Sector: Commercial Services Archives - SustainCase - Sustainability Magazine https://sustaincase.com/category/commercial-services/ 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... Mon, 19 Feb 2024 07:00:49 +0000 en-US hourly 1 https://wordpress.org/?v=6.9.4 Case study: How Co-op creates economic value for its stakeholders https://sustaincase.com/case-study-how-co-op-creates-economic-value-for-its-stakeholders/ Mon, 19 Feb 2024 07:00:49 +0000 https://sustaincase.com/?p=16526 Co-op is the UK’s largest consumer co-operative, with more than four million active members and a presence in every postal area in the UK. , by running a successful business. This case study is based on the 2021 Sustainability Report by Co-op, 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 In 2021, the economic value […]

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]]> Co-op is the UK’s largest consumer co-operative, with more than four million active members and a presence in every postal area in the UK. Co-op seeks to create long-term, sustainable value for its members, the communities in which it operates and its stakeholders  Tweet This!, by running a successful business.

This case study is based on the 2021 Sustainability Report by Co-op, 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. 

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Abstract

In 2021, the economic value distributed by Co-op reached £2,019 million. In order to create economic value for its stakeholders Co-op took action to:

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

What are the material issues the company has identified?

In its 2021 Sustainability Report Co-op identified a range of material issues, such as business integrity & responsible governance, climate change, energy & carbon emissions, ethical trade & human rights, sustainable sourcing, colleague wellbeing & mental health. Among these, creating economic value for its stakeholders stands out as a key material issue for Co-op.

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 Co-op engages with:

To identify and prioritise material topics Co-op engaged with its stakeholders through the following channels:

Stakeholder Group                Method of engagement
Members, colleagues, customers, NGOs and partners ·      Materiality Review
Members ·      AGM & National Members’ Council Elections

·      Join In

·      Co-op Young Members

·      National Members’ Council and Committees
Colleagues ·      Co-op’s listening tools – Talkback, Pulse and Colleague Voice
Communities

and causes

 ·      Local Community Fund Impact Survey

 
Partners ·      British Retail Consortium (BRC) Climate Action Roadmap
Suppliers (Fairtrade)

 

 

 ·      In January 2022, Chief Executive, Food, Jo Whitfield reached out with letters to 24 key producers in Co-op’s supply chain
Customers ·      Online survey
All ·      Future of Food

What actions were taken by Co-op to create economic value for its stakeholders?

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

  • Creating economic value for employees
  • In 2021, Co-op paid £m 1,398 for employee wages and pension benefits.
  • Creating economic value for the government
  • In 2021, Co-op paid £m 166 to the government (mainly business rates, employers’ National Insurance and irrecoverable VAT).
  • Creating economic value for members
  • In 2021, Co-op paid £m 21 to members.
  • Creating economic value for providers of capital
  • In 2021, Co-op paid £m 132 to providers of capital.
  • Creating economic value for communities
  • In 2021, Co-op spent £m 41 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 Co-op, 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://downloads.ctfassets.net/5ywmq66472jr/6R47HBNEePI72zwFqv2ENd/089080df93e8a36f1c5e8702830eefe9/Co-operate_Report_2021.pdf

Note to Co-op: 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 Co-op creates economic value for its stakeholders appeared first on SustainCase - Sustainability Magazine.

]]> Case study: How Garrigues creates economic value for its stakeholders https://sustaincase.com/case-study-how-garrigues-creates-economic-value-for-its-stakeholders/ Mon, 28 Aug 2023 05:56:42 +0000 https://ccprowebs.com/new-sustaincase.com/?p=15285 Garrigues is an international legal and tax services firm that advises clients locally, regionally and globally from every angle of business law, with over 2,000 people working across four continents and multiple disciplines to deliver comprehensive client solutions. This case study is based on the 2021 Integrated Report by Garrigues, 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 […]

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]]> Garrigues is an international legal and tax services firm that advises clients locally, regionally and globally from every angle of business law, with over 2,000 people working across four continents and multiple disciplines to deliver comprehensive client solutions. Delivering quality service to its clients and generating sustainable value for all its stakeholders, is a top priority for Garrigues.  Tweet This!

This case study is based on the 2021 Integrated Report by Garrigues, 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. 

In 2021, Garrigues’ aggregate billings totalled €414.2 million, enabling it to create and distribute long-term value to its stakeholders. In order to create economic value for its stakeholders Garrigues took action to:

  • create economic value for employees
  • create economic value for capital providers
  • create economic value for public authorities
  • create economic value for the community

What are the material issues the company has identified?

In its 2021 Integrated Report Garrigues identified a range of material issues, such as professional conduct, ethics and compliance, information security (cybersecurity), aspects and practices relating to the impact on climate change, practices to safeguard occupational health and safety. Among these, creating economic value for its stakeholders stands out as a key material issue for Garrigues.

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 Garrigues engages with:

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

Stakeholder Group                Method of engagement
Clients

 

 ·      Integrated Report

·      Client experience and satisfaction

·      Direct comments / informal meetings

·      Corporate website

·      Testimonials and specialised media reports

·      Client and ethical requirements

·      Meetings, committees and external working groups
Partners

 

 ·      Integrated Report

·      Corporate website

·      Client experience and satisfaction

·      Direct comments / informal meetings

·      Formal meetings (Partners’ Meeting) and internal committees

·      GarriguesNET
Personnel

 

 ·      Integrated Report

·      GarriguesNET

·      Corporate website

·      Client experience and satisfaction

·      Direct comments / informal meetings
Regulatory bodies and public authorities

 

 

 ·      Integrated Report

·      Corporate website

·      Testimonials and specialised media reports

·      Client and ethical requirements

·      The media and social networks

·      Meetings, committees and external working groups

·      Legislation
The media

 

 ·      Integrated Report

·      Corporate website

·      Social networks

·      Meetings and telephone and email contact
Alliances

 

 ·      Integrated Report

·      Direct comments / informal meetings

·      Meetings, committees and external working groups

·      Corporate website
Entities (suppliers, etc.)

 

 ·      Integrated Report

·      Direct comments / informal meetings

·      Testimonials and specialised media reports

·      Meetings, committees and external working groups

·      Formal meetings and internal committees

·      Corporate website
Society

 

 ·      Integrated Report

·      Corporate website

·      Testimonials and specialised media reports

·      The media and social networks

·      Meetings, committees and external working groups

·      Legislation

·      Formal meetings and internal committees

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

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

  • Creating economic value for employees
  • In 2021, Garrigues paid €291.9 million in personnel expenses.
  • Creating economic value for capital providers
  • In 2021, Garrigues paid €2.3 million to capital providers.
  • Creating economic value for public authorities
  • In 2021, Garrigues paid €29.8 million to public authorities.
  • Creating economic value for the community
  • In 2021, Garrigues spent €360 thousand in donations and other 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 Garrigues, 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://integratedreport.garrigues.com/wp-content/uploads/2022/05/Garrigues-Integrated-Report-2021-en.pdf

Note to Garrigues: 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 Garrigues creates economic value for its stakeholders appeared first on SustainCase - Sustainability Magazine.

]]> Case study: How WSP creates economic value for its stakeholders https://sustaincase.com/case-study-how-wsp-creates-economic-value-for-its-stakeholders/ Fri, 05 May 2023 05:54:53 +0000 https://sustaincase.com/?p=17751 WSP is one of the world’s leading professional services firms, providing engineering and design services to clients in the Transportation & Infrastructure, Property & Buildings, Earth & Environment, Power & Energy, Resources and Industry sectors, as well as offering strategic advisory services. This case study is based on the 2020 Global ESG Report by WSP, 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, […]

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

]]> WSP is one of the world’s leading professional services firms, providing engineering and design services to clients in the Transportation & Infrastructure, Property & Buildings, Earth & Environment, Power & Energy, Resources and Industry sectors, as well as offering strategic advisory services. WSP’s Operational Excellence pillar focuses on creating value for its clients, people, shareholders, and all other stakeholders.  Tweet This!

This case study is based on the 2020 Global ESG Report by WSP, 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

Managing its resources in an efficient manner so as to generate sustainable, long-term value for its investors and other stakeholders, is a top priority for WSP. In order to create economic value for its stakeholders WSP took action to:

  • create economic value for employees
  • create economic value for subconsultants
  • create economic value for shareholders
  • create economic value for the government

What are the material issues the company has identified? 

In its 2020 Global ESG Report WSP identified a range of material issues, such as ethical business practices, diversity and equal opportunity, employee training and education, occupational health and safety. Among these, creating economic value for its stakeholders stands out as a key material issue for WSP.

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 WSP engages with:

Stakeholder Group                Method of engagement
Employees

 

 

 

 

 ·      Employee surveys

·      Townhall meetings

·      Information cascaded from leadership, via team meetings

·      Global internal communications (intranet, emails, newsletters) and local intranets

·      Annual Report

·      ESG Report

·      Leadership interviews

·      Social media campaigns for World Observance Days
Investors and analysts

 

 ·      Investor relations activities including: investor days, meetings, roadshows, conferences, discussion with senior executives and market sector experts, conference calls

·      Website postings

·      Financial reports

·      Press releases and media relations

·      Annual Information Form

·      Annual Report

·      ESG Report

·      Annual Meeting of Shareholders

·      Site visits to explain WSP’s project work
Clients

 

 

 

 ·      Project communications

·      Project feedback received from clients

·      Client interviews

·      Thought leadership communications

·      Workshops and panels during events
Business partners, including subcontractors, joint ventures and consortiums ·      Project communications

 
Suppliers ·      Procurement process

·      Questionnaires in onboarding process

·      Engaging with major suppliers on carbon footprint of goods and services
Governments, including regulatory authorities ·      Project communications involving government agencies

 
Industry bodies ·      Participation on key industry association committees

·      Attendance at industry functions

·      Sponsorship of industry events and research

·      Trade show displays

·      Thought leadership
Local communities

 

 ·      Consultation on behalf of clients within projects

·      Local community involvement/charity work

·      Sponsorship and donations

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics WSP engaged with its stakeholders through questionnaires and individual conversations. External stakeholders included investors and clients, while internal stakeholders included employees, regional sustainability leaders and corporate function leaders overseeing areas related to WSP’s environmental, social and governance impacts.

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

In its 2020 Global ESG Report WSP reports that it took the following actions for creating economic value for its stakeholders:

  • Creating economic value for employees
  • In 2020, WSP spent 2B CAD in personnel costs.
  • Creating economic value for subconsultants
  • In 2020, WSP paid 9B CAD to subconsultants.
  • Creating economic value for shareholders
  • In 2020, WSP spent 3M CAD in cash dividends paid to shareholders.
  • Creating economic value for the government
  • In 2020, WSP paid 5M CAD in income 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 WSP, 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.wsp.com/en-GL/investors/reports-and-filings/esg-report

Note to WSP: 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 WSP creates economic value for its stakeholders appeared first on SustainCase - Sustainability Magazine.

]]> Case study: How Randstad promotes responsible procurement https://sustaincase.com/case-study-how-randstad-promotes-responsible-procurement/ Wed, 01 Mar 2023 07:11:08 +0000 https://ccprowebs.com/new-sustaincase.com/?p=14804 Randstad helps people secure rewarding jobs and stay relevant in the ever-changing world of work. Randstad’s suppliers make an important contribution to the quality of its services. Accordingly, Randstad asks them to embrace its standards and comply with its Supplier Code. This case study is based on the 2021 Annual Report by Randstad, 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) […]

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

]]> Randstad helps people secure rewarding jobs and stay relevant in the ever-changing world of work. Randstad’s suppliers make an important contribution to the quality of its services. Accordingly, Randstad asks them to embrace its standards and comply with its Supplier Code.

This case study is based on the 2021 Annual Report by Randstad, 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

Randstad requests that its suppliers – and their own suppliers, too – respect its social, ecological and other principles.  Tweet This! In order to promote responsible procurement Randstad took action to:

  • implement a Supplier Code
  • appoint a Chief Procurement Officer

What are the material issues the company has identified? 

In its 2021 Annual Report Randstad identified a range of material issues, such as business ethics, human rights, occupational health & safety, data security and privacy. Among these, promoting responsible procurement stands out as a key material issue for Randstad.

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 Randstad engages with:

Stakeholder Group
Clients
Employees
Talent
Investors
Public organisations
Suppliers

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Randstad engaged with its stakeholders through interviews and workshops.

What actions were taken by Randstad to promote responsible procurement?

In its 2021 Annual Report Randstad reports that it took the following actions for promoting responsible procurement:

  • Implementing a Supplier Code
  • Randstad’s Supplier Code is an integral part of its international terms and conditions and aims to ensure that the procurement of goods and services takes place in a socially responsible manner and in conformity with its business principles. In this code, Randstad explicitly requests that its suppliers respect its regulatory, social, and ecological principles, and adopt practices consistent with those principles. Suppliers must ensure that their own suppliers and subcontractors also respect the principles set out in the code. This requires them to comply with human rights, the ILO (International Labour Organization) principles regarding labour and anti-bribery and corruption legislation and international treaties, and to ensure safe working conditions in accordance with Randstad’s health & safety policy. Randstad consults with suppliers periodically in order to verify compliance with the code. If deemed necessary, Randstad may have an audit conducted at the supplier’s premises. The Supplier Code was revised in 2021, and is published on Randstad’s website.
  • Appointing a Chief Procurement Officer
  • In 2021, Randstad appointed a Chief Procurement Officer (CPO), with the ambition to build a world-class procurement function to make a positive, organisation-wide impact through innovation, supply risk management, and environmental responsibility, as well as ensuring cost efficiency and contributing to growth. This can only be achieved with a strong, professional, committed and trustful supply chain. The CPO reports directly to the CFO (Chief Financial Officer) and will drive the Executive Board’s agenda related to supplier engagement. In line with its commitment to the SBTi’s net-zero standard, Randstad’s ambition is to engage with its suppliers on reducing emissions as well.

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 Randstad, 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.randstad.com/s3fs-media/rscom/public/2022-02/randstad-annual-report-2021.pdf

Note to Randstad: 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 Randstad promotes responsible procurement appeared first on SustainCase - Sustainability Magazine.

]]> Case study: How WSP promotes sustainability among its suppliers https://sustaincase.com/case-study-how-wsp-promotes-sustainability-among-its-suppliers/ Wed, 20 Jul 2022 06:07:58 +0000 https://ccprowebs.com/new-sustaincase.com/?p=13876 As one of the world’s leading professional services firms, WSP provides engineering and design services to clients in the Transportation & Infrastructure, Property & Buildings, Earth & Environment, Power & Energy, Resources and Industry sectors, as well as offering strategic advisory services. This case study is based on the 2020 Global ESG Report by WSP, 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, […]

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

]]> As one of the world’s leading professional services firms, WSP provides engineering and design services to clients in the Transportation & Infrastructure, Property & Buildings, Earth & Environment, Power & Energy, Resources and Industry sectors, as well as offering strategic advisory services. WSP is committed to finding sustainable solutions to the challenges the future will bring, and it is important that its suppliers do the same.  Tweet This!

This case study is based on the 2020 Global ESG Report by WSP, 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

Working with approximately 40,000 suppliers around the globe, WSP seeks to incorporate corporate social responsibility factors into the selection and onboarding process, so as to effectively promote sustainability across its supply chain. In order to promote sustainability among its suppliers WSP took action to:

  • implement a Third Party Code of Conduct
  • promote environmental sustainability

What are the material issues the company has identified? 

In its 2020 Global ESG Report WSP identified a range of material issues, such as ethical business practices, occupational health and safety, environmental compliance, diversity and equal opportunity. Among these, promoting sustainability among its suppliers stands out as a key material issue for WSP.

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 WSP engages with:

Stakeholder Group                Method of engagement
Employees

 

 

 

 

 ·      Employee surveys

·      Townhall meetings

·      Information cascaded from leadership, via team meetings

·      Global internal communications (intranet, emails, newsletters) and local intranets

·      Annual Report

·      ESG Report

·      Leadership interviews

·      Social media campaigns for World Observance Days
Investors and analysts

 

 ·      Investor relations activities including: investor days, meetings, roadshows, conferences, discussion with senior executives and market sector experts, conference calls

·      Website postings

·      Financial reports

·      Press releases and media relations

·      Annual Information Form

·      Annual Report

·      ESG Report

·      Annual Meeting of Shareholders

·      Site visits to explain WSP’s project work
Clients

 

 

 

 ·      Project communications

·      Project feedback received from clients

·      Client interviews

·      Thought leadership communications

·      Workshops and panels during events
Business partners, including subcontractors, joint ventures and consortiums ·      Project communications

 
Suppliers ·      Procurement process

·      Questionnaires in onboarding process

·      Engaging with major suppliers on carbon footprint of goods and services
Governments, including regulatory authorities ·      Project communications involving government agencies

 
Industry bodies ·      Participation on key industry association committees

·      Attendance at industry functions

·      Sponsorship of industry events and research

·      Trade show displays

·      Thought leadership
Local communities

 

 ·      Consultation on behalf of clients within projects

·      Local community involvement/charity work

·      Sponsorship and donations

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics WSP engaged with both internal and external stakeholders through questionnaires and individual conversations. External stakeholders included investors and clients, while internal stakeholders included employees, regional sustainability leaders and corporate function leaders overseeing areas related to WSP’s environmental, social and governance impacts.

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

In its 2020 Global ESG Report WSP reports that it took the following actions for promoting sustainability among its suppliers:

  • Implementing a Third Party Code of Conduct
  • WSP’s Third Party Code of Conduct summarises WSP’s values as they apply to third parties, by providing a set of governing principles for ethical behaviour when interacting with WSP or on its behalf. Through existing processes and WSP’s new third-party supplier vetting system, third parties are required to certify their agreement to WSP’s Third Party Code of Conduct and respond to a questionnaire which includes mandatory sustainability questions. The process classifies third parties according to Ethics and Compliance risk factors, while also gathering data on other factors such as financials, health and safety, quality credentials and sustainability. Once vetted, WSP carries out ongoing monitoring, and the third parties undergo periodic re-qualification.
  • Promoting environmental sustainability
  • Corporate sustainability is one of WSP’s procurement guiding principles. WSP’s global Request for Proposals template includes questions for larger suppliers on whether they have a sustainability policy or plan. WSP’s regions enhance these checks through their regional procedures, including risk classifications and verification of certifications. In regions where the supplier vetting system has been implemented, all suppliers are required to answer sustainability questions. WSP seeks to work with vendors who provide sustainable products and services and has agreements in place with key suppliers to provide energy efficient equipment, recycled paper and recycling services for electronic equipment. To support its scope 3 GHG emissions reduction target, WSP also plans to develop an action plan to further engage with its major suppliers to reduce emissions associated with purchased goods and services.

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 WSP, 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.wsp.com/en-GL/investors/reports-and-filings/esg-report

Note to WSP: 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 WSP promotes sustainability among its suppliers appeared first on SustainCase - Sustainability Magazine.

]]> Case study: How Cybercom promotes ethical business behaviour https://sustaincase.com/case-study-how-cybercom-promotes-ethical-business-behaviour/ Fri, 11 Sep 2020 07:59:27 +0000 https://ccprowebs.com/new-sustaincase.com/?p=11394 Cybercom is an IT consulting company enabling companies and organisations to benefit from the opportunities of the connected world and enhance their competitiveness, through innovative and sustainable solutions. Cybercom complies with the Swedish Anti-Corruption Institute’s Code of Gifts, Rewards and other Benefits in Business and works actively to combat corruption and unethical practices, making sure that every employee acts legally and appropriately in relation to Cybercom’s stakeholders. This case study is based on the 2019 Sustainability Report by Cybercom published on the Global Reporting Initiative Sustainability Disclosure Database that can be found at this link. Through all case studies we aim […]

The post Case study: How Cybercom promotes ethical business behaviour appeared first on SustainCase - Sustainability Magazine.

]]> Cybercom is an IT consulting company enabling companies and organisations to benefit from the opportunities of the connected world and enhance their competitiveness, through innovative and sustainable solutions. Cybercom complies with the Swedish Anti-Corruption Institute’s Code of Gifts, Rewards and other Benefits in Business and works actively to combat corruption and unethical practices, making sure that every employee acts legally and appropriately in relation to Cybercom’s stakeholders.

This case study is based on the 2019 Sustainability Report by Cybercom 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

Cybercom seeks to make sure that high ethical standards characterise every aspect of its business and operations  Tweet This!, is opposed to any form of money laundering, and takes the relevant measures to prevent financial transactions that are of criminal intent. In order to promote ethical business behaviour Cybercom took action to:

  • implement a Code of Business Ethics and Conduct
  • promote information security and data protection
  • implement a Suppliers’ Code of Conduct

What are the material issues the company has identified?

In its 2019 Sustainability Report Cybercom identified a range of material issues, such as financial stability, sustainable products and services, smart use of resources, information security. Among these, promoting ethical business behaviour stands out as a key material issue for Cybercom.

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 Cybercom engages with:

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

Stakeholder Group                Method of engagement
Clients

 

 ·      Ongoing dialogue via Cybercom’s key account managers and other sales representatives and consultants

·      Client surveys

·      Interviews
Employees

 

 ·      Biweekly “pulse checks”

·      Interviews

·      Ongoing engagement
Investors and owners

 

 ·      Annual general meeting

·      Board work

·      Interviews
Suppliers ·      Suppliers’ Code of Conduct

What actions were taken by Cybercom to promote ethical business behaviour?

In its 2019 Sustainability Report Cybercom reports that it took the following actions for promoting ethical business behaviour:

  • Implementing a Code of Business Ethics and Conduct
  • Cybercom’s Code of Business Ethics and Conduct applies to all employees and sets standards for employee professionalism and integrity. All employees complete web-based training sessions aimed at preventing corruption, based on the Code of Business Ethics and Conduct and containing various possible dilemmas on which employees must take a position. In 2019, Cybercom also used a whistle-blower channel for anonymous reporting of violations of the Code of Business Ethics and Conduct. Reports were dealt with by an external party. During the year, there were no cases of corrupt conduct or discrimination reported.
  • Promoting information security and data protection
  • Cybercom works systematically with information security, based on the company’s information security and data protection policy. The work is aimed at protecting Cybercom against intentional and unintentional threats and complying with applicable laws, regulations and the requirements and expectations of employees and clients. When GDPR (General Data Protection Regulation) went into full effect in 2018, Cybercom implemented a new security organisation and new policies and instructions to ensure compliance and raise the level of protection. Skills transfer and the exchange of experience among Cybercom’s internal security organisation and Cybercom’s IT secure business area were reinforced during the year, and are creating added value for Cybercom and its clients. In 2019, Cybercom had no cases of loss of client data.
  • Implementing a Suppliers’ Code of Conduct
  • All Cybercom suppliers must sign Cybercom’s Suppliers’ Code of Conduct, which aligns with the Cybercom Code of Business Ethics and Conduct in all material respects, including environmental guidelines. Thus, the Suppliers’ Code of Conduct covers the same areas as Cybercom’s internal Code of Business Ethics and Conduct – except for financial reporting and external communication. Both Cybercom’s internal Code of Business Ethics and Conduct and the Suppliers’ Code of Conduct are available on cybercom.com.

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

The GRI Standards addressed in this case are:

1) Disclosure 205-2 Communication and training about anti-corruption policies and procedures

2) Disclosure 205-3 Confirmed incidents of corruption and actions taken

3) Disclosure 418-1 Substantiated complaints concerning breaches of customer privacy and losses of customer data

 

Disclosure 205-2 Communication and training about anti-corruption policies and procedures corresponds to:

Disclosure 205-3 Confirmed incidents of corruption and actions taken corresponds to:

Disclosure 418-1 Substantiated complaints concerning breaches of customer privacy and losses of customer data 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 Cybercom, 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 Cybercom: 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 Cybercom promotes ethical business behaviour appeared first on SustainCase - Sustainability Magazine.

]]> Case study: How Transcom combats corruption https://sustaincase.com/case-study-how-transcom-combats-corruption/ Tue, 21 Apr 2020 08:39:51 +0000 https://ccprowebs.com/new-sustaincase.com/?p=10662 With local specialists around the world, Transcom provides outsourced customer care, sales, technical support, and collections services to companies within among others the telecom, financial services, cable, government & healthcare, consumer goods, retail/e-tail, logistics, and media sectors. Proactively and consistently combatting corruption in all its forms, is essential to Transcom. This case study is based on the 2018 Sustainability Report by Transcom 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 […]

The post Case study: How Transcom combats corruption appeared first on SustainCase - Sustainability Magazine.

]]> With local specialists around the world, Transcom provides outsourced customer care, sales, technical support, and collections services to companies within among others the telecom, financial services, cable, government & healthcare, consumer goods, retail/e-tail, logistics, and media sectors. Proactively and consistently combatting corruption in all its forms, is essential to Transcom.

This case study is based on the 2018 Sustainability Report by Transcom 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

Transcom implements zero tolerance to fraud and other unethical behaviour  Tweet This!, that is solidified within the organisation with the help of rigorous steering and policy documents. In order to combat corruption Transcom took action to:

  • provide training and address risks
  • implement a whistleblower policy

What are the material issues the company has identified?

In its 2018 Sustainability Report Transcom identified a range of material issues, such as customer data protection and security, community engagement, equal opportunity and diversity among employees, non-discriminatory and ethical conduct towards end-customers. Among these, combatting corruption stands out as a key material issue for Transcom.

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 Transcom engages with:

Stakeholder Group
Employees
Owners
Investors
ESG analysts
Equity analysts
Clients

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Transcom carried out stakeholder dialogues through surveys, where stakeholder groups were asked to prioritise sustainability aspects.

What actions were taken by Transcom to combat corruption?

In its 2018 Sustainability Report Transcom reports that it took the following actions for combatting corruption:

  • Providing training and addressing risks
  • Transcom’s zero tolerance approach to fraud and other unethical behaviour is solidified with the help of rigorous steering and policy documents, which include Transcom’s Supplier Code of Business Conduct and Code of Business Conduct for employees. The Codes of Business Conduct are based on 13 principles covering human rights, labour rights, environmental protection and anti-corruption practices that are essential in Transcom’s daily operations. A mandatory part of the Code of Business Conduct training is the training of all new employees in anti-corruption and, after completion, all employees must provide a signed confirmation of their understanding of the Code of Business Conduct. Additionally, as Transcom is a global company exposed to country-specific risks, it makes sure, in its global operations, that all risks of corruption are addressed in each country through the countries’ risk register, in the scope of Transcom’s internal audits and in strategic risk assessments for business developments. Thus, to reduce the likelihood of corruption, Transcom lets its internal audit department carry out risk assessments of all its operations, according to Transparency International’s Corruption Perception Index.
  • Implementing a whistleblower policy
  • Transcom has a whistleblower policy in place to make sure that employees, agency workers, contractors, and home agents feel safe when reporting corruption and malpractices. Employees can file complaints via email, mail, or fill out a form via Transcom’s The system allows for anonymous reporting and all complaints and malpractices are put through a confidential assessment process, where they are investigated in detail. The length and scope of the investigation depend on the subject matter of the concern and, if appropriate, the investigation will be escalated to the Chairman of Transcom’s Board of the Audit Committee, an independent auditor, the police or other law enforcement authority. If the concern is of urgent matter, action is taken before the investigation is conducted. The employee who reported the concern will, unless circumstances do not permit it, be notified what action Transcom decided upon, and must treat any such information with the strictest confidence. Transcom is happy that in 2018, its review, escalation process and whistleblower system all jointly showed no indications of any cases of corruption.

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

The GRI Standards addressed in this case are:

1) Disclosure 205-1 Operations assessed for risks related to corruption

2) Disclosure 205-3 Confirmed incidents of corruption and actions taken

 

Disclosure 205-1 Operations assessed for risks related to corruption corresponds to:

  • Sustainable Development Goal (SDG) 16: Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels
  • Business theme: Anti-corruption

 Disclosure 205-3 Confirmed incidents of corruption and actions taken corresponds to:

  • Sustainable Development Goal (SDG) 16: Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels
  • Business theme: Anti-corruption

 

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.

FBRH GRI Standards Certified & ISEP recognised Sustainability Course | Venue: London LSE

By registering for the next 2-day FBRH GRI Standards Certified & ISEP recognised course you will be taking the first step in gaining the many benefits of sustainability reporting.

 

References:

1) This case study is based on published information by Transcom, 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 Transcom: 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 Transcom combats corruption appeared first on SustainCase - Sustainability Magazine.

]]> Case study: How thinkstep promotes responsible business practices https://sustaincase.com/case-study-how-thinkstep-promotes-responsible-business-practices/ Mon, 13 Apr 2020 09:50:41 +0000 https://ccprowebs.com/new-sustaincase.com/?p=10648 With a global presence in 20 countries, serving more than 8,000 companies, thinkstep is a global leader in sustainability performance management, whose software and consulting services aid businesses in enhancing their data quality, saving processing time and improving reporting and decision-making. Committed to doing the right thing and communicating the truth, and as such, they are both key priorities for thinkstep. This case study is based on the 2018 Sustainability Report by thinkstep 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 […]

The post Case study: How thinkstep promotes responsible business practices appeared first on SustainCase - Sustainability Magazine.

]]> With a global presence in 20 countries, serving more than 8,000 companies, thinkstep is a global leader in sustainability performance management, whose software and consulting services aid businesses in enhancing their data quality, saving processing time and improving reporting and decision-making. Committed to doing the right thing and communicating the truth, thinkstep believes that integrity and accountability foster success over failure  Tweet This! and as such, they are both key priorities for thinkstep.

This case study is based on the 2018 Sustainability Report by thinkstep 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

Accountability at thinkstep starts with each individual, including at the management level. Every person at thinkstep is obligated to take ownership and responsibility for their actions, and to do so transparently. In order to promote responsible business practices thinkstep took action to:

  • implement a Code of Conduct
  • promote transparency and accountability
  • apply a Sustainable Purchasing Policy

What are the material issues the company has identified?

In its 2018 Sustainability Report thinkstep identified a range of material issues, such as sustainable growth, thought leadership, employees/labour, products and services, energy & carbon. Among these, promoting responsible business practices stands out as a key material issue for thinkstep.

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 thinkstep engages with:

Stakeholder Group
Employees
Clients
Business partners
Thought leaders
Investors

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics thinkstep carried out an in-depth survey among 143 stakeholders, and also obtained stakeholders’ comments and feedback on material sustainability topics through meetings and telephone interviews with stakeholders’ representatives.

What actions were taken by thinkstep to promote responsible business practices?

In its 2018 Sustainability Report thinkstep reports that it took the following actions for promoting responsible business practices:

  • Implementing a Code of Conduct
  • In 2014, thinkstep introduced the thinkstep Code of Conduct, which outlines the expected behaviours of all of its employees, directors and officers. For sustainable success, it is essential that thinkstep makes business decisions and treats all stakeholders ethically and in compliance with all applicable legal requirements. Accordingly, thinkstep conducts and reports all financial transactions (including invoicing) accurately, truthfully and completely, and complies with the anti-corruption laws of the countries in which it does business. thinkstep does not make any direct or indirect payments or promises of payment to government officials for the purpose of inducing the individual to misuse his or her position to obtain or retain business for thinkstep and provides timely, regular and reliable information about its activities, structure, financial situation and performance to shareholders.
  • Promoting transparency and accountability
  • As thousands of people around the globe use thinkstep’s GaBi and SoFi Software solutions, it is thinkstep’s duty to make sure that the user experience for both solutions always meets the needs of its clients. Thus, in addition to existing feedback mechanisms, thinkstep invites all its clients once a year to a user group meeting where it collects their feedback and lets them exchange their unique user experiences. The information thinkstep receives during these face-to-face meetings, plays an important role in defining the roadmap and new features for its software developers. thinkstep maintains both GaBi and SoFi as highly secure softwares, is very aware that it works mostly with sensitive data during its consulting work, and has not received any substantiated complaints concerning breaches of its clients’ privacy.
  • Applying a Sustainable Purchasing Policy
  • thinkstep envisions a world in which the production, distribution, use and disposal of goods and services enhance the long-term health and vitality of society, economies and the planet. Thus, a key element in thinkstep’s “Reducing our Environmental Footprint” pillar is to adopt sustainable practices at work and at home and to increase employee awareness of the impacts of their choices through active engagement in environmental and social impact reduction activities. thinkstep is committed to walking its own sustainability talk and to leading by example and as a result, has developed and implements a Sustainable Purchasing Policy and associated Guidelines, specifically to encourage the adoption of more sustainable purchasing practices at thinkstep, help reduce its environmental footprint and enhance its positive social impact. The Sustainable Purchasing Policy and Guidelines document was signed in 2015 by thinkstep’s CEO and CFO at that time. Through this policy and the associated guidelines, thinkstep encourages its staff, who are responsible for procurement, to purchase quality products and services at competitive prices, while considering key environmental and social benefits over the entire life cycle of the product or service, including:
    • Energy and water efficiency
    • Reduced resource requirements
    • Recyclability
    • Biodegradability
    • Minimal packaging
    • Durability
    • Workplace health and safety
    • International labour standards and human rights
    • Total cost of ownership
  • One indirect way thinkstep increases employee engagement is raising environmental awareness through its Sustainable Purchasing Policy, which is applied to all purchases related to office electricity, computers and electronics, paper and printing and catering and food. Purchasing was chosen because it is common to all thinkstep offices, and as such, visible to all employees. thinkstep purchases green electricity in its headquarters in Stuttgart and its office in Berlin, while its long-term target is to switch to green electricity in all its offices around the world where such electricity is available. thinkstep’s IT department purchases computers and monitors (and other devices) that have achieved an EPEAT (Electronic Product Environmental Assessment Tool) gold or silver rating and that allow thinkstep to enable energy-save mode. thinkstep also has environmentally responsible e-waste disposal in place in accordance with local regulations, in all its offices worldwide. When it comes to paper, thinkstep makes sure that all paper products meet the specifications outlined under the Forest Stewardship Council (FSC) Recycled label (or equivalent) and that the same specifications are applied when it comes to choosing printing service providers for marketing materials and client publications. Furthermore, thinkstep’s catering events are planned with preference for regional / local / organic food and vegan / vegetarian options and take into consideration ethical standards for farming. For example, all coffee and boxed tea purchased by thinkstep must be organic, shade-grown and fair trade certified. In 2018, thinkstep purchased water dispensers to reduce bottled water in its headquarters and works locally with different offsetting partners. thinkstep also conducts an annual review of its sustainable purchasing policy and guidelines, and reports internally and externally on its progress regarding its action plan. During this review, the Sustainability Officer works in collaboration with the rest of the thinkstep sustainability team (and other internal teams) to make recommendations to improve thinkstep’s sustainability programme, on an ongoing basis. This policy applies to all thinkstep operating regions and offices.

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

The GRI Standard addressed in this case is: Disclosure 205-2 Communication and training about anti-corruption policies and procedures

Disclosure 205-2 Communication and training about anti-corruption policies and procedures corresponds to:

  • Sustainable Development Goal (SDG) 16: Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels
  • Business theme: Anti-corruption

 

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.

FBRH GRI Standards Certified & ISEP recognised Sustainability Course | Venue: London LSE

By registering for the next 2-day FBRH GRI Standards Certified & ISEP recognised course you will be taking the first step in gaining the many benefits of sustainability reporting.

 

References:

1) This case study is based on published information by thinkstep, 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 thinkstep: 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 thinkstep promotes responsible business practices appeared first on SustainCase - Sustainability Magazine.

]]> Case study: How Genpact promotes sustainability across its supply chain https://sustaincase.com/case-study-how-genpact-promotes-sustainability-across-its-supply-chain/ Wed, 08 Apr 2020 09:49:42 +0000 https://ccprowebs.com/new-sustaincase.com/?p=10634 Genpact is a global professional services firm focused on delivering digital transformation for clients through digital-led innovation and digitally-enabled intelligent operations, serving firms in key industry verticals in over 20 countries. Just as it does in its business, Genpact expects its vendors to conduct themselves and their enterprises in a manner, that reflects Genpact’s emphasis on sustainability. This case study is based on the 2017 Sustainability Report by Genpact 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. […]

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

]]> Genpact is a global professional services firm focused on delivering digital transformation for clients through digital-led innovation and digitally-enabled intelligent operations, serving firms in key industry verticals in over 20 countries. Just as it does in its business, Genpact expects its vendors to conduct themselves and their enterprises in a manner, that reflects Genpact’s emphasis on sustainability.

This case study is based on the 2017 Sustainability Report by Genpact 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

Genpact believes that its vendors and suppliers play an integral role in its success and views them as an extension of its operations. Accordingly, Genpact seeks to integrate sustainability into its supply chain  Tweet This! and encourages its vendors to adopt its sustainability standards. In order to promote sustainability across its supply chain Genpact took action to:

  • implement a sustainable supply chain policy
  • evaluate suppliers

What are the material issues the company has identified?

In its 2017 Sustainability Report Genpact identified a range of material issues, such as business growth and profitability, data security and confidentiality, customer satisfaction, business reputation, resource efficiency. Among these, promoting sustainability across its supply chain stands out as a key material issue for Genpact.

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 Genpact engages with:

Stakeholder Group                Method of engagement
Employees ·      Employee satisfaction survey

·      Performance appraisal

·      Corporate social responsibility volunteering

·      Regular formal/informal with managers organisation

·      Training and development programmes

·      Grievance cell
Clients ·      Net promoter score based on the process owner questionnaire

·      CXO questionnaire

·      Governance meetings at account level between different levels of the organisation
Investors ·      Quarterly calls with investors and shareholders

·      Annual 10K report

·      Annual general meeting

·      Email alerts for SEC – related information, reports, webcasts and presentations, scheduled events and company news

·      Online information request/contact us form
Suppliers

 

 

 

 ·      Vendor prequalification process

·      Vendor risk analysis and rating process

·      Engagement with vendor employees during sessions on promoting health and safety-related practices
Communities

 

 ·      Community intervention/employee volunteering activities

·      Planning exercise with NGOs

·      Limited engagement with NGOs on strengthening their processes
Academic institutions ·      Campus recruitment
Government & industry bodies

 

 ·      Engagement through memberships of industry bodies like NASSCOM, CII (Confederation of Indian Industry), Business Processing Association of the Philippines (BPAP), Association of the Business Services Leaders (Poland and Romania) etc.

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Genpact engaged with eight stakeholder groups – employees, clients, investors, academic institutions, government/regulatory bodies, communities & NGOs/ civil society networks, industry bodies and suppliers – through a combination of online surveys, physical questionnaires and personal interactions.

What actions were taken by Genpact to treat waste responsibly?

In its 2017 Sustainability Report Genpact reports that it took the following actions for promoting sustainability across its supply chain:

  • Implementing a sustainable supply chain policy
  • Genpact formulated its sustainable supply chain policy in 2016. The policy captures the principles that ensure a responsible supply chain and details the sustainability standards Genpact requires of its vendors. Broad tenets of the policy are:
    • Ensuring ethical and transparent vendor operations and relations
    • Limiting negative environmental impacts in Genpact’s supply chain
    • Protecting of human rights and promoting globally accepted labour practices among Genpact’s vendors
    • Promoting diversity and inclusion in Genpact’s supply chain
    • Encouraging and engaging with vendors to encourage sustainable practices
  • The principles of Genpact’s sustainable supply chain policy flow from Genpact’s integrity policy as it pertains to suppliers, Genpact’s EHS (Environment, Health and Safety) policy and its global sourcing policy. All vendors must adhere to these policies: Non-compliance may lead to suspension or termination of their contracts. In particular, Genpact’s contract with vendors operating out of its facilities obligates them to adhere to Genpact’s global safe work environment policy. Vendors must also follow specific criteria regarding the services they offer. Genpact’s sourcing team collaborates with infrastructure and logistics, EHS and IT teams to procure products that help save energy and conserve resources and, when procuring, Genpact prefers products that are greener, assuming they meet technical specifications. For example, Genpact’s food vendor in India must comply with specific health-related requirements, must have public liability insurance, must follow statutory norms such as food license and Food Safety and Standards Authority of India (FSSAI) standards. Vendors who provide Genpact’s chairs have to comply with specific ergonomic requirements. Vendors for transport must comply to local statutory regulations, road permits check, insurance, EHS clearance, commercial licenses, and so on.
  • Evaluating suppliers
  • Genpact began evaluating suppliers on sustainability criteria in July 2017. Since then, Genpact has screened 201 of 580 new vendors using these criteria and is aiming for full adherence in the near future. Genpact is gradually screening its existing suppliers using the same parameters, with the goal of completing most of the supply chain screening process over time. Genpact has also been organising supplier awareness sessions on sustainability practices and expectations, as a part of this endeavour. All suppliers must reply to a qualifying sustainability questionnaire, as a part of the supplier/vendor on-boarding process. Genpact hires its key suppliers using a risk-based approach and, in 2016 and 2017, started sustainability evaluations of its top 50 vendors to identify gaps and opportunities for improvement. Genpact looked at their global environment health and safety standards, resource conservations initiatives, corporate social responsibility commitments and life cycle assessments. Genpact also checked if they support local economies, take measures against discrimination, adhere to work hours and wage norms, and clarified whether they allow freedom of association, collective bargaining and labour management processes. Genpact avoids business relationships with high-risk vendors to prevent financial, physical or reputational damage to Genpact and its stakeholders. In supplier self-assessment forms, Genpact flags risks regarding data privacy, information security, intellectual property and business continuity planning. As part of the approval process, the sourcing team also assesses a vendor’s financials, ownership structure, legal compliances and history. This assessment is industry-specific, to account for the differences inherent in each sector. When Genpact does find high risks based on any of these criteria, it urges vendors to put plans in place to mitigate them. Additionally, Genpact is digitising the supplier screening and on-boarding process, to create a repository of assessments and to document their actions. This initiative is helping Genpact to evaluate supply chain risks across locations and to review whether vendors are complying with its supplier code of conduct. It is also making sourcing/procurement procedures process- rather than people-driven.

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 407-1 Operations and suppliers in which the right to freedom of association and collective bargaining may be at risk

3) Disclosure 408-1 Operations and suppliers at significant risk for incidents of child labor

4) Disclosure 409-1 Operations and suppliers at significant risk for incidents of forced or compulsory labor

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

6) 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 407-1 Operations and suppliers in which the right to freedom of association and collective bargaining may be at risk corresponds to:

  • Sustainable Development Goal (SDG) 8: Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all
  • Business theme: Freedom of association and collective bargaining

Disclosure 408-1 Operations and suppliers at significant risk for incidents of child labor corresponds to:

  • Sustainable Development Goal (SDG) 8: Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all
  • Business theme: Abolition of child labor
  • Sustainable Development Goal (SDG) 16: Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels
  • Business theme: Abolition of child labor

Disclosure 409-1 Operations and suppliers at significant risk for incidents of forced or compulsory labor corresponds to:

  • Sustainable Development Goal (SDG) 8: Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all
  • Business theme: Elimination of forced or compulsory labor

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

  • Sustainable Development Goal (SDG) 5: Achieve gender equality and empower all women and girls
  • Business theme: Workplace violence and harassment
  • Sustainable Development Goal (SDG) 8: Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all
  • Business theme: Labor practices in the supply chain
  • Sustainable Development Goal (SDG) 16: Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels
  • Business theme: Workplace violence and harassment 

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

  • Sustainable Development Goal (SDG) 5: Achieve gender equality and empower all women and girls
  • Business theme: Workplace violence and harassment
  • Sustainable Development Goal (SDG) 8: Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all
  • Business theme: Labor practices in the supply chain
  • Sustainable Development Goal (SDG) 16: Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels
  • Business theme: Workplace violence and harassment 

 

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.

FBRH GRI Standards Certified & ISEP recognised Sustainability Course | Venue: London LSE

By registering for the next 2-day FBRH GRI Standards Certified & ISEP recognised course you will be taking the first step in gaining the many benefits of sustainability reporting.

 

References:

1) This case study is based on published information by Genpact, 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 Genpact: 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 Genpact promotes sustainability across its supply chain appeared first on SustainCase - Sustainability Magazine.

]]> Case study: How Stantec promotes employee development https://sustaincase.com/case-study-how-stantec-promotes-employee-development/ Fri, 11 Oct 2019 06:56:13 +0000 https://ccprowebs.com/new-sustaincase.com/?p=10129 Stantec is a leading international professional services company in the design and consulting industry, providing professional consulting, construction and construction management services. By fortifying its talent pool, Stantec gains an advantage over its competition, helps employees grow, develop, and reach their full potential, reduces voluntary turnover and increases employee engagement. This case study is based on the 2017 Sustainability Report by Stantec 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 […]

The post Case study: How Stantec promotes employee development appeared first on SustainCase - Sustainability Magazine.

]]> Stantec is a leading international professional services company in the design and consulting industry, providing professional consulting, construction and construction management services. By fortifying its talent pool, Stantec gains an advantage over its competition, helps employees grow, develop, and reach their full potential, reduces voluntary turnover and increases employee engagement.

This case study is based on the 2017 Sustainability Report by Stantec 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

Investing in its teams so as to provide fulfilling careers for its people, helping them set and then surpass their individual goals, is a top priority for Stantec.  Tweet This! In order to promote employee development Stantec took action to:

  • offer learning opportunities
  • provide mentoring
  • encourage employee participation in professional associations
  • provide performance feedback

What are the material issues the company has identified?

In its 2017 Sustainability Report Stantec identified a range of material issues, such as economic performance, energy use, environmental compliance, occupational health and safety, non-discrimination, anti-corruption, customer privacy. Among these, promoting employee development stands out as a key material issue for Stantec.

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 Stantec engages with: 

Stakeholder Group                Method of engagement
Employees

 

 

 

 

 ·      Employee engagement surveys

·      Focus groups

·      One-on-one meetings

·      Integrity Hotline (third party)

·      Post-acquisition surveys

·      Diversity and Inclusion councils

·      Career Development Performance Reviews

·      Employee Resource Groups
Clients

 

 ·      Regular meetings with account managers

·      Ad-hoc meetings and calls with account and project managers and senior leaders

·      Brown-bag get-togethers to share lessons
learned and best practices

·      Client surveys, questionnaires, and requests for proposals

·      Debriefs and bidder conferences for proposed projects

·      Informal discussions at industry and professional association events

·      Joint participation on technical committees
Investors

 

 

 

 ·      Annual General Meetings

·      Earnings conference calls

·      Investor conference presentations

·      Ad-hoc meetings and calls with Investor Relations and Finance teams

·      Investor disclosure requests

·      Industry research and publications

·      Informal discussions at industry and professional association events
Communities ·      Stantec in the Community Week (across the Company)

·      Locally driven engagement initiatives (varies by region and locale)
Subcontractors and business partners ·      Subcontractor prequalifications

·      Joint project work

·      Ad-hoc meetings with project managers and senior leaders
Vendors ·      Contract negotiations

·      Quarterly business reviews

·      Ad-hoc meetings with Procurement team
Regulators ·      Interactions during project work

·      Informal discussions at industry and professional association events

·      Joint participation on technical committees
Industry

 

 ·      Informal discussions at industry and professional association events

·      Joint participation on technical committees

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Stantec used various tools and processes to engage with key stakeholders, asking them to identify the sustainability topics that mattered most to them.

What actions were taken by Stantec to promote employee development?

In its 2017 Sustainability Report Stantec reports that it took the following actions for promoting employee development:

  • Offering learning opportunities
  • Stantec provides both internal (e.g. leadership development, project management, commercial acumen) and external training (e.g. job-specific skills, technical skills development, graduate programmes, conferences), also providing opportunities for employees to be coached or mentored. Additionally, Stantec offers knowledge communities and experiential learning like new initiatives, challenging work, and stretch assignments. Virtual learning options give employees flexibility when scheduling learning opportunities and minimise Stantec’s carbon footprint, by reducing business travel. Stantec’s Learning and Development team designs courses and workshops and delivers them to its global workforce. Accredited as an IACET (International Association for Continuing Education and Training) provider, Stantec offers high-quality instructor-led learning opportunities that follow industry-recognised instructional design principles. Content is measurable and based on learning outcomes and objectives, enabling Stantec to provide professional development hours or CEUs (continuing education units) to support employees’ professional licensing requirements. In 2017, Stantec provided integration-focused learning opportunities for nearly 1,400 Canada and US employees from recently acquired companies as well as leadership, technical, and business skills learning programmes in its Europe, Africa, Asia Pacific, and Latin America geographies.
  • Providing mentoring
  • Stantec believes in learning through exposure and has a mentor-protégé framework that connects mentors with employees at various stages in their development. The mentor-protégé relationship is designed to meet the protégé’s personal and professional needs, with the framework providing best practices, advice, and hands-on worksheets for the mentor and protégé to build a relationship that meets their individual goals.
  • Encouraging employee participation in professional associations
  • Stantec encourages employee participation in professional and technical associations and societies. Employees are encouraged to obtain their professional registrations, as soon as they are eligible. Financial assistance is often provided by Stantec for memberships and required exams and in many geographies, employees seeking degrees in relevant fields of study can get their tuition reimbursed.
  • Providing performance feedback
  • Stantec’s annual multidimensional performance appraisals help employees evaluate successes of the previous year and set clearly defined goals and objectives for the coming year. Through assessments, reviews, and coaching from supervisors, employees measure achievements, review their contributions, identify career development and training opportunities, and establish strategic performance objectives.

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

The GRI Standards addressed in this case are:

1) Disclosure 404-2 Programs for upgrading employee skills and transition assistance programs

2) Disclosure 404-3 Percentage of employees receiving regular performance and career development reviews

 

Disclosure 404-2 Programs for upgrading employee skills and transition assistance programs corresponds to:

  • Sustainable Development Goal (SDG) 8: Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all
  • Business theme: Employee training and education

Disclosure 404-3 Percentage of employees receiving regular performance and career development reviews 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

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  • 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. 
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See upcoming training dates.

 

References:

1) This case study is based on published information by Stantec, 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 Stantec: 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 Stantec promotes employee development appeared first on SustainCase - Sustainability Magazine.

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