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Indicators |
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Page number in annual report |
Fulfilment & Comments |
Global Compact Principles | ||||
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1. Strategy and Analysis |
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1.1 Statement from the most senior |
8, 9 |
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1.2 Description of key impacts, risks, |
14-15, 28-32, 112-119, 122-123 |
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2. Organisation Profile |
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2.1 Name of the organization. |
24-26 |
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2.2 Primary brands, products, and/or services. |
Cover, 24-26, 50, 86 |
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2.3 Operational structure of the organization, including main divisions, operating companies, subsidiaries, and joint ventures. |
24-26 |
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2.4 Location of organization's headquarters. |
Cover, 24-26 |
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2.5 Number of countries where the organization operates, and names of countries with either major operations or that are specifically relevant to the sustainability issues covered in the report. |
24-26 |
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2.6 Nature of ownership and legal form. |
19, 24-26 |
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2.7 Markets served (including geographic breakdown, sectors served, and types of customers/beneficiaries). |
24-26 |
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2.8 Scale of the reporting organization. |
Cover, 24-26, 39-44 |
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2.9 Significant changes during the reporting period regarding size, structure, or ownership. |
14 |
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2.10 Awards received in the reporting period. |
Cover, 3, 20, 22, 30-32, 59, 92-93, 96, 100, 106 |
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3. Report Parameters |
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3.1 Reporting period (e.g., fiscal/calendar year) for information provided. |
3 |
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3.2 Date of most recent previous report (if any). |
2 |
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3.3 Reporting cycle (annual, biennial, etc.) |
3 |
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3.4 Contact point for questions regarding the report or its contents. |
Cover |
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3.5 Process for defining report content. |
2-3 |
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3.6 Boundary of the report (e.g., countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers). See GRI Boundary Protocol for further guidance. |
Cover, 2-3, 151 |
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3.7 State any specific limitations on the scope or boundary of the report (see completeness principle for explanation of scope). |
3 |
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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 organizations. |
3 |
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3.9 Data measurement techniques and the bases of calculations, including assumptions and techniques underlying estimations applied to the compilation of the Indicators and other information in the report. Explain any decisions not to apply, or to substant |
3 |
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3.10 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). |
2 |
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3.11 Significant changes from previous reporting periods in the scope, boundary, or measurement methods applied in the report. |
16 |
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3.12 Table identifying the location of the Standard Disclosures in the report. |
240 |
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3.13 Policy and current practice with regard to seeking external assurance for the report. |
151 |
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4. Governance, Commitments, and Engagement |
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4.1 Governance structure of the organization, including committees under the highest governance body responsible for specific tasks, such as setting strategy or organizational oversight. |
10-11, 28, 133-134 |
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4.2 Indicate whether the Chair of the highest governance body is also an executive officer. |
128 |
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4.3 For organizations that have a unitary board structure, state the number of members of the highest governance body that are independent and/or non-executive members. |
128 |
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4.4 Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body. |
20, 133-136 |
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4.5 Linkage between compensation for members of the highest governance body, senior managers, and executives (including departure arrangements), and the organization's performance (including social and environmental performance). |
14, 137-143 |
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4.6 Processes in place for the highest governance body to ensure conflicts of interest are avoided. |
128-132 |
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4.7 Process for determining the qualifications and expertise of the members of the highest governance body for guiding the organization's strategy on economic, environmental, and social topics. |
28 |
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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. |
12-13, 15, 28-32, 98, 130-131 |
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4.9 Procedures of the highest governance body for overseeing the organization's identification and management of economic, environmental, and social performance, including relevant risks and opportunities, and adherence or compliance with internationally |
28 |
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4.10 Processes for evaluating the highest governance body's own performance, particularly with respect to economic, environmental, and social performance. |
12-13, 20, 28 |
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4.11 Explanation of whether and how the precautionary approach or principle is addressed by the organization. |
3, 12, 99-111 |
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4.12 Externally developed economic, environmental, and social charters, principles, or other initiatives to which the organization subscribes or endorses. |
12-13, 32, 106, 108, 111, 128-129 |
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4.13 Memberships in associations (such as industry associations) and/or national/international advocacy organizations in which the organization: * Has positions in governance bodies; * Participates in projects or committees; * Provides substantive funding beyond routine membership dues; or * Views membership as strategic. |
12-13, 32, 90, 98, 99, 104, 106, 109 |
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4.14 List of stakeholder groups engaged by the organization. |
12-13, 22, 28-32, 77, 90, 92, 94, 95, 98 |
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4.15 Basis for identification and selection of stakeholders with whom to engage. |
32 |
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4.16 Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group. |
2, 12-13, 22, 28- 32, 77, 90, 92, 94, 95, 98 |
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4.17 Key topics and concerns that have been raised through stakeholder engagement, and how the organization has responded to those key topics and concerns, including through its reporting. |
2, 32 |
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= completely covered
= partially covered
= not material