| Item |
Indicator |
Page |
| 1 Vision and strategy |
| 1.1 |
Statement of the organisation's sustainability vision and strategy regarding its contribution to sustainable development |
 |
| 2 Profile |
| Organisational profile |
| 2.1 |
Name of reporting organisation |
|
| 2.2 |
Major products and/or services, including brands if appropriate |
|
| 2.3 |
Operational structure of the organisation |
|
| 2.4 |
Description of major divisions, operating companies, subsidiaries and joint ventures |
|
| 2.5 |
Countries in which the organisation's operations are located |
|
| 2.6 |
Nature of ownership; legal form |
|
| 2.7 |
Nature of markets served |
|
| 2.8 |
Scale of the reporting organisation |
|
| 2.9 |
List of stakeholders, key attributes of each, and relationship to the reporting organisation |
|
| Report scope |
| 2.10 |
Contact person(s) for the report, including e-mail and web addresses |
|
| 2.11 |
Reporting period (e.g. fiscal/A32calendar year) for information provided |
|
| 2.12 |
Date of most recent previous report (if any) |
|
| 2.13 |
Boundaries of report (countries/regions, products/services, divisions/facilities/joint
ventures/subsidiaries) and any specific limitations on the scope |
|
| 2.14 |
Significant changes in size, structure, ownership, or products/services that have occurred since
the previous report |
|
| 2.15 |
Basis for reporting on joint ventures, partially owned subsidiaries, leased facilities, outsourced operations and other
situations that can significantly affect comparability from period to period and/or between reporting organisations |
|
| 2.16 |
Explanation of the nature and effect of any re-statements of information provided in earlier
reports, and the reasons for such re-statement (e.g., mergers/acquisitions, changes of
base years/periods, nature of business, measurement methods) |
|
| Report profile |
| 2.17 |
Decisions not to apply GRI principles or protocols in the preparation of the report |
|
| 2.18 |
Criteria/definitions used in any accounting for economic, environmental, and social costs and benefits |
|
| 2.19 |
Significant changes from previous years in the measurement methods applied to key economic,
environmental and social information |
|
| 2.20 |
Policies and internal practices to enhance and provide assurance about the accuracy,
completeness, and reliability that can be attributed to the sustainability report |
|
| 2.22 |
Means by which report users can obtain additional information and reports about economic,
environmental and social aspects of the organisation's activities, including facility-specific
information (if available) |
|
| 3 Governance structure and management systems |
| Structure and governance |
| 3.1 |
Governance structure of the organisation, including major committees under the board of
directors that are responsible for setting strategy and for oversight of the organisation |
|
| 3.2 |
Percentage of the board of directors that are independent, non-executive directors |
|
| 3.4 |
Board-level processes for overseeing the organisation's identification and management of
economic, environmental, and social risks and opportunities |
|
| 3.5 |
Linkage between executive compensation and achievement of the organisation's financial and
non-financial goals (e.g., Environmental performance, labour practices) |
|
| 3.6 |
Organisational structure and key individuals responsible for oversight, implementation, and audit
of economic, environmental, social and related policies |
|
| 3.7 |
Mission and values statements, internally developed codes of conduct or principles, and policies
relevant to economic, environmental and social performance and the status of implementation |
|
| 3.8 |
Mechanisms for shareholders to provide recommendations or direction to the board of directors |
|
| Stakeholder engagement |
| 3.9 |
Basis for identification and selection of major stakeholders |
|
| 3.10 |
Approaches to stakeholder consultation reported in terms of frequency of consultations by type
and by stakeholder group |
|
| 3.11 |
Type of information generated by stakeholder consultations |
|
| 3.12 |
Use of information resulting from stakeholder engagements |
|
| Overarching policies and management systems |
| 3.14 |
Externally developed, voluntary economic, environmental and social charters, sets of principles, or
other initiatives to which the organisation subscribes or which it endorses |
|
| 3.15 |
Principle memberships in industry and business associations, as well as national/international
advocacy organisations |
|
| 3.16 |
Policies and/or systems for managing upstream and downstream impacts |
|
| 3.17 |
Reporting organisation's approach to managing indirect economic, environmental, and social
impacts resulting from its activities |
|
| 3.18 |
Major decisions during the reporting period regarding the location of, or changes in, operations |
|
| 3.19 |
Programmes and procedures pertaining to economic, environmental and social performance |
|
| 3.20 |
Status of certification pertaining to economic, environmental and social management systems |
|
| 4 GRI content index |
| 4.1 |
A table identifying location of each element of the GRI Report Content, by section and indicator |
|
| 5 Performance indicators |
| Economic performance indicators |
| Direct impacts |
| Core indicators |
| Customers |
| EC1 |
Net sales |
|
| EC2 |
Geographic breakdown of markets |
|
| Suppliers |
| EC3 |
Cost of all goods, materials, and services purchased |
|
| Providers of Capital |
| EC6 |
Distributions to providers of capital broken down by interest on debt and borrowings, and dividends on all
classes of shares, with any arrears of preferred dividends to be disclosed |
|
| EC7 |
Increase/decrease in retained earnings at end of period |
|
| Public sector |
| EC9 |
Subsidies received broken down by country or region |
|
| EC10 |
Donations to community, civil society, and other groups broken down in terms of cash and
in-kind donations per type group |
|
| Indirect impacts |
| Public sector |
| EC13 |
The organisation's indirect economic impacts |
|
| Environmental performance indicators |
| Core indicators |
| Materials |
| EN1 |
Total materials use other than water, by type |
|
| Energy |
| EN3 |
Direct energy use segmented by primary source |
|
| Water |
| EN5 |
Total water use |
|
| Emissions, effluents and waste |
| EN8 |
Greenhouse gas emissions (CO2 , CH4 , N2O , HFCs , PFCs , SF6) |
|
| EN11 |
Total amount of waste by type and destination |
|
| EN13 |
Significant spills of chemicals, oil and fuels in terms of total number and total volume |
|
| Products and Services |
| EN14 |
Significant environmental impacts of principal products and services |
|
| Compliance |
| EN16 |
Incidents of and fines for non-compliance with all applicable international
declarations/conventions/treaties, and national, sub-national, regional and local regulations
associated with environmental issues |
|
| Additional Indicators |
| Energy |
| EN17 |
Initiatives to use renewable energy sources and to increase energy efficiency |
|
| Water |
| EN20 |
Water sources and related ecosystems/habitats significantly affected by use of water |
|
| Social performance indicators |
| Labor practices and decent work |
| Core indicators |
| Employment |
| LA1 |
Breakdown of workforce, where possible, by region/country, status (employee/non-employee), employment type (full time/part time),
and by employment contract (indefinite or permanent/fixed term or temporary). Also identify workforce retained in conjunction with other employers (temporary agency workers or workers in co-employment relationships), segmented by region/country |
|
| LA2 |
Net employment creation and average turnover segmented by region/country |
|
| LA3 |
Percentage of employees represented by independent trade union organisations or other bona fide
employee representatives broken down geographically OR percentage of employees covered by
collective bargaining agreements broken down by region/country |
|
| Diversity and opportunity |
| LA10 |
Description of equal opportunity policies or programmes, as well as monitoring systems to ensure
compliance and results of monitoring |
|
| LA11 |
Composition of senior management and corporate governance bodies (including the board of directors),
including male/female ratio and other indicators of diversity as culturally appropriate |
|
| Additional Indicators |
| Employment |
| LA12 |
Employee benefits beyond those legally mandated |
|
| Labor/management relations |
| LA13 |
Provision for formal worker representation in decision-making or management, including corporate governance |
|
| Training and education |
| LA16 |
Description of programmes to support the continued employability of employees and to manage career endings |
|
| LA17 |
Specific policies and programmes for skills management or for lifelong learning |
|
| Human rights |
| Core indicators |
| Strategy and management |
| HR1 |
Description of policies, guidelines, corporate structure and procedures to deal with all aspects of human rights
relevant to the reporter's operations, including monitoring mechanisms and results |
|
| Non-discrimination |
| HR4 |
Description of global policy and procedures/programs preventing all forms of discrimination in the
reporter's operations, including monitoring systems and results of monitoring |
|
| Child Labour |
| HR6 |
Description of policy excluding child labour as defined by the ILO Convention 138 and extent to
which this policy is visibly stated and applied, as well as description of procedures/programmes to
address this issue, including monitoring systems and results of monitoring |
|
| Forced and Compulsory Labor |
| HR7 |
Description of policy to prevent forced and compulsory labour and extent to which this policy is
visibly stated and applied, as well as description of procedures/programmes to address this
issue, including monitoring systems and results of monitoring |
|
| Additional Indicators |
| Strategy and management |
| HR8 |
Employee training on policies and practices concerning all aspects of human rights relevant to operations |
|
| Disciplinary practices |
| HR9 |
Description of appeal practices, including, but not limited to, human rights issues |
|
| HR10 |
Description of non-retaliation policy and effective, confidential employee grievance system
(including, but not limited to, its impact on human rights) |
|
| Society |
| Core indicators |
| Community |
| SO1 |
Description of policies to manage impacts on communities in areas affected by activities, as well as description of
procedures/programmes to address this issue, including monitoring systems and results of monitoring |
|
| Additional indicators |
| Community |
| SO4 |
Awards received relevant to social, ethical, and environmental performance |
|
| Product responsibility |
| Core indicators |
| Respect for privacy |
| PR3 |
Description of reporting organisation's policy, procedures/management systems and compliance mechanisms for consumer privacy |
|
| Additional indicators |
| Customer health and safety |
| PR6 |
Voluntary code of compliance, product labels or awards with respect to social and/or environmental
responsibility that the reporter is qualified to use or has received |
|
| Products and services |
| PR8 |
Description of policy, procedures/management systems, and compliance mechanisms related to customer satisfaction,
including results of surveys measuring customer satisfaction. Identify geographic areas covered by policy |
|
| Advertising |
| PR9 |
Description of reporting organisation's policies, procedures/management systems and compliance
mechanisms for adherence to standards and voluntary codes related to advertising |
|
 |
| Social performance indicators |
| Corporate social responsibility (CSR) management |
| CSR1 |
CSR policy |
|
| CSR2 |
CSR organisation |
|
| CSR4 |
Management of sensitive issues |
|
| CSR5 |
Non-compliance |
|
| CSR6 |
Stakeholder dialogue |
|
| Internal social performance |
| INT1 |
Internal CSR Policy |
|
| INT2 |
Staff turnover and job creation |
|
| INT7 |
Employee profile |
|
| Performance to society |
| SOC1 |
Charitable contributions |
|
| SOC2 |
Economic value added |
|
| Investment banking |
| IB1 |
Investment policy |
|
| IB2 |
Customer profile: Global Transaction Structure |
|
| IB3 |
Transactions with high social benefit |
|
| Asset management |
| AM1 |
Asset management policy (socially relevant elements) |
|
| AM2 |
Assets under management with high social benefit |
|
| AM3 |
SRI oriented shareholder activity |
|
