BRITISH GAS

BY
GROUP-5
HISTORY
British Gas is part of the Centrica Group.
Best recognized energy brand.
Centrica is a multinational company
Centrica was formed in 1997
 Chairman -Sir Robert Wilson
Consists of eight separate energy-related businesses,
ranging from the supply of gas and electricity to
consumers and organizations in the UK and Europe
The UK energy market is highly dynamic.
 In 2007- 900,000 customers switched energy
providers.
 It needs to show it is not just competitive on
price, but that it can also provide the right levels of
customer service to attract and retain customers.
SERVICES
Supply gas
Installation and maintenance
of domestic central heating and
appliances.
It provides a maintenance and
breakdown service for electrical
white goods and home wiring.
Through the Dyno brand,
British Gas also offers drain
clearing services, plumbing and
home security services. 
Role of HRM
 Any organization needs good employees who have the right skills to
achieve the company’s aims and objectives.\

 Meeting customer needs:

 Provides customers competitively priced products and services
 Residential customers are the core base
 Provides top-class services to them to retain their brand identity
• Retaining people:
 It is cost effective to retain trained and highly skilled staff than recruit and
train up new people
 Retains employees by providing monetary and non-monetary benefits
TRIANING
2002 - British Gas established
the British Gas Academy
Training is of ‘3’ kinds:
• Apprenticeships
• Traineeships
• Technical training
British Gas runs an intensive apprenticeship program.
Time period -5y
 latest computer-aided diagnostic technology.
Traineeships
British Gas provides technical training for all its engineers
throughout their careers, for up-to-date information and
technologies
It also provides awareness training through on-line
learning and cultural awareness for its global operations
Workforce planning
The process of assessing a company’s current and
future labor needs
Involves managing any training and recruitment
process to ensure the organization has the right
staff in place
program of forecasting -helps to decide the
number of engineers needed
Makes detailed forecasts
FACTORS AFFECTING WORKFORCE
PLANNING

Workforce requirements are driven by two different demands:

1.contract customers - service agreements with the company.

2. customers who call for one-off assistance if they have a
specific problem
 Health and safety issues are of critical importance
 Updating engineers with information
Recruitment
British gas recruited engineers from diverse
backgrounds
It seeks to ensure that it has socially inclusive
workforce, which reflects the customer base
Recruiting women engineers to increase female
customers
 RECRUITMENT AWARDS
 British Gas' recruitment programmes have achieved various awards during
2009:
 National award from council for registered gas installers (CORGI) for
attracting women engineers
 British Gas won awards from the Local Employment Partnership in the East
Midlands. The awards for ‘Unlocking Talent’ and the ‘Outstanding LEP
Achievement Award’ recognise the company's recruitment work with the
LEP and Jobcentre Plus in the region.
 British Gas has been named in the 2009 Sunday Times's 20 Best Big
Companies to Work For.
 The British Gas Academy won an award from Women into Science and
Engineering (WISE).  The award - for Investor in WISE - rewarded the
efforts British Gas makes to promote science, engineering and
construction to girls and young women.
 Advertising

British Gas uses specialist Sky channels like Parliamentary

Projects TV-focuses on careers
 Passion TV-aimed at black community
 It uses women’s magazines
 Other channels include radio, newspapers.
 
Conditions for recruitment
For apprenticeship:
 Must be at least 16 yrs old
 Have a minimum of 4 GCSE at grade C or above or
equivalent
 Have aptitude for customer service
Application details
 British Gas uses an online application form
 Value-based questionnaire
 Overall responses are rated green, amber or red
 Color reflects the attitudes the applicant has about work and people. This
helps to show which roles a person is best suited to.
 After an initial screening, green and amber applicants are invited to an
interview
SELECTION
The emphasis is very much
upon
core competencies
life skills
Core competencies involve
team working, interpersonal
skills , motivation and
responding to change
Three-part assessment help
British Gas to decide who
receives a job offer
Results in 14 days
Three elements involved
Value based questionnaire responses are
scored

Customer service skills through role plays

Manual dexterity test involving a wiring

exercise ,this decides whether the candidate
has skill to handle small components
 CONCLUSION

British Gas is able to ensure it gets the right people with

the right skills.
British Gas also assesses the personal attributes of staff
through role play and questionnaires
The recruitment and selection process to ensure British
Gas is seen as offering dynamic and exciting career paths
for people of all backgrounds.
By developing and nurturing its people, British Gas
ensures that new recruits have the right qualities to help
the business to compete.
 2009 highlights

First oil flowed from the Tupi Extended Well Test (EWT) in the Santos
Basin, Brazil
Significant progress in Brazil - drilled seven successful wells, performed five
drill stem tests, shot over 3 000 square kilometres of 3D seismic and cored
over 275 metres of reservoir
Acquired Pure Energy Resources Limited in Australia
Formed an alliance with EXCO Resources, Inc. in the USA to develop
shale gas
Completed asset exchange with BP, which concentrates operations in the UK
central North Sea
Increased total reserves and resources by 10% to 14.5 billion boe
Drilled 28 conventional wells with 17 successes, including Brazil, Norway,
Oman and Trinidad and Tobago. Completed around 200
unconventional wells
 2009 PERFORMANCE

Production was 234.9 mmboe in 2009 (2008 226.7

mmboe), reflecting higher production from
Australia, Trinidad and Tobago, Tunisia and
production from the USA. Production growth of
4% was below original expectations principally
due to weakness in demand and the delay to the
start-up of the Hasdrubal project in Tunisia.