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Our People h Planet Plan Report 2025
Supporting communities, our planet and each other
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Introduction Our Planet Our People Our Foundations Our Governance
What's in this report?
Introduction
Our People & Planet Plan 1
Group Chief Executive introduction 2
Our year in numbers 4
Our Planet
Progress against goals 5
Our Climate Transition Plan summary 14
Our People
Progress against goals 15
Creating greener and fairer communities 24
Our Foundations
Customers, Colleagues, Ethics, Environment 29
Our Governance
Governance, Sustainable Development Goals, KPIs 35
Introduction
Our Planet
Our People
Our Foundations
Our Governance
1
Our People h Planet PlanSupporting communities, our planet and each other
People
Planet
Supporting every colleague to be themselves
to better serve our customers and communities.
We want to:
Create an engaged team that reflects the full diversity of the communities we serve by 2030(1)
Recruit 3,500 apprentices and provide career development opportunities for under-represented groups by 2030 (2,000 apprentices by the end of 2025)
Supporting every customer to live more sustainably.
We want to:
Help our customers be net zero by 2050 (28% greenhouse gas intensity reduction by the end of 2030)
Be a net zero business by 2040
(50% greenhouse gas reduction by the end of 2032)
Inspire colleagues to give 100,000 days to build inclusive communities by 2030 (35,000 days by the end of 2025)
Doing business responsibly
Underpinned by strong foundations to ensure we act fairly and ethically - from customer service to human rights
(1) All company and senior leaders to reflect latest 2021 Census data for working populations. This means 48% women, 18% ethnically diverse, 20% disability, 3% LGBTQ+ and 4% ex-service by 2030 (40% women, 16% ethnically diverse, 10% disability, 3% LGBTQ+ and 3% ex-service by the end of 2025).
Introduction Our Planet Our People Our Foundations Our Governance 2
Group Chief Executive introductionWith this year starting as one of the warmest on record and disruption in the Strait of Hormuz triggering another surge in energy prices, our purpose - energising a greener, fairer future - remains at the forefront of my mind.
Recent events have reinforced my conviction that we must not only transition to a more sustainable energy system, but we must do so in a way that strengthens energy security, resilience and affordability, to deliver a fairer outcome for customers and wider society.
Delivering this transition while maintaining energy security and affordability requires careful choice and disciplined execution.
Against this backdrop, our People & Planet Plan keeps us focused on what matters most.
It accelerates our progress towards net zero, builds the inclusive and skilled team we need to succeed, and ensures we continue to make a big difference in our local communities. I'm incredibly proud of
the progress we've made since launching the Plan in 2021, and of what we've achieved during the last year. Technology and innovation are playing an
increasingly important role in enabling this progress, helping us deliver better outcomes more efficiently.
Looking back at 2025, it's clear that the energy transition is well underway. More than ever, however, it's also clear that the transition needs to be measured and orderly, drawing on a broad mix of technologies and energy sources. Gas and gas storage, for example, will continue to play an important role in maintaining a secure and reliable energy supply
as the transition deepens and more intermittent renewables come online. As Chief Executive I must strike the right balance between enabling
decarbonisation at pace, with keeping energy secure and affordable. We remain focused on ensuring this progress translates into tangible outcomes for our customers, communities and shareholders.
This doesn't represent a retreat from net zero. Last year we brought forward our own operational net zero target by five years to 2040, whilst maintaining our commitment to help customers reach net
zero by 2050 in line with national and international
decarbonisation targets. It does, however, require us to take a more nuanced pathway to net zero because it's our responsibility as a leading energy supplier
in the UK and Ireland, to make investments that will enable the energy system to transition responsibly
- investments that could see our own emissions rise for a short period, before they come back down
again. Just recently, we strengthened energy security by acquiring Severn's 850MW combined-cycle gas turbines (CCGTs) which built on last year's critical gas infrastructure investments - from acquiring the Isle of Grain Terminal which is the UK's largest Liquefied Natural Gas import facility, to securing a long-term gas supply agreement with Equinor through to 2035. At the same time, we continued to grow a resilient low carbon power supply, including our decision to invest in the Sizewell C new nuclear power station and to form a new partnership with X-energy to bring up to 6GW of advanced modular nuclear power to the UK.
Introduction Our Planet Our People Our Foundations Our Governance 3
These investments aren't just good for the energy system; they will unlock a new generation of much-needed skilled jobs and act as a powerful catalyst for economic growth. Building the wider capabilities required to lead the energy transition, is essential. That's why we're a leading apprenticeship provider and why our new £35m Centrica Park in Lutterworth is opening this year, ready to equip our apprentices and engineers with the skills, innovation and expertise to deliver for customers today, and for decades to come.
Key to achieving this and ensuring no one is left behind in the energy transition, is having diversity of thought and experience within our team, to ensure we can think differently and innovatively. Creating a team that truly reflects the communities we serve takes time but recognition from organisations such as The Times Top 50 Employers for Gender
Equality, is something I'm immensely proud of - and a sign that we're moving in the right direction.
I'm acutely aware that the steps we've taken to simplify our business so that we can better deliver the energy transition, hasn't been easy for colleagues. I'm deeply grateful for their continued dedication to serving customers and communities whilst navigating necessary change. Their commitment to giving their best every day is what powers our success and underpins our culture of continuous improvement - reflected in British Gas being named Uswitch's 'most improved energy company' for the second year.
Our success, in turn, enables the resources and reach to go the extra mile for customers and communities - whether that's providing industry-leading support to help people manage their energy
bills, or empowering colleagues to volunteer more than 10,000 days each year to support local communities.
The progress we've made gives me real confidence in what lies ahead. Just as we've done for more than 200 years, we'll keep driving the change that's needed because standing still isn't an option.
Ultimately, this is about making a meaningful difference for the customers and communities we serve, whilst building a more sustainable and resilient business for the future.
Chris O'Shea,
Group Chief Executive
Introduction
Our Planet
Our People
Our Foundations
Our Governance
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Our year in numbersZero carbon content of our UK electricity fuel mix
Award winners
Top employer rankings including The Times Top 50 Employers for Gender Equality and Glassdoor's Best Places to work in the UK
Volunteering days donated by colleagues
19.5GWRenewable and flexible capacity under management
>100kMental health and wellbeing interactions to empower colleagues to be at their best
72kPeople supported with their energy bills via the British Gas Energy Trust
70%Reduction in gross GHG emissions
from our operations over the last decade
Apprentices welcomed to our team
~900Good causes supported locally through volunteering, donations and fundraising
Our Planet
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Our Planet
Supporting every customer to live more sustainably
Goal 1Help our customers be net zero by 2050 6
Goal 2Be a net zero business by 2040 10
Our Climate Transition Plan summary 14
Our People Our Foundations Our Governance 6
By 2050, we want to:
Help our customers be net zero (28% greenhouse gas intensity reduction by the end of 2030)(1)
2025 Progress against goal:
18%
Net zero goal measures the greenhouse gas (GHG) intensity of
our customers' energy use including electricity and gas with a 2019 base year of 182gCO2e/kWh. Target is normalised to reflect acquisitions and divestments in line with changes in Group customer base. It's also aligned to the Paris Agreement and based on science to limit global warming, corresponding to a well below 2°C pathway initially and 1.5°C by mid-century.
Restated due to availability of improved data.
The biggest thing we can do to tackle climate change, is to help our customers transition to lower carbon and sustainable energy use.
This is because around 90% of our total GHG emissions (Scope 1, 2 and 3) comes from
gas and electricity consumed by customers (Scope 3). Towards this in 2025, our energy, services and solutions helped reduce the GHG intensity of our customers' energy
use by 18% against the 2019 base year. This means we're currently ahead of our goal glidepath and remain on track
to achieve our mid-and long-term goals.
Savings since 2019 were predominantly driven by the continued decarbonisation of the energy we sell, alongside energy efficiency and optimisation solutions such as our Hive smart thermostats and electric vehicle (EV) chargers. Savings were up from the 10%(2) reduction achieved in 2024, mainly as a result
of the zero carbon content of our
reported electricity fuel mix in the
1.5m homesUK rising from 77% to 90% against the national average of 58%.
Equivalent annual emissions saved from the energy, services and solutions we've delivered since 2019
Our Planet
Introduction
Goal 1Introduction Our Planet Our People Our Foundations Our Governance 7
During the year, we helped customers decarbonise power, heat and transport. For example, we:
Expanded market-leading capability to make low carbon technology more affordable
with initiatives like heat pump performance guarantees that supported 2,400 heat pumps being sold last year;
Empowered over 1.3m customers to shift energy use away from peak demand with PeakSave to cut carbon, costs and pressure on the grid (see page 8); and
Enabled a route-to-market for renewable and flexible capacity under management which totalled 19.5GW - 81% of which was renewable energy and is equivalent to powering around 29m electric vehicles (EVs).
Spotlight:
Powering farms sustainably
Working with the Irish Farmers' Association, Bord Gáis Energy continues to help farmers overcome barriers to rooftop solar by providing affordable, high-quality solar PV solutions across farm types. This supports long-term sustainable farming by lowering energy costs and supporting carbon reduction targets.
1,129tCO2eAnnual GHG emissions saved during 2025 - equivalent to planting 1,600 trees
Spotlight:
Manging energy in the home
Building on the smart thermostat, Hive also offers heat pump controls, solar panels, battery storage and EV charging solutions, with the latter two designed to use energy when it's cheapest and cleanest via the Hive app. In 2025, we made it easier to control energy around the home by enabling third-party
eco-tech to be managed alongside our own Hive solutions, resulting in 3m energy devices being connected to the platform.
£744mCumulative energy bill savings via the Hive smart thermostat since 2013
738kHomes that could be powered for one year with energy savings generated from the thermostat
To support our green and standard tariffs, we continued to buy and trade energy certificates responsibly, including Renewable Energy Guarantees of Origin and Nuclear Declarations. Although some studies have suggested that certificates alone may
not provide a strong enough incentive to drive the additional renewable or zero carbon generation needed to deliver net zero, we believe they have been important in enabling the
development and marketing of renewable and low carbon tariffs. We continue to listen to stakeholder feedback to ensure our actions align with expectations, and as a consequence, we've maintained the purchasing of certificates which is guided by our internal framework to ensure quality and value for customers.
As set out in our Climate Transition Plan (see page 14), we remain committed to helping customers reduce emissions including via 2030 climate ambitions to connect 5m energy devices to the Hive platform and supply 100% renewable or zero carbon power in the UK and Ireland.
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Case study:
Saving with PeakSave
Customers are shifting their electricity use to help save money and the planet.
PeakSave rewards homes and businesses for shifting their electricity usage to times when there's less demand like a Sunday, or when more renewable electricity is available on the grid. This helps customers cut bills whilst supporting a more sustainable energy system by reducing the need for additional generation at peak times, or by harnessing excess green energy.
With many households and businesses - including pubs, restaurants and salons - under pressure from the cost of living, PeakSave provides a welcome boost to finances. Hundreds of thousands of customers joined the scheme last year, with over 1.3m PeakSavers onboarded by the
end of 2025. By participating in PeakSave, customers have also been able to save over 4,000tCO2e which is equivalent to taking around 2,500 petrol-fuelled cars off the road for an entire year.
PeakSave is available to any customer who has a smart meter and wants to get involved.
>£46mCollective energy bill savings by PeakSavers
I have structured my washing, bulk cooking and using my tumble dryer only to a Sunday! It's helped me form a routine which is so helpful in my busy life, and I know I will be saving so much money whilst doing this.
A residential customer, Newcastle upon Tyne
We received an email regarding PeakSave and it was very easy to enrol… Every little helps, especially when everything is so tight these days… we are one of the
smaller companies but our electricity bill is one of our main expenses due to the machinery we use heavily every day.
A business customer, Buckinghamshire
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Case study:
Driving EV adoption forward
British Gas and Zaptec - Europe's leading EV charger brand - are piloting the UK's first communal EV charging tariff to make charging fairer and more affordable.
The lack of fair and accessible charging options available for people without access to private off-road parking, has been a barrier to EV adoption. For people living in flats and shared living spaces who drive an EV, they're reliant on using communal chargers which are more expensive than plugging in to charge at home.
The 12-month pilot announced in 2025, is designed to tackle this disparity by reducing costs for both residents and building owners alike. British Gas expects residents taking part in the pilot to see charging costs fall by over 50% on average, with a day rate of around 25p per kWh and night rates of roughly 17p per kWh.
Landlords should also benefit from a step change in shared infrastructure costs which are likely to drop from around £400 to £40 per month, making onsite
EV charging more financially viable.
The pilot will gather insights into how communal chargers are used to help shape future roll-outs and the ability to tailor solutions to customer needs.
Until now, residents in flats and shared buildings have been stuck on the sidelines of the EV transition. Partnering with British Gas allows us to deliver a complete, scalable solution that makes communal charging both practical and affordable and that's a major step forward for EV accessibility in the UK.
Michael Braybrook,
Managing Director UK at Zaptec
50%Expected reduction in charging costs
Average public charging rates taken from Zap Map charging price index, May 2026.
By 2040, we want to:
Be a net zero business (50% GHG reduction by end of 2032)(1)
2025 Progress against goal:
On track Behind Reduction† Included in DNV's independent limited assurance report.
See page 38 or centrica.com/assurance for more.
(1) The net zero goal measures Scope 1 (direct) and 2 (indirect) GHG emissions based on operator boundary. Comprises emissions from all operated assets and activities including the shipping of Liquefied Natural Gas (LNG) alongside the retained Spirit Energy assets in the UK and the Netherlands. Non-operated nuclear emissions are excluded. Target is normalised to reflect acquisitions and divestments in line with changes in Group structure against a 2019 base year of 2,120,446tCO2e. It's also aligned to the Paris Agreement and based on science to limit global warming, corresponding to a well below 2°C pathway initially and 1.5°C by 2040.
We've made good progress in cutting the GHG emissions across the breadth of our business - from our property portfolio and assets, to our road fleet.
Goal 225%†
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Towards our goal, we've achieved a 25% emissions reduction against the 2019 base year. This was up on the 18% reduction achieved in 2024 following lower emissions from LNG shipping, power generation and gas production including an unplanned outage at Barrow Terminal. Sustainable savings were also delivered from gradually rolling out EVs across our road fleet and optimising property energy use, supported by our flexible approach to working which enables colleagues to work from home
or the office (see page 17).
Having successfully converted 33% of our van fleet
to zero emission, we've decided to revise our ambition for our vans to be zero emission by 2030. Although charging infrastructure is expanding, coverage of public rapid EV chargers remains challenging, with charging delays posing a risk to customer service.
From 2026, we'll instead work towards a 100% zero emission van order book by 2030 which remains aligned with evolving best practice and national targets. Following our hydrogen vehicle trial with Ryze Power during 2025, we'll continue to assess the potential for hydrogen vehicle adoption to help meet this ambition, if the technology becomes available
at scale in future years. It remains our ambition to achieve 100% zero emissions for our car fleet by the end of 2026. By the end of last year, our 100% EV company car policy had contributed to over 90% of our car vehicle fleet being zero emissions.
2045 → 2040We've accelerated our net zero target by five years to 2040 - putting us a decade ahead of global expectations for delivering net zero
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Although we're ahead of our net zero glidepath for our business and currently on track to meet our mid- and long-term goals, our route to net zero won't be linear. This is because for the energy transition to be a success, we must balance reducing emissions with ensuring a reliable
and affordable energy supply that not only protects people from intermittency as renewables scale, but safeguards against geopolitical risk and associated price spikes.
Consequently, it's widely accepted that gas, the primary source of our GHG emissions, will remain an important part of the energy transition in the near-to-mid-term.
As a leading energy company in the UK and Ireland, we have a system-wide responsibility to help meet the energy needs of these nations - and governments
are increasingly seeking our involvement to do so. This means investing in clean power driven by our green-focused investment strategy whilst also securing sufficient back-up capacity with gas-based solutions. In 2025, we therefore continued to invest billions of pounds in renewable and low
carbon capacity which included the Sizewell C new nuclear power station and X-energy partnership to deploy advanced modular nuclear power reactors (see pages 12 to 13). In parallel, we also secured essential gas supplies demonstrated by our deal with Equinor to obtain 5bn cubic meters of gas a year out to 2035 alongside our acquisition of the
Isle of Grain LNG Terminal (see page 12), whilst
We'll continue to seek emission reduction opportunities aligned with our climate ambitions set out in our Climate Transition Plan (see page 14) - including net zero gas production and gas storage by 2035. Future developments to achieve this include the Morecambe Net Zero carbon storage project which has the potential to be the UK's largest carbon storage hub, alongside hydrogen production and storage opportunities in the Humber region.
49%Total investment in green activities through our green-focused investment strategy, against our ambition for 50% between 2023-28
- a significant increase from less than 5% in 2019
constructing four peaking power plants which will initially run on gas before switching to clean hydrogen when available. These necessary steps mean our emissions are likely to rise
from 2026, before falling again from 2029.
(1) Represents our gross reductions. This differs from our net zero goal which is normalised for acquisitions and divestments against the base year.
70%Our gross GHG emissions reduction over the last decade(1)
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Some of our key low carbon and transition asset investments made in 2025
UK-first for hydrogen
Brigg Energy Park became the UK's first power station to be part fuelled by clean hydrogen. Developed in partnership with HiiROC and supported by the Net Zero Technology Centre, the trial confirmed that the plant can run on a blend of natural gas and hydrogen. The site also completed construction of an additional peaking power station and battery system to facilitate the deployment of renewables onto the gird, with a 150MW combined capacity - capable of powering around 100,000 homes during periods of peak demand.
New nuclear build
Our 15% equity stake in the Sizewell C new nuclear power station was secured with our
£1.3bn investment. The 3.2GW asset supports the future delivery of reliable, low carbon power to 6m homes for at least 60 years. This investment is in addition to our 20% stake in the UK's existing nuclear fleet.
Leading LNG terminal
We acquired a 50% equity stake in the Isle of Grain LNG terminal in partnership with Energy Capital Partners, having purchased it from National Grid for £200m. The facility is the largest for LNG imports in the UK and for regasification in Europe. Our investment in this asset therefore plays a critical role in improving energy security, with 1,000,000m3 of LNG storage enabling rapid response regasification capacity of up to 21.7bcm of gas per year.
Our People Our Foundations Our Governance 13
Case study:
Investing in advanced nuclear technology
Last autumn, Centrica and X-energy, entered into a joint development agreement to deploy the UK's first Advanced Modular Reactors (AMR), with a formal
proposal now submitted to the Government's Advanced Nuclear Framework Pipeline.
EDF and Centrica's Hartlepool site has been identified as the preferred first location for X-energy's Xe-100 AMRs. Here, the 12-unit AMR totalling 960MW of capacity, could generate over
£12bn in economic value as it brings clean, safe and affordable power to homes and industries whilst boosting the domestic and global supply chain. The fleet is planned to eventually total up to 6GW which could mobilise at least £40bn in economic value.
The proposed development will also aid the development of high value careers in the clean energy sector. With the site adjacent to the existing Hartlepool nuclear power station that's due to cease generation in 2028, the AMRs could help redeploy the existing skilled workforce. In support of equipping local people with green skills, a
memorandum of understanding has been established to create a new Nuclear and Electrical Trades Academy in partnership with X-energy, Hartlepool Borough Council, Hartlepool College of Further Education and the Hartlepool Development Corporation alongside ourselves.
Centrica will provide initial project capital for the power station plans, with the ambition of initiating full scale activities in 2026 subject to regulatory approvals. Discussions are underway with potential equity partners and leading engineering and construction firms, with the aim of establishing a UK-based development company to deliver on this and future projects.
Mid-2030sFirst electricity generation expected
1.5mHomes to be powered with clean energy generated by the proposed 12-unit e-100 AMRs
Introduction
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Our Climate Transition Plan2025 Progress:
On track Behind† Included in DNV's independent limited assurance report. See page 38 for more.
The glidepath trajectory for ambitions is not linear as they were modelled around the expectation that demand would increasingly grow, resulting in accelerated delivery as we near the target date.
Working electricity smart meter.
Progress is not measured quantitatively. Progress is instead measured through a range of factors including operational efficiencies as well as the development of policies, permits, licences, technology and partnerships needed to achieve net zero by the ambition date.
The ambition for our van fleet has been revised from 2026 onwards (see page 10).
Net zero targets supported by climate ambitions(1) | 2025 Progress |
Help our customers be net zero by 2050 (28% GHG intensity reduction by 2030) | 18% reduction |
5m devices connected to the Hive platform by 2030 20,000 heat pumps sold to customers by 2030 80% of electricity customers with access to smart services in the UK by 2030(2) 33% of customers engaged in green or flexible energy in the UK by 2030 100% supply of renewable or zero carbon power in the UK and Ireland by 2030 Engineers with green skills in the UK and Ireland - 3,000 by 2030 | 3.0m 2.4k 69% 19% 90% 1.9k |
Be a net zero business by 2040 (50% GHG reduction by 2032) | 25% reduction† |
Net zero baseload power generation by 2034-39 Net zero gas production by 2035 Net zero gas storage by 2035 Net zero LNG shipping by 2035 Zero emissions vehicle fleet - Cars: 100% by 2026 Zero emissions vehicle fleet - Vans: 100% by 2030(4) Over 50% green investment from 2023-28 | - (3) 91% |
33% | |
49% |
It's been three years since we launched our first Climate Transition Plan - so in 2025, we updated it to go further and faster towards net zero.
Every three years in line with best practice, we update our Climate Transition Plan to ensure it remains relevant. Our refreshed Plan reinforced our net zero 2050 commitment for customers and accelerated our net zero plan for our business from 2045 to 2040 (see page 10).
We also set out more clearly how we plan to decarbonise over the next five-to-ten years with the introduction of a new suite of climate ambitions that strengthen delivery towards our net zero targets.
Achieving these ambitions depends on key external factors, including supportive policy development alongside the development and uptake of both existing and emerging technologies. That's why we'll continue to work closely with government, partners, customers and others, to ensure everyone plays their part in the journey to net zero and we don't leave anyone behind.
We put our updated Plan to a shareholder advisory vote at the AGM during 2025 which secured 93.44% support, up from 79.96% three years earlier. We'll keep engaging
investors, shareholders and wider stakeholders to maintain an open dialogue on what it will take to deliver net zero.
- Read more at centrica.com/climatetransition
Introduction
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Our Foundations Our Governance 15
Our People
Our People
Supporting every colleague to be themselves to better serve our customers and communities
Goal 3Create an engaged team that reflects 16
the full diversity of the communities we serve by 2030
Goal 4Recruit 3,500 apprentices and provide 19
career development opportunities for under-represented groups by 2030
Goal 5Give 100,000 days to build inclusive 23
communities by 2030
Creating greener and fairer communities 24
By 2030, we want to:
Create an engaged team that reflects the full diversity of the communities we serve(1)
2025 Progress against goal:
On track BehindTo get to net zero, we need the best team - a diverse mix of people and skills, where everyone feels counted, welcome and able to succeed.
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Introduction
In doing so, different thoughts and ideas can come together and drive the energy transition forward in a way that leaves no one behind.
Following the launch of our goals in 2021, leadership shared an open letter with colleagues outlining plans to attract, promote and retain more diverse talent. Progress followed, with improvements of up to 6ppts since 2021 and 1ppt during 2025. Initial gains were driven by
2030
Women
48%
40%
34%
30%
Goal(1)
2025
Milestone
All company(2)
Senior leaders(2)
stronger recruitment and retention practices, whilst recent efforts have centred on building a more inclusive culture and strengthening succession planning - initiatives that take longer to show measurable impact.
Ethnically diverse | 18% | 16% | 16% | 10% |
Disability | 20% | 10% | 6% | 6% |
LGBTQ+ | 3% | 3% | 4% | 2% |
Ex-service | 4% | 3% | 2% | 3% |
- Excluding Field engineers - - 43% 34%
Aligns with latest 2021 Census data for working populations.
Beyond gender, data is based on voluntary disclosure of 94% ethnically diverse, 53% disability, 61% LGBTQ+ and 4% ex-service. All company relates to everyone who works for Centrica.
Senior leaders include colleagues above general management and spans senior leaders and the Centrica Leadership Team.
Like many in our sector, increasing women in engineering remains our big focus given our team reflects the male-dominated market which impacts our overall gender representation that's otherwise on
Top 50Ranked in The Times Top 50 Employers for Gender Equality for the fourth consecutive year and the Glassdoor Top 50 Best Places
to Work in the UK for the first time since 2017
track (see second row in table). Diversifying senior levels and growing disability representation are also key areas we continue to work on.
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In 2025, we strengthened inclusion by embedding our Every Colleague Counts Action Plan and associated inclusion campaign to drive progress and accountability. For example, we:
Ran targeted campaigns to attract more women into engineering via our award-winning apprenticeship programme (see page 19), including a collaboration with social media influencer Holly Hobbs to break down barriers to entry by going 'undercover' to demystify the application process;
Worked with our fantastic 10+ colleague-led diversity networks and trade unions in the UK to quadruple paternity leave from two to eight weeks fully paid, and develop a sector-first Transgender Inclusion Policy for colleagues undergoing gender affirming treatment;
Ensured wider industry-leading support was available for colleagues - from providing our working carers with up to 30 days paid leave when matched with annual leave, to
providing up to £15,000 for fertility treatment via our Pathway to Parenthood programme;
Enabled colleagues to benefit from flexible working via FlexFirst. This gives colleagues the choice to shape their schedule to individual needs - whether that's coming into the office to connect, adjusting core hours for things like the school run, or working from home to focus;
Provided opportunities for all colleagues to develop and progress their careers.
Our MyLearning Campus hosts hundreds of on-demand and live learning sessions that put
colleagues in the driving seat of their professional development. Meanwhile, tailored development and mentoring opportunities are also available
for colleagues from under-represented groups via external programmes like Mission Include and Aspire, as well as in-house initiatives such as reverse mentoring which pairs leaders with junior colleagues to enable mutual learning; and
Introduced new preventative sexual harassment training to help eliminate this issue which often goes un-reported in society. All managers
in the UK completed the training and were provided with toolkits to enable meaningful conversations within their team.
In 2026, we'll continue to embed our Ever Colleague Counts Action Plan to help every colleague feel they belong, are counted and included. Our particular focus for the year ahead will be on attracting, developing and retaining more women in our team, working with our networks and Shadow Board to grow our culture of inclusion and ensuring consistent application of our policies to uphold fairness.
We also hope to encourage more colleagues to disclose their diversity information so that we can better support our people and track progress more effectively. To grow momentum, 2025 milestones have been superseded with 2028 milestones for our team to be 45% women, 17% ethnically diverse, 15% disability, 3% LGBTQ+ and 3% ex-service.
Best Network Initiative of the YearAwarded to our +Network for LGBTQ+ colleagues, for their effiorts to co-create our pioneering Transgender Inclusion Policy at the Employee Network Awards
The VOICE network had another great year running events, panel debates
and inputting into policy discussions. Helping lead VOICE is really rewarding as I get to see first-hand the difference it's making in educating colleagues, driving change and empowering
our communities.
Abdul Kamara,
Net Zero Policy Lead at Centrica and
Co-Chair of VOICE (our ethnicity network)
After returning to work from maternity leave, I felt like a whirlwind of emotions! The tea and chat sessions held by the Working
Parents Network and Mental Health First Aiders reminded me that I
was still a capable professional and left me believing, 'I've got this'.
Elaine Kelly,
Corporate Affairs Manager at Bord Gáis Energy
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Hear how we're supporting colleagues to thrive
Without the Carers Policy and Carers Network, I don't know how I would have coped. The flexibility
and understanding made a massive difference. It enabled me to juggle work and be there for my parents when they've needed me.
Stephen Scott,
Customer Fulfilment Manager at British Gas and carer
Being part of the Shadow Board has given me the confidence to bring
my whole self to work. It shows that diverse perspectives are genuinely valued and that your voice can be heard at the highest levels, helping
to shape the company's future.
Rani Samra,
Head of Operational Technology & Security Risk at Centrica and Shadow Board member
