British Airways 2013 Sustainability Report

Transcription

WHO WE ARE
OUR
APPROACH TO
SUSTAINABILITY
RESPONSIBLE
FLYING FOR
EVERYONE
THE
BENEFITS OF
AVIATION
MITIGATING OUR
ENVIRONMENTAL
IMPACT
.
ENRICHING
LIVELIHOODS
AND
COMMUNITIES
BEING A
RESPONSIBLE
BUSINESS
APPENDICES
Sustainability Report
2013
July 2014
British Airways Sustainability Report 2013
FOREWORD
I see our sustainability programme as a
core part of our business. Aviation plays a
vital role in the global economy by
providing the opportunity for people to
build better businesses and also to connect
people and places to build better lives. At
British Airways we are fully committed to
playing our part in helping our industry
achieve sustainable growth through our
renewed
sustainability
programme
‘Responsible Flying for Everyone’.
Our sustainability programme and this report are
organised along three dimensions: mitigating our
environmental impact, enriching livelihoods and
communities, and being a responsible business.
We have sought to follow the guidelines
established in the latest Global Reporting
Initiative, version four, as we recognise this
represents best practice in sustainability
reporting.
We work closely with regulators at a national,
European and international level to help develop
appropriate regulation to support the sustainable
growth of our industry.
In particular, in relation to the important issue of
climate change we support and welcome the
progress made at last year’s ICAO General
Assembly in committing to develop a global
solution for aviation to achieve the goal of Carbon
Neutral Growth from 2020. We will continue to
support these important activities.
I believe that sustainable alternative fuels will play
an important part in enabling the aviation industry
to meet its long term goal of a 50 percent
reduction in net carbon dioxide (CO2) emissions by
2050. I am proud of the progress we have made
with our technology partner Solena to build
Europe’s first biomass-to–liquid biojet plant which
is on track to begin production of biofuel by 2017.
We are also committed to ensuring that our
operations and the aircraft we purchase will
enable us to continue to reduce the environmental
impacts on the communities local to airports,
2
Keith Williams, executive chairman of British
Airways
particularly in relation to the issue of aircraft
noise. The arrival of the first of our 12 Airbus A380
and 42 Boeing 787 Dreamliner aircraft in 2013 has
enabled us to reduce the noise impacts of our
flights as they are at least 50 percent quieter than
the aircraft they replace.
I recognise that improving the sustainability
performance of our industry is best achieved
through working collaboratively with our industry
partners. I am very pleased with the progress we
have made through the UK industry Sustainable
Aviation Group. I am particularly impressed with
the launch of the UK Aviation Noise Road Map in
2013, the first of its kind, that shows that we can
reduce the noise impacts of our flights despite
forecast growth. I look forward to the
development this year of the Sustainable
Alternative Fuels roadmap which will show the
role that these fuels can play in reducing our
climate change impacts.
Our flagship charity programme, Flying Start with
charity partners Comic Relief goes from strength
to strength raising more than £6 million since its
launch in 2010.
I truly believe that through continued
perseverance we can create a sustainable aviation
industry. This means our customers will be able to
continue to enjoy the incredible benefits that come
from flying and enable British Airways to continue
to set the standard for safe, responsible aviation.
CONTENTS
Foreword ...................................................... 2
Contents ........................................................ 3
6 ENRICHING LIVELIHOODS AND
COMMUNITIES ...............................45
About this report ....................................... 4
6.1 Community context ................................ 46
1 WHO WE ARE ................................... 5
6.2 Community goals and targets ............ 47
1.1 British Airways as an organisation..... 5
6.3 Sustainable communities..................... 48
1.2 Our Plan......................................................... 6
6.4 Volunteering ............................................. 54
2 OUR APPROACH TO
SUSTAINABILITY ............................ 7
6.5 Community learning centre ................ 55
2.1 Impact and risk assessment .................. 7
7 BEING A RESPONSIBLE
BUSINESS .........................................58
2.2 Stakeholder engagement ........................ 8
7.1 Responsible business context ............ 59
2.3 Governance .................................................. 9
7.2 Responsible business goals and
targets ......................................................... 60
3
RESPONSIBLE FLYING FOR
EVERYONE ..............................................10
3.1 Progress in 2013 ......................................11
4 THE BENEFITS OF AVIATION ... 12
5 MITIGATING OUR
ENVIRONMENTAL IMPACT ....... 13
7.3 Safety ........................................................... 62
7.4 Customer experience ............................ 63
7.5 Colleague relations ................................. 65
7.6 Responsible procurement ................... 71
7.7 Wellbeing ................................................... 73
5.1 Environmental context..........................14
7.8 Diversity and inclusion ......................... 75
5.2 Environmental goals and targets .....15
8 APPENDICES ...................................78
5.3 Climate change .........................................17
8.1 Report scope ............................................. 79
5.4 Fleet age and renewal ............................31
8.2 Governance and risk management
detail ............................................................ 80
5.5 Aviation noise ...........................................32
5.6 Local air quality........................................39
5.7 Waste and recycling ...............................42
5.8 Water............................................................44
5.9 Biodiversity ...............................................44
8.3 Summary of 2013 achievements ...... 82
8.4 Mitigating our environmental impact:
data calculation and methodology ... 83
8.5 Operating efficiency and
punctuality ................................................ 85
8.6 Sustainability indicators ....................... 85
3
ABOUT THIS REPORT
The British Airways sustainability report is
published for a diverse group of stakeholders. We
were the first airline to report publicly on our
environmental performance and have reported
annually since 1992. This report relates to the
calendar year 1 January 2013 to 31 December
2013 and is available online at www.ba.com/
responsibleflying.
This report covers our sustainability programme
which demonstrates our commitment to economic,
environmental and social issues. It supplements
the financial and corporate governance reporting
which can be found in the International Airlines
Group Annual Report 2013 (published in March
2014. Available at: www.iairgroup.com). This
report aims to follow the Global Reporting
Initiative guidance version four, and a list of
indicators can be found at the end of this report in
appendix 8.6 page 85.
The Who We Are section provides an overview of
British Airways as an organisation as well as our
main goals for the future.
Our Approach To Sustainability describes our
strategic approach, our stakeholder engagement
and governance.
The next section, Responsible Flying For Everyone,
describes our material sustainability aspects and
the key progress made in 2013.
4
The Benefits of Aviation section describes the
contribution that aviation makes to the economy.
Mitigating our Environmental Impact explains
British Airways’ main environmental initiatives, as
well as our performance regarding emissions,
noise and waste.
Enriching Livelihoods and Communities reports on
British Airways’ activity with our charity partners,
and describes our community and volunteering
projects.
Being a Responsible Business describes our
approach to safety, customer experience, colleague
relations and responsible procurement.
The final section of the report contains appendices,
including reporting scope and a list of
sustainability indicators.
The information in this report has been approved
by the senior management and directors of British
Airways, including the Corporate Responsibility
Committee.
WHO WE ARE
1
OUR
APPROACH TO
SUSTAINABILITY
RESPONSIBLE
FLYING FOR
EVERYONE
THE
BENEFITS OF
AVIATION
MITIGATING OUR
ENVIRONMENTAL
IMPACT
.
ENRICHING
LIVELIHOODS
AND
COMMUNITIES
BEING A
RESPONSIBLE
BUSINESS
APPENDICES
WHO WE ARE
1.1 BRITISH AIRWAYS AS AN ORGANISATION
British Airways is one of the world’s leading
premium airlines, and the largest international
scheduled airline in the United Kingdom. Our aim
is to become the most admired airline.
British Airways is a subsidiary of the International
Consolidated Airlines Group S.A (IAG), created in
2011 from a merger between British Airways and
Iberia. IAG is a Spanish registered company, with
shares traded on the London Stock exchange and
Spanish Stock Exchange.
As of 31st December 2013, our global workforce
totalled 41,720, compared to 41,843 the previous
year. We have significant presence in Heathrow,
Gatwick and London City airports, making London
our principal place of business. Our headquarters
are at Waterside, Harmondsworth, which is close
to Heathrow airport.
Our colleagues are located in the following areas as
shown:
In 2013, British Airways carried 40.0 million
passengers, compared to 37.6 million passengers
in 2012. At the end of 2013, British Airways flew to
166 airport destinations around the world.
5
WHO WE ARE
OUR
APPROACH TO
SUSTAINABILITY
RESPONSIBLE
FLYING FOR
EVERYONE
THE
BENEFITS OF
AVIATION
MITIGATING OUR
ENVIRONMENTAL
IMPACT
.
ENRICHING
LIVELIHOODS
AND
COMMUNITIES
BEING A
RESPONSIBLE
BUSINESS
APPENDICES
1.2 OUR PLAN
British Airways’ vision is to be the most admired
airline: admired by the communities we serve, our
shareholders, our competitors and admired for,
and by, our people.
need to focus on. It is powered by our customer
promise ‘To Fly. To Serve.’ and will enable us to
reach our ultimate goal of becoming the most
admired airline.
We therefore need to deliver consistent
exceptional service to ensure loyal customers will
keep flying with us. To do this, British Airways
developed a new business strategy: ‘Our Plan’. This
plan reflects our achievements and the areas we
Setting the standard for safe responsible aviation
is embedded within ‘Our Plan’ –
with all
colleagues
responsible
for
meeting
our
sustainability goals and objectives.
British Airways’ business plan: ‘Our Plan’:
6
WHO WE ARE
2
OUR
APPROACH TO
SUSTAINABILITY
RESPONSIBLE
FLYING FOR
EVERYONE
THE
BENEFITS OF
AVIATION
MITIGATING OUR
ENVIRONMENTAL
IMPACT
.
ENRICHING
LIVELIHOODS
AND
COMMUNITIES
BEING A
RESPONSIBLE
BUSINESS
APPENDICES
OUR APPROACH TO SUSTAINABILITY
We recognise the importance of having an
integrated sustainability strategy and business
plan. Our right to do business is earned through
responsible management of our operation and
positive engagement with communities. British
Airways’ approach to sustainability is guided by
the views of its stakeholders and awareness of our
impacts on society, the environment and economy.
We have shaped our renewed commitment to
sustainability around simple principles:

A focussed agenda.

Effective co-ordination of our initiatives.

Meaningful
stakeholders.
engagement
with
our
These two interdependent elements (further
detailed in the following sections) inform the basis
of our strategy: a commitment to mitigate our
impact on the environment, run a responsible
business and enrich livelihoods and communities.
2.1 IMPACT AND RISK ASSESSMENT
To determine material impacts and risks to our
business and their priorities British Airways uses
four primary criteria:

Risk impact – the risk’s potential financial
impact.

Probability – the likelihood of the risk
happening.

Velocity – how quickly the risk could occur.

Timeframe – how soon the risk could arise.
7
These corporate risk processes (including
sustainability risks) produce regular reports,
which are all distributed directly to the British
Airways Leadership Team and Board, and the audit
board of IAG. (For further information please refer
to the appendix 8.2.2 page 81).
WHO WE ARE
OUR
APPROACH TO
SUSTAINABILITY
RESPONSIBLE
FLYING FOR
EVERYONE
THE
BENEFITS OF
AVIATION
MITIGATING OUR
ENVIRONMENTAL
IMPACT
.
ENRICHING
LIVELIHOODS
AND
COMMUNITIES
BEING A
RESPONSIBLE
BUSINESS
APPENDICES
2.2 STAKEHOLDER ENGAGEMENT
British Airways defines a stakeholder as anyone
with influence on, with interest in, or impacted by
our business, projects, or products or services.
Stakeholder engagement is therefore a crucial
aspect of our sustainability programme in that it
allows us to better understand the impacts we
have as a business, qualify them and in turn
continually refine our approach.
As a company with significant international
presence and operations, British Airways’
stakeholder base is both broad and diverse. We
recognise that our stakeholders have both
differing wants and needs and similarly, that
their interest in our sustainability programme
will also range widely. We therefore group our
stakeholders as follows:
1.
Influencers
(Governments,
Media,
Investors/Shareholders, Academics).
2.
Partners (Communities, Suppliers, NonGovernmental Organisations, Colleagues).
3.
Customers (Corporate, Trade, Consumer).
We have worked with external consultants, such
as Business in the Community, to hone our
approach
to
enable
effective
dialogue.
Fundamentally, our engagement of stakeholders
is built around principles of being:

Interactive.

Encouraging.

Inclusive.

Prepared to Change.
We are looking at four stages of engagement;
Inform, Consult, Involve, Partner and Empower.
As we move through these phases, the
stakeholders become more engaged.
We continue to develop our engagement
framework and have committed to do even more
to reach out, understand and communicate with
our stakeholders in 2014.
2.3 GOVERNANCE
The Corporate Responsibility Committee has
ultimate oversight of economic, environmental and
social impacts. This Committee is chaired by nonexecutive director – Gavin Patterson. Composition
of the Committee is presented at appendix 8.2.1.
British Airways’ Leadership Team – led by
executive chairman Keith Williams – is responsible
for decision making, agenda setting and strategic
direction of the sustainability programme.
Input is provided by stakeholder consultation and
analysis and subject matter experts who will make
a recommendation as to the proposed agenda and
priorities.
Nominated Leadership team members have direct
responsibility for the day to day management of
respective economic, environmental and social
issues. British Airways Standing Instruction 2 –
‘The Way We Do Business’ – underlines the
8
company’s expectations as to addressing
economic, environmental and social issues.
The Corporate Responsibility Review Board –
chaired by Chief Commercial Officer – Andrew
Crawley, is responsible for co-ordination and
review of Corporate Responsibility initiatives,
including
stakeholder
engagement
and
consultation.
2.3.1 Nominations and conflicts of
interest
The Nomination Committee identifies and
nominates candidates for the approval of the
Board, to fill vacancies as and when they arise as
well as putting in place plans for succession. The
Committee takes into consideration such factors as
skill, diversity, experience with businesses and
other organisations of comparable size.
WHO WE ARE
OUR
APPROACH TO
SUSTAINABILITY
RESPONSIBLE
FLYING FOR
EVERYONE
THE
BENEFITS OF
AVIATION
In accordance with Companies Act 2006 the
Directors are under an obligation to avoid
situations in which they have, or can have, a direct
or indirect interest that conflicts, or may possibly
conflict, with the interests of the Company (Section
175(1)). A register of authorised interests is
MITIGATING OUR
ENVIRONMENTAL
IMPACT
.
ENRICHING
LIVELIHOODS
AND
COMMUNITIES
BEING A
RESPONSIBLE
BUSINESS
APPENDICES
maintained by the Secretary and updated by the
Board as needed from time to time; it was last
updated in January 2014. For more information
on our company’s governance, see appendix 8.2
page 80.
Sustainability governance:
BA Board
CR Board Committee
Chair: Gavin Patterson
Relevant LT and board members
BA Leadership Team
Oversight
CR Review Board
Chair: Andrew Crawley
Core: strategic team: Relevant LT
Members, Subjects Matter Experts
Corporate Business Plan:
‘Set The Standard For Responsible
Aviation’
Set and define the vision
Collate and audit activities;
engagement of stakeholders
Nominate LT Members
Progress, Manage and Prioritise
Business Line Area Activity
9
WHO WE ARE
3
OUR
APPROACH TO
SUSTAINABILITY
RESPONSIBLE
FLYING FOR
EVERYONE
THE
BENEFITS OF
AVIATION
MITIGATING OUR
ENVIRONMENTAL
IMPACT
.
2.
At British Airways our promise of ‘To Fly. To
Serve’ embodies who we are and what we do. We
want to ensure our promise extends beyond our
everyday operation and that our commitment is
one that lasts.
To do that we have one overarching goal:
Responsible Flying for Everyone.
We are focussing on the following material
aspects, coordinating our activities across three
pillars of work:
Mitigating our environmental impact:

10
BEING A
RESPONSIBLE
BUSINESS
APPENDICES
RESPONSIBLE FLYING FOR EVERYONE
In reaffirming the fundamentals of our strategy we
have also looked to give it meaning; a purpose and
ambition.
1.
ENRICHING
LIVELIHOODS
AND
COMMUNITIES
Emissions associated with climate
change.

Noise and air quality impacts.

Waste and recycling.
3.
Enriching livelihoods and communities:

Sustainable communities.

Being a good neighbour.

Education and Talent Development.
Being a responsible business:

Customer and colleague wellbeing

Inclusion and diversity.

Responsible procurement.

Colleague relations, engagement and
support.
It is expected that all colleagues contribute to
meeting the environmental, social and economic
goals of British Airways, helping to achieve the
goals of our three pillars which will deliver
‘Responsible Flying for Everyone.’
WHO WE ARE
OUR
APPROACH TO
SUSTAINABILITY
RESPONSIBLE
FLYING FOR
EVERYONE
THE
BENEFITS OF
AVIATION
MITIGATING OUR
ENVIRONMENTAL
IMPACT
.
ENRICHING
LIVELIHOODS
AND
COMMUNITIES
BEING A
RESPONSIBLE
BUSINESS
APPENDICES
3.1 PROGRESS IN 2013
2013 has seen real results across each of our three
key pillars of sustainability.
1.
Mitigate our Environmental impact
In an innovative and industry leading project,
British Airways is working with Solena Fuels to
build the world’s first advanced fuels facility to
convert waste into jet fuel. Early engineering
design work for the project Greensky London has
been completed and the location selected on the
site of the old Coryton oil refinery in Thurrock,
Essex. Once fully operational, the plant will convert
500,000 tonnes of waste into 50,000 tonnes of jet
fuel every year. This represents more than 1000
Boeing 787 flights from London to New York.
2.
Enrich livelihoods and communities
3.
Be a responsible business and employer
At British Airways, our colleagues’ opinions and
thoughts about the business are vital to our
development and growth. More than 23,500
colleagues took the time to share their views in our
colleague opinion survey, Speak Up 2013. That
equates to 61 percent of the 38,681 colleagues
surveyed. As a result we now have robust data to
give us a clear picture of people’s thoughts and
views. Comparisons with last year’s results show
we are making progress in areas such as
leadership visibility and communication.
For more of our achievements in 2013, see
appendix 8.3 page 82.
In 2010, we began our partnership with Comic
Relief with the aim to raise £6 million by
December 2013. As a result of the generosity of
both our customers and colleagues we exceeded
our target raising in excess of £6.75 million by
December 2013.
11
WHO WE ARE
4
OUR
APPROACH TO
SUSTAINABILITY
RESPONSIBLE
FLYING FOR
EVERYONE
THE
BENEFITS OF
AVIATION
MITIGATING OUR
ENVIRONMENTAL
IMPACT
.
ENRICHING
LIVELIHOODS
AND
COMMUNITIES
BEING A
RESPONSIBLE
BUSINESS
APPENDICES
THE BENEFITS OF AVIATION
The aviation industry as a whole provides
employment, trade links, tourism and support for
economic development through air travel. The
global air transport industry supports 58.1 million
jobs worldwide and carried 3.1 billion passengers
in 2013. In 2012 aviation contributed $2.4 trillion
to global GDP – equivalent to 3.4 percent of global
GDP1.
The connectivity airlines provide, which cannot be
met by alternative means of transport, contributes
to increased productivity by encouraging
investment, innovation and efficiency. British
Airways also invests substantially in aviation
infrastructure. Unlike other sectors, the air travel
sector pays for nearly all of its own infrastructure,
instead of relying on taxation and public funds.
These figures, produced by the Air Transport
Action Group (ATAG), do not include other
economic benefits. A healthy network like British
Airways’ will deliver strong direct and indirect
economic benefits to the UK. The direct effects are
the employment of British Airways staff, the skills
they develop and the money that British Airways
as a business spends in the UK on things like
aircraft, fuel and catering. The indirect effects are
also numerous. For example, by connecting
different parts of the globe, the British Airways
network has four broad positive impacts:
Since its creation in 2011, IAG’s economic strategy
has been to add value through consolidation,
improve industry stability and sustainability, and
to continue increasing product choice and quality
of service for all its customers.
1.
2.
It facilitates trade for UK businesses abroad UK businesses trade 20 times2 as much with
countries where there are daily flights than
those with less frequent or no services.
It opens up the UK product market to
competition,
increasing
choice
for
consumers, spurring businesses to be more
efficient, which in turn lowers prices and
raises profits.
3.
It allows UK businesses better access to
global labour markets.
4.
It brings foreign visitors to the UK - over 80
percent2 of long haul foreign visitors come to
the UK via Heathrow.
As a member of one of the largest airline groups in
the
world,
British
Airways
contributes
significantly to global economic prosperity.
Aviation plays a vital supporting role in economic
growth, particularly in developing countries, by
increasing access to international markets and the
availability of the benefits of globalisation.
1 Air
Whilst these effects are well understood, they are
inherently difficult to quantify. However,
according to Frontier Economic's report
'Connecting for Growth' (2011)2, the value of the
aviation network at Heathrow in terms of its
contribution to GDP is some £11 billion, of which
around £7 billion is the effect of foreign visitors
spending.
British Airways’ economic footprint is global. We
connect people, places, communities, and cultures
bringing direct and lasting benefits to many
communities.
We recognise our role as a contributor to a
sustainable UK economy through facilitating trade
and relations, encouraging direct inward
investment and supporting communities through
employment.
Indeed, British Airways supports some 90,000
current and retired employees across the UK and
invests almost £2.5 billion throughout the UK
supply chain.
From our Engineering facilities in Glasgow and
Cardiff, our airport operations across the UK to our
head office near Heathrow airport – British
Airways is actively engaged and committed to
spurring growth and opportunity throughout the
UK. Our graduate and apprenticeship schemes (see
section 7.5.4) also serve to promote and develop
future talent.
Transport Aviation Group, http://aviationbenefits.org/media/26786/ATAG__AviationBenefits2014_FULL_LowRes.pdf
2 http://www.frontier-economics.com/publications/connecting-for-growth-2/
12
WHO WE ARE
5
OUR
APPROACH TO
SUSTAINABILITY
RESPONSIBLE
FLYING FOR
EVERYONE
THE
BENEFITS OF
AVIATION
MITIGATING OUR
ENVIRONMENTAL
IMPACT
.
ENRICHING
LIVELIHOODS
AND
COMMUNITIES
MITIGATING OUR ENVIRONMENTAL IMPACT
5.1 Environmental context .................... 14
5.2 Environmental goals and
targets ..................................................... 15
5.3 Climate change .................................... 17
5.4 Fleet age and renewal ...................... 31
5.5 Aviation noise ...................................... 32
5.6 Local air quality .................................. 39
5.7 Waste and recycling .......................... 42
5.8 Water ....................................................... 44
5.9 Biodiversity........................................... 44
13
BEING A
RESPONSIBLE
BUSINESS
APPENDICES
WHO WE ARE
OUR
APPROACH TO
SUSTAINABILITY
RESPONSIBLE
FLYING FOR
EVERYONE
THE
BENEFITS OF
AVIATION
MITIGATING OUR
ENVIRONMENTAL
IMPACT
.
ENRICHING
LIVELIHOODS
AND
COMMUNITIES
BEING A
RESPONSIBLE
BUSINESS
APPENDICES
5.1 ENVIRONMENTAL CONTEXT
British Airways is committed to addressing its
environmental responsibilities. We recognise that
although air travel is vital to the economies of the
UK and other countries we fly to, our operations
have an impact on the environment.
As part of our wider business strategy, we aim to
set the standard for safe, responsible aviation and
we have a comprehensive programme of initiatives
and targets designed to alleviate our impacts on
the environment.
Sustainable business growth requires us to
address our environmental impacts, both globally
and locally. Leadership and collaboration is vital in
achieving our goals, across our industry and with
our regulators. As part of this, we participate in
stakeholder groups such as Sustainable Aviation in
the UK, the European Leaders of Sustainable
Biofuels, the International Air Transport
Association (IATA) Environment Committee and
the International Civil Aviation Organization
(ICAO) Committee on Aviation Environmental
Protection.
14
We work constructively with organisations
concerned for the environment, including
government and international institutions to
ensure compliance with relevant legal or
regulatory requirements. We continuously strive
to improve our environmental performance and
set stretching objectives. We undertake open
dialogue on our environmental programmes with
our customers and other external stakeholders.
For information on our data calculation
methodologies, see appendix 8.4 page 83.
WHO WE ARE
OUR
APPROACH TO
SUSTAINABILITY
RESPONSIBLE
FLYING FOR
EVERYONE
THE
BENEFITS OF
AVIATION
MITIGATING OUR
ENVIRONMENTAL
IMPACT
.
ENRICHING
LIVELIHOODS
AND
COMMUNITIES
BEING A
RESPONSIBLE
BUSINESS
APPENDICES
5.2 ENVIRONMENTAL GOALS AND TARGETS
ENVIRONMENTAL GOALS AND TARGETS
Goals
Targets and actions
Climate change: advocate
a responsible global
regulatory approach to the
aviation industry on climate
change that is cost-effective
and minimises market
distortions.
Collaborate with IATA to develop
and promote pragmatic policy
recommendations for a global
market-based measure.
Progress in 2013
We played a key role in achieving global
agreement at the International Air
Transport Association (IATA) Annual
General Meeting in June 2013 on detailed
mechanisms for achieving Carbon
New target: work with industry
Neutral Growth from 2020.
and stakeholders to support
detailed development of a global
market-based mechanism by the
2016 International Civil Aviation
Organisation (ICAO) Assembly.
Press for the EU ETS to evolve in a The EU has amended the ETS to cover
way that avoids distortions and
only flights within the European
disputes.
Economic Area from 2013 until 2016.
This reduces the risk of distortions and
disputes. In 2016, the scope will be
reviewed in light of progress at ICAO.
Climate change:
accelerate the
implementation of
sustainable low-carbon
fuels into the aviation
industry.
Climate change: improve
carbon efficiency through a
programme of targeted
initiatives.
Work with low-carbon fuel
developers to implement
sustainable supply chains for
alternative fuels before 2020.
Continued to progress the Greensky
project with key decisions on site,
technology, financing.
Deliver our sustainable fuel
facility called Greensky.
Influence UK and EU regulators to
establish positive incentives for
sustainable low-carbon aviation
fuels.
Worked with a number of groups to
lobby on the key role that advanced
biofuels derived from waste can play in
decarbonising aviation. These included
Leaders of Sustainable Biofuels and the
EU Flightpath in Europe and Sustainable
Aviation in the UK.
25 percent improvement in
carbon efficiency from 111g CO2/
pkm in 2005 to 83g CO2/pkm in
2025.
101.7 g CO2 /pkm in 2013.
48,000 tonnes CO2 reduction due
to fuel efficiency initiatives in
2013.
43,278 tonnes CO2 reduction in 2013.
New target: 96,000 tonnes CO 2
reduction due to aircraft fuel
efficiency initiatives over 2014
and 2015.
15
WHO WE ARE
OUR
APPROACH TO
SUSTAINABILITY
RESPONSIBLE
FLYING FOR
EVERYONE
THE
BENEFITS OF
AVIATION
MITIGATING OUR
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ENVIRONMENTAL GOALS AND TARGETS (continued)
Goals
Targets and actions
Progress in 2013
carbon efficiency through a
programme of targeted
initiatives (continued).
A 5 percent reduction in ground
energy use in our buildings for
2013 against 2012.
During 2013, we reduced our like for like
ground energy by 5.8 percent and saved
5,565 tonnes CO2.
New target: 20 percent
reduction in ground energy use
by 2020 compared to 2013.
Reduce the effects of climate
change along our supply chain.
We have expanded data collection on
forest risk commodities and included
carbon efficiency targets into catering
supplier contracts.
information for, and
discussion with, customers
on climate change issues.
Provide option for customers to
support low-carbon initiatives in
the booking process on our main
website, ba.com. Develop up to
four projects a year.
Conducted customer research on climate
communications and as a result upgraded
the point of sale Carbon Fund offering.
The Fund supported four community
energy projects in 2013 with a combined
community benefit of almost £750
thousand over the projects' lifetimes.
Noise and air quality:
minimise impacts of
aviation noise on local
communities and aviation
emissions on local air
quality.
Reduce average noise per flight by We continue to liaise with aircraft
15 percent by 2018 compared to manufacturers to achieve the earliest
2008.
practical entry for our new aircraft.
Waste and recycling:
minimise waste, reduce
disposal to landfill and
increase reuse and
recycling.
60 percent recycling by 2015 at
our main bases of Heathrow and
Gatwick.
45 percent of waste recycled at Heathrow
and Gatwick (this includes re-use,
recycling, composting and liquid
recovery).
Increase level of recycling of
onboard waste.
Segregation of aluminium cans on long
haul flights into Heathrow and Gatwick.
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5.3 CLIMATE CHANGE
Climate change is our most significant
sustainability issue. The vast majority of British
Airways’ climate impact (approximately 99
percent) results from greenhouse gas emissions
released through the burning of fossil-based jet
fuel in aircraft engines.
These goals have been adopted by the entire
aviation industry. British Airways actively
participated in industry collaboration to develop
them.
The international community’s aim is to limit
greenhouse gas concentrations in the atmosphere
so that global temperatures do not increase by
more than 2°C by 2050. We want to ensure the
aviation industry makes a fair contribution
towards achieving this aim.
Our climate action plan covers a wide range of
initiatives that will contribute towards achieving
these goals. Fundamental to our business is fuel
conservation and the introduction of new fuelefficient aircraft. These initiatives contribute
directly to improvements in our carbon efficiency,
as seen by reductions in carbon dioxide emissions
per passenger kilometre (CO2 /pkm).
The industry goals are to reduce net carbon
dioxide emissions through a cap on emissions
from 2020 (Carbon Neutral Growth), and a 50
percent cut in net CO2 emissions by 2050 relative
to 2005.
Fuel efficiency is a focus for all airlines, but our
action plan goes much further than this. British
Airways is developing innovative solutions to
producing sustainable fuels. We were the first
airline to take part in carbon trading in 2002 and
Climate target: 50 percent cut in net CO2:
The ‘New aircraft technology &
operational
measures’
area
represents savings from new fuelefficient aircraft and operational
improvements.
The ‘Purchase of emissions reductions’
area
represents
the
emissions
reductions made in other sectors
through carbon trading.
The
‘Demand
reduction’
area
represents the reduction in flying due
to the inclusion of carbon costs in
airfares.
Gross CO2 is a measure of the
organisation's Scope 1 and 2 CO2
emissions before deducting indirect
emissions
reductions
(e.g.
participation in emissions trading).
The ‘Sustainable low-carbon fuels’
area represents the benefit from using
new low-carbon fuel.
Net CO2 is a measure of the
organisation's CO2 emissions after
accounting for all indirect emissions
17
reductions (e.g. emissions reductions
from participation in emissions
trading).
The lowest line is the net emissions
level achieved once all emissions
reduction actions are in place.
This chart describes CO2 emissions,
rather than CO2e and hence shows
slightly lower figures of around 1
percent.
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we are supporting international regulation on
climate change using carbon trading. We also
engage with our customers through our Carbon
Fund that is offered at the time of booking a flight
on ba.com.
Governments need to do their part in achieving
aviation climate change goals. To meet the goals,
and avoid market distortion, globally coordinated
government action is essential – for example, in
implementing
market
based
measures,
simplifying airspace, setting technology standards
and incentivising the use of sustainable fuels.
The ‘climate target: 94 percent cut in net CO 2’
diagram illustrates the CO2 savings associated
with elements of our climate action plan that will
ensure our goals are met.
5.3.1
A
responsible
global
regulatory approach on climate
change
Targets:
 Collaborate with IATA to develop and
promote
pragmatic
policy
recommendations for a global marketbased measure.
 New target: work with industry and
stakeholders to support detailed
development of a global market-based
mechanism by the 2416 International
Civil Aviation Organisation (ICAO)
Assembly.
We support global regulation of aviation
emissions through multilateral agreement at the
International Civil Aviation Organisation (ICAO).
We call on governments to introduce a costeffective global market-based measure to cap net
aviation emissions at 2020 levels. We support a
50 percent reduction in net carbon emissions by
2050, relative to 2005.
Through
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the
International
Air
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Association (IATA), British Airways has helped to
develop practical solutions to help governments
prepare global climate regulation.
In October 2013, governments in ICAO agreed to
develop by 2016 a global market-based measure
for international aviation emissions. We are
encouraged by this progress and look forward to
contributing to a timely, equitable and effective
global agreement.
The global market-based measure should:

Ensure the 2020 emissions cap (Carbon
Neutral Growth) is achieved.

Apply equally to all airlines flying a route,
regardless of nationality.

Define equitably individual
compliance obligations.

Take
into
account
states’
special
circumstances and respective capabilities.

Enable
centralised
compliance assurance.
operators’
reporting
and
A global approach is needed to avoid an
ineffective, costly and distortive patchwork of
different policies being applied around the world.
Governments must act urgently and collectively
to avoid such a damaging patchwork of
regulations for aviation’s emissions, by actively
engaging in developing steps to a global approach
through ICAO.
We will continue to play an active part in helping
governments to make progress.
Next steps:
 Work
with industry partners and
stakeholders to support detailed
development of a global market-based
mechanism by the 2416 ICAO Assembly.
Transport
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EU Emissions Trading System (EU ETS)
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5.3.2 Sustainable low-carbon fuels
Target:
Targets:
 Press for the EU ETS to evolve in a way
 Work with low-carbon fuel developers
that avoids distortions and disputes.
In 2012, all flights in and out of the European
Union were to be included in its emissions trading
system, with the first carbon payments due to be
made in 2013.
Following significant international opposition and
the potential threat of retaliation to the scheme, at
the end of 2012 the EU announced that it would
suspend the coverage of all flights between EU and
non-EU states, for one year.
This was referred to as ‘Stop the clock’ and would
allow time for development of a global marketbased approach through ICAO in the lead up to the
38th General Assembly in October 2013. In the
meantime, the EU ETS still applied to those flights
that both took off and landed in the EU.
Following the ICAO General Assembly in October,
where there was an agreement to progress a
global market-based measure by the next General
Assembly in 2016, the EU has agreed that for the
period to 2016, the scope of the EU ETS will be
limited to flights that take-off and land in the
European Economic Area. This decision will be
reviewed in 2016 following the ICAO Assembly.
British Airways was the first airline to take part in
carbon trading in 2002 and has consistently
supported carbon trading as the most effective
way to reduce aviation's emissions. The long term
solution must be a global approach led by ICAO,
with whom the industry must and will continue to
work closely.
to implement sustainable supply
chains for alternative fuels before
2424.
 Influence UK and EU regulators to
establish positive incentives for
sustainable low-carbon aviation fuels.
British Airways is committed to the development
of sustainable low-carbon aviation fuels and we
are advocating:
(1) The prioritisation of sustainable low-carbon
aviation fuels manufactured from bio-based
wastes and residues, which avoid the land use and
food conflicts that are often associated with cropbased fuels.
(2) The standards of the Roundtable on
Sustainable Biomaterials (RSB) which were
recognised by the World Wildlife Fund
International (WWF) during 2013 as the best
performing standard for sustainable fuels and
biomaterials.
(3) The introduction of measures to mitigate
Indirect Land Use impacts such as the standard
proposed for Low Indirect Impact Biofuels (LIIB)
developed by the WWF and others.
(4) Greater harmonisation of sustainability
standards and life cycle assessment. These must
take account of the full life cycle impacts of fuel
production. This means that as well as indirect
impacts such as tropical deforestation associated
with Indirect Land Use change, we believe that the
positive climate impacts from diverting waste
from landfill should also be accounted for.
During 2013, much of the policy landscape in
Europe on sustainable low-carbon aviation fuels
was overshadowed by the ongoing debate on
Indirect Land Use Change. Many policy issues
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remain unresolved and are now likely to stay on
the legislative agenda until after the EU’s
parliamentary elections in May 2014. This has led
to a slowing down of investment in the sector as
sustainable low-carbon aviation fuel producers
continue to look for investment opportunities
outside Europe. The development of advanced
fuels technologies, which are far more suited to the
processing of wastes and residues, could greatly
improve the availability of fuels suitable for use in
aviation. A more supportive EU policy framework
is needed.
We are encouraged by the recognition by the EU
and a number of NGOs that waste-based fuels can
offer a highly sustainable alternative to fossil fuels.
The International Council on Clean Transportation
report identified 220 million tonnes of waste that
could be sustainably converted into fuels,
providing almost 50 million tonnes of fuel
(equivalent to the EU’s fuel requirement for
international aviation)3.
In the USA, new fuels are being tested and seven
distinct fuel pathways are now progressing
through the relevant approvals process with the
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standards and testing organisation ASTM
International4. These include new alcohol-to-jet
and sugar-to-jet pathways, as well as novel
hydrogenated oils, all of which are increasing the
potential for the production of sustainable lowcarbon aviation fuels.
In the UK, the government announced the creation
of a grant fund for advanced fuel production and
this will be awarded during 2014. Aviation fuels
will be eligible to apply for this. Presently the UK
does not provide incentives for aviation fuels. To
enable production on a larger scale, governments
need to provide equivalence with road transport
fuels within any incentive schemes.
We are collaborating with a number of industry
groups to progress this important work towards
accelerating implementation of sustainable fuels:

Leaders of Sustainable Biofuels is an
organisation
representing
European
advanced fuels producers committed to
developing fuels from wastes, residues and
non-food crops.
Illustration of the future Greensky sustainable fuel facility:
3 Wasted:
Europe's Untapped Resource, An Assessment of Advanced Biofuels from Wastes & Residues. Pete Harrison, Chris Malins,
Stephanie Searle, Anil Baral, David Turley, Lucy Hopwood. Feb 2014.<http://www.theicct.org/wasted-europes-untapped-resourcereport>, p.6.
4 ASTM International is an international standards organisation.
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
The EU Flightpath programme with the EU
Commission to build increased policy
support in Europe and has a target to
produce two million tonnes of sustainable
aviation fuels by 2020.

The Sustainable Aviation5 Fuels Users Group
(SAFUG) – this group has continued to grow
and now includes 27 airline members
together with Boeing, Airbus and other
manufacturers – representing approximately
a third of all aviation fuel users in the world.

In the UK, the Sustainable Aviation group is
working to develop a biofuels roadmap for
the deployment of sustainable low-carbon
aviation fuels in the UK.
British Airways and Solena Greensky project
Target:
 Deliver our sustainable fuel facility
called Greensky.
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GreenSky London is our flagship project to
construct an advanced fuels facility that will
convert around 500,000 tonnes each year of waste
normally destined for landfill into 50,000 tonnes of
sustainable low-carbon jet fuel, 50,000 tonnes of
biodiesel and 20,000 tonnes of bio-naphtha.
The process uses waste that is left over once all
recyclable material has been removed and is
usually sent either to landfill or to incineration. As
well as the low-carbon fuels produced, bionaphtha can be used to make renewable plastics or
blended into other fuels, and the process also
produces a solid aggregate-type material that can
be used in construction and road building.
Most of the work during 2013 focused on the
completion of the pre-front end engineering and
design (Pre-FEED) and on-site selection and
development, including the ecological survey and
impact assessment work needed to develop a
project of this scale.
British Airways has committed to buying the jet
fuel produced by the plant for eleven years,
through an off-take agreement, equating to
US$550 million at today’s prices. We will also be
IAG group chief executive, Willie Walsh visits site of Greensky project:
5
Sustainable Aviation is a UK aviation industry group promoting sustainable development of aviation, see
www.sustainableaviation.co.uk for more details.
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an investor in the project. The British Airways offtake agreement represents the largest advanced
biofuel commitment made to date by an airline.
The British Airways and Solena partnership
project represents a significant investment in new
green technology in the UK. It will provide an
innovative sustainable green energy and lowcarbon fuel solution for the UK’s aviation sector.
GreenSky London has signed an exclusive option
on a site for the facility, and consent work for the
site has begun. The facility will create over 150
operational jobs, and 1,000 construction jobs.
The chosen location for the project is the Thames
Enterprise Park, part of the site of the former
Coryton refinery in Thurrock, Essex. The project
will provide much needed regeneration for this
area after the closure of the oil refinery in 2012.
The site has very good transport links and is at the
head of a fuel pipeline that serves London’s
airports.
Barclays has been appointed as advisor to explore
the funding opportunities through export credit
agencies.
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All the fuels had potential as drop-in replacements
for fossil kerosene and will go forward for further
testing to allow the fuels to become certified for
use in commercial aviation. Full results will be
published early in 2014 and will be shared with
the wider aviation community as part of our
commitment to furthering scientific and technical
understanding of the potential of sustainable
fuels. Sustainability assessments on the early
production of the fuels highlighted the potential
for these to be sourced from sustainable feedstock
in future.
Next steps:
 Continue
to progress the Solena
Greensky waste to low carbon fuels
project at Coryton, Essex through the
planning and permitting process.
 Publish
the full technical and
sustainability reports for the BA-Rolls
Royce research study into novel
sustainable low carbon fuels which
was carried out in conjunction with
Sheffield University.
During 2013 the final four fuels were tested at
Sheffield University using specially designed test
rigs. The aim of this was to assess the
compatibility of the fuels with existing aircraft
22
APPENDICES
fuel systems. Engine operation and emissions
profiles have also been measured. By varying the
levels of aromatics in the fuels we were able to
measure the impact on seal performance and
emissions. Fuels with lower aromatics led to a
marked decrease in the emissions of particulate
species, which will have benefits for air quality.
British Airways provided a 737 Auxiliary Power
Unit (APU) to Sheffield University for combustion
and emission testing.
British Airways and Rolls Royce alternative
fuels programme
The British Airways Rolls-Royce novel fuels
programme completed the rig and emissions
testing phase. Supported by the US Federal
Aviation CLEEN (Continuous Lower Energy,
Emissions and Noise) framework, the project aims
to help the aviation sector find additional
sustainable fuels. The testing evaluated new,
sustainable alternative fuels with the potential to
be included in national and international aviation
fuel specifications.
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5.3.3 Carbon Footprint
Leadership Index for transparency in emissions
reporting.
During 2013, British Airways implemented a
sustainability data management system as part of
efforts to promote active carbon data tracking and
management across the organisation. As part of the
International Consolidated Airlines (IAG) group,
we achieved a ranking on the Carbon Disclosure
The diagram below illustrates the greenhouse gas
emissions associated with our business, including
those from the broader supply chain.
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Our greenhouse gas emissions (Scope 1 & 2)
Our total Scope 1 & 2 emissions for 2013 were
18,175,584 metric tonnes of carbon dioxide
equivalent (CO2e) as illustrated in the chart below.
This is an increase from 2012, when we emitted
17,736,612 metric tonnes CO2e. As over 99
percent of our emissions result directly from
flying activity, increased activity or periods of
disruption directly impact our greenhouse gas
footprint.
In 2013, British Airways transported the
equivalent of 177.0 billion passenger kilometres 6
compared to 172.3 billion in 2012. Therefore,
despite an increase in our overall carbon footprint,
emissions per passenger reduced, as described in
section 3.3.4 ‘carbon efficiency’.
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Scope 2 (<1%): Indirect emissions from
purchased electricity, heat, or stream. For British
Airways, an example is electricity consumption at
our facilities produced off-site by our energy
supplier.
For further detail on the calculation methodology,
refer to appendix 8.4 page 83.
Scope 1 and 2 emissions in metric tonnes of
Carbon dioxide equivalent (CO2e):
Scope
2013
2012
2011
1
18,087,654
17,634,509
17,152,223
2
87,930
102,103
97,171
17,736,612
17,249,394
1 and 2 18,175,584
Calculation methodology
The emissions from British Airways’ operations
are split across Scope 1 and 2 as defined in the
Greenhouse Gas Protocol (see appendices for
calculation methodology). From 2013 onwards,
our default emissions reporting unit will shift from
CO2 to CO2e. Our 2011-13 emissions in this report
have been adjusted retrospectively to reflect this
shift to CO2e.
Scope 1 (99%): Direct emissions from energy
consumed directly by British Airways, such as
burning jet fuel. Since 2012, our Scope 1 emissions
include all freighters flying on a British Airways
flightplan and all six Kyoto gases.2011
Scope 1 and 2 - Carbon dioxide equivalent
(CO2e) emissions:
2011
17.2
2012
17.7
2013
18.2
15.0
15.5
6 To
16.0
16.5
17.0
17.5
18.0
18.5
Millions
track our organisational efficiency, we convert cargo-tonne kilometres into 'equivalent passenger kilometres' (EPKs) using each
aircraft type's average passenger and bag weights.
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from each element of our supply chain in log scale.
Scope 3 accounts for greenhouse emissions along
our value chain. Comprehensive Scope 3 reporting
gives us a fuller picture of the emissions required
in airline operations, and this data allows us to
manage GHG-related risks and opportunities.
Our supply chain’s greenhouse gas emissions
Building on progress in 2012, we are again
reporting Scope 3 emissions from across our
supply chain. The most notable addition in 2013 is
the estimated emissions from construction of our
aircraft fleet. The chart below shows the emissions
Our supply chain's greenhouse gas emissions (Scope 3 ):
Fossil fuel production
3,742,163
Aircraft manufacture and disposal
944,559
3rd-party freighters
42,898
RFS cargo trucking
13,067
Catering - Heathrow (2/3)
12,474
Fuel trucking
1,358
Employee commuting - staff buses
687
Aircraft refuelling trucks
457
Business travel - road
370
Water supply and treatment - UK
199
Business travel - flyi ng
94
Waste - landfill gases
41
Waste - waste to energy
38
Waste - recycling
32
1
100
10,000
1,000,000
100,000,000
Tonnes CO2e in logarithmic scale
Fossil fuel production: emissions from energy required for
the upstream extraction, refining, and transportation of jet fuel
and electricity.
Aircraft manufacture and disposal: emissions from energy
use required for initial manufacturing and eventual disposal of
an aircraft, prorated for one year of the entire fleet’s life.
3rd-party freighters: refers to emissions from carriers
transporting goods on behalf of British Airways, primarily
cargo freighters.
RFS cargo trucking: vehicle emissions from our cargo
operation's Road Feeder Service
Caterers - Heathrow (2/3): emissions from the operations
of our long haul and one of two short haul catering suppliers at
Heathrow.
Fuel trucking: emissions from ground vehicles of logistics
companies which transport jet fuel on our behalf.
Employee commuting—staff buses: emissions resulting
from our UK colleagues' commute to work using our staff
buses.
25
Aircraft refuelling trucks: emissions from a supplier's
ground vehicles which refuel our aircraft at Heathrow.
Business travel -road: emissions from colleague travel by
personal vehicle captured in mileage claims.
Water supply and treatment: emissions resulting from the
supply and subsequent treatment of water. (change to where
relevant)
Business travel - flying: emissions from colleague travel on
non-British Airways flights.
Waste - landfill gases: waste which is non-recyclable and
unfit for incineration is sent to landfill. The decomposition of
waste produces greenhouse gases (primarily methane) which
leaks into the atmosphere and contributes to climate change.
Waste - waste to energy: emissions from incinerating nonrecyclable materials to generate electricity and recover heat.
Waste - recycling: emissions from energy use required to
recycle waste materials.
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Aircraft fuel efficiency
5.3.4 Carbon efficiency
Target:
Targets:
 29 percent improvement in carbon
 48,444 tonnes CO2 reduction due to fuel
efficiency initiatives in 2413.
efficiency from 111g CO2/pkm in 2449
to 83g CO2/pkm in 2429.
 New
target: 96,444 tonnes CO 2
reduction due to aircraft fuel efficiency
initiatives over 2414 and 2419.
British Airways is committed to improving its
carbon efficiency by 25 percent by 2025 against a
2005 baseline – down to 83g CO2 per passenger
kilometre. In 2013, our carbon efficiency
performance improved slightly to 101.7g CO2 per
passenger kilometre. Despite the positive effect of
introducing new aircraft into the fleet, overall
cargo load factors were lower than in 2012,
impacting performance. Details of our carbon
efficiency calculation methodology are presented
in appendix 8.4.4 page 84.
In 2013 the business focus was to fully integrate
our new fuel efficient aircraft types (Airbus A380
and Boeing 787) into service. Furthermore, to
support our fuel efficiency programme, we are
investing in a dedicated fuel efficiency team which
will be fully functional in 2014. The structure will
encompass Flight Operations, Network Operations
and Engineering as its three key pillars. Its
purpose is to reduce and report our fuel
Carbon efficiency - performance and targets (grammes of CO2 per pax-km):
115
110
105
100
95
90
85
80
2005
2007
2009
2011
Actual
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2013
2015
Projection
2017
2019
2025 target
2021
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2025
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consumption in these operational areas and
therefore lower costs and reduce CO2. This
development emphasises the importance of fuel
efficiency in our business strategy.
We successfully rolled out the use of reduced
engine taxiing (on departure) on the Airbus fleet.
This allows the crews to taxi out on one engine
where suitable. This saves 3,000 tonnes of fuel and
over 9,450 tonnes of CO2 at Heathrow annually.
We continue to work with Air Traffic Control at
Heathrow to improve this procedure in order to
gain more efficiencies.
To provide training and create awareness of fuel
conservation within our flight crew community,
we published a guide entitled ‘Best Practices in
Fuel Management’.
We are continually working within the framework
of Single European Sky ATM Research Programme
(SESAR)7 developing future airspace changes and
new flying procedures such as Time Based Spacing
(TBS)8 which improves delays during strong
winds.
Next Steps:
 Colleague
engagement in efforts
toward
embedding
active
management and communication of
energy and emissions data using the
new sustainability data management
system.
 Development of a new ground energy
reduction target for 2424.
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5.3.5 Ground energy
Targets:
 A 9 percent reduction in ground
energy use in our buildings for 2413
against 2412.
 New target: 24 percent reduction
in ground energy use by 2424
compared to 2413.
Emissions generated through the use of our
buildings account for 0.6 percent of our total
greenhouse gas emissions. Throughout 2013, we
have made significant progress in reducing the
amount of carbon generated through the gas and
electricity that we use to heat and power our
buildings.
Having achieved our five-year energy reduction
target of 20 percent in 2012, we set ourselves
another ambitious target of a further 5 percent
reduction during 2013. We exceeded this target by
reducing our like-for-like energy consumption by
5.8 percent and cutting our carbon impact by
5,565 tonnes of CO2.
We know that there are still further energy
reductions to be realised and have set ourselves a
challenging new target of a 20 percent energy
reduction by 2020 against a 2013 baseline.
Throughout the last year, our new Facilities
Management
service
partner
has
been
implementing innovative energy-led maintenance
plans across our buildings. A key part of our
carbon management strategy is energy efficiency
coaching for our colleagues and service partners.
Over 70 percent of the power used in our UK
property portfolio is supplied by the airport
operators, which makes collaborative working
7 SESAR
is the European air traffic control infrastructure modernisation programme. Its aim is to develop a new generation of air traffic
management system capable of ensuring the safety and fluidity of air transport worldwide.
8 TBS is a new method to separate arriving aircraft at Heathrow by time instead of distance which will reduce delays and cancellations
due to high headwinds.
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with our landlords on energy reductions both
mutually beneficial and rewarding. In 2013 we
joined the newly formed Heathrow Sustainability
Partnership Energy Working Group. Through this
working group we share energy reduction best
practice with other airport tenants and operators,
helping to guide airport energy projects and
metering strategies, in turn delivering the quickest
and most sustained energy savings.
Our ongoing buildings consolidation strategy has
also helped meet our energy reduction targets. By
relocating staff and processes into refurbished and
more energy-efficient buildings we have achieved
meaningful savings.
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originating from sustainable sources. We have set
the aspiration to have zero deforestation risk from
the products that we use and offer to our
customers.
As part of our submission to the Carbon Disclosure
Project we report consumption of commodities
that drive deforestation, such as palm oil, soy, beef,
timber and biofuels. In 2012 our forest footprint
was estimated as a minimum of 193 acres,
compared to 127 acres in 2011. This increase is
due to refinement of the calculation methodology.
Forest footprint by commodity (acres) in
2012:
In
addition
to
a
focus
on
mitigation
of
5.3.6 Avoiding deforestation
Deforestation is responsible for around 18 percent
58
TIMBER
Target:
102
 Reduce the effects of climate change
14
along our supply chain.
BEEF
PALM
SOY
19
of global carbon emissions and its avoidance is
widely regarded as one of the fastest and most cost
effective ways to reduce emissions.
British Airways has an impact on deforestation
indirectly through products that we consume and
offer to customers, including food. There is also a
risk of deforestation caused by some input
feedstocks used to produce biofuels9. For this
reason we only support advanced, ‘second
generation’ low-carbon fuels that have low or no
risk of deforestation.
deforestation risk from commodities, an important
mechanism for avoiding deforestation is valuing
the standing forest appropriately through carbon
markets. Significant progress has been made in
developing REDD+10 credits as an additional
instrument to meet obligations in carbon trading
markets. There is an opportunity for our industry
to support these instruments in the development
of a global market-based measure to achieve
Carbon Neutral Growth targets for the aviation
sector.
Through engagement with our suppliers, we have
sought to quantify our ‘forest footprint’ and the
extent to which products are certified as
The risk of increasing pressure on global deforestation by using energy crops as a feedstock to produce biofuels is an example of
negative Indirect Land-Use Change (ILUC).
10 REDD+: Reducing Emissions from Deforestation and forest Degradation in Developing countries: and the role of conservation,
sustainable management of forests and enhancement of forest carbon stocks in developing countries.
9
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Next steps:
Work with suppliers to:
 Improve completeness and accuracy of
our forest footprint data and expand
data capture from overseas suppliers.
 Encourage the use of more sustainable
alternatives from certified sources.
 Promote REDD+ as a cost effective
option for meeting future global
aviation targets.
5.3.7 Customer carbon fund
Targets:
 Provide
option for customers to
support low-carbon initiatives in the
booking process on our main website,
ba.com.
 Develop up to four projects a year.
For the last two years, British Airways customers
have been supporting a range of community-based
sustainable energy projects across the UK through
their donations to the Carbon Fund. Our fund
charity partner, Pure Leapfrog, provides valuable
advice and funding for community schemes in the
form of low interest loans supplemented by
grants.
British Airways and Pure Leapfrog work
collaboratively to identify community-based
projects that have a strong social impact. Pure
Leapfrog has support from the government-
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backed social investment organisation Big Society
Capital (BSC)11 that enables funds from BSC to
supplement passengers’ donations. Projects not
only reduce carbon emissions, but also reduce
energy bills and attract government subsidies like
the Feed-in Tariff12 and Renewable Heat
Incentive13.
We continued our focus on community-led sports
facilities in 2013 with our third project: supplying
a biomass boiler to Camelford Leisure Centre in
Cornwall.
The centre provides much-needed services to the
community, offering a 20 metre swimming pool
and a sports hall with a range of health and fitness
activities. The leisure centre would not have been
financially viable in the medium to long-term
without the installation of the biomass boiler
which helps to keep costs down. The boiler uses
wood pellets sourced from local sustainably
managed forests within Cornwall. The pool serves
eight local primary schools that depend on the
centre for their sport activities.
The community benefit for this project is
estimated to be around £615,000 over the
project’s life with a lifetime carbon reduction of
2,300 tonnes.
In Belfast, Action Renewables14 worked with
Lough View School to install a solar PV system to
supply renewable energy to the school and
provide valuable educational resources. Lough
View was one of the first integrated primary
schools in Northern Ireland. The school provides
an environment where children of Catholic,
Protestant and other religions and backgrounds
can learn and play together. Income generated by
the installation will be used to support Action
Renewables’ charitable activities as well as further
environmental projects at the school.
11 For
more information, please see www.bigsocietycapital.com
more information, please see www.gov.uk/feed-in-tariffs/overview
13 For more information, please see www.gov.uk/renewableheatincentive
14 Action Renewable is a Belfast based organisation of renewable energy experts, their aim is to facilitate, educate and advise public
and private bodies on renewable energy.
12 For
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Solar panels installed at Lough View School
funded through the Carbon Fund:
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enjoyment of the natural environment and
encourages people of all ages and abilities to
explore and discover nature. Set in 2.5 acres in Iver
Heath, Bucks, the centre offers a range of facilities
and activities for young people, families and
people with disabilities.
The centre can now take advantage of Solar PV
with an estimated total community benefit of
£29,868 and a lifetime carbon reduction of 68
tonnes.
Solar panels installed at the Iver
Environment Centre funded through the
Carbon Fund:
The community benefits for this project are
estimated at £54,000 over the lifetime of the
project with a lifetime carbon reduction of 130
tonnes.
Our fifth project is located within walking distance
from our Headquarters near Heathrow at a school
in the village of Harmondsworth.
In 2010, the school joined the Eco-Schools15
initiative and has carried out a number of projects
to educate children about recycling and waste
reduction, as well as undertaking recording and
monitoring measures as an integral part of the
programme.
Thanks to donations through the Carbon Fund, we
installed low energy LED lights in the classrooms.
The community benefit calculated for the LED
lights is around £49,300 with a lifetime carbon
reduction of 120 tonnes.
Our most recent project for 2013 is also not far
from Heathrow. Iver Environment Centre offers a
range of activities that promote awareness and
Next steps:
 We have more school and community
projects planned in the UK during
2414 and we also will be taking the
carbon fund overseas to help
communities near Mombasa, Kenya.
15 Eco-schools
is an international award programme that guides schools on their sustainability journey providing a framework to help
embed these principles into the heart of school life.
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5.4 FLEET AGE AND RENEWAL
As of December 31st 2013, our fleet comprised
280 aircraft, compared to 271 on December 31st
2012. This increase is due to the introduction of
Airbus A380 and Boeing 787 aircraft, as well as
taking delivery of two new Boeing 777 and three
new Airbus A320s. The Boeing 737, 747, and 767
fleets have started to reduce in size following
replacement by newer aircraft types.
The average age of the fleet in December 2013 was
12.8 years. The table below shows the current
British Airways fleet, our expected fleet for 2016,
and planned deliveries.
emissions, were key considerations in choosing
Airbus A380 and Boeing 787 aircraft, as they are
cleaner, quieter and more efficient than the
aircraft they replace. Adding them to our fleet will
contribute significantly towards our targets on
noise, air quality and carbon efficiency.
The Boeing 787 is 20 percent more fuel-efficient
than the Boeing 767 it is replacing. The Airbus
A380 is 16 percent more fuel-efficient than the
Boeing 747 it is replacing.
The first of our new Airbus A380 and Boeing 787
aircraft arrived during 2013, and will offer
substantial
improvements
in
terms
of
environmental impact and experience for our
customers.
Although the overall size of our fleet will not
change significantly between now and 2016, by
this time many of our older and less efficient
aircraft will have been taken out of service and
replaced by the next generation of aircraft.
Environmental performance, including noise and
British Airways aircraft fleet:
Aircraft
2013
2016
Total planned deliveries post
2013
115
130
16
Airbus A380
3
12
9
Boeing 747
51
39
0
Boeing 767
20
7
0
Boeing 777
54
58
4
Boeing 787
4
21
38
Other
33
19
21
280
286
88
Airbus A320 family
Total fleet
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5.5 AVIATION NOISE
our Airbus and B737 fleets and plan to
extend these further across our operation.
We also make widespread use of Continuous
Descent Approach (CDA) procedures that
reduce fuel burn and noise when
approaching to land. Additionally, we have
completed evaluations of steeper approach
angles and a variety of new procedures that
use the new navigational accuracy available
to modern aircraft.
Target:
 Reduce average noise per flight by 19
percent by 2418 compared to 2448.
We recognise that whilst providing an
economically vital service, our operations also
create noise impacts for communities around the
airports we operate from. This is particularly true
of our home base at Heathrow which is one of the
world’s busiest airports, located to the west of the
large population centre of London.
Minimising these noise impacts has been a central
aspect of our environmental policy for many years.
Our work is organised into four key themes:



Improving global noise standards:
international noise standards are agreed at
the Committee on Aviation Environmental
Protection (CAEP); a body within the
International Civil Aviation Organisation
(ICAO). We were active participants in the 3year international effort to develop the new
‘Chapter 14’ noise standard through our
work on the ICAO CAEP Working Group 1.
This new standard comes into force from
2017.
Purchasing quieter aircraft: the noise
performance of each competing aircraft has
been a significant factor in our fleet
replacement process. We have announced
firm orders for 84 aircraft, substantially
improving the noise performance of our fleet
and enabling the future retirement of our
noisiest aircraft, the B747-400.
Using
best
practice
operational
procedures:
new
technology
and
operational concepts can further reduce
noise impacts. In the last 2 years we have
introduced quieter approach procedures on

Working in partnership across the
industry: many noise issues are complex
and require support from airlines, airports,
manufacturers and air traffic control
agencies to bring lasting improvements. We
are active members of a number of such
groups, in particular the widely respected
Sustainable Aviation (SA) group in the UK.
5.5.1 Heathrow FlyQuiet
programme
In 2013 Heathrow Airport Ltd published its first
FlyQuiet Report16 which included a league table
ranking airlines according to their noise
performance across six noise metrics.
The British Airways short haul fleet was ranked
1st and the British Airways Long haul Fleet was
ranked 10th out of 50 airlines in quarter 4 of 2013.
These rankings reflect the investment we have
made in our fleet as well as the consistent high
level of compliance with local operational
procedures, requirements and restrictions. Our
long haul fleet ranking is expected to improve in
the near term, thanks to the delivery of new
aircraft as part of our fleet replacement
programme.
16 For
more information on the Heathrow FlyQuiet Programme see: http://www.heathrowairport.com/noise/what-we-do-about-it/
flyquiet-programme
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5.5.2 Sustainable Aviation Noise
Roadmap
In 2013, Sustainable Aviation (SA) published a
‘Noise Roadmap’17 which, for the first time,
projects how noise from a growing number of
flights would be offset by increasingly quiet
aircraft technology. The projections used expert
assessments of future noise performance from
aircraft and engine manufacturers, combined with
UK Government forecasts for passenger travel.
The main conclusion was that UK aviation is able
to accommodate significant growth in air
transport movements to 2050 and at the same
time achieve a potential reduction to UK aviation’s
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total noise output, compared to 2010. The SA
Roadmap also provided a toolkit of noise
reduction measures that can be employed at
airports as well as recommendations on providing
better noise information to communities.
5.5.3 Managing noise at airports
In 2001, the International Civil Aviation
Organisation (ICAO) introduced the Balanced
Approach, a framework with four principle
elements that defines the best way to manage
noise issues at individual airports. This approach
has now been incorporated into both European
The Sustainable Aviation noise roadmap:
Source: ‘The SA Noise Roadmap— A Blueprint for managing noise from aviation sources to 2050’
17
Full Noise Roadmap and summary are available from http://www.sustainableaviation.co.uk/
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and UK legislation.
The four principle elements of the Balanced
Approach are:

Reducing Noise at Source.

Land Use Planning and Management.

Noise Abatement Operational Procedures.

Operational Restrictions.
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British Airways fleet meets the current Chapter 4
noise standards19. It also indicates that 50 percent
of the British Airways fleet already meets the
future Chapter 14 noise standard, that is due to be
introduced in 2017.
Percentage of British Airways fleet that
meet each noise technology standard:
100%
British Airways strongly supports the use of
ICAO’s Balanced Approach for noise management
and works in partnership with industry,
community, air traffic control and airport
partners to deliver these improvements.
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100%
94%
80%
60%
50%
40%
20%
0%
Aircraft and engine manufacturers have made
significant improvements in the certified noise
levels of aircraft in recent years, through design
improvements and research into innovative
technologies. According to the International Civil
Aviation Organisation Environmental Report
2010, aircraft produced today are 75 percent
quieter than those of 50 years ago18.
Since the 1960s, ICAO’s Committee on Aviation
Environmental Protection (CAEP) has set
international aircraft noise standards. Each
successive ICAO aircraft noise standard has been
increasingly stringent and aircraft manufacturers
must demonstrate that their aircraft comply with
the standards, at the date of manufacture, through
a rigorous noise certification process.
Chapter 3
Chapter 4
Chapter 14
British Airways has made significant investment
in its fleet replacement programme and since
2007 has placed firm orders for delivery of 84
new aircraft within the next decade. These new
aircraft are quieter than the older aircraft they
will replace. Deliveries have already begun with
the first of our new Airbus A380 and Boeing B787
aircraft joining our fleet in 2013. We are now
entering a period of significant fleet renewal
which will further improve the number of aircraft
in our fleet that meet the most stringent noise
standard (Chapter 14).
Despite the number of of older aircraft operating
in the British Airways fleet, manufactured before
the Chapter 4 stringency was introduced, the
following chart shows that 94 percent of the
http://www.icao.int/environmental-protection/Pages/EnvReport13.aspx
These noise standards define the maximum permitted noise level that an aircraft of a specific weight and engine configuration can
generate during a defined test procedure. Actual noise levels are measured during flight tests at three points on a specified flight
trajectory ( “Lateral” or “Sideline”, “Flyover” and “approach”) and compared with the maximum permitted noise level. The current
noise standard is known as Chapter 4 and is applicable to aircraft manufactured from 1 January 2006. The next noise standard, known
as Chapter 14, has already been defined and will be applicable for aircraft manufactured on or after 31 December 2017.
18
19
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Aircraft noise certification cumulative margin from Chapter 3 of British Airways’ current fleet:
30
25
20
QUIETER
Cumulative Margin to Chapter 3 (EPNdB)
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15
10
5
0
The aircraft noise certification cumulative
margin20 of British Airways’ current fleet are
reflected in the chart above. Due to both the age of
the aircraft and their noise performance, British
Airways has committed to retiring the remaining
737-400s within the next 2 years.
Land use and management
Data provided by Heathrow Airport Ltd has shown
that the aviation industry has been able to reduce
the size of the 57 dB Laeq noise contours around
Heathrow by approximately 52 percent between
1991 and 2009. Unfortunately, even within the
new, reduced contour area, the number of
households has increased from 87,900 to 101,450,
an increase of over 13,000 households over the
same period. We recognise this is a complex
problem and that the provision of housing is also a
national priority. However, we believe there is
considerable scope to improve the UK’s approach
to land-use in the vicinity of busy airports.
Operational procedures
There are a range of operational procedures that
have the potential to help reduce noise but their
applicability is dependent on the specific
circumstances at a particular airport e.g. local
population density and distribution, runway
configuration, local air traffic management
systems capabilities, local airspace constraints and
airport infrastructure.
The summation of the difference between the measured noise level and the permitted maximum noise level at each of the three
noise certification points is known as the Cumulative Margin. It is the Cumulative Margin (along with some additional requirements
relating to the differences at each of the measurement points) that defines whether an aircraft meets the noise certification standard.
(Note: The greater the cumulative margin, the better, or quieter, the aircraft is compared to the standard).
20
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We are committed to adopting best practise noise
abatement procedures throughout our operation.
Slightly steeper approach
For the last 2 years we have been developing and
testing the feasibility of slightly steeper
approaches. We have flown numerous approaches
in the flight simulators at our Cranebank Flight
Training centre. These have shown that the best
descent angle for the current fleet of aircraft in use
today is approximately 3.2 degrees (a normal
descent gradient would be 3.0 degrees). This
descent angle gives the best combination of noise
benefits whilst maintaining the high safety
standards we set for our operation. We will now
continue to develop these procedures and seek to
deploy them in our operation if they prove to be
feasible.
Continuous descent approach
A Continuous Descent Approach (CDA) reduces
the noise heard at ground level by up to 5 dBA
SEL21 when compared to a ‘conventional’ or
stepped approach, as the procedure requires less
thrust and typically ensures that the aircraft
remains higher for longer.
CDAs are the preferred procedure on all British
Airways arrivals across the network; we continue
to achieve high levels of success in employing this
technique consistently. CDAs are not always
possible e.g. due to adverse weather or due to
limitations at particular airports but we continue
to work with our industry partners to increase
provision.
At Heathrow in 2013, 96.2 percent of British
Airways flights during the day and 97.4 percent of
British Airways flights during the night22
performed Continuous Descent Approaches. This
compares with an airport average of 86.6 percent
of flights during the day and 95.3 percent of flights
during the night.
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Low Power Low Drag
Whilst the priority is always to ensure a safe
approach to an airport, it is possible to optimise
the landing flap used and to delay the deployment
of landing flaps and landing gear to minimise
noise on approach. These are referred to as Low
Power Low Drag procedures.
All British Airways fleets approach procedures
have been reviewed. Since mid 2012, improved
Low Power Low Drag approaches have been in
use on our Airbus and B737 fleets i.e the vast
majority of our short haul operations. Further
improvements have been identified for the
remainder of our fleet and are currently in the
process of testing and approval.
Noise abatement departure procedures
Noise Abatement Departure Procedures have been
developed for all British Airways fleets. These
specify how to manage engine thrust and aircraft
climb profile to manage noise on the ground.
These procedures are adopted at specific airports
where a noise problem has been identified.
Advanced operational procedures
There is a range of advanced and novel
operational procedures that could be available in
the near to mid-term and British Airways is
committed to working with interested partners
and
stakeholders
to
investigate
these
opportunities. Since 2011, we have also worked
with Heathrow, National Air Traffic Services
(NATS)
and
local
community
group
representatives to development the following
trials:

Heathrow Early Morning Arrivals Trial23.
This trial created noise respite periods on a
weekly basis, under the approach flight path
and was completed in March 2013.

Alternating Departure Route Trials. This
Noise from Arriving Aircraft—Arrivals Code of Practice, September 2011 (Noise benefit depends on aircraft type and position along
approach path).
22 Night (Core Night) = 2330—0600; Day (Day + Shoulders) = 0600—2330
23 www.heathrowairport.com/noise/noise-in-your-area/early-morning-trial
21
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.
trial created two parallel departure tracks
and alternated their use on a weekly basis,
creating respite periods for those under the
aircraft flightpath. These trials started in
December 2013 and will conclude in June
2015.
The aim of such trials is to establish the technical
feasibility, operational practicality and noise
reduction benefits of these advanced procedures.
With information and experience gained from
conducting trials, it is possible to identify what is
possible and beneficial in terms of noise.
With investment and development in airspace
design, enhanced airport infrastructure and the
proliferation of advanced aircraft navigation
systems, it is conceivable that other novel
operational procedures could be adopted. These
include:

Displaced landing thresholds (landing
further along the runway to move aircraft
noise further away from the local
community).

Segmented steeper approaches (flying a
steeper initial approach to increase the
altitude of aircraft above the community).

Curved approaches (to route aircraft around
areas of dense population).
British Airways has adopted the following
procedures in order to minimise the noise and
emissions produced by our ground operations:

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produced by the engines and British Airways
has adopted this as standard procedure on
our Airbus A320 family of aircraft and B747400 fleet. However, it is not possible to use
this procedure on all British Airways fleets
due to safety considerations (e.g. risk of jet
blast from the single operating engine on
large twin engine aircraft).

Use of fixed Electrical Ground: in order to
reduce ground noise it is British Airways
standard procedure to use fixed electrical
ground power and pre-conditioned air as
this negates the requirement for prolonged
or unnecessary use of main engines or the
aircrafts Auxiliary Power Unit (APU).
Operational restriction
Whilst Operational Restrictions are part of the
Balanced Approach, their use is intended to be as a
last resort. If such restrictions are used, an airport
will develop a process of advising airlines of any
infringements. Airlines will then investigate each
report to identify contributory factors, trends and
root causes.
Where necessary, corrective actions are put in
place e.g. advisory communications to pilots or
improvements to the design of airspace of flying
procedures.
Average sound energy indicator
Ground operations

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Minimising use of reverse thrust on
landing: all British Airways aircraft use
“idle reverse” as standard during landing,
varying this only when safety considerations
require higher reverse thrust levels.
Reduced Engine Taxi (RET): reduced
engine taxi means taxiing using less than all
engines i.e. using one engine on a twin
engine aircraft and using three engines on a
four engine aircraft. The use of reduced
engine taxi procedures has benefits in terms
of both ground noise and emissions
In order to demonstrate our ongoing commitment
to reducing the noise impact of our operations
across our network, we have introduced an
additional measure of the noise we produce in our
operations; the ‘Average Sound Energy Indicator’.
This measure has been developed to take into
account the noise certification levels of each
aircraft, as well as the number of movements
operated by each aircraft across the network.
The Average Sound Energy Indicator is calculated
based on certified noise levels (reflecting the noise
performance under test conditions at set locations
relative to the arrival and departure flight path),
rather than trying to reflect operational noise
levels (that vary on a flight by flight basis
OUR
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depending on aircraft, airfield and atmospheric
conditions and the location of the observer).
Using certified noise levels enables a year-on-year
comparison to be made of average noise across
the network without having to account for
changes in procedures and the day-to-day
variations.
Heathrow noise infringements
As can be seen in the chart below, the Average
Sound Energy Indicator has reduced over the last
3 years as a result of the introduction of quieter
aircraft into the fleet and reflects the significant
investment British Airways has and continues to
make in new aircraft technology.
However, as illustrated in the chart, the number
of noise infringements incurred by aircraft
departing from Heathrow in 2013 decreased to
28 compared to 33 noise infringements in 2012.
The flights that caused a noise infringement
represent 0.02% of all British Airways Heathrow
departures, compared to 0.03% in 2012. All
infringements this year were caused by 747
departures.
1300
1280
1260
1240
1220
1200
1180
1160
1140
1120
1100
1,271
British Airways Heathrow departure noise
infringements by year, by period25:
1,210
35
1,162
2011
2012
2013
30
LHR Noise
Infringements
Millions
Average Sound Energy
Indicator per Movement
Average sound energy indicator:
Whilst endeavouring to minimise noise through
the adoption of appropriate operational
procedures and observance of local restrictions,
British Airways incurred a number of departure
noise infringements24 at Heathrow in 2013.
25
20
15
10
5
15
21
15
Night
Shoulder
4
10
0
2011
24 Departure
5
5
7
8
2012
2013
Day
noise level limits at Heathrow vary depending on the time of the departure. Noise levels of each aircraft departure are
measured and monitored by Heathrow Noise and Track Keeping System. If an aircraft exceeds the maximum noise levels permitted on
departure, Heathrow send a noise infringement notification and imposes a “Departure Noise Surcharge” or fine.
25 Heathrow Departure Noise Levels vary by operating period, defined as follows:
Day
0700-2259; 94 dBA Lmax
Shoulder
0600-0659 and 2300-2329; 89 dBA Lmax
Night
2330-0559; 87 dBA Lmax
38
WHO WE ARE
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APPROACH TO
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THE
BENEFITS OF
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MITIGATING OUR
ENVIRONMENTAL
IMPACT
.
ENRICHING
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AND
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Next steps:
 Continue to reduce our impact on noise through fleet purchasing decisions, better operational
procedures and collaboration with airports, local communities and manufacturers.
 Support efforts to improve the accuracy of modelling and forecasting for effects on noise.
 Support appropriate regulation at national, European and International level.
 Continue to contribute to the ongoing UK Government consultation on the future night flights
regime for Heathrow, Gatwick and Stansted airports.
 Continue to investigate availability of cost effective and noise beneficial aircraft modifications.
 Continue to support trials into improved operational procedures with particular focus on
reducing noise impacts during approach and departure.
5.6 LOCAL AIR QUALITY
Target:
 Minimise
impacts
of
aviation
emissions on local air quality.
5.6.1 Better understanding of
aircraft emissions and local air
quality impacts
Local air quality near airports is affected by
emissions from many sources both on and off the
airfield. These sources include emissions from
diesel and petrol vehicles and aircraft operations
on the airport, as well as emissions from domestic,
commercial and industrial processes in the local
area. These emissions can have an adverse effect
on both human health and the environment.
At Heathrow, our main operating base, air quality
is monitored both by Heathrow Airport and Local
Authorities through real time air quality
monitoring and through emission inventory and
dispersion modelling. British Airways works with
these stakeholders to better understand our
contribution to the overall impact of the airport on
local air quality.
The Project for Sustainable Development of
Heathrow found that emissions from aircraft have
a lesser impact on local air quality outside the
perimeter of the airport in comparison to other
sources. However, we are committed to
minimising the impact of our aircraft operations
on air quality and are introducing new aircraft
with engines that have improved emissions
performance compared to older engines that they
replace. This is achieved through our fleets
renewal programme as well as by adopting
operational procedures that minimise emissions.
In 2013 British Airways also supported several
initiatives aimed at developing a better
understanding of aircraft emissions and their
impact on local air quality. One of these projects
was the NERC funded Sensor Network Air Quality
project at Heathrow (SNAQ-Heathrow) lead by
Cambridge University26. We supported the project
by providing proprietary data relating to aircraft
movements, to enable evaluation of emissions data
from the network of sensors around Heathrow
airport and the associated analysis and modelling.
26
For more information see http://www.snaq.org
39
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5.6.2 Aircraft emissions
A number of emissions are produced by jet
engines that impact local air quality, including
Oxides of Nitrogen (NOx) , Carbon Monoxide (CO),
Unburnt Hydrocarbons (UHC) , Particulate Matter
(PM) and other substances including Oxides of
Sulphur (SOx) and trace elements.
Certain emissions from aircraft jet engines are
regulated through the International Civil Aviation
Organisation’s (ICAO) Committee on Aviation
Environmental Protection. Manufacturers of jet
engines over a certain size (thrust) have to
demonstrate that the emissions of aircraft meet set
standards in order for the engine to be certified.
The emissions currently certified are:

NOx

CO

UHC

Smoke
NOx Emissions
Historically, NOx emissions have been of particular
concern and successive CAEP standards have
reflected the technological advances made by
engine manufacturers in reducing NOx emissions.
The current CAEP emissions standard is known as
CAEP 8 and is applicable for large engines certified
from 2014 .
The percentage of engines compliant with the
latest CAEP standard will increase as we introduce
the new, cleaner engines into our fleet and retire
the older engines. The A380-800’s Rolls Royce
Trent 970 engine is 15 percent better than the
latest CAEP 8 NOx standard whilst the 787-8’s
Rolls Royce Trent 1000 engine is 19 percent
better.
In 2013 we have made an assessment of NO x
emissions from our aircraft operations at
Heathrow.
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We have assessed global emission below 1000 feet
generated during the approach, landing and taxi-in
phases of all British Airways flights, based on the
ICAO Landing and Take-off (LTO) cycle. However,
as recommended in ICAO’s methodology for
assessing Air Quality at Airports, we have adjusted
the standard ICAO LTO cycle calculations to reflect
how we actually operate our aircraft.
This
includes adjusting for average actual taxi times
and thrust settings, leading to better accuracy of
the calculations.
Aircraft NOx emissions:
This table shows that in 2013 NOx emissions from
British Airways Heathrow operations have only
increased by 7.1 percent compared to 2012,
despite a 9.9 percent increase in movements. Also,
our NOx emissions per turnround have decreased
2013 2012
2011
Heathrow NOx Emissions 1239 1157
below 1000 foot (tonnes)
1115
NOx emissions per turnround (tonnes)
10.9
10.4
10.7
by 2.6 percent compared to 2012.
This
improvement is a result of the introduction of new
aircraft into the fleet including the A380-800 and
787-8 during 2013.
5.6.3 Reducing emissions
In addition to significant investment in new
aircraft with improved emissions performance,
British Airways is committed to adopting
operational procedures that minimise emissions.
This includes procedures that minimise the use of
main engines (for example reduced engine
taxiing), optimising take-off thrust, and minimising
the use of the integrated aircraft Auxilliary Power
Unit (APU) .
British Airways has been working with Heathrow
Airport and other airport authorities across our
network to ensure that appropriate ground based
systems for the provision of aircraft power and air
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conditioning are available in order to minimise the
use of the aircraft APU.
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concern is addressed, whilst ensuring that the
other impacts are minimised as far as possible.
5.6.4 Trade Offs
It is important to note that there is often a tradeoff between different environmental impacts
particularly in terms of fuel burn, noise and
emissions. For example, a procedure that reduces
aircraft noise on departure may in fact increase
emissions and fuel burn. British Airways seeks to
make appropriate decisions in these situations, to
ensure that the environmental impact of greatest
Next steps:
 Continue to reduce our impact on air quality, through fleet purchasing decisions, better
operational procedures and collaboration with airports and manufacturers.
 Support scientific research into aviation’s contribution to particulate matter and NO x emissions,
and other effects on air quality.
 Support efforts to improve the accuracy of modelling and forecasting for effects on air quality.
 Support appropriate regulation at national, European and International level.
41
WHO WE ARE
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APPROACH TO
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FLYING FOR
EVERYONE
THE
BENEFITS OF
AVIATION
MITIGATING OUR
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.
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5.7 WASTE AND RECYCLING
Targets:
 64 percent recycling by 2419 at our
main bases of Heathrow and Gatwick.
 Increase level of recycling of onboard
waste.
British Airways aims to minimise waste, reduce
disposal to landfill, and increase levels of reuse
and recycling. Where we cannot prevent the
creation of waste as part of our operations, we will
manage its disposal responsibly, recovering
energy and resources wherever possible.
In 2013 we recycled 45 percent of our waste at
our main bases of Heathrow and Gatwick, the
same as the previous year.
Our target to reach 60 percent recycling by 2015
remains unchanged. We process our nonrecyclable waste at Heathrow and Gatwick
through a nearby waste-to-energy plant. The
remaining residual waste once recyclables have
been removed, is fed into twin furnaces. Heat
generated by incineration is used to power a
steam turbine that generates some 38 MW of
electricity. After combustion, any remaining
ferrous and non-ferrous metals are extracted from
the inert ash, which are then used as a substitute
for natural aggregate.
In 2013, British Airways disposed of 1,656 tonnes
of waste through the plant.
Only 5.7 percent of our total waste at Heathrow
and Gatwick, managed by contracts, is sent to
landfill.
We continue to work with our service partners at
Heathrow and Gatwick to find better ways to
dispose of residual waste that cannot be
incinerated, and find alternatives to landfill at our
other locations where infrastructure or alternative
techniques allow.
5.7.1 Our recycling initiatives
42
Our UK offices are fully equipped for collecting,
segregating and recycling paper, cardboard, glass,
aluminium cans, plastic bottles and batteries. In
our cargo areas, we collect large amounts of
cardboard, polythene sheeting and wood, and our
engineering facilities recycle metals, fluorescent
tubes, oil, wood, plastics, tyres and textiles.
5.7.2 Case study: recycling and
reusing our aircraft interiors
British Airways Interior Engineering (BAIE) has a
waste minimisation scheme.
Last year’s figures show that on average BAIE
recycled 95 percent of their total waste. This is a
figure they plan to improve on throughout 2014,
with a view to achieving zero to landfill in the
second quarter. BAIE have adopted a new method
of packaging waste on site to reduce the amount of
waste collections, reducing transportation costs.
Aircraft components from various sectors of the
airline are sent to BAIE to be assessed. There it is
determined if that component can be repaired and
reused. Any components that can be reused are
cleaned, repaired and re-certified before reentering the supply chain.
5.7.3 Onboard recycling
At the beginning of 2012, we launched segregation
and recycling of aluminium drinks cans on short
haul outbound flights from Heathrow. We have
recently introduced the use of bespoke recycling
bags to segregate drinks cans, plastic and glass
bottles on all short haul flights outbound and
inbound to Heathrow.
In 2013, we started to recycle drinks cans onboard
our inbound long haul services at Heathrow and
Gatwick. We plan to recycle additional materials
on our long haul services such as plastic bottles. In
the following table, you will find our onboard
recycling launch dates.
Our aircraft cleaning partner continues to recycle
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newspapers from our inbound flights into
Heathrow and Gatwick, and we expect to extend
this to other locations as facilities and regulations
permit.
Onboard recycling launch dates:
Inbound
Outbound
Heathrow long
haul
April 2013
*
Heathrow short
haul
January 2014 January 2012
Gatwick long haul
July 2013
Gatwick short haul **
*
**
Notes:
* Not currently possible because of strict
regulations controlling international catering
waste.
** Under review for introduction in 2014.
5.7.4 Our catering partner Gate
Gourmet—London Heathrow long
haul operation
Gate Gourmet continues to demonstrate its
commitment to minimising its impact on the
environment and has improved its waste
management throughout 2013. Applying the
principles of the waste hierarchy, Gate Gourmet
sends international catering waste to the nearby
energy from waste plant preventing over 8,000
tonnes a year of waste ending up in landfill. As well
as the significant environmental benefits of
preventing waste going to landfill, this also
achieves considerable carbon savings.
Gate Gourmet has increased levels of mixed
recycling by 50 percent in 2013, compared with
2012 levels. Materials recycled include supplier
packaging, used cooking oil, glass from inbound
bar carts, cardboard, plastics, paper, used menu
cards and wine lists. Gate Gourmet continues to
work with its supply chain to minimise packaging
and waste.
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Throughout 2013, Gate Gourmet continued to
work closely with British Airways on the long haul
onboard recycling of aluminium cans.
Gate Gourmet was the recipient of a British
Airways ‘One Destination’ Award in recognition of
improvement in waste and recycling.
5.7.5 Our catering partner Alpha
Flight UK—London Gatwick long
haul & short haul operation
During 2013 we worked with Alpha Flight UK, our
London Gatwick catering partner, to introduce the
recycling of drinks cans from long haul services
inbound to Gatwick. Combined materials recycled
increased to 304 tonnes (+44 percent).
5.7.6 Our catering partner DHL—
London Heathrow short haul
operation
2013 also saw DHL Supply Chain, our Heathrow
Short Haul catering partner win two Mercury
Awards at the International Travel Catering
Association ceremony. The awards acknowledge
DHL’s unique waste management and recycling
processes. This involves utilizing the application
of food waste-drying technology to support our
target of zero waste to landfill as well as removing
associated carbon emissions with reduced disposal
transport.
In 2013, DHL Supply Chain recycled 930 tonnes of
combined materials from British Airways
operations.
A significant proportion of this
material is captured through an onsite materials
recovery facility.
WHO WE ARE
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AND
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MITIGATING OUR
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.
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Next steps:
 Continue to work with our suppliers and catering providers to reduce the amount of waste at
source by looking at the volume of packaging and order quantities and increasing recycling.
 Extend onboard recycling to include our Gatwick short haul operation both inbound and outbound.
5.8 WATER
Throughout 2013, we continued to drive down our
water consumption across our buildings and are
now using almost 20 percent less water than we
were in 2010. By refining our automatic
monitoring and targeting systems we are now able
to more swiftly highlight abnormal consumptions
and limit water wastage through leaks and faulty
controls. Our benchmarking system also allows us
to identify water saving opportunities across our
estate and rank them in order to maximise
savings.
UK water consumption:
300,000
284,410
263,833
2 3 2,524
250,000
Cubic metres
In 2013, we worked to improve our data tracking
of water consumption and we also reviewed our
water scarcity impact and associated risks. In
2013 the water footprint of British Airways UK
operations was 232,524 cubic metres.
200,000
150,000
100,000
50,000
0
2011
2012
2013
Note: This figure only includes water
consumption used in our buildings and does not
include potable water uploaded to aircraft.
5.9 BIODIVERSITY
Harmondsworth Moor is a 250 acre (101 ha.)
parkland site owned by British Airways located
near Heathrow airport. The parkland is open to
the public and holds the UK Wildlife Trusts’
Biodiversity Benchmark award for the high
standards of its biodiversity management.
The parkland consists of extensive grasslands,
immature woodlands, rivers and other wet
habitats. The various habitats are managed to
44
encourage their overall diversity and as habitats
attractive to species such as song thrush, cuckoo
and skylark, UK red-listed bird species of
conservation concern.
During 2013 an adjacent waste/scrapyard site of
approximately .80 acres (3.2 ha.) was remediated
and added to the parkland and opened to the
public as new wetland habitat.
WHO WE ARE
6
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EVERYONE
THE
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AVIATION
MITIGATING OUR
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IMPACT
.
ENRICHING
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AND
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ENRICHING LIVELIHOODS AND COMMUNITIES
6.1 Community context ........................... 46
6.2 Community goals and targets ....... 47
6.3 Sustainable communities ............... 48
6.4 Volunteering ......................................... 54
6.5 Community learning centre .......... 55
45
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WHO WE ARE
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APPROACH TO
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THE
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MITIGATING OUR
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.
ENRICHING
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AND
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APPENDICES
6.1 COMMUNITY CONTEXT
As an airline we connect people, cultures and
communities across the globe.
British Airways takes its social obligations
seriously and we recognise that flying provides a
unique opportunity for us to get people and goods
to places where they need to be, making a
difference to communities across the world.
We aim to positively contribute to ‘Enriching
Livelihoods and Communities’. This is a central
pillar of our overarching sustainability strategy.
Our work with people and communities locally,
nationally and globally is focussed around three
key areas:
1.
Being A Good Neighbour (Volunteering &
Flying Start).
2.
Education and Talent (Community Learning
Centre, Apprenticeships and the Graduate
programme).
3.
Building Sustainable Communities (British
Airways Community and Conservation
Programme and the Customer Carbon Fund).
British Airways is proud to be able to make a
difference to the lives of people in the communities
we serve by: installing solar panels on local leisure
centres through our Carbon Fund; supporting
children leading tough lives in the UK and abroad
through Flying Start, our partnership with Comic
Relief; educating future generations through our
Community Learning Centre.
British Airways continues to support communities
in the countries where we operate through our
partnerships with a network of UK charities. In
2013 we partnered with 40 community and
conservation organisations that have benefited
from
flight
bursaries,
excess
baggage,
merchandise, cargo space and fundraising events.
Apprentices climb Ben Nevis to raise money for Flying Start:
46
WHO WE ARE
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APPROACH TO
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FLYING FOR
EVERYONE
THE
BENEFITS OF
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6.2 COMMUNITY GOALS AND TARGETS
COMMUNITY GOALS AND TARGETS
Goals
Targets and actions
Progress in 2013
Sustainable communities:
continue our investment in
the communities we serve,
and develop strong
relationships with our
charity partners.
Assess total contribution to
communities and charities using the
BITC model.
In 2013, we reached £7.5 million.
Continue to build on the Flying Start
Achieved £6.7 million in 2013.
partnership with Comic Relief, aiming to
raise £6 million by the end of 2013.
New target: £2.3 million raised for
Flying Start in 2014; £10 million by
2015 (from 2010).
Further develop the Community
Learning Centre (CLC) and grow the
talent pipeline.
New Targets: Aim to engage 100,000
young people through activities at the
CLC and through school based
presentations by 2016 and 7000
children to visit the CLC annually.
Sustainable communities: 5 percent of colleagues to volunteer by
increase volunteering.
2014; 10 percent by 2015 (excluding
Cabin Crew).
47
Over 7,000 young people
participated in programmes at the
CLC in 2013. Total number of young
people reached both in the CLC and
through school based presentations
to date = 90,969.
Since July 2013, 700 colleagues
have volunteered.
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APPROACH TO
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6.3 SUSTAINABLE COMMUNITIES
funds for Flying Start in 2013. We have over 3,500
Flying Start cabin crew champions who actively
make the announcements and collections on board
our flights.
Target:
 Assess total contribution to
communities and charities using the
BITC model.
6.3.1 Flying Start
Target:
 Continue to build on the Flying Start
partnership with Comic Relief, aiming
to raise £6 million by the end of 2413.
 New target: £2.3 million raised for
Flying Start in 2414; £14 million by
2419 (from 2414).
Flying Start is British Airways’ corporate charity
partnership with Comic Relief UK. The aim of the
partnership is to raise money for children both in
the UK and overseas who have experienced
challenge and hardship in their lives. The
partnership began in June 2010 with the aim of
raising £6 million by December 2013.
As a result of the generosity of both our customers
and colleagues we exceeded our target raising in
excess of £6.75 million by December 2013.
Colleagues from across the business have also
participated in numerous fundraising activities
and they have raised over £124,000 for Flying
Start.
Our customers have generously donated their
unwanted coins on board our flights. Over 8
million envelopes are produced annually enabling
us to collect their donations. In 2013, AVIS
sponsored the production of the envelope and we
are working together in 2014 to explore further
opportunities to partner in support of Flying
Start."
In addition, customers have been making on-line
donations at ba.com and through those donations
we have raised £200,000 which has contributed to
our overall total of £6.75million
Wentworth Annual Gala Ball
We hosted two customer and supplier events at
the prestigious Wentworth Golf Club in aid of
Flying Start raising over £270,000.
Red Nose Campaign
In March 2013, the Red Nose Day campaign saw
British Airways set two world records at 43,000
feet on board a Boeing 767 for the Highest Harlem
Shake and the Highest 80s Concert in the Sky
featuring Tony Hadley and Kim Wilde.
British Airways raised £2million for the Red Nose
Campaign which was featured on the BBC.
Thirty cabin crew from across all fleets raised over
£15,000 by walking Hadrian’s Wall. Over 40
apprentices from Engineering in Glasgow, Cardiff
and Heathrow raised £12,000 by climbing Ben
Nevis. Our colleagues in Operations walked from
Brighton to Big Ben raising over £18,000 and
overall they have raised £74,000 by running
marathons, organizing regional events, sponsored
walks and cake sales.
Nearly 700 colleagues on the ground have raised
48
WHO WE ARE
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APPROACH TO
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THE
BENEFITS OF
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MITIGATING OUR
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confidence and gain respect through using their
sporting abilities.
Project visits
Our executive chairman Keith Williams paid his
second visit to Ghana visiting Gliffe, a thriving
community just outside Accra, to see how funds
raised for our vaccines campaign were being
used. Our aim was to raise £500,000 to save the
lives of 100,000 children by March 2013; we
achieved our target by January 2013.
Magic Bus works with children throughout their
adolescence. Importantly, girls and boys take part
in the project on an equal basis. This improves the
self-worth of the girls who take part and helps
break down negative stereotypes.
Many young people go on to become youth
leaders within the project and some stay on as
adult mentors, working together to run weekly
sports sessions for up to 2,800 children between
the ages of seven and nine. The project also links
young people into other education and training
activities, enabling them to access higher
education and employment opportunities.
Sierra Leone:
Y-Care International
Since the partnership began, over 300 colleagues
have had the opportunity to visit Comic Relief
funded projects both in the UK and overseas.
In 2013 we visited projects in Sierra Leone, India,
South Africa and the UK showcasing how funds
raised were used to support a range of
community based projects. The projects we
visited included:
India: Magic Bus, Mumbai
Magic Bus is an organisation that uses sport to
engage boys and girls from India’s poorest slums,
helping them discover their potential and become
leaders and role models in their communities.
The project provides training and ongoing
mentoring and support – and a rare chance to
play – for young people living in extreme poverty.
The experience can be life-changing for the
children who take part. Taking part in sport
programmes
provides
opportunities
for
leadership and socialisation, as well as developing
their skills to handle success and failure. It also
gives young people the opportunity to build
49
Colleagues visited a number of projects in
Freetown, Sierra Leone, including Y-Care
International which provides training and
support for young people in setting up social
enterprises. Funds also supported improved
access to water and sanitation. Alongside this, the
project has also established a nationwide network
of women-led savings groups.
Transform Africa
Transform Africa enables young people and
female traders to apply for micro-loans and gain
access to training, apprenticeships and
employment.
UK: The WISH Centre, Harrow, London
In 2013, the teams visited seven UK projects
including the WISH Centre in Harrow, London,
which has gained a national reputation as a model
of excellent practice in helping young people who
self-harm. Through Comic Relief, funding the
WISH Centre is extending its training provision
and establishing a comprehensive programme for
teachers, health care workers and social care staff
who come into contact with young people who
self-harm.
WHO WE ARE
OUR
APPROACH TO
SUSTAINABILITY
RESPONSIBLE
FLYING FOR
EVERYONE
THE
BENEFITS OF
AVIATION
Scotland: North United Communities
Underage and binge drinking are more prevalent
in communities affected by poverty and
disadvantage.
North Glasgow is one of the most deprived areas in
Europe, with high levels of health and social
problems and five times the Scottish average for
alcohol and drug related deaths.
Since 2006 North United Communities (formerly
called the Ruchill Youth Project) have been
running a Comic Relief funded alcohol project for
young people who drink excessively or are starting
to experiment with alcohol.
North United Communities main goals are to
provide
accessible,
informal
education
opportunities and on-going support to help young
people develop emotionally and socially. The
project offers workshops, one-to-one and group
work sessions, together with brief interventions
during street work sessions. They deliver services
after school, in the evening and on weekends.
North United Communities’ helps young people to
address and reduce alcohol consumption, thus
enabling them to lead more healthy and positive
lives.
6.3.2 Celebrating our fundraising
achievements for Flying Start
In December we hosted a number of events across
the company to thank our colleagues for all their
fundraising efforts. We were joined by celebrities
MITIGATING OUR
ENVIRONMENTAL
IMPACT
.
ENRICHING
LIVELIHOODS
AND
COMMUNITIES
BEING A
RESPONSIBLE
BUSINESS
APPENDICES
including Emma Freud, Vernon Kay, Shane Ritchie
and X-Factor’s Jahmene who joined in the fun as
well as presenting awards to many of our
fundraisers.
The Gherkin
We welcomed over 120 British Airways customers
to the Gherkin to thank them for their generosity
and support over the past three years. The
evening was hosted by Davina McCall, our former
Chairman Sir Martin Broughton and Garry
Copeland,
Managing
Director
Combined
Operations. Other guests included Richard Curtis,
the founder of Comic Relief, Lenny Henry, Jon
Culshaw and a number of other celebrities. The
evening reception saw Katherine Jenkins perform
hits including Jeff Buckley’s ‘Halleluiah’ and
‘Habanera’ from the opera Carmen by Bizet. She
said: ‘It’s an honour to perform at such an elegant
setting, made even more special by the incredible
fundraisers, project workers and supporters in the
room tonight.’
Next steps:
 We will launch a new Call to Action
for Flying Start in April 2414.
 We aim to raise £2.3 million for Flying
Start.
 We will launch Flying Start in America
by June 2414.
6.3.3 British Airways community
and conservation programme
We have 40 community and conservation
partners, all of which are UK registered charities
based in communities across our worldwide
network. Our main focus is on education, youth
development and conservation. We provide flight
bursaries, excess baggage and cargo to support our
partners in their work.
We work closely with these partners to deliver
lasting change across our key communities. Here
50
WHO WE ARE
OUR
APPROACH TO
SUSTAINABILITY
RESPONSIBLE
FLYING FOR
EVERYONE
THE
BENEFITS OF
AVIATION
are some examples of the partners we worked
with in 2013:
Cricket for Change
Cricket for Change supports disadvantaged young
people in the UK and the Caribbean. They use
cricket as a tool to engage with them in an
educational or community setting. They have
developed a network of youth coaches who work
alongside the young people to develop their
confidence, raise their self-esteem and provide
work-related
opportunities
with
partner
organisations.
As a result of our flight bursary programme,
Cricket for Change has been working with Chris
Gayle to set up a foundation for young people in
Jamaica.
They have worked with the Barbados Association
for People with Disabilities providing training and
support for young people to raise their
aspirations and gain access to training and
employment.
Young people from Cricket for Change were also
given the opportunity to participate in a work
taster day at our engineering base at Gatwick.
In 2014 we hope to develop further opportunities
for partnership with them.
The David Sheldrick Wildlife Trust
The Trust focuses on the conservation,
preservation and protection of wildlife. These
include anti-poaching, safeguarding the natural
environment, enhancing community awareness
and addressing animal welfare issues. The main
focus of their work is in Kenya.
MITIGATING OUR
ENVIRONMENTAL
IMPACT
.
ENRICHING
LIVELIHOODS
AND
COMMUNITIES
BEING A
RESPONSIBLE
BUSINESS
The flights enabled the UK director to attend a
high profile fundraising event in Toronto
supported by the Margolis Foundation. As a result
of the visit the charity was also registered in
Canada and enabled them to increase their
fundraising opportunities.
Our long standing partnership with DSWT has
enabled us to engage colleagues and provide them
with the opportunity to visit the Trust and see at
first hand the excellent work of the organisation.
Fauna and Flora International
Our flight bursary programme has enabled Fauna
and Flora International (FFI) to work with a range
of charity partners on conservation projects
worldwide.
FFI has provided institutional support/training to
at least 68 organisations and technical support to
an additional 128 organisations. They have also
provided focused training to local community
partners, helping at least 800 individuals to adapt
or improve local livelihoods, or develop new
income generation skills.
The One Foundation
The One Foundation implements water, hygiene
and sanitation programmes in some of the world’s
harshest regions and in countries where over 30
percent of the population live below the extreme
poverty line.
The flight bursaries allocated to the One
Foundation enable the team to visit projects to
see the impact of their work and monitor
Through the use of our flight bursary programme
we welcomed the Trust’s head keeper from Tsavo
National Park to the Community Learning Centre
to work with the children during a global
education week to help them address and
understand
the
importance
of
wildlife
conservation and the economic benefit it brings to
communities.
Photo: Stephen Maud, Cloud 9 Productions
51
APPENDICES
WHO WE ARE
OUR
APPROACH TO
SUSTAINABILITY
RESPONSIBLE
FLYING FOR
EVERYONE
THE
BENEFITS OF
AVIATION
progress and ensure the sustainability of the
programmes. Funds that would have otherwise
been used to purchase flights have been
channelled into new water projects.
The One foundation have presented to colleagues
across the business as well as hosting visits to see
the work of the Foundation.
MITIGATING OUR
ENVIRONMENTAL
IMPACT
.
ENRICHING
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AND
COMMUNITIES
BEING A
RESPONSIBLE
BUSINESS
APPENDICES
The team raised nearly £6,000 for Dreamflight, a
British Airways supported charity that provides a
once in a lifetime holiday for children with life
limiting illnesses, through fundraising and
volunteering at events throughout the year.
Members of our cabin crew regularly visit the
Bustamante Children’s Hospital in Kingston
Jamaica, taking gifts for the children.
6.3.4 London Gatwick, Scotland,
Manchester, Leeds Bradford &
London City
Alongside all the charitable fundraising, over 40
work experience students were placed in
Customer Operations and Engineering, and over
60 students visited the airport for work
experience taster days with Customer Operations.
Gatwick
Scotland
The team at London Gatwick has been actively
engaged with their local community.
Scotland hosted two high profile events for Flying
Start:
Our engineering colleagues at Hangar 6 hosted a
party for the brothers and sisters of children who
attend Chestnut Tree House Children's Hospice
which is one of our charity partners at Gatwick.
Over 20 ground colleagues, cabin crew and flight
crew volunteered to help on the day and made the
morning really special for the children with a very
big British Airways welcome.
The Glasgow ball was attended by Willie Walsh,
IAG Group chief executive and Frank Van der Post,
Managing Director Brands and Customer
Experience. The ball was attended by corporate
customers and suppliers. Over 300 people
attended and we raised over £32,000.
The team also hosted a Mad Hatters Tea Party for
70 children from Chestnut Tree Hospice in
Gatwick’s North Terminal.
Colleagues from Customer Operations volunteered
at Chestnut Tree House Snowman Spectacular Ball
in Brighton, helping to host and sell raffle tickets
for the top prize of British Airways flights to Las
Vegas. The raffle raised £6,180 for the children’s
hospice.
In December, our team at Gatwick’s North
Terminal entertained customers by singing
Christmas carols in aid of Flying Start.
The team also raised over £4,000 for St Catherine's
Hospice in Crawley through their fundraising
activities.
The Aberdeen ball was hosted by Keith Williams,
our executive chairman, and over 200 guests
attended, with £12,445 raised for Flying Start.
In 2013, we donated £4,000 to Glasgow’s Cash for
Kids. The project supports children who come
from families where drugs and alcohol have an
impact on the family. The children are given the
opportunity to have days out with specialised
carers and some of the funds are used to provide
counselling for the children with more severe
behavioural issues due to their background and
history.
Manchester
A Venetian Ball was held in March at Manchester
Airport attended by 250 people raising over
£5,000 for Flying Start.
£11,000 was raised for Variety, the Children’s
Charity.
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WHO WE ARE
OUR
APPROACH TO
SUSTAINABILITY
RESPONSIBLE
FLYING FOR
EVERYONE
THE
BENEFITS OF
AVIATION
MITIGATING OUR
ENVIRONMENTAL
IMPACT
.
ENRICHING
LIVELIHOODS
AND
COMMUNITIES
BEING A
RESPONSIBLE
BUSINESS
APPENDICES
Leeds Bradford
6.3.6 British Airways Fun Run
The team at Leeds Bradford had the opportunity to
visit the Armley Youth Project, a Comic Relief
funded project in Leeds. The team at Leeds
Bradford are planning more activity for 2014.
In 2013, the British Airways Fun Run, in aid of
Cancer Research UK, raised £23,000 making the
total raised in excess of £953,264 since British
Airways began the partnership in 1993.
London City
The team at London City Airport organised a
Christmas charter to Disneyland Paris in support
of Flying Start. More than 40 children and helpers
from the Young Carers Trust and ASTA Community
Hub, close to London City Airport were invited.
The event was generously supported by
Disneyland Paris.
The youngsters had all been nominated by Young
Carers Trust and ASTA, a community hub based in
Silvertown, East London for their individual
achievements and actions. The Young Carers Trust
is a Comic Relief funded project and ASTA is an
organisation supported by London City Airport
which helps young people to live better lives.
6.3.7
Haiyan
British Airways continues to provide assistance to
official disaster emergency appeals. We funded an
IAG cargo freighter flight to Cebu in the Philippines
to help with typhoon relief efforts. Space was given
to Oxfam, Save the Children, UNICEF and the Reina
Sofia Foundation of Spain. The supplies
transported included water and sanitation
equipment, medical supplies and other equipment
to support the relief effort.
The 10th anniversary of
BA CityFlyer was
celebrated at the Docklands Museum, East London.
All proceeds went to Flying Start and the event
was hosted by Willie Walsh, Gary Lineker and Matt
Cardle.
6.3.5 Payroll Giving
Over 3,000 current and retired colleagues donate
to charity through our payroll giving scheme,
raising over £632,112 for their chosen charities.
The top three charities are Cancer Research UK,
Sreepur Village, Bangladesh (a project for
abandoned women and children who design cards
and other gifts for sale in the UK) and Highflight (a
charity for young people with disabilities who
want to learn to fly or have a flight experience).
53
Emergencies—Typhoon
WHO WE ARE
OUR
APPROACH TO
SUSTAINABILITY
RESPONSIBLE
FLYING FOR
EVERYONE
THE
BENEFITS OF
AVIATION
MITIGATING OUR
ENVIRONMENTAL
IMPACT
.
ENRICHING
LIVELIHOODS
AND
COMMUNITIES
BEING A
RESPONSIBLE
BUSINESS
APPENDICES
6.4 VOLUNTEERING
Target:
 9 percent of colleagues to volunteer by
2414; 14 percent by 2419 (excluding
Cabin Crew).
has been used nearly every day. Every new
volunteer and visitor that comes to look around
are made aware of the work you put into
supporting our centre and making it look so lovely.
You were so amazing to work with, so positive and
cheerful, so determined to do a great job for us.
With grateful thanks from the team of volunteers,
and the women in the Hillingdon community.’
6.4.1 Colleague volunteering
Douay Martyrs School, Hillingdon
As a business we have always demonstrated our
commitment to the community by participating in
volunteering activities both in the UK and
overseas.
Over 30 colleagues were able to attend career and
mock interview days to support the students in
preparation for their work-experience placements.
Students also gained an insight into the world of
British Airways and learnt about the range of
career opportunities available to them through our
graduate and apprentice programme.
In July 2013, we formalised our volunteering
programme which gained Board approval.
Colleagues now have the opportunity as part of
their development to volunteer within a structured
framework.
We will be officially launching our strategy in 2014
under our new learning platform Ascend.
However, since the announcement of our plans in
July 2013, over 700 colleagues have volunteered
working closely with a number of local charities,
NGOs and schools on many diverse projects.
Through volunteering we have been able to work
more closely with our current Community and
Conservation partners whilst creating over twenty
new charity partnerships in the Heathrow
community, these include: Scope; The Golf Trust;
Hillingdon Association of Voluntary Services; and
VAIS - Volunteer Action In Spelthorne.
The Hillingdon Women’s Centre
Over 100 colleagues worked tirelessly to improve
the internal and external environment of the
centre.
The centre is a safe house providing a variety of
services and support for all women who are in
crisis due to physical and emotional abuse.
‘Thank you British Airways. The women and our
volunteers are thrilled to have a nicer, cleaner and
brighter environment to work in, and the garden
54
The Willow Tree Centre
400 colleagues have participated in activities
supporting a range of environmental initiatives at
the Willow Tree Centre which is a multi-purpose
15-acre outdoor facility. They welcome over
14,500 young people every year, of which 3,500
have a range of special educational needs.
6.4.2 Community
Awards
Volunteering
The aim of the Community Volunteering Awards is
to recognise colleagues who have made an
outstanding contribution to their communities
through volunteering and charitable work. We also
presented awards to some of our external charity
partners for their outstanding work in our local
communities.
Awards included:

Community champion of the year.

UK regional champion of the year.

Unsung hero award.

Charity of the year.

Volunteer team of the year.
WHO WE ARE
OUR
APPROACH TO
SUSTAINABILITY
RESPONSIBLE
FLYING FOR
EVERYONE
THE
BENEFITS OF
AVIATION
MITIGATING OUR
ENVIRONMENTAL
IMPACT
.
ENRICHING
LIVELIHOODS
AND
COMMUNITIES
BEING A
RESPONSIBLE
BUSINESS
APPENDICES
Next steps:
 Formally launch our Volunteering programme and build it into Ascend, our new learning
platform.
 Build on our Community and Conservation programme and use it as an engagement tool for
colleagues.
 Showcase the work of our community partners by building more strategic relationships which
make a real impact on the communities we serve.
6.5 COMMUNITY LEARNING CENTRE
ICT Programmes
Targets:
 Further
develop the Community
Learning Centre (CLC) and grow the
talent pipeline.
 New
Targets: Aim to
144,444 young people
activities at the CLC and
school based presentations
and 7444 children to visit
annually.
engage
through
through
by 2416
the CLC
Environmental Education
The British Airways Community Learning Centre
opened in 1999, providing learning opportunities
for young people from schools and colleges across
the Heathrow community and further afield. The
team of specialist trainers provide insights into
the world of work and the airline industry. Our
core programmes include information and
communication technology (ICT), customer
service, languages, and global and environmental
education.
In 2013, 9,167 young learners and teachers
benefited from education sessions at our
Community Learning Centre, or in their schools.
To date 90,969 young people have benefited from
sessions at the Centre or through school-based
presentations by the team.
55
A total of 1,313 primary and secondary students
participated in ICT programmes at the centre. The
students gain an understanding of how technology
is used to deliver our business and engage our
customers. The programmes focus on the use of
social media, ba.com and Journey Planning. All of
the business topics link in with their school
studies and the activities complement the work
they do already, using their IT skills.
Our environmental education programmes give
young people access to the natural world, offering
learning experiences on the green spaces of
Harmondsworth Moor at Heathrow. We
encourage children and young people to think
about human activity and how it affects our planet,
and we examine what steps British Airways takes
to minimize and counteract the effects flying has
on our environment.
We work with several external organisations,
such as the Wildfowl and Wetlands Trust, whose
expertise helps us add depth and richness to our
environmental sessions. 2013 saw 1,283 young
people and visitors take part in environmental
education sessions, and this year we had a special
focus during National Tree Week in November,
WHO WE ARE
OUR
APPROACH TO
SUSTAINABILITY
RESPONSIBLE
FLYING FOR
EVERYONE
THE
BENEFITS OF
AVIATION
during which primary and secondary school
students planted saplings on Harmondsworth
Moor, learning about the special environmental
significance of trees, and helping to transform the
local landscape.
Spelthorne Junior Citizen Programme
Every year, the British Airways Community
Learning Centre hosts the Spelthorne Junior
Citizen event, open to all pupils in their last year of
primary school in the borough of Spelthorne, next
to Heathrow. The event runs for two weeks and
involves a series of short workshops promoting
personal safety. Teams from various emergency
services and community organisations join British
Airways’ colleagues for sessions on issues
including knife crime, safety near water, road
safety, staying safe online, how to deal with
strangers and much more. Every year since 2008,
Spelthorne Junior Citizen has been a highlight of
our September schedule and in 2013, 1,032 young
people and their teachers attended the event. The
skills learned prove to be invaluable in later life,
demonstrated by a pupil reporting to us that she
had helped at the scene of a bicycle accident, and
that she had known what to do because of the First
Aid skills learned here at the Community Learning
Centre on her Spelthorne Junior Citizen event.
Global Education Weeks
Each year the centre delivers global events that
focus on a specific country to promote cultural and
global awareness. They offer a balance of activities
that appeal to all the senses and include language,
music, dance, art, calligraphy, and the opportunity
to debate environmental and social issues that
affect the communities we fly to. In 2013, our
global events focused on Kenya, Jamaica, the Polar
regions and our new Chengdu route with a total of
817 children taking part.
Chengdu Global Event:
To celebrate our new route to Chengdu in China,
we hosted a one-day event celebrating the new
destination with 100 secondary school students
attending.
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The young people enjoyed the language and
culture of the Sichuan province’s capital city,
practiced their Mandarin, ‘flew’ on a mock flight,
explored the tea house culture and learnt about
the giant panda. The students had first hand
accounts from a Pilot and cabin crew member, who
were present on the inaugural flight to Chengdu,
who talked about their roles and visits to the new
destination. International cabin crew flew in to
attend the day and share their experiences and
two life size pandas also showed their faces!
Senior First Officer, Dan Arnold said ‘The pupils
were really enthusiastic and all had a really
enjoyable time learning about Chengdu.’
Work Experience
Since 2009, we have taken on over 850 students
for placement of five days in 21 departments
including Heathrow Customer Service, British
Airways
Component Engineering, and Flight
Training and IT Service delivery. A number of
former work experience students are now British
Airways colleagues having successfully secured
places on apprenticeship programmes.
In 2014 the programme will expand again as work
experience will be reintroduced in the Heathrow
Aircraft Hangar and new placements will start in
the Operation Support Unit, Network Planning and
Digital Innovation.
'The first few months of my time at British Airways
have been amazing. I've experienced many aspects
of the company in such a short time, and I look
forward to progressing my career with British
Airways in the future' -Andrew Breadman,
WHO WE ARE
OUR
APPROACH TO
SUSTAINABILITY
RESPONSIBLE
FLYING FOR
EVERYONE
THE
BENEFITS OF
AVIATION
Engineering Technical Apprentice, London
Heathrow, former work experience student.
Language Programmes
Our award-winning language programmes
continues to thrive with 529 young learners
participating in either primary or secondary
school language workshops at the CLC.
Presentations stressing the importance of
knowing a language in the world of work have
been popular, with 1,576 students benefitting
from school visits in 2013.
The British Airways Language Flag Award
The British Airways Language Flag Award
(BALFA) is a vocational speaking test aimed at
increasing confidence in communication in other
languages. There are currently 120 schools and
249 teachers who are members of our programme
which is open to any UK school.
Greek and Turkish have been added to the
programme and the test is now available in 20
languages. British Airways colleagues from
around the world showcased their linguistic
ability, volunteering to record new listening test
materials and announcements which students can
download from ba.com/languageresources to help
them to perfect their accents.
MITIGATING OUR
ENVIRONMENTAL
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ENRICHING
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BEING A
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BUSINESS
APPENDICES
Customer Service Programme
The Customer Service and Recruitment &
Selection sessions are designed to support
students studying a variety of topics both in
school and at college. In 2013, over 850 students
participated in the programme. We have delivered
Work Preparation Days for the sixth form
students where they had the opportunity to meet
British Airways colleagues from a number of
departments who gave them an insight into the
business and career opportunities available. The
students also took part in activities designed to
develop skills to help them in their quest for
employment. The head of sixth form from
Wexham Park School in Slough said:
‘The experience provided to our sixth form
students by British Airways was invaluable in
terms of their understanding of a real life
workplace. The tremendous knowledge and
enthusiasm displayed by all the British Airways
staff we met, not only helped to motivate the
pupils in their academic studies, but also to
inspire them to raise their aspirations and
ambitions. The professional and friendly approach
made the day an enjoyable experience for all.’
During the academic year September 2012 to July
2013, 2,101 students took the test with a 79.9
percent pass rate.
Next steps:
 Deliver a new Community Learning Centre by 2419.
 Grow our work experience programme by engaging new departments across the airline and
increasing the number of young people participating.
 Develop a talent pipeline through our work related programmes at the Community Learning
Centre and increase the opportunities for young people to access career opportunities through our
apprenticeship scheme.
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WHO WE ARE
7
OUR
APPROACH TO
SUSTAINABILITY
RESPONSIBLE
FLYING FOR
EVERYONE
THE
BENEFITS OF
AVIATION
MITIGATING OUR
ENVIRONMENTAL
IMPACT
.
ENRICHING
LIVELIHOODS
AND
COMMUNITIES
BEING A RESPONSIBLE BUSINESS
7.1 Responsible business context ....... 59
7.2 Responsible business goals and
targets .......................................................... 60
7.3 Safety............................................................ 62
7.4 Customer experience ............................. 63
7.5 Colleague relations ................................. 65
7.6 Responsible procurement.................... 71
7.7 Wellbeing ................................................... 73
7.8 Diversity and inclusion ......................... 75
58
BEING A
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APPENDICES
WHO WE ARE
OUR
APPROACH TO
SUSTAINABILITY
RESPONSIBLE
FLYING FOR
EVERYONE
THE
BENEFITS OF
AVIATION
MITIGATING OUR
ENVIRONMENTAL
IMPACT
.
ENRICHING
LIVELIHOODS
AND
COMMUNITIES
BEING A
RESPONSIBLE
BUSINESS
APPENDICES
7.1 RESPONSIBLE BUSINESS CONTEXT
We are committed to operating our business in a
responsible way.
We wish to create a respectful environment for
customers and colleagues. Additionally we expect
our partners to uphold our high standards and
values. We believe such things should be expected
of any business.
The wellbeing and comfort of our passengers is of
paramount importance and we have invested £5
billion over 5 years to enhance the customer
experience for all customers.
Throughout our operation, across our people,
customers and suppliers, we strive to uphold our
responsible flying ethos.
We are keenly aware of the responsibilities and
obligations we have to our customers to provide
not only outstanding customer service but also to
deliver a safe operation. Safety is our first priority
at British Airways and is ingrained in our culture.
59
WHO WE ARE
OUR
APPROACH TO
SUSTAINABILITY
RESPONSIBLE
FLYING FOR
EVERYONE
THE
BENEFITS OF
AVIATION
MITIGATING OUR
ENVIRONMENTAL
IMPACT
.
ENRICHING
LIVELIHOODS
AND
COMMUNITIES
BEING A
RESPONSIBLE
BUSINESS
APPENDICES
7.2 RESPONSIBLE BUSINESS GOALS AND TARGETS
RESPONSIBLE BUSINESS GOALS AND TARGETS
Goals
Targets and actions
Progress in 2013
Safety: continuously
improve British Airways’
safety and security culture.
Improve British Airways colleagues’
occupational health and minimise safety
and security issues’ impact on business
activities.
Focus given to activities that may
give rise to hand arm vibration
issues. Revised procedures for
management of statutory
inspections and health surveillance
introduced. Continued use of
behavioural safety training.
Maintain a culture of continuous
improvement across all aspects of
safety and security.
Days lost due to work related
injuries reduced by 16% compared
to last year. Major injuries reduced
30% compared to last year.
Invest selectively in customer centric
initiatives, products and new
technologies to better deliver
exceptional customer service.
Understand and measure our
customer insights better and use
them to drive our future
proposition work.
Customer: put the
customer at the heart of
everything we do.
Customer: develop brand Continue to embed the British Airways
awareness and engagement brand positioning in key markets.
in key markets.
The To Fly. To Serve. Today,
Tomorrow campaign was
developed and implemented across
the UK, USA & Indian markets
showcasing the care and thought
that goes into every customer
journey.
Understand and measure our customer
insights better and use them to drive
our future proposition development
work.
In June 2013 we introduced our
new Customer Voice survey, a
monthly online customer
satisfaction questionnaire
conducted across random samples
of ba.com passengers. The customer
satisfaction measure as of June
2013 was 55 percent while Jan
2014 saw this increase to 59
percent.
Maintain the Learning Academy as a
centre of excellence for corporate
training.
Launch of Ascend: our integrated
Learning and Performance system
enabling people to own their
development.
Improve communications with
colleagues on key issues and increase
the annual survey response rate from
44 percent in 2011.
Speak Up response rate has
increased to 61 percent.
Maintain influx of new talent through
graduate and apprenticeship schemes.
50 graduates and 135 apprentices
joined across the business.
Colleague: make British
Airways a great place to
work for all colleagues.
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APPENDICES
RESPONSIBLE BUSINESS GOALS AND TARGETS (continued)
Goals
Targets and actions
Progress in 2013
Procurement: operate in
a socially ethical manner.
Audit of 30 Tier 1 suppliers by Q2
2014.
British Airways is the first airline
member of Sedex and we look
forward to working collaboratively
with Sedex to improve supply chain
standards.
Ensure suppliers are paid on time in at
least 95 percent of cases.
We are a signatory to the Prompt
Payment Code and have maintained
our long-standing policy not to
extend supplier contracted payment
terms.
Wellbeing: provide
support, and a safe and
healthy environment for
our customers when they
are on board, and support
colleagues in improving
overall health.
Continue to support customers who
require medical clearance on board
our aircraft.
Developing a streamlined screening
process across the 11 airlines in the
Joint Business Agreement (JBA).
Help colleagues adopt healthier
lifestyle choices.
Multiple health promotion events;
subsidised exercise facilities;
delivered an extensive health
surveillance programme.
Diversity and inclusion:
promote a working
environment that
motivates, engages,
supports and recognises
the differences of all
colleagues and deliver an
inclusive service to all our
customers.
Encourage and instil positive and
permanent change within the airline
on issues of dignity at work.
We introduced a Dignity Index in
2012 which we have built on during
2013. The Index consists of 15
questions and allows a more holistic
approach to what drives feelings of
being respected and valued.
A positive legacy for disabled
customers post-Olympic and
Paralympic games.
Our disabled customer proposition
has been embedded into our brand.
To make the journey as easy as
possible, we have improved ba.com
to enable customers to let us know
their requirements via Manage My
Booking.
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7.3 SAFETY
provided to them.
Targets:
 Maintain a culture of continuous
improvement across all aspects of
safety and security.
 Improve British Airways colleagues’
occupational health and minimise
safety and security issues’ impact on
business activities.
Safety and Security Management system as
part of move to EASA Ops
2013 saw the launch of two new corporate
reporting systems, one to control health
surveillance and the other statutory inspections.
Safety culture
Development of our safety behaviours continued
throughout 2013 with the launch of bespoke
training for Senior Managers and colleagues alike.
The training is developed to raise awareness of
how each colleagues’ personal actions can impact
on safety outcomes and culture.
Major injuries
A planned and structured project is underway to
ensure British Airways gains EASA OPS approval
by October 2014.
The project, that commenced in August 2013, will
see the introduction of a revised Safety
Management System that provides greater
transparency through the use of regulatory
Compliance Statements and a comprehensive
restructure of a number of key organisational
manuals.
The project plan includes regular meetings with
the UK CAA to ensure the requirements are being
fully addressed throughout 2014.
Work related injuries
Whilst incident prevention is the key objective of
all colleagues, on those occasions where a
colleague does suffer an injury, there is a robust
rehabilitation programme to support an early
return to work. Alongside the incident prevention
programmes, effective rehabilitation has enabled
us to reduce our days lost due to work related
injuries by 50 percent over 3 years.
Strong reporting culture
A total of 26 work related major injuries were
recorded worldwide by British Airways colleagues.
The majority of these relate to slips and trips and
identifying risk reduction strategies is an area of
constant attention.
7.3.1 Customer safety
We have continued to develop the travel
experience for customers with reduced mobility.
New facilities within ba.com now enable our
customers to provide more comprehensive
information about their mobility equipment, prior
to travel. This enables us to address their travel
requirements more effectively and handle their
equipment with the minimal risks to both the
equipment and colleagues.
Cabin safety is another area where risk assessment
has identified further areas of improvement. A redesign of the beverage pots used as part of the hot
drinks service will ensure that risks to both our
cabin crew colleagues and customers are
minimised and demonstrates the benefits of
continuous improvement.
We pride ourselves in having a strong reporting
culture. All colleagues are encouraged to report all
safety related events including potential
occurrences. We continue to make reporting easy
with ongoing development of iPad apps for our
colleagues to take full use of the technology that is
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7.4 CUSTOMER EXPERIENCE
Targets:
 Invest selectively in customer centric
initiatives,
products
and
new
technologies
to
better
deliver
exceptional customer service.
 Continue to embed the British Airways
brand positioning in key markets.
 Understand
and
measure
our
customer insights better and use them
to drive our future proposition
development work.
Being a responsible business means putting the
customer at the heart of everything we do, and this
is a core value immortalized by our 35-year old
motto: ‘To Fly. To Serve.’
Our sustainability practices are becoming more
important to our customers and we endeavour to
make these visible throughout the entire customer
journey. From opportunities for donations to
carbon reduction projects through the online
experience, to boarding the newest aircraft with
improved fuel efficiencies; from seeing onboard
recycling to being kept up to speed with our
community investment and exciting fuel
innovation work; our customers are witnessing
our commitment to sustainability across their
journey.
We strive to deliver exceptional customer service
and in order to do this we must understand how
our customers feel and what they want. Thanks to
our new online Customer Voice and real time Pulse
surveys we have access to a greater level of
insight, which enables us to empower our onboard
staff using iPad technology to turn this insight into
a more personalised service for each and every
customer.
We are committed to integrating diversity and
inclusion principles and values into our business.
We understand that each customer expects and
deserves to be provided with a service that meets
their individual needs. Customers with disabilities
want to be more in control of requesting the type
of assistance they need and so we have improved
ba.com to enable customers to let us know their
requirements via Manage My Booking.
Our activity continued to be rewarded this year.
Industry prizes such as Best Airline, Best Short
Haul Carrier, Best First Class, Best Airport Lounge
and Best Frequent Flyer programme in the
Business Traveller 2013 awards were joined by
best Long Haul and Short Haul trophies from The
Sunday Times Travel awards and the Brand
Revitalization award from the Marketing Society.
7.4.1
Brand
management
values
and
Four simple words capture the essence of British
Airways; ‘To Fly. To Serve.’ These words describe
the passion and expertise that we set out to
demonstrate to customers everyday; delivering a
unique combination of iconic British style, a
thoughtful service that is personal and
knowledgeable; and an unrivalled flying knowhow.
Our reputation is built on our heritage of
excellence in all areas of flying, our
uncompromising standards of safety and security
and a commitment to set new standards for the
future.
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their iPads.
7.4.2 Communication integrity
British Airways endeavours to comply with all
relevant laws, standards, regulations and
voluntary codes in terms of advertising price and
tactical offers in the United Kingdom.
The British Airways marketing and sponsorship
teams work closely with the in-house legal team
in relation to our marketing communications
where workshops and training are provided.
Furthermore, we ensure that we obtain the
relevant approvals from approval bodies, such as
Clearcast in the UK, where necessary.
Over 2013, 5 complaints against British Airways
were resolved informally with the Advertising
Standards Authority (ASA). One formal complaint
against British Airways was not upheld by the
ASA.
7.4.3 Complaints and claims
The British Airways Global Customer Relations
operation team is responsible for addressing
issues or concerns raised by customers post
travel, including lost or damaged baggage claims,
as well as disruption cases.
In 2013, we significantly increased the amount of
proactive contacts we make. This means that we
proactively call a customer when we believe we
have not sufficiently delivered to their
expectations in order to resolve any issues they
may have. Where we have contacted customers
proactively we have received much improved
feedback.
In the last 12 months we have seen increases in
issues associated with flight delays and
cancellations. We have also seen an increase in
claims for compensation for delays and cancelled
flights due to changes in EU law.
Average number of complaints per 1000
passengers:
14
12
10
8
6
4
2
0
11.88
9.84
9.86
2011
2012
Customers can contact Customer Relations by
webform, email, letter or telephone as well as
through various social media channels. In
addition, our cabin crew can capture information
and gather feedback on board our aircraft using
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2013
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7.5 COLLEAGUE RELATIONS
We want British Airways to be a great place to
work and to get all colleagues involved in making
this happen. Discussions with all colleagues and a
focus on putting the customer first in all areas of
the business, are helping us to achieve this.
We update our employment policies regularly with
input from colleagues across the business.
We aim for all employment policies to meet
specific criteria.
These are:

Legal compliance.

Short and simple.

Empowering for line managers.

Cost effectiveness.

Fairness.
We work collaboratively with all trade unions
towards establishing a modern framework for
colleague relations, with agreements that allow the
business to focus on the customer and retain
flexibility and competitiveness.
All managers at British Airways have a role in
creating an accepting, inclusive and high
performing team environment. They receive
support which helps them manage and develop
colleagues effectively, which in turn, encourages
them to realise their full potential.
We encourage conflict resolution through
alternative, informal means. Our mediation
process allows for private conversations without
resorting to formal action. There are trained
mediators across all areas of the company
available for this process.
7.5.1 Training
Target:
 Maintain the Learning Academy as a
centre of excellence for corporate
training.
We have recently introduced an online learning,
performance and talent management system
called Ascend, which brings innovative ways to
learn. It helps colleagues manage their learning
and personal development with more access to
aligning learning to our business objectives. It is
also an interactive performance and talent
management tool.
Ascend offers dynamic learning opportunities for
all colleagues, helping them to take ownership of
their own learning and enables them to learn on
the go or from home. It is a fully integrated
business wide learning, performance and talent
management system. It is fast, effective and
efficient - colleagues will have greater choice and
more control.
These new ways of learning will build our
expertise to help us deliver even better service to
our customers, helping us towards our vision to
become the most admired airline.
In 2013, our Learning Academies arranged and
provided 15,553 management training days to just
under 5,000 managers ranging from Management
Development skillbytes and Project Management
Professional development courses to online
Corporate Compliance learning. We also delivered
100,552 training days to around 15,000 cabin
crew covering new entrant, Premium Service
Training and recurrent / conversion courses. Just
over 3,700 Flight Crew completed a total of 31,853
training days comprised of Simulator and new
entrant / recurrent / conversion training.
4,500 engineering colleagues completed 31,100
training days including training on new Airbus
A380 and Boeing 787 aircraft.
Just under 14,000 ground operational colleagues
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were offered 45,874 training days including
regulatory and compliance learning.
7.5.3 Leadership development
7.5.2 Speak Up Survey
Our aim is to develop inspirational and capable
leaders now and for the future. To achieve this the
High Performance Leadership (HPL) approach was
introduced into British Airways in 2008 and our
focus on building our leadership through the HPL
approach continued throughout 2013.
More than 23,500 colleagues took the time to
share their views in our colleague opinion survey,
Speak Up 2013. That equates to 61 percent of the
airline. As a result we now have the most robust
data that we have ever had which is starting to
give us a clear picture of how people are feeling.
Comparisons with last year’s results show we are
making progress in areas such as leadership
visibility and communication.
Our key indices continue to be: Customer Focus,
Leadership, Safety and over all Engagement which
is 72 percent. Our colleagues continue to
demonstrate their passion and enthusiasm for the
British Airways brand. 77 percent of those who
responded believe that British Airways will be
successful in the future and 75 percent are proud
to work for British Airways. This year, we have
changed the managers’ report to highlight and
prioritise what drives engagement across the
company. Our priority now is for managers to
analyse the data and continue the conversations
started with their teams to fully understand what
is driving the data and then prioritise actions to
address concerns and issues.
The HPL approach links: business planning,
objective setting, performance assessment, talent
management, reward, leadership development and
career progression. Over the last five years, as part
of the HPL approach, we have introduced a broad
and comprehensive leadership portfolio. We
understand and develop the potential within our
leadership communities and continually review
our succession plans with appropriate action
planning.
Key components of our leadership portfolio are
our accelerated leadership programmes (Horizons,
Compass and Leaders of Tomorrow), our company
-wide frontline leadership development portfolio
(which is now accredited) and individual
leadership development (including profiling and
coaching). In 2013 we also ran targeted leadership
development programmes to build leadership
capabilities in specific areas or functions (e.g.
collaborative leadership development and
leadership development for our cabin crew
leaders).
Speak Up survey response:
70%
60%
50%
58%
61%
2012
2013
44%
40%
30%
20%
10%
0%
2011
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7.5.4 Graduates and apprentices
 Maintain influx of new talent through
graduate and apprenticeship schemes.
Graduates are an essential part of the talent
pipeline in British Airways. At any moment in time
we have over 100 graduates engaged on one of
nine graduate programmes that cover a range of
disciplines including: Procurement; HR; IT;
General Management; Finance; Engineering;
Cargo; Operational Research and Commercial
Analysis.
While on a graduate programme, our graduates
carry out real jobs with real responsibilities and
benefit from a broad and varied range of
additional development opportunities and
experiences. Over the last 12 months we have
carried out a review of our graduate proposition to
ensure it is the correct size and shape to serve
British Airways for the future.
Annual graduate cohort numbers:
Leaders
business
2013
for 8
2012
2011
11
19
Engineering
8
9
10
IT
19
10
14
Finance
6
6
8
HR
2
4
5
Cargo
0
5
6
Procurement
2
2
2
OR
2
10
4
Commercial
Analysts
3
Total
50
57
68
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Apprentices
Our apprenticeship programmes also play a key
role in bringing new talent into the airline.
Target:
Graduate
programme
MITIGATING OUR
ENVIRONMENTAL
IMPACT
.
We currently have over 300 individuals
completing a wide range of apprenticeship
programmes that provide on the job experience in
different areas of our business. We are currently
offering opportunities to develop skills in
professions such as Project Management,
Engineering, Information Technology, Head Office/
Business Administration, World Cargo & Logistics,
Heathrow Operations, Financial Services and
People Services.
All programmes follow a structured agenda of on
the job skills development, coaching and academic
studies leading to a nationally recognised
qualification. We currently offer Intermediate
Apprenticeships
Level
2,
Advanced
Apprenticeships
Level
3
and
Higher
Apprenticeships Level 4-7, dependant on the
programme.
Our apprentices are also encouraged to develop
their skills and abilities further by getting involved
in additional development opportunities.
All
programmes complete activities to support our
Community Investment and Flying Start team,
which include team challenges with other
organisations, volunteering with local community
groups and fund raising to support our chosen
charities. We also support local schools by giving
presentations to students and attend Careers Fairs.
In addition, we seek opportunities for our
apprentices to become ambassadors and engage
with MPs by attending government events.
WHO WE ARE
OUR
APPROACH TO
SUSTAINABILITY
RESPONSIBLE
FLYING FOR
EVERYONE
THE
BENEFITS OF
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MITIGATING OUR
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IMPACT
.
ENRICHING
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AND
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BEING A
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APPENDICES
Annual Apprentice Recruitement Numbers 2011-2013:
Programme
Apprenticeship Qualification 2013
level
2012
2011
Engineering - Industrial
Level 2
52
114
82
Engineering - Business & Administration Level 2
14
18
20
Engineering - Aircraft Appearance
Level 2
11
Heathrow Operations
Level 2
35
33
Information Technology - Operations
Level 3
5
15
Information Technology - Delivery
Level 4
12
Information Technology - Security
Level 3
0
2
Project Management
Level 4
0
5
Head Office
Level 4
0
10
World Cargo
Level 2
0
12
People Services
Level 3
2
Financial Services
Level 2
4
TOTAL (Year)
135
7.5.5 Severance pay
British Airways provides severance pay for
colleagues whose roles become redundant. A
severance amount is paid, which is compensation
for loss of office. In all cases, the amount paid will
be at least (and usually more than) the minimum
legal requirement. The severance amount takes
into account a colleague's length of service. It also
makes reference to the Government's Statutory
Redundancy Pay formula, which takes into account
colleague age and years of service.
7.5.6 Job placement services
Over the last 12 months British Airways’ internal
Career Transition Service has provided over 300
colleagues with career coaching and job-search
68
209
102
support. Colleagues who are at risk of redundancy
are registered with the service and are assigned to
a Talent Transition Consultant. In addition to
receiving priority consideration for suitable
internal vacancies, all registered colleagues
become eligible to receive one-to-one advice and
support on a range of subjects such as identifying a
potential career path, writing a CV and preparing
for interviews. This support is complemented by
further offerings from our external career coach
partners, who offer seminars and one-to-one
support in areas such as setting up your own
business and planning for an active retirement.
7.5.7 Retirement planning
Support for colleagues approaching retirement is
provided by British Airways Clubs. Seminars are
presented in partnership with Lighthouse
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Financial Advice and are available to colleagues of
British Airways as well as their partners.

Short term disability: available for both parttime and full-time.
Professional financial advice is provided to
colleagues who are concerned about losing their
regular income with a view to offering expert
guidance on a range of subjects including pensions,
tax planning, long term care and state benefits.

Long term disability: only available to fulltime colleagues.

401K Defined contribution plan: available to
part-time and full-time colleagues.
7.5.8 Benefits

Pension plan: closed to new members benefits dependent upon income and length
of service (part-time and full-time).
Below you will find the benefits that are given to
our colleagues:
UK:

Life insurance: provided via membership of a
pensions scheme and is based on individual's
pensionable pay, so would be pro-rated for
part-timers.

Health care: same cover provided for fulltime and part-time colleagues. Temporary
staff would not be eligible.

Disability and invalidity coverage: all eligible
but pro-rated for part-timers (based on
salary).

Parental leave: expressed in calendar weeks
but may be adjusted for part-time workers in
some circumstances.

Stock ownership: shares granted under a
Deferred Share Plan (DSP) are pro-rated for
part-time workers. Shares granted under a
Performance Share Plan (PSP) are not prorated for part-time workers. Temporary staff
are not eligible for awards under either of
these schemes.
7.5.9 Colleague litigation
Between 1 January 2013 and 31 December 2013,
British Airways was served with 70 Employment
Tribunal claims.
Of these, seventeen claims were related to pilot
holiday claims, and included claims repeated from
previous years. The majority of these claims have
now been settled.
Of the remaining fifty-three claims, there were
three multi-party claims, thirty-two of unfair
dismissal and thirty-nine of discrimination—many
of which overlap. Of these fifty-three claims,
twenty-two are ongoing, twenty-one were
withdrawn by the claimant, six were won by
British Airways, one claim was struck out by the
Employment Tribunal and three claims were
settled.
Employment tribunal claims:
2013
2012
2011
70
77
116
US:

Health insurance: available to both part-time
and full-time colleagues (part-time staff pay
more for dependent coverage).

Life Insurance: we provide for both parttime and full-time - coverage is based on
income.
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Grievances about labour practices
Corrective action taken:
There were also a number of grievances about
labour practices filed and discrimination claims,
which you can see in more detail in the tables
below:

Removal of suspension of improvement plan
during maternity leave.

Proposed changes to the current practice for
accruing lieu days for part-time workers.

Performance issue removed due to incorrect
application of managing performance.

Addressing people management style in
communication of key messages.
Grievances and discrimination claims:
Grievances claims
2013 2012 2011
Total number of grievance 108
claims
89
118
Not upheld
79
82
94
Partially upheld
7
3
13
Upheld
4
4
11
WIP
18
Discrimination claims
2013
Total number of discrimination claims
15
Discrimination claims not upheld
10
Discrimination claims partially upheld
2
Discrimination claim upheld
1
Discrimination claim withdrawn
1
Discrimination claim ongoing
1
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7.6 RESPONSIBLE PROCUREMENT
Target:
 Audit of 34 Tier 1 suppliers by Q2
2414.
British Airways is committed to encouraging our
suppliers to achieve the highest standards in
responsible procurement and in 2013 we
continued to work with an identified group of
suppliers to drive the highest standards of ethical
behaviour. We require that any new potential
suppliers complete a comprehensive sustainability
questionnaire as part of our tender process.
At a strategic level, we continue to focus on each of
the three themes of our responsible procurement
strategy:

Reduce supplier emissions.

Source ethical suppliers.

Behave responsibly towards our suppliers.
Our procurement team maintain a risk based
approach to identify where potential Sustainability
risks lie in our global supplier base. During 2012,
their review has allowed a clear understanding of
where the highest risks exist when measured
against three elements:

Impact on our customers through products
or services.

Impact on the environment.

Exposure to potential labour issues.
We have undertaken sample supplier audits based
on the Sedex members Ethical Trade Audit
(SMETA) Best Practice Guidance and in addition a
number of suppliers are obliged to undertake
SMETA audits and share findings. In 2013, we
joined Sedex and are proud to be their first airline
member. We look forward to a long and successful
partnership with them and contributing to the
improvement of standards in the supply chain. We
have identified 30 suppliers that in the main are
either supplying Customer Product or Overseas
71
Caterers where product is generally manufactured
in higher risk locations, has a higher dependency
on labour and together with potential
environmental concerns poses a potentially higher
risk. Together with Sedex, we are currently
working on a joint project to identify increased
levels of supply chain risk, initially within this
group and will identify subsequent actions in mid
2014. We remain committed to working with
Sedex to improve supply chain standards.
7.6.1 Anti bribery and corruption
British Airways remains committed to maintaining
the highest standards of ethics, honesty, openness
and accountability in our procurement processes.
This is underpinned by our code of conduct, The
Way We Work and our business Integrity Policy.
In 2012, we introduced a facility where suppliers
who have ethical concerns about how British
Airways procurement conduct business can
contact in confidence either the British Airways
Company Secretary or Safecall, an external and
independent specialist.
7.6.2 Risk management
In 2013 we refreshed our approach to Supplier
risk monitoring, adopting an approach endorsed
by the Institute of Risk Management with regular
reviews undertaken.
7.6.3 Suppliers payment system
Target:
 Ensure suppliers are paid on time in at
least 99 percent of cases.
The process for payments to suppliers is well
established and managed by the Payment Services
WHO WE ARE
OUR
APPROACH TO
SUSTAINABILITY
RESPONSIBLE
FLYING FOR
EVERYONE
THE
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APPENDICES
team, who are dedicated to ensuing that payments
are managed effectively and that suppliers are
paid to contracted terms with “Supplier On-Time
Payment Performance” circa 90 percent.
Substantial controls are in place to ensure that the
creation of supplier accounts and subsequent
payments operate within well-defined segregation
of duties. The system and processes are audited
annually and in addition, a third party audit
company regularly monitors payments to
suppliers to keep the risk of duplicate payment to
the absolute minimum.
7.6.5 Sustainable sourcing of our
onboard catering
7.6.4 Supply chain labour policies
To further demonstrate our commitment, both
British Airways and the Marine Stewardship
Council collaborated at the end of 2012 and
throughout 2013 to place independently certified
fish on our menus. This was made possible by the
accreditation gained by our long haul catering
partner Gate Gourmet at the Heathrow catering
unit to integrate MSC ‘Chain of Custody’
requirements.
British Airways is a strong advocate of responsible
behaviour within its sourcing companies who are
required to aspire to British Airways’ supply chain
standard policy. This provides guidance on
responsibilities for labour practices and their
application.
Our supply chain standard policy is based on the
International Labour Organisation standards and
provides guidance on:

General conditions.

Child labour.

Equal opportunities and diversity.

Freedom of
bargaining.

Forced labour.

Wages, benefits and working hours.

Harassment and bullying / dignity at work.
72
association
and
collective
There is a strong focus on the sustainability of
ingredients we use in all our meals. Over-fishing
and damage to marine ecosystems are pressing
global problems. In 2012 British Airways signed
the ‘Sustainable Fish City’ pledge with the aim of
using only fish from sustainable sources at our
London bases. We are also working with our
overseas catering suppliers to ensure they adhere
to the Marine Conservation Society’s ‘fish to avoid’
list when selecting fish for our meals.
We have recently agreed use of the approved MSC
eco-label artwork onto the British Airways menu,
assuring our customers that the product is fully
traceable to a certified sustainable fishery
wherever this is displayed.
There is still much to do, but we are committed to
working with our partners and suppliers to ensure
that we endeavour to responsibly source our
produce and minimise our impact on the
environment where possible.
WHO WE ARE
OUR
APPROACH TO
SUSTAINABILITY
RESPONSIBLE
FLYING FOR
EVERYONE
THE
BENEFITS OF
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IMPACT
.
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7.7 WELLBEING
Targets:
 Continue to support customers who
require medical clearance on board
our aircraft.
 Help colleagues adopt healthier
lifestyle choices.
British Airways remained focused throughout
2013 on maximising Customers’ and Colleagues’
health and wellbeing.
Customer wellbeing
This year British Airways Health Services (BAHS)
completed a review of on board medical
equipment, however any changes in medical kit
content are being delayed pending a final decision
on EASA regulation.
New automated external defibrillators (AEDs) will
be introduced on all British Airways aircraft which
in addition to being faster and easier to use are
6kg lighter than the previous model, contributing
to British Airways’ commitment to achieving fuel
efficiency savings.
operates with other airlines to various regions of
the world) with the aim of providing one medical
clearance process for Customers whose itinerary
includes JBA airlines.
Colleague’s wellbeing
British Airways’ health surveillance programme,
aimed at prevention and early detection of work
related ill health has been extended this year and
in 2014 we are planning to open another Health
Centre, which will provide additional resource.
The Early Active Rehabilitation (EAR) scheme has
continued to provide support for colleagues by
providing more rapid access to medical treatment
and an earlier return to work. In 2013 the scheme
achieved a return on investment of 6.6:1
British Airways employees on UK contracts have
access to our Employee Assistance Programme,
Helpdirect which offers support on personal and
work related issues 365 days a year. This year the
Helpdirect provider also supported various health
promotion events to promote the service and have
delivered emotional resilience training which we
intend to extend in 2014.
In 2013 we delivered a comprehensive health
promotion programme aimed at raising awareness
of important health issues and culminated in
November with a multi themed Health Fair where
health charities and health professionals offered
advice, screening tests and health and wellbeing
information.
British Airways has reviewed its life saving
equipment provided on the ground. As a result of
this, AEDs will be provided at various locations
across British Airways and the BAHS first aid team
will be offering half hour Basic Life Support (BLS)
sessions, including demonstration of the new AED.
Throughout 2013 in house Passenger Medical
Clearance Unit (PMCU) cleared 5629 customers
with medical problems as fit to fly, and provided
additional oxygen free of charge to 75% of them.
PMCU have continued to work with 11 airlines
participating in Joint Business Agreements (JBA—
a revenue share agreement British Airways
73
In 2012 BAHS pledged to improve employees’
health by signing up to the government’s
Responsibility Deal, pledging to improve
employees’ health by:

Promoting the importance
activity in the workplace
of
physical
WHO WE ARE
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
Supporting staff with chronic conditions

Gaining accreditation for the OH department
through SEQOHS (Safe Effective Quality
Occupational health Service)

Raising awareness of Domestic Violence
As part of these pledges, British Airways provides
facilities at most work locations to make it easier
for employees to exercise during their working
day and offers subsidised facilities to colleagues
and their families to encourage physical activity.
In 2013 British Airways committed to raising
awareness on Domestic Violence. British Airways
is a member of the Corporate Alliance Against
Domestic Violence. We have incorporated the
issue of domestic violence into health promotion
events and a seminar for British Airways
managers on the importance of well being in the
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workplace. We worked closely with our EAP
provider to ensure that our Helpdirect leaflets
reflect this issue.
Following an extensive review of internal
processes and procedures, BAHS has submitted its
initial application for accreditation under SEQOHS
with formal audit to follow in 2014.
Next steps:
In the coming year we will continue to
exploit IT opportunities, social media and
health apps to benefit both our customers
and colleagues.
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7.8 DIVERSITY AND INCLUSION
Targets:
 Encourage and instil positive and
permanent change within the airline
on issues of dignity at work.
 A
positive legacy for disabled
customers
post-Olympic
and
Paralympic games.
British Airways is committed to building a diverse
and inclusive workplace, based on developing
trust and relationships with colleagues, customers
and local communities.
We seek to achieve this by integrating diversity
and inclusion principles and values into our
business and people plans.
This year has seen us embedding our new
governance
framework
to
create
local
accountability and delivery of diversity and
inclusion. Our central team provides advice,
guidance and support for our local diversity
sponsors who are in turn supported by diversity
advisers. We also provide expertise to the business
in areas such as recruitment, talent, products and
services and training.
7.8.1 Customer
Building Ability
Our Director of Business Services sponsors our
work with customers with disabilities and has
brought together senior managers from strategic
areas of the business to focus on highlighted
issues.
Our customers have told us they would like more
control over the type of disability assistance they
need. In order to make the journey as easy as
possible we have improved ba.com to enable
customers to let us know their requirements via
Manage My Booking.
Disability assistance via Manage My Booking:
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Cultural intelligence
coming year.
We have worked in close collaboration with our
Products and Services team to ensure cultural
knowledge is integrated into communication and
training for the opening of new routes, with
particular focus on India and Korea. We have
encouraged
information
sharing
across
directorates such as Inflight services and Flight
Operations and other regional bases such as
Gatwick.
Senior management gender report:
7.8.2 Colleagues
Our approach in 2013 has been to link diversity
and inclusion to wellbeing and engagement to
embrace all colleagues. We are working in close
partnership with our colleague assistance
programme, our health services and mediation
partners to embrace physical and psychological
health.
In addition, we seek to maximise the potential of
our colleagues and have worked in close
collaboration with our Talent team to understand
the diversity demographics of our future leaders.
Our focus is on gender balance within our
directorates and to work externally to attract a
diverse applicant pool as well as internally to
ensure we attract and retain the best people,
irrespective of background.
Employee
Group
2012
Direct
reports to
executive
chairman
Band 1
Band 2
2013
Direct
reports to
executive
chairman
Band 1
Band 2
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Male
Total
Female
%
3
9
12
25%
53
290
135
529
188
819
28%
35%
2
10
12
17%
49
292
138
570
187
862
26%
34%
British Airways supports a range of informal and
formal flexible working practices to support our
business and to enable colleagues to manage their
lifestyles. We have worked with our recruitment
team to advertise more roles as being open to
flexible working to encourage more diverse
applications.
British Airways contract profile:
2011
Part-time
Full-time
2012
Part-time
Full-time
2013
Part-time
Full-time
Gender – we have carried out talent research and
are reviewing gender diversity at senior levels and
below. We have worked with the 30 Percent Club
on understanding more about motivation and
aspiration for progression, as well as the different
career paths individuals take.
Dignity at work – We introduced a Dignity Index in
2012 which we have built on during 2013. The
Index consists of 15 questions and allows a more
holistic approach towards exploring the feelings of
being respected and valued and links to
engagement and wellbeing. We continue to
monitor feedback from colleagues on harassment
and bullying and discrimination and have seen a
fall in both areas during 2013, although we
recognise we still have work to do during the
Female
All
%
10,274
24,232
29.8%
70.2%
10,908
25,443
30%
70%
10,817
25,601
29.7%
70.3%
In addition, this year we have:

Implemented a new training course on
managing unconscious bias for effective
decision making.
We aim for all our
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managers to have attended this programme
by the end of 2014.

Reviewed the role of our colleague resource
groups within the business.

Delivered upskilling courses for sponsors
and advisers on gender, discrimination law,
dignity and disability.

Provided foundation level training for new
sponsors and advisers across our business to
provide support to local line managers.

Provided a consultancy service to our
business on all the strands of diversity and
inclusion including customer and colleague
issues.
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Reviewed and revised the role of Diversity
and Inclusion within our sustainability
strategy to widen the remit towards
responsible employment.
2014 will see continued focus on our Wellbeing &
Inclusion strategy. It will align with the business
plan and people strategy to benefit our colleagues
and customers by enhancing the organisational
health and effectiveness of British Airways.
Priorities will include mental health and resilience,
dignity at work, flexible working and supporting
colleagues with disabilities.
British Airways colleague age profile:
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8.1 Report scope..............................................79
8.2 Governance and risk management
detail ............................................................80
8.3 Summary of 2013 achievements .......82
8.4 Mitigating our environmental impact:
data calculation and methodology ...83
8.5 Operating efficiency and
punctuality .................................................85
8.6 Sustainability indicators .......................85
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APPENDICES
8.1 REPORT SCOPE
This report covers the calendar year 1st January
to 31st December 2013, and unless otherwise
stated, all figures, calculations and assumptions
are based on this reporting period. The previous
report was published in April 2013 and covered
the calendar year of 2012. It is British Airways’
intention to continue producing reports on this
annual cycle, however, updates on individual
projects, initiatives and unforeseen events
throughout the year are covered by our media
partners, our main corporate website ba.com and
our sustainability microsite www.ba.com/
responsibleflying.
As covered in the Stakeholder Engagement
section in section 2.2, this report is intended for a
diverse range of individuals with a stake or
interest in British Airways’ sustainability
activities. These include customers, shareholders,
potential
investors,
colleagues,
students,
academic professionals, suppliers, regulators,
governmental representatives, industry trade
groups and associations, representatives of other
airlines (including our partners and competitors),
NGOs, the travel and tourism market, community
79
groups and the media.
The content of this report was defined through
multiple means, including:

materiality surveys and discussion with
stakeholders.

feedback on previous reports.

moving towards a format more in line with
the Global Reporting Initiative (GRI).
This is balanced against the expectations of the
multiple NGOs, trade partners and local
community groups we communicate with, so in
some areas we have reported in greater detail
than specified by DJSI or GRI frameworks. The
topics covered in this report are also prioritised
according to their importance to the British
Airways business plan, as well as IAG’s strategic
goals.
WHO WE ARE
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THE
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APPENDICES
8.2 GOVERNANCE AND RISK MANAGEMENT DETAIL
8.2.1 Governance
British Airways Board Composition:
Name
Executive or
Independence
Non- Executive
Positions and Commitments
Gender
Keith Williams
Executive
Non-Independent
Executive Chairman, British Airways
M
Garry Copeland
Executive
Non-Independent
Managing Director of Combined
Operations, British Airways
M
Andrew Crawley Executive
Non-Independent
Chief Commercial Officer, British
Airways
M
Gavin Patterson Non-Executive
Independent
Chief Executive Officer, BT Group Plc
M
Alison Reed
Non-Executive
Independent
Julia Simpson
Non-Executive
Non-Independent
Ken Smart
Non-Executive
Independent
Nick Swift
Executive
Non-Independent
Chief Financial Officer, British Airways
M
Frank Van Der
Post
Executive
Non-Independent
Managing Director, Brands and
Customer Experience, British Airways
M
F
Chief of Staff, IAG
F
M
British Airways CSR Board Committee Composition:
Name
Executive or
Independence
Non- Executive
Positions and Commitments
Gender
Gavin Patterson
Non-Executive
Chair of Committee; Chief Executive
Officer, BT Group Plc
M
Independent
Andrew Crawley Executive
Non-Independent Chief Commercial Officer, British
Airways
M
Maria Da Cunha
Non-Independent Director People, Legal, Government
and International Affairs, British
Airways
F
Lynne Embleton Executive
Non-Independent Director of Strategy, British Airways
F
Alison Reed
Non-Executive
Independent
F
Ken Smart
Non-Executive
Independent
M
Frank Van Der
Post
Executive
Non-Independent Managing Director, Brands and
Customer Experience, British Airways
M
Keith Williams
Executive
Non-Independent Executive Chairman, British Airways
M
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Executive
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8.2.2 Risk management
The executive chairman and the British Airways
Board require that all areas within the company
use effective risk management strategies. British
Airways uses integrated multi-disciplinary risk
management processes, which help prioritise
investment to enable the delivery of corporate
goals, and identify risks linked to economic,
environmental and social responsibility. The
British Airways Board has assigned responsibility
for the risk management programme to the Risk
Group, which comprises members of the
Leadership Team. With support from Risk Leaders
from each business area, the Head of Corporate
Risk and Compliance – who is directly responsible
for the administration and coordination of the
corporate risk process – also supports the Risk
Group.
To determine risk materiality or priorities British
Airways uses four primary criteria:

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
Probability – the likelihood of the risk
happening.

Velocity – how quickly the risk could occur.

Timeframe – how soon the risk could arise.
These corporate risk processes (including
sustainability risks) produce regular reports,
which are all distributed directly to the British
Airways Leadership Team and the audit board of
IAG.
There are a number of corporate risks relating to
sustainability. Climate risk influences a number of
work programmes, including our work on the
global regulation of aviation emissions at the ICAO
level, and on regional schemes such as the EU ETS.
In addition, strategic investments made by the
group, for example the investment in advanced low
-carbon fuels, are linked to our mitigation of
climate risk.
Risk impact – the risk’s potential financial
impact.
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8.3 SUMMARY OF 2013 ACHIEVEMENTS
In June 2013, IAG and British Airways played a key role in the adoption of a global
aviation industry position on implementation of Carbon Neutral Growth from 2020.
We are investing in new sustainable low carbon fuels. Our London Greensky project with
Solena completed the early engineering design phase and we have made good progress on
site, financing and planning.
In 2010, we began our partnership with Comic Relief with the aim to raise £6 million by
December 2013. As a result of the generosity of both our customers and colleagues we
exceeded our target, raising in excess of £6.75 million by December 2013.
Over 7,000 young people participated in activities in our Learning Centre. In total 90,969
young people have participated in activities which includes visits to the Learning Centre
as well as the team presenting to students in local schools.
In July 2013, we formalised our volunteering programme and have already had over 700
colleagues volunteer and work closely with charities, NGOs and schools.
Introduced four new 787 and three new A380 aircraft which are significantly quieter and
more fuel efficient than the aircraft they replace.
British Airways short haul fleet ranked first out of 50 airlines operating at Heathrow
airport in Fly Quiet programme.
Launch of the Sustainable Aviation Noise Roadmap, the first of its kind in the world,
showing how quieter aircraft will contribute to reducing noise impacts per flight.
IAG was ranked in the Climate Disclosure Leadership Index. This index, a key component
of CDP’s annual FTSE 350 report, highlights companies which have displayed a strong
approach to information disclosure regarding climate change.
Through improved efficiency measures we reduced our yearly building related carbon
impact by 5,565 tonnes CO2 by reducing the gas and electricity used in our buildings.
British Airways customers’ donations supported four new Carbon Fund projects helping
community projects across the UK reduce emissions and their energy bills. These will
deliver almost £750 thousand pounds of community benefits over their lifetimes.
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8.4 MITIGATING OUT ENVIRONMENTAL IMPACT: DATA
CALCULATION AND METHODOLOGY
All environmental indicators and commentary
covered in this report were reviewed during 2013,
in an effort to align with the GRI version 4
framework. This work was informed by an internal
materiality study, completed by drawing on our
experience from reporting to the Dow Jones
Sustainability Index, the FTSE4Good Index, Carbon
Disclosure Project (CDP), and our own previous
experience of reporting on sustainability issues
and activities.
British Airways has a long history of reporting on
sustainability issues (our first environmental
report was published in 1992), and these annual
reports have evolved to meet stakeholders’ needs.
There are some limitations to the scope of data in
this report, and these are due to the following
limitations:

Ground energy target – Our ground energy
targets only apply to properties within the
UK.

Water – Data for the consumption of water
refers solely to our UK operations, including
our London Heathrow hub. However, this
does not include the potable water uplifted
into our aircraft.

Waste & recycling – data refers solely to our
main bases of London Heathrow, London
Gatwick, and Newcastle.
8.4.2 Carbon footprint
The carbon footprint section of this report (section
5.3.3) was prepared using the methodology
outlined in:
83
(WRI/WBCSD),
Additionally, the following resource supported
carbon reporting in this section:

Measuring and reporting environmental
impacts: guidance for businesses, UK
Department for Environment, Food and
Rural Affairs (DEFRA), (www.gov.uk/
measuring-and-reporting-environmentalimpacts-guidance-for-businesses).
Organisational boundary
Operational Control— British Airways accounts for
100% of emissions from operations that we or one
of our subsidiaries control.
8.4.1 Notes on scope

Development
(www.ghgprotocol.org).
Operational boundary
Scopes 1, 2, and 3:

Scope 1 – Fuel burned directly by British
Airways operations. Our definition includes
all aircraft flying on a flightplan filed for
British Airways, BA CityFlyer or OpenSkies.
In addition we include British Airways
ground vehicle fuel use and natural gas
consumption at BA properties. This was
primarily calculated from actual fuel burn
data and metered energy use.

Scope 2 – Electricity use by the global British
Airways property portfolio (including leased
space within airports). This was primarily
calculated from actual metered energy use.

Scope 3 – Emissions occurring across our
value chain, including suppliers’ upstream
emissions from producing goods and
services for our business operations. These
figures are calculated using a combination of
actual fuel burn data and estimates.
The Greenhouse Gas Protocol – A Corporate
Accounting and Reporting Standard (Revised
Edition), World Resources Institute and
World Business Council for Sustainable
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8.4.3 Greenhouse gas emissions
factors
Over 99 per cent of the carbon footprint was
calculated using greenhouse gas emissions factors
as defined by the UK government in the 2013 ‘UK
Government conversion factors for Company
Reporting’,
(www.ukconversionfactorscarbonsmart.co.uk). To
estimate emissions from overseas properties
without metered energy data, we create annual,
British Airways-specific emissions factors (kWh
per m2 occupied) based on our UK energy
consumption per property type (e.g. offices,
terminals, hangars, engineering, etc).
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We do not currently calculate SO2. There is no
ICAO engine emission certification standard
relating to SO2 and in terms of emissions from
aircraft and the impact on local air quality, SO2 is of
less significance than NOx.
8.4.6 Forest footprint
For all calculations related to the Carbon
Disclosure Project Forests Program, we have
assumed that:

Forest Stewardship Council (FSC) paper is
construed of 70 percent certified material.

1 tonne of uncoated (non-recycled source)
office paper is equivalent to the processing
of 24 individual trees.

Average tree density in affected areas is
542.95 trees per acre.

1 acre of deforested land is required to
produce 1.44 tonnes of beef product.

produce 1.03 tonnes of soy-derived product.

produce 1.59 tonnes of palm oil.
8.4.5 Local air quality
Total NOx is based on evaluation of NOx emissions
from aircraft departures, arrivals and ground
operations at Heathrow. The arrival and departure
NOx emission calculations are based on a modified
ICAO Landing and Take-Off (LTO) cycle model,
using appropriate adjustments for thrust settings
and taxi times based on actual operational data.
Ground emissions include estimations of the
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quantity of NOx emissions due to engine ground
running and Auxiliary Power Unit (APU) use.
8.4.4 Carbon efficiency
We calculate carbon efficiency using our
organisational CO2 emissions (Scope 1 and 2) and
payload carried. We report carbon efficiency in
grammes of CO2 per passenger kilometre (gCO2/
pax-km). The CO2 component of the carbon
efficiency calculation includes all CO2 emissions
within Scope 1 and 2 operational boundaries. As
with the Carbon Footprint methodology, emissions
were calculated using the 2013 ‘UK Government
conversion factors for Company Reporting’. For
the passenger kilometre component of the carbon
efficiency calculation we collect all passenger and
cargo payload data from flights within our Scope 1
operational boundary. The cargo data is converted
into equivalent passenger-kilometres in order to
capture the entire payload carried within one
simple metric.
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AVIATION
MITIGATING OUR
ENVIRONMENTAL
IMPACT
.
ENRICHING
LIVELIHOODS
AND
COMMUNITIES
BEING A
RESPONSIBLE
BUSINESS
APPENDICES
8.5 OPERATING EFFICIENCY AND PUNCTUALITY
Operating efficiency is measured by the percentage
of available seats that are used (passenger load
factor). British Airways’ passenger load factor in
2013 was 81.3 percent compared to 79.9 percent
in 2012. 2013 saw our worst punctuality
performance since 2008 with 76 percent of
services departing within 15 minutes and 72
percent arriving within 15 minutes. Several major
incidents outside of our control impacted on our
performance including two major aircraft
incidents at Heathrow, poor weather including
snow in January, Storm St Jude and the Christmas
storms and floods. However, towards the end of
the year, a sustained underlying improvement in
performance was noted and the new year has
started with our third best quarter since 1984.
Passenger load factor and punctuality:
Year
2013
2012
2011
Passenger load factor
81.3%
79.9%
78.2%
Punctuality
76%
79%
83%
8.6 SUSTAINABILITY INDICATORS
STANDARD DICLOSURE INDICATORS
GRI
ref
Name of indicator
Units, explanation,
location in the report
2013
2012
1
Statement from the most senior decision- *See Foreword
maker of the organisation
*
2
Description of key impacts, risks and *See section 3
opportunities
*
3
Name of the organisation
British Airways Plc
4
Primary brands, products and services
*See section 1.1
*
Location of the organisation’s headquarters
*British Airways, PO Box 365,
Harmondsworth, UB7 0GB,
UK
*
Nature of ownership and legal form
*See section 1.1
*
5
7
9
Total number of colleagues
2011
Year on year
(2012-2013)
41,720
41,843
39,852
(0.3)%
166
169
159
(1.8)%
9,480
9,718
9,142
(2.4)%
20,286
20,155
19,454
0.6%
Part-time female
9,140
9,260
8,886
(1.3)%
Part-time male
2,814
2,710
2,370
3.8%
82.2%
82.5%
83.4%
(0.3) pts
Scheduled airport destinations
Number of permanent colleagues by contract and gender
Full-time female
10
Full-time male
11
Percentage of total colleagues covered by
collective bargaining groups
18
Process for defining the report content and
the Aspect Boundaries
*See section 8.1
*
19
Material Aspects identified in the process for
defining report content
*See section 3
*
24
85
List of stakeholder groups engaged by the *See section 2.2
organisation
*
WHO WE ARE
OUR
APPROACH TO
SUSTAINABILITY
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FLYING FOR
EVERYONE
THE
BENEFITS OF
AVIATION
MITIGATING OUR
ENVIRONMENTAL
IMPACT
.
ENRICHING
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AND
COMMUNITIES
BEING A
RESPONSIBLE
BUSINESS
APPENDICES
STANDARD DICLOSURE INDICATORS (continued)
GRI
ref
Name of indicator
Units, explanation,
2013
2012
25
Basis for identification and selection of *See section 2.2
stakeholders with whom to engage
*
26
Organisation’s approach to stakeholder *See section 2.2
engagement
*
Reporting period
*This report’s content covers
the calendar year 1 January—
31 December 2013
*
Date of previous report
*April 2013
*
Reporting cycle
*Annual
*
Governance structure of the organisation
*See section 2.3
*
37
Process
for
consultation
between *See section 2.3
stakeholder and the highest governance
body
*
38
Composition of the highest governance *See section 8.2.1
body
*
39
Report whether the Chair of the highest *See section 2.3
governance body is also an executive officer
*
40
Nomination and selection processes for the *See section 2.3.1
highest governance body
*
41
Processes for the highest governance body *See section 2.3.1
to ensure conflicts of interest are avoided
and managed
*
*
42
Highest governance body’s and senior *See section 2.3
executive’s roles in the development,
approval and updating of the organisation's
purpose, value or mission
45
Identification of economic, environmental *See sections 2.1 & 8.2
and social impacts, risks and opportunities
*
48
Highest committee or position that formally *Corporate Responsibility
reviews and approves the organisation’s Committee
sustainability report
*
28
29
30
34
86
2011
Year on year
(2012-2013)
WHO WE ARE
OUR
APPROACH TO
SUSTAINABILITY
RESPONSIBLE
FLYING FOR
EVERYONE
THE
BENEFITS OF
AVIATION
MITIGATING OUR
ENVIRONMENTAL
IMPACT
.
ENRICHING
LIVELIHOODS
AND
COMMUNITIES
BEING A
RESPONSIBLE
BUSINESS
APPENDICES
ECONOMIC PERFORMANCE INDICATORS
GRI Name of indicator
ref
EC1
Units, explanation,
2011
Year on year
(2012-2013)
Million euros
€770
€(23)
€485
Operating profit (BA)
Million pounds
£651
£274
£518
137.6%
Revenue (IAG Group)
Million euros
€18,675
€18,117
€16,339
3.1%
£7.5
£9.9
£9.2
(24.0%)
67%
60%
55%
7 pts
*
*
*
Financial implications and other risks and
opportunities for the organisation's
activities due to climate change
*See section 8.2
Proportion of senior management hired
from local communities
Based on distance between
home and work postcodes
where local is considered
under 15 miles. Excludes
colleagues outside the UK.
Development and impact of infrastructure
investments and services supported
*For 2011, 2012, and 2013
there were no significant
infrastructure investments or
services supported
EC6
EC7
2012
Operating profit (IAG Group)
Total direct and in-kind donations to charity Million pounds
as assessed by BITC
EC2
2013
EC8
Significant indirect economic
including extent of impacts
BA1
Total number of passengers carried
Thousands
39,960
37,580
34,250
6.3%
Sectors flown
Freighters
32,866
36,400
37,755
(9.7)%
310,868
295,144
273,976
5.3%
52,651,235
49,911,398
46,920,990
5.5%
19,207
20,484
22,017
(6.2)%
1,060,906
1,011,084
971,211
4.9%
BA2
BA3
BA4
BA5
BA6
BA7
BA8
BA9
87
impacts, *See section 4
*
Passenger aircraft
Seats flown
Block hours flown
Freighters
Passenger aircraft
*
Revenue Passenger Kilometres (RPK)
Millions
131,333
126,436
117,348
3.9%
Available Seat Kilometres (ASK)
Millions
161,444
158,247
150,152
2.0%
Cargo Tonne Kilometres (CTK)
Millions
4,646
4,891
4,793
(5.0)%
Passenger load factor
See section 8.5
81.3%
79.9%
78.2%
1.4 pts
Punctuality
Percentage of services
departing within 15 minutes
of published departure time.
See section 8.5.
76%
79%
83%
(3) pts
WHO WE ARE
OUR
APPROACH TO
SUSTAINABILITY
RESPONSIBLE
FLYING FOR
EVERYONE
THE
BENEFITS OF
AVIATION
MITIGATING OUR
ENVIRONMENTAL
IMPACT
.
ENRICHING
LIVELIHOODS
AND
COMMUNITIES
BEING A
RESPONSIBLE
BUSINESS
APPENDICES
ENVIRONMENTAL INDICATORS
GRI
ref
Name of indicator
Units, explanation,
2013
2012
2011
Year on year
(2012-2013)
Energy consumption by fuel type
EN3
EN8
Aircraft jet fuel
Tonnes
5,668,473
5,523,649
5,371,344
2.6%
Natural Gas
Kilowatt hours
155,596,755
138,290,806
146,615,461
12.5%
Electricity
Kilowatt hours
191,864,622
197,706,094
185,222,533
(3.0%)
Gas oil—properties (generators)
Kilowatt hours
2,172,652
2,374,116
2,038,739
(8.5%)
Gas oil—vehicles (red diesel)
Litres
5,128,243
5,053,842
5,104,006
1.5%
Diesel
Litres (selected trucking
activities reported as Scope 3
from 2013 onwards)
455,930
5,689,920
5,977,970
(92.0%)
Energy consumption by fuel type in Megawatt hours
Total energy consumption
Megawatt hours
69,530,528
67,776,845
65,937,546
2.6%
Aircraft jet fuel
Megawatt hours
69,123,875
67,329,089
65,487,298
2.7%
Natural Gas
Megawatt hours
155,597
138,291
146,615
12.5%
Electricity
Megawatt hours
191,865
197,706
185,223
(3.0%)
Gas oil—combined
Megawatt hours
54,250
54,043
54,731
0.4%
Diesel
Megawatt hours (selected
trucking activities reported
as S3 from 2013 onwards)
4,550
56,297
59,546
(91.9%)
391
1,417
4,133
(72.4%)
232,524
263,833
284,410
(11.9%)
18,087,654
17,634,509
17,152,223
2.6%
87,930
102,103
97,171
(13.9%)
4,758,438
4,267,575
Na
11.5%
101.7
101.9
102.1
(0.2%)
43,278
34,454
Na
25.6%
205
Na
Na
1,239
1,157
1,115
7.1%
10.4
10.7
10.9
(2.8)%
Other
Megawatt hours
Total water withdrawal
Cubic metres
Direct greenhouse gas emissions (GHG)
EN15 (Scope 1)
Indirect greenhouse gas emissions
EN16 (Scope 2)
Tonnes of CO2e
(2011 amended to reflect
new methodology)
Tonnes of CO2e
(Decrease due in part to
reduced CO2e in grid
average)
Other indirect greenhouse gas emissions
EN17 (Scope 3)
Tonnes of CO2e
(Methodology changed in
2012, so 2011 is excluded)
Greenhouse gas emissions intensity
EN18 (carbon efficiency)
Grammes of CO2 per
passenger kilometre
Amount of GHG emissions reduction
EN19 achieved as a direct result of initiatives to
reduce emissions
Tonnes of CO2
(Methodology changed in
2012, so 2011 is excluded)
Emissions of ozone depleting substances
EN20
EN21
88
Kilogrammes of CFC-11
equivalent
(Estimated emission of
halons from deployment of
fire suppression system)
Total NOx emissions below 1000 feet from Tonnes of NOx
Heathrow aircraft operations
Total NOx emissions below 1000 feet per Kilogrammes of NOx per
turnround (arrival and departure)
turnround
WHO WE ARE
OUR
APPROACH TO
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EVERYONE
THE
BENEFITS OF
AVIATION
ENRICHING
LIVELIHOODS
AND
COMMUNITIES
MITIGATING OUR
ENVIRONMENTAL
IMPACT
.
BEING A
RESPONSIBLE
BUSINESS
APPENDICES
GRI
ref
Name of indicator
Units, explanation,
2013
2012
2011
Year on year
(2012-2013)
Waste by type (in tonnes, numbers for Heathrow, Gatwick and Newcastle)
Non Hazardous waste
General Dry Waste
Tonnes
1,459
1,517
1,336
(3.8)%
ABP & Other Imported Food Waste
Tonnes
402
443
418
(9.3)%
Dry Recyclables
Tonnes
1,249
1,329
1,215
(6.0)%
Organic Waste (green waste)
Tonnes
43
35
49
22.9%
Recoverable Liquids
Tonnes
10
15
15
(33.3)%
Foul / Sewage
Tonnes
469
563
440
(16.7)%
Grease Trap Liquid
Tonnes
60
55
64
9.1%
Other Non Hazardous Liquid
Tonnes
761
788
693
(3.4)%
Reusable items
Tonnes
1
6
3
(83.3)%
Tonnes
120
175
138
(31.4)%
Tonnes
198
250
244
(20.8)%
Interceptor Liquid
Tonnes
2,773
3,033
3,290
(8.6)%
Other Hazardous Liquid
Tonnes
494
491
511
0.6%
Dry Recyclables
Tonnes
80
98
95
(18.4)%
Clinical Waste
Tonnes
10
11
14
(9.1)%
Hazardous waste
Dry Hazardous Waste
EN23 Recoverable Liquids
Waste by disposal method (in tonnes, numbers for Heathrow, Gatwick and Newcastle)
Reuse
Tonnes
1
6
3
(83.3)%
Recycling
Tonnes
1,329
1,427
1,310
(6.9)%
Composting / Anaerobic Digestion
Tonnes
43
35
49
22.9%
Liquid recovery
Tonnes
208
264
259
(21.2)%
Energy from waste (with recovery)
Tonnes
1,656
1,796
1,652
(7.8)%
Incinerations (without recovery)
Tonnes
131
129
141
1.6%
Landfill
Tonnes
204
221
113
(7.7)%
Liquid treatment
Tonnes
4,558
4,929
4,998
(7.5)%
EN24
Number of fuel leaks, spills and venting
worldwide
N.B. venting related to
temperature. 2013 London
summer long and hot.
98
66
65
48.5%
EN32
Percentage of new suppliers screened using
environmental criteria
Estimated
80%
Na
Na
89
WHO WE ARE
OUR
APPROACH TO
SUSTAINABILITY
RESPONSIBLE
FLYING FOR
EVERYONE
THE
BENEFITS OF
AVIATION
MITIGATING OUR
ENVIRONMENTAL
IMPACT
.
ENRICHING
LIVELIHOODS
AND
COMMUNITIES
BEING A
RESPONSIBLE
BUSINESS
APPENDICES
GRI
ref
Name of indicator
Units, explanation,
Suppliers with significant actual and
potential negative environmental impacts
2012
2011
Year on year
(2012-2013)
150
Na
Na
Significant negative environmental impacts *Catering Supply Chain. See
in the supply chain
section 5.6
*
*
*
UK Caterers (Gate Gourmet,
Suppliers agreed to make improvements on
Alpha Flight UK & DHL). See
their negative environmental impacts
section 6.6
*
*
*
Suppliers terminated due to negative
environmental impacts
0
Na
Na
0
0
0
94.3%
92.6%
91.7%
1.7 pts
1,162m
1,210m
1,271m
(4.0)%
Percentage of aircraft fleet that meet ICAO
BA12 CAEP 4 technology standard for NOx
emissions
83.1%
82.0%
79.9%
1.1 pts
BA13 CAEP 6 technology standard for NOx
emissions
40.6%
36.7%
40.2%
3.9 pts
12.8
12.6
12.1
1.6%
Na*
193
127
Na
28
33
29
(15.2)%
EN33
Catering & Fuel, estimated
2013
None
EN34
Legal actions taken about environmental
impacts
BA10
Chapter 4 technology standard for noise
BA11 Average noise energy per movement
Based on sound intensity
BA14 Average age of aircraft fleet
Years
Acres
*The data for 2013 was still
being processed at the time of
publishing this report
BA15 Forest footprint
BA16
Number of departure noise infringements
at Heathrow
BA17
Percentage of achievement of CDA
procedure during the daytime
96.2%
95.9%
96.2%
0.3 pts
BA18
Percentage of achievement of CDA
procedure during the night-time
97.4%
97.2%
97.8%
0.2 pts
90
WHO WE ARE
OUR
APPROACH TO
SUSTAINABILITY
RESPONSIBLE
FLYING FOR
EVERYONE
THE
BENEFITS OF
AVIATION
MITIGATING OUR
ENVIRONMENTAL
IMPACT
.
ENRICHING
LIVELIHOODS
AND
COMMUNITIES
BEING A
RESPONSIBLE
BUSINESS
APPENDICES
SOCIAL PERFORMANCE INDICATORS
GRI
ref
Name of indicator
Units, explanation,
2013
2012
2011
Year on year
(2012-2013)
Rate of new hires by age group, gender and region
Headcount of joiners
2,779
4,464
2,670
(37.7)%
Percentage of joiners
6.7%
10.7%
6.7%
(4) pts
Under 30 - rate
56.6%
45.3%
62.1%
11.3 pts
30-50 - rate
35.5%
43.9%
33.9%
(8.4) pts
8.0%
10.8%
4.0%
(2.8) pts
Female - rate
44.1%
46.3%
52.1%
(2.2) pts
Male- rate
55.9%
53.7%
48.0%
2.2 pts
75.7%
80.9%
80.1%
(5.2) pts
3.5%
2.0%
2.5%
1.5 pts
Age Group
Over 50 - rate
Gender
Region
UK and Ireland
Europe
Americas
8.2%
8.6%
7.7%
(0.4) pts
10.6%
7.2%
7.8%
3.4 pts
2.0%
1.3%
1.9%
0.7 pts
Headcount of leavers
1,759
1,763
1,579
(0.2)%
Percentage turnover (headcount)
4.2%
4.2%
4.0%
0 pts
Under 30 - rate
35.2%
35.8%
27.0%
(0.6) pts
30-50 - rate
42.7%
40.6%
49.3%
2.1 pts
Over 50 - rate
22.1%
23.6%
23.7%
(1.5) pts
Female - rate
48.6%
53.1%
50.5%
(4.5) pts
Male- rate
51.4%
46.9%
49.5%
4.5 pts
67.4%
67.3%
68.1%
0.1 pt
5.1%
4.0%
5.1%
1.1 pts
Americas
13.4%
14.6%
13.1%
(1.2) pts
Africa and ME
11.7%
12.5%
10.6%
(0.8) pts
2.5%
1.6%
3.0%
0.9 pts
585
961
1,430
(39.1)%
88.8%
95.8%
96.4%
(7) pts
500
712
836
(29.8)%
99.8%
99.9%
98.9%
(0.1) pts
Africa and ME
LA1
Asia Pacific
Colleague turnover by age group, gender and region
Age Group
Gender
Region
UK and Ireland
Europe
Asia Pacific
LA2
Benefits provided to full time colleagues *See section 7.5.8
not provided to temporary or part-time
colleagues.
*
Return to work and retention rates after parental leave, by gender
Female - returned to work
LA3
Female - retention rate
Male - returned to work
Male - retention rate
91
WHO WE ARE
OUR
APPROACH TO
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BENEFITS OF
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APPENDICES
GRI
ref
LA5
Name of indicator
Units, explanation,
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
2012
2011
Year on year
(2012-2013)
100%
100%
100%
0 pts
1.35
1.33
1.58
1.5%
0
0
0
0%
40.4
39.6
35.8
2.0%
Female
36.1
35.9
32.4
0.5%
Male
44.8
43.3
39.2
3.5%
Flight Crew
64.0
58.7
Na
9.0%
Cabin Crew
51.8
52.1
51.9
(0.6)%
Management (Band 1-3 plus IM)
23.6
20.0
31.5
18.0%
Engineering
51.4
52.5
49.7
(2.1)%
Ground staff / other
24.6
24.6
21.6
0%
13.1%
12.9%
12.5%
0.2pts
Female
44.6%
45.4%
45.2%
(0.8) pts
Male
55.4%
54.6%
54.8%
0.8 pts
Under 30
15.5%
13.2%
10.2%
2.3 pts
30-50
62.0%
62.8%
63.7%
(0.8) pts
22.5%
24.0%
26.1%
(1.5) pts
Female
20%
21.1%
21.1%
(1.1) pts
Male
80%
78.9%
78.9%
1.1 pts
Injury rate
Per 100,000 man hours. This
only includes events that lead
to absence
Work related fatalities
LA6
2013
System of rules applied in recording and
reporting accident statistics
*Incident reporting is carried
out via a company wide system
where all safety and security
related events are coordinated
and investigated
Average hours training per colleague
*
Average hours training per colleague by gender
LA9
Average hours training per colleague by colleague category
Programmes for skills management and
lifelong learning that support the
LA10
continued employability of colleagues and
assist them in managing career endings
See section 7.5.5, 7.5.6 and
7.5.7
Percentage of colleagues Performance
LA11 Managed
Performance management only
applies to the Band 1-3 and IM
community
*
Percentage of all colleagues by gender
Percentage of all colleagues by age group
LA12 Over 50
Percentage of colleagues on Leadership Team and Board by gender
Percentage of colleagues on Leadership Team and Board by age group (under 30, 30-50, over 50)
Under 30
92
0.0%
0.0%
0.0%
0 pts
30-50
50.0%
47.4%
47.4%
2.6 pts
Over 50
50.0%
52.6%
52.6%
(2.6) pts
WHO WE ARE
OUR
APPROACH TO
SUSTAINABILITY
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FLYING FOR
EVERYONE
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BENEFITS OF
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MITIGATING OUR
ENVIRONMENTAL
IMPACT
.
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AND
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BEING A
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APPENDICES
GRI
ref
Name of indicator
Units, explanation,
Ratio of basic salary and remuneration of
LA13 women to men, at significant locations of
operation
LA14
Percentage of new suppliers screened
using labour practice criteria
*Via RPF
Actual and potential negative impacts for *See section 7.6
labour practices in the supply chain, and
actions taken
Number of suppliers subject to impact
LA15 assessments
Percentage of identified suppliers where
relationships where terminated as a result
of assessment
2013
2012
2011
Year on year
(2012-2013)
1:1
1:1
1:1
0%
*100%
Na
Na
Na
30
Na
Na
Na
0%
Na
Na
Na
*
Number of grievances about labour practices filed, addressed and resolved through formal grievance mechanisms
Total number of grievance claims
LA16
108
89
118
21.3%
79
82
94
(3.7)%
Partially upheld
7
3
13
133.3%
Upheld
4
4
11
0%
18
Na
Na
Na
61%
58%
44%
3 pts
50
57
68
(12.3)%
135
209
102
(35.4)%
Not upheld
WIP
BA19
Colleague anonymous survey response See section 7.5.2
rate (Speak Up)
BA20 Number of graduates recruited per annum
BA21
Number of apprentices recruited per
annum
Total number of incidents of discrimination and actions taken
HR3
Total number of discrimination claims
See section 7.5.9
15
Na
Na
Na
Discrimination claims not upheld
See section 7.5.9
10
Na
Na
Na
Discrimination claims partially upheld
See section 7.5.9
2
Na
Na
Na
Discrimination claim upheld
See section 7.5.9
1
Na
Na
Na
Discrimination claim withdrawn
See section 7.5.9
1
Na
Na
Na
Discrimination claim ongoing
See section 7.5.9
1
Na
Na
Na
Percentage of new suppliers screened
using human rights criteria
*RFP evaluation followed by
Sedex Four Pillar audits
undertaken pre appointment
(for significant contracts) or a
contractual obligation to
undertake a Sedex audit within
a prescribed time scale post
contract award
*
Na
Na
Na
*
Na
Na
Na
30
Na
Na
Na
0%
Na
Na
Na
HR10
Actual and potential negative human rights *See section 7.6
impacts in the supply chain, and actions
taken
HR11 Number of suppliers subject to impact
assessments
Percentage of identified suppliers where
relationships where terminated as a result
of assessment.
93
WHO WE ARE
OUR
APPROACH TO
SUSTAINABILITY
RESPONSIBLE
FLYING FOR
EVERYONE
THE
BENEFITS OF
AVIATION
MITIGATING OUR
ENVIRONMENTAL
IMPACT
.
ENRICHING
LIVELIHOODS
AND
COMMUNITIES
BEING A
RESPONSIBLE
BUSINESS
APPENDICES
GRI
ref
SO1
SO2
BA22
Name of indicator
Units, explanation,
2013
2012
Operations with implemented local
community engagement, impact
assessments and development programs
*See section 6
*
Operations with significant actual and
potential negative impacts on local
communities
*At airports where we operate
there is the potential for
negative impacts associated
with noise and air quality. See
section 5.5 and 5.6
*
2011
Year on year
(2012-2013)
Total direct and in-kind donations to Pounds (000s)
charity as assessed by Business in the
Community (BITC)
7,512
9,881
9,187
(24.0)%
Direct donations to charity as assessed by Pounds (000s)
BITC
53
194
170
(72.7)%
Flying Start partnership cumulative total
Pounds (000s)
6,763
4,248
2,281
59.2%
Flying Start annual total
Pounds (000s)
2,515
1,967
1,947
27.9%
Community Learning Centre annual
attendees
7,057
6,510
5,967
8.4%
PR5
Results of surveys measuring customer *Changed survey, only based
satisfaction
on 7 months
50%*
65%
64%
(15) pts
PR7
Total number of incidents of non*See section 7.4.2
compliance with regulations and voluntary
codes concerning marketing
communications, by type of outcomes
BA23
Average number of passenger complaints See section 7.4.3
per 1000 passengers
9.86
9.84
20.5%
94
*
11.88

British Airways 2013 Sustainability Report

Transcription

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