactive steps to reduce our carbon emissions through innovation, technology and cultural change Measure only 120,539 (ii) 135,806 (iii) Continue to reduce emissions associated with our use of electricity, particularly as part of our internal carbon footprint target Measure only Continue to analyse developing trends as we deliver on our strategic plans Reduce our core internal carbon footprint by 20% by end of 2015 (baseline: 2007) Reduce our power generation carbon intensity to 260 by end of ,096 (ii) (iv) 79,837 (iii) Reduce our core internal carbon footprint by 20% by end of 2025 (baseline: 2015) Achieve our revised carbon intensity target of 200 by end of 2020 (v) Measure only 22,099,835 17,949,077 (vii) Continue to provide innovative and energy efficient products through mandatory and voluntary initiatives Enhance the robustness of this relatively new metric and explore how our ongoing can inform business activities (i) Comprises of Scope 1 and Scope 2 emissions as defined by the Greenhouse Gas Protocol. (ii) Assured by Deloitte LLP for the 2015 Annual Report. See centrica.com/crassurance to view Deloitte s 2015 assurance statement and the 2015 Basis of Reporting. (iii) Restated due to availability of improved data. (iv) Internal carbon footprint reduced 27% since 2007; exceeding our target of 20% by end of (v) Target revised to better reflect changes in our power generation portfolio following divestments made. (vi) Baseline year extended from 2010 to The adjustment was made to improve completeness of data following an in-depth review of the metric. (vii) Restated to align with the updated baseline year.