Building the future Centrica

Today’s interim results reflect the enormous strides we’ve taken to simplify and modernise our business, and our balance sheet has been significantly strengthened. But making difficult decisions to reverse a decade of decline and protect the future of almost 20,000 UK jobs, has not been easy. Through the challenges of Covid and the longest period of industrial action our company has faced, we’ve learnt a lot about how we can do things differently in the future.

Having listened to colleagues, we know they are empowered by greater flexibility as it gives them the work life balance that they need. Our direct labour model is a significant part of what makes our trusted British Gas engineers and our brand unique. To deliver at our best Centrica must be a truly diverse and inclusive place to work, one that reflects the world we live in, the customers we serve and one where anyone can succeed.

There is still more to do to achieve this and ensure our company is sustainable, competitive, and can grow. But I’m pleased to announce that an agreement reached with our trade unions this week brings to a close the GMB’s dispute with the company and this will help us do more collectively. My intention is and always has been to work in partnership with all four of our trade unions and we can now focus on what unites us, which is:

1.?????Creating a truly flexible model for all colleagues

We want to give everyone the flexibility to work in a way that suits their individual needs, while ensuring the needs of our customers are met. During the first wave of lockdown,15,000 people across Centrica shifted to home working, so we know that this model works for us. By looking after our colleague’s well-being, we know they will in turn look after our customers. We’re making sure our ‘flexible first’ approach is accessible to all our people, from those in call centres to head office.

2.?????Protecting and growing well paid and highly skilled jobs

Our recent changes to employee terms and conditions and putting our company on a more sustainable footing was a difficult but necessary step. It has allowed us to unlock our ability to recruit 1,000 green apprentices over the next two years, with the ambition that 50% are women. These apprentices are the faces of our future and their stories and ambitions are inspiring. In a few short months almost 200 apprentices have started their training, 80 are women.

3.?????Providing opportunities for the ‘engineer of the future’

We’re preparing for the green energy transition. We are committed to cross-skilling our 7000-strong engineering workforce to be able to fit EV charging points needed to accelerate electric vehicle adoption, and heat pumps, one of the solutions needed to decarbonise homes. We also want to preserve the expert knowledge we have. That’s why in line with our new way of working, we have a “flexible retirement programme” where eligible engineers can take their pension, while continuing to work part time and mentor new engineers.

We must focus on what we do best, which is serving our customers, and ensuring we can help them as we transition to a net zero emissions world. Looking to the future, decarbonising homes is where the net zero and levelling up agenda collides in a positive way. The green economy could create thousands of new well-paid jobs, encourage private investment and level-up communities across the UK. The apprentices we are recruiting now will be creating the low carbon homes of the future and we are equipping them with the skills needed to make that possible.?Therefore, the green energy transition represents a huge opportunity. We look forward, together with our unions, to playing a key part in helping the country achieve its net zero ambition.