GRI Compliance / Universal Standards

General Disclosures 2016

For Management Response click here.

For Reporting Boundaries and Methodologies click here.

REFStatusDisclosureOur Response

GRI 102-01

Core

Full Disclosure

Name of the organisation

Babcock International Group PLC

GRI 102-02

Core

Full Disclosure

Activities, brands, products and services

  1. A description of the organization’s activities.
  2. Primary brands, products, and services, including an explanation of any products or services that are banned in certain markets.

Babcock is an international aerospace, defence and security company with a leading naval business and provides value add services across our main markets of the UK, France, Canada, Australasia and South Africa. We also operate in and export to additional markets.

For further details see pages 4 and 5 of our Annual Report.

GRI 102-03

Core

Full Disclosure

Location of headquarters

Location of the organization’s headquarters.

Babcock International Group PLC
33 Wigmore Street
London
W1U 1QX
UK

GRI 102-04

Core

Full Disclosure

Location of operations

Number of countries where the organization operates, and the names of countries where it has significant operations and/or that are relevant to the topics covered in the report.

See response to GRI 102-02

GRI 102-05

Core

Full Disclosure

Ownership and legal form

Nature of ownership and legal form.

Babcock International Group PLC, registered in England and Wales number 02342138 as a public limited company and listed on the London Stock Exchange.

GRI 102-06

Core

Full Disclosure

Markets served

  1. Markets served, including:
    1. geographic locations where products and services are offered;
    2. sectors served;
    3. types of customers and beneficiaries.

Defence is our largest market and at the heart of what we do. We have a crucial role in delivering critical defence services in the UK, France, Canada, Australia and New Zealand and we make products for several other nations including the USA and Korea.

For further details see pages 4 and 5 of our Annual Report.

GRI 102-07

Core

Full Disclosure

Scale of the organisation

  1. Scale of the organization, including:
    1. total number of employees;
    2. total number of operations;
    3. net sales (for private sector organizations) or net revenues (for public sector organizations);
    4. total capitalization (for private sector organizations) broken down in terms of debt and equity;
    5. quantity of products or services provided.

As of March 2021, Babcock employs over 29,000 people in 17 countries.

In FY21 the Group earned revenue of £4.2 billion. Further details of the Group’s capital structure can be found in notes 23 (page 247) and 27 (page 252) of the Annual Report. Details of the Group’s financial performance can be found in pages 30 to 49 of the Annual Report.

GRI 102-08

Core

Full Disclosure

Information on employees and other workers

  1. Total number of employees by employment contract (permanent and temporary), by gender.
  2. Total number of employees by employment contract (permanent and temporary), by region.
  3. Total number of employees by employment type (full-time and part-time), by gender.
  4. Whether a significant portion of the organization’s activities are performed by workers who are not employees. If applicable, a description of the nature and scale of work performed by workers who are not employees.
  5. Any significant variations in the numbers reported in Disclosures 102-8-a, 102-8-b, and 102-8-c (such as seasonal variations in the tourism or agricultural industries).
  6. An explanation of how the data have been compiled, including any assumptions made.

The majority of staff who work for Babcock are permanent employees. However, we do engage temporary resource to bring difficult to recruit skills into the business and meet resource demand at times of peak workload.

Click here to view employees by gender, and by employment contract type.

Click here to view employees by region.

No assumptions have been applied to this data, the data source for this is our core HR system holding data submitted by our employees.

GRI 102-09

Core

Full Disclosure

Supply Chain

A description of the organization’s supply chain, including its main elements as they relate to the organization’s activities, primary brands, products, and services.

We buy a wide range of goods and services from over 14,000 suppliers (of which 6,500 are UK-based) from over 40 countries.

Details of how we work with our suppliers are included in the Governance – Diverse and Robust Supply Chain section on page 78 of our Annual Report.

GRI 102-10

Core

Full Disclosure

Significant changes to the organisation and its supply chain

  1. Significant changes to the organization’s size, structure, ownership, or supply chain, including:
    1. Changes in the location of, or changes in, operations, including facility openings, closings, and expansions;
    2. Changes in the share capital structure and other capital formation, maintenance, and alteration operations (for private sector organizations);
    3. Changes in the location of suppliers, the structure of the supply chain, or relationships with suppliers, including selection and termination.

There were no material acquisitions or disposals for the year ended 31 March 2021, and there were no changes in share capital structure.

There were no material changes to the overall location of suppliers, structure of the supply chain, or our relationships with suppliers during this reporting period. Our supply base remains stable, although we have had organic changes to suppliers which is to be expected given the nature of the business and size of operations.

See the Governance – Diverse and Robust Supply Chain section on page 78 of our Annual Report which references our current structure.

The imports of materials / goods from outside UK unlikely was not adversely impacted by any long-term Brexit issues and those risks are being continually reviewed and managed.

GRI 102-11

Core

Full Disclosure

Precautionary principle or approach

Whether and how the organization applies the Precautionary Principle or approach.

Babcock’s approach to environmental risk management adopts the precautionary principle. We seek to develop and adopt ‘evidence-based’ policy and we take a proactive stance to reduce harm to the environment.

GRI 102-12

Core

Full Disclosure

External Initiatives

A list of externally-developed economic, environmental and social charters, principles, or other initiatives to which the organization subscribes, or which it endorses.

Babcock is signed up to the Social Mobility Pledge and 14 of our Legal Entities are signed up to the Prompt Payment Code. We have submitted our business ambition pledge for 1.5 degrees and joined the UNFCCC Race to Zero. Babcock have also committed to setting Science Based Targets.

GRI 102-13

Core

Full Disclosure

Membership of associations

A list of the main memberships of industry or other associations, and national or international advocacy organizations.

We are members of several associations, including:

  • ADS
  • CBI
  • Make UK
  • Canada UK Chamber of Commerce
  • Team Defence Information
  • Defence Growth Partnership
  • Tech UK
  • Mari-UK
  • Society of Maritime Industries
  • RAeS – UK
  • AEI – Italy
  • Confindustria (Lecco-Sondrio and Rome) – Italy
  • Assolombarda – Italy
  • Unindustria – Italy
  • Women in Science and Engineering
  • Make UK
  • 5% Club
  • Institute of Student Employers
  • Whitehall and Industry Group
  • Stonewall

GRI 102-14

Core

Full Disclosure

Statement from senior decision-maker

A statement from the most senior decision-maker of the organization (such as CEO, chair, or equivalent senior position) about the relevance of sustainability to the organization and its strategy for addressing sustainability.

The increasing importance of sustainability to our strategy is highlighted in the CEO Review on pages 12 to 15 in our Annual Report.

GRI 102-15

Full Disclosure

Key impacts, risks and opportunities

A description of key impacts, risks, and opportunities.

Those impacts, risks and opportunities considered most material from both a financial and non-financial perspective are included in our Annual Report, see pages 2 to 99. As of this year, we have highlighted climate change and associated risk within our Sustainable Business review.

GRI 102-16

Core

Full Disclosure

Values, principles, standards and norms of behaviours

A description of the organization’s values, principles, standards, and norms of behavior.

There are currently eight principles that make up ‘being Babcock’:

  • Respect;
  • Building great relationships that are based on trust;
  • Never compromise on health and safety;
  • Trust our people to deliver;
  • Thrive on complexity;
  • Safeguard customer reputations;
  • Challenge ourselves and each other; and
  • Always strive to deliver.

The Babcock Code of Business Conduct (“the Code”) sets out how we should conduct business to ensure the highest level of honesty and integrity. The Code is underpinned by a number of global policies, guidelines and procedures covering specific business activities. The Code is reviewed on a regular basis to ensure that we take account of any changes in our external environment and update them accordingly. The Code can be found on our website and it is compulsory for each employee to sign up to this code.

GRI 102-17

Full Disclosure

Mechanisms for advice and concerns about ethics

  1. A description of internal and external mechanisms for:
    1. seeking advice about ethical and lawful behavior, and organizational integrity;
    2. reporting concerns about unethical or unlawful behavior, and organizational integrity.

Our Code of Conduct and Supplier Code of Conduct and related guidance provide practical guidance to our employees and others connected to our business on how to conduct business in an ethically sound way in line with our purpose and principles. These are supported by employee training. For more information see page 108 of the Annual Report.

However, where any employee or person connected to our business has any concern that our Codes of Conduct or associated guidance are not being followed, they can contact a confidential whistleblowing hotline, without fear of unfavourable consequences for themselves. This service is available 24 hours a day, 365 days a year, in local languages and is accessible by telephone or at www.babcockinternational.ethicspoint.com. It is managed by an external company, independent of Babcock, with staff trained to deal with reports. The hotline sends all reports received to the Company Secretary, who sends it to the person with the appropriate experience and training to investigate the report properly. He submits a report to the Board of all the investigations and their result.

GRI 102-18

Core

Full Disclosure

Governance structure

  1. Governance structure of the organization, including committees of the highest governance body.
  2. Committees responsible for decision-making on economic, environmental, and social topics.

Babcock’s governance structure is included in the Governance section of the Annual Report on page 108 including the Corporate ESG Committee responsible for environmental, social and governance topics.

Further information on the role of the Board and its Committees can be found on our website https://www.babcockinternational.com/who-we-are/leadership-and-governance/.

GRI 102-19

Full Disclosure

Delegating authority

Process for delegating authority for economic, environmental, and social topics from the highest governance body to senior executives and other employees.

The Board delegates to management by way of a delegation of authority matrix, most often to the Executive Directors who in turn delegate to management committees or managers. See page 108 of our Annual Report.

GRI 102-20

Full Disclosure

Executive-level responsibility for economic, environmental and social topics

  1. Whether the organization has appointed an executive-level position or positions with responsibility for economic, environmental, and social topics.
  2. Whether post holders report directly to the highest governance body.

The Board is ultimately accountable for economic, social and governance topics and delegates to our Chief Executive Officer, David Lockwood for their management. Responsibility for component parts of our ESG programme is shared by members of Babcock’s Executive Committee, all of whom report to the CEO.

GRI 102-21

Full Disclosure

Consulting stakeholders on economic, environmental and social topics

Processes for consultation between stakeholders and the highest governance body on economic, environmental, and social topics.

Feedback on stakeholder engagement is provided to the Executive Committee and the Board as appropriate.

See Stakeholder Engagement section on page 114 of our Annual Report.

GRI 102-22

Full Disclosure

Composition of the highest governance body and its committees

  1. Composition of the highest governance body and its committees by:
    1. executive or non-executive;
    2. independence;
    3. tenure on the governance body;
    4. number of each individual’s other significant positions and commitments, and the nature of the commitments;
    5. gender;
    6. membership of under-represented social groups;
    7. competencies relating to economic, environmental, and social topics;
    8. stakeholder representation.

See the Governance section of our Annual Report from page 100.

GRI 102-23

Full Disclosure

Chair of the highest governance body

  1. Whether the chair of the highest governance body is also an executive officer in the organization.
  2. If the chair is also an executive officer, describe his or her function within the organization’s management and the reasons for this arrangement.

The Board chair is a non-executive director and, in accordance with the UK Corporate Governance Code, was independent on appointment.

GRI 102-24

Full Disclosure

Nominating and selecting the highest governance body

  1. Nomination and selection processes for the highest governance body and its committees.
  2. Criteria used for nominating and selecting highest governance body members, including whether and how:
    1. stakeholders (including shareholders) are involved;
    2. diversity is considered;
    3. independence is considered;
    4. expertise and experience relating to economic, environmental, and social topics
      are considered.

The Nominations Committee of the Board, which comprises all the independent non-executive directors and the Chair of the Company, is responsible for keeping the composition of the Board under review and succession planning for the Board and senior leadership of the Group. Criteria for selecting candidates for Board appointments include skills, knowledge, experience, diversity and independence.

For more information see the Nominations committee report in our Annual Report pages 117 to 118.

GRI 102-25

Full Disclosure

Conflicts of Interest

  1. Processes for the highest governance body to ensure conflicts of interest are avoided and managed.
  2. Whether conflicts of interest are disclosed to stakeholders, including, as a minimum:
    1. Cross-board membership;
    2. Cross-shareholding with suppliers and other stakeholders;
    3. Existence of controlling shareholder;
    4. Related party disclosures.

Our Code of Conduct references how potential conflicts of interests are to be managed. The Board has adopted a formal procedure for the disclosure, review, authorisation and management of Directors’ actual and potential conflicts of interest.

More information is included in the Governance statement on our Annual Report on page 110. External interests of the Directors are provided on pages 104 to 105. Major shareholders as at 31 March 2021, none of whom have an interest in more than 10% of the Company, are detailed on page 154 of the Annual Report and Related Party disclosures on page 262.

GRI 102-26

Full Disclosure

Role of highest governance body in setting purpose, values and strategy

Highest governance body’s and senior executives’ roles in the development, approval, and updating of the organization’s purpose, value or mission statements, strategies, policies, and goals related to economic, environmental, and social topics.

The Board’s role is to lead the Group with a view to the creation of strong, sustainable financial performance and long-term shareholder value, to review and approve the Group’s strategic plan and to supervise the conduct of the Group’s activities within a framework of prudent and effective internal controls. This is underpinned by a clear purpose and principles by which we do business, enshrined in our Code of Conduct, all kept under review by the Board.

Further information on the Board’s role in developing the purpose, values, strategies, policies and goals related to economic, environmental and social topics can be found throughout the Strategic report on pages 2 to 97 of the Annual Report and in the Governance section on pages 100 to 159.

GRI 102-27

Full Disclosure

Collective knowledge of the highest governance body

Measures taken to develop and enhance the highest governance body’s collective knowledge of economic, environmental, and social topics.

The Group Head of Sustainability regularly reports to Board meetings and ESG matters are now an integral part of Board strategic discussions.

Our Chair, Ruth Cairnie, is Patron of Women in Defence Charter and the Chair of POWERful Women, an initiative to advance gender diversity within the energy sector.

Non-Executive Director, Lord Parker, appointed in November 2020, has been appointed as Non-Executive Director responsible for workforce engagement.

GRI 102-28

Full Disclosure

Evaluating the highest governance body’s performance

  1. Processes for evaluating the highest governance body’s performance with respect to governance of economic, environmental, and social topics.
  2. Whether such evaluation is independent or not, and its frequency.
  3. Whether such evaluation is a self-assessment.
  4. Actions taken in response to evaluation of the highest governance body’s performance with respect to governance of economic, environmental, and social topics, including, as a minimum, changes in membership and organizational practice.

During the year ending 31 March 2021 the Board underwent an independent, externally led evaluation of its performance which included economic, environmental and social topics integral to our Strategy.

For more information see page 111 of the Annual Report.

GRI 102-29

Full Disclosure

Identifying and managing economic, environmental and social impacts

  1. Highest governance body’s role in identifying and managing economic, environmental, and social topics and their impacts, risks, and opportunities – including its role in the implementation of due diligence processes.
  2. Whether stakeholder consultation is used to support the highest governance body’s identification and management of economic, environmental, and social topics and their impacts, risks, and opportunities.

The Executive Committee is responsible for identifying and managing economic, environmental, and social topics and their impacts, risks, and opportunities as outlined in GRI 102-20. Our Sustainability Strategy has been approved by the Board and regular updates are given on key topics including carbon strategy, climate risk, community engagement and inclusion and diversity. See page 115 to 116 of the Annual Report.

As noted in the ESG Strategy – Materiality Assessment section of our Annual Report (see page 64), we are focusing on issues that matter most to our stakeholders and to Babcock and this will help influence our sustainability agenda and our priorities.

This year we have set out our material issues and explained why they matter. We did this by reviewing the list of topics from our 2019 stakeholder engagement, assessing our impact across the value chain and versus global standards.

GRI 102-30

Full Disclosure

Effectiveness of risk management processes

Highest governance body’s role in reviewing the effectiveness of the organization’s risk management processes for economic, environmental, and social topics.

The Board is responsible for the Group’s risk management and internal control systems and delegates certain risk management activities to the Audit Committee, including the annual review of the systems’ effectiveness.

Details of the Group’s risk management processes can be found in the Annual Report on page 131.

GRI 102-31

Full Disclosure

Review of economic, environmental and social topics

Frequency of the highest governance body’s review of economic, environmental, and social topics and their impacts, risks, and opportunities.

The Audit Committee reviews aspects of the risk management and control system at its meetings, at least four times a year, and Executive Committee reviews quarterly principal risks, emerging risks and mitigations.

GRI 102-32

Full Disclosure

Highest governance body’s role in sustainability reporting

The highest committee or position that formally reviews and approves the organization’s sustainability report and ensures that all material topics are covered.

Our Annual Report, including the ESG strategy section, is approved by the Board.

GRI 102-33

Full Disclosure

Communicating critical concerns

Process for communicating critical concerns to the highest governance body.

Our principal risks and how we manage them to ensure that critical concerns reach the Board in a timely fashion are detailed on pages 85 and 131 of our Annual Report.

 

GRI 102-34

Full Disclosure

Nature and total number of critical concerns

  1. Total number and nature of critical concerns that were communicated to the highest governance body.
  2. Mechanism(s) used to address and resolve critical concerns.

Our principal risks with details of how we mitigate against them can be found on pages 87 to 95 of our Annual Report.

GRI 102-35

Full Disclosure

Remuneration policies

  1. Remuneration policies for the highest governance body and senior executives for the following types of remuneration:
    1. Fixed pay and variable pay, including performance-based pay, equity-based pay, bonuses, and deferred or vested shares;
    2. Sign-on bonuses or recruitment incentive payments;
    3. Termination payments;
    4. Clawbacks;
    5. Retirement benefits, including the difference between benefit schemes and contribution rates for the highest governance body, senior executives, and all other employees.
  2. How performance criteria in the remuneration policies relate to the highest governance body’s and senior executives’ objectives for economic, environmental, and social topics.

The Remuneration Committee report in the Annual Report, pages 132 to 153, includes our remuneration policy. As explained in that report, remuneration is driven by both financial and non-financial metrics, which in some cases include environmental as well as economic goals.

GRI 102-36

Full Disclosure

Process for determining remuneration

  1. Process for determining remuneration.
  2. Whether remuneration consultants are involved in determining remuneration and whether they are independent of management.
  3. Any other relationships that the remuneration consultants have with the organization.

The Remuneration Committee is responsible for recommending the remuneration of the Directors and other Senior Executives.

More information is available in the Remuneration Committee report on pages 132 to 153 of the Annual Report. Details of independent third-party remuneration consultants are on page 143.

GRI 102-37

Full Disclosure

Stakeholders’ involvement in remuneration

  1. How stakeholders’ views are sought and taken into account regarding remuneration.
  2. If applicable, the results of votes on remuneration policies and proposals.

During the year the Chair of the Remuneration Committee, Kjersti Wiklund, engaged with the Company’s top shareholders in connection with the Company’s new Remuneration Policy. The policy was approved at the Annual General Meeting on a poll with 99.48% of votes cast for the resolution.

Our policy regarding consideration of employee and shareholder views in connection with Executive Directors’ remuneration can be found on page 142 of the Annual Report.

GRI 102-38

Partial Disclosure

Annual total compensation ratio

Ratio of the annual total compensation for the organization’s highest-paid individual in each country of significant operations to the median annual total compensation for all employees (excluding the highest-paid individual) in the same country.

We disclose the ratio between the CEO’s salary and total remuneration and that of the lower quartile, median and upper quartile UK-based employee in the Annual Report on page 150.

Omission: data by country.

GRI 102-39

Partial Disclosure

Percentage increase in annual total compensation ratio

Ratio of the percentage increase in annual total compensation for the organization’s highest-paid individual in each country of significant operations to the median percentage increase in annual total compensation for all employees (excluding the highest-paid individual) in the same country.

We disclose the percentage change in remuneration from the prior year for the CEO compared to the average UK employee in the Annual Report on page 149.

Omission: data by country.

GRI 102-40

Core

Full Disclosure

List of stakeholder groups

A list of stakeholder groups engaged by the organization.

We engage with internal and external stakeholders on a regular basis, ranging from customers, investors, employees, regulators, suppliers and communities. A list of key stakeholders is included on our website and in the Stakeholder engagement section, on page 114 of our Annual Report.

GRI 102-41

Core

Full Disclosure

Collective bargaining agreements

Percentage of total employees covered by collective bargaining agreements.

53% of Babcock’s employees are covered by collective bargaining agreements (the remainder are represented through our employee forum)

GRI 102-42

Core

Full Disclosure

Identifying and selecting stakeholders

The basis for identifying and selecting stakeholders with whom to engage.

Our stakeholders are identified as all those who affect, are affected or could be affected by Babcock’s business. Babcock is committed to proactively engaging with groups that fit this criteria to ensure that our values remain consistent with theirs and to place an appropriate level of focus on shared key issues. We engage a range of external stakeholders, including customers, investors, employees, regulatory and industry bodies, our supply chain and local communities to understand how they view our activities, and how they consider our performance and reputation economically, socially and environmentally.

For example, it was identified that all of our stakeholders are placing an increasing emphasis on the global sustainability agenda and in response we implemented a new Group-wide environmental, social and governance (ESG) strategy in 2020.

GRI 102-43

Core

Full Disclosure

Approach to stakeholder engagement

The organization’s approach to stakeholder engagement, including frequency of engagement by type and by stakeholder group, and an indication of whether any of the engagement was undertaken specifically as part of the report preparation process.

We engage a range of external stakeholders, including customers, investors, employees, regulatory and industry bodies, our supply chain and local communities to understand how they view our activities. As set out in the Stakeholder engagement section on pages 58 to 61 of our Annual Report, the method of communication and therefore frequency of communication varies depending on how Babcock best engages with each stakeholder.

GRI 102-44

Core

Full Disclosure

Key topics and concerns raised

  1. Key topics and concerns that have been raised through stakeholder engagement, including:
    1. how the organization has responded to those key topics and concerns, including through its reporting;
    2. the stakeholder groups that raised each of the key topics and concerns.

During the Covid pandemic we significantly increased and improved employee communications to enhance and improve employee engagement. These included a weekly CEO and senior leadership Vlog and “Ask David” initiative which encourages all employees to contact the CEO directly as well as the launch of a Babcock app allowing more employees to access communication content that they could previously only access on Babcock devices. Content includes corporate communications, wellbeing content and a forum for employees to interact with one another.

Based on the outcomes of our employee engagement focus groups, employee surveys and listening forums we have been focussing on the topics that employees have highlighted as a priority, those being; communication, pay and reward, leadership and career development. Examples of our work to improve across these areas are the introduction of our BIG Benefits platform and the development of the Babcock Academy. During FY22 we will be moving to a consistent approach to measuring employee engagement across the Group.

GRI 102-45

Core

Full Disclosure

Entities included in the consolidated financial accounts

  1. A list of all entities included in the organization’s consolidated financial statements or equivalent documents.
  2. Whether any entity included in the organization’s consolidated financial statements or equivalent documents is not covered by the report.

Our Financial statements can be found in our Annual Report from page 174. Please refer to the Group entities listed in note 38 on page 264 of the Annual Report.

GRI 102-46

Core

Full Disclosure

Defining report content and topic boundaries

  1. An explanation of the process for defining the report content and the topic Boundaries.
  2. An explanation of how the organization has implemented the Reporting Principles for defining report content.

Through stakeholder and financial analysis, we have identified the Environmental, Social and Governance issues most material to Babcock and most important to Babcock’s stakeholders. At a minimum our reporting includes these issues.

See response to items GRI 101-01 to 101-10 for how we have implemented the reporting principles for defining report content.

GRI 102-47

Core

Full Disclosure

List of material topics

A list of the material topics identified in the process for defining report content.

For a list of material topics see page 64 of the Sustainability Section of the Annual Report.

We determined these topics by reviewing the list of topics from our 2019 Stakeholder engagement, assessing our impact across the value chain and versus global standards.

GRI 102-48

Core

Full Disclosure

Restatements of information

The effect of any restatements of information given in previous reports, and the reasons for such restatements.

If required, Babcock would restate environmental data for the baseline year and intervening years to reflect any changes in the Group structure arising from mergers and acquisitions, changes to the base year, the nature of the business or measurement methods to ensure accuracy, consistency and relevance of the reported information to enable a full and accurate year-on-year comparison. No material restatements have been required for the year ended 31 March 2021, however where appropriate we will adjust prior year figures to include data unavailable last year. Figures for the year ended 31 March 2021 include an element of estimated data.

GRI 102-49

Core

Full Disclosure

Changes in reporting

Significant changes from previous reporting periods in the list of material topics and topic Boundaries.

Not applicable for the year ended 31 March 2021, as this is the first year we are making the Global Reporting Initiative disclosures.

GRI 102-50

Core

Full Disclosure

Reporting period

Reporting period for the information provided.

Year ended 31 March 2021.

GRI 102-51

Core

Full Disclosure

Date of most recent report

If applicable, the date of the most recent previous report.

30 July 2021

GRI 102-52

Core

Full Disclosure

Reporting cycle

Reporting cycle.

Annual

GRI 102-53

Core

Full Disclosure

Contact point for questions regarding the report

The contact point for questions regarding the report or its contents.

Babcock International Group PLC
33 Wigmore Street
London
W1U 1QX
UK

[email protected]

GRI 102-54

Core

Full Disclosure

Claims of reporting in accordance with the GRI standards

  1. The claim made by the organization, if it has prepared a report in accordance with the GRI Standards, either:
    1. This report has been prepared in accordance with the GRI Standards: “Core option”;
    2. This report has been prepared in accordance with the GRI Standards: “Comprehensive option”.

We have prepared this report in accordance with the GRI Standards: Core option.
Refer to the table on page 80 of our Annual Report and in the ESG Reporting page.

GRI 102-55

Core

Full Disclosure

GRI content index

  1. The GRI content index, which specifies each of the GRI Standards used and lists all disclosures included in the report.
  2. For each disclosure, the content index shall include:
    1. the number of the disclosure (for disclosures covered by the GRI Standards);
    2. the page number(s) or URL(s) where the information can be found, either within the report or in other published materials;
    3. if applicable, and where permitted, the reason(s) for omission when a required disclosure cannot be made.

This index serves as the GRI content index and is summarised by the content index on page 80 of our Annual Report and on our website.

GRI 102-56

Core

Full Disclosure

External assurance

  1. A description of the organization’s policy and current practice with regard to seeking external assurance for the report.
  2. If the report has been externally assured:
    1. A reference to the external assurance report, statements, or opinions. If not included in the assurance report accompanying the sustainability report, a description of what has and what has not been assured and on what basis, including the assurance standards used, the level of assurance obtained, and any limitations of the assurance process;
    2. The relationship between the organization and the assurance provider;
    3. Whether and how the highest governance body or senior executives are involved in seeking external assurance for the organization’s sustainability report.

The Group is committed to reporting accurate and reliable non-financial information, and the information reported is subject to detailed and thorough internal review. For the year ended 31 March 2021 the Group has not sought external assurance for the Sustainable Business section of the Annual Report.