Sector: Conglomerates Archives - SustainCase - Sustainability Magazine https://sustaincase.com/category/conglomerates/ 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... Tue, 03 Sep 2024 14:21:47 +0000 en-US hourly 1 https://wordpress.org/?v=7.1 Case study: How DCM Shriram creates economic value for its stakeholders https://sustaincase.com/case-study-how-dcm-shriram-creates-economic-value-for-its-stakeholders/ Mon, 02 Sep 2024 05:54:37 +0000 https://sustaincase.com/?p=19540 DCM Shriram Limited is a leading business conglomerate headquartered at New Delhi since 1990, with a portfolio that spans across a diverse range of sectors consisting of cement, fertilizers, chemicals, sugar, PVC resins and other products. DCM Shriram believes in the philosophy ‘Businesses can create significant social value alongside economic value’ and, accordingly, seeks to generate sustainable value for all its stakeholders. This case study is based on the 2021-22 Sustainability Report by DCM Shriram, 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 […]

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]]> DCM Shriram Limited is a leading business conglomerate headquartered at New Delhi since 1990, with a portfolio that spans across a diverse range of sectors consisting of cement, fertilizers, chemicals, sugar, PVC resins and other products. DCM Shriram believes in the philosophy ‘Businesses can create significant social value alongside economic value’ and, accordingly, seeks to generate sustainable value for all its stakeholders.

This case study is based on the 2021-22 Sustainability Report by DCM Shriram, 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

Creating, through its operations, long-term value for employees, shareholders, communities, and all its stakeholders, is a top priority for DCM Shriram.  Tweet This! In order to create economic value for its stakeholders DCM Shriram took action to:

  • create economic value for employees
  • create economic value for shareholders
  • create economic value for the state
  • create economic value for communities

What are the material issues the company has identified? 

In its 2021-22 Sustainability Report DCM Shriram identified a range of material issues, such as climate change, cost optimization and profitability, health and safety, solid waste management. Among these, creating economic value for its stakeholders stands out as a key material issue for DCM Shriram.

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 DCM Shriram engages with:

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

Stakeholder Group                Method of engagement
Employees

 

 ·      Emails, meetings and intranet portals

·      Induction programmes/ trainings / workshops

·      Performance appraisal reviews

·      Employee satisfaction surveys

·      Employee engagement programmes

·      Grievance redressal mechanism

·      Trade union meetings
Shareholder & Investors

 

 ·      Annual General Meeting

·      Exclusive section in corporate website

·      Annual Report

·      Newsletters and social media platforms

·      Regular business interaction

·      Grievance redressal mechanism
Customers

 

 

 ·      Emails and meetings

·      Market surveys

·      Customer surveys

·      Plant visits

·      Grievance redressal mechanism
Suppliers, Dealers & Distributors

 

 ·      Annual Meet with suppliers and customers

·      Emails and meetings

·      Plant visits

·      Other interactions on a regular basis
Farmers

 

 ·      Need based regular interaction

·      CSR function

·      Awareness camps on good agricultural practices

·      Farmer training programmes and workshops
Local Communities

 

 ·      Open dialogue with local communities

·      Need assessments

·      Awareness meets and health camps

·      Celebration of cultural festivals / occasion (Environment day, Safety day etc.)

·      Public hearing for greenfield / expansion projects
Civil Society

 

 ·      Collaboration of various CSR projects

·      Discussions on community issues with civil society organisations
Government & regulatory bodies

 

 ·      Regular inspections

·      Periodic statutory reports

·      Regular direct and indirect interactions through industrial associations and other bodies
Industry Associations ·      Meetings, seminars, workshops
Media

 

 ·      Advertisements / promotions

·      Press conference / press releases

·      Interviews of senior management

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

In its 2021-22 Sustainability Report DCM Shriram reports that it took the following actions for creating economic value for its stakeholders:

  • Creating economic value for employees
  • In FY 2021-22, DCM Shriram spent INR 783.29 Crore on defined employee benefit plan obligations and other retirement plans.
  • Creating economic value for shareholders
  • In FY 2021-22, DCM Shriram paid INR 212.08 Crore in dividends.
  • Creating economic value for the state
  • In FY 2021-22, DCM Shriram paid INR 498.85 Crore in taxes.
  • Creating economic value for communities
  • In FY 2021-22, DCM Shriram spent INR 17.425 Crore 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 DCM Shriram, 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.dcmshriram.com/docs/sustainability-report/sustainability-report21-22.pdf

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

]]> Case study: How AEL creates economic value for its stakeholders https://sustaincase.com/case-study-how-ael-creates-economic-value-for-its-stakeholders/ Mon, 26 Aug 2024 06:08:41 +0000 https://sustaincase.com/?p=19502 Adani Enterprises Limited (AEL) is the flagship company of the Adani Group, one of India’s largest business organisations. Over the years, Adani Enterprises has focused on building stellar infrastructural assets contributing to nation-building. AEL seeks to be a world class leader in businesses that enrich lives and contribute to nations in building infrastructure, through sustainable value creation. This case study is based on the 2021-22 Sustainability Report by AEL, 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 […]

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]]> Adani Enterprises Limited (AEL) is the flagship company of the Adani Group, one of India’s largest business organisations. Over the years, Adani Enterprises has focused on building stellar infrastructural assets contributing to nation-building. AEL seeks to be a world class leader in businesses that enrich lives and contribute to nations in building infrastructure, through sustainable value creation.

This case study is based on the 2021-22 Sustainability Report by AEL, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing.

Layout 1

Abstract

AEL has adopted an integrated approach to deliver sustained value for all its stakeholders  Tweet This!, creating best benchmark practices for the industries it operates in. In order to create economic value for its stakeholders AEL took action to:

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

What are the material issues the company has identified?  

In its 2021-22 Sustainability Report AEL identified a range of material issues, such as energy and emissions management, customer satisfaction, climate change adaptation and mitigation, health, safety, and well-being. Among these, creating economic value for its stakeholders stands out as a key material issue for AEL.

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 AEL engages with:

Stakeholder Group                Method of engagement
Employees

 

 

 ·      Employee engagement survey

·      Town-Hall meetings

·      Performance appraisal reviews

·      Training programme

·      Intranet portal, in-house newsletters

·      Rewards and recognition programme

·      Grievance redressal mechanism

·      Employee well-being programmes

·      HR interactions
Investors & Shareholders

 

 

 ·      Annual General Meeting (AGM)

·      Quarterly/Annual results

·      ESG Reports and disclosures

·      Investor roadshows, events

·      Website information

·      Official press release

·      Emails

·      Periodic meetings including one-on-one or group meetings
Government & Regulatory Bodies

 

 ·      Advocacy through trade and industry associations

·      Meetings; formal dialogues

·      Stakeholder forums

·      Annual Reports

·      Telephonic communication

·      Video conferences

·      Email
Customers

 

 ·      E-mails and meetings

·      Customer Feedback Surveys

·      Business visits

·      Sales visits
Community & NGOs

 

 ·      Community meetings

·      CSR programmes

·      Public hearings

·      Community impact assessment surveys

·      CSR Reports
Suppliers

 

 ·      E-mails and meetings

·      Contract negotiations

·      Supplier evaluation/due diligence

·      Seminars and conferences
Industry associations

 

 ·      Events

·      Conferences/seminars

·      E-mails
Media

 

 ·      Press releases

·      Interviews

·      Media events

·      Emails and telephonic communication

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics AEL engaged with its stakeholders through a survey.

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

In its 2021-22 Sustainability Report AEL reports that it took the following actions for creating economic value for its stakeholders:

  • Creating economic value for employees
  • In FY 21-22, AEL paid ₹ crore 1,180.56 for employee wages and benefits.
  • Creating economic value for providers of capital
  • In FY 21-22, AEL paid ₹ crore 2,647.93 to providers of capital.
  • Creating economic value for the government
  • In FY 21-22, AEL paid ₹ crore 391 to the government.
  • Creating economic value for communities
  • In FY 21-22, AEL spent ₹ crore 15.60 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 AEL, 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.adanienterprises.com/-/media/Project/Enterprises/Sustainability/document/AEL Sustainability Report 2022.pdf

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

]]> Case study: How Kongsberg creates economic value for its stakeholders https://sustaincase.com/case-study-how-kongsberg-creates-economic-value-for-its-stakeholders/ Mon, 05 Feb 2024 07:03:22 +0000 https://sustaincase.com/?p=18637 Kongsberg is an international technology group that delivers advanced and reliable solutions that improve safety, security and performance in complex operations and under extreme conditions. Kongsberg creates sustainable, long-term value for its stakeholders through the payment of government fees and taxes, dividends to owners and wages to employees, and indirectly by buying goods and services from suppliers. This case study is based on the 2021 Annual and Sustainability Report by Kongsberg, 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 […]

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

]]> Kongsberg is an international technology group that delivers advanced and reliable solutions that improve safety, security and performance in complex operations and under extreme conditions. Kongsberg creates sustainable, long-term value for its stakeholders through the payment of government fees and taxes, dividends to owners and wages to employees, and indirectly by buying goods and services from suppliers.

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

Layout 1

Abstract

Kongsberg constantly seeks to create value for its customers, shareholders and the society at large.  Tweet This! In order to create economic value for its stakeholders Kongsberg took action to:

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

What are the material issues the company has identified?

In its 2021 Annual and Sustainability Report Kongsberg identified a range of material issues, such as climate and environment, responsible business conduct, human rights, cyber and information security. Among these, creating economic value for its stakeholders stands out as a key material issue for Kongsberg.

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 Kongsberg engages with:

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

Stakeholder Group                Method of engagement
Investors ·      Investor and analyst meetings

·      Quarterly results presentation

·      Ownership meetings
Employees and members of the board ·      Meetings with trade unions and other cooperation forums, general meetings, departmental meetings

·      Board meetings and other events

·      Employee surveys
Business partners ·      Customer meetings, supplier meetings, conferences, fairs and events

·      Customer surveys
Financial institutions ·      Regular meetings with banks, insurance companies etc.

·      Quarterly results presentations
Trade associations ·      Recurring meetings

·      Membership of employers’ associations and trade associations

·      Participation in industry forums
Education and research institutions ·      Collaboration initiatives

·      Research programmes
Voluntary organisations ·      Dialogue

·      Participation in the Coalition for Responsible Business (KAN)

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

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

  • Creating economic value for employees
  • In 2021, Kongsberg paid MNOK 7 760 for employee salaries.
  • Creating economic value for shareholders
  • In 2021, Kongsberg paid MNOK 2 736 in dividends.
  • Creating economic value for lenders
  • In 2021, Kongsberg paid MNOK 72 in interest to lenders.
  • Creating economic value for governments
  • In 2021, Kongsberg paid MNOK 632 in taxes.
  • Creating economic value for communities
  • In 2021, Kongsberg spent MNOK 14.5 in social 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 Kongsberg, 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.annual-report.kongsberg.com/globalassets/pdfs/2021/annual-report-and-sustainability-report-2021.pdf

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

]]> Case study: How Keppel creates economic value for its stakeholders https://sustaincase.com/case-study-how-keppel-creates-economic-value-for-its-stakeholders/ Mon, 04 Sep 2023 05:57:16 +0000 https://ccprowebs.com/new-sustaincase.com/?p=15297 Keppel is a world leader in providing solutions for sustainable urbanisation, focusing on four key areas comprising energy & environment, urban development, connectivity and asset management. Under Vision 2030, This case study is based on the 2021 Sustainability Report by Keppel, 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, Keppel generated $9.49b of economic […]

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

]]> Keppel is a world leader in providing solutions for sustainable urbanisation, focusing on four key areas comprising energy & environment, urban development, connectivity and asset management. Under Vision 2030, Keppel has put sustainability at the core of its strategy and works with like-minded partners to create value for all its stakeholders.  Tweet This!

This case study is based on the 2021 Sustainability Report by Keppel, 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, Keppel generated $9.49b of economic value for its stakeholders. In order to create economic value for its stakeholders Keppel took action to:

  • create economic value for employees
  • create economic value for suppliers and contractors
  • create economic value for capital providers
  • create economic value for governments
  • create economic value for communities

What are the material issues the company has identified?

In its 2021 Sustainability Report Keppel identified a range of material issues, such as business ethics & integrity, corporate governance, product safety & quality, cyber security & data protection, occupational health & safety. Among these, creating economic value for its stakeholders stands out as a key material issue for Keppel.

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 Keppel engages with:

Stakeholder Group                Method of engagement
Employees ·      Annual employee engagement surveys

·      Regular townhalls and other engagement programmes

·      Continuous training and development

·      Mentorship programmes
Customers ·      Regular meetings

·      Ongoing communication via different channels

·      Regular customer satisfaction surveys
Governments ·      Periodic visits and meetings

·      Industry forums

·      Support for national and regional initiatives
Shareholders & investors ·      Regular conference calls

·      Shareholder meetings

·      Briefings to retail shareholders

·      Facility visits

·      Results briefings and business updates

·      Ongoing email and phone communications
Suppliers

 

 ·      Regular meetings by project managers and HSE teams with key subcontractors and suppliers

·      Regular site visits by management
Local communities ·      Public communications

·      Periodic meetings

·      Community outreach initiatives

·      Communication with local communities on upcoming construction works

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Keppel engaged with its stakeholders through surveys, workshops and extensive interviews.

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

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

  • Creating economic value for employees
  • In 2021, Keppel paid $1,115m for employee wages and benefits.
  • Creating economic value for suppliers and contractors
  • In 2021, Keppel paid $6,895m in operating costs, including purchases from suppliers and contractor costs.
  • Creating economic value for capital providers
  • In 2021, Keppel paid $608m to capital providers.
  • Creating economic value for governments
  • In 2021, Keppel paid $260m in income taxes.
  • Creating economic value for communities
  • In 2021, Keppel paid $4.6m in voluntary contributions to worthy social causes through charitable donations, community investments and commercial initiatives.

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 Keppel, 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.kepcorp.com/en/file/sustainability/sustainability-reports/kcl-sr-21.pdf

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

]]> Case study: How Cosan creates economic value for its stakeholders https://sustaincase.com/case-study-how-cosan-creates-economic-value-for-its-stakeholders/ Mon, 26 Jun 2023 05:58:50 +0000 https://ccprowebs.com/new-sustaincase.com/?p=15158 Cosan is a holding company committed to Brazil’s sustainable development that increasingly invests in businesses dedicated to integrated logistics and the diversification of the Brazilian energy matrix. Cosan’s purpose is to influence and enable the journey to reduce its clients’ carbon footprint, creating sustainable value across its value chain in all sectors in which it operates. This case study is based on the 2021 Sustainability Report by Cosan, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it […]

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

]]> Cosan is a holding company committed to Brazil’s sustainable development that increasingly invests in businesses dedicated to integrated logistics and the diversification of the Brazilian energy matrix. Cosan’s purpose is to influence and enable the journey to reduce its clients’ carbon footprint, creating sustainable value across its value chain in all sectors in which it operates.

This case study is based on the 2021 Sustainability Report by Cosan, 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. 

Generating and sharing value in and around its value chain, such as the creation of direct and indirect jobs and returns to shareholders, is a top priority for Cosan.  Tweet This! In order to create economic value for its stakeholders Cosan took action to:

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

What are the material issues the company has identified? 

In its 2021 Sustainability Report Cosan identified a range of material issues, such as corporate governance and capital allocation, climate change, people management, diversity, and inclusion, people and assets safety. Among these, creating economic value for its stakeholders stands out as a key material issue for Cosan.

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 Cosan engages with:  

Stakeholder Group                Method of engagement
Investment and

development banks

 ·      Constant face-to-face group meetings

·      One-on-one meetings

·      Conferences

·      Conference calls

·      Emails

·      Telephone
Insurance companies and brokers

 

 ·      Face-to-face group meetings

·      One-on-one meetings

·      Conferences

·      Conference calls

·      Emails

·      Telephone
Assets ·      Face-to-face group meetings

·      One-on-one meetings

·      Conferences

·      Conference calls

·      Emails

·      Telephone
Fiduciaries, trustees, exchange brokers, and rating agencies

 

 ·      Conferences

·      Conference calls

·      Emails

·      Telephone
Shareholders and potential

national and

foreign investors

 ·      Disclosure of public information

·      One-on-one and group meetings

·      Conferences

·      Results conference calls

·      Email and telephone

·      Updating of the Investor Relations website
Employees

 

 ·      “Você Fala” Survey

·      Engagement campaigns

·      Internal communications
Press ·      Relationship meetings

·      Interviews

·      Proactive releases

·      Articles

·      Notes in ON

·      Mapping forums and livestreams

·      Mapping of awards and rankings

·      Monitoring of the group’s articles through media monitoring

·      Relationship with paid media

·      Industry campaigns

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Cosan engaged with its stakeholders through interviews or forms, with priority given to the former whenever possible.

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

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

  • Creating economic value for employees
  • In 2021, Cosan spent R$ 142,101.00 (in thousands of Brazilian Reals) for payroll and social charges.
  • Creating economic value for shareholders
  • In 2021, Cosan paid R$ 1,454,263.00 (in thousands of Brazilian Reals) in dividends.
  • Creating economic value for the government
  • In 2021, Cosan paid R$ 611,053.00 (in thousands of Brazilian Reals) in taxes and contributions.

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 Cosan, 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://api.mziq.com/mzfilemanager/v2/d/6aa68515-2422-4cc4-bafa-8870ccdfedb0/16f91f47-9fd2-cbe7-93bb-8e58d102fd28?origin=2

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

]]> Case study: How SKF creates economic value for its stakeholders https://sustaincase.com/case-study-how-skf-creates-economic-value-for-its-stakeholders/ Fri, 09 Jun 2023 05:55:23 +0000 https://ccprowebs.com/new-sustaincase.com/?p=15120 The SKF Group is a leading global supplier of products, solutions and services within bearings, seals, services and lubrication systems. The services provided by SKF include technical support, maintenance services, condition monitoring, asset efficiency optimisation, engineering consultancy and training. This case study is based on the 2021 Sustainability Report by SKF, 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, […]

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

]]> The SKF Group is a leading global supplier of products, solutions and services within bearings, seals, services and lubrication systems. The services provided by SKF include technical support, maintenance services, condition monitoring, asset efficiency optimisation, engineering consultancy and training. SKF seeks to align its business practices with the needs and expectations of its stakeholders, generating sustainable value for all.  Tweet This!

This case study is based on the 2021 Sustainability Report by SKF, 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 distributed by SKF reached MSEK 77,868. In order to create economic value for its stakeholders SKF took action to:

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

What are the material issues the company has identified?

In its 2021 Sustainability Report SKF identified a range of material issues, such as anti-corruption and anti-competitive behaviour, energy and emissions, occupational health and safety, diversity and equal opportunity. Among these, creating economic value for its stakeholders stands out as a key material issue for SKF.

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 SKF engages with:   

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

Stakeholder Group                Method of engagement
Customers

 

 

 ·      Sales and marketing operations and activities carried out by the Group, which range from global discussions with key account managers to daily conversations between customer representatives and SKF’s local account managers

·      Customer surveys and assessments
Investors and analysts

 

 

 

 ·      Quarterly reports

·      Meetings with investors

·      Telephone conferences

·      SKF website

·      Press releases

·      Capital market days
Employees and union organisations ·      Annual World Union Council meeting

·      Periodic employee feedback surveys
Civil society ·      Local SKF organisations interact with their surrounding communities through various activities and initiatives, ranging from business related matters to volunteer work, charity work, sponsoring and local network collaboration
Suppliers ·      SKF’s responsible sourcing programme

·      Local sourcing offices

·      On-site audits and training

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

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

  • Creating economic value for employees
  • In 2021, SKF paid MSEK 24,270 for employee wages and benefits.
  • Creating economic value for providers of capital
  • In 2021, SKF paid MSEK 3,496 to providers of capital, including suggested dividends to SKF’s shareholders and interest expenses.
  • Creating economic value for the government
  • In 2021, SKF paid MSEK 2,484 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 SKF, 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://investors.skf.com/sites/default/files/library/Sustainability report 2021_0.pdf

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

]]> Case study: How Borusan Group creates economic value for its stakeholders https://sustaincase.com/case-study-how-borusan-group-creates-economic-value-for-its-stakeholders/ Mon, 06 Mar 2023 08:39:26 +0000 https://ccprowebs.com/new-sustaincase.com/?p=14823 Borusan Group is a Turkish industrial group operating in 12 countries including Turkey, where the headquarters of Borusan Holding are located, and also Azerbaijan, China, England, Georgia, Germany, Italy, Kazakhstan and Russia, among others. Together with its Group companies, Borusan Group provides more than 11 thousand jobs and supports its country’s sustainable growth and economic value creation. This case study is based on the 2019-2020 Sustainability Report by Borusan Group, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, […]

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

]]> Borusan Group is a Turkish industrial group operating in 12 countries including Turkey, where the headquarters of Borusan Holding are located, and also Azerbaijan, China, England, Georgia, Germany, Italy, Kazakhstan and Russia, among others. Together with its Group companies, Borusan Group provides more than 11 thousand jobs and supports its country’s sustainable growth and economic value creation.

This case study is based on the 2019-2020 Sustainability Report by Borusan Group, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing.

Abstract

Starting as a small business, Borusan Group continues today, with its 77 years of deep-rooted history, to create added value for its country and all its stakeholders  Tweet This!, including employees, the government and the community. In order to create economic value for its stakeholders Borusan Group took action to:

  • create economic value for employees
  • create economic value for the government
  • create economic value for capital providers
  • create economic value for the community

What are the material issues the company has identified?

In its 2019-2020 Sustainability Report Borusan Group identified a range of material issues, such as combatting climate change, circular economy, innovation and R&D, customer data privacy. Among these, creating economic value for its stakeholders stands out as a key material issue for Borusan Group.

Stakeholder engagement in accordance with the GRI Standards              

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

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

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

Key stakeholder groups Borusan Group engages with:

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

Stakeholder Group                Method of engagement
Employees

 

 ·      CEO and General Manager memorandums (Special day celebrations, briefing on important issues)

·      Special Day Events (Digital)

·      Internal and External Reports

·      Social Responsibility Platforms and Clubs

·      Social Media, Corporate Websites and Borusan Applications

·      Trainings, Employee Engagement and Customer Surveys

·       Internal and External Meetings, Evaluations and Announcements

·      Ethics Principles and Ethics Line
Group Companies

 

 ·      Internal and External Reports

·      Internal and External Meetings, Evaluations and Announcements

·      Ethical Principles

·      Internal Communication Platforms

·      Social Media, Corporate Websites and Borusan Applications
Suppliers ·      Internal and External Reports

·      Internal and External Meetings, Evaluations and Announcements

·      Social Media, Corporate Websites and Borusan Applications
Media ·      Internal and External Reports

·      Internal and External Meetings, Evaluations and Announcements

·      Social Media, Corporate Websites and Borusan Applications
Customers ·      Internal and External Reports

·      Trainings, Employee Engagement and Customer Surveys

·      Internal and External Meetings, Evaluations and Announcements

·      Social Media, Corporate Websites and Borusan Applications

·      Ethical Principles
Business Partners

 

 ·      Internal and External Reports

·      Internal and External Meetings, Evaluations and Announcements

·      Ethical Principles

·      Social Media, Corporate Websites and Borusan Applications
Local Community

 

 ·      Projects

·      Internal and External Meetings, Evaluations and Announcements

·      Social Media, Corporate Websites and Borusan Applications
Students and Academics

 

 

 ·      Career Days

·      Trainings, Employee Engagement and Customer Surveys

·      Coaching and Internship Programmes with Students

·      Social Media, Corporate Websites and Borusan Applications
Financial Institutions

 

 ·      Internal and External Reports

·      Social Media, Corporate Websites and Borusan Applications
Public Institutions

 

 ·      Internal and External Reports

·      Internal and External Meetings, Evaluations and Announcements

·      Social Media, Corporate Websites and Borusan Applications

·      Projects

·      Controls
Non-governmental Organisations (NGOs) and Professional Unions

 

 ·      Internal and External Reports

·      Internal and External Meetings, Evaluations and Announcements

·      Projects

·      Social Media, Corporate Websites and Borusan Applications

·      Memberships

·      Donations and Sponsorships
Other Stakeholders

 

 ·      Internal and External Reports

·      Internal and External Meetings, Evaluations and Announcements

·      Social Media, Corporate Websites and Borusan Applications

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

In its 2019-2020 Sustainability Report Borusan Group reports that it took the following actions for creating economic value for its stakeholders:

  • Creating economic value for employees
  • In 2020, Borusan Group paid TRY 1,529,500,427 in benefits to employees.
  • Creating economic value for the government
  • In 2020, Borusan Group paid TRY 334,561,571 in benefits provided to the government (income, property tax, etc.).
  • Creating economic value for capital providers
  • In 2020, Borusan Group paid TRY 217,123,812 in benefits provided to capital providers (dividends distributed to shareholders).
  • Creating economic value for the community
  • In 2020, Borusan Group paid TRY 34,649,237 in benefits to the community.

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

https://www.borusan.com/surdurulebilirlik-raporu/2019-2020/assets/surdurulebilirlikRaporuEng.pdf

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

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

]]> Case study: How CPF creates economic value for its stakeholders https://sustaincase.com/case-study-how-cpf-creates-economic-value-for-its-stakeholders/ Wed, 30 Nov 2022 07:11:49 +0000 https://ccprowebs.com/new-sustaincase.com/?p=14471 Charoen Pokphand Foods Public Company Limited, or “CPF”, is an agro-industrial and food conglomerate headquartered in Thailand and the world’s largest producer of feed and shrimp. Conducting its business in a way that also creates lasting economic benefits for its stakeholders, is a top priority for CPF. This case study is based on the 2020 Sustainability Report by CPF, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the […]

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

]]> Charoen Pokphand Foods Public Company Limited, or “CPF”, is an agro-industrial and food conglomerate headquartered in Thailand and the world’s largest producer of feed and shrimp. Conducting its business in a way that also creates lasting economic benefits for its stakeholders, is a top priority for CPF.

This case study is based on the 2020 Sustainability Report by CPF, 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

CPF seeks to create sustainable value for all its stakeholders  Tweet This!, including employees, shareholders and the wider society, as a reliable, value-adding partner. In order to create economic value for its stakeholders CPF took action to:

  • create economic value for employees
  • create economic value for shareholders
  • create economic value for the government
  • create economic value for the wider society

What are the material issues the company has identified?  

In its 2020 Sustainability Report CPF identified a range of material issues, such as food quality and safety, water management, employee well-being, health and safety, climate change management. Among these, creating economic value for its stakeholders stands out as a key material issue for CPF.

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 CPF engages with:

Stakeholder Group                Method of engagement
Shareholders and Investors ·      Meetings, conferences calls, e-mails throughout the year

·      2 site visits per year

·      Quarterly meetings with analysts and fund managers
Employees and Families ·      Annual CEO Town Hall at least once a year, CEO Corner

·      Intranet, CPF Connect mobile application

·      E-mails, e-newsletters, HR communications (video clips, announcements) throughout the year

·      Quarterly Welfare Committee, and Safety Committee meetings

·      Labour Voice Hotline by LPN

·      Annual employee satisfaction surveys

·      Open dialogues, meetings, throughout the year

·      Annual performance evaluation
Customers and Consumers

 

 ·      Monthly meetings

·      1-2 site visits and audits per year

·      Annual surveys

·      Customer Service Centre and CPF Consumer Centre throughout the year

·      Consumers needs research at least once a year
Business Partners ·      Meetings throughout the year

·      Phones, E-mails and Call Centre throughout the year

·      Seminars, site visits at least once a year

·      Special joint initiatives as appropriate

·      Audits at least once a year

·      Annual surveys
Communities and Societies ·      Annual community surveys

·      Complaint channels

·      Quality of life promotion programmes

·      Annual ongoing dialogues and visits
Governments ·      Meetings throughout the year

·      Participation and support in initiating and developing creative projects and activities as appropriate

·      Seminars
Civil Society Organisations and Academia ·      Open discussions in meetings and seminars throughout the year

·      Quarterly site visits

·      Supporting partnership networks as appropriate
Media ·      Communication via Public Relations throughout the year

·      Open discussions throughout the year

·      2 press conferences and interviews per month

·      1-2 site visits per month

·      Supporting and participating in media events as appropriate

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics CPF engaged with its stakeholders through stakeholder engagement surveys and interviews.

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

In its 2020 Sustainability Report CPF reports that it took the following actions for creating economic value for its stakeholders:

  • Creating economic value for employees
  • In 2020, CPF paid 61,654 million THB for employee compensation and benefits.
  • Creating economic value for shareholders
  • In 2020, CPF spent 8,461 million THB in dividends paid to shareholders.
  • Creating economic value for the government
  • In 2020, the income tax paid by CPF reached 9,038 million THB.
  • Creating economic value for the wider society
  • In 2020, CPF spent 602.3 million THB in social support activities.

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 CPF, 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.cpfworldwide.com/storage/sustainability_report/CPF_SR2020_EN.pdf

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

]]> Case study: How Toshiba Group promotes sustainability across its supply chain https://sustaincase.com/case-study-how-toshiba-group-promotes-sustainability-across-its-supply-chain/ Wed, 12 Oct 2022 06:09:46 +0000 https://ccprowebs.com/new-sustaincase.com/?p=14206 Since it was established over 140 years ago, throughout its long history, Toshiba Group has cultivated creativity and technological abilities, and combined them in solutions to the social issues of the day. In order to fulfill CSR with regard to human rights, labour, and the environment in cooperation with its suppliers, Toshiba Group continues to actively promote CSR activities throughout its supply chain. This case study is based on the 2020 Sustainability Report by Toshiba Group, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ […]

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

]]> Since it was established over 140 years ago, throughout its long history, Toshiba Group has cultivated creativity and technological abilities, and combined them in solutions to the social issues of the day. In order to fulfill CSR with regard to human rights, labour, and the environment in cooperation with its suppliers, Toshiba Group continues to actively promote CSR activities throughout its supply chain.

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

Abstract

Contributing to solving social issues in its supply chain through appropriate procurement transactions, is a top priority for Toshiba Group.  Tweet This! In order to promote sustainability across its supply chain Toshiba Group took action to:

  • cooperate with industry organisations
  • promote compliance

What are the material issues the company has identified? 

In its 2020 Sustainability Report Toshiba Group identified a range of material issues, such as respect for human rights and environmental management. Among these, promoting sustainability across its supply chain stands out as a key material issue for Toshiba Group.

Stakeholder engagement in accordance with the GRI Standards              

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

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

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

Key stakeholder groups Toshiba Group engages with:   

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

Stakeholder Group                Method of engagement
Customers

 

 ·      Routine sales activities

·      Call centre (via phone, email, etc.)

·      Exhibitions
Shareholders/Investors ·      General Meeting of Shareholders

·      Shareholder Newsletters

·      Communication with Institutional Investors and Securities Analysts

·      Reports (Securities Report, Integrated Report, Sustainability Report)

·      Websites (Investor Relations, Sustainability, Environment)
Suppliers

 

 ·      Routine procurement activities

·      CSR survey

·      Clean Partner Line
Employees ·      Employee morale survey (TEAM Survey)

·      Dialogues, information exchange meetings

·      360-degree survey

·      CSR workplace meetings

·      Providing Information through an in-house website

·      Toshiba Hotline

·      Audit Committee Hotline

·      In-house communication magazine

·      Labour-management negotiation
Local Communities

 

 ·      Dialogues, information exchange meetings

·      Factory visits

·      Employees’ participation in community activities

·      Local volunteer activities
Governments and Public Bodies ·      Dialogues and proposals via economic associations and industry associations
NPOs/NGOs ·      Dialogue through collaboration

·      Exchange of views at stakeholder dialogues
Global Environment ·      Reduction of environmental impacts in Toshiba Group’s business activities

·      Development and promotion of products and services for reduction of environmental impacts in society as a whole

What actions were taken by Toshiba Group to promote sustainability across its supply chain?

In its 2020 Sustainability Report Toshiba Group reports that it took the following actions for promoting sustainability across its supply chain:

  • Cooperating with industry organisations
  • In order to drive forward its CSR management in its supply chain in accordance with global standards, in June 2011, Toshiba Group joined the RBA (Responsible Business Alliance), the electronics industry’s CSR promotion organisation. In order to fulfill CSR for labour, occupational health and safety, the environment, and ethical standards throughout its supply chain, Toshiba Group takes measures in accordance with the spirit of the RBA Code of Conduct. In January 2017, Toshiba Group established the RBA Japan Network together with RBA membership companies in Japan. The Network builds awareness and understanding of the RBA Code of Conduct through translation support and outreach meetings. It also conducts activities to resolve common issues. In October 2019, Toshiba Group participated in an RBA membership meeting held in the United States, where it learned about the latest global trends. To create a responsible supply chain, Toshiba Group exchanged information and held discussions with experts. Toshiba Group requests its suppliers to carry out a CSR self-assessment every year in accordance with the RBA Code of Conduct depending on their respective industries and sizes, thereby checking how initiatives are being implemented regarding compliance with regulations and social norms, human rights, occupational health and safety, environmental conservation, and ethics. Based on assessment results, Toshiba Group provides guidance to individual suppliers in accordance with their risk levels, and requests that they make improvements.
  • Promoting compliance
  • Toshiba Group requests its suppliers to consider CSR in accordance with the Toshiba Group Procurement Policy and in FY2014 revised the policy and included expectations for suppliers to act in accordance with the UN Global Compact and the RBA Code of Conduct, and requested some 10,000 suppliers to abide by this revised content, and got consensus from them. In FY2019, Toshiba Group selected approximately 3,000 companies as new suppliers based on the Policy for Selecting Suppliers stipulated in the Toshiba Group Procurement Policy. The Toshiba Group Procurement Policy, which includes encouraging secondary suppliers to also adhere to implementation measures, was distributed and explained to new suppliers. Toshiba Group requested them to agree to the policy. Additionally, Toshiba Group monitors the status of CSR management in the supply chains that have ongoing businesses at manufacturing sites at the time of quality audits and requests improvements and provides guidance as necessary. For new procurement transactions, Toshiba Group checks the supplier’s conformity with Toshiba Group’s procurement and selection policies, their manufacturing sites and management structure, and whether they comply with laws and regulations on environment, human rights, and occupational health and safety. Toshiba Group holds briefings to explain to suppliers its policies on the environment, human rights, and occupational health and safety and also conducts supplier surveys to monitor their performance in accordance with the Toshiba Group Procurement Policy (including self-assessment) at each business site. If a supplier violates the standard of transaction, Toshiba Group asks the supplier to implement remedial measures and provides guidance and support as necessary. If the remedial measure is deemed to be unsatisfactory, Toshiba Group suspends transactions with the supplier.

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

The GRI Standards addressed in this case are:

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

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

 

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

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

https://www.toshiba.co.jp/sustainability/en/report/pdf/report20_en.pdf

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

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

]]> Case study: How Expolanka creates economic value for its stakeholders https://sustaincase.com/case-study-how-expolanka-creates-economic-value-for-its-stakeholders/ Mon, 10 Oct 2022 07:32:59 +0000 https://ccprowebs.com/new-sustaincase.com/?p=14185 Expolanka Holdings is a global diversified conglomerate rooted in Sri Lanka, specialising in logistics, leisure and investments. Expolanka believes that its success depends on creating financial value for its shareholders, economic value to the economy, repayment of borrowing from financial institutions and creating value for its employees. This case study is based on the 2020/21 Integrated Annual Report by Expolanka, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the […]

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

]]> Expolanka Holdings is a global diversified conglomerate rooted in Sri Lanka, specialising in logistics, leisure and investments. Expolanka believes that its success depends on creating financial value for its shareholders, economic value to the economy, repayment of borrowing from financial institutions and creating value for its employees.

This case study is based on the 2020/21 Integrated Annual Report by Expolanka, 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

Expolanka has adopted a value creation process that supports the well-being of the economy  Tweet This!, by making sure that all its business transactions create positive economic impact. In order to create economic value for its stakeholders Expolanka took action to:

  • create economic value for employees
  • create economic value for providers of funds and the government

What are the material issues the company has identified?

In its 2020/21 Integrated Annual Report Expolanka identified a range of material issues, such as anti-corruption, privacy and data protection, local development, human rights, environmental compliance. Among these, creating economic value for its stakeholders stands out as a key material issue for Expolanka.

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 Expolanka engages with: 

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

Stakeholder Group                Method of engagement
Regulators

 

 

 

 ·      Maintain and submit relevant documentation to relevant authorities

·      Maintain operational transparency

·      Maintain international good governance practices
Investors

 

 

 ·      Annual General Meeting

·      Investor Relations Team

·      Group website

·      Email access to management team
Customers

 

 

 ·      Customer relationship management

·      Meetings with Senior Management

·      Daily interactions at operational level

·      Social events
Employees

 

 

 ·      Open door policy for communication throughout the Group – daily

·      Round Table discussions

·      Cross functional committees

·      Video conferencing

·      Performance Reviews

·      Online training modules and systems – ongoing

·      Grievance handling procedure

·      Online systems for HR and Training, Measurement and management of Key Performance Indicators

·      Employee suggestion schemes
Suppliers

 

 

 ·      Supplier surveys for ongoing relationship management – Annually

·      Feedback evaluations

·      Registration of Suppliers

·      Procurement committees -Monthly

·      Committees to address supplier appeals and grievances – as per requirement
Community

 

 

 ·      Community based projects

·      Employee involvement and volunteerism in community projects

·      Through continuous dialogue
Environment

 

 ·      Report on progress of UNSDG environmental goals annually

·      Implement the P3 Sustainability System

·      Conduct awareness programmes

·      Meetings and Consultancy

·      Audits

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

In its 2020/21 Integrated Annual Report Expolanka reports that it took the following actions for creating economic value for its stakeholders:

  • Creating economic value for employees
  • In 2020/21, Expolanka paid Mn 13,429 for employee wages and benefits. As at 31st March 2021, the Expo Group’s total global workforce amounted to 2,821 full time employees across its network, for whom a performance centric culture is created, thus opening avenues for increased efficiency and effectiveness.
  • Creating economic value for providers of funds and the government
  • In 2020/21, Expolanka paid Mn 1,344 to providers of funds and Rs. Mn 2,108 to the government. Expolanka’s total economic value distributed amounted to Rs. Mn 203,125.

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 Expolanka, 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.expolanka.com/uploads/Reports/ExpolankaHoldingsPLCAR2020-21.pdf

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

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