BT 2009 Annual Report Download - page 27

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ADDITIONAL INFORMATION FINANCIAL STATEMENTS REPORT OF THE DIRECTORS BUSINESS AND FINANCIAL REVIEWS OVERVIEW
25BT GROUP PLC ANNUAL REPORT & FORM 20-F
BUSINESS AND FINANCIAL REVIEWS BUSINESS REVIEW
Direct company impacts: Financial indicators Indirect company impacts
Total revenue
Total energy costs
(fleet fuel + gas + oil + diesel for back up
generators etc; UK and Ireland only)
Income from recycling
Landfill tax savings
Waste costs
Community investment
(time, cash and in-kind support)
Total spend with suppliers
Cost to the business arising from
injuries resulting in time off work
BT sick pay costs
BT will develop a relevant financial
indicator for diversity next year
Revenue Support
(customer bids with
a sustainability component)
Value of procurement contracts where
our suppliers agree that we work with
them to improve sustainability impacts
(extrapolated from a representative
supplier survey)
£21,390m
£227m
£7.42m
£1.15m
£(7.90)m
£25.0m
£8.9bn
£7m
£85.2m
£5,506m
£1.9bn
£7.4bn
(83% of supplier
spend)
£20,704m
£194m
£6.70m
£0.89m
£(7.27)m
£22.3m
£8.6bn
New measure
in 2009
£89.8m
£2.2bn
£5.7bn
(66% of supplier
spend)
£20,223m
£185m
£4.48m
£0.84m
£(5.15)m
£21.8m
£6.8bn
£84.7m
£1.8bn
First measured
in 2008
107,021
£5,358m
111,858
£5,223m
106,200
Employee costs
Number of employees
Indirect negative impacts occur in the
manufacture of equipment and through
energy consumption in customer premises.
Positive impacts arise from application
of ICT to support low-carbon economy
Dealing with end of life products sold
into the market place. Acting to reduce
obsolescence
BT’s community programme focuses on
improving communication and ICT skills.
This helps improve people’s employment
prospects and increase social inclusion
Economic multiplier effect
(e.g. employment) arising from
BT’s supply chain procurement
Lowering lost days from injuries and
sickness reduces societal health care
costs and improves productivity
Establishing a diverse workforce promotes
social cohesion
A responsible business culture, banning
corrupt practices including facilitation
payments, supports better international
governance
Quality of life – especially working
conditions in emerging economies
Employee engagement is a driver
of customer satisfaction
Average annual revenue per
(UK) consumer household
£287 £274 £262
Net waste savings £0.67m £0.32m £0.17m
2009 2008 2007
BUSINESS AND FINANCIAL REVIEWS
All targets have an end date of 31 March
2010 unless otherwise indicated.