Corporate Responsibility Report 2012
ECONOMIC
SUSTAINABILITY
ENVIRONMENTAL
SUSTAINABILITY
SOCIAL
RESPONSIBILITY
onedestination.co.uk
April 2013
FOREWORD
I see our Corporate Responsibility programme as a core part of our business
strategy and playing a key role in helping to build a long term sustainable
business. Aviation plays a critical role in the global economy through
connecting people and communities enabling them to prosper and build
better lives. At British Airways we are fully committed to playing our part
in achieving sustainable growth through our One Destination Corporate
Responsibility Programme.
Our Corporate Responsibility programme and
this report are organised along three dimensions:
Economic sustainability, environmental sustainability
and social responsibility in recognition that this has
become the internationally recognised structure for
managing and reporting on sustainability.
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 through the International Civil Aviation
Organisation (ICAO) in developing a carbon standard
for future aircraft and in prioritising efforts towards
a global policy solution to enable Carbon Neutral
Growth from 2020. We will continue to support these
important activities.
I believe that sustainable low-carbon fuels have
great potential to reduce our carbon footprint and
will contribute to the long term goal of a 50 percent
reduction in net CO2 emissions by 2050.
Keith Williams
CEO, British Airways
2 British Airways Corporate Responsibility Report 2012
I am proud of the progress we have made with our
technology partner Solena to build Europe’s first
biomass to liquid biojet plant in London.
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 local
communities who live close to the airports we serve
both in the UK and around the world, particularly in
relation to the issue of aircraft noise.
Our flagship charity programme, Flying Start with
charity partner Comic Relief goes from strength to
strength having raised over £4.5 million since its launch
in 2010, with over £1.9 million raised in 2012 alone.
I truly believe that through actions like these we can
create a sustainable aviation industry allowing global
communities the opportunity to continue to enjoy
the incredible benefits that come from flying, and
enable British Airways to set the standard for
responsible air travel.
CONTENTS
FOREWORD2
3.4 CLIMATE CHANGE
24
CONTENTS
3
3.5 FLEET AGE AND RENEWAL
34
ABOUT THIS REPORT
4
3.6NOISE
35
1INTRODUCTION
5
3.7 AIR QUALITY
36
1.1 WHO WE ARE
6
3.8 WASTE AND RECYCLING
37
1.2 KEY CORPORATE RESPONSIBILITY IMPACTS
7
3.9WATER
39
1.3 HIGHLIGHTS OF 2012
8
3.10 LOCAL INITIATIVES
40
9
1.4AWARDS
4 SOCIAL RESPONSIBILITY
41
1.5 CR GOVERNANCE
10
4.1 SOCIAL CONTEXT
42
1.6 RISK MANAGEMENT
11
4.2 OUR SOCIAL GOALS
42
1.7 STAKEHOLDER ENGAGEMENT
12
4.3 OUR SOCIAL OBJECTIVES
43
2 ECONOMIC SUSTAINABILITY
15
4.4 CUSTOMER EXPERIENCE
45
2.1 ECONOMIC CONTEXT
16
4.5 BRAND VALUES AND MANAGEMENT
46
2.2 OUR ECONOMIC GOALS
17
4.6 EMPLOYEE RELATIONS
47
2.3 OUR ECONOMIC OBJECTIVES
17
4.7 RESPONSIBLE PROCUREMENT
51
4.8 COMMUNITY INVESTMENT
52
4.9WELLBEING
58
4.10 SAFETY
59
4.11 DIVERSITY AND INCLUSION
60
2.4 FINANCIAL PERFORMANCE OF
BRITISH AIRWAYS AND IAG
18
2.5 FINANCIAL RISK MANAGEMENT AND
BUSINESS RESILIENCE
19
2.6ONEWORLD AND JOINT BUSINESSES
20
2.7 OPERATING EFFICIENCY AND PUNCTUALITY 20
3 ENVIRONMENTAL SUSTAINABILITY
21
3.1 ENVIRONMENTAL CONTEXT
22
3.2 OUR ENVIRONMENTAL GOALS
22
3.3 OUR ENVIRONMENTAL OBJECTIVES
22
5APPENDICES
64
5.1 REPORT SCOPE
65
5.2 DATA CALCULATION AND METHODOLOGY 66
5.3DATA
67
FOREWORD AND CONTENTS 3
ABOUT THIS REPORT
We publish the British Airways Corporate Responsibility Report annually,
for a diverse group of stakeholders. The reporting period is defined as the
calendar year 1 January to 31 December – in line with financial reporting
standards. Our reports are Insert
available online at www.onedestination.co.uk.
fact here
One Destination is the name given to our Corporate
Responsibility programme. This report supplements
the financial and corporate governance reporting
found in the International Airlines Group Annual
Report 2012 (published in March 2013) and covers
British Airways’ economic, environmental and social
commitments. This report is structured to meet some
of the requirements of the Dow Jones Sustainability
Index, the Global Reporting Initiative, and the Carbon
Disclosure Project.
The first section of the report provides an overview
of corporate responsibility (CR) at British Airways,
what we have determined to be our key CR impacts
and how they are linked to business strategy – and
describes how we work with our key stakeholders.
The second section deals with economic sustainability,
financial and efficiency performance, and British
Airways’ contribution to the broader economy. The
third section deals with environmental sustainability,
which covers all of British Airways’ main environmental
initiatives, as well as our performance regarding
emissions, noise and waste.
4 British Airways Corporate Responsibility Report 2012
The fourth section deals with social responsibility.
This includes reporting on British Airways’ activity with
our charity partners, a breakdown of our community
and social projects, and details of how we manage
relations with our customers and colleagues. The fifth
and final section of the report contains appendices,
including reporting methodology, and a list of
data indicators.
The information in this report has been approved by
the senior management of British Airways, including
the Corporate Responsibility Board, and all quantitative
data has been assessed by British Airways
Internal Audit.
During the reporting period, there were significant
changes to British Airways operations in and around
our London Heathrow hub. This was mainly due to
the acquisition of British Midland International (bmi),
in April 2012. Full integration of the bmi operation into
British Airways mainline was completed in November
2012, and where this has affected reporting, it has
been noted.
1: INTRODUCTION
1 INTRODUCTION
1.1 WHO WE ARE
6
1.2 KEY CORPORATE RESPONSIBILITY IMPACTS
7
1.3 HIGHLIGHTS OF 2012
8
1.4AWARDS
9
1.5 CR GOVERNANCE
10
1.6 RISK MANAGEMENT
11
1.7 STAKEHOLDER ENGAGEMENT
12
1: INTRODUCTION 5
1.1 WHO WE ARE
British Airways is one of the world’s leading premium airlines, and the largest
international scheduled airline in the United Kingdom. We aim to fly our
customers to airports in the best locations, at the most convenient times.
Including our partner airline Iberia, subsidiaries, joint
businesses, codeshares and franchise partners, British
Airways serves over 400 destinations around the
world. British Airways is a subsidiary of International
Consolidated Airlines Group S.A (IAG), which was
created in 2011 by a merger between Iberia and British
Airways. IAG is a Spanish-registered company, with
shares traded on the London Stock Exchange and
Spanish Stock Exchange.
In the 12 months up to December 2012, British
Airways carried 36.7 million passengers, compared
to 34.0 million in 2011.
As of the 31 December 2012, our global workforce
totalled 41,315 staff, compared to 39,295 the previous
year. Our employees are spread across the
following areas:
Our principal place
of business is London,
where we have a
significant presence at
Heathrow, Gatwick and
London City airports.
Our corporate headquarters
are at Waterside, just
outside Heathrow.
UK & Ireland
85.2%
Europe
3.4%
Americas
4.8%
Africa
& ME
1.5%
6 British Airways Corporate Responsibility Report 2012
Asia Pacific
5.0%
1: INTRODUCTION
1.2 KEY CORPORATE RESPONSIBILITY IMPACTS
British Airways has investigated and prioritised its main challenges, risks and impacts regarding sustainability. We
operate in a global sector that is unique in the value it generates for our customers and wider society. However,
we need to balance this economic value against the environmental impacts of aviation, with the aim of improving
the sustainability of the sector.
The European airline industry, and
British Airways in particular, currently
faces the following challenges:
• Continuing economic uncertainty in
the Eurozone, combined with record
unemployment in some of our key markets.
• Lack of a concerted global agreement on
climate change.
• Continuing competitive pressure from
low-cost carriers.
• Congestion of European airspace as a whole,
and in particular limited capacity at our
London Heathrow hub.
• Volatility in fuel markets.
• Increasing competition from Far East
and Middle Eastern airlines on key long
haul routes.
Responsible aviation starts with safety and security,
and that is British Airways’ fundamental duty to its
customers and colleagues. But our responsibility
agenda also spans the impact we have on the
environment, how we treat our customers and
colleagues, and how we work with the communities
we serve and operate within.
British Airways recognises that the airline industry as
a whole can take steps to reduce its carbon footprint,
and thereby protect its right to grow responsibly. We
have consistently promoted the introduction of carbon
pricing using the cost effective emissions trading
Based on these challenges, as well as risks
identified through our risk-mapping activity
at IAG and British Airways, we have identified
the following as our key impacts in terms of
corporate responsibility:
• Economic
Financial performance
Alliances and joint business agreements
Operating efficiency
• Environmental
Emissions associated with climate change
Noise and air quality impacts
Consumption of resources
Waste and recycling
• Social
Charity partnerships and
community investment
Employee relations, engagement and support
Brand management and customer experience
Customer safety
Employee safety
Inclusion and diversity
Responsible procurement
instrument to ensure our industry can achieve global
climate change goals. Over the coming years we will
continue to implement initiatives to improve our
carbon efficiency.
Through partnerships with Solena and Rolls Royce,
British Airways is also working to accelerate the use
of biofuels in the aviation industry.
We will continue to support community projects in the
UK and other countries we operate in, and build on the
fundraising achievements of Flying Start, our flagship
charity partnership with Comic Relief.
1: INTRODUCTION 7
1.3 HIGHLIGHTS OF 2012
THE LONDON OLYMPIC AND PARALYMPIC GAMES
Hundreds of British Airways employees were involved in making the
London Games one of the most successful Olympics in history.
IMPROVEMENTS TO OUR SERVICE FOR
DISABLED CUSTOMERS
Our flagship Disability Assistance Programme was implemented
successfully during the summer.
LAUNCHED OUR FIRST ONE DESTINATION CARBON
FUND PROJECTS
The fund is supported by donations from our customers, and the latest
low-carbon project to open in 2012 was the Fenham community swimming
pool in Newcastle.
PROGRESS ON A GLOBAL CLIMATE DEAL
Implementation of the EU Emissions Trading System for aviation was
delayed, allowing governments to progress talks towards developing a
global solution to climate change.
SELECTED TECHNOLOGY PROVIDERS FOR GREENSKY
BIOFUEL PROJECT
We have committed to buy the jet fuel produced by the plant for ten years,
valued at US$500 million.
CORPORATE RESPONSIBILITY WEBSITE
We launched our new Corporate Responsibility website at
www.onedestination.co.uk
ACQUISITION OF BRITISH MIDLAND INTERNATIONAL
This has given us the opportunity for growth at our Heathrow hub.
FLYING START CHARITY PARTNERSHIP RAISED OVER
£1.9 MILLION IN 2012
Flying Start is our charity partnership with Comic Relief UK, which has now
raised over £4.5 million since the partnership began in 2010.
UPGRADED EXISTING FLEET
We refurbished and upgraded some of our Boeing 767 and 777 aircraft,
enhancing the customer experience and extending the lives of the aircraft.
8 British Airways Corporate Responsibility Report 2012
1: INTRODUCTION
1.4 AWARDS
FOREST FOOTPRINT DISCLOSURE PROJECT
Awarded as sector leader for the third year running. British Airways was
the first airline to participate in the programme.
BUSINESS TRAVELLER AWARDS 2012
Best airline.
Best short haul carrier.
Best business class.
Best frequent flyer programme.
WORLD AIRLINE AWARDS
Awarded Best Transatlantic Airline.
GREEN FLAG AWARD
Awarded for the management of Harmondsworth Moor, the area
surrounding British Airways corporate headquarters at London Heathrow.
The Award recognises well-managed, high quality green spaces that offer
free and open access to the public.
BUSINESS TRAVEL
AWARDS 2013
Award for best Corporate Social Responsibility programme, for
One Destination. Awarded in January 2013 for CR activities
in 2012.
WILDLIFE
TRUST DIVERSITY BENCHMARKING AWARD
Awarded in recognition of our team of rangers’ excellent work at
Harmondsworth Moor.
1: INTRODUCTION 9
1.5 CR GOVERNANCE
Our corporate responsibilityInsert
(CR) strategy is a core
part of British Airways’ overall
factstrategy,
here where we
aim to set the standard for responsible air travel. The
Corporate Responsibility Board (CRB) is the primary
body overseeing all aspects of our CR programme.
The CRB comprises members of the British Airways
Board, and is chaired by non-executive director Gavin
Patterson. Other members include British Airways
CEO Keith Williams, members of the British Airways
Board and senior Leadership Team, as well as nonexecutive directors Alison Reed and Ken Smart.
British Airways’ CR programme, One Destination, is
managed directly by the British Airways Environment
team, with the main working groups supported by
relevant organisational representatives that focus on
specific CR activities.
We have multiple, discrete working groups with
specific responsibilities to achieve our CR goals.
The table below shows each working group with
responsibility for CR, all of which report directly to
the CRB.
Familiarisation with these instructions is required for
all managers, and the instructions cover issues such as
business conduct and ethics, bribery and corruption,
staff concerns, and environmental policies.
“Successful companies recognise
they have wider responsibilities
than simply generating shareholder
returns, and leading companies know
that corporate responsibility actually
adds to long-term value.
British Airways has made tremendous progress
with its corporate responsibility agenda, continuing
to further embed sustainability into the core of
the company’s business strategy, and is recognised
as a leader in promoting long-term solutions to
address climate change, delivering customer service
excellence and sustained support for communities
around the world.
At British Airways we also formalise our approach to
Corporate Responsibility through a series of Standing
Instructions. The policies in these Instructions outline
key company rules which govern the management and
control of the British Airways Group.
These achievements, together with the programme
that is documented in this report, are testament
to a company at the leading edge of its industry.
But there is always room for improvement, and
through the Corporate Responsibility Board we
will continue to provide challenge and guidance
across the airline’s CR programme, further
developing all aspects of its sustainability
and responsibility performance.”
Gavin Patterson
Chair of the British Airways Corporate
Responsibility Board
CR Governance Structure
Environmental
Compliance
Flying Start
Manage environmental risk
and compliance across
the airline
Manage principal
charity partnership and
support other charitable
organisations
Fuel Efficiency Group
Improve the fuel efficiency
of the airline’s flight
operations
Climate & ETS
Strategy Group
Manage climate change and
emissions trading strategy
Corporate
Responsibility Board
Chaired by
non-executive director
Gavin Patterson
10 British Airways Corporate Responsibility Report 2012
CR Senior
Sponsors Group
Promote and champion CR
issues within directorates
1: INTRODUCTION
1.6 RISK MANAGEMENT
The CEO 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,
social and environmental 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.
A risk register records and measures all risks,
including those related to CR, identified by the Risk
Group. The main register is owned by the Head of
Corporate Risk and Compliance, and sub-registers
are kept in each department. Responsibility for
maintenance and regular reviews of the risk registers
lies at departmental level.
These five categories help us assess all risks related
to CR at a company level, and show the business
areas most exposed to individual risks. Consequently,
corporate risks are assigned to the business areas
most likely to be affected, who then have responsibility
for managing activities across the company to mitigate
these risks. For example, Operations ‘owns’ the risk of
operational disruption due to extreme weather.
To determine risk materiality, or 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.
These corporate risk processes (including CR risks)
produce regular reports, which are all distributed
directly to the British Airways Leadership Team and
the audit board of IAG.
The scope of British Airways’ risk management
is structured around five key risk categories:
1.Strategic risks – that could affect the
success of the business strategy.
2.Operational risks – that may affect
business operations.
3.Financial risks – which might affect the
financial health of the business.
4.Compliance risks – those arising from
issues relating to legislative requirements.
5.“Iceberg” risks – low probability but highimpact, business-critical issues.
1: INTRODUCTION 11
1.7 STAKEHOLDER ENGAGEMENT
Media
Customers
Communities
(UK and
abroad)
Shareholders
International
civil aviation
authorities
Employees
Engagement
Channels
CR Annual Report
One Destination website
Conferences
Direct meeting/engagement
CR Seminar
Environment Debates
Media
The travel
market
Suppliers
NGOs
Regulators
Partner
organisations
Governments
Other airlines
Our stakeholders
12 British Airways Corporate Responsibility Report 2012
Industry
groups and
associations
1: INTRODUCTION
As a global business, British Airways has a wide variety
of stakeholders. Our engagement work is critical in
enabling key stakeholders to understand what we do,
and provide a mechanism to provide feedback on our
initiatives and activities.
On noise related issues, we built a constructive
relationship with the Heathrow Association for the
Control of Aircraft Noise (HACAN), and are working
with their representatives and industry partners to
introduce a range of noise mitigation measures.
Our engagement work also enables us to develop
our understanding of the economic, environmental
and societal impacts of our business and how these
are changing over time, and to engage with relevant
partners, regulators and industry bodies so as
to ensure we continue to develop and improve
our approach to sustainability.
In May 2012 we launched our dedicated Corporate
Responsibility website at www.onedestination.co.uk
This is just one of the ways we can communicate
with our stakeholders on CR issues, and it gives them
a valuable forum for giving feedback on our
CR programme. The website also contains copies
of our current and previous CR reports that are
available to download.
We ensure this engagement work remains focused on
those issues of most relevance to our stakeholders
by regularly reviewing material issues. We do this
in a range of ways (as outlined in the diagram on
the previous page) as well as directly polling our
customers, running focus groups, through supporting
NGOs, and through Materiality Surveys conducted by
the John Madejski Centre for Reputation. The most
recent of these surveys was commissioned in late
2012, and is due to report in 2013.
In October 2012, over 140 guests attended our Annual
Corporate Responsibility Seminar. Guests included
representatives of our key corporate customers,
government officials, members of the local community,
NGO representatives, and British Airways colleagues.
The audience heard presentations on key topics and
future trends for CR, and gave us their feedback on
issues they feel British Airways should be addressing
as part of our CR programme, One Destination.
We communicate directly with stakeholders on CR
issues in a variety of ways. These include articles and
features in our customer and employee magazines,
and updates on our One Destination website. We
provide CR information for our investors through the
IAG Annual Report and Accounts, and separately
through this British Airways Annual Corporate
Responsibility Report. IAG executives also meet
regularly with key investors. We also communicate
CR issues internally with our colleagues through
a structured programme of activity led by senior
sponsors from each department.
In November 2012, we held an Environment Debate,
focusing on achieving sustainable growth in aviation,
particularly in the context of the need for new hub
airport capacity in the UK. This was the most well
attended CR event we have run to date, with over
180 guests from a wide range of stakeholder groups,
the aviation industry and British Airways. The debate
included contributions from a respected panel of
experts, including representatives from Greenpeace,
WWF, the Aviation Environment Federation, airline
industry and airport infrastructure experts, and the
CEO of IAG, Willie Walsh.
In 2012 we made progress on several fronts. Notably,
this included engaging directly with corporate
customers as part of their own responsible
procurement programmes, which has led to closer
cooperation with our key corporate customers on a
range of CR issues and initiatives.
British Airways’ focus on CR is increasingly important
to our customers, including leisure travellers, small and
medium businesses, and large corporate organisations.
It is clear from research and engagement with
stakeholders, that those companies which have a
clear and open commitment to CR have a greater
chance of building successful long-term relationships
with their customers.
Throughout the year we continued extensive
discussions with non-governmental organisation
(NGO) stakeholder groups, international regulators,
and industry groups on climate change policy.
1: INTRODUCTION 13
1.7.1 Employee rewards linked
to corporate responsibility
Next Steps
All British Airways managerial staff are entitled to pay
rewards linked to company performance (including
social and environmental performance) as in the
table below.
We aim to recognise and reward any employee who
contributes significantly to CR performance, through:
• One Destination Awards – an annual award
event held to recognise CR and environmental
performance achievements of staff, including carbon
reduction activities.
• Engineering Awards – an annual award event
held to recognise the accomplishments of
engineering staff, including environmental
performance achievements.
• Enhance customer engagement on CR issues
• Work with our key corporate customers and
stakeholder groups
• Continue our programme of internal
engagement and activity through Senior
Sponsors in each department
• Hold further facilitated CR events, and attend
those hosted by our key stakeholders
• Continue to develop the functionality, look
and feel of our One Destination website
• Lean Continuous Improvement Awards – an
annual award event held to recognise continuous
improvement projects across the whole airline,
including those with the potential to reduce
emissions and improve carbon efficiency.
Managerial reward
Business Area
Form of reward
Assessment procedure
Monetary
Assessment of key performance
indicators achieved, and linked to
British Airways’ main environmental/
social priorities
Public affairs managers
Facilities managers
Environmental managers
Business unit managers
Energy managers
Senior management group
Engineering specialist managers
14 British Airways Corporate Responsibility Report 2012
2: ECONOMIC SUSTAINABILITY
2: ECONOMIC SUSTAINABILITY
2.1 ECONOMIC CONTEXT
16
2.2 OUR ECONOMIC GOALS
17
2.3 OUR ECONOMIC OBJECTIVES
17
2.4 FINANCIAL PERFORMANCE OF
BRITISH AIRWAYS AND IAG
18
2.5 FINANCIAL RISK MANAGEMENT
AND BUSINESS RESILIENCE
19
2.6 ONE WORLD AND JOINT BUSINESSES
20
2.7 OPERATING EFFICIENCY AND PUNCTUALITY
20
2: ECONOMIC SUSTAINABILITY 15
2.1 ECONOMIC CONTEXT
Aviation provides employment, trade links, tourism and support for economic
development through air travel. The global air transport industry supports
56.6 million jobs worldwide and in 2011, contributed $2.2 trillion to global GDP
– equivalent to 3.5 per cent of GDP*.
These figures, produced by the Air Transport Action
Group (ATAG), do not include other economic
benefits, such as the economic activity made easier
by air travel that would not otherwise be possible,
and the value that the speed and connectivity of air
travel provides.
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.
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.
The global airline industry continues to consolidate,
and significant progress was made in 2012 with
the purchase of bmi by IAG and its subsequent
integration into British Airways. 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.
The connectivity airlines provide, which can’t be met
by alternative means of transport, contributes to
* source: Air Transport Action Group, aviationbenefitsbeyondborders.org
16 British Airways Corporate Responsibility Report 2012
2: ECONOMIC SUSTAINABILITY
2.2 Our Economic Goals
Financial performance
Deliver consistent revenue growth, operating profits, and cost synergies,
as part of the IAG business plan.
Partnerships
Continue to develop new partnerships with other airlines, and strengthen our
existing alliances and partnerships.
Operating performance
Provide consistent outstanding service to customers through excellent operating
performance and efficiency.
2.3 Our Economic Objectives
Objective
Targets
Progress in 2012
Make the most of the growth
opportunities afforded by the
acquisition of bmi, and maintain
a focus on costs.
Contribute to an operating profit at IAG
of €1.6 billion by 2015, and keep nonfuel costs flat.
British Airways delivered an operating
profit of £274 million, and succeeded in
keeping non-fuel costs flat. Our parent
company IAG made a small operating
loss of €23 million for the year.
Provide choice and flexibility for
customers, and improve revenue
for British Airways through
airline partnerships and
commercial innovation.
Continue to strengthen our Joint
Business Agreements and extend
the reach of the oneworld network
in key markets.
Announced a new joint business route
operated between Europe and Japan,
with Japan Airlines.
Sponsored the addition of Air Berlin to
the oneworld alliance.
Secured future growth through the
acquisition of 42 slots at our hub in
Heathrow, through the purchase of
British Midland International (bmi).
* source: Air Transport Action Group, aviationbenefitsbeyondborders.org
2: ECONOMIC SUSTAINABILITY 17
2.4 FINANCIAL PERFORMANCE OF BRITISH AIRWAYS AND IAG
sustainability, economic performance, and the success
of the oneworld alliance. The drop in profits from 2011
to 2012 at British Airways can be attributed to the
losses incurred by the acquisition of the bmi airline,
as well as increasing fuel costs.
Formed in 2011, International Consolidated Airlines
Group S.A (IAG) is the third-largest airline group in
Europe and the sixth largest in the world by revenue.
It is a global group with a significant presence across
five continents, and ideally placed to serve markets
in North America, Latin America, Asia and Africa,
from two of Europe’s most important hubs – London
Heathrow and Madrid Barajas. Since 2011, IAG
customers have benefited from reduced costs, greater
choice, and seamless transfers between British Airways
and Iberia services. The group now handles more than
54 million passengers every year.
Synergies
During 2012, British Airways continued to identify
and deliver cost synergies with partner airline Iberia,
and we have outperformed the second year cost and
revenue synergy targets. We have therefore raised our
revenue and cost target for the five-year programme
(2011 to 2015) from €500 million to €560 million.
Since 2011 we have delivered cost and revenue
synergies of €313 million.
During 2012, both IAG’s operating airlines – British
Airways and Iberia – faced tough challenges in
several areas, so the strong results delivered at our
London base have been vital to the group’s ongoing
British Airways performance
Operating profit
2010*
2011
2012
£342 million
£518 million
£274 million
International Airlines Group performance
2011
2012
Total revenue
€16.3 billion
€ 18.1 billion
Operating profit
€485 million
- €23 million
*nine months to December 2010
British Airways capacity
2010
Revenue passenger km (millions)
Available seat km (millions)
Cargo tonne km (millions)
18 British Airways Corporate Responsibility Report 2012
2011
Year on
year change
(2011-12)
2012
106,082
117,348
126,436
7.7%
136,721
150,152
158,247
5.4%
4,593
4,793
4,891
2.0%
£274m
2: ECONOMIC SUSTAINABILITY
operating profit
in 2012
2.5 FINANCIAL RISK MANAGEMENT AND BUSINESS RESILIENCE
British Airways is exposed to economic risks beyond
those of many other businesses. Enterprise Risk
Management structures and processes are drawn up at
strategic and operational levels, and linked directly to
the economic and financial issues affecting air travel.
Our risk assessment process takes into account the
severity and frequency of risks, and their potential
effects on the business.
IAG treasury also carries out financial risk management,
which includes identifying, evaluating and hedging
financial risks, as approved by the Board. The Board
also sets out principles for overall economic risk
management, as well as area-specific policies
that include:
British Airways has an internal Business Resilience
team as part of the Operations Directorate, which
coordinates and exercises crisis management
and contingency planning for all levels of incident
and disruption. The team also operates the crisis
management centres and helps manage operational
disruptions according to established procedures.
Crisis management centres are vital for responding
to customers needs, maintaining brand reputation,
business continuity and for informing continuous
improvement during disruption-free periods. British
Airways’ Emergency Procedures Information Centre
(EPIC) is recognised as a centre of excellence, and
contracts its services to several other airlines.
• Foreign exchange risk.
• Interest rate risk.
• Credit risk.
• Derivative financial instruments.
• Investment of excess liquidity.
€313m
synergies delivered
2: ECONOMIC SUSTAINABILITY 19
2.6 ONEWORLD AND JOINT BUSINESSES
The oneworld alliance includes 12 of the world’s most
respected and highest quality airlines. It offers business
travellers one of the most attractive global networks,
and as a member, British Airways can extend its route
network and earn revenue beyond its own areas of
operation. The alliance network covers 155 countries,
and its members operate over 8,800 flights every day.
• In June 2012, Sri Lankan Airlines was elected as a
member designate, sponsored by Cathay Pacific,
with the intent to become a full member within the
next 12 months.
Air Berlin joined the oneworld family in 2012, and
Malaysian Airlines joined at the beginning of 2013,
giving the alliance a greater presence in one of the
world’s fastest growing regions for air travel.
Our joint business agreements with American Airlines
and Iberia have been benefiting customers and
shareholders since 2010, and allow the oneworld
alliance to operate on a level playing field with the
Star and Skyteam alliances. In 2012, a new joint
business agreement was set up with Japan Airlines to
share revenue on applicable flights between Europe
and Japan – effective from October 2012. These
agreements expand codeshares with partner airlines,
allow the sharing of revenue, and the coordination of
schedules, fares, and network planning.
Other developments include:
• British Airways subsidiary Openskies joined
oneworld in November 2012 as a member affiliate.
• In October 2012, Qatar Airways announced its
intention to join the oneworld alliance, sponsored
by British Airways.
• In May 2012, all flights operated by bmi became part
of the oneworld network, before the airline became
part of British Airways.
2.7 OPERATING EFFICIENCY AND PUNCTUALITY
British Airways optimises its operating performance
through improved fleet management and assignment,
flight scheduling, and aircraft and route use. 79.9
percent of the flight capacity we offered in 2012 was
used (load factor), compared to 75.9 percent in 2011.
Our punctuality scores – as measured, according to
industry standards, by the number of flights leaving
within 15 minutes of the published departure time –
fell slightly in 2012 to 79 percent, compared to 83
percent in 2011.
79.9%
load factor in 2012
20 British Airways Corporate Responsibility Report 2012
3: ENVIRONMENTAL SUSTAINABILITY
3 ENVIRONMENTAL SUSTAINABILITY
3.1 ENVIRONMENTAL CONTEXT
22
3.2 OUR ENVIRONMENTAL GOALS
22
3.3 OUR ENVIRONMENTAL OBJECTIVES
22
3.4 CLIMATE CHANGE
24
3.5 FLEET AGE AND RENEWAL
34
3.6 NOISE
35
3.7 AIR QUALITY
36
3.8 WASTE AND RECYCLING
37
3.9 WATER
39
3.10 LOCAL INITIATIVES
40
3: ENVIRONMENTAL SUSTAINABILITY 21
3.1 ENVIRONMENTAL CONTEXT
British Airways is committed to addressing its environmental responsibilities.
We recognise that although air travel is vital to the economic and social welfare
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 responsible air travel, and we have
a comprehensive programme of initiatives and
targets designed to alleviate our key impacts on
the natural environment.
Sustainable business growth requires us to fully
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.
3.2 Our environmental goals
Climate change
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.
Noise and air quality
Minimise effects of noise and air quality in local communities.
Waste and recycling
Minimise waste, reduce disposal to landfill and increase reuse
and recycling.
3.3 Our environmental objectives
Objective
Targets
Progress in 2012
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 economic
measure by June 2013.
Substantial work through an IATA task
force towards a preferred industry
package for achieving Carbon Neutral
Growth from 2020.
Press for the EU ETS to evolve in a way
that avoids distortions and disputes.
The EU has applied a welcome pause in
the implementation of the EU ETS on
intercontinental flights, to give time
for ICAO to make progress on a
global approach.
22 British Airways Corporate Responsibility Report 2012
3: ENVIRONMENTAL SUSTAINABILITY
Objective
Targets
Progress in 2012
Accelerate the implementation of
sustainable low-carbon fuels into the
aviation industry.
Work with low-carbon fuel developers
to implement sustainable supply chains
for alternative fuels, before 2020.
Selection of key technology partners for
GreenSky London.
Influence UK and EU regulators
to establish positive incentives for
sustainable low-carbon aviation fuels.
Published paper through SAFUG on
incentives for sustainable biojet fuel.
A 25 percent improvement in carbon
efficiency from 111g CO2/pkm in 2005
to 83g CO2/pkm in 2025.
101.9g CO2/pkm in 2012.
Improve carbon efficiency through a
programme of targeted initiatives.
Novel biofuels test programme entered
rig and engine test phase with
Rolls-Royce.
We are the only airline member of
the Leaders in Sustainable Biofuels
partnership.
2015 interim goal: 97g CO2/pkm.
48,000 tonnes CO2 reduction due to
aircraft fuel efficiency initiatives in 2013.
Delivered 39,336 tonnes CO2 savings
due to fuel efficiency improvements.
A 5% reduction in ground energy use in
our buildings for 2013 against our new
2012 baseline.
Achieved 2007 target to reduce ground
energy consumption by 20% over
five years.
Reduce the effects of climate change
along our supply chain.
2012 sector leader in the Forest
Footprint Disclosure Project (FFDP).
Improve information for, and
discussion with, customers on
climate change issues.
Provide scheme for customers to
support low-carbon initiatives.
Launched One Destination Carbon Fund
(ODCF) project in Weymouth, UK.
Introduce quieter aircraft and
new operating procedures to
reduce noise.
Reduce average noise per flight by 15%
by 2015.
Due to delays in the delivery of our
new Boeing 787 and Airbus A380
aircraft, we now expect to meet this
target in 2018.
Increase recycling.
60% recycling by 2015 at our main
bases of Heathrow and Gatwick.
45% of waste recycled at Heathrow
and Gatwick.
Increase level of recycling of
onboard waste.
Launched segregation of aluminium cans
on short haul flights out of Heathrow.
Secured additional funding support
for ODCF through Big Society Capital.
Trials of aluminium can segregation on
long haul flights into Heathrow.
3: ENVIRONMENTAL SUSTAINABILITY 23
cap on
emissions
from 2020
supporting
global
regulation
3.4 CLIMATE CHANGE
Climate change is our most significant and urgent
sustainability issue. The vast majority of our climate
impact (approximately 99 percent) results from
greenhouse gas emissions released through the
burning of fossil-based jet fuel in aircraft engines.
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.
Climate change goal:
These goals have been adopted by the entire
aviation industry, as part of its proposal for a global
approach to aviation emissions.
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.
CO2
emissions
British Airways is pursuing all avenues to meet these
goals. While we have direct influence in operational
measures, choice of aircraft technology, and
sustainable fuels, we are also involved in lobbying
governments to take action on infrastructure
improvements, and to accelerate introduction of global
economic measures. To meet our targets, and avoid
market distortions, globally coordinated government
action is essential – for example, in implementing
economic measures, simplifying airspace, setting
technology standards and incentivising the use of
sustainable fuels.
The diagram below illustrates the CO2 savings
associated with elements of our climate change
strategy that will ensure our goals are met.
Climate target: 50% cut in net CO2
Illustrative
emissions growth
with no action
after 2010
nology
raft tech
cy
New airc
l efficien
na
io
at
& oper
Sustainable low
2020 target:
-carbon fuels
Demand
reductio
Purcha
n
se of e
missio
other
ns red
sectors
uction
throug
s
in
h carb
on trad
ing
2050 target:
50%
cut in net
2050
emissions
target:
Cap on net
emissions
2010
2020
The ‘New aircraft technology &
operational efficiency’ area represents
savings from new fuel-efficient aircraft
and operational improvements.
2030
2040
2050
Year
The ‘Sustainable low-carbon fuels’ area
represents the benefit from using new
low-carbon fuel.
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.
The lowest line is the net emissions
level achieved once all emissions
reduction actions are in place.
Our climate change objectives:
• Advocate a responsible regulatory approach
to the aviation industry on climate change –
one that is cost-effective and minimises
market distortions.
Our climate change objectives:
• Accelerate the implementation of sustainable
low-carbon fuels into the aviation industry.
24 British Airways Corporate Responsibility Report 2012
• Improve carbon-efficiency through a
programme of targeted initiatives.
• Improve information for, and discussion with,
our customers on climate change issues.
3: ENVIRONMENTAL SUSTAINABILITY
3.4.1 A responsible global regulatory
approach on climate change
We support global regulation of aviation emissions
through multilateral agreement at the International
Civil Aviation Organisation (ICAO). We call on
governments to introduce a cost-effective global
economic 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 the International Air Transport Association
(IATA), British Airways has helped to develop practical
solutions to help governments prepare global
climate regulation.
From 2013, we believe governments should adopt
a framework for states that wish to apply economic
measures for reducing aviation emissions, based on
the carbon trading principle, that is applied equally to
all airlines. The framework would establish a system of
rules for states to follow in applying these economic
measures, and should include:
• clarity on the geographic scope a state could apply
measures within
• agreement that all airlines flying a route would face
equal treatment, regardless of nationality
• confirmation that the carbon trading concept is by
far the most cost-effective approach to establish
carbon pricing
• standardised administrative requirements, such as
how aircraft emissions are measured, and the types
of flights to be included.
We believe governments should, by 2020, have
collectively agreed a single global economic measure
to supersede national and regional approaches.
In addition to the elements listed above, a global
measure would:
• Ensure the industry’s environmental targets
are achieved
• Define equitably individual operators’
compliance responsibilities
• Take into account states’ special circumstances
and respective capabilities
• Enable centralised reporting and
compliance assurance.
There are currently more and more uncoordinated,
environmentally ineffective national and regional
measures that will most likely cause unintended
distortion in markets. This results in airlines
facing higher climate policy costs than others in
the same market.
Governments must act urgently and collectively to
avoid such a damaging patchwork of regulations for
aviations emissions – with meaningful and concrete
steps to a global approach through ICAO.
The EU Emissions Trading System (EU ETS)
The EU ETS has been temporarily amended for 2012
compliance, to cover only flights within Europe.
We welcome this amendment, since it removes the
risks of retaliation and competitor non-compliance.
The amendment also offers a window of opportunity
for governments to make progress towards a global
agreement for aviation emissions.
British Airways is a longstanding advocate of
carbon trading as the most effective economic
measure to help reduce emissions in the aviation
sector. We believe an appropriately implemented
EU ETS can be an important step towards a global
regulatory framework.
We are well placed to meet the EU ETS compliance
requirements, having supported and participated in
emissions trading systems since 2002.
Next Steps
• Work with industry partners and stakeholders
to promote meaningful progress from
governments towards a global deal at the
ICAO General Assembly in September 2013
• Continue to develop and promote
practical proposals for the design of global
economic measures
3: ENVIRONMENTAL SUSTAINABILITY 25
3.4.2 Sustainable low-carbon fuels
Although we have seen many improvements and
innovations in jet engines over recent years, the
aviation sector will be dependent on liquid hydrocarbon
fuels for many decades to come. Over the last five
years, there have been significant advances in the
development of bio-based synthetic fuels. These fuels
have now been approved by the relevant standards
authorities and can be blended with conventional
kerosene to fuel our aircraft. British Airways is
committed to the development of sustainable lowcarbon aviation fuels and we are advocating:
• The prioritisation of advanced fuels manufactured
from biogenic wastes and residues, which avoid the
land use change impacts that are associated with
crop-based fuels.
• The work of the Roundtable on Sustainable
Biomaterials (RSB) who have developed the most
robust project-based sustainability standard
for biofuels.
• The introduction of standards to mitigate Indirect
Land Use impacts such as the one proposed for
Low Indirect Impact Biofuels (LIIB) being developed
by Ecofys, EPFL, and the World Wildlife Fund (WWF).
• Greater harmonisation of standards with respect
to sustainability and life cycle assessment of lowcarbon fuels to ensure that these take account of
the full life cycle impacts of fuel production.
• Lobbying governments to ensure that sustainability
criteria are uniformly applied to all biomass based
products, not only bioliquids.
• Ensuring that a level playing field is provided by
governments, so that aviation fuels are included in
relevant policy frameworks and incentives.
There was solid progress during 2012 on several
projects that are exploring the possibilities for
manufacturing advanced low-carbon fuels. However,
full commercial production is still some time away,
and is hampered by a lack of a coherent policy on
aviation fuels at European and UK levels. To enable
production on a larger scale, governments need to
provide equivalence with road transport fuels within
any incentive mechanism.
We are collaborating with a number of industry groups
to progress this important work towards achieving a
more sustainable aviation sector:
• The EU Flightpath programme with DG Energy
aims to build production capacity in Europe to
produce two million tonnes of sustainable aviation
fuels by 2020.
• The Sustainable Aviation Fuels Users Group
(SAFUG) – a global group comprising 26 airline
26 British Airways Corporate Responsibility Report 2012
members together with Boeing and other
manufacturers – is promoting advanced low-carbon
fuels for aviation.
• British Airways has also joined with Leaders of
Sustainable Biofuels, a European group of second
generation biofuels producers committed to
developing more advanced fuels from wastes,
residues and non-food crops.
• In the UK, the Sustainable Aviation group is working
to develop a biofuels roadmap for the deployment
of low-carbon fuels in the future.
British Airways and Solena Greensky project
GreenSky London is our flagship project to construct
a state-of-the-art facility that will convert around
500,000 tonnes each year of waste normally destined
for landfill – into 50,000 tonnes of sustainable lowcarbon jet fuel, 50,000 tonnes of biodiesel, 20,000
tonnes of bio-naphtha and 11MW of exported power.
By using biomass waste to produce fuel, the project
will help reduce the amount of waste sent to landfill.
The plant’s zero waste philosophy means all materials
from the process have an end use. As well as the lowcarbon fuels produced, bio-naphtha can be used to
make renewable plastics or blended into other fuels,
and the process also produces a solid aggregate-type
material. In addition, exhaust gases from the process
will be captured and cleaned to yield gases of industrial
quality. The process will generate approximately 11MW
net of green renewable power that can be fed into the
UK National Grid.
The project has maintained momentum during 2012,
thanks to the selection of key technology partners and
the pre-front end engineering and design (Pre-FEED)
for the project has commenced.
Solena Fuels Corporation will provide the high
temperature gasification process that converts waste
matter into synthesis gas, and the overall Integrated
Biomass Gasification to Liquids (IBGTL) solution.
Solena is a sustainable energy company that has
developed proprietary gasification technology as the
initial processing block to create the highest value
bio-based synthetic fuels.
Oxford Catalysts Group/Velocys will supply the
innovative Fisher-Tropsch (FT) reactors and catalyst
that facilitate a highly efficient conversion of the
cleaned synthesis gas into liquid hydrocarbons.
The AIM-listed Oxford Catalysts Group are specialists
in catalyst technology and Fischer-Tropsch reactors.
British Airways has committed to buying the jet fuel
produced by the plant for ten years, equating to
US$500 million at today’s prices. We will also be an
investor in the project. The British Airways off-take
3: ENVIRONMENTAL SUSTAINABILITY
Low-carbon fuels
These
gases are
cooled and
cleaned
Residential
and commercial
organic waste
input
Extremely high
temperature plasma
breaks down
the waste into
simple gases
Input: Waste
Process: Gasification
agreement represents the largest advanced biofuel
commitment made to date by an airline. Barclays has
been appointed as advisor to explore the funding
opportunities through export credit agencies.
A Competitive Letter of Interest has been obtained
from an agency and includes associated term funding.
The British Airways and Solena partnership project
represents a significant investment in new green
technology in the UK. It will help reinforce the UK’s
position as a technology innovator, while providing
leadership in the area of sustainable green energy and
low-carbon fuel solutions. 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 positions.
We aim to have completed construction by 2015.
British Airways and Rolls Royce alternative
fuels programme
In 2012, the British Airways Rolls-Royce novel fuels
programme entered the rig and emissions testing
phase. The programme, supported by the US Federal
Aviation Association’s CLEEN (Continuous Lower
Energy, Emissions and Noise) framework, aims to
help the aviation transport sector fund additional
sustainable fuels for aviation. The testing is to evaluate
new, sustainable alternative fuels with the potential to
be included in national and international aviation
fuel specifications.
Fuels for testing have been selected based on their
novelty in terms of end product, process or their
feedstock relative to fuels currently being certified.
The partners initially chose eight fuel suppliers to
provide fuel samples for laboratory testing, which was
completed during 2011. The initial results suggested
these fuels are strong candidates for certification.
We have selected four fuels to undergo more in-depth
The FischerTropsch process
re-forms the gas
into low-carbon
jet fuel, as well
as other useful
substances
Low-carbon jet
fuel (kerosene)
Biodiesel
which is
suitable
for road
vehicles
A solid material
which is used as
aggregate in the
construction industry
Process:
Re-forming
Electricity
and heat
Output: Jet Fuel
testing at Sheffield University, where compatibility with
aircraft fuel systems, impact on engine operation and
emissions profiles have been assessed. In testing, we
have also varied the levels of aromatic compounds in
the fuels to measure the effects on seal performance
and emissions. Interim results are within the expected
performance boundaries of conventional kerosene.
British Airways has also provided a 737 Auxiliary Power
Unit (APU) to Sheffield University for combustion and
emission testing. We will share the results with the
wider aviation community as part of our commitment
to furthering scientific and technical understanding of
the potential of sustainable fuels.
Assessing the sustainability of early-stage bioenergy
technologies is not well researched, so the project
has been working with the Roundtable on Sustainable
Biofuels (RSB) and the UK’s National Non Foods Crop
Association. The project is using the RSB standard to
benchmark the sustainability performance and risks
associated with these technologies.
Next Steps
• Work with Solena to progress the Greensky
project through the planning and
construction phase
• Promote the inclusion of aviation fuels within
existing EU policy to speed up the deployment
of these fuels, through Flightpath 2020 and
Leaders of Sustainable Biofuels
• Conclude rig testing within the Rolls-Royce
test programme on novel fuels, to assess their
engine performance and emissions profiles,
prepare and disseminate final report
3: ENVIRONMENTAL SUSTAINABILITY 27
our footprint
in 2012 was
17.6 million
tonnes
of CO2
3.4.3 Carbon footprint
The diagram below illustrates the carbon emissions associated with
our business, including those from the broader supply chain.
Properties
Emissions from the use of electricity, natural
gas, and gas oil at our offices, terminals,
engineering, and cargo facilities.
Ground vehicles
& handling
Flight Operations
Over 99 percent of
our emissions result
from the burning
of jet fuel by
our aircraft
Jet fuel production
Energy required for oil extraction,
refining, and transportation.
Loading and preparing an aircraft
for flight requires a fleet of ground
vehicles, which burn diesel, petrol, gas
oil or use an electric battery.
3rd-party freighters
Cargo trucking
Emissions from 3rd-party
suppliers transporting cargo on
behalf of British Airways.
Transporting freight for
customers requires fuel.
Employees
Onboard catering
Business travel and daily
commuting both require fuel
and electricity use.
Use of electricity, gas,
refrigerants, and ground vehicle
fuels by catering suppliers.
Waste disposal
Emissions from recycling
processes, waste incineration or
methane leaking from landfill.
New in 2012
British Airways is committed to continually improving its carbon management approach. In 2012 – to
more closely align with the Greenhouse Gas Protocol and the Carbon Disclosure Standards Board’s
Climate Change Reporting Framework – our carbon reporting is now split into two distinct sections:
• Emissions within our organisational boundary (Scope 1 and 2)
• Emissions outside our organisational boundary (Scope 3)
We also expanded our Scope 3 reporting in 2012, broadening coverage across our supply chain
Our greenhouse gas emissions (Scope 1 & 2)
Our total Scope 1 & 2 emissions for 2012 were
17,554,312 metric tonnes of CO2 as illustrated in the
chart below. As over 99 percent of our emissions
result directly from flying activity - increased activity
or disruptions directly impact our greenhouse
gas footprint.
28 British Airways Corporate Responsibility Report 2012
In 2012, British Airways purchased British Midland
International (bmi) and integrated its aircraft into
the British Airways fleet – resulting in a direct increase
in absolute emissions.
improving
carbon
management
3: ENVIRONMENTAL SUSTAINABILITY
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):
Scope 1 – 99 percent
Scope 2 – < 1 percent
Emissions from energy consumed indirectly by
British Airways, such as electricity use at our facilities
produced off-site by our energy supplier.
2012: 17,452,882 metric tonnes of CO2
2012: 101,430 metric tonnes of CO2
Emissions from energy consumed directly by British
Airways, such as burning jet fuel. From 2012 our Scope
1 emissions include all freighters flying on a British
Airways flightplan and all six Kyoto gases.
Scope 1 & 2 – Carbon dioxide (CO2) emissions
Year
15.4
2010
16.6
2011
17.6
2012
0
14.5
15
15.5
16
16.5
17
17.5
18
18.5
CO2 (million tonnes)
Our supply chain’s greenhouse gas emissions (Scope 3)
For the first time, we are reporting Scope 3 emissions from jet fuel production, business travel, catering and
waste disposal. The chart below shows the emissions from each element of our supply chain in log scale.
3,623,514
633,240
Fossil upstream
3rd-party flying
8,829
Caterers
1,787
Fuel trucking
361
Business travel - road
85
Business travel - flying
44
40
36
Waste – landfill gases
Waste – incineration
Waste – recycling
10,000,000
1,000,000
100,000
10,000
1,000
100
0
tonnes
of CO2 in
logarithmic
scale
Key:
Fossil upsteam: energy required for the upstream extraction,
refining, and transportation of jet fuel.
B
usiness travel – flying: emissions from employee travel on
non-British Airways flights.
3rd-party flying: refers to emissions from carriers
transporting goods on behalf of British Airways, primarily
cargo freighters. It also includes 2012 emissions from bmi
fleet prior to their integration into the British Airways fleet.
Caterers: Our Heathrow-based long-haul caterer.
Fuel trucking: emissions from ground vehicles of logistics
companies which transport jet fuel on our behalf.
B
usiness travel – road: emissions from employee travel by
personal vehicle captured in mileage claims.
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.
Waste – incineration: emissions from incinerating nonrecyclable materials to generate heat and electricity.
Waste – recycling: emissions from energy use required to
recycle waste materials.
3: ENVIRONMENTAL SUSTAINABILITY 29
3.4.4 Carbon efficiency
British Airways is committed to a carbon efficiency improvement of 25 percent by 2025 against a 2005 baseline
– down to 83g CO2 per passenger kilometre (CO2 per pax km). In 2012, our carbon efficiency performance
continued to improve, down to 101.9g CO2 per pax km.
Carbon efficiency – performance and targets (grammes of CO2 per pax-km)
Year
110.8
110.2
110.3
107.3
106.1
103.3
102.1
101.9
2005
2006
2007
2008
2009
2010
2011
2012
2013
2015
2017
2019
2021
2023
2025
101.9
2012 efficiency
97.0
2015 target
83.0
2025 target
97.0
83.0
40
60
80
100
120
grammes of CO2 per passenger kilometre
Next steps
• Prepare to comply with mandatory carbon reporting for UK-listed companies, as required by the
Companies Act (in accordance with the 2008 Climate Change Act)
• Facilitate expanded, robust carbon reporting by implementing a sustainability
data management system in autumn 2013
• Review our carbon reduction targets, including modelling of expected efficiency improvements for
new aircraft, fuel efficiency initiatives, and low-carbon fuels
30 British Airways Corporate Responsibility Report 2012
reducing
paper-based
manuals
in cockpits
3: ENVIRONMENTAL SUSTAINABILITY
Aircraft fuel-efficiency
The Environment Team manages British Airways’
Fuel Efficiency programme, with a governance
structure that incorporates several different areas
of the operation:
• Engineering
• Customer
• Operations
Next Steps
• Invest in a data management and monitoring
tool that will help us deliver further fuel and
carbon savings, through the provision of more
timely and accurate data
• Start to introduce lighter trolleys and unit load
devices (ULDs) for our cargo operations
• Flight operations
• Cargo
• Property
• Fuel
Ground energy
• Operational research
British Airways policy is to use energy responsibly
across our global property portfolio. In April 2007, we
set a target to reduce our energy consumption on the
ground by 20 percent over five years. We planned to
achieve this by:
A Fuel Efficiency Coordination group within each
operational area manages the day-to-day activities and
management of individual projects. All Coordination
groups report to a Steering Group that deals with
any issues, selects new projects and promotes fuelefficiency within the company. The Steering Group
comprises senior managerial staff, and reports directly
to the Corporate Responsibility Board, which in turn
provides independent oversight of all aspects of
Corporate Responsibility for the British Airways Board
and Senior Leadership Team.
During 2012, the fuel-efficiency programme continued
to make progress, with ongoing projects delivering the
majority of savings. Fuel-efficiency savings
measures included:
• increased implementation of Auxiliary Power Unit
(APU) reduced usage procedures at Heathrow
• increased compliance with our new standards for
carriage of potable water
• flight crew using iPads to improve the fuel
ordering process
• removing paper-based crew reference
documents from aircraft.
The above projects also improved our ability to
manage customer service onboard aircraft, and
reduced maintenance and engineering costs.
20%
reduction in
ground energy
consumption
• providing energy awareness training
• increasing electricity and gas sub-metering to
identify waste
• investing in energy-efficient equipment.
In April 2012, we were pleased to announce we had
surpassed our target, saving 90,000 tonnes of CO2
over the past 5 years. Importantly, we achieved this
energy saving without any negative impact on our
customer experience.
We are currently working to align our long-term energy
reduction strategy with our strong business growth
forecast. To maintain our energy saving momentum,
we have set ourselves an interim target of a 5 percent
reduction in energy use for 2013 against our new
2012 baseline. We will announce our long-term
energy targets and strategy later in 2013 on the
One Destination website : www.onedestination.co.uk.
We design and implement energy-efficiency initiatives
as part of our extensive refit and refurbishment
programme across our property portfolio. Our inhouse energy analyst scrutinises all projects and works
with designers to ensure energy-efficiency has been
fully considered and integrated wherever possible.
For example, during the building of an extension
in our cargo operation at Heathrow, we chose a
more efficient heating control system – saving
over 30 tonnes of CO2 a year. Sustained
reduction in our energy consumption across
our buildings demonstrates the success of this
collaborative approach.
3: ENVIRONMENTAL SUSTAINABILITY 31
We are also taking advantage of opportunities in major
refurbishment and relocation works to improve our
energy consumption. In 2012 we began the transfer of
our flight simulators and flight training facilities to our
main engineering base at Heathrow, which we predict
will achieve a 25 percent reduction in energy use
by upgrading to more efficient cooling, lighting, and
control systems. We aim to take advantage of future
projects in a similar way, as part of our strategy for
property development.
To achieve this we made one of our main datacentres
a ‘dark site’ by relocating our colleagues to more
energy-efficient buildings. We also switch off computer
room air-conditioning units overnight and have moved
equipment from our least energy-efficient datacentre
to a better location.
We work in partnership with Heathrow Airport Ltd
(HAL) to minimise the energy footprint in our terminal
buildings, sharing energy metering data to identify
inefficiencies and quickly find possible solutions. We
are also collaborating with HAL in testing voltage
controls across Heathrow, with a view to reducing
electricity use for all the airport’s occupants.
Further reductions in power consumption have been
possible thanks to ‘server virtualisation’, an approach
that significantly reduces the number of physical
devices in the datacentre, yet increases its overall
computing capacity. Also, introducing a software
power management utility has reduced datacentre
servers’ power consumption by 40 percent.
In 2012 we put our electricity supply contract for
Heathrow out to tender, and we continue to be 100
percent powered by green energy. We do not think
it is sustainable in the longer term to rely solely on
power generated off site, so to limit our reliance on
the National Grid we are assessing onsite renewable
energy technology suitable for an airport. Given
the rate at which renewable energy technology is
advancing, our near term goal is to generate at least
5 percent of our airport energy needs through onsite
renewables - primarily from solar energy produced
by photovoltaic panels.
Consumption of electricity at UK
datacentres expressed in CO2 Tonnes
Green IT
Our Green IT programme started in 2007, and aims
to ensure we use and dispose of computers, servers
and associated subsystems efficiently, with little or no
impact on the environment.
During 2012 we improved efficiency and reduced our
CO2 emissions at our two Heathrow datacentres. This
has achieved a net reduction of 1.25 million kWh. This,
along with introducing more energy-efficient servers,
has helped reduce our IT carbon footprint by 759
tonnes of CO2.
We have also installed low-voltage LED lighting at both
buildings and optimised the flow of cold air to improve
cooling efficiency and reduce power consumption.
11,400
11,276
11,200
10,975
11,000
10,800
10,600
10,298
10,400
10,200
10,000
9,800
2010
2011
2012
Next Steps
• Investigate ‘evaporative cooling’, which would
allow us to switch off all computer room
air-conditioning in datacentres for 95 per cent
of the year
• Review the use of low-voltage server
components to reduce energy use
• Work on projects to reduce power
consumption, such as ‘server virtualisation’
• Donate up to 7,000 desktops and laptops to
Computer Aid International between 2013
and 2014, which will become available as
we complete our Windows 7 Desktop
Refresh programme
32 British Airways Corporate Responsibility Report 2012
Year
3: ENVIRONMENTAL SUSTAINABILITY
3.4.5 Forest footprint
Deforestation is responsible for around a sixth of
global carbon emissions – more than the entire
transport sector, and second only to the oil and gas
industry. British Airways recognises the significant
impact deforestation has on the environment, and its
relevance to climate change. Reducing deforestation is
widely regarded as one of the fastest and most costeffective ways to reduce global carbon emissions. To
play our part, we are focusing on our forest footprint
– the amount of deforestation we caused directly
or indirectly through our business operations – and
identifying ways we can help reduce the effects of
deforestation wherever possible.
The Carbon Disclosure Project (CDP) Forests
Program – previously known as the Forest Footprint
Disclosure Project – helps us understand and address
our exposure to deforestation risks through using
timber products, palm oil, soy, cattle products and
biofuels. Since 2009, British Airways has remained
the sector leader in this area. Disclosure to CDP’s
Forests Program also allows us to review our internal
risk management. Given the growing concern around
security of supply for commodities over the next
20 to 30 years, the disclosure process gives British
Airways and others space to work with suppliers and
customers to identify potential problems, and to help
to improve resilience throughout supply chains.
In 2012, for the third year running, British Airways
achieved Sector Leader in the Travel and Leisure
category of the CDP Forests Program. In 2012 our
forest footprint was estimated at a minimum of 160
acres, compared to 127 acres in 2011. This increase
can be attributed to improvements in data collection
and analysis.
The programme focuses on qualitative as well as
quantitative measures, such as how a company
assesses its deforestation risk. So we are now working
with our suppliers to further refine data collection,
setting quantifiable targets for buying ‘forest-safe’
certified products, and including a wider range of
suppliers in our deforestation risk assessments.
In 2012 our Forest
Footprint was
estimated to be
Next Steps
• Expand our forest footprint assessments to
key suppliers outside the UK
• Improve our assessment and understanding
of supply chain impacts on deforestation risk
3.4.6 Customer engagement on
climate change - One Destination
Carbon Fund
At the end of 2011 British Airways replaced its carbon
offsetting scheme. This was in response to feedback
from customers keen to support projects in the
UK as well as overseas as part of efforts to reduce
carbon emissions. To achieve this we created the One
Destination Carbon Fund. Customers can donate to
the fund when they book flights, or at any time online
at www.ba.com.
Our charity partner Pure (the Clean Planet Trust registered Charity No. 1112249) invests money from
the fund into a range of projects, such as installing
solar hot water in community sports centres, smallscale wind turbines for schools, or energy-efficiency
measures in community buildings.
British Airways manages all of the One Destination
Carbon Fund through Pure, who invested in lowcarbon community sports projects to support
our sponsorship of the 2012 Olympic and
Paralympic Games.
The Fund uses the UK Carbon Reduction Framework,
managed by the Buildings Research Establishment,
to ensure the projects are technically sound, and can
achieve carbon savings and other associated benefits.
Although the projects achieve carbon reductions, they
are not carbon offsets and will not achieve carbon
neutrality – but they do contribute to tackling
climate change.
Pure has also joined forces with Big Society Capital
– a UK government-backed initiative to help social
enterprise investments – to issue low-interest loans
to the projects. Loan repayments are then recycled to
fund further projects.
160
Acres
3: ENVIRONMENTAL SUSTAINABILITY 33
Boeing 787 is
20%
more fuel-efficient
Osprey Leisure Centre
This small community leisure centre is an important
resource for the Portland community in Dorset, and
was set up when the former Naval sports centre was
facing closure. It is now run as a charity, and a notfor-profit organisation, and has done a lot of work to
improve energy efficiency and refurbish the centre.
The Carbon Fund helped with the installation of 10kW
of solar panels to provide renewable electricity. The
expanded facility now provides swimming for 10 local
schools and three special schools, with over 100,000
visits per year, up 15,000 on the previous year. Osprey
Leisure Centre has also taken on five new staff.
Fenham Swimming Pool
Fenham Swimming Project opened in 1938, and
has since given swimming lessons to generations of
local people in the west end of Newcastle. When
the pool was threatened with closure in 2003, the
local community set up the pool as a charity and it
has continued to provide a valuable service to the
community. Today the pool has 76,000 visitors and
works with eight local schools and ‘Swim NE’ to
provide award-winning swimming programmes.
The project also works with young people and
the elderly on a range of other community-based
training initiatives.
The One Destination Carbon Fund and the local
wards around Fenham combined forces to install solar
thermal energy in the centre, which provides heat for
the pool. This not only reduces carbon emissions but
also means the pool is able to reduce the need for gas
heating. The flat plate solar thermal equipment that
was installed totals 78 square metres, and is predicted
to deliver almost 30,000kwh of solar heat energy
equivalent to 60 percent of the energy required to
heat the pool.
3.5 FLEET AGE AND RENEWAL
As of December 31st 2012, our fleet comprised 271 aircraft, compared to 245 on December 31st
2011. This increase is due mostly to the integration and inclusion of aircraft from the bmi fleet,
although we have also taken delivery of one new Boeing 777 and one new Airbus A320.
The average age of the fleet in December 2012 was 12.6 years. The table below shows the
current British Airways fleet, our expected fleet for 2015, planned deliveries and further options.
British Airways aircraft fleet - current and forecast
(As of 31st December 2012, and inclusive of integrated ex-bmi fleet)
Aircraft
2012
2015
Total planned
deliveries post 2012
Boeing 747
52
41
0
0
Boeing 767
21
13
0
0
Boeing 777
52
58
6
0
Boeing 787
0
12
24
28
Airbus A380
0
9
12
7
Airbus A318
2
2
0
0
Total long haul
127
135
42
35
Airbus A320 family
110
119
10
31
Other
34
19
0
15
Total short haul
144
138
10
46
Total fleet
271
273
52
81
34 British Airways Corporate Responsibility Report 2012
Further
options
3: ENVIRONMENTAL SUSTAINABILITY
The first of our new Airbus A380 and Boeing 787
aircraft are due during 2013, and will offer substantial
improvements in terms of environmental benefits and
quality of experience for our customers.
Although the overall size of our fleet will not change
significantly between now and 2015, 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 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.
3.6 NOISE
We are working to minimise the impact of noise on
communities near the airports we serve, whether
at our main operating base or overseas. We achieve
this through a combination of measures including
the introduction of quieter aircraft to the fleet and
using industry recognised best practice operational
techniques to minimise noise where possible.
Last year we reported that, due to unforeseen delays
in the delivery of our new Boeing 787s and Airbus
A380 aircraft, we would not achieve our target of a 15
per cent reduction in our average noise per flight by
2015. Based on our current fleet renewal plan, we now
expect to meet this target in approximately 2018.
We continue to identify and introduce ways we can
reduce noise from our existing fleet. For example, we
use Continuous Descent Approaches (CDAs), and in
2011 we introduced new procedures on our Airbus
and Boeing 737 fleets that mean we can safely lower
landing gear later on the approach, reducing noise.
In 2012 we continued to investigate the use of slightly
steeper approaches to landing as another way to
reduce noise. Initial simulator trials have shown that
a descent angle of 3.2 degrees (versus the standard
3.0 degrees) can be used consistently on our routes,
and offers up to 1 dBA SEL* benefit underneath
the approach path. There are, however, significant
regulatory, infrastructure and operational issues
to resolve before we can introduce a 3.2-degree
approach angle.
In 2012 we coordinated industry efforts to develop
and launch the UK Ground Operations and Departures
Code Of Practice. This offers four key techniques for
reducing noise and emissions from aircraft operations,
which are now being introduced around the industry.
Comparison of A380 and 747-400 noise footprints
At the same time, we have been part of a collaborative
effort between BAA Heathrow, NATS and British
Airways, and the Heathrow Association for the
Control of Aircraft Noise (HACAN) to identify areas
of concern to the local community and find innovative
ways to address them. The first phase of trials began
in November 2012, focusing on flights arriving in
the early morning. We are also investigating other
collaborative projects while we wait for community
and operational feedback.
Heathrow Airport monitors the noise aircraft make on
each departure closely, and fines us for each flight that
exceeds the permitted noise level. In 2012, 33 of our
departing flights – 0.03 percent of our annual flights
– exceeded permitted levels, compared to 29 flights
in the previous year. We investigate each incident to
identify any trends or causes we can address.
In 2012, 95.92 percent of our daytime flights and
97.16 percent of our nighttime flights used the CDA
procedure, compared with the airport averages
of 85.55 percent and 94.94 percent respectively.
We support UK airports, government and local
communities introducing Noise Action Plans (NAPs)
developed in accordance with the EU Noise Directive.
*SEL: The Sound Exposure Level generated by a single aircraft at the measurement point, measured in dBA.
This noise metric accounts for the duration of the sound as well as its intensity.
3: ENVIRONMENTAL SUSTAINABILITY 35
3.7 AIR QUALITY
We take every opportunity to mitigate our impact on
the local environment and improve our environmental
performance. We use procedures that minimise
emissions, including taxiing in and out using fewer than
all engines, and use less than full thrust on take-off
to reduce unnecessary emission of NOx wherever
possible. We are also working to better understand
how our operations affect local air quality, and
supporting two academic research projects
on this matter.
UK Ground Operations and Departures Code Of
Practice. We are sharing what we’ve learned from this
initiative with our overseas operations, which each
face slightly different challenges.
Throughout 2012 we have worked to reduce the
running time of aircraft Auxiliary Power Units (APUs).
This is a small unit built into the rear of an aircraft that
supplies electrical and pneumatic power if none is
available from ground sources. In collaboration with
BAA Heathrow, this initiative reduces both noise and
emissions, and is part of our work to implement the
This year our total NOx emissions at Heathrow have
increased from 1115 tonnes to 1157 tonnes. This is
due to an increase in total movements compared to
2011, but the amount of NOx produced per turnround
has dropped from 10.9kg NOx in 2011 to 10.7kg NOx
in 2012. We are using more aircraft in our fleet that
produce less emissions.
We currently calculate NOx emissions for our fleet at
Heathrow annually, to be representative of operational
procedures. For example, our measurements reflect
that we use reduced thrust take-offs where possible
on departure, to reduce emissions.
Total NOx emissions at Heathrow (in tonnes) and average NOx
emissions per Heathrow turnround (in kgs)
2010
NOx (tonnes)
2011
2012
1015
1115
1157
11.2
10.9
10.7
NOx/turnround (kilogrammes)
Next Steps
• Continue to reduce our impact on noise and air
quality, through fleet purchasing decisions, better
operational procedures and collaboration with
airports, local communities and manufacturers
• Introduce the quieter Airbus A380 and Boeing
787 aircraft to the fleet
• Support scientific research into aviation’s
contribution to particulate matter and NOx
emissions, and other effects on air quality
36 British Airways Corporate Responsibility Report 2012
• Support appropriate regulation at national,
European and International level
• Support efforts to improve the accuracy of
modelling and forecasting for effects on noise
and air quality
• Contribute to anticipated UK Government
consultation on the future night flights regime
for Heathrow, Gatwick and Stansted airports
45%
3: ENVIRONMENTAL SUSTAINABILITY
of waste recycled
at our London
bases
3.8 WASTE AND RECYCLING
British Airways aims to minimise waste, reduce
disposal to landfill, and increase reuse and recycling.
Where we can’t prevent the creation of waste as
part of our operations, we will manage its disposal
responsibly, recovering energy and resources
wherever possible.
In 2012 we recycled 45 percent of our waste at our
main bases of Heathrow and Gatwick. This is slightly
less than in 2011, when we recycled 46 percent, due
to the large amount of building refurbishment and staff
relocation at Heathrow generating waste that could
not cost-effectively be reused, recycled or recovered.
Our target to reach 60 percent recycling by 2015 has
not changed.
We process our non-recyclable waste at Heathrow and
Gatwick through a nearby waste-to-energy plant at
Lakeside. Here the residual waste left once recyclables
have been removed is fed into twin furnaces. Heat
generated by incineration is used to power a steam
turbine that generates electricity. After combustion,
any remaining ferrous and non-ferrous metals are
extracted from the inert ash, which is then used as
a substitute for natural aggregate.
Consequently, the volume of residue remaining for
final disposal is just 5 percent of what we began with.
Air Pollution Control (APC) residues, the residual ash
remaining after stringent filtering and scrubbing of
the flue gases, are disposed of carefully at a hazardous
waste landfill.
Processing waste in this way, the Lakeside energyfrom-waste plant can process up to 410,000 tonnes
of residual waste each year, generating some 38 MW
of electricity for distribution via the National Grid
– enough to power 50,000 homes. In 2012,
British Airways disposed of 1,796 tonnes of waste
through the plant.
The amount of landfill waste managed through our
contracts at Heathrow and Gatwick airports is now
just 5 percent of our total waste at these locations.
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
alternatives to landfill at our other locations wherever
infrastructure or alternative techniques allow.
Recycled
17.4
tonnes of rigid plastics
3.8.1 Our recycling initiatives
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.
In 2012, we increased the amount of rigid non-bottle
plastics collected to 17.4 tonnes, compared to 6.2
tonnes in 2011.
As part of a lighting replacement project in our
cargo warehouse at Heathrow, we collected 60kg
of polystyrene packaging. Since then, we have also
collected polystyrene packaging at our engineering
facilities, from replacement oxygen generators for
some of our aircraft. Due to the lightweight nature
of polystyrene, it has made little impact on our total
recycling tonnage, but we will continue to keep this
kind of waste segregated.
3.8.2 Recycling and reusing
our aircraft interiors
British Airways Interior Engineering (BAIE) has an
ongoing cost reduction and waste minimisation
scheme. Last year, on average, BAIE recycled 95
percent of its total waste, with a view to further
improvement in 2013.
BAIE is currently looking at new ways to manage each
waste stream more efficiently, while keeping costs to a
minimum. All waste is sorted and segregated at source,
reducing the need for separation at the materials
recovery facility. All seat foams, hard and soft plastic,
cardboard and carpet are recycled.
Aircraft components from across the airline go to
BAIE to be assessed for potential repair or reuse.
Components that can be reused are cleaned, repaired
and re-certified. Items beyond repair are disassembled
and recycled.
3.8.3 Onboard recycling
At the beginning of 2012, we launched segregation
and recycling of aluminium drinks cans on short
haul outbound flights from Heathrow. These cans
are stowed on the aircraft and recycled on return to
Heathrow along with other materials from inbound
flights. We do this using our catering supplier DHL’s
facilities at the Heathrow catering unit.
3: ENVIRONMENTAL SUSTAINABILITY 37
We have recently launched drinks can recycling on
our inbound long haul services at Heathrow and plan
to expand drinks can recycling to both short haul
and long haul services at Gatwick. It is not currently
possible to recycle on outbound long haul services
because of strict regulations controlling international
catering waste.
Our aircraft cleaning partner recycles newspapers
from our inbound flights into Heathrow and Gatwick,
and we expect to extend this to other locations as
facilities and regulations permit.
3.8.4 Our catering partner Gate
Gourmet – London Heathrow
long haul operation
Gate Gourmet is committed to minimising its impact
on the environment and has improved its waste
management throughout 2012. Applying the principles
of the waste hierarchy, Gate Gourmet now diverts
international catering waste from landfill to the nearby
Lakeside Energy from Waste plant. Working closely
with new service provider Grundon, this means around
just 5 percent of the site’s total waste now goes to
landfill. In 2013, Gate Gourmet will work with Grundon
to further reduce this figure. As well as the significant
environmental benefits of preventing waste going to
landfill, this also achieves considerable carbon savings.
Gate Gourmet has also increased its recycling tonnage
by 7 percent in 2012, compared with 2011 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 suppliers to
minimise packaging use and waste.
Throughout 2012, Gate Gourmet has also worked
closely with British Airways on the long haul onboard
recycling of aluminium cans.
3.8.5 Our catering partner DHL
Supply Chain – London Heathrow
short haul operation
In 2010 DHL Supply Chain became British Airways’
catering partner for short haul operations at Heathrow.
DHL has worked with British Airways to improve
all aspects of the operation, including introducing
onboard recycling. The result is an impressive new
recycling system that sets the industry benchmark
and supports our target of zero waste to landfill. Few
aviation catering companies can claim to send zero
waste to landfill.
38 British Airways Corporate Responsibility Report 2012
On returning from the aircraft, food trolleys are
separated into domestic/EU and non-EU routes.
Non-EU waste is sent to the Energy from Waste plant,
while all remaining aluminium, soft and hard plastic,
and cardboard waste is bailed and recycled.
Packaging is recycled, and any food waste is processed
in a high capacity drier that reduces the moisture
content by 70 per cent. It is then supplied to the
recycling facility, where it is mixed with other waste
and turned into fuel used at the Slough Heat and
Power Station to power a local trading estate.
In 2012 a de-juicer was introduced for the milk, fruit
juice and bottled water products that come back
from European flights. Rather than decanting each
bottle, they are instead put into a de-juicing machine
that crushes the packaging and separates the liquid.
The packaging is then recycled, and the liquid used
in a combined Heat and Power process to produce
electricity for the National Grid. The small amount
of residual ash generated by this process is also
made useful – in the manufacture of bricks.
In 2012 DHL’s catering facility recycled 60 tonnes
of aluminium, 90 tonnes of glass, 305 tonnes
of paper and 194 tonnes of plastic from
British Airways operations.
Next Steps
• Continue to work with our suppliers and
catering providers to reduce the amount of
waste at source, and improve recycling –
in particular by looking at the volume of
packaging and order quantities
• Increase onboard recycling by expanding the
process to our London Gatwick operation
• Produce a waste footprint that will help
departments prioritise waste minimisation and
increase recycling
We believe
clean water
is a precious
resource
3: ENVIRONMENTAL SUSTAINABILITY
3.9 WATER
British Airways’ water consumption at Heathrow
continued to fall in 2012. We have used the
benchmarking process we set up in 2011 to highlight
problem areas and direct our maintenance partners
and facilities management teams into making repairs
more efficiently. We have also installed infrared sensorequipped taps and automatic toilet flushing units that
use less water, and aim to introduce these across our
properties, targeting the most inefficient locations first.
Water consumption at our Heathrow base
We believe clean water is a precious resource, and
aim to minimise our dependency and impact on
local supplies and infrastructure. Over the next 12
months we will be looking at the feasibility of
installing rainwater recycling into selected buildings,
to complement the systems already fitted at
Heathrow Terminal 5.
Cubic
metres
295,000
290,000
288,637
284,410
285,000
The buildings acquired through our purchase of bmi
are not included in this report.
280,000
275,000
268,321
270,000
265,000
260,000
255,000
2010
2011
2012
Year
* This figure only includes water consumption at our UK base, and
does not include potable water uploaded to aircraft.
3: ENVIRONMENTAL SUSTAINABILITY 39
3.10 LOCAL INITIATIVES
Harmondsworth Moor is a 250 acre area of parkland
which surrounds the British Airways corporate
headquarters at Waterside, near Heathrow. It is an
urban fringe environment that provides a welcome
green space close to the airport and west London
communities, as it is open to the public year round. The
area includes several miles of high-grade riverbanks,
lakes, ponds, grassland and young woodland. In 2012,
Harmondsworth Moor again maintained its Wildlife
Trusts’ Biodiversity Benchmark award. We have
retained this award since first being awarded it in 2007.
Our commitment to the management of biodiversity in
the area around our headquarters is demonstrated by
its inclusion in British Airways Standing Instruction 5
(Environmental Policy). This instruction requires the
company to:
• Comply with all legal requirements relevant to
biodiversity and the management of biodiversity.
• Identify, conserve and enhance biodiversity at
Harmondsworth Moor.
• Work with partners to establish principles for the
use and management of Harmondsworth Moor.
40British Airways Corporate Responsibility Report 2012
The biodiversity of the site is measured by assessing
the environmental impacts of both management
of the parkland, and use by visitors. Using several
different species as biodiversity indicators, the spread
and breeding of these species is evidence of the
improving environment and diversity of the Moor.
In particular Song Thrushes have spread widely
through the parkland and have responded well to
management techniques which aim to improve their
preferred habitats. Grass snakes have also maintained
their healthy distribution throughout the parkland. In
contrast, Skylarks have continued to decline, but this
is following a national trend, the reasons for which are
still unclear.
A new landscaped field extension to the parkland
which opened to the public in 2011 continues to
develop well. The extension is adjacent to the Great
Barn at Harmondsworth, which is considered a
remnant of heritage landscape for West Middlesex,
and as of 2012, is now under the ownership of English
Heritage, highlighting its importance.
4: SOCIAL RESPONSIBILITY
4: SOCIAL RESPONSIBILITY
4.1 SOCIAL CONTEXT
42
4.2 OUR SOCIAL GOALS
42
4.3 OUR SOCIAL OBJECTIVES
43
4.4 CUSTOMER EXPERIENCE
45
4.5 BRAND VALUES AND MANAGEMENT
45
4.6 EMPLOYEE RELATIONS
47
4.7 RESPONSIBLE PROCUREMENT
51
4.8 COMMUNITY INVESTMENT
52
4.9 WELLBEING
58
4.10 SAFETY
59
4.11 DIVERSITY AND INCLUSION
60
4: SOCIAL SUSTAINABILITY 41
4.1 SOCIAL CONTEXT
As an airline and a global business, British Airways recognises that how it
operates can affect many different people, directly and indirectly. We want to
provide a safe, diverse and supportive environment for all employees, improve
our relationships with our customers so we can provide a better quality of
service, and find forward-thinking ways to engage with communities around the
world. Ultimately, we aim to set the highest standards across all aspects
of social responsibility.
4.2 Our social goals
Customer
Make the customer the focus of everything we do
Employee
Make British Airways a great place to work for all employees
Community investment
Make a positive and sustained impact on the communities in
which we operate
Wellbeing
Improve the health and wellbeing of customers and colleagues
Safety
Continuously improve British Airways’ safety and security culture
Diversity and inclusion
Promote a working environment that motivates, supports and
recognises the differences of all colleagues
65%
customer satisfaction
42 British Airways Corporate Responsibility Report 2012
4: SOCIAL RESPONSIBILITY
4.3 Our social objectives
Objective
Targets
Progress in 2012
Invest selectively in customerfacing products and new
technologies, increasing our
focus on the customer
Improve the proposition for customers
on our shorthaul operations
Revamped shorthaul catering in October
2012 on all routes
Develop brand awareness and
engagement in key markets
Best Short Haul Carrier Award at the 2012
Business Traveller Awards
Equip cabin and flight crew with iPads to
improve customer service
Flights crew community were equipped
with iPads, starting in summer 2012
Upgrade in-flight entertainment (IFE)
systems across the fleet
IFE systems were upgraded on 747, 777 and
767 aircraft throughout the year
Refurbish interiors of our 767 and
777 aircraft
During 2012, 13 of our 767 aircraft were
successfully refurbished and reintroduced
to the fleet. Cabin upgrades were also
completed on seven of our 747s
Introduce the Airbus A380 and
Boeing 787 into the fleet
Construction of our first A380 was
completed, and we expect delivery, on
schedule in 2013. There may be a delay to
the introduction of the 787 but this will not
affect our flying schedule
Develop understanding of British Airways
brand values so we can better position
the brand
The three brand values most important to
our customers have been determined
Focus on brand activation during the
Olympic and Paralympic Games
Successful “Don’t Fly” television campaign
aired during the Games
British Airways sponsorship highly visible at
Park Live
Employee relations
Communicate better with our customers
and improve on our 2011 customer
satisfaction scores
30,000 customers surveyed each month.
Average score was 65% during 2012 (an
improvement of 1%)
Maintain the Learning Academy
as a centre of excellence for
corporate training
Delivered 28,427 engineering training days
and 40,716 days of cabin crew behavioural
learning in 2012
Improve communications with employees
on key issues and increase the annual
survey response rate from 44% in 2011
Speak Up! Survey achieved response rate
of 58% in 2012
Maintain influx of new talent through
graduate and apprenticeship schemes
266 graduate and apprentice roles filled
during 2012
4: SOCIAL SUSTAINABILITY 43
£1.9
million rasied by
Flying Start in 2012
Objective
Targets
Progress in 2012
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, and
improve on £9.1 million in 2011
BITC-assessed total direct and in-kind
donations totalled £9.8 million in 2012
Continue to build on the Flying Start
partnership with Comic Relief, aiming to
raise £6 million by the end of 2013
Flying Start raised £1,961,500 in 2012,
taking the total to over £4.5 million since
June 2010
Further develop the Community Learning
Centre and provide one-day workshops
for UK schools and colleges
During 2012, 8,247 young learners visited
the Community Learning Centre
Provide support, and a safe and
healthy environment for our
customers when they are on
board, and support employees
in improving overall health
Continue to support customers who
require medical clearance on board
our aircraft
Passenger Medical Clearance Unit
supported 5,102 customers with
clearance to fly, and provided oxygen
for 3,768 customers
Help colleagues adopt healthier
lifestyle choices
Ongoing health and wellness
programmes in conjunction with
national health campaigns
Maintain a top safety
management system that
ensures safety and security
remain an important aspect of
our business activities
Improve British Airways employees’
occupational health and minimise
safety and security issues’ impact on
business activities
An enhanced corporate health surveillance
programme to better support employees
and minimise operational risk
Maintain a culture of continuous
improvement across all aspects of safety
and security
Average lost time days (per 1,000
employees) reduced from 532 in 2011 to
517 in 2012
Promote a working environment
that motivates, engages,
supports and recognises the
differences of all colleagues
Encourage and instil positive and
permanent change within the airline on
issues of dignity at work
Dignity Index implemented in employee
survey, which includes 14 directoratespecific questions
A positive legacy for disabled customers
post-Olympic and Paralympic games
Aisle wheelchairs introduced on all aircraft
44British Airways Corporate Responsibility Report 2012
Consistent delivery of wheelchairs at
aircraft side
4: SOCIAL RESPONSIBILITY
4.4 CUSTOMER EXPERIENCE
At British Airways, we believe in putting the customer
at the heart of everything we do – it’s a core value
clearly expressed in our 35-year old motto:
‘To Fly. To Serve.’ In 2011, we committed further to
this customer promise by launching a £5 billion
investment programme and a wide range of new
initiatives to benefit the customer. These range from
new aircraft, refurbished cabin interiors, upgraded
lounges, and new technology designed to make life
more comfortable in the air and on the ground.
confident ‘brand engagement’ plan to date, with bold
messages of support to our home team athletes and
a light-hearted campaign encouraging the British
public not to fly during the games – to ensure Team
GB and Paralympic GB could make the most of their
home advantage without distraction. Outside the UK,
we continued to communicate our ‘To Fly. To Serve.’
ethos throughout international markets, describing
in a variety of ways how we bring this to life in the
customer’s experience.
Building on the investments we’ve made in the
onboard experience, such as catering improvements
and iPads for customer service teams, our commitment
to the customer continued throughout 2012 across
our markets. We also continued to reinvest in our
food and beverage experience, with enhancements
to our short haul offerings and on our London
Heathrow – New York JFK route. In addition, we have
continued refreshing the experience on our current
fleet, upgrading in-flight entertainment systems on
our Boeing 777 fleet, refurbishing cabin environments
across our 777 and 767 aircraft, and launching
extended in-flight entertainment (IFE) across all
long haul flights.
This activity was rewarded throughout the year, as
we added more accolades to the trophy cabinet.
Four awards in Global Traveller’s 9th annual Reader
Survey awards, including Best Business Class added
to the array of industry prizes, such as Best Airline
Worldwide, Best Short Haul Carrier, Best Frequent Flier
Programme and Best Business Class in the Business
Traveller Awards 2012. We also won three awards
for our wine selections: Best International First Class
Wines, Best International Business Class Red Wine and
Best International First-Class Red Wine.
Alongside these enhancements, as proud airline
partner of the London Olympic and Paralympic
Games, in 2012 British Airways began its most
Looking ahead, our new aircraft will begin joining
the fleet from 2013. A total of 24 Boeing 787s and
12 Airbus A380s will eventually join the fleet, and
represent our investment and commitment to our
customers. We will be the first airline in Europe to
operate both of these next generation aircraft.
4.5 BRAND VALUES AND MANAGEMENT
Our brand positioning focuses on three areas our
customers tell us are our most credible, compelling and
differentiating qualities:
• flying know-how based on rich heritage and
uncompromising standards of safety and security
• thoughtful service that is both intuitive and
knowledgeable
Re-igniting the pride and passion of the British
Airways brand is integral to our five-year business
plan and long-term strategy. Every department of the
organisation has a role in positioning and managing
the British Airways brand. Looking ahead, new aircraft,
ongoing investment in products and services, and our
marketing activity will all contribute to establishing our
brand position across our markets.
• unique British style
4: SOCIAL SUSTAINABILITY 45
4.5.1 Measuring our success
4.5.2Communication integrity
We measure brand performance regularly, relative to
the competition, in a variety of ways, such as:
British Airways aims to comply with all relevant laws,
standards, regulations and voluntary codes in
terms of advertising price and tactical offers in the
United Kingdom.
• brand Equity Scores (Brand Bonding
and consideration)
• brand perceptions
• customer satisfaction and recommendation
• employee pride and advocacy
To do this, we conduct regular brand-tracker
consumer surveys across our key cities globally,
monitor satisfaction scores from customers travelling
with us and conduct regular surveys with our Executive
Club database.
A combination of these detailed surveys and frequent
qualitative work with consumers across the world gives
us a rich understanding of our brand’s performance
across our key markets. Our customer satisfaction
survey asks around 30,000 customers every month
about their experience with us. Our headline measure
is customer recommendation, and our business
plan target is based on the percentage of customers
extremely or very likely to recommend British Airways.
The recommendation score for 2012 was 65 percent
(compared with 64 percent in 2011).
In 2012, we explored two new initiatives to further
enhance our understanding of how well we are
providing a consistent, compelling customer
experience. A mystery shopping analysis across
130 of our flights helped us assess objectively the
experience we offer – as did a new real-time survey
method using new channels of communication such as
text messages and email. This new insight will help us
understand more about a customer’s journey as
it happens.
65%
customer
recommendation
score in 2012
46 British Airways Corporate Responsibility Report 2012
The British Airways marketing and sponsorship
teams work closely with the in-house legal team
on our marketing communications, and we provide
workshops and training for this.
We also ensure we get the relevant approvals from
bodies such as Clearcast in the UK.
During 2012, four complaints against British Airways
and three against Avios Group Ltd were resolved
informally with the Advertising Standards Authority
(ASA). ASA upheld one adjudication against British
Airways Holidays Ltd.
4.5.3 Complaints
The British Airways Global Customer Relations
operation is located across four major sites,
Newcastle, Mumbai, New York and Bremen. We also
have a number of smaller sites that respond to local
language complaints. Together these teams handle
post travel complaints, including lost or damaged
baggage claims, as well as disruption cases.
Customers can contact Customer Relations by
webform, email, letter or telephone. Recently we have
introduced Twitter as another contact method, and
cabin crew can now capture information and gather
feedback onboard our aircraft using their iPads. The
vast majority of customers who do complain to us
rate our response as excellent.
77%
4: SOCIAL RESPONSIBILITY
pride in working
for BA
The Global Customer Relations department works
closely with every part of the business – we hold
information on all types of complaint, and use this
to identify recurrent themes. We meet regularly with
representatives from each business area to offer
feedback on these trends with a view to addressing
the issues at source. Throughout 2012, this feedback
process resulted in significant improvements to the
quality and reliability of our Inflight Entertainment
Systems (IFE), and as a result the number of
complaints that reference IFE have reduced. However,
we have had an increase in issues associated with
flight delays and cancellations, mainly due to poor
weather conditions.
Our work with the Inflight Customer Experience
department has helped to empower cabin crew
members whilst in the air. Crew can now resolve
many issues on the spot, including offering gestures
where appropriate, to customers on flights with us.
This has received excellent feedback, and is in the
process of being rolled out across all fleets. Our goal
going forward is to continue to seek opportunities to
address customer issues at the point of failure, and to
support our operational colleagues in doing this.
As the graph below shows, complaints per thousand
passengers have dropped slightly in 2012.
Average number of complaints
per thousand passengers
Complaints
per 1000
passengers
14
12.88
12
9.94
10
9.12
8
6
4
2
0
2010
2011
2012
Year
* all complaints logged on date received, not on date of flight.
4.6 EMPLOYEE RELATIONS
The economic downturn across the EU and global
markets continues to affect the airline industry. We
are adapting continuously to the new climate and
improving efficiency in our organisation, as well as
re-shaping parts of the business that work closely with
our partner airline, Iberia.
We want British Airways to be a great place to work,
and to get all employees involved in making this
happen. Discussions with all colleagues, and a focus on
putting the customer first in all areas of the business,
is helping us to achieve this, and British Airways
employees who have the best customer knowledge
and are equipped and empowered to do so, are the
most effective in providing excellent service.
81%
of employees enjoy
their job
4: SOCIAL SUSTAINABILITY 47
58%
Speak Up!
survey response
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
• fairness
In 2012 the Academies arranged and provided 28,427
engineering training days to around 9500 students,
and 40,716 days of classroom behavioural learning
to around 15,000 cabin crew. At the corporate level,
we delivered a total of 3,995 hours of Leadership
Development training, which included Management
Skillbyte training to an audience of 1,110 employees.
• short and simple
4.6.2 Speak Up! survey
• cost effectiveness
Understanding and responding to the views and
concerns of our people remains an essential
component of our drive to become a high performing,
customer-focused organisation. Speak Up!, our
colleague opinion survey, is our primary source of
information that supports this vision.
• empowering for line managers
We work collaboratively with all trade unions towards
establishing a modern framework for employee
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 in turn, which helps
them manage and develop employees effectively, and
encourages employees to realise their full potential.
We encourage conflict resolution through alternative,
informal means, and 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.
4.6.1 Training
British Airways maintains internal Learning Academies
in separate areas of the business. As a “learning
organisation”, our teams across the Academies are
working together to implement a market-leading,
fully integrated, business-wide performance and
talent management system. By hosting streamlined,
contemporary learning content, the need for off-lining
of staff and classroom based training will be minimised.
This will support an increased capacity and speed for
up-skilling leading to increased performance through
improved customer service.
48 British Airways Corporate Responsibility Report 2012
During 2012 we re-launched Speak Up!. We designed
a new survey based on over 300 British Airways
colleagues’ views and opinions through focus groups,
interviews and immersion sessions. The survey is now
more aligned to our business objectives as well as the
issues that employees want to provide feedback on.
We continue to measure colleague engagement
and leadership capabilities, but now also seek our
colleague’s opinions on customer focus, the safety and
security culture within our company and dignity within
the workplace. Dignity looks at how inclusive the
British Airways work environment is and the degree to
which each individual feels able to fully contribute. It
also links to engagement scores, which is an important
measure as our engaged colleagues (73 percent) are
strong advocates of British Airways as a brand, an
employer and are committed to BA’s success.
Pride in working for British Airways remains high at 77
percent and 84 percent of our colleagues told us that
they were proud of BA’s involvement in the Olympics
and Paralympics and 81 percent responded positive to
the question “I enjoy my job”.
We increased our response rate from 44 percent to 58
percent which is a significant improvement, especially
when comparing to our earlier years of Speak Up
where we only achieved a 34 percent response rate.
4: SOCIAL RESPONSIBILITY
Speak Up! survey response rate
70%
58%
60%
50%
40%
43%
44%
30%
20%
10%
0%
20102011 2012
Any form of bullying and harassment is unacceptable
at British Airways. In 2012, in response to continued
concerted management action to tackle the issue,
we achieved further reductions on previous years.
There are however still pockets of the company where
colleagues continue to report such problems through
Speak Up! We take this very seriously and will continue
to place a strong focus on these areas during 2013.
Year
Through 2013 we will be implementing a number of
planned improvements, these will include three British
Airways overall actions and a further three by each part
of the business. Smaller teams also have a wealth of
information that will enable them to really understand
what our people are saying and deliver great benefits
for everyone within British Airways and ultimately,
our customers.
4.6.3Leadership development
Our leadership development and talent management strategies in 2012
have been to encourage and establish the leadership qualities in our
people that we need to succeed – and to identify and develop individuals
with leadership potential. Our High Performance Leadership (HPL) system
links business planning, objective-setting, performance assessment, talent
management, reward, leadership development and career progression.
Through HPL we are developing our leaders’ ‘Behaviours for Success’
- with targeted leadership development programmes for our emerging,
front line and strategic leaders. Below is an overview of some of the main
leadership development programmes currently available:
Emerging
Leaders
Apprenticeship
programmes
Strategic
Leaders
Graduate
programmes
Outstanding
leaders &
frontline
leadership
programmes
Leaders of
tomorrow
emerging
leaders
programme
Compass
accelerated
leadership
programme
Horizons
strategic
leadership
programmes
4: SOCIAL SUSTAINABILITY 49
4.6.4 Graduate and
apprentice schemes
4.6.5Employee litigation
Graduates with British Airways play a key role in
our business success. We currently have over 100
individuals taking part in a range of development
programmes, including IT, general management,
finance, procurement, engineering, human resources
and operational research. All programmes offer
a broad range of experience across the airline, as
well as in specialist functions. All the schemes aim
to nurture and develop future talent. Graduates
take on real roles and responsibilities from the very
beginning, and we encourage them to develop new
skills and abilities from their colleagues. Each scheme
also includes additional development opportunities
through professional qualifications, external leadership,
shadowing, and opportunities to work with local
communities and charities.
Our apprentice programmes also play a key role in
bringing new talent into the airline. We currently have
over 150 individuals on apprenticeship schemes in
various areas of the business around our Heathrow
base, including IT, project management, engineering,
IAG and IAG World Cargo. On all schemes, apprentices
follow a structured programme, designed with their
personal development in mind, which gives them
the chance to undertake relevant work and acquire
nationally recognised qualifications. As with the
graduate schemes, we encourage them to take part in
other activities beyond their day jobs. At the end of
the apprentice schemes, the aim is to ensure all our
apprentices have the skills and experience necessary
for permanent roles within British Airways.
Graduate and apprentice intake
300
266
Graduates
250
Apprentices
209
Total
200
150
102
50
68
57
44
30
14
0
2010
2011
2012
50 British Airways Corporate Responsibility Report 2012
Of the remaining 67 claims, there were 44 of unfair
dismissal and 36 of discrimination – many of which
overlap. Of the 67 claims, 33 are ongoing, 21 were
withdrawn by the claimant and eight were won by
British Airways or struck out by the Tribunal. Six
claims were settled and two were lost. The company
also received one appeal against a previous decision to
strike out a claim. The appeal has since been dismissed
by the Employment Appeal Tribunal.
Employment Tribunals
2010
Employment
tribunal claims
(per annum)
230
2011
116
2012
77
The higher number of cases in 2010 and 2011 can be
mainly explained as a spike in litigation resulting from
the cabin crew industrial dispute of 2010.
In total, the airline was a party in 30 Employment
Tribunal hearings held in 2012. British Airways won 18
of these cases and was awarded costs in two of them.
Seven were withdrawn or struck out in whole or in
part at hearing, two were settled at the hearing, one
was settled before the remedy hearing (following a
finding of unfair dismissal), and two were lost.
The two claims lost were disability discrimination
claims. In one, the Tribunal held that British Airways’
delay in making adjustments to an employee’s working
pattern was, in the circumstances of the case, a failure
to make reasonable adjustments. In the other case,
British Airways successfully defended the employee’s
claims of direct and indirect discrimination but lost
the employee’s claims for discrimination arising from
disability and unfair dismissal because the Tribunal
determined, on the specific facts of the case, that the
170
100
Between 1 January 2012 and 31 December 2012,
British Airways was served with 77 Employment
Tribunal claims. Of these, eight were related to pilot
holiday pay claims, and included claims repeated from
previous years. Two of the other claims were multiparty claims, which are ongoing. One is a claim alleging
trade union detriment and the other is a claim that the
company breached the prohibition on offering staff an
inducement to leave a collective bargaining unit.
Year
4: SOCIAL RESPONSIBILITY
company had not quite gone far enough in considering
alternative duties before dismissing the employee on
the grounds of incapability through ill-health. British
Airways has appealed this decision, and the appeal
is ongoing.
Finally, the Supreme Court gave its decision in respect
of the Williams & Others litigation relating to pilot
holiday pay claims and followed the recommendation
of the European Court of Justice in determining
that pay during periods of holiday should include
allowances paid during working time.
Additionally during 2012, British Airways received
21 Employment Tribunal claims in relation to or
connected with the airline’s acquisition and integration
of bmi, or its decision to close the bmi regional
subsidiary airline. Of these claims, 15 are multi-party
claims, mostly for unfair dismissal, discrimination,
or relate to redundancy payments or collective
consultation claims. Of these 21 claims, 19 are ongoing
and the other two have been withdrawn.
4.7 RESPONSIBLE PROCUREMENT
British Airways is committed to encouraging our
suppliers to achieve the highest standards in
responsible procurement, and in 2012, 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 Corporate Responsibility questionnaire
as part of our tender process.
At a strategic level, we continued to focus on each
of the three themes of our Responsible
Procurement strategy:
• reduce supplier emissions.
• source ethical suppliers.
• behave responsibly towards our suppliers.
In 2011 our Procurement team adopted a risk based
approach to identify where potential Corporate
Responsibility 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.
As per our commitment in last years report, we
undertook sample supplier audits in late 2012 based on
Sedex Members Ethical Trade Audit (SMETA) Best
Practice Guidance and are awaiting final results, the
learning of which will be employed in our future strategy.
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.
Risk management
Our supplier risk monitoring tool, developed with a
third party, is now in place. We currently monitor and
score 125 suppliers by assessing financial condition,
share price movement and news events. Our buyers
have access to the news feed tool that gives them upto-date intelligence on their suppliers.
Suppliers payment system
The process for payments to suppliers is well
established and is managed by the Payment Services
team, who are dedicated to ensuring that payments
are managed effectively and that suppliers are paid
to contracted terms with monthly “Supplier On-time
Payment Performance” regularly exceeding 90 per
cent. 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 reviews
payments to suppliers to keep the risk of duplicate
payment to the absolute minimum.
Building on this foundation, in the autumn of 2012
British Airways were invited by the UK Government to
participate in the “Supply Chain Finance” initiative
4: SOCIAL SUSTAINABILITY 51
aimed at providing Working Capital related support
to UK based small and medium enterprises (SMEs).
We are supportive of the scheme and are currently
engaging with relevant suppliers to establish whether
they would wish to make use of such a facility.
Supply chain labour policies
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 association and collective bargaining.
• forced labour.
• wages, benefits and working hours.
• harassment and bullying/dignity at work.
4.8 COMMUNITY INVESTMENT
British Airways’ goal is to have a positive and sustained
effect on the communities in which it operates.
We will achieve this by:
• investing in the communities we fly to.
• developing strong community partnerships.
• harnessing the enthusiasm and energy of our
colleagues to make a lasting difference both in the
UK and overseas.
We will achieve this in a range of ways, including Flying
Start – our charity partnership with Comic Relief – the
British Airways Community and Conservation
programme (BACC) and the Community Learning
Centre, which provides airline specific activities for
schools and colleges across the Heathrow community.
As well as this, through our partnerships with a network
52 British Airways Corporate Responsibility Report 2012
of UK charities, we continue to support communities in
the countries where we operate. In 2012 we worked
with 40 community and conservation organisations,
providing flight bursaries, excess baggage,
merchandise, cargo space and fundraising events.
We remain members of the London Benchmarking
Group (LBG) and Business in the Community (BITC).
LBG’s benchmarking model assesses our total
contribution to the community. BITC reported that our
total direct and in-kind donations for 2012 amounted
to £9.8 million, £193,891 of which was direct to
charitable donations.
4: SOCIAL RESPONSIBILITY
4.8.1 Flying Start
Flying Start is British Airways’ global charity
partnership with Comic Relief UK. The aim is to raise
money for children living difficult lives across the
world. All projects supported by Flying Start support
children and their families and support lasting change,
rather than simply providing handouts. Comic Relief
is a proven expert in handling issues of poverty and
deprivation around the world, while British Airways
is known for its involvement in communities. In
2012, Flying Start raised £1,966,000 (compared to
£1,946,596 in 2011) taking the total to over £4.5
million since the partnership began in June 2010.
Over the past two years, we have focused our efforts
on building an internal engagement and fundraising
platform for colleagues. Colleagues from across the
business have taken part in a variety of fundraising
activities, from climbing Ben Nevis to rowing across
the channel, as well as finding creative ways to apply
the principles of our Flying Start partnership into our
day-to-day business activities. Our customers have
generously supported the partnership by donating
their unwanted coins on board our flights, and making
additional donations online at www.ba.com.
One of Comic Relief’s most wide-ranging projects is
the fight against preventable disease through
vaccination. Almost two million children die from
preventable diseases each year, and this is completely
avoidable with simple vaccines. Since 1990, child
mortality has reduced by 4.4 million each year, which
is a 36 per cent drop over a 22-year period.
Vaccination has played a key role in this success.
In September 2012, we agreed with Comic Relief that
we would focus on raising £500,000 to vaccinate
100,000 children and achieved this goal in January
2013. British Airways CEO Keith Williams launched the
internal fundraising campaign on 26 September 2012.
GAVI, the leading global immunisation body, will use
Flying Start funds to help provide three vaccines to
protect children against diseases and conditions that
claim the most young lives each year. Comic Relief
funds three specific vaccines, which are:
• Pentavalent – this protects against diphtheria,
tetanus, whooping cough, hepatitis B and
heamophilus influenza, which can cause meningitis
and pneumonia.
• Rotavirus – this protects against the most deadly
cause of diarrhoea.
• Pneumococcal – this protects against pneumonia.
As well as collections from employees and customers,
there are regular events across the business that raise
significant funds for the charity partnership. In 2012,
these have included:
Run the Runway at Gatwick
In March 2012, 150 colleagues from Gatwick joined
Gatwick Airport Limited to Run the Runway. The event
took place at midnight with celebrities from Waterloo
Road and Eastenders taking part alongside our CEO,
Keith Williams. The event was a huge team effort and
raised over £15,000.
Gala Balls at Wentworth
As part of the annual Community Investment charity
fundraising programme, in April 2012, British Airways’
colleagues and its corporate partners joined celebrities
for a round of golf to raise £189,000 for Flying Start
at the prestigious Wentworth Golf Club in Surrey. To
follow up, in November 2012 we hosted a second
British Airways Gala Ball at Wentworth, raising
£105,000 for Flying Start and our vaccines campaign.
Attendees included airline corporate partners and a
selection of prizewinning British Airways employees.
Flying Start in Scotland
In May 2012 our first Flying Start Ball took place in
Glasgow. The evening was introduced by our CEO
Keith Williams and hosted by Gabby Logan. The 300
attendees included British Airways colleagues and
a number of our corporate clients. The event
raised £18,569.
One Direction
In July 2012 we hosted flight BA1D, which invited
customers to enter via text to win an exclusive lunch
date in the air with boy band One Direction. The event
raised over £50,000 for Flying Start. This was our
first social media campaign and reached 176,407,431
people. On Twitter, #1DFlyingStart, trended on
the day of the launch, and was the third most talked
about topic.
Colleague involvement
Through our partnership with Comic Relief, over 150
colleagues visited seven UK and five overseas Comic
Relief – funded projects during 2012. This gave them
insights into how the money we raise is used to support
vulnerable young people across the communities we fly
to. The projects we visited included:
D2 Youth Zone, Newcastle, UK
The project trains young women and men to become
peer educators so they, in turn, can teach other
4: SOCIAL SUSTAINABILITY 53
teenagers about the potential dangers of alcohol. D2
Youth Zone also gives young people the opportunity
to explore new hobbies and interests to help them
stay away from alcohol.
Street League, London, UK
With Comic Relief support, Street League runs a
structured sport and education programme for 16-25
year olds across the UK not in education, employment
or training (NEETS).
The programme helps young people build their
confidence, improve their health, extend their social
networks and develop the skills they need to succeed
in today’s demanding job market. By encouraging
participants to work towards realistic goals, the
programme also reduces their involvement in gangs,
drugs and crime. The Street League programme uses
football to engage young people and to teach them
valuable skills, such as teamwork, discipline and
endurance. Participants attend weekly football training
sessions and are helped to develop their personal
ambitions. They can also take part in an intensive
eight-week programme that combines classroombased skills sessions with football coaching and training.
Through its unique approach, Street League has
already inspired many young people to change
their lives for the better. In a previous Comic Relieffunded project, Street League managed to achieve
an impressive 75 percent drop in youth crime among
participants, helping them create a safer future for
themselves and their communities.
Nelson Mandela Children’s Trust, Capetown,
South Africa
James House provides essential support for children,
providing monthly food parcels for their families and
helping them access government grants. The children
and their carers are encouraged to take a test, and
those living with HIV get special support to help them
stick to their treatment and stay healthy. To help
children stay in school, they receive books, school
uniforms and help with their homework. James House
also runs a Life Centre, where young people take part
in personal development programmes, which help
them gain the confidence and skills they need to make
positive changes in their lives and communities.
Social media and our charity partnership
Social media has become a key way for us to share
the progress of our charity partnership and
fundraising goals with our customers, and raise
the partnership’s profile.
54 British Airways Corporate Responsibility Report 2012
In 2012, we published 24 posts about Flying Start on
the official British Airways Facebook page. These posts
achieved a combined reach of 4,035,393 Facebook
users, and the combined number of active users was
78,473. The overall number of views of the Flying Start
Facebook tab was 22,157.
The number of page views on www.ba.com/flyingstart
in 2012 was 4,109, of which 3,536 were unique page
views . The average time spent on the page was
1 minute 25 seconds. This represents 2.27 percent of
all page views on the One Destination website.
In November 2012, Flying Start launched its British
Airways Pinterest page.
4.8.2British Airways community and
conservation programme
Our 40 community and conservation partners 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.
Here are some examples of the projects we supported
during 2012:
The Haller Foundation, Mombasa, Kenya
Based on the inspiring work of award-winning
environmentalist Dr Rene Haller, a UNEP Global
Laureate renowned for his restoration of cement
quarries in Kenya, the Haller Foundation has
developed an environmental regeneration model
to bring economic security to the community in
Mombasa. Haller’s unique model provides water
security and helps rehabilitate land to make it
suitable to grow crops. This is linked to farmer
training and education about alternative energy,
helping the community go from subsistence to
surplus. The income this generates goes towards
educational opportunities for children and adults, by
hiring teachers for community schools built by the
Haller Foundation. There is also investment in small
businesses, such as solar kiosks where people can
charge mobile phones.
Haller has helped rural communities build their own
schools, which are then fitted with guttering and
water tanks, vegetable beds, solar lights, and a kitchen
powered by biogas from refuse material from the
surrounding farms.
In 2012, British Airways contributed £20,000 towards
the building of an ICT suite at the Nguuni Education
4: SOCIAL RESPONSIBILITY
Centre, which is situated in a nature sanctuary and
provides a clean, safe place for 30,000 children from
the slums of Mombasa. The Nguuni Education Centre
was awarded Best Community Library by the Kenyan
National Library Service and the Goethe Institut in
2012, and received 2nd place in 2011.
In 2013 we plan to work more closely with the Haller
Foundation, looking into further opportunities to
develop sustainable energy strategies, working alongside
our environmental team here at British Airways.
Variety, The Children’s Charity, Hanworth, UK
The British Airways Community Investment team has
worked with its colleagues Tony and Pat Furzer as
well as Variety, The Children’s Charity, over the past
two years to raise £18,000 to buy a sunshine coach
for Lyndon Bennett School in Hanworth, close to
Heathrow. Fundraising activities included a race night,
raffles, cake sales, party night and car boot sales. Our
CEO Keith Williams presented the coach to the school
in December.
Children at Risk in Need of Guidance
(CARING), Glasgow, UK
This year British Airways in Glasgow has supported
a number of projects. CARING and FARE are just
two of them.
CARING is a small voluntary organisation based in
Glasgow, providing a range of welfare services to
children aged 7 to 17 – many of whom are on the ‘at
risk register’. Several of the children have challenging
home lives, and CARING provides for their basic
needs, providing a place of safety and stability after
school, at weekends and during school holidays, plus
clothing and hot meals. Activities at the centre help
children develop the confidence and self-esteem to
build relationships, learn new skills and, critically,
to stay safe.
British Airways funded a residential camping week for
the boys who attend the project, allowing them to
learn new skills like team building and mentoring.
Through various other stakeholders and local charities,
British Airways managed to secure additional funding
of £22,000 for CARING for 2013, from new funding
partners including the Scottish TV Appeal and
Cash For Kids.
Family Action in Rogerfield and Easterhouse
(FARE) Glasgow, UK
FARE is a grassroots charity operating in Easterhouse, in
Glasgow, established in 1989 by local people in
response to the lack of support and opportunities in the
community – especially for families and young people.
It improves life in the neighbourhood by offering
activities that raise aspirations, enhance people’s living
standards and help tackle territorialism and related
violence. FARE uses clubs, sport and art activities,
family support groups, holidays and adult mentors to
reach out to children, young people and adults.
In 2012, British Airways Engineering in Glasgow
launched a Christmas Toy Appeal, collecting hundreds
of new toys for the children from FARE.
In May, ten of our new Engineering apprentices
volunteered their services to our local children’s
hospice CHAS.
The hospice offers respite care for terminally ill
children, and helps their extended families take
much-needed rest. The children go along for a few
days or a week to have fun, rest, or just to be around
people their own age. Our apprentices were on hand
to do odd jobs, DIY and gardening to improve the
environment for the children and their families.
Gatwick Airport, London, UK
In December 2012, British Airways Engineering at
Gatwick hosted a special Christmas Party for the
families of children at the Chestnut Tree Children’s
hospice, the only children’s hospice in Sussex. The
children were able to get up close and see new aircraft
and meet a number of special guests, including LGW
Emergency Services, Olympic eventing 2012 silver
medallist Kristina Cook, children’s TV Presenters Dick
and Dom, and of course, Santa and his helpers.
4.8.3Olympic and Paralympic
ticket donations
Over 1,200 tickets were donated to our community
partners across the UK to attend the Olympic and
Paralympic games. This included a once in a lifetime
opportunity for 19 children from Scotland, who
travelled to the Olympic Park to experience the
amazing atmosphere of the games.
4: SOCIAL SUSTAINABILITY 55
Get Kids Going, a charity which gives disabled children
and young people the opportunity of participating
in sport, came to the Paralympics to watch a range
of events. Many of the young people are now
participating in these Paralympic sports as a direct
result of seeing disabled athletes compete at
the games.
The Soldiers Charity brought injured army personnel
to a range of events, including wheelchair basketball,
five-a-side football and swimming.
Bangdrum is a community performing arts group
that runs music and dance workshops in Oldham and
Manchester. The group brought a group of young
people to a football match at Old Trafford during the
Olympics. This was a once in a lifetime opportunity for
many of these young people.
4.8.4Colleague fundraising and
payroll giving
In September 2012, our finance team, led by our Chief
Financial Officer, Nick Swift, embarked on the ‘No
fly-athon’ challenge in aid of Flying Start. Over 100
colleagues took part in running, cycling and swimming
their way from London to Madrid, and raised over
£35,000 for the vaccination campaign. Also in 2012, the
annual British Airways Fun Run in aid of Cancer
Research UK raised £24,764. The total raised since
British Airways began the partnership in 1993 is now
over £901,000.
As many as 3,080 current and retired British Airways
employees donate to charity through our payroll giving
scheme, raising over £608,314 in 2012 for selected
charities. The top three charities are Cancer Research
UK, Sreepur Village in 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 experience flying.
Since May 2012, we have also been working with the
Charities Aid Foundation (CAF) to increase the
number of payroll giving donors by 10 per cent by
December 2013.
8,247
attendedees at
the Community
Learning Centre
56 British Airways Corporate Responsibility Report 2012
4.8.5Emergency assistance
British Airways regularly provides assistance to official
disaster emergency appeals, wherever they occur
in the world. In 2012 we donated over £35,000 of
cargo capacity to charities, to support overseas relief
programmes in affected communities.
Many British Airways employees were directly
affected by Hurricane Sandy, and the Hurricane
Sandy appeal was set up to support and assist them.
Colleagues across the British Airways network raised
over £12,000 for the appeal, and the business also
made a direct donation of £100,000 to the appeal.
As well as this, 69 volunteers were deployed to the
United States, as part of our REACH programme
(a pool of British Airways employees trained in
incident response) with further support from frontline
customer service colleagues. The teams were split
between JFK and Newark airports, mainly covering the
work of their colleagues and freeing up time for them
to deal with urgent family matters, recover property
and find fuel.
Many colleagues based in New York continued to
report for work despite the disruption and difficulties,
and worked with our volunteers, sharing knowledge
and experience and helping customers.
We sent clothing, blankets, jerry cans, amenity kits
and other items to JFK, to meet colleagues’ immediate
needs. The distribution process was set up and
handled by the local team and the volunteers.
4.8.6The British Airways Community
Learning Centre
The British Airways Community Learning Centre,
opened in 1999, shares our colleagues’ talent and
expertise with students and teachers at schools and
colleges around the UK. Catering for all needs and
abilities, our five specialist trainers provide regular
one-day workshops for schools, colleges and
community groups, giving an insight into our airline and
the world of work. Our core programmes include
information and communication technology (ICT),
customer service, languages, and global and
environmental education.
In 2012, 8,247 young learners and teachers benefited
from education sessions at our Community Learning
Centre, or in their schools. To date, the Community
Learning Centre has reached 77,591 young people.
4: SOCIAL RESPONSIBILITY
The British Airways corporate work experience scheme
also runs from the Community Learning Centre, and
has been growing steadily over the past four years.
In 2012 we took on 229 young people for five-day
placements, giving them insight into the world of
work, and a unique opportunity to understand what
goes on at one of the world’s largest airlines. Some
former British Airways work experience students have
been accepted on the British Airways apprenticeship
programmes, and of these, several have secured
temporary positions with the Heathrow Customer
Service team at Terminal 5.
The British Airways Language Flag Award
(BALFA)
We want to get more students involved in the
programme. So far, 612 students have participated
in placements, and we look forward to getting more
departments involved in 2013.
Customer service programme
Global weeks
Each term, the Centre offers pupils from the local
community an opportunity to learn about another
country. We link our ‘global weeks’ to routes we
operate, promoting 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 2012, we
focused on China and India, and 615 children took part.
Environmental education
Our environmental education programmes give young
people access to the natural world, offering learning
experiences at 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. In
2012, 1,210 young people and visitors took part.
Language programmes
Our award-winning language programmes continue to
thrive, with 1,230 young learners taking part in primary
and secondary school language workshops at the CLC in
2012. Our presentations stress the importance of
language skills in the world of work, and have proven very
popular with 845 students whose schools we visited.
This is a vocational speaking test aimed at boosting
youngsters’ confidence using other languages.
Currently, 120 schools and 273 teachers are members
of this programme, which is open to any UK school.
We launched a Special Edition Language Flag Award
with an Olympic theme in January 2011 to celebrate the
diversity of languages at the Games. Olympic badges
and certificates were specially designed for successful
candidates. In 2012, 2,072 students from across the UK
took the test, with a 74 per cent pass rate.
The customer service programme we offer at the
Community Learning Centre is designed to reflect
the British Airways brand and our increased focus on
the customer. In 2012, 1,075 visitors studying travel
and tourism, leisure and tourism, or business studies
courses benefited from our expertise. One teacher,
whose students participated in the programme,
said, “Many of the students are now very keen and
enthusiastic to complete their Travel and Tourism
course and look for a job – British Airways being their
number one choice”.
ICT programme
Information and communication technology (ICT) is
key to any business, and the programmes we offer
reflect this. Primary and secondary school pupils can
explore the world of British Airways and gain insights
into how technology plays such an integral role in what
we do. Using technology, students learn more about
about our website, plan journeys around the world, and
explore the airline’s rich heritage. For secondary and
college students, we focus on how we use social media
to promote and enhance our business. In 2012, 964
young people took part in these ICT programmes.
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. In 2012, 1,034 young people
participated in the programme.
4: SOCIAL SUSTAINABILITY 57
Next Steps
• Have raised £6million for Flying Start by December
• Continue using Flying Start and BACC
programme as a way to engage and enthuse
colleagues and customers
• Upgrade the Community Learning Centre, with a
brand new facility for 2014
• Grow our work experience programme by getting
more departments across the airline involved, and
increasing the number of young people participating
4.8.7Green IT charity support
In 2012, we donated 500 of our used desktops and
laptops to Computer Aid International (CAI), a charity
that passes computers to good causes. As well as
helping others with much needed resources we can
spare, this reduces our carbon footprint, and is 20
times more energy efficient than recycling.
• Formalise our volunteering programme so it is
an established part of our business, enhancing
communication between colleagues and
increasing opportunities for volunteering across
our target communities
• Showcase our community partners’ work and
build more strategic relationships to achieve
positive things in the communities we serve
The beneficiaries were Emerge Poverty Free (EPF), an
international development charity that works with local
organisations and community groups in marginalised
communities across 14 developing countries. The
computers went to a vocational training centre and the
Almond School in Uganda. Pupils at the Almond School
will gain IT skills, and other schools in the area will be
able to visit the school and use the computers for their
own IT exams. This generates income for the school
and improves IT literacy across the local community.
4.9 WELLBEING
British Airways has continued to invest in its customers
and colleagues’ health and wellbeing throughout 2012.
At the start of the year, British Airways Health Services
(BAHS) started a review of onboard medical support
to ensure customers get the best possible care. BAHS
is currently looking into replacing automated external
defibrillators (AEDs) on board with more advanced
equipment that’s faster and easier to use. Much
lighter, the new equipment will also contribute to fuel
efficiency. Medical equipment on board our aircraft
already goes beyond the regulatory minimum, and we
review this on a regular basis.
BAHS continues looking for opportunities to improve
customers’ health and wellbeing even further, and
is currently part of a working group looking at how
medical emergencies are managed. The group’s aim is
to reduce avoidable medical diversions.
Customers receive up-to-date health and wellbeing
advice online and in Highlife, our in-flight magazine.
58 British Airways Corporate Responsibility Report 2012
We released a new onboard wellbeing video in May
2012, which provides more detailed information on
recommended in-flight exercises.
Our Passenger Medical Clearance Unit (PMCU)
continues to support customers with ‘fitness to
fly’ assessments and medical clearances. In 2012,
we cleared 5,102 customers to fly, provided 3,768
customers with supplementary oxygen, and ensured
all their health needs were met while flying with us.
Over the last year, PMCU has developed new working
relationships with our oneworld partners, which has
helped streamline the medical clearance process for
our customers.
BAHS has remained focused on making it easier for
colleagues to adopt healthy lifestyles. Throughout 2012,
BAHS provided a health and wellbeing programme to
inform and support colleagues from across the
business, and raise awareness on a range of important
health issues. In 2012 we provided more events outside
4: SOCIAL RESPONSIBILITY
35%
reduction in Heathrow
baggage team manual
handling accidents
normal business hours, to reach shift and permanent
night workers more effectively on health and wellbeing
issues. Many events were organised with charities, and
we continue our work with 23 Red to promote national
government campaigns.
In October, BAHS supported the government
Stoptober campaign, helping colleagues aiming to
give up smoking. In November, BAHS supported the
Movember initiative, working with the Prostate Cancer
Charity to raise awareness and vital funds. Other
events included travel health road shows and a ‘beating
back pain’ campaign. BAHS supported the British
Airways annual fun run, by taking part in the many
runs on the day and by providing information on
cancer awareness.
Embracing technology, health-related apps and website
links for iPads are useful self-help tools for colleagues
interested in health and wellbeing. In 2013 we will look
for more opportunities to use technology to promote
health and wellbeing among colleagues.
BAHS has also been protecting colleagues’ health
and wellbeing when travelling. Onsite health centres
at Waterside, Terminal 5 and London Gatwick offer
immunisation and travel health advice. In 2012, we
reviewed our malaria risk assessment, and produced
updated intranet content and a new video for crew,
aimed at increasing awareness of malaria and how
to prevent it. BAHS supports our goal to raise £6
million by the end of 2013 for Flying Start,
by asking colleagues for voluntary donations
following immunisations.
The Early Active Rehabilitation (EAR) scheme
continues to give colleagues faster access to
healthcare and help them return sooner to work
after illness or injury. Over 2012, BAHS has sought
improvements in this service, and the criteria for EAR
have been extended to benefit more colleagues.
Our employee assistance programme, Helpdirect,
remains available to all colleagues all day, every day
of the year. It provides free, confidential telephone
advice and a website with useful information on many
subjects. Since the new provider took over in 2011,
feedback from colleagues who have used Helpdirect
has been increasingly positive. Helpdirect’s more
proactive approach, including included visiting and
supporting departments undergoing restructuring, has
been a big factor in the hugely positive feedback we
hear about it.
BAHS has also continued providing an excellent health
surveillance programme, carrying out statutory and
safety critical medicals to prevent work-related ill
health. The health surveillance programme has a new
database, which helps us monitor compliance on an
individual and departmental basis. It also helps BAHS
monitor data to identify trends across the business.
Next Steps
• BAHS will continue to look into how we can
use technology to improve the health and
wellbeing of customers and colleagues. In
2013, we will be looking at using iPads on
our flights to help cabin staff monitor for
vital signs and improve medical care for sick
passengers
• We will also revise the contents of onboard
medical and first aid kits and introduce new
AEDs on all our aircraft
4.10 SAFETY
British Airways’ Safety Management System ensures
safety and security remains central to its business
activities. Our structured programme of departmental
safety meetings ensures effective ownership and
management of safety performance across our
business, and continuous improvement initiatives as
defined in our Safety Plan.
Open reporting ensures we have a clear insight into the
day-to-day issues that affect staff and customers, and
helps us develop the best ways to deal with safety and
security risks as and when they arise. New technology
contributes significantly, for example replacing paper
forms with simple iPad apps that help staff log issues
while on board our aircraft. These reports are then
automatically uploaded when the device is connected
to the British Airways network.
The corporate safety team, working with departmental
representatives, has developed an enhanced health
surveillance programme that ensures colleagues
receive health surveillance appropriate to their roles
4: SOCIAL SUSTAINABILITY 59
- at intervals determined by our occupational health
experts. This programme benefits colleagues and the
business as a whole.
British Airways continues to work closely with the
UK Civil Aviation Authority to improve the service
we offer passengers with reduced mobility. We have
reviewed each element of the service, and plan a range
of further improvements throughout 2013.
The 2012 figures for the number of days lost due to
work-related injury were similar to those of 2011, with
‘manual handling’ and ‘slips and trips’ contributing
to around half of all injuries. In 2012, the average
number of lost days across British Airways per 1,000
employees was 517, compared with 532 in 2011.
Our manual handling training programme has helped
nearly all departments achieve 10 per cent fewer
incidents. Encouragingly, the Heathrow baggage team
has achieved a 35 percent year-on-year reduction in
the number of manual handling incidents and lost time.
Safety training is an important aspect of our
management system, and established safety
training programmes continued throughout 2012,
including the ramp ‘Airmanship’ behavioural courses
and management investigation training. Updated
investigation courses are planned for 2013.
Recognising the benefits of a safer aviation community
as a whole, we continue to influence the industry, for
example concerning the risks associated with opening
and closing aircraft doors without ground equipment
in place. Our policy is reflected in IATA ground
handling, which ensures passengers, service partners
and crew are less exposed to the risk of falling from
open aircraft doors.
British Airways did not receive any Prohibition Notices,
Improvement Notices or safety prosecutions from
external regulatory authorities during 2012.
4.11 DIVERSITY AND INCLUSION
British Airways promotes a working environment
that motivates, engages, supports and recognises
the differences of all colleagues. We also aim to
meet customers’ individual needs by improving the
whole British Airways experience for customers
with disabilities. In 2012, we created a new inclusion
and diversity strategy aligned with our Business Plan
priorities. This involved consulting internally and
externally with a range of interested parties to ensure
the strategy adds value to the business.
One of the key elements of this new plan was to
establish an effective governance structure, and for
the first time, three directors have accountability
for strategy and for supporting the new framework.
Each directorate has a sponsor to ensure we meet
local priorities and support corporate priorities. The
Diversity and Inclusion team is a central source of
advice, guidance and support, and expert thinking.
The role of the team is to shape corporate work
on disability and focus on finding ways to integrate
diversity and inclusion principles at an early stage in
all relevant processes, such as inclusive recruitment
and procurement.
60 British Airways Corporate Responsibility Report 2012
In 2012, our key areas of focus were:
Dignity at work
Moving to a new approach that focuses on causes, and
identifies behaviours that support health and wellbeing
– such as communication, respect and recognition.
For the first time, each directorate will have a Dignity
Index, measured by 14 questions in the annual
employee Speak Up! Survey. These questions focus
on feeling valued, respected and listened-to, which
takes a more holistic approach towards positive and
lasting changes than in previous years.
Building ability
This is leading corporate work to establish a revised
strategy for customers with disabilities, ensuring that
such work is coordinated, and informed by customer
data and feedback.
Cultural intelligence
Applying commercial insight into new routes to ensure
our frontline staff understand cultural differences and
are better equipped to meet customers’ needs.
28%
4: SOCIAL RESPONSIBILITY
of all senior managers
are women
4.11.1 Colleagues
At British Airways, we aim is to maximise all
employees’ potential, and to widen the talent pool to
meet future leadership needs. We recognise the skills
women and men bring to a broad range of roles, and
we want to provide them with the best environment to
learn and progress in their careers.
We are committed to gender-balanced leadership, and
want to ensure we attract and retain the best people
for our business. Currently, 28 per cent of all senior
managers and 25 per cent of staff reporting directly
to the CEO are women. We currently have two female
board members, and our diversity and inclusion
strategy looks to increase the number of women at
board and executive level.
Senior Management Gender Report 2012
Employee group
Female
Direct reports to CEO
Male
Female %
Total
3
9
12
25%
Band 1
53
135
188
28%
Band 2
290
529
819
35%
British Airways also has a programme that looks into how issues related to employee age are managed.
This programme aims to:
• Ensure consistency in recruitment for both external and internal applicants
• Consider flexible working options before retirement
• Ensure succession planning is age-neutral
• Encourage age diversity in all areas by challenging assumptions and stereotypes linked to age
As seen below, between 2011 and 2012 there was no significant shift in British airways’ age profile.
British Airways Employee Age Profile 2012
Percentage of staff (%)
20
Accurate as of
31 December 2012
18
Accurate as of
31 December 2011
16
14
12
10
8
6
4
2
0
15-19
20-24
25-29
30-34
35-39
40-44
45-49
50-54
55-59
60-64
65+
Age bands
4: SOCIAL SUSTAINABILITY 61
British Airways also supports a wide range of
flexible working options, so it can meet the
many requirements of different roles within the
airline. These options give colleagues choices
about the way that they work, as well as adding
value and flexibility for the business.
Contract Profile Statistics for 2011 and 2012
2011 contract profile
Band 1
Band 2
All staff
Part-time
11
72
10,274
Full-time
170
743
24,232
2012 contract profile
Band 1
Band 2
All staff
Part-time
11
74
10,908
Full-time
170
745
25,443
Note: These employee numbers do not include colleagues based outside of the UK
British Airways Contract Profile 2011
British Airways Contract Profile 2012
29.8%
30.0%
70.2%
70.0%
Part Time
Part Time
Full Time
Full Time
62 British Airways Corporate Responsibility Report 2012
4: SOCIAL RESPONSIBILITY
4.11.2 Customers
The Diversity and Inclusion team worked with many
different parts of the business to achieve a legacy for
customers with disabilities – one that will last beyond
the Olympic and Paralympic Games of 2012.
In addition, we:
After holding focus groups and talking at length with
many of our customers, we instigated and delivered
some key changes, including:
• Supported London Pride by giving colleagues
the opportunity to march together with our
partner airlines.
• Aisle wheelchairs on all short haul aircraft.
• Ran a conference with our legal colleagues to update
our managers on recent case law, and hosted a
panel session to answer practical questions about
managing a diverse workforce.
• Wheelchairs at aircraft side wherever
infrastructure allows.
• Targeted and specialised training for all our
frontline colleagues.
• Streamlined codes at point of booking.
• Better information online at ba.com
• Joined the Campaign Alliance Against Domestic
Violence and held a training session for managers to
raise awareness of this important issue.
• Supported colleagues with our Harassment
Advisors, who deal with over 80 contacts
throughout the year and hold events like road shows
and drop-in sessions to publicise the service.
We also offered training in sign language for all
customer-facing colleagues, and created a video of our
customers with disabilities to help British Airways staff
understand what was important to them - as part of a
package of training linked to the Paralympics.
Next Steps
• We will focus on inclusion and further integration, moving away from specific diversity strands and
concentrating on recognising our colleagues and customers’ individual needs. Unconscious Bias training
will be available to all our managers. This replaces more traditional training and supports managers’
decision-making by raising awareness of bias and stereotyping
• Dignity at Work will give managers valuable information about their workforce. For the first time, each
directorate will have a Dignity Index, measured by 14 questions about feeling valued, respected and
listened-to, which takes a more holistic approach towards positive and lasting changes
• Maximising opportunities and learning from our experiences supporting the Paralympics will be a
key priority. We need to ensure there is continuous improvement in how we support customers with
disabilities. A new strategic group will review the key priorities, and revised data will highlight where we
can improve most
BA offers
training
in sign
language
Supported
London
Pride
4: SOCIAL SUSTAINABILITY 63
5: APPENDICES
5.1 REPORT SCOPE
65
5.2 DATA CALCULATION AND METHODOLOGY
66
5.3 DATA
67
64 British Airways Corporate Responsibility Report 2012
5: APPENDICES
5.1 REPORT SCOPE
This report was compiled by the British Airways Corporate Responsibility team.
For any comments or feedback, please visit www.onedestination.co.uk or email
the team at one.destination@ba.com
This report covers the calendar year 1st January to
31st December 2012, and unless otherwise stated, all
figures, calculations and assumptions are based on this
reporting period. The previous report was published
in June 2012 and covered the calendar year of 2011.
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
CR microsite www.onedestination.co.uk.
As covered in the Stakeholder Engagement section
in section 1.7, this report is intended for a diverse
range of individuals with a stake or interest in British
Airways’ CR activities. These include customers,
shareholders, potential investors, employees,
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 groups
and the media.
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.
As covered in the report, the purchase of bmi from
Lufthansa (and the subsequent integration of the
airline into the British Airways mainline UK operation)
was an ongoing process in 2012, starting in April and
ending in December. This was followed by the sale
of the bmi regional subsidiary to Sector Aviation
Holdings in May 2012, and the closure of the Bmibaby
subsidiary in September 2012.
For these reasons, as well as the desire to present
year-on-year changes accurately, data for the bmi
operation is not included in some reporting areas, such
as ground energy usage and water consumption – and
where this is the case, we have made it clear in the
main body of the report.
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
Dow Jones Sustainability Index (DJSI) and Global
Reporting Initiative (GRI).
5: APPENDICES 65
5.2 DATA CALCULATION AND METHODOLOGY
All economic, environmental, and social indicators
and commentary covered in this report were reviewed
during 2012, by drawing on our experience with the
Dow Jones Sustainability Index, the FTSE4Good index,
the Global Reporting Initiative framework, and our
own previous experience of reporting on CR issues
and activities.
We do not believe any of the current indices or
frameworks offer a ‘one stop shop’ for comprehensive
and transparent CR reporting by airlines. For this
reason, we have chosen to report against a range
of indices and qualitative areas, taking into account
industry standards, investment indices, the GRI
framework, and our discussions with key stakeholders.
British Airways has a long history of reporting on CR
issues (our first environmental report was published in
1992), and these annual reports have evolved to meet
stakeholders’ needs (see section 1.7).
There are some restrictions on the scope of the report,
and these are due to the following limitations:
• Climate Change Reporting Framework (CDSB)
published by the Carbon Disclosure Standards
Board, (www.cdsb.net/climate-changereporting-framework)
Operational boundary
• Scope 1 – Fuel burned directly by British Airways
operations. Our definition includes all aircraft flying
on a flightplan filed for British Airways, BA Citiflyer
or Openskies. In addition we include British Airways
ground vehicles. Actual fuel burn data is used for
these calculations.
• 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 of our suppliers occurring
upstream and emissions occurring downstream
of our operations. This was calculated using a
combination of actual fuel burn data and estimates.
• Waste & recycling – data refers solely to our main
bases of London Heathrow and Gatwick.
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 ‘2012 Guidelines
to Defra/DECC’s GHG Conversion Factors for
Company Reporting’ (www.gov.uk/government/
publications/2012-greenhouse-gas-conversionfactors-for-company-reporting). 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 (cargo,
engineering, or passenger-related).
• Employee age – All statistics related to average age
of employees refer only to UK-based colleagues.
Carbon Efficiency
• Ground energy target – Our ground energy target
only includes properties within the UK, excluding
those acquired through the purchase of bmi.
• Water – Data for the consumption of water refers
solely to our London Heathrow hub, including our
offices in and around Heathrow. However, this does
not include potable water which is uploaded to
our aircraft.
Carbon footprint
This section of the report was primarily prepared using
the methodology outlined in:
• The Greenhouse Gas Protocol of the World
Resources Institute and World Business Council for
Sustainable Development (WRI/WBCSD),
(www.ghgprotocol.org)
Additionally, the following resources supported carbon
reporting in this section:
• Guidance on how to measure and report your
greenhouse gas emissions published by the UK
Department for Environment, Food and Rural Affairs
(DEFRA), (www.gov.uk/measuring-and-reportingenvironmental-impacts-guidance-for-businesses)
66 British Airways Corporate Responsibility Report 2012
We calculate carbon efficiency using flight-by-flight
data on greenhouse gas emissions 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 ‘2012 Guidelines to Defra/DECC’s GHG
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 all
of the payload carried within one simple metric.
5: APPENDICES
Local air quality
Forest footprint
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 quantity of NOx emissions due
to engine ground running and Auxiliary Power Unit
(APU) use.
For all calculations related to the Carbon Disclosure
Project Forests Program, we have assumed that:
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.
• 1 acre of deforested land is required to produce 1.44
tonnes of beef product
• 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 1.03
tonnes of soy-derived product
• 1 acre of deforested land is required to produce 1.59
tonnes of palm oil
5.3 DATA
Introduction and Economic Performance Indicators
Section
Indicator
2010
2011
2012
Units
Note
1.1
Total passengers carried
24.0
34.0
36.7
Millions
2010 figure is for 9 months
to December 2010
1.1
Total employees
39,901
39,295
41,315
2.4
Operating profit
£342 m
£518m
£274m
Pounds sterling
2010 figure is for 9 months
to December 2010
2.4
IAG total revenue
N/A
16.3
18.1
Billions of euros
2.4
IAG operating profit
N/A
€485m
€23m
loss
Euros
2.4
Revenue passenger
kilometres
106,082
117,348
126,436
Millions
2.4
Available seat kilometres
136,721
150,152
158,247
Millions
2.4
Cargo tonne kilometres
4,593
4,793
4,891
Millions
2.7
Load factor
73.5%
75.9%
79.9%
Percent of total
capacity utilised
2.7
Punctuality
76%
83%
79%
Percent of flights
departing on time
Within 15 minutes of
published departure time
5: APPENDICES 67
Environmental Performance Indicators
Section
Name
3.4.3
Our greenhouse gas
emissions (Scope 1 +
Scope 2)
2010
2011
2012
Units
Note
See section 5.2
for note on carbon
calculations as per
CDP requirements
15,370,282
16,626,782
17,554,312
tonnes CO2
3.4.3
Scope 1
15,255,349
16,530,255
17,452,882
tonnes CO2
3.4.3
Scope 2
114,933
96,527
101,430
tonnes CO2
3.4.3
Scope 3
516,850
496,464
4,267,936
tonnes CO2
103.3
102.1
101.9
grammes CO2
per passenger
kilometre
3.4.4
Carbon efficiency
3.4.5
Forest footprint
314
127
160
Acres
3.5
Fleet age
11.4
12.3
12.6
Years
3.6
Heathrow departure noise
infringements
25
29
33
Number of
flights
3.6
CDA procedure
achievement (Heathrow
daytime)
96%
96%
96%
Percent
3.6
CDA procedure
achievement (Heathrow
nighttime)
95%
97%
97%
Percent
3.7
Total NOx emissions at
Heathrow
1,015
1,115
1,157
Tonnes NOx
3.7
Average NOx emitted per
turnround (Heathrow)
11.2
10.9
10.7
Kilogrammes
NOx per
turnround
3.8
Waste recycled at Gatwick
and Heathrow
45%
46%
45%
Percent
3.8
Waste send to landfill from
Gatwick and Heathrow
9%
3%
5%
Percent
3.9
Water consumption at
Heathrow
288,637
284,410
268,321
Cubic metres
68 British Airways Corporate Responsibility Report 2012
See section 5.2
for note on forest
programme
calculations
5: APPENDICES
Social Performance Indicators
Section
Name
2010
2011
2012
Units
Note
65%
Percent extremely
or very likely to
recommend British
Airways
Survey based
on responses of
approximately
30,000 passengers
each calendar
month
This is an average
based on all
complaints received
in the calendar year
4.5.1
Customer
Recommendation
Score
4.5.3
Average number of
complaints
12.88
9.94
9.12
Complaints per
1000 passengers
4.6.2
Speak Up! Survey
response rate
43%
44%
58%
Percent of total
employees who
responded to survey
4.6.4
Graduate
recruitment
30
68
57
Number of
graduates recruited
per annum
4.6.4
Apprentice
recruitment
14
102
209
Number of
apprentices
recruited per annum
77
Number of
employment
tribunal claims
served against
British Airways
4.6.5
Employment tribunal
claims
4.8
BITC assessment
of total direct and
in-kind donations
63%
230
£5.0m
64%
116
£9.1m
£9.8m
Pounds sterling
Total direct and
in-kind donations
as reported by
Business in the
Community
4.8
BITC assessment of
direct donations
£190,000
£190,000
£193,891
Pounds sterling
Direct payments
to charitable
institutions as
reported by
Business in the
Community
4.8.1
Flying Start
partnership
cumulative total
N/A
£2.3m
£4.5m
Pounds sterling
Partnership with
Comic Relief UK
was established in
mid-2010
4.8.1
Flying Start annual
total
N/A
£1,946,596
£1,966,000
Pounds sterling
5: APPENDICES 69
Section
Name
2010
2011
2012
Units
Note
Funds donated by
current and retired
British Airways
staff, through
payroll system
4.8.4
Colleague payroll
giving
£600,000
£600,000
£608,314
Pounds sterling
4.8.6
Community
Learning Centre
annual attendees
8,000
7,953
8,247
Number of sudents
who have attended
courses at the CLC
4.9
Passengers cleared
to fly by Medical
Clearance Unit
N/A
N/A
5102
4.9
Passengers supplied
with supplementary
onboard oxygen
N/A
N/A
3768
4.10
Annual average
number of lost days
per 1000 employees
N/A
517
532
4.11.1
Female senior
managers
28%
28%
28%
Percentage of entire
senior management
community
4.11.1
Female direct
reports to CEO
25%
Percentage of all
direct reports to
the CEO who are
female
In 2010, this
indicator was not
reported on
45-49
Mode age
demographic
Based on UK
employees only
(this indicator was
not reported on in
previous years)
30 .0%
Percentage of
employees who
work on a part-time
contract basis
Based on UK
employees only
4.11.1
Average age of
employees
4.11.2
Number of part-time
workers
N/A
N/A
28 .0%
25%
N/A
29.8%
70 British Airways Corporate Responsibility Report 2012
In 2010, this
indicator was not
reported on
onedestination.co.uk