2. La institució del jutjat de pau
2.2 Opinions d’altres professionals de justícia
Description
As a defence, aerospace and security company, the security threats faced by the Group include threats to its information technology
infrastructure, unlawful attempts to gain access to its proprietary or classified information and the potential for business disruptions associated with information technology failures.
Impact
Failure to combat these risks effectively could negatively impact the Group’s reputation among its customers and the public, cause disruption to its business operations, and could result in a negative impact on the Group’s future results and financial condition.
mitigation
the Group has a broad range of measures in place, including appropriate tools and techniques, to monitor and mitigate this risk.
For more information on the Group’s Cyber & Intelligence reporting segment see page 43
Additional risks and uncertainties currently unknown to the Group, or which the Group currently deems immaterial, may also have an adverse effect on the business or financial condition of the Group.
D ire c to r s ’ re Po r t DIRECTORS’ REPORT
SuStainability
BAE Systems manages the current impacts of its operations and products,
and anticipates the future global business environment to ensure that it has
processes in place to support the long-term sustainability of the Group.
During 2013, the Group focused on four priorities:
– Ethics and governance – continue to improve and evolve the Group’s business conduct programme.
– Employee safety and wellbeing – continue to improve safety standards across all our operations and demonstrate improvements against key safety indicators, including a 10% improvement in the Recordable Accident Rate.
– Diversity and inclusion – increase diversity and inclusion within the organisation in accordance with business goals. – Operational environmental impacts – set
environmental improvement targets to include energy, water and waste. Objectives for safety and environment were annual incentive-related for senior executives, with 5% of total remuneration linked to employee safety and 2.5% to progress against environmental targets (see page 94 of the Annual remuneration report).
Objectives for diversity and inclusion were set within each executive’s personal development plan to drive alignment of activity with functional and business issues. An assessment of progress against these objectives is determined by the Chief Executive as part of the overall performance review. An overview of progress against 2013 priorities is discussed on the following pages and within the reporting segment reviews (see pages 38 to 61).
A culture of integrity
Responsible business conduct
BAE Systems continues to embed its ethics programme globally, driving the right behaviours by supporting employees in making ethical decisions and embedding responsible business practices.
In 2013, Lord Gold, the monitor appointed by the US Department of Justice, concluded his three-year term. His final report confirmed the progress made and the robustness of the processes in place to ensure high standards of ethical business conduct are maintained. The Group’s Code of Conduct sets out the principles and standards of business conduct expected of all employees. It provides them with practical guidance on how to deal with situations that may arise in their day-to-day activities. Guidance is also included on where employees can seek further advice.
If employees (or third parties) need help or guidance in addition to that provided by the Code of Conduct, or want to report a concern, they can call the Ethics Helpline, which is managed by a third party and is available 24 hours of every day using a freephone number from most countries. The caller has the option to speak to someone in their own language. Employees can also get
independent advice and support, or report concerns via Ethics Officers, now in place across the businesses, or via the Ethics Helpline e-mail address, which is also made available to third parties via the Group’s website.
The Code of Conduct and related policies are supported by regular mandatory training for all employees. During 2013, the Group provided export control training for all senior
employees, which explained the standards required on export control and International Traffic in Arms Regulations. Senior executives and business leaders completed further training on the Advisers, Gifts and Hospitality, Facilitation Payments, Community Investment and Conflicts of Interest mandated policies in the Operational Framework.
Recognising the increasing use and importance of IT and social media, all employees using the Group’s IT system completed a number of training modules on IT security. BAE Systems operates in a heavily regulated and secure sector, and it must ensure that employees are mindful of the risks that are faced both by the organisation and as individuals with access to highly confidential and sensitive material. The Group’s social media guidelines have been developed to help employees and contractors understand how to minimise those risks and use digital and social media responsibly. All employees will participate in Code of Conduct refresher training in 2014. This will be developed to address current key issues, such as the use of social media and security of information.
During 2013, 1,043 enquiries were reported to Ethics Officers and through the Ethics Helpline. The Group has seen a steady increase in reports and requests for guidance to Ethics Officers as they become more established within their businesses. If employees are found to be in breach of the Group’s Code of Conduct or related policies, they will potentially be subject to disciplinary action. In 2013, 265 employees were dismissed for reasons relating to breaches of the Group’s standards and policies, primarily for personnel and workplace issues.
Governance
Clear governance structures and visible leadership play a vital role in embedding corporate responsibility.
The Chief Executive has overall responsibility for the Group’s ongoing commitment to corporate responsibility. He is supported by the Board and Corporate Responsibility Committee in ensuring that appropriate policies, systems, reporting structures and metrics are in place to achieve the Group’s ethical, social and environmental performance objectives.
Business model – page 9
In September 2013, BAE Systems was confirmed as a member of the Dow Jones Sustainability World and European Indices. This reflected improvements in external reporting and engagement on sustainability issues.
The Group’s Corporate Responsibility team reports directly to the Chief Executive, and supports the Executive Committee in embedding and driving processes and performance. Performance is measured and risk monitored throughout the year via the Group’s six-monthly Operational Assurance Statement (see page 69) and Quarterly Business Review (see page 69) processes. The Group’s Internal Audit team also assesses the effectiveness of policies and processes relating to key areas of ethical and reputational risk.
The Managing Director, Corporate Responsibility is a direct report to the Chief Executive and supports the Group’s Corporate Responsibility Committee.
The Group’s governance framework, as described in the Operational Framework, covers the products we make and export. The Group’s Responsible Trading Principles, Product Trading Policy and Pursuit of Export Opportunities Policy help employees make informed decisions about the business opportunities the Group pursues and to address any responsible trading risks, including risks associated with the product and its intended end use, the country of origin and delivery, and the customer.
Improving industry standards
The Group continues to support the improvement of ethical standards across the defence industry.
During 2013, the Group participated in the International Forum on Business Ethical Conduct (IFBEC) for the Aerospace and Defence Industry, both as Chair and as Task Force members. IFBEC is committed to promoting high ethical standards through the adoption of Global Principles of Business Ethics for the Aerospace and Defence Industry (http://ifbec.info/).
BAE Systems regularly engages with other companies to understand progress and the latest status of thinking on ethical standards. The Group is a corporate member of the UK Institute of Business Ethics and the US Defense Industry Initiative.
Stakeholder engagement
The Group’s principal stakeholders include investors, customers, employees, business partners, suppliers, civil society organisations and the communities in which it operates. BAE Systems aims to communicate openly with stakeholders about its business. Two-way dialogue helps the Group to understand others’ views and concerns, and provides an opportunity to explain the Group’s approach.
Public policy and lobbying
The Lobbying and Political Support Policy sets out the standards to be followed by anyone engaged in lobbying or other political engagement on behalf of BAE Systems, including those from outside the business. The principles underpinning this policy are: – BAE Systems engages in lobbying
activities in the countries in which it operates in order to communicate with, and inform, legislators and government decision-makers on matters relating to the Company’s business;
– anyone engaged in lobbying activities on behalf of BAE Systems conducts themselves in a way that conforms with the Company’s standards of responsible business conduct; and
– BAE Systems does not make corporate contributions or donations to political parties.
Industrial participation
Industrial participation or offset is governed by the Group’s Offset Policy which sets out the standards to be followed by anyone engaged in offset activity on behalf of BAE Systems.
Customers may use offset as a discriminator as part of their procurement process and a request for offset may impact on the Group’s ability to access international markets. The underlying principles applicable to all of the Group’s offset activities are that:
– they are undertaken in accordance with the Code of Conduct;
– they have clear line management ownership and executive oversight;
– they are consistent with the customer’s offset policies and proportionate to the value of related contracts; and
– financial and non-financial risks are clearly assessed and mitigated.
Advisers
BAE Systems has rigorous standards concerning the appointment of advisers. All appointments must be proposed and approved in accordance with the Group’s processes and require final authorisation through an external panel.
Human rights
The Group is committed to respecting human rights in its operations, within its sphere of influence.
taxation
The Group seeks to build constructive working relationships with tax authorities while following a policy of open disclosure in order to achieve early agreement and certainty in relation to its tax affairs. Whilst the Group aims to maximise the tax efficiency of its business transactions, it does not use structures in its tax planning that are against the spirit of the law and actively considers the implications of any planning for the Group’s wider corporate reputation. Further information on the Group’s tax policies is set out on page 120.
Enquiries to Ethics Helpline
ˆ
2010 734
2009 870
All enquiries reported to Ethics Officers and via the Ethics Helpline were reviewed and reported either to the Ethics Review Committee or, in BAE Systems, Inc., to the Ethics Review Oversight Committee.
2011 1,011
2012 1,024
2013 1,043
2013 enquiries to Ethics Helpline
ˆ
4 89 6 129 5 59 3 189 2 194 1 383
1 Guidance and advice
2 Employee relations and conduct 3 Management practices 4 Accounting charges practices 5 Open enquiries**
6 Other ** US category only
Dismissals for reasons relating to unethical behaviour*
2010 355
2009 485
If an employee is found to be in breach of the Group’s Code of Conduct or any other relevant policies, appropriate disciplinary action, which may include dismissal, is taken.
2011 298
2012 292
2013 265
^* See Deloitte LLP assurance statement on page 119.
DIRECTORS’ REPORT
BAE SyStEmS AnnUAL REPORT 2013 113
D ire c to r s ’ re Po r t
An inspired workforce
BAE Systems recognises that its employees are key to delivering the Group’s strategy successfully and sustaining future business. The Group serves the needs of its customers by delivering a wide range of advanced defence, aerospace and security solutions that provide a performance edge. With some 84,600 employees1, BAE Systems relies on
talented people who are committed to delivering these solutions.
People development
The Group’s people strategy of through-career capability development and emphasis on high levels of employee engagement seeks to maximise the contribution that its workforce makes to the performance of the business. The people strategy assists every member of the team to fulfil their personal potential. The success of this strategy is measured ultimately in the success of the business as a whole.
The Group continues to focus on the development of its current and future employees with structured global programmes linked to Total Performance Leadership, an integrated performance management and leadership development framework. In 2013, more than 360 leaders in the UK took part in the ‘Leading for Total Performance’ development programme, which has been designed to be the catalyst for a ‘mind-set’ shift in the Group’s leadership population, supporting leaders to face the challenging and changing business climate with confidence and with the right skills to flourish. More than 720 leaders have participated in the programme since it started at the end of 2011.
The Group has continued to demonstrate its commitment to the continuous professional and personal development of its workforce. Development planning is supported by flexible training and education programmes that
encourage a culture of lifelong learning and help employees to develop their skills to maximise their potential.
In 2013, the Group continued to invest in learning programmes for all employees that support its culture of responsible business conduct. Extensive use is made of e-learning media, classroom training and partnerships with academic institutions to provide development and learning offerings. Over 200 courses are made available to employees and their families.
Sustaining and developing capability relies on developing the existing workforce and hiring talented people to meet current and future skills requirements.
Employee engagement
The Group recognises the importance of engaging its employees to help them make their fullest contribution to the business. Through a variety of media, the Group’s leadership seeks to listen to employees’ views and opinions, and keep them informed about developments and prospects for the business. In 2013, there continued to be more frequent use of leadership blogs and other e-enabled communication channels. In the fourth quarter of 2013, employees were invited to take part in an engagement survey. The overall participation rate compared with the previous engagement survey increased by 11 percentage points to 58%. Across BAE Systems, there were increases reported in the survey questions on engagement, creating an environment of openness and trust, and pride in working for BAE Systems. This reflects the Group’s ongoing commitment to creating an environment in which employees can contribute to the success of the Group. Regular internal communication, including e-Cards, newsletters, management and team meetings, monthly team briefs and the intranet, keeps employees informed, involved and inspired.
The Group welcomes employees becoming shareholders in BAE Systems and offers a number of employee share plans to support this.
When redundancies have been necessary to align with customer requirements for products and services, management works with employees, trade unions, and local and national bodies to mitigate the impact on the people and communities affected.
The Group has constructive relationships with trade unions, and regularly communicates and discusses business developments which impact the Group and its employees.
Diversity and inclusion
BAE Systems is committed to creating an inclusive work environment where a diverse range of talented people can work together to ensure business delivery. Diversity amongst the Group’s workforce is a significant force for innovation and assists the Group in responding to customer requirements.
The Group focuses on its goal of building a diverse workforce which reflects that of the populations it recruits from. A particular current focus is increasing female representation in the pipeline for senior roles where this is possible. A standard Management Resource Review, which includes succession and development planning, is conducted annually at Group and business level. The 2013 review showed that 20% of the high-potential population are female. Across the Group, businesses have put in place plans to 2015 to support and progress this aim. Activities include a focus on succession planning, development and leadership programmes and mentoring initiatives.
In 2013, the Executive Committee progressed actions to grow the female talent pipeline at senior executive levels:
Fostering a culture of inclusion – unconscious bias training for all employees was rolled out
1 Including share of equity accounted investments. * See Deloitte LLP assurance statement on page 119.
2013 gender diversity* (%)
1 Electronic Systems 2 Cyber & Intelligence 3 Platforms & Services (US) 4 Platforms & Services (UK) 5 Platforms & Services (International) 6 Total 4 16 5 9 3 22 2 26 84 6 80 20 91 78 74 1 70 30 Male Female 2013 age diversity* (%) 1 2 3 4 5
1 25 years and younger 7
2 26 – 35 years 19
3 36 – 49 years 33
4 50 – 59 years 32
5 60 years and older 9
during 2013. The objective of the training is to enhance talent management by raising awareness of unconscious and conscious bias that can influence decisions.
Accelerating the development of high-potential women – an Executive Committee mentoring programme, launched during 2012 to leverage the readiness of high-potential women across the organisation, continued during 2013. Of the first cohort of 24 women, over 70% were promoted or moved roles. A second cohort was launched in November 2013. Increasing leadership diversity – to ensure diverse candidate lists for leadership roles, where possible, executive search firms were employed with a track record of open and inclusive recruitment processes, and drawing from an appropriately diverse pool of candidates, with the overall aim of appointing the best person for the role. During 2013, the percentage of external female candidates hired was 26%.
Measuring performance – on a national basis, defined aspirational objectives and actions have been put in place to increase gender diversity. Gender diversity in leadership positions and succession plans is monitored. At the end of 2013, three (27%) and two (17%) of the Board and Executive Committee members, respectively, were women. Globally, 59 (15%) and 15,0001 (20%) of the Group’s
senior managers2 and total workforce are
women, respectively.
BAE Systems is proud to have received recognition for the progress it is making on diversity. The Group regularly benchmarks itself against external organisations and uses expert groups to provide inputs to diversity programmes.
Achievements during 2013 included:
– BAE Systems India’s programme to support women employees to develop their careers was recognised as best practice by the National Human Resource Development Network, a national level association of human resources professionals. – In the UK, BAE Systems was awarded
the Large Companies award at the Mail on Sunday’s ‘Breaking the Mould’ awards for its work in providing opportunities for women at all levels of the UK business and “attracting and retaining women to an engineering company”.
– For the seventh consecutive year, BAE Systems was listed in the top 50 UK companies in which women want to work by The Times newspaper.
– BAE Systems won an Opportunity Now Excellence In Practice Award. The ‘Inspiring the Workforce of the Future’ award was presented for the innovative work