BT 2014 Annual Report Download - page 76

73
The Strategic Report
Group performance
Group performance
Our Better Future goals are based on a long-term commitment until the year 2020
The results below demonstrate that we are focused on our delivery to achieve our Better Future goals – but there is still a long way to go. Out of our
seven foundation performance indicators below, we have made progress against ve, but we have failed to meet two, specically relating to customer
service and ethical trading supply chain review.
BT’s responsible and sustainable business performance indicators
Our 2020 Goals 2013/14 target 2013/14 result
Ta r g e t
status 2014/15 target
See
page
Better Future
Programme
2020 goals
Connected Society
More than 9/10 people in the UK
will have access to bre-based
products and services
5.8/10 people can access
bre-based products and
services
6.6/10 people can access
bre-based products and
services
Continue to deliver
against 9/10 target 71
Net Good
Help our customers reduce
carbon emissions by at least 3
times the end-to-end carbon
impact of our business
1.11 achieved against
ourgoal of 31
1.31 achieved against
ourgoal of 31
Continue to deliver
against 31 target 72
Improving Lives
Use our skills and technology to
help generate more than £1bn
for goodcauses
Over £63m raised for
goodcauses
Over £85m raised for
goodcauses
Continue to deliver
against £1bn target 72
Our foundations for being a responsible and sustainable business
Our foundations 2013/14 target 2013/14 result
Ta r g e t
status 2014/15 target
See
page
Our
investment
Investment in responsible and
sustainable business activities
1% of PBT invested
in responsible and
sustainable business
activities
1% of PBT invested Maintain 1% of PBT
invested in responsible
and sustainable business
activities
71
Our customers Customer service:
a measure across our entire
customerbase
Improve RFT to more
than recover the decline
in performance seen in
2012/13
1.5% improvement Improve RFT from
2013/14 level 7
Our employees Employee engagement index:
a measure of our relationship
with ouremployees
Maintain or improve from
2012/13 performance,
outcome was 3.69/5
3.82/5 achieved Maintain or improve from
2013/14 performance 25
Sickness absence rate:
% of calendar days lost to
sicknessabsence
Reduce or maintain
2.13% calendar days lost
in sickness
2.10% calendar days lost
in sickness
Maintain or improve from
2013/14 performance 25
Ethical performance:
a measure of our employees’
awareness and training
Maintain or improve from
2012/13 performance,
outcome was 4.19/5
4.29/5 achieved Maintain or improve from
2013/14 performance 53
Our suppliers Ethical trading:
a measure of our supply chain
review with specic focus on
Human Rights
100% follow-up within
three months, for all those
suppliers identied as
high/medium risk
97% follow-up within
three months
100% follow-up within
three months, for all those
suppliers identied as
high/medium risk
29
Our
environmental
impact
CO2 emissions:
a measure of our climate
changeimpact
By December 2020
reduce our net CO2e
emission intensity by 80%
against 1996/97 levels
79% reduction in net
CO2e emission intensity
against 1996/97 levels
Continue to deliver
against 80% target 47
Target met Target failed Ongoing
To Ƭnd out more about our Better Future 2020 goals,
our methodologies and how our results are calculated,
take a look at our Better Future report at
www.bt.combetterfuturereport
Evolving measurement of our progress
At BT we are keen to move beyond volume-based metrics to
understand and track the impact and value of our business. This
year we have assessed a number of social impact methodologies to
understand how we can best measure the signicance of what being
online brings to the individuals, businesses and governments that we
serve. Moving forward this will enable us, for the rst time, to start
measuring the social impact of our digital skills programmes and our
wider investment in broadband.