Sector: Agriculture Archives - SustainCase - Sustainability Magazine https://sustaincase.com/category/agriculture/ Insights on how you can protect the environment, maintain and increase the value of your company, through a structured CSR/Sustainability process with the use of the GRI Standards. Learn how Today's Best-Run Companies are achieving Economic, Social, and Environmental Success - and How You Can Too... Wed, 09 Oct 2024 06:02:39 +0000 en-US hourly 1 https://wordpress.org/?v=6.9.4 Case study: How Lavoro Group creates economic value for its stakeholders https://sustaincase.com/case-study-how-lavoro-group-creates-economic-value-for-its-stakeholders/ Wed, 09 Oct 2024 06:01:33 +0000 https://sustaincase.com/?p=19740 Lavoro Group was established in 2017 and today has a large footprint in Latin America, with operations in Brazil, Colombia, and Uruguay. Through acquisitions of more than 20 small and medium-sized companies, Lavoro has become the largest agricultural input distributor in Brazil, as to revenue and market share. , which is fundamental to the success of its business. This case study is based on the 2021/2022 Sustainability Report by Lavoro Group, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. […]

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]]> Lavoro Group was established in 2017 and today has a large footprint in Latin America, with operations in Brazil, Colombia, and Uruguay. Through acquisitions of more than 20 small and medium-sized companies, Lavoro has become the largest agricultural input distributor in Brazil, as to revenue and market share. Lavoro Group always seeks to deliver sustainable value to all its stakeholders and maintain its competitiveness  Tweet This!, which is fundamental to the success of its business.

This case study is based on the 2021/2022 Sustainability Report by Lavoro Group, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing.

Layout 1

Abstract 

In 2022/2021, Lavoro Group’s total value added to distribute reached BRL 1,545,487 million. In order to create economic value for its stakeholders Lavoro Group took action to:

  • create economic value for employees
  • create economic value for indirect suppliers
  • create economic value for the state

What are the material issues the company has identified?

In its 2021/2022 Sustainability Report Lavoro Group identified a range of material issues, such as expanding farmers’ businesses and productivity, climate change, food safety, business ethics and integrity, innovation, quality and portfolio security. Among these, creating economic value for its stakeholders stands out as a key material issue for Lavoro Group.

Stakeholder engagement in accordance with the GRI Standards              

The Global Reporting Initiative (GRI) defines the Principle of Stakeholder Inclusiveness when identifying material issues (or a company’s most important impacts) as follows:

“The reporting organization shall identify its stakeholders, and explain how it has responded to their reasonable expectations and interests.”

Stakeholders must be consulted in the process of identifying a company’s most important impacts and their reasonable expectations and interests must be taken into account. This is an important cornerstone for CSR / sustainability reporting done responsibly.

Key stakeholder groups Lavoro Group engages with:

Stakeholder Group
Shareholders
Employees
Clients
Direct and indirect suppliers
Financial entities – banks and investment management companies
Agribusiness associations
Workers’ unions
Third sector organisations linked to social and environmental issues
Institutional partners from the public and private sectors

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Lavoro Group engaged with its stakeholders through specific individual meetings with representatives of shareholders, employees, executive and local leaders, the Board of Directors, agribusiness institutions, NGOs, business partners, customers, representatives of the financial sector, experts, suppliers, financial institutions, and representatives of public environmental bodies.

What actions were taken by Lavoro Group to create economic value for its stakeholders?

In its 2021/2022 Sustainability Report Lavoro Group reports that it took the following actions for creating economic value for its stakeholders:

  • Creating economic value for employees
  • In 2022/2021, Lavoro Group paid BRL 188,464 million in employee salaries and BRL 175,343 million in benefits.
  • Creating economic value for indirect suppliers
  • In 2022/2021, Lavoro Group paid BRL 411,385 million to indirect suppliers.
  • Creating economic value for the state
  • In 2022/2021, Lavoro Group paid BRL 186,050 million in taxes.

Which GRI Standards and corresponding Sustainable Development Goals (SDGs) have been addressed?

The GRI Standard addressed in this case is: Disclosure 201-1 Direct economic value generated and distributed

Disclosure 201-1 Direct economic value generated and distributed corresponds to:

 

78% of the world’s 250 largest companies report in accordance with the GRI Standards

SustainCase was primarily created to demonstrate, through case studies, the importance of dealing with a company’s most important impacts in a structured way, with use of the GRI Standards. To show how today’s best-run companies are achieving economic, social and environmental success – and how you can too.

Research by well-recognised institutions is clearly proving that responsible companies can look to the future with optimism.

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

GRI, ISEP, CPD Certified Sustainability courses (2-5 days): Live Online or Classroom  (venue: London School of Economics)

  • Exclusive FBRH template to begin reporting from day one
  • Identify your most important impacts on the Environment, Economy and People
  • Formulate in group exercises your plan for action. Begin taking solid, focused, all-round sustainability action ASAP. 
  • Benchmarking methodology to set you on a path of continuous improvement

See upcoming training dates.

References:

This case study is based on published information by Lavoro Group, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original please revert to the following link:

https://www.lavoroagro.com/wp-content/uploads/2023/04/Lavoro-Sustainability-Report-21-22.pdf

Note to Lavoro Group: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us.

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]]> Case study: How Yara creates economic value for its stakeholders https://sustaincase.com/case-study-how-yara-creates-economic-value-for-its-stakeholders/ Wed, 31 Jan 2024 07:01:14 +0000 https://sustaincase.com/?p=18629 Yara is the world’s leading crop nutrition company and a provider of environmental and agricultural solutions, combining production and marketing of crop nutrition products and solutions with a farmer-centric approach. , which manages and measures its value creation along four pillars: People, Planet, Prosperity, and Governance. This case study is based on the 2021 Sustainability Report by Yara, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the […]

The post Case study: How Yara creates economic value for its stakeholders appeared first on SustainCase - Sustainability Magazine.

]]> Yara is the world’s leading crop nutrition company and a provider of environmental and agricultural solutions, combining production and marketing of crop nutrition products and solutions with a farmer-centric approach. Value generation and distribution is a top priority for Yara  Tweet This!, which manages and measures its value creation along four pillars: People, Planet, Prosperity, and Governance.

This case study is based on the 2021 Sustainability Report by Yara, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing. 

Layout 1

Abstract

In 2021, USD 4,051 million was distributed by Yara to its employees, shareholders and other providers of capital, paid in taxes to governments, or retained in the company (USD 709 million). In order to create economic value for its stakeholders Yara took action to:

  • create economic value for employees
  • create economic value for shareholders
  • create economic value for governments
  • create economic value for banks
  • create economic value for communities

What are the material issues the company has identified?

In its 2021 Sustainability Report Yara identified a range of material issues, such as occupational and process safety, climate change, business integrity, leadership and employee enablement, diversity, equity and inclusion, sustainable farm management. Among these, creating economic value for its stakeholders stands out as a key material issue for Yara.

Stakeholder engagement in accordance with the GRI Standards

The Global Reporting Initiative (GRI) defines the Principle of Stakeholder Inclusiveness when identifying material issues (or a company’s most important impacts) as follows:

“The reporting organization shall identify its stakeholders, and explain how it has responded to their reasonable expectations and interests.”

Stakeholders must be consulted in the process s of identifying a company’s most important impacts and their reasonable expectations and interests must be taken into account. This is an important cornerstone for CSR / sustainability reporting done responsibly.

Key stakeholder groups Yara engages with:

To identify and prioritise material topics Yara engaged with its stakeholders through the following channels:

Stakeholder Group                Method of engagement
Employees ·      Internal channels and townhalls

·      Training and coaching

·      Employee surveys

·      Regular job appraisals

·      Engagement with trade unions
Distributors and retailers ·      Regular, direct dialogue

·      Commercial teams and agronomists worldwide
Farmers ·      Commercial teams and agronomists worldwide

·      Customer satisfaction surveys and feedback in key markets

·      Farmer meetings, crop clinics, field meetings, and

·      demonstrations/trials
Suppliers ·      Regular, direct dialogue

·      Integrity Due Diligence process

·      Strategic collaborations and long-term relationships
Investors and lenders ·      Stock exchange releases, press releases, and presentations

·      Roadshows, conferences and meetings
Regulators and

policy makers

 ·      Engagement in policy-making processes and provision of analyses and studies

·      Dedicated advocacy resources in Oslo (Norway), Brussels (EU), Washington DC (USA) and Ottawa (Canada)

·      Engagement in industry associations by leaders across the company’s different locations

·      Visits, social events, and conferences
Food industry ·      Partnerships, joint initiatives, projects, and trials

·      Partnering in industry coalitions

·      Visits, meetings, and seminars

What actions were taken by Yara to create economic value for its stakeholders?

In its 2021 Sustainability Report Yara reports that it took the following actions for creating economic value for its stakeholders:

  • Creating economic value for employees
  • In 2021, Yara paid USD 1,270 million in employee wages and benefits. Every employee received extraordinary USD 1,000 bonuses for 2020 and 2021, acknowledging their exceptional efforts during the pandemic.
  • Creating economic value for shareholders
  • In 2021, Yara paid USD 1,578 million to shareholders.
  • Creating economic value for governments
  • In 2021, Yara paid USD 351 million in income taxes to governments.
  • Creating economic value for banks
  • In 2021, Yara paid USD 138 million in interest expenses to banks.
  • Creating economic value for communities
  • In 2021, Yara paid USD 5 million in donations and sponsoring, largely related to pandemic relief, food security, and inclusive growth.

Which GRI Standards and corresponding Sustainable Development Goals (SDGs) have been addressed?

The GRI Standard addressed in this case is: Disclosure 201-1 Direct economic value generated and distributed

Disclosure 201-1 Direct economic value generated and distributed corresponds to:

 

78% of the world’s 250 largest companies report in accordance with the GRI Standards

SustainCase was primarily created to demonstrate, through case studies, the importance of dealing with a company’s most important impacts in a structured way, with use of the GRI Standards. To show how today’s best-run companies are achieving economic, social and environmental success – and how you can too.

Research by well-recognised institutions is clearly proving that responsible companies can look to the future with optimism.

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

GRI, ISEP, CPD Certified Sustainability courses (2-5 days): Live Online or Classroom  (venue: London School of Economics)

  • Exclusive FBRH template to begin reporting from day one
  • Identify your most important impacts on the Environment, Economy and People
  • Formulate in group exercises your plan for action. Begin taking solid, focused, all-round sustainability action ASAP. 
  • Benchmarking methodology to set you on a path of continuous improvement

See upcoming training dates.

 

References:

This case study is based on published information by Yara, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original please revert to the following link:

https://www.yara.com/siteassets/investors/057-reports-and-presentations/annual-reports/2021/yara-sustainability-report-2021.pdf/

Note to Yara: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us.

The post Case study: How Yara creates economic value for its stakeholders appeared first on SustainCase - Sustainability Magazine.

]]> Case study: How Genting Plantations creates economic value for its stakeholders https://sustaincase.com/case-study-how-genting-plantations-creates-economic-value-for-its-stakeholders/ Fri, 12 Jan 2024 07:00:21 +0000 https://ccprowebs.com/new-sustaincase.com/?p=15690 Genting Plantations is one of Malaysia’s leading oil palm plantation companies, with interests extending to property development and biotechnology. Increasing Genting Plantations’ contribution towards society and the environment is a top priority, not least by generating sustainable value for all its stakeholders. This case study is based on the 2021 Sustainability Report by Genting Plantations, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and […]

The post Case study: How Genting Plantations creates economic value for its stakeholders appeared first on SustainCase - Sustainability Magazine.

]]> Genting Plantations is one of Malaysia’s leading oil palm plantation companies, with interests extending to property development and biotechnology. Increasing Genting Plantations’ contribution towards society and the environment is a top priority, not least by generating sustainable value for all its stakeholders.

This case study is based on the 2021 Sustainability Report by Genting Plantations, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing. 

Genting Plantations pursues, through its business operations, long-term value creation for all its stakeholders.  Tweet This! In order to create economic value for its stakeholders Genting Plantations took action to:

  • create economic value for employees
  • create economic value for providers of capital
  • create economic value for the government
  • create economic value for communities

What are the material issues the company has identified?

In its 2021 Sustainability Report Genting Plantations identified a range of material issues, such as climate change, respecting human rights, responsible business, community relations and development. Among these, creating economic value for its stakeholders stands out as a key material issue for Genting Plantations.

Stakeholder engagement in accordance with the GRI Standards

The Global Reporting Initiative (GRI) defines the Principle of Stakeholder Inclusiveness when identifying material issues (or a company’s most important impacts) as follows:

“The reporting organization shall identify its stakeholders, and explain how it has responded to their reasonable expectations and interests.”

Stakeholders must be consulted in the process s of identifying a company’s most important impacts and their reasonable expectations and interests must be taken into account. This is an important cornerstone for CSR / sustainability reporting done responsibly.

Key stakeholder groups Genting Plantations engages with:

To identify and prioritise material topics Genting Plantations engaged with its stakeholders through the following channels:

Stakeholder Group                Method of engagement
Workforce ·      Meetings, AGM, EGM, dialogue, townhall sessions, audit, inspections, annual appraisals

·      Telephone, messaging services, physical visits, emails

·      Notices, memorandum, campaigns, letters, assessments, surveys, forms
Suppliers & contractors ·      Meetings, AGM, EGM, dialogue, townhall sessions, audit, inspections, annual appraisals

·      Telephone, messaging services, physical visits, emails

·      Notices, memorandum, campaigns, letters, assessments, surveys, forms
Smallholders & Plasma schemes

 

 ·      Meetings, AGM, EGM, dialogue, townhall sessions, audit, inspections, annual appraisals

·      Telephone, messaging services, physical visits, emails

·      Notices, memorandum, campaigns, letters, assessments, surveys, forms
Customers ·      Meetings, AGM, EGM, dialogue, townhall sessions, audit, inspections, annual appraisals

·      Telephone, messaging services, physical visits, emails

·      Notices, memorandum, campaigns, letters, assessments, surveys, forms

·      Annual Report, Sustainability Report, website, press release, financial results
Government, trade associations & industry bodies ·      Meetings, AGM, EGM, dialogue, townhall sessions, audit, inspections, annual appraisals

·      Telephone, messaging services, physical visits, emails

·      Notices, memorandum, campaigns, letters, assessments, surveys, forms

·      Annual Report, Sustainability Report, website, press release, financial results
Non-governmental organisations ·      Meetings, AGM, EGM, dialogue, townhall sessions, audit, inspections, annual appraisals

·      Telephone, messaging services, physical visits, emails

·      Notices, memorandum, campaigns, letters, assessments, surveys, forms

·      Annual Report, Sustainability Report, website, press release, financial results
Local communities ·      Meetings, AGM, EGM, dialogue, townhall sessions, audit, inspections, annual appraisals

·      Telephone, messaging services, physical visits, emails

·      Notices, memorandum, campaigns, letters, assessments, surveys, forms
Shareholders & investors ·      Meetings, AGM, EGM, dialogue, townhall sessions, audit, inspections, annual appraisals

·      Telephone, messaging services, physical visits, emails

·      Notices, memorandum, campaigns, letters, assessments, surveys, forms

·      Annual Report, Sustainability Report, website, press release, financial results

What actions were taken by Genting Plantations to create economic value for its stakeholders?

In its 2021 Sustainability Report Genting Plantations reports that it took the following actions for creating economic value for its stakeholders:

  • Creating economic value for employees
  • In 2021, Genting Plantations paid RM 440.4 million for employee wages and benefits.
  • Creating economic value for providers of capital
  • In 2021, Genting Plantations paid RM 347.0 million to providers of capital.
  • Creating economic value for the government
  • In 2021, Genting Plantations paid RM 225.0 million in taxes and levies.
  • Creating economic value for communities
  • In 2021, Genting Plantations spent RM 4.0 million in community investments.

Which GRI Standards and corresponding Sustainable Development Goals (SDGs) have been addressed?

The GRI Standard addressed in this case is: Disclosure 201-1 Direct economic value generated and distributed

Disclosure 201-1 Direct economic value generated and distributed corresponds to:

 

78% of the world’s 250 largest companies report in accordance with the GRI Standards

SustainCase was primarily created to demonstrate, through case studies, the importance of dealing with a company’s most important impacts in a structured way, with use of the GRI Standards. To show how today’s best-run companies are achieving economic, social and environmental success – and how you can too.

Research by well-recognised institutions is clearly proving that responsible companies can look to the future with optimism.

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

GRI, ISEP, CPD Certified Sustainability courses (2-5 days): Live Online or Classroom  (venue: London School of Economics)

  • Exclusive FBRH template to begin reporting from day one
  • Identify your most important impacts on the Environment, Economy and People
  • Formulate in group exercises your plan for action. Begin taking solid, focused, all-round sustainability action ASAP. 
  • Benchmarking methodology to set you on a path of continuous improvement

See upcoming training dates.
References:

This case study is based on published information by Genting Plantations, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original please revert to the following link:

https://www.gentingplantations.com/wp-content/uploads/2022/04/GENP_SR2021_FINAL.pdf

Note to Genting Plantations: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us.

The post Case study: How Genting Plantations creates economic value for its stakeholders appeared first on SustainCase - Sustainability Magazine.

]]> Case study: How AgroFair creates economic value for its stakeholders https://sustaincase.com/case-study-how-agrofair-creates-economic-value-for-its-stakeholders/ Wed, 10 Jan 2024 06:57:09 +0000 https://ccprowebs.com/new-sustaincase.com/?p=15678 AgroFair is a socially responsible enterprise founded in 1996 by the Dutch NGO Solidaridad, for the sole purpose of launching the Fairtrade banana on the market. This case study is based on the 2021/2022 Sustainability Report by AgroFair, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing.  AgroFair constantly seeks to optimise its operations, such as purchase […]

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]]> AgroFair is a socially responsible enterprise founded in 1996 by the Dutch NGO Solidaridad, for the sole purpose of launching the Fairtrade banana on the market. Generating sustainable value for employees, shareholders and other stakeholders, is a top priority for AgroFair.  Tweet This!

This case study is based on the 2021/2022 Sustainability Report by AgroFair, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing. 

AgroFair constantly seeks to optimise its operations, such as purchase and sale, transport and production, so as to create long-term value for all its stakeholders. In order to create economic value for its stakeholders AgroFair took action to:

  • create economic value for employees
  • create economic value for providers of capital
  • create economic value for governments

What are the material issues the company has identified?

In its 2021/2022 Sustainability Report AgroFair identified a range of material issues, such as workers’ rights and well-being, water management, CO2 emissions and climate change, waste reduction and recycling. Among these, creating economic value for its stakeholders stands out as a key material issue for AgroFair.

Stakeholder engagement in accordance with the GRI Standards

The Global Reporting Initiative (GRI) defines the Principle of Stakeholder Inclusiveness when identifying material issues (or a company’s most important impacts) as follows:

“The reporting organization shall identify its stakeholders, and explain how it has responded to their reasonable expectations and interests.”

Stakeholders must be consulted in the process s of identifying a company’s most important impacts and their reasonable expectations and interests must be taken into account. This is an important cornerstone for CSR / sustainability reporting done responsibly.

Key stakeholder groups AgroFair engages with:

Stakeholder Group
Retailers
Shareholders
Employees
Small producers and plantation workers
Other stakeholders (certifiers, NGOs)

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics AgroFair engaged with its stakeholders through face-to-face conversations, meetings and workshops.

What actions were taken by AgroFair to create economic value for its stakeholders?

In its 2021/2022 Sustainability Report AgroFair reports that it took the following actions for creating economic value for its stakeholders:

  • Creating economic value for employees
  • In 2021, AgroFair paid € 536 thousand for employee wages and benefits.
  • Creating economic value for providers of capital
  • In 2021, AgroFair paid €283 thousand to providers of capital.
  • Creating economic value for governments
  • In 2021, AgroFair paid €485 thousand to governments in various countries.

Which GRI Standards and corresponding Sustainable Development Goals (SDGs) have been addressed?

The GRI Standard addressed in this case is: Disclosure 201-1 Direct economic value generated and distributed

Disclosure 201-1 Direct economic value generated and distributed corresponds to:

 

78% of the world’s 250 largest companies report in accordance with the GRI Standards

SustainCase was primarily created to demonstrate, through case studies, the importance of dealing with a company’s most important impacts in a structured way, with use of the GRI Standards. To show how today’s best-run companies are achieving economic, social and environmental success – and how you can too.

Research by well-recognised institutions is clearly proving that responsible companies can look to the future with optimism.

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

GRI, ISEP, CPD Certified Sustainability courses (2-5 days): Live Online or Classroom  (venue: London School of Economics)

  • Exclusive FBRH template to begin reporting from day one
  • Identify your most important impacts on the Environment, Economy and People
  • Formulate in group exercises your plan for action. Begin taking solid, focused, all-round sustainability action ASAP. 
  • Benchmarking methodology to set you on a path of continuous improvement

See upcoming training dates.
References:

This case study is based on published information by AgroFair, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original please revert to the following link:

https://www.agrofair.nl/wp-content/uploads/AgroFair-Sustainability-Report-2021-lr.pdf

Note to AgroFair: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us.

The post Case study: How AgroFair creates economic value for its stakeholders appeared first on SustainCase - Sustainability Magazine.

]]> Case study: How Kernel creates economic value for its stakeholders https://sustaincase.com/case-study-how-kernel-creates-economic-value-for-its-stakeholders/ Wed, 15 Feb 2023 07:12:46 +0000 https://ccprowebs.com/new-sustaincase.com/?p=14760 Kernel is a diversified agricultural business in Ukraine, the largest exporter of agricultural products from the Black Sea region and the world’s largest exporter of sunflower oil. As a diversified agro-industrial business in Ukraine with leading positions across all business segments, Kernel generates a significant direct economic impact on its stakeholders, in areas of all its operations. This case study is based on the FY2021 Annual Report by Kernel, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it […]

The post Case study: How Kernel creates economic value for its stakeholders appeared first on SustainCase - Sustainability Magazine.

]]> Kernel is a diversified agricultural business in Ukraine, the largest exporter of agricultural products from the Black Sea region and the world’s largest exporter of sunflower oil. As a diversified agro-industrial business in Ukraine with leading positions across all business segments, Kernel generates a significant direct economic impact on its stakeholders, in areas of all its operations.

This case study is based on the FY2021 Annual Report by Kernel, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing.

Abstract

Kernel creates sustainable economic value for all its stakeholders  Tweet This!, by purchasing goods from suppliers, paying dividends to shareholders, wages and benefits to employees and income taxes to the public sector, and through community investments. In order to create economic value for its stakeholders Kernel took action to:

  • create economic value for employees
  • create economic value for shareholders
  • create economic value for the public sector
  • create economic value for communities

What are the material issues the company has identified? 

In its FY2021 Annual Report Kernel identified a range of material issues, such as anti-corruption, water and effluents, diversity and equal opportunity, emissions, environmental compliance. Among these, creating economic value for its stakeholders stands out as a key material issue for Kernel.

Stakeholder engagement in accordance with the GRI Standards              

The Global Reporting Initiative (GRI) defines the Principle of Stakeholder Inclusiveness when identifying material issues (or a company’s most important impacts) as follows:

“The reporting organization shall identify its stakeholders, and explain how it has responded to their reasonable expectations and interests.”

Stakeholders must be consulted in the process of identifying a company’s most important impacts and their reasonable expectations and interests must be taken into account. This is an important cornerstone for CSR / sustainability reporting done responsibly.

Key stakeholder groups Kernel engages with:

To identify and prioritise material topics Kernel engaged with its stakeholders through the following channels:

Stakeholder Group                Method of engagement
Employees ·      Kernel reports

·      Website

·      Hotline

·      Social networks

·      Direct engagement

·      External media

·      Corporate newspaper

·      Intranet

·      Events
Management

 

 

 ·      Kernel reports

·      Website

·      Social networks

·      Direct engagement

·      External media

·      Corporate newspaper

·      Intranet

·      Events
Shareholders

 

 

 ·      Kernel reports

·      Website

·      Direct engagement

·      Events
Debt providers and rating agencies

 

 

 ·      Kernel reports

·      Website

·      Direct engagement

·      Events
Suppliers (incl. 3rd party farmers)

 

 

 ·      Website

·      Hotline

·      Social networks

·      Direct engagement

·      Events
Customers ·      Website

·      Hotline

·      Social networks

·      Direct engagement
National media

 

 ·      Website

·      Direct engagement
Local media

 

 ·      Website

·      Direct engagement

·      Corporate newspaper
Local communities

 

 ·      Website

·      Hotline

·      Direct engagement

·      External media

·      Corporate newspaper

·      Events
Local officials

 

 ·      Website

·      Direct engagement

·      External media

·      Corporate newspaper

·      Events
Regulatory authorities

 

 ·      Kernel reports

·      Website

·      Direct engagement
Environmental NGOs

 

 ·      Kernel reports

·      Direct engagement

What actions were taken by Kernel to create economic value for its stakeholders?

In its FY2021 Annual Report Kernel reports that it took the following actions for creating economic value for its stakeholders:

  • Creating economic value for employees
  • In FY2021, Kernel paid US$ 214 million for employee wages and benefits.
  • Creating economic value for shareholders
  • In FY2021, Kernel paid US$ 35 million in dividends to shareholders.
  • Creating economic value for the public sector
  • In FY2021, Kernel paid US$ 32 million in income taxes.
  • Creating economic value for communities
  • In FY2021, Kernel spent US$ 4 million in community investments.

Which GRI Standards and corresponding Sustainable Development Goals (SDGs) have been addressed?

The GRI Standard addressed in this case is: Disclosure 201-1 Direct economic value generated and distributed

Disclosure 201-1 Direct economic value generated and distributed corresponds to:

 

78% of the world’s 250 largest companies report in accordance with the GRI Standards

SustainCase was primarily created to demonstrate, through case studies, the importance of dealing with a company’s most important impacts in a structured way, with use of the GRI Standards. To show how today’s best-run companies are achieving economic, social and environmental success – and how you can too.

Research by well-recognised institutions is clearly proving that responsible companies can look to the future with optimism.

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

GRI, ISEP, CPD Certified Sustainability courses (2-5 days): Live Online or Classroom  (venue: London School of Economics)

  • Exclusive FBRH template to begin reporting from day one
  • Identify your most important impacts on the Environment, Economy and People
  • Formulate in group exercises your plan for action. Begin taking solid, focused, all-round sustainability action ASAP. 
  • Benchmarking methodology to set you on a path of continuous improvement

See upcoming training dates.
References:

This case study is based on published information by Kernel, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original please revert to the following link:

https://www.kernel.ua/wp-content/uploads/2021/10/FY2021_Kernel_Annual_Report.pdf – page=42

Note to Kernel: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us.

The post Case study: How Kernel creates economic value for its stakeholders appeared first on SustainCase - Sustainability Magazine.

]]> Case study: How ASTARTA promotes responsible procurement https://sustaincase.com/case-study-how-astarta-promotes-responsible-procurement/ Mon, 19 Sep 2022 06:08:30 +0000 https://ccprowebs.com/new-sustaincase.com/?p=14094 ASTARTA is one of the largest vertically integrated agro-industrial holdings in Ukraine, whose main activities include grain and oilseeds production, sugar production from sugar beets, soybean crushing, milk production, as well as grain and oilseeds storage and handling services. , which provides an advanced approach to the management of contractors and suppliers based on sustainable procurement principles. This case study is based on the 2020 Sustainability Report by ASTARTA, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, […]

The post Case study: How ASTARTA promotes responsible procurement appeared first on SustainCase - Sustainability Magazine.

]]> ASTARTA is one of the largest vertically integrated agro-industrial holdings in Ukraine, whose main activities include grain and oilseeds production, sugar production from sugar beets, soybean crushing, milk production, as well as grain and oilseeds storage and handling services. In 2020, ASTARTA developed and implemented the corporate standard “Sustainable procurement”  Tweet This!, which provides an advanced approach to the management of contractors and suppliers based on sustainable procurement principles.

This case study is based on the 2020 Sustainability Report by ASTARTA, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing.

Abstract

ASTARTA pays significant attention to the entire processing chain of all the products it produces, extending the principles of sustainable procurement to suppliers. In order to promote responsible procurement ASTARTA took action to:

  • launch the Standard on sustainable procurement
  • assess suppliers

What are the material issues the company has identified?            

In its 2020 Sustainability Report ASTARTA identified a range of material issues, such as business ethics, occupational safety, human rights, water and effluents. Among these, promoting responsible procurement stands out as a key material issue for ASTARTA.

Stakeholder engagement in accordance with the GRI Standards              

The Global Reporting Initiative (GRI) defines the Principle of Stakeholder Inclusiveness when identifying material issues (or a company’s most important impacts) as follows:

“The reporting organization shall identify its stakeholders, and explain how it has responded to their reasonable expectations and interests.”

Stakeholders must be consulted in the process of identifying a company’s most important impacts and their reasonable expectations and interests must be taken into account. This is an important cornerstone for CSR / sustainability reporting done responsibly.

Key stakeholder groups ASTARTA engages with:

Stakeholder Group                Method of engagement
Shareholders/Investors

 

 ·      Annual and interim reports

·      Press releases

·      Meetings

·      Presentations

·      Corporate website

·      Participation in conferences

·      Publications in media and social networks

·      Official correspondence
Employees

 

 ·      Meetings

·      Thematic seminars

·      Corporate events

·      Corporate publications

·      Questionnaires

·      Collective agreements

·      Corporate ethics code

·      Training sessions

·      Consultations

·      The company’s “hotline”

·      Social networks

·      Official correspondence

·      Enterprise information portal (EIP)

·      Viber and Telegram channels
Creditors

 

 ·      Annual and interim reports

·      Meetings

·      Presentations

·      Corporate website

·      Participation in conferences

·      Publications in media and social networks

·      Official correspondence
Consumers/Clients

 

 

 ·      Corporate website

·      Questionnaires

·      Presentations

·      Annual and interim reports

·      Consultations

·      Negotiations

·      Interviews

·      Corporate website

·      Social networks

·      The company’s “hotline”

·      Official correspondence
Local Communities /Landowners

 

 

 ·      Conferences

·      Round tables

·      Social and charitable programmes

·      Publications in media

·      Printed materials (posters, booklets)

·      Corporate website

·      Regular meetings with local communities

·      Viber-channel
Suppliers

 

 ·      Corporate website

·      Questionnaires

·      Presentations

·      Annual and periodical reports

·      Consultations

·      Negotiations

·      Interviews

·      Corporate website

·      Social networks

·      The company’s “hotline”

·      Official correspondence
Media

 

 ·      Annual and periodical reports

·      Meetings

·      Presentations

·      Corporate website

·      Participation in conferences

·      Publications in media and social networks

·      Official correspondence
Authorities

 

 ·      Consultations and meetings

·      Seminars

·      Official correspondence

·      Joint projects on local infrastructure development

·      Official correspondence
Local farmers

 

 ·      Conferences

·      Round tables

·      Social and charitable programmes

·      Publications in media

·      Printed materials (posters, booklets)

·      Corporate website

·      Regular meetings with local farmers

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics ASTARTA engaged with its stakeholders through in-depth interviews.

What actions were taken by ASTARTA to promote responsible procurement?

In its 2020 Sustainability Report ASTARTA reports that it took the following actions for promoting responsible procurement:

  • Launching the Standard on sustainable procurement
  • In 2020, ASTARTA introduced the Standard on sustainable procurement. This standard determines the ESG (environmental, social and governance) evaluation process of suppliers at all stages. Part of the standard is the sustainable agreement as an addendum to the main contract with the supplier, as well as a sustainability questionnaire, which the supplier is required to fill in. Also, employees are required to give feedback about their experience with the suppliers. This information is collected, analysed and used by the procurement department to form a register of qualified suppliers. According to the Standard on sustainable procurement, ASTARTA conducts permanent monitoring of its suppliers in respect of the following issues:
    • Administrative Management
    • Human Rights
    • Personnel Management
    • Environment
    • Transparent Business Activities
    • User Compatibility
    • Compatibility with Local Communities
    • Contribution to Cascading of Taxes
  • Assessing suppliers
  • In 2020, ASTARTA assessed 157 of its suppliers for ecological and social impacts. Among the suppliers who were assessed by ASTARTA, 37 were identified as having potential negative environmental and social impacts.

Which GRI Standards and corresponding Sustainable Development Goals (SDGs) have been addressed?

The GRI Standards addressed in this case are:

1) Disclosure 308-1 New suppliers that were screened using environmental criteria

2) Disclosure 308-2 Negative environmental impacts in the supply chain and actions taken

3) Disclosure 414-1 New suppliers that were screened using social criteria

4) Disclosure 414-2 Negative social impacts in the supply chain and actions taken

 

Disclosure 308-1 New suppliers that were screened using environmental criteria does not correspond to any SDG.

Disclosure 308-2 Negative environmental impacts in the supply chain and actions taken does not correspond to any SDG.

Disclosure 414-1 New suppliers that were screened using social criteria corresponds to:

Disclosure 414-2 Negative social impacts in the supply chain and actions taken corresponds to:

 

78% of the world’s 250 largest companies report in accordance with the GRI Standards

SustainCase was primarily created to demonstrate, through case studies, the importance of dealing with a company’s most important impacts in a structured way, with use of the GRI Standards. To show how today’s best-run companies are achieving economic, social and environmental success – and how you can too.

Research by well-recognised institutions is clearly proving that responsible companies can look to the future with optimism.

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

GRI, ISEP, CPD Certified Sustainability courses (2-5 days): Live Online or Classroom  (venue: London School of Economics)

  • Exclusive FBRH template to begin reporting from day one
  • Identify your most important impacts on the Environment, Economy and People
  • Formulate in group exercises your plan for action. Begin taking solid, focused, all-round sustainability action ASAP. 
  • Benchmarking methodology to set you on a path of continuous improvement

See upcoming training dates.
References:

This case study is based on published information by ASTARTA, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original please revert to the following link:

https://astartaholding.com/files/uploads/3838c460ac05715b7e6f9573a9855c84.pdf

Note to ASTARTA: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us.

The post Case study: How ASTARTA promotes responsible procurement appeared first on SustainCase - Sustainability Magazine.

]]> Case study: How Nutrien promotes sustainability among its suppliers https://sustaincase.com/case-study-how-nutrien-promotes-sustainability-among-its-suppliers/ Fri, 12 Aug 2022 14:11:17 +0000 https://ccprowebs.com/new-sustaincase.com/?p=13957 Nutrien is the world’s largest provider of crop inputs and services, playing a critical role in helping growers globally increase food production in a sustainable manner. An ethical and reliable supply chain is essential to Nutrien’s risk management strategy, helping Nutrien uphold its company standards for social and labour practices and building resilience to environmental, political or other disruptive events. This case study is based on the 2021 ESG Report by Nutrien, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done […]

The post Case study: How Nutrien promotes sustainability among its suppliers appeared first on SustainCase - Sustainability Magazine.

]]> Nutrien is the world’s largest provider of crop inputs and services, playing a critical role in helping growers globally increase food production in a sustainable manner. An ethical and reliable supply chain is essential to Nutrien’s risk management strategy, helping Nutrien uphold its company standards for social and labour practices and building resilience to environmental, political or other disruptive events.

This case study is based on the 2021 ESG Report by Nutrien, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing.

Abstract

Nutrien’s work to build a responsible supply chain includes working with suppliers that uphold its standards  Tweet This! and reviewing supplier performance, including human rights protection in Nutrien’s contractual obligations. In order to promote sustainability among its suppliers Nutrien took action to:

  • screen suppliers
  • conduct ingredient and feedstock evaluations
  • implement a Supplier Code

What are the material issues the company has identified?

In its 2021 ESG Report Nutrien identified a range of material issues, such as climate-related risks, community relations, cybersecurity and data privacy, water stewardship, worker health and safety. Among these, promoting sustainability among its suppliers stands out as a key material issue for Nutrien.

Stakeholder engagement in accordance with the GRI Standards

The Global Reporting Initiative (GRI) defines the Principle of Stakeholder Inclusiveness when identifying material issues (or a company’s most important impacts) as follows:

“The reporting organization shall identify its stakeholders, and explain how it has responded to their reasonable expectations and interests.”

Stakeholders must be consulted in the process of identifying a company’s most important impacts and their reasonable expectations and interests must be taken into account. This is an important cornerstone for CSR / sustainability reporting done responsibly.

Key stakeholder groups Nutrien engages with:   

Stakeholder Group
Communities
Customers
Employees
Shareholders
Society
Suppliers

 How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Nutrien engaged with its stakeholders through stakeholder surveys.

What actions were taken by Nutrien to promote sustainability among its suppliers?

In its 2021 ESG Report Nutrien reports that it took the following actions for promoting sustainability among its suppliers:

  • Screening suppliers
  • Nutrien evaluates potential suppliers based on industry, geographic region, government interaction and expected annual spend. Nutrien uses a data-based approach to assign each potential supplier a pre-tier level, allowing for identification of potential risks or benefits in line with its criteria before awarding a contract. Nutrien’s potential top-tier suppliers must complete an onboarding evaluation to meet its basic requirements, including corporate social responsibility and a commitment to excellence in health and environmental practices. These potential suppliers must review and agree to Nutrien’s Supplier Code. Nutrien uses a risk-based approach to identify those suppliers that warrant more detailed reviews. Nutrien’s risk evaluation of potential top-tier suppliers includes financial, cybersecurity, environmental and ethical supply chain ratings to enhance supplier screening.
  • Conducting ingredient and feedstock evaluations
  • Nutrien only sources active ingredients from suppliers that are certified by the local certifying agency where they are sold and/or distributed (for example, EPA – Environmental Protection Agency – in the US). Active ingredients sourced from non-US sources are purchased only from manufacturers that are EPA approved. Nutrien evaluates new and existing suppliers within and outside the US via a third-party audit of their facilities and processes. Products are tested frequently at Nutrien’s formulation sites to confirm the ingredient or feedstock meets its specifications. Nutrien’s Product Stewardship and Procurement teams work together in a joint feedstock evaluation process to confirm regulatory status, origin and manufacturing quality of materials and chemicals before approval for incorporation into finished products. Nutrien evaluates the integration of raw material sustainability factors in this approval process.
  • Implementing a Supplier Code
  • Nutrien’s suppliers are required through the contract process to comply with its Supplier Code, which includes expectations for non-discrimination, a commitment to compliance with human rights laws, and the avoidance of forced labour, child labour, and human trafficking. Nutrien does not knowingly procure materials from conflict zones, which is prohibited by its Supplier Code. Commitment by Nutrien’s suppliers to the principles of the Supplier Code is significant in Nutrien’s decision-making process. Where suppliers refuse to follow the principles of the Supplier Code or show signs that they are not committed to improving their practices to comply with its principles, Nutrien will review its relationship with the supplier. Where contractual commitments and local law permit it, this review may include termination of Nutrien’s relationship with the non-compliant supplier.

Which GRI Standards and corresponding Sustainable Development Goals (SDGs) have been addressed?

The GRI Standards addressed in this case are:

1) Disclosure 308-1 New suppliers that were screened using environmental criteria

2) Disclosure 414-1 New suppliers that were screened using social criteria

 

Disclosure 308-1 New suppliers that were screened using environmental criteria does not correspond to any SDG.

Disclosure 414-1 New suppliers that were screened using social criteria corresponds to:

 

78% of the world’s 250 largest companies report in accordance with the GRI Standards

SustainCase was primarily created to demonstrate, through case studies, the importance of dealing with a company’s most important impacts in a structured way, with use of the GRI Standards. To show how today’s best-run companies are achieving economic, social and environmental success – and how you can too.

Research by well-recognised institutions is clearly proving that responsible companies can look to the future with optimism.

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

GRI, ISEP, CPD Certified Sustainability courses (2-5 days): Live Online or Classroom  (venue: London School of Economics)

  • Exclusive FBRH template to begin reporting from day one
  • Identify your most important impacts on the Environment, Economy and People
  • Formulate in group exercises your plan for action. Begin taking solid, focused, all-round sustainability action ASAP. 
  • Benchmarking methodology to set you on a path of continuous improvement

See upcoming training dates.
 References:

This case study is based on published information by Nutrien, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original please revert to the following link:

https://nutrien-prod-asset.s3.us-east-2.amazonaws.com/s3fs-public/uploads/2021-04/ESG Report 2021.pdf

Note to Nutrien: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us.

The post Case study: How Nutrien promotes sustainability among its suppliers appeared first on SustainCase - Sustainability Magazine.

]]> Case study: How IndoAgri promotes responsible sourcing https://sustaincase.com/case-study-how-indoagri-promotes-responsible-sourcing/ Mon, 03 Jan 2022 07:07:26 +0000 https://ccprowebs.com/new-sustaincase.com/?p=13172 IndoAgri and its subsidiaries operate plantation and processing facilities that produce palm oil, rubber, sugar, cocoa and tea. IndoAgri also operates research & development, seed breeding, manufacturing and marketing of award-winning edible oils brands. IndoAgri’s commitment to a traceable and responsible supply chain requires it to work with its suppliers to ensure that they operate in line with its Policy. This case study is based on the 2019 Sustainability Report by IndoAgri published on the Global Reporting Initiative Sustainability Disclosure Database that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting […]

The post Case study: How IndoAgri promotes responsible sourcing appeared first on SustainCase - Sustainability Magazine.

]]> IndoAgri and its subsidiaries operate plantation and processing facilities that produce palm oil, rubber, sugar, cocoa and tea. IndoAgri also operates research & development, seed breeding, manufacturing and marketing of award-winning edible oils brands. IndoAgri’s commitment to a traceable and responsible supply chain requires it to work with its suppliers to ensure that they operate in line with its Policy.

This case study is based on the 2019 Sustainability Report by IndoAgri published on the Global Reporting Initiative Sustainability Disclosure Database that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing.

Abstract

IndoAgri is committed to excellence in supply chain relations  Tweet This! to encourage transparent, responsible, and profitable practices. In order to promote responsible sourcing IndoAgri took action to:

  • achieve ISPO certification
  • implement a Sustainable Agriculture Policy
  • assess suppliers

What are the material issues the company has identified?

In its 2019 Sustainability Report IndoAgri identified a range of material issues, such as deforestation and land management, environmental impacts and compliance, occupational health and safety, product quality and safety, smallholder engagement and livelihoods, human rights. Among these, promoting responsible sourcing stands out as a key material issue for IndoAgri.

Stakeholder engagement in accordance with the GRI Standards              

The Global Reporting Initiative (GRI) defines the Principle of Stakeholder Inclusiveness when identifying material issues (or a company’s most important impacts) as follows:

“The reporting organization shall identify its stakeholders, and explain how it has responded to their reasonable expectations and interests.”

Stakeholders must be consulted in the process of identifying a company’s most important impacts and their reasonable expectations and interests must be taken into account. This is an important cornerstone for CSR / sustainability reporting done responsibly.

Key stakeholder groups IndoAgri engages with:

To identify and prioritise material topics IndoAgri engaged with its stakeholders through the following channels:

Stakeholder Group                Method of engagement
Shareholders, investor and bankers ·      Meetings

·      Surveys
Customers and consumers ·      For new customers:

·      Surveys

·      Approach and product trials

·      For existing customers:

·      Regular visit/ meeting,

·      Bakers forum

·      Customer gathering

·      Customer support line
CPO Suppliers ·      Surveys

·      Audits

·      One-to-one meetings
Local Suppliers ·      Technical assistance to local businesses on construction of civil projects
Government and Regulators ·      Public forums and regular meetings
Non-Governmental Groups ·      RSPO process meetings

·      Other NGO meetings e.g. IDH

·      Local multi-stakeholders initiatives
Employees ·      Training sessions

·      Dialogue with unions

·      Grievance/whistle-blowing processes
Smallholders (FFB Supplier) ·      Development of platforms and projects on socialisation

·      Plasma assistants
Local Community ·      Regular feedback and awareness meetings

·      Forums for grievance & resolution

·      Other ad hoc engagements

What actions were taken by IndoAgri to promote responsible sourcing?

In its 2019 Sustainability Report IndoAgri reports that it took the following actions for promoting responsible sourcing:

  • Achieving ISPO certification
  • Developed by the Indonesian Government, the Indonesian Sustainable Palm Oil certification system (ISPO) is a mandatory certification for all oil palm growers in the country. ISPO aims to cultivate a sustainable plantation industry, and in the process contribute to the Indonesian Government’s commitments to reduce GHG. Independent smallholders are currently exempt from ISPO, but the Government plans to make participation mandatory in the future. To register for ISPO certification, palm oil companies have to first pass a Plantation Business Assessment, Penilaian Usaha Perkebunan (PUP) administered by the Regional Plantation Estates Office to ensure that the company’s operations have implemented ISPO requirements. The ISPO audit is conducted by a government approved certification body in two stages; the first stage is a compliance audit of plantation licenses and required business documentation, and the second stage is plantation audit and assessments. IndoAgri’s ISPO-certified production in 2019 was 503,000 tonnes, representing 71% of its nucleus CPO (Crude Palm Oil) production. All of IndoAgri’s plantations have been registered for ISPO certification, out of which 80% have been certified and audited.
  • Implementing a Sustainable Agriculture Policy
  • IndoAgri’s Sustainable Agriculture Policy commits it to traceable palm oil that ensures:
    • no deforestation,
    • preservation of HCV (High Conservation Value) areas and HCS (High Carbon Stock) forests,
    • no planting on peat regardless of depth,
    • no burning,
    • respect for labour and human rights,
    • Free Prior and Informed Consent (FPIC).
  • IndoAgri conducts annual audits on its plantations, including its plasma smallholders, to ensure 100% compliance with its Policy. Additionally, all IndoAgri and third-party CPO suppliers must formally accept IndoAgri’s Sustainable Agriculture Policy and Supplier Guidelines. IndoAgri regularly assesses risk levels of all its own mills on an annual basis as part of its risk management and audit process. For third-party suppliers, IndoAgri tracks their names, parent company, ownership structure, scale of operations, and location coordinates. IndoAgri also regularly engages with them to ensure compliance with its Policy. Major findings and recommendations will be communicated and followed-up and IndoAgri will cease supplies from uncooperative and non-complying third-party mills. In 2019, IndoAgri ceased sourcing from one supplier due to non-compliance with its Policy. In 2019, 75% of CPO volume from suppliers complied with IndoAgri’s Sustainable Agriculture Policy.
  • Assessing suppliers
  • In 2019, IndoAgri conducted 191 visits, workshops, and audits on 100% of its mills and their supplying estates. Besides compliance to its Policy, IndoAgri’s assessments also focus on:
    • agronomy (good agricultural practices, yield, soil health, crop protection),
    • responsible operations (safety, biodiversity, peatland, fire risk, human rights, community engagement, FPIC),
    • efficiency of operations (energy and water consumption, GHG emissions, waste production), and
    • compliance with government regulations and ISPO certifications.
  • Additionally, IndoAgri reports its human rights assessments based on its ISPO certification achievements. As such, 80% of IndoAgri’s operational units have been formally assessed for human rights risk as of 2019.

Which GRI Standards and corresponding Sustainable Development Goals (SDGs) have been addressed?

The GRI Standards addressed in this case are:

1) Disclosure 308-1 New suppliers that were screened using environmental criteria

2) Disclosure 414-1 New suppliers that were screened using social criteria

 

Disclosure 308-1 New suppliers that were screened using environmental criteria does not correspond to any SDG.

Disclosure 414-1 New suppliers that were screened using social criteria corresponds to:

 

78% of the world’s 250 largest companies report in accordance with the GRI Standards

SustainCase was primarily created to demonstrate, through case studies, the importance of dealing with a company’s most important impacts in a structured way, with use of the GRI Standards. To show how today’s best-run companies are achieving economic, social and environmental success – and how you can too.

Research by well-recognised institutions is clearly proving that responsible companies can look to the future with optimism.

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

GRI, ISEP, CPD Certified Sustainability courses (2-5 days): Live Online or Classroom  (venue: London School of Economics)

  • Exclusive FBRH template to begin reporting from day one
  • Identify your most important impacts on the Environment, Economy and People
  • Formulate in group exercises your plan for action. Begin taking solid, focused, all-round sustainability action ASAP. 
  • Benchmarking methodology to set you on a path of continuous improvement

See upcoming training dates.
References:

1) This case study is based on published information by IndoAgri, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original, please revert to the original on the Global Reporting Initiative’s Sustainability Disclosure Database at the link:

http://database.globalreporting.org/

2) https://www.globalreporting.org/standards/gri-standards-download-center/

Note to IndoAgri: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us.

The post Case study: How IndoAgri promotes responsible sourcing appeared first on SustainCase - Sustainability Magazine.

]]> Case study: How First Resources promotes sustainability across its supply chain https://sustaincase.com/case-study-how-first-resources-promotes-sustainability-across-its-supply-chain/ Fri, 31 Dec 2021 07:16:59 +0000 https://ccprowebs.com/new-sustaincase.com/?p=13168 First Resources is one of Singapore’s leading palm oil producers, supported by a workforce of 20,913 employees and managing 181,065 hectares of oil palm plantations. To ensure it delivers on its commitment to providing long-term economic and social benefits to communities while minimising its environmental footprint, This case study is based on the 2019 Sustainability Report by First Resources published on the Global Reporting Initiative Sustainability Disclosure Database that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts […]

The post Case study: How First Resources promotes sustainability across its supply chain appeared first on SustainCase - Sustainability Magazine.

]]> First Resources is one of Singapore’s leading palm oil producers, supported by a workforce of 20,913 employees and managing 181,065 hectares of oil palm plantations. To ensure it delivers on its commitment to providing long-term economic and social benefits to communities while minimising its environmental footprint, First Resources is focused on developing a supply chain that is aligned to its sustainability policy.  Tweet This!

This case study is based on the 2019 Sustainability Report by First Resources published on the Global Reporting Initiative Sustainability Disclosure Database that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing.

Abstract

First Resources is committed to achieving a fully traceable and transparent supply chain, engaging with its suppliers to bring them on board its sustainability journey with it. In order to promote sustainability across its supply chain First Resources took action to:

  • engage with suppliers
  • assess suppliers
  • collaborate with stakeholders

What are the material issues the company has identified?

In its 2019 Sustainability Report First Resources identified a range of material issues, such as fire prevention and management, labour conditions and human rights, conservation and management of High Conservation Value (HCV) areas, business conduct and ethics, protection of High Carbon Stock (HCS) forests. Among these, promoting sustainability across its supply chain stands out as a key material issue for First Resources.

Stakeholder engagement in accordance with the GRI Standards              

The Global Reporting Initiative (GRI) defines the Principle of Stakeholder Inclusiveness when identifying material issues (or a company’s most important impacts) as follows:

“The reporting organization shall identify its stakeholders, and explain how it has responded to their reasonable expectations and interests.”

Stakeholders must be consulted in the process of identifying a company’s most important impacts and their reasonable expectations and interests must be taken into account. This is an important cornerstone for CSR / sustainability reporting done responsibly.

Key stakeholder groups First Resources engages with:

Stakeholder Group                Method of engagement
Communities ·      Meetings with Community Development Officers
Customers

 

 

 

 ·      One-on-one communication

·      Website

·      Annual Report

·      Sustainability Report
Employees

 

 

 ·      E-mails and notice boards

·      Internal company meetings

·      Performance review
Shareholders

 

 

 

 

 ·      Annual General Meeting

·      Website

·      SGXNET

·      Annual Report

·      Sustainability Report

·      One-on-one communication

·      Conferences/Non-Deal Roadshows
Banks and financial institutions

 

 

 

 ·      Website

·      SGXNET

·      Annual Report

·      Sustainability Report

·      One-on-one communication
Non-governmental organisations (NGOs)

 

 

 ·      One-on-one communication

·      Website

·      Annual Report

·      Sustainability Report
Suppliers

 

 ·      One-on-one communication

·      Group sessions
Regulatory bodies (including government)

 

 ·      One-on-one communication

·      Reporting mechanisms

·      Multi-stakeholder forums

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics First Resources engaged with its stakeholders through an online survey and one-on-one interviews.

What actions were taken by First Resources to promote sustainability across its supply chain?

In its 2019 Sustainability Report First Resources reports that it took the following actions for promoting sustainability across its supply chain:

  • Engaging with suppliers
  • First Resources endeavours to communicate its sustainability policy to its suppliers with the aim of developing a supply chain network that embodies the Group’s sustainability goals and practices. Once it has traced where the supply of its raw materials comes from, First Resources is able to focus its supplier engagements with the key players in its supply chain. One-on-one meetings and group sessions are held to communicate First Resources’ sustainability policies and expectations, and to help suppliers understand the importance of aligning their practices with First Resources’ requirements. To date, feedback from participating suppliers has been generally supportive and constructive. Through constant dialogue with its suppliers, especially smallholders, First Resources hopes to build a relationship of mutual trust in order for them to feel confident in sharing information about the challenges they face in meeting new sustainability standards. A strong rapport with suppliers strengthens First Resources’ ability to support them in their sustainability efforts without compromising on its policies.
  • Assessing suppliers
  • Building on its traceability information and supplier engagement efforts, First Resources assesses its suppliers to make sure their practices are in line with its Policy on Sustainable Palm Oil. Suppliers found to be non-compliant will be given the opportunity to undertake corrective actions within a certain timeline. In line with its policy, First Resources will suspend sourcing from non-compliant suppliers found to be engaged in the development of High Carbon Stock (HCS) forests, High Conservation Value (HCV) areas or peat areas, using of fires during land preparation or in the exploitation of local communities, and who do not take immediate remedial actions. In 2019, First Resources did not find any suppliers in breach of its policy requirements. All new suppliers are also screened, using social and environmental criteria during First Resources’ supplier onboarding process. This process involves the signing of an onboarding form to acknowledge that they will comply with First Resources’ policy requirements, as well as providing their mill or estate information to fulfil First Resources’ traceability process. First Resources will verify the information provided, and companies who cannot meet its requirements will not be onboarded as a new supplier.
  • Collaborating with stakeholders
  • First Resources acknowledges that getting suppliers on board is not a task it can undertake on its own and, as a result, relies heavily on stakeholder collaboration. External stakeholders may hold better monitoring tools and intelligence to detect potential errant or non-compliant suppliers. In addition to its own assessments, First Resources leverages on external parties to help it identify suppliers that it should further assess and engage with. For example, a non-governmental organisation (NGO) that works to protect the environment, sends to First Resources monthly reports of their deforestation detection. First Resources looks through these to see if any of the highlighted companies are in its supply chain, which require First Resources to undertake follow-up actions.

Which GRI Standards and corresponding Sustainable Development Goals (SDGs) have been addressed?

The GRI Standards addressed in this case are:

1) Disclosure 308-1 New suppliers that were screened using environmental criteria

2) Disclosure 308-2 Negative environmental impacts in the supply chain and actions taken

3) Disclosure 414-1 New suppliers that were screened using social criteria

4) Disclosure 414-2 Negative social impacts in the supply chain and actions taken

 

Disclosure 308-1 New suppliers that were screened using environmental criteria does not correspond to any SDG.

Disclosure 308-2 Negative environmental impacts in the supply chain and actions taken does not correspond to any SDG.

Disclosure 414-1 New suppliers that were screened using social criteria corresponds to:

Disclosure 414-2 Negative social impacts in the supply chain and actions taken corresponds to:

 

78% of the world’s 250 largest companies report in accordance with the GRI Standards

SustainCase was primarily created to demonstrate, through case studies, the importance of dealing with a company’s most important impacts in a structured way, with use of the GRI Standards. To show how today’s best-run companies are achieving economic, social and environmental success – and how you can too.

Research by well-recognised institutions is clearly proving that responsible companies can look to the future with optimism.

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

GRI, ISEP, CPD Certified Sustainability courses (2-5 days): Live Online or Classroom  (venue: London School of Economics)

  • Exclusive FBRH template to begin reporting from day one
  • Identify your most important impacts on the Environment, Economy and People
  • Formulate in group exercises your plan for action. Begin taking solid, focused, all-round sustainability action ASAP. 
  • Benchmarking methodology to set you on a path of continuous improvement

See upcoming training dates.
References:

1) This case study is based on published information by First Resources, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original, please revert to the original on the Global Reporting Initiative’s Sustainability Disclosure Database at the link:

http://database.globalreporting.org/

2) https://www.globalreporting.org/standards/gri-standards-download-center/

Note to First Resources: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us.

The post Case study: How First Resources promotes sustainability across its supply chain appeared first on SustainCase - Sustainability Magazine.

]]> Case study: How ANJ improves traceability across its supply chain https://sustaincase.com/case-study-how-anj-improves-traceability-across-its-supply-chain/ Wed, 29 Dec 2021 07:07:47 +0000 https://ccprowebs.com/new-sustaincase.com/?p=13164 Austindo Nusantara Jaya (ANJ) is an agricultural commodity holding company engaging principally, directly and through its subsidiaries, in trading, services and operations related to palm oil plantations and processing. Traceability is a top material risk for the palm oil industry, and This case study is based on the 2019 Sustainability Report by ANJ published on the Global Reporting Initiative Sustainability Disclosure Database that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, […]

The post Case study: How ANJ improves traceability across its supply chain appeared first on SustainCase - Sustainability Magazine.

]]> Austindo Nusantara Jaya (ANJ) is an agricultural commodity holding company engaging principally, directly and through its subsidiaries, in trading, services and operations related to palm oil plantations and processing. Traceability is a top material risk for the palm oil industry, and ANJ works hard to make sure it has systems in place to accurately track the source of its FFB (Fresh Fruit Bunches) supply base.  Tweet This!

This case study is based on the 2019 Sustainability Report by ANJ published on the Global Reporting Initiative Sustainability Disclosure Database that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing.

Abstract

The demand for certified sustainable and segregated palm oil is increasing worldwide, as many global brand manufacturers have committed to only use RSPO (Roundtable on Sustainable Palm Oil) certified and segregated palm oil solutions. Traceability is therefore important, in order to make sure that the certified sustainable palm oil and palm kernel oil used in the production of finished goods actually come from sustainable sources. In order to improve traceability across its supply chain ANJ took action to:

  • implement a procurement policy
  • work with existing and potential suppliers

What are the material issues the company has identified?

In its 2019 Sustainability Report ANJ identified a range of material issues, such as economic performance, biodiversity, occupational health and safety, emissions, local communities. Among these, improving traceability across its supply chain stands out as a key material issue for ANJ.

Stakeholder engagement in accordance with the GRI Standards              

The Global Reporting Initiative (GRI) defines the Principle of Stakeholder Inclusiveness when identifying material issues (or a company’s most important impacts) as follows:

“The reporting organization shall identify its stakeholders, and explain how it has responded to their reasonable expectations and interests.”

Stakeholders must be consulted in the process of identifying a company’s most important impacts and their reasonable expectations and interests must be taken into account. This is an important cornerstone for CSR / sustainability reporting done responsibly.

Key stakeholder groups ANJ engages with:

To identify and prioritise material topics ANJ engaged with its stakeholders through the following channels:

Stakeholder Group                Method of engagement
Shareholders and Investors ·      Production performance report

·      Financial performance/Investor newsletter

·      General Meetings of Shareholders (AGMS/ EGMS)

·      Annual Report

·      Sustainability Report

·      Corporate website

·      Speeches by BOD
Employees and labourers ·      Labour union

·      Training and seminars

·      Soft skill trainings, certifications, seminars

·      Collective Labour Agreement

·      Socialisation, meetings, magazines, newsletters
Central Government/ regulator ·      Licence and permit process

·      Regular meeting

·      Regular reporting, including Annual Report to OJK
Local government ·      Participation in regional development planning forum (musrenbang)

·      Stakeholder meeting

·      Coordination of CSR working practices with local administration working units (SKPD)

·      Dialog and cooperation

·      Facilitation and mediation
Partners Smallholders

 

 ·      Regular meetings

·      Workshops

·      Training & assistance
Customers (B2B) ·      Business partnership

·      ISPO and RSPO certification
Community (Including Local Leaders) ·      Stakeholder meetings

·      Community involvement and development programmes

·      Responsible development projects

·      Capacity building

·      Stakeholder meetings and dialog

·      Socialisation of procedure

·      Response to grievance

·      Information dissemination and dialog
Media ·      Production report

·      Financial performance/Investor newsletter

·      AGMS/EGMS

·      Annual Report

·      Sustainability Report

·      Press Releases

·      Media Briefings

·      Interviews

·      Site visits

·      Press conference
Non-Governmental Organisations ·      Cooperation on community development programmes

·      Direct meetings

What actions were taken by ANJ to improve traceability across its supply chain?

In its 2019 Sustainability Report ANJ reports that it took the following actions for improving traceability across its supply chain:

  • Implementing a procurement policy
  • In line with its Sustainability Policy, ANJ’s procurement policy is implemented in accordance with conditions that seek to minimise any negative environmental, social or economic impacts of activities undertaken throughout the supply chain. ANJ requires that all goods and services used in its operations are procured professionally, independently, efficiently and effectively, and in compliance with good corporate governance principles. As a part of its sourcing policy and continuous improvement focus, ANJ engages with suppliers to improve practices on the ground and strengthen its supply chain and thereby ensure positive developments in the sustainable palm oil production journey. In addition to specific technical, financial and administrative criteria, ANJ also requires that vendors meet and follow its commitment and standards on environmental, health and safety management systems. This is implemented through an Integrity Pact which is included in the contract. All vendors receive a copy of the ANJ Sustainability Policy in the Indonesian language, and ANJ holds information and awareness sessions to articulate the intent and requirements of the policy.
  • Working with existing and potential suppliers
  • ANJ’s strategies to prevent or mitigate negative environmental supply chain impacts include working with existing and potential suppliers, particularly independent smallholder farmers, in the vicinity of its estates to improve livelihoods, reduce the risk of social conflict, and in the case of potential suppliers, help them to comply with its vendor policies. ANJ has implemented a number of innovative programmes which have achieved promising results, including assisting plasma smallholder farmers to gain RSPO certification at SMM and KAL, as well as mapping of smallholders around ANJAS. ANJ’s traceability programme started in 2019, with a pilot project to be scaled up in 2020. As a result, ANJ did not yet systematically record new suppliers screened for environmental and social criteria. Similarly, ANJ was not yet in a position to report on negative environmental and social impacts in the supply chain and actions taken, but will be developing the screening mechanism/tool for environmental and social criteria to be applied to its suppliers.

Which GRI Standards and corresponding Sustainable Development Goals (SDGs) have been addressed?

The GRI Standards addressed in this case are:

1) Disclosure 308-1 New suppliers that were screened using environmental criteria

2) Disclosure 308-2 Negative environmental impacts in the supply chain and actions taken

3) Disclosure 414-1 New suppliers that were screened using social criteria

4) Disclosure 414-2 Negative social impacts in the supply chain and actions taken

 

Disclosure 308-1 New suppliers that were screened using environmental criteria does not correspond to any SDG.

Disclosure 308-2 Negative environmental impacts in the supply chain and actions taken does not correspond to any SDG.

Disclosure 414-1 New suppliers that were screened using social criteria corresponds to:

Disclosure 414-2 Negative social impacts in the supply chain and actions taken corresponds to:

 

78% of the world’s 250 largest companies report in accordance with the GRI Standards

SustainCase was primarily created to demonstrate, through case studies, the importance of dealing with a company’s most important impacts in a structured way, with use of the GRI Standards. To show how today’s best-run companies are achieving economic, social and environmental success – and how you can too.

Research by well-recognised institutions is clearly proving that responsible companies can look to the future with optimism.

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

GRI, ISEP, CPD Certified Sustainability courses (2-5 days): Live Online or Classroom  (venue: London School of Economics)

  • Exclusive FBRH template to begin reporting from day one
  • Identify your most important impacts on the Environment, Economy and People
  • Formulate in group exercises your plan for action. Begin taking solid, focused, all-round sustainability action ASAP. 
  • Benchmarking methodology to set you on a path of continuous improvement

See upcoming training dates.
References:

1) This case study is based on published information by ANJ, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original, please revert to the original on the Global Reporting Initiative’s Sustainability Disclosure Database at the link:

http://database.globalreporting.org/

2) https://www.globalreporting.org/standards/gri-standards-download-center/

Note to ANJ: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us.

The post Case study: How ANJ improves traceability across its supply chain appeared first on SustainCase - Sustainability Magazine.

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