Sector: Energy Utilities Archives - SustainCase - Sustainability Magazine https://sustaincase.com/category/energy-utilities/ 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, 11 Nov 2024 07:16:15 +0000 en-US hourly 1 https://wordpress.org/?v=6.9.4 Case study: How FortisBC creates economic value for its stakeholders https://sustaincase.com/case-study-how-fortisbc-creates-economic-value-for-its-stakeholders/ Mon, 11 Nov 2024 06:55:07 +0000 https://sustaincase.com/?p=19908 FortisBC is in the business of providing energy solutions that contribute to a better British Columbia, delivering safe, reliable and affordable natural gas, electricity and propane – as well as renewable and low-carbon gases – to 1.2 million customers across the province. This case study is based on the 2022 Sustainability Report by FortisBC, 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 […]

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]]> FortisBC is in the business of providing energy solutions that contribute to a better British Columbia, delivering safe, reliable and affordable natural gas, electricity and propane – as well as renewable and low-carbon gases – to 1.2 million customers across the province. Generating, through its operations, long-term value for all its stakeholders, is a top priority for FortisBC.  Tweet This!

This case study is based on the 2022 Sustainability Report by FortisBC, 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 

FortisBC constantly seeks to establish meaningful relationships with its stakeholders, and create sustainable value for all. In order to create economic value for its stakeholders FortisBC 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 2022 Sustainability Report FortisBC identified a range of material issues, such as energy transition and innovation, community engagement and investment, emergency preparedness and response, labour practices and workforce human rights. Among these, creating economic value for its stakeholders stands out as a key material issue for FortisBC.

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 FortisBC engages with:

Stakeholder Group                Method of engagement
Local communities

 

 ·      charitable donations and sponsorships

·      charitable activities and events

·      partnerships with educational institutions

·      community and project consultation programmes

·      membership and participation in local Boards of Trade and Chambers of Commerce

·      employees serving on non-profit boards

·      employee volunteerism

·      active economic participation
Indigenous communities

 

 

 ·      activities and events

·      partnerships with educational institutions and mentorship, internship and scholarship programmes

·      resource planning workshops

·      donations and sponsorships

·      community and project consultation programmes

·      membership and participation in local Indigenous trades and training organisations

·      participation as a member of the Canadian Council for Aboriginal Businesses and maintaining FortisBC’s status as a Progressive Aboriginal Relations Committed member

·      active economic participation

·      Indigenous awareness training
Customers

 

 ·      energy efficiency programmes

·      customer service delivery

·      community outreach and Street team

·      community education programmes—school and public safety

·      customer bills, bill inserts and emails

·      Energy Moment monthly newsletter

·      customer surveys

·      websites

·      social media
Employees

 

 ·      departmental and team meetings

·      various leadership connections

·      employee-run groups and committees

·      corporate campaigns and events

·      formal process for concerns

·      union relations (IBEW local 213, MoveUP local 378)

·      employee and leadership development programmes and offerings

·      cross-utility working groups

·      safety meetings and safety moments

·      performance management discussions, including succession planning

·      employee communications (CEO updates and safety newsletter)
Regulatory and government

 

 ·      focus on constructive regulatory relationships

·      participation in public policy and legislative consultations

·      providing responses to general industry requests from regulators

·      regular regulatory and government outreach

·      participate in industry associations and advisory groups

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics FortisBC engaged with more than 80 stakeholders comprised of internal business leaders and external groups including customers, municipalities, Indigenous and community partners, businesses and industry, government and regulators. Participants were asked to prioritise the most significant Environment, Social and Governance (ESG) issues and assess their impacts on FortisBC’s business, as well as FortisBC’s ability to facilitate improved outcomes.

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

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

  • Creating economic value for employees
  • In 2022, FortisBC paid $342 million for employee wages and benefits.
  • Creating economic value for providers of capital
  • In 2022, FortisBC paid $411 million to providers of capital.
  • Creating economic value for the government
  • In 2022, FortisBC paid $622 million to the government.
  • Creating economic value for communities
  • In 2022, FortisBC spent $4.5 million in community investments.

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

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

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

 

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

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

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

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

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

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

See upcoming training dates.

References:

This case study is based on published information by FortisBC, 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.cdn.fortisbc.com/libraries/docs/wwwfortisbccomsustainabilityreportnewlibraries/default-document-library/23-081-9-4215685-fortisbc-sustainability-report-web.pdf?sfvrsn=fd615f85_1

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

]]> Case study: How AltaGas creates economic value for its stakeholders https://sustaincase.com/case-study-how-altagas-creates-economic-value-for-its-stakeholders/ Fri, 27 Sep 2024 05:55:44 +0000 https://sustaincase.com/?p=19677 AltaGas is a leading North American energy infrastructure company that connects customers and markets to affordable and reliable sources of energy, serving approximately 1.7 million residential, commercial and industrial customers in five jurisdictions in the U.S. This case study is based on the 2021 ESG Report by AltaGas, 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  […]

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

]]> AltaGas is a leading North American energy infrastructure company that connects customers and markets to affordable and reliable sources of energy, serving approximately 1.7 million residential, commercial and industrial customers in five jurisdictions in the U.S. Delivering growth in sustainable value for all its stakeholders, is a top priority for AltaGas.  Tweet This!

This case study is based on the 2021 ESG Report by AltaGas, 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 

Guided by its unwavering commitment to its Core Values and mission, AltaGas remains focused and balanced to do the right thing for its stakeholders and generate long-term value for all. In order to create economic value for its stakeholders AltaGas took action to:

  • 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 ESG Report AltaGas identified a range of material issues, such as safety and reliability, cybersecurity, energy affordability, diversity and inclusion, community partnerships. Among these, creating economic value for its stakeholders stands out as a key material issue for AltaGas.

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 AltaGas engages with:

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

Stakeholder Group                Method of engagement
Employees ·      Employee engagement surveys and pulse checks

·      Town Halls, lunch and learns and senior leader talks

·      Intranets and newsletters

·      Employee Resource Groups (ERGs)

·      Talent development and succession planning

·      Through internal communications campaigns
Utilities Customers

 

 ·      Media releases

·      Social media posts and website

·      Walk-in offices and call centres

·      Customer newsletters and handbooks

·      Direct mailings and email campaigns

·      Customer feedback surveys
Midstream Customers

 

 ·      One on one meetings

·      Industry associations and affiliations

·      Conferences and panel discussions

·      Customer appreciation events

·      Facility tours
Communities, Including Indigenous Communities

 

 ·      Open houses

·      Community walks

·      Local and social media outreach

·      Community newsletters and brochures

·      Collaboration with local organisations
Shareholders and Investors

 

 ·      Annual and quarterly financial reporting and conference calls

·      Annual shareholder meetings

·      Management led investor conferences, meetings and presentations

·      Board led shareholder engagement
Government and Regulators

 

 ·      Ongoing dialogue with regulators and policy makers (local, provincial/state, federal levels)

·      Meetings, conferences and panel participation

·      Trade association and industry representation

·      Regulatory filings and written submissions

·      Facility tours

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

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

  • Creating economic value for shareholders
  • In 2020, AltaGas paid $ 268 million in dividends.
  • Creating economic value for the state
  • In 2020, AltaGas paid $ 23 million in income tax and $ 89 million in property taxes.
  • Creating economic value for communities
  •  In 2020, AltaGas spent $ 5.3 million in community investments.

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

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

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

 

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

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

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

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

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

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

See upcoming training dates.

References:

This case study is based on published information by AltaGas, 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://sustainabilityreports-eu.s3.eu-central-1.amazonaws.com/reports/ALTAGAS%28CA0213611001%29-2021-SR.pdf?X-Amz-Content-Sha256=UNSIGNED-PAYLOAD&X-Amz-Algorithm=AWS4-HMAC-SHA256&X-Amz-Credential=AKIA47CR3BQFTZEWS2OJ%2F20240927%2Feu-central-1%2Fs3%2Faws4_request&X-Amz-Date=20240927T101855Z&X-Amz-SignedHeaders=host&X-Amz-Expires=1200&X-Amz-Signature=d4184b8ddf8aea54821346ff02e01e2b354f8161170266ff631c2310e2b4bca0

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

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]]> Case study: How Hydro One creates economic value for its stakeholders https://sustaincase.com/case-study-how-hydro-one-creates-economic-value-for-its-stakeholders/ Wed, 18 Sep 2024 05:56:06 +0000 https://sustaincase.com/?p=19628 Hydro One Limited is Ontario’s largest electricity transmission and distribution provider, committed to the communities where it lives and works through community investment, sustainability and diversity initiatives. This case study is based on the 2022 Sustainability Report by Hydro One, 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 2022, the economic value distributed by Hydro […]

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

]]> Hydro One Limited is Ontario’s largest electricity transmission and distribution provider, committed to the communities where it lives and works through community investment, sustainability and diversity initiatives. Generating direct economic value for suppliers, employees, governments and all its stakeholders, is a key priority for Hydro One.  Tweet This!

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

Layout 1

Abstract 

In 2022, the economic value distributed by Hydro One reached $ 8,727 million. In order to create economic value for its stakeholders Hydro One took action to:

  • create economic value for employees
  • create economic value for suppliers
  • create economic value for providers of capital
  • create economic value for governments
  • create economic value for indigenous businesses
  • create economic value for communities

What are the material issues the company has identified? 

In its 2022 Sustainability Report Hydro One identified a range of material issues, such as climate change, indigenous community engagement, energy transition, diversity, equity and inclusion. Among these, creating economic value for its stakeholders stands out as a key material issue for Hydro One.

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 Hydro One engages with:

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

Stakeholder Group                Method of engagement
Employees

 

 ·      Quarterly employee calls

·      Regular hybrid town halls

·      Annual employee experience survey

·      Annual DEI symposium

·      Focus groups

·      Employee resource groups
Customers

 

 ·      Information campaigns

·      Media campaigns

·      Regular satisfaction surveys and focus groups

·      Ongoing exchanges with account executives and customer service representatives

·      Customer education

·      Contact Centre interactions
Communities

 

 ·      Dedicated Community Relations team

·      Flexible engagement opportunities (virtually and in person)
Investors

 

 ·      Press releases, quarterly reports, quarterly investor and financial media calls, Annual Report

·      Virtual annual general shareholders’ meeting

·      Virtual investor events

·      Directors, including the Board Chair, as appropriate engage virtually with shareholders
Regulators & Governments

 

 ·      Interaction with all levels of government, IESO and Hydro One’s main regulator, the OEB

·      Advocacy on behalf of customers

·      Advocacy on policy related to Hydro One’s corporate priorities
Unions

 

 ·      Joint committees for key initiatives

·      Collective bargaining

·      Regular calls with the three largest unions
NGOs & Industry Associations

 

 ·      Participation in industry association conferences and events, councils, committees and working groups

·      Partnerships with industry associations

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

In its 2022 Sustainability Report Hydro One reports that it took the following actions for creating economic value for its stakeholders:

  • Creating economic value for employees
  • In 2022, Hydro One paid $ 1,631 million to employees.
  • Creating economic value for suppliers
  • In 2022, Hydro One paid $ 5,309 million to suppliers.
  • Creating economic value for providers of capital
  • In 2022, Hydro One paid $ 1,199 million to providers of capital.
  • Creating economic value for governments
  • In 2022, Hydro One paid $ 488 million to governments.
  • Creating economic value for indigenous businesses
  • In 2022, Hydro One paid $ 96 million to indigenous businesses.
  • Creating economic value for communities
  • In 2022, Hydro One spent $ 4 million in community investments.

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

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

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

 

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

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

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

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

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

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

See upcoming training dates.

References:

This case study is based on published information by Hydro One, 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.hydroone.com/Sustainability/Documents/CSR_2022/HydroOne_CSR_2022.pdf

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

]]> Case study: How Copel creates economic value for its stakeholders https://sustaincase.com/case-study-how-copel-creates-economic-value-for-its-stakeholders/ Fri, 06 Sep 2024 06:04:08 +0000 https://sustaincase.com/?p=19571 Companhia Paranaense de Energia – Copel reached its 68th year of operation in 2022 and has its activities integrated with activities in the businesses of generation, transmission, distribution, and trade of energy and natural gas. This case study is based on the 2022 Integrated Report by Copel, 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 […]

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

]]> Companhia Paranaense de Energia – Copel reached its 68th year of operation in 2022 and has its activities integrated with activities in the businesses of generation, transmission, distribution, and trade of energy and natural gas. Copel provides an essential service of electricity distribution and generates regional development, creating sustainable value for all its stakeholders.  Tweet This!

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

Layout 1

Abstract

In 2022, Copel generated BRL 15,221.9 million in total added value. In order to create economic value for its stakeholders Copel 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 2022 Integrated Report Copel identified a range of material issues, such as corporate governance, risk management and cybersecurity, environmental management and actions against climate change, customer satisfaction, social responsibility. Among these, creating economic value for its stakeholders stands out as a key material issue for Copel.

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 Copel engages with:

Stakeholder Group                Method of engagement
Shareholders and Investors ·      Investor Relations area
Customers ·      Online and in-person channels
Society

 

 ·      For each new enterprise, studies of the socioeconomic environment are conducted as part of the licensing process, with a frequency that varies according to the complexity of the projects
Regulatory Bodies and Sector Entities ·      Areas dedicated to the relationship with regulatory agencies and sector entities
Employees

 

 ·      People Portal on intranet and periodic emails

·      Organisational climate survey Great Place to Work (GPTW)

·      Negotiations of the Collective Bargaining Agreement (CBA) coordinated by the company’s human resources area
Partners and Suppliers

 

 ·      Supply management areas

·      Dedicated channels such as: Website for suppliers and partners, Confidential Communication Channel and the Sustainability Portal

How stakeholder engagement was made to identify material issues

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

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

In its 2022 Integrated Report Copel reports that it took the following actions for creating economic value for its stakeholders:

  • Creating economic value for employees
  • In 2022, 8.5% and 19.1% of BRL 15,221.9 million of total added value generated by Copel went to staff and outsourced workers respectively.
  • Creating economic value for shareholders
  • In 2022, 6.4% of BRL 15,221.9 million of total added value generated by Copel went to shareholders.
  • Creating economic value for the government
  • In 2022, 64.8% of BRL 15,221.9 million of total added value generated by Copel went to the government.

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 Copel, 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/16a31b1b-5ecd-4214-a2e0-308a2393e330/8564b432-dd85-0317-648a-0a705b6a0af5?origin=1

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

]]> Case study: How ATGL creates economic value for its stakeholders https://sustaincase.com/case-study-how-atgl-creates-economic-value-for-its-stakeholders/ Fri, 30 Aug 2024 05:56:58 +0000 https://sustaincase.com/?p=19536 Established in 2005, ATGL is one of the pioneers in offering environment-friendly Piped Natural Gas (PNG) and CNG to customers in India, committed to, among others, providing clean, safe and affordable domestic gas connection to more than half a million households. , leading to economic growth, social development, and positive environmental impacts. This case study is based on the 2021-22 Sustainability Report by ATGL, 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 […]

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

]]> Established in 2005, ATGL is one of the pioneers in offering environment-friendly Piped Natural Gas (PNG) and CNG to customers in India, committed to, among others, providing clean, safe and affordable domestic gas connection to more than half a million households. ATGL’s growth model is designed to create shared long-term value for all its stakeholders  Tweet This!, leading to economic growth, social development, and positive environmental impacts.

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

ATGL focuses on holistic development with sustainable business being the focal point of everything it does, so as to create sustainable value for all its stakeholders. In order to create economic value for its stakeholders ATGL took action to:

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

What are the material issues the company has identified?  

In its 2021-22 Sustainability Report ATGL identified a range of material issues, such as infrastructure reliability and business continuity, access to gas, regulatory compliance, business ethics, integrity and transparency. Among these, creating economic value for its stakeholders stands out as a key material issue for ATGL.

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 ATGL engages with:

Stakeholder Group                Method of engagement
Customers

 

 ·      Online survey

·      E-mails

·      Online grievance mechanism

·      Reports and brochures

·      Feedback mechanism

·      Customer meets

·      Website

·      Customer support cell
Suppliers/Vendors

 

 

 ·      Online survey

·      E-mails

·      Vendors meet

·      Online grievance mechanism

·      Site visits

·      One-to-one interaction

·      Reports and website
Investors

 

 ·      Reports

·      Website

·      Investor meets

·      One-to-one interaction

·      Annual General Meeting

·      Online grievance mechanism

·      E-mails
Government and Social Partners

 

 ·      Reports

·      Website

·      One-to-one interaction

·      Events

·      E-mails and letters
Communities

 

 ·      Focus group discussions

·      One-to-one interactions

·      Media

·      Website

·      Online grievance mechanism
Employees

 

 ·      Online surveys

·      Magazines

·      Internal e-mails

·      Intranet

·      Reports

·      Websites

·      Online grievance mechanism

·      One-to-one interactions

·      Town Hall meetings and brochures

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics ATGL engaged with its stakeholders through a questionnaire.

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

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

  • Creating economic value for employees
  • In FY 2021-22, ATGL paid ₹ 55 Crores for employee wages.
  • Creating economic value for the state
  • In FY 2021-22, ATGL paid ₹ 316 Crores in tax.
  • Creating economic value for shareholders and banks
  • In FY 2021-22, ATGL paid ₹ 28 Crores in dividends and ₹ 53 Crores in interest (bank and others).
  • Creating economic value for communities
  • In FY 2021-22, ATGL spent ₹ 10 Crores 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 ATGL, 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.adanigas.com/-/media/Project/AdaniGas/Sustainability/Reports/Sustainability/Sustainability-Reports/ATGL-Sustainability-Report-2022.pdf

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

]]> Case study: How GAIL creates economic value for its stakeholders https://sustaincase.com/case-study-how-gail-creates-economic-value-for-its-stakeholders/ Wed, 28 Aug 2024 06:09:13 +0000 https://sustaincase.com/?p=19522 With a distinguished history of 38 years, GAIL (India) Limited began its journey in August 1984 and today stands with much pride as the country’s leading natural gas distributor, operating 14,500 km of natural gas pipeline network. This case study is based on the 2021-22 Sustainability Report by GAIL, 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. […]

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

]]> With a distinguished history of 38 years, GAIL (India) Limited began its journey in August 1984 and today stands with much pride as the country’s leading natural gas distributor, operating 14,500 km of natural gas pipeline network. Creating a sustainable business model that generates long-term value for its stakeholders, is a top priority for GAIL.  Tweet This!

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

GAIL’s business strategy and growth plans consider sustainability aspects to make sure that GAIL operates in an environmentally responsible manner and creates sustainable value for all its stakeholders. In order to create economic value for its stakeholders GAIL 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 2021-22 Sustainability Report GAIL identified a range of material issues, such as resource optimization (waste, water, energy management), product and service quality, community development (rights of indigenous people, land and resource rights), human capital management (well-being, engagement, diversity and inclusion). Among these, creating economic value for its stakeholders stands out as a key material issue for GAIL.

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 GAIL engages with:

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

Stakeholder Group                Method of engagement
Government and other regulators

 

 ·      MoUs

·      Quarterly Progress Report

·      Annual Report
Financial Institutions

 

 

 ·      One on One Meetings with Investors

·      Attending IR Conferences/ roadshows

·      Conducting site visits for investment Community

·      Arranging Conference Calls for Investment Community

·      Conducting Analyst Meets

·      Publishing Public disclosures and quarterly results

·      Conducting Press conferences

·      Communication with Shareholders and ADR holder
Employees

 

 ·      Satisfaction surveys

·      Social Media

·      Grievance Redressal

·      Suggestion schemes

·      CMD open house

·      Various committees

·      GAIL Day celebration

·      Emails, Journals

·      Meetings with employee associations and unions
Suppliers

 

 ·      Supplier Meets

·      Industry Conclave

·      Access to empowered C&P committee

·      Vendor development programme/ Vendor coaching programmes

·      Hand-holding programmes for SC/ ST-owned MSEs

·      Pre-tender or pre-bid meeting for all tenders

·      Meets with micro and small enterprises
Customers

 

 ·      Annual Customer Meet

·      Zonal Customer Meet

·      Customer Interactive Meet

·      Customer Satisfaction Survey
Joint Ventures and Subsidiaries of GAIL (India) Limited ·      Need-based meetings

·      Reports and Newsletters

 
Industry Associations

 

 ·      Seminars

·      Conferences

·      Industry Expo

·      Interviews

·      Reports and Newsletters
Communities

 

 ·      Meetings and direct interaction

·      Community events

·      Needs analysis and Impact Assessments

·      CSR initiatives

·      Corporate communications Materials
Contractors/ Implementing Agencies ·      Need-based meetings

·      Meets

·      Website
Academic and Research Institutions

 

 ·      Project meetings

·      Periodic reviews

·      Website

·      Social media

·      Press
NGOs / Civil Society Organisations ·      Project meetings

·      Annual reviews
Public at large

 

 ·      Social media campaigns/posts etc.

·      Community events

·      CSR initiatives

·      Corporate communications Materials such as website etc.

·      Press

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

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

  • Creating economic value for employees
  • In FY 2021-22, GAIL paid INR 1951.2 crore for employee wages and benefits.
  • Creating economic value for providers of capital
  • In FY 2021-22, GAIL paid INR 4344.7 crore to providers of capital.
  • Creating economic value for the government
  • In FY 2021-22, GAIL paid INR 3226.3 crore to the government.

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 GAIL, 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.gailonline.com/pdf/Sustainability/GAILSustainabilityReport202122.pdf

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

]]> Case study: How POWERGRID creates economic value for its stakeholders https://sustaincase.com/case-study-how-powergrid-creates-economic-value-for-its-stakeholders/ Tue, 27 Aug 2024 05:56:36 +0000 https://sustaincase.com/?p=19506 Power Grid Corporation of India Limited (POWERGRID) is involved in bulk power transmission through its Inter-State Transmission system (ISTS) and is one of the largest Power Transmission Utilities in the world. POWERGRID is committed to creating, through its operations, enduring and sustainable value for all its stakeholders. This case study is based on the 2019-21 Sustainability Report by POWERGRID, 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 POWERGRID creates economic value for its stakeholders appeared first on SustainCase - Sustainability Magazine.

]]> Power Grid Corporation of India Limited (POWERGRID) is involved in bulk power transmission through its Inter-State Transmission system (ISTS) and is one of the largest Power Transmission Utilities in the world. POWERGRID is committed to creating, through its operations, enduring and sustainable value for all its stakeholders.

This case study is based on the 2019-21 Sustainability Report by POWERGRID, 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

Generating long-term value for employees, shareholders and all its stakeholders, is a top priority for POWERGRID.  Tweet This! In order to create economic value for its stakeholders POWERGRID 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 2019-21 Sustainability Report POWERGRID identified a range of material issues, such as environmental compliance, occupational health and safety, ethics and integrity, legal compliance. Among these, creating economic value for its stakeholders stands out as a key material issue for POWERGRID.

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 POWERGRID engages with:

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

Stakeholder Group                Method of engagement
Shareholders/Investors

 

 ·      Annual General Meeting

·      Board meetings

·      Annual Report

·      Analyst meetings
Customers SEBs Telecom -Private firms Consultancy (National & International) ·      Signing of Transmission Service Agreement (TSA)

·      Billing Collection & Disbursement Meetings

·      Meetings with customers
Funding Agencies (World Bank, ADB, IFC, KfW, etc.)

 

 ·      Appraisal/ Negotiation

·      Review Missions

·      Progress Reports

·      Discussions w.r.t. changes in regulatory framework, funding agencies safeguard policies etc. and their implications for transmission sector/POWERGRID
Employees

 

 ·      Employee Engagement Survey

·      Open House

·      Performance Review

·      Magazines

·      Cue

·      Regional Magazines (10)

·      Communique

·      Grid Darpan (Rajbhasha)

·      Candour (Vigilance)

·      Department specific meets

·      HRD Conclave

·      PNBC meetings

·      HR meetings
Community / PAPs

 

 ·      Public Consultation

·      Participation of community through community development

·      CSR initiatives
Government

 

 ·      Compliance to Laws

·      Comments/observations on proposed legislations

·      RPC (Regional Power Committee)
Regulators (SEBI / CERC/ BSE / NSE) ·      Compliance/ commercial activities
Ministry of Power ·      Performance monitoring
Ministry of Finance ·      Coordination for various entitled grants
Suppliers & Contractors

 

 ·      Pre-award discussions

·      Open bid discussions (OBD)

·      Review meeting at various management levels

·      MPR of each contractor & suppliers

·      Joint discussions on technological advancements including Research & Development institutions

·      Feedback Sessions
Media ·      Press Briefing/Invitations to events
Technological Institutions ·      IITs / IISc for various emerging technologies

·      Leading academia Institutions for Emerging technologies

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

In its 2019-21 Sustainability Report POWERGRID reports that it took the following actions for creating economic value for its stakeholders:

  • Creating economic value for employees
  • In 2020-21, POWERGRID paid ₹ 2110.74 Crore for employee benefits.
  • Creating economic value for shareholders
  • In 2020-21, POWERGRID paid ₹ 6821.99 Crore in dividends.
  • Creating economic value for the government
  • In 2020-21, POWERGRID paid ₹ 2529.11 Crore in current tax and ₹ 560.03 Crore in deferred tax.

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 POWERGRID, 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.powergrid.in/sites/default/files/annual_reports/Sustainability_Report_2019-21.pdf

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

]]> Case study: How IndianOil creates economic value for its stakeholders https://sustaincase.com/case-study-how-indianoil-creates-economic-value-for-its-stakeholders/ Fri, 08 Sep 2023 05:52:36 +0000 https://ccprowebs.com/new-sustaincase.com/?p=15368 Established in 1959, IndianOil is a diversified and integrated energy company with a presence across the entire oil and gas value chain. It means fulfilling India’s energy needs, creating value for its shareholders, creating an enabling environment for employees and contract workers to develop their capabilities and skills, and creating vibrant local communities. This case study is based on the 2020-21 Sustainability Report by IndianOil, 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 […]

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

]]> Established in 1959, IndianOil is a diversified and integrated energy company with a presence across the entire oil and gas value chain. For IndianOil, creating shared value is about taking care of both its external and internal stakeholders.  Tweet This! It means fulfilling India’s energy needs, creating value for its shareholders, creating an enabling environment for employees and contract workers to develop their capabilities and skills, and creating vibrant local communities.

This case study is based on the 2020-21 Sustainability Report by IndianOil, 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. 

Creating, through its operations, wealth & value for all its stakeholders is a top priority for IndianOil. In order to create economic value for its stakeholders IndianOil 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 2020-21 Sustainability Report IndianOil identified a range of material issues, such as climate change mitigation, product stewardship, business ethics and accountability, employment practices, customer satisfaction and brand loyalty. Among these, creating economic value for its stakeholders stands out as a key material issue for IndianOil.

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 IndianOil engages with:

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

Stakeholder Group                Method of engagement
Customers ·      Advertisements

·      Corporate website

·      Mobile App (ePIC)

·      Customer satisfaction survey

·      Safety Clinics

·      Customer care / grievance portal
Employees and contractual workforce

 

 

 ·      Annual employee satisfaction survey

·      Grievance redressal / HR portal

·      Electronic communications

·      Conclaves, Workshops & seminars
Regulatory Bodies

 

 

 ·      Inspection, Audits & Compliance Reports

·      Public disclosures on Financial / ESG performance

·      Meetings, seminars etc.
Investors and shareholders ·      Public disclosures on Financial & ESG performance

·      Annual General Meeting, press briefing & social media
Government

 

 

 

 

 ·      Official Meetings / MoU Reviews

·      Monthly / periodic project updates

·      Electronic Communications

·      Public Disclosures

·      Conclaves / Seminars / events etc.
Industry/ Trade Associations

 

 ·      Periodic industry / association meets, events, and seminars

·      Forums and workshops
Business Partners/ Contractors

 

 ·      Annual dealer and distributor conventions

·      Transporters’ Meet

·      Meetings with contractors / vendors

·      Seminars and workshops
Community and NGOs ·      Need Assessment Surveys

·      Sponsorships

·      CSR activities

·      Grievance redressal forums
Media

 

 ·      Press briefs

·      Social media channels

·      Corporate reports and other disclosures
Academic and Scientific Institutions ·      Meetings and conferences

·      Partnerships and joint exercises

·      Workshops

·      Sponsorships

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

In its 2020-21 Sustainability Report IndianOil reports that it took the following actions for creating economic value for its stakeholders:

  • Creating economic value for employees
  • In FY2020-21, IndianOil paid ₹ 10,712.04 crore for employee wages and benefits.
  • Creating economic value for shareholders
  • In FY2020-21, IndianOil paid ₹ 12,734.00 crore in dividends to shareholders.
  • Creating economic value for the government
  • In FY2020-21, IndianOil paid ₹ 7,879.61 crore in taxes.

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

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

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

 

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

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

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

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

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

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

See upcoming training dates.
References:

This case study is based on published information by IndianOil, 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://iocl.com/uploads/IOCL-Sustainability-Report-2020-21.pdf

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

]]> Case study: How RWE creates economic value for its stakeholders https://sustaincase.com/case-study-how-rwe-creates-economic-value-for-its-stakeholders/ Fri, 12 May 2023 05:56:32 +0000 https://sustaincase.com/?p=17786 RWE AG is a leading international company in the area of climate-friendly electricity generation headquartered in Essen, Germany. RWE seeks to create sustainable value for its stakeholders with its products and solutions across its value chain in the form, among others, of jobs and the purchasing power generated by wages and salaries. This case study is based on the 2021 Sustainability Report by RWE, 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 […]

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

]]> RWE AG is a leading international company in the area of climate-friendly electricity generation headquartered in Essen, Germany. RWE seeks to create sustainable value for its stakeholders with its products and solutions across its value chain in the form, among others, of jobs and the purchasing power generated by wages and salaries.

This case study is based on the 2021 Sustainability Report by RWE, 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 value distributed by RWE amounted to € 4,024 million  Tweet This!, as compared to € 3,851 million in 2020. In order to create economic value for its stakeholders RWE took action to:

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

What are the material issues the company has identified?

In its 2021 Sustainability Report RWE identified a range of material issues, such as CO2 emissions in power plants, employee development, respect for human rights in the supply chain, expansion of renewable energy. Among these, creating economic value for its stakeholders stands out as a key material issue for RWE.

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 RWE engages with:   

Stakeholder Group
Investors
Analysts
Customers
Academics
Policymakers
Representatives of environmental organisations and other community groups
Local government agencies
Neighbours around RWE’s locations and other citizens

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics RWE carried out an online survey among its stakeholders in July 2021.

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

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

  • Creating economic value for employees
  • In 2021, RWE paid € 2,502 million for employee wages, salaries, and social security contributions.
  • Creating economic value for the government
  • In 2021, RWE paid € 690 million to the government (taxes and deductions).
  • Creating economic value for shareholders
  • In 2021, RWE paid € 111 million in earnings share to shareholders. The net income / earnings shares of the shareholders of RWE AG amounted to € 721 million.
  • Supporting communities
  • In 2021, RWE spent € 5.4 million in donations, € 1.7 million in sponsorship and € 0.04 million in volunteering.

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 RWE, 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.rwe.com/-/media/RWE/documents/09-verantwortung-nachhaltigkeit/cr-reports/EN/cr-report-2021.pdf

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

]]> Case study: How Atlantica creates economic value for its stakeholders https://sustaincase.com/case-study-how-atlantica-creates-economic-value-for-its-stakeholders/ Wed, 19 Apr 2023 05:56:30 +0000 https://sustaincase.com/?p=17674 Atlantica is a sustainable infrastructure company that manages renewable energy and other power and water assets, complementing its portfolio of renewable assets with storage, efficient natural gas and transmission infrastructure assets. Atlantica’s purpose is to support the transition towards a more sustainable world by investing in and managing sustainable infrastructure, while creating long-term value for its investors and the rest of its stakeholders. This case study is based on the 2020 ESG Report by Atlantica, 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 […]

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

]]> Atlantica is a sustainable infrastructure company that manages renewable energy and other power and water assets, complementing its portfolio of renewable assets with storage, efficient natural gas and transmission infrastructure assets. Atlantica’s purpose is to support the transition towards a more sustainable world by investing in and managing sustainable infrastructure, while creating long-term value for its investors and the rest of its stakeholders.

This case study is based on the 2020 ESG Report by Atlantica, 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 assets sustainably to create long-term, sustainable value to its stakeholders, is a top priority for Atlantica.  Tweet This! In order to create economic value for its stakeholders Atlantica took action to:

  • create economic value for employees and the local economy
  • 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 2020 ESG Report Atlantica identified a range of material issues, such as climate change,

occupational health and safety, asset management, ethics and integrity. Among these, creating economic value for its stakeholders stands out as a key material issue for Atlantica.

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 Atlantica engages with: 

Stakeholder Group                Method of engagement
Shareholders ·      Face-to-face meetings, video or phone calls

·      ESG Report

·      Social Media

·      Materiality Assessment Survey

·      Press Releases

·      Website Content

·      Whistleblower Channel

·      Annual General Meeting (AGM)

·      Earnings Presentations

·      Roadshows
Employees ·      Face-to-face meetings, video or phone calls

·      ESG Report

·      Social Media

·      Materiality Assessment Survey

·      Press Releases

·      Website Content

·      Whistleblower Channel

·      Intranet

·      Employee Climate Survey

·      Training
Suppliers ·      Face-to-face meetings, video or phone calls

·      ESG Report

·      Social Media

·      Materiality Assessment Survey

·      Press Releases

·      Website Content

·      Whistleblower Channel

·      Training
Customers ·      Face-to-face meetings, video or phone calls

·      ESG Report

·      Social Media

·      Materiality Assessment Survey

·      Press Releases

·      Website Content

·      Whistleblower Channel
Business Partners ·      Face-to-face meetings, video or phone calls

·      ESG Report

·      Social Media

·      Materiality Assessment Survey

·      Press Releases

·      Website Content

·      Whistleblower Channel
Local Communities

 

 ·      Face-to-face meetings, video or phone calls

·      ESG Report

·      Social Media

·      Press Releases

·      Website Content

·      Whistleblower Channel
Debt Investors

 

 

 

 ·      Face-to-face meetings, video or phone calls

·      ESG Report

·      Social Media

·      Materiality Assessment Survey

·      Press Releases

·      Website Content

·      Whistleblower Channel

·      Earnings Presentations

·      Roadshows

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Atlantica engaged with its stakeholders through a survey sent to 50 internal and external stakeholders, as well as through the two-way stakeholder engagement channel described above.

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

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

  • Creating economic value for employees and the local economy
  • In 2020, Atlantica spent $331 million in operating costs, including employee wages and benefits.
  • Creating economic value for providers of capital
  • In 2020, Atlantica paid $445 million to providers of capital.
  • Creating economic value for the government
  • In 2020, Atlantica paid $16 million to the government (income tax paid).
  • Creating economic value for communities
  • In 2020, Atlantica spent $1 million in community investments in Peru, Spain, South Africa and Algeria.

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 Atlantica, 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.atlantica.com/wp-content/uploads/documents/2020_ESG_Report.pdf

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

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