GRI checklist. 1 Strategy and analysis Page. 2 Organisational profile Page. Chief Executive s review. 2-3

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1 1 Strategy and analysis 1.1 Statement from the most senior decision-maker of the organisation Chief Executive s review Description of key impacts, risks, and opportunities Profiled throughout report Key impacts, risks and opportunities regarding sustainability will be addressed going forward by the Sustainability Committee. They will prioritise key challenges and opportunities relating to materiality and decide which challenges are the most urgent to pursue. An example of key sustainability risks are: 1. Release of UF6 at production site 2. Risk to staff welfare 3. Failure to comply with environmental permits 4. Injury to staff 5. Industrial action 6. Rising energy costs 7. Personnel contamination These risks will be taken into consideration by the Sustainability Committee when shaping our long-term sustainability vision. The Sustainability Committee will meet throughout the year to review mid-term and longterm objectives Organisational profile 2.1 Name of the organisation. Front cover. 2.2 Primary brands, products, and/or services Front Cover Chief Executive s review. 2-3 What we do and where we do it Operational structure of the organisation, including main divisions, operating companies, subsidiaries, and joint ventures What we do and where we do it 6 Corporate Governance (2013 Annual Report) (Annual Report 2013) 2.4 Location of organisation s headquarters. What we do and where we do it Number of countries where the organisation operates, and names of countries with either major operations or that are specifically relevant to the sustainability issues covered in the report What we do and where we do it Nature of ownership and legal form Corporate Governance (Annual Report 2013) 2.7 Markets served (including geographic breakdown, sectors served, and types of customers/ beneficiaries). Our Markets (Annual Report 2013) 2.8 Scale of the reporting organisation Chief Executive s review 2-7 What we do and where we do it Significant changes during the reporting period regarding size, structure or ownership Group Finance Report (Annual Report 2013) 2.10 Awards received in the reporting period 3

2 3 Report parameters 3.1 Reporting period (e.g., fiscal/calendar year) for information provided 3.2 Date of most previous report (if any) 3.3 Reporting cycle (annual, biennial, etc) 3.4 Contact point for questions Further information Process for defining report content 3.6 Boundary of the report (e.g., countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers). See GRI Boundary Protocol for further guidance 3.7 State any specific limitations on the scope or boundary of the report (see completeness Principle for explanation of scope). 3.8 Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations, and other entities that can significantly affect comparability from period to period and/or between organisations 3.9 Data measurement techniques and bases of calculations, including assumptions and techniques underlying estimations applied to the compilation of the Indicators and other information in the report Reporting parameters A significant amount of water discharge is estimated Explanation of the effect of any re-statements of information provided in earlier reports, and the reasons for such re-statement (e.g., mergers/acquisitions, change of base years/ periods, nature of business, measurement methods 3.11 Significant changes from previous reporting periods in the scope, boundary, or measurement methods applied in the report 3.12 Table identifying the location of the Standard Disclosures in the report 3.13 Policy and current practice with regard to seeking external assurance for the report Online

3 4 Governments, Commitments and Engagement 4.1 Governance structure of the organisation, including committees under the highest governance body responsible for specific tasks, such as setting strategy or organisational oversight Corporate Governance (Annual Report 2013) 4.2 Indicate whether the Chair of the highest governance body is also an executive officer Corporate Governance (Annual Report 2013) 4.3 For organisations that have a unitary board structure, state the number of members of the highest governance body that are independent and/or non-executive members. Corporate Governance (Annual Report 2013) 4.4 Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body Employer of Choice 4.5 Linkage between compensation for members of the highest governance body, senior managers, and executives Remuneration Report (Annual Report 2013) 4.6 Processes in place for the highest governance body to ensure conflicts of interest are avoided Director s Report 47 (Annual Report 2013) 4.7 Process for determining the qualifications and expertise of the members of the highest governance body for guiding the organisation s strategy on economic, environmental, and social topics Corporate Governance (Annual Report 2013) 4.8 Internally developed statements of mission or values, codes of conduct, and principles relevant to economic, environmental, and social performance and the status of their implementation Chief Executive s review Procedures of the highest governance body for overseeing the organisation s identification and management of economic, environmental, and social performance, including relevant risks and opportunities, and adherence or compliance with internationally agreed standards, codes and conduct, and principles 4.10 Processes for evaluating the highest governance body s own performance, particularly with respect to economic, environmental, and social performance Managing sustainability Upholding the highest standards of safety in the workplace is factored into all employees remuneration Explanation of whether and how the precautionary approach or principle is addressed by the organisation. Managing sustainability Externally developed economic, environmental, and social charters, principles, or other initiatives to which the organisation subscribes or endorses Principal risks and uncertainties (Annual Report 2013) 4.13 Memberships in associations (such as industry associations) and/or national/international advocacy organisations.

4 Below is a list of organisations which we are members of. Organisations with a (B) next to them, we are Board members of. European Nuclear Society European Safeguards Research and Development Association (B) Foratom Nuclear Industry Association (B) NucNet World Nuclear Association (B) World Nuclear Fuel Market World Nuclear Transport Institute World Institute of Nuclear Security (B) 4.14 List of stakeholder groups engaged by the organisation Basis for identification and selection of stakeholders with whom to engage We identify our stakeholders by conducting stakeholder mapping exercises Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group Formalised engagement with our stakeholders occurs on a regular basis, minimum twice a year. We engage with our customers and the local community consistently throughout the year. We have a stakeholder engagement policy in place to record all our stakeholder engagements Key topics and concerns that have been raised through stakeholder engagement, and how the organisation has responded to those key topics and concerns, including through its reporting We have a stakeholder policy in place, which includes engagement with all stakeholder audiences, whereby stakeholder s comments are recorded and reviewed by senior management and acted on if necessary Economic Economic performance EC1 Direct economic value generated and distributed, including revenues, operating costs, employee compensation, donations, and other community investments, retained earnings and payments to capital providers and governments Group Finance Report (Annual Report 2013) EC3 Coverage of the organization s defined benefit plan obligations Group Finance Report (Annual Report 2013) EC5 Range of ratios of standard entry level wage by gender compared to local minimum page at significant locations of operation All of the URENCO sites pay employees above the country minimum wage.

5 Management Disclosure (Economic) Our Annual Report provides an overview of URENCO s business, economic performance and market presence. The Group s financial goals are set out in the company s annual strategic document, the Business Plan. This publication is presented to all employees through a roadshow led by the Chief Executive Officer and Chief Financial Officer. In terms of indirect economic impact, the Group employs a large number of people in the communities around each of our enrichment facilities. As such, the company supports local economies through both employment and usage of local services. URENCO also ensures that it supports local community initiatives through a comprehensive sponsorship and donations programme. The responsibility for economic management lies with the Chief Financial Officer. Environment Energy EN3 EN4 EN5 EN7 EN8 EN9 Direct energy consumption by primary energy source. Indirect energy consumption by primary source. Energy saved due to conservation and efficiency improvements. Initiatives to reduce indirect energy consumption and reductions achieved. Chief Executive s review 2-3 Water Total water withdrawal by source Water withdrawal for 2013 was very similar to water withdrawal for We used a higher consumption of water at our UK enrichment facility due to major construction works taking place in Water sources significantly affected by withdrawal of water The UUK site is the only site that extracts water from local rivers. Total water extracted in 2013 was 284,825m 3 compared with 263,925m 3 in Biodiversity EN11 Location and size of land owned, leased or managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas No URENCO facility owns environmentally protected land although there is an identified 0.93 km2 of protected land adjacent to one site and a further recognised km2 of protected land within a 10 km radius.

6 Emissions, effluents and waste EN16 EN18 EN19 EN20 EN21 EN22 EN23 Total direct and indirect greenhouse gas emissions by weight Initiatives to reduce greenhouse gas emissions and reductions achieved Emissions of ozone-depleting substances by weight No emissions of ozone-depleting substances have been detected for 2013 NOx, SOx, and other significant air emissions by type and weight URENCO does not produce NOx and SOx emissions so these figures are not included. We report on the following air emissions: Alpha: 1.97 MBq Beta: 1.79 MBq The increase from 2012 is due to the addition of another facility, Capenhurst Nuclear Services, in The air emissions are well within their legal requirements. The UUK site also produced 3.80kg of fluoride emissions during Total water discharge by quality and destination There was a reported increase in water discharge for The increase is reflective of the water used for construction activity at our UK enrichment facility Total weight of waste by type and disposal method Total waste generated in 2013 was 40,186 tonnes. This is a reduction from the total waste generated in 2012 of 93,320 tonnes. Hazardous waste has increased because of the construction taking place at UCP. This is from effluent and road sweeper waste that is taken offsite for recyling. The high level of hazardous waste at UUK in quarter 3 predominantly arose from a quantity of cylinders requiring water washings to clean out hazardous chemicals. Non-hazardous waste has decreased from There were some spikes in the data in quarter 3 and 4, because of a number of large scale projects at UUK, such as a perimeter fence replacement and trench excavation. Also, in quarter 1 the main contributor to non-hazardous waste was UCP, however excavation works on site reduced throughout the year as the project progressed towards internal works. On average 61% of waste was recycled or reused. Total number and volume of significant spills None Compliance EN28 Monetary value of significant fines and total number of non-monetary sanctions for noncompliance with environmental laws and regulations. None Management Disclosure (Environment) URENCO is a leading supplier in the nuclear fuel supply chain, ensuring the safe and secure generation of electricity for future generations. Our environment policy focuses on assessing and minimising the impact of URENCO s operations on the environment. The environment policy is agreed by the Chief Executive Officer and administered by the Group s Compliance representatives at each of our sites. Our sector is heavily regulated and we work close with regulators in all markets to ensure we are fully compliant with all legal obligations.

7 Labour practice Employment LA1 LA2 Total workforce by employment type, employment contract, and region. A total of 96% of all URENCO employees work full time. Total number and rate of employee turnover by age group, gender, and region. The overall percentage of employees leaving URENCO has increased by 2% LA3 Benefits provided to full-time employees that are not provided to temporary or part-time employees, by major operations. URENCO has 61 part time employees representing 4% of the URENCO workforce. There are no significant differences in benefits given to current part time employees compared with full time employees. There are currently no part time employees at the USA site or UCP. Labour/management relations LA4 LA5 Percentage of employees covered by collective bargaining agreements. A total of 41% of all employees were represented by unions with regard to wage negotiations. Minimum notice period(s) regarding significant operational changes, including whether it is specified in collective agreements. Notice periods range up to a maximum of three months, depending upon the local employment practise in the country in which the site is located. In 2013, 77% of employees had a termination notice period of 28 days or more. Occupational health and safety LA6 LA7 Percentage of total workforce represented in formal joint management-worker health and safety committees that help monitor and advise on occupational health and safety programs. 89% of URENCO employees are represented at health and safety meetings. Rates of injury, occupational diseases, lost days, and absenteeism, and number of workrelated fatalities by region. There was 1 contractor and 0 employee LTI s for the year This demonstrates an improvement on the 2012 figure of 2 LTIs. Number of LTIs to employees rate 0 Employee restricted work cases rate 0.72 Employee medical treatment rate Training and education LA12 Percentage of employees receiving regular performance and career development reviews. During 2012 a total of 82% of all employees received an individual performance review. Diversity and equal opportunity LA13 Composition of governance bodies and breakdown of employees per category according to gender, age group, minority group membership, and other indicators of diversity The mix of male and female managers and non-managers has not significantly changed in Managers: 13% female, 86% male Non-Managers: 21% female, 79% male Note: The percentage of female and male non- managers was reported incorrectly in The correct figures were: 21% female, 79% male.

8 Management Disclosure (Labour) URENCO s employees are vital to the Group s success. The recruitment and retention of high-calibre individuals is a key focus for our human resources team. URENCO complies with all employment regulations relating to working practices, health and safety, and human rights. URENCO strives to provide a workplace where employees are inspired and challenged, and where their performance is effectively and fairly managed. Labour practices and initiatives are overseen by the Group s Head of Human Resourses. Human rights Non-discrimination HR4 Total number of incidents of discrimination and actions taken. No actions were taken as no incidents were reported. Management Disclosure (Human Rights) We recognise our responsibilities as a business and an employer to ensure we uphold human rights in our decision-making. Human rights are considered during supplier and contractor selection processes and we recognise employee rights, especially the freedom of association and collective bargaining. URENCO is committed to non-discrimination in the workplace and treats any discrimination incidents very seriously, escalating any case to the relevant management level. Comprehensive complaints and grievance policies are also in place for all employees, and these are utilised in the appropriate situations. URENCO employees are made aware of URENCO s expected behaviours upon joining the Group. Overall, the URENCO values of safety, flexibility, development integrity and profitability act as a benchmark for all employees to consistently check their own behaviours and actions. Formal policies exist which encompass Human Rights considerations such as anti-bullying and anti-corruption.

9 Social SO3 Corruption Percentage of employees trained in organisation s anti-corruption policies and procedures. SO4 Employer of Choice Actions taken in response to incidents of corruption. No actions were taken as no incidents of corruption were reported. Public policy SO5 Public policy positions and participation in public policy development and lobbying. SO6 Total value of financial and in-kind contributions to political parties, politicians, and related institutions by country. Director s Report 47 (Annual Report 2013) Anti-competitive behaviour SO7 Total number of legal actions for anti-competitive behaviour, anti-trust, and monopoly practices and their outcomes. None Compliance SO8 Monetary value of significant fines and total number of non-monetary sanctions for noncompliance with laws and regulations. None Management Disclosure (Social) We recognise the importance of building strong relationships with key stakeholders, including our local communities. URENCO is committed to the detection and avoidance of corruption at all levels. Charitable donations are made at a set level and approved by management, and must be made to a charitable account. All social involvement is made in line with our key pillars of education, culture, environment and healthy living.

10 Product responsibility Product and service labelling PR5 PR9 Practices related to customer satisfaction, including results of surveys measuring customer satisfaction. Our business model Compliance Monetary value of significant fines for non-compliance with laws and regulations concerning the provision and use of products and services. None Management Disclosure (Product Responsibility) URENCO s core business is the provision of enrichment services, for the purpose of enriching uranium material. Safety is a main priority for the Group and a URENCO core value. The utmost importance is placed on the safe movement of UF6 at all stages of the enrichment process. In addition to URENCO s uranium stewardship, the Group complies with the highest industry and regulatory standards, which provide high levels of safety and security for our employees, the environment and the public. URENCO s centrifuge technology and enrichment facilities are verified and protected by international treaties. A strong focus is placed upon security and safeguards, and URENCO plays an active role in steering the future of nuclear safeguards with representation at the International Atomic Energy Agency, alongside membership of the European Safeguards Research and Development Association. Through this, the Group plays an important role in ensuring that civil nuclear power remains a safe, secure and reliable energy supply. The Director of Group Business Assurance oversees URENCO s performance on product responsibility Key Indicators highlighted in bold- Fully Reported Indicators in light- Partially Reported