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One of the world’s largest nuclear energy groups is to devolve its corporate responsibility planning to four new businesses within the organization.
The four divisions at British Nuclear Fuels (BNFL) will start implementing individual CSR business plans this month, although they will be guided by the group’s overriding priorities. Each will have a senior executive responsible for co-ordinating the plans and will report quarterly to the BNFL group chief executive Mike Parker.
The businesses – Westinghouse (technology and equipment), Nuclear Sciences and Technology Services (research and scientific services), Spent Fuel Services (nuclear fuel recycling contracts) and British Nuclear Group (nuclear clean-up) – have been set up after a radical reorganization of the nuclear industry by the UK government.
BNFL recently finalized a group-wide CSR strategy and has tailored it to the new structure. ‘We didn’t want CSR to be a corporate initiative that was not owned by the businesses,’ said John Turner, BNFL’s corporate responsibility manager. ‘Having created four new businesses, it was obvious that we would have to drive CSR down that way too. This approach will enable each business to develop its own vision and strategy on CSR while still being challenged at senior group level in a quarterly review.’
Turner emphasized that the group’s main social priorities, given the nature of the nuclear industry, would remain health and safety and environmental performance.
‘Those targets are well set and established, but there are other things such as community engagement that can be tailored differently by the four businesses according to what is relevant to them,’ he said.
Turner will shortly become group head of corporate responsibility, overseeing strategy in this area for the four businesses and ‘spreading best practice across the group’.
BNFL also has a corporate responsibility executive committee consisting of the chief executives of the four businesses plus Parker and heads of health and safety, communications and other functions. There will be a CSR internal review every spring and the group will publicly report on its performance at the end of each year.
Last month BNFL published its first all-encompassing corporate responsibility report, which brings together data previously contained in its annual environment, health and safety report and standalone CSR reports. The new document, produced in response to requests from UK stakeholders for a combined report, was assured by Ernst & Young.
It reports that BNFL’s recordable accident rate fell to 0.66 incidents per 200,000 hours worked last year, from 0.89 the previous year, but that there was an increase in the discharge of radionuclides from its Sellafield Fuel Handling Plant.
BNFL has 23,000 employees in 16 countries and made pre-tax losses of £299million ($570m) in 2003-04.
The four divisions at British Nuclear Fuels (BNFL) will start implementing individual CSR business plans this month, although they will be guided by the group’s overriding priorities. Each will have a senior executive responsible for co-ordinating the plans and will report quarterly to the BNFL group chief executive Mike Parker.
The businesses – Westinghouse (technology and equipment), Nuclear Sciences and Technology Services (research and scientific services), Spent Fuel Services (nuclear fuel recycling contracts) and British Nuclear Group (nuclear clean-up) – have been set up after a radical reorganization of the nuclear industry by the UK government.
BNFL recently finalized a group-wide CSR strategy and has tailored it to the new structure. ‘We didn’t want CSR to be a corporate initiative that was not owned by the businesses,’ said John Turner, BNFL’s corporate responsibility manager. ‘Having created four new businesses, it was obvious that we would have to drive CSR down that way too. This approach will enable each business to develop its own vision and strategy on CSR while still being challenged at senior group level in a quarterly review.’
Turner emphasized that the group’s main social priorities, given the nature of the nuclear industry, would remain health and safety and environmental performance.
‘Those targets are well set and established, but there are other things such as community engagement that can be tailored differently by the four businesses according to what is relevant to them,’ he said.
Turner will shortly become group head of corporate responsibility, overseeing strategy in this area for the four businesses and ‘spreading best practice across the group’.
BNFL also has a corporate responsibility executive committee consisting of the chief executives of the four businesses plus Parker and heads of health and safety, communications and other functions. There will be a CSR internal review every spring and the group will publicly report on its performance at the end of each year.
Last month BNFL published its first all-encompassing corporate responsibility report, which brings together data previously contained in its annual environment, health and safety report and standalone CSR reports. The new document, produced in response to requests from UK stakeholders for a combined report, was assured by Ernst & Young.
It reports that BNFL’s recordable accident rate fell to 0.66 incidents per 200,000 hours worked last year, from 0.89 the previous year, but that there was an increase in the discharge of radionuclides from its Sellafield Fuel Handling Plant.
BNFL has 23,000 employees in 16 countries and made pre-tax losses of £299million ($570m) in 2003-04.
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