Sector: Equipment Archives - SustainCase - Sustainability Magazine https://sustaincase.com/category/equipment/ 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... Fri, 18 Oct 2024 05:58:18 +0000 en-US hourly 1 https://wordpress.org/?v=6.9.4 Case study: How Konecranes creates economic value for its stakeholders https://sustaincase.com/case-study-how-konecranes-creates-economic-value-for-its-stakeholders/ Fri, 18 Oct 2024 05:57:20 +0000 https://sustaincase.com/?p=19797 Konecranes is a global leader in material handling solutions, serving a broad range of customers across multiple industries. Konecranes seeks to have a positive impact on the societies in which it operates, to remain a key player within local communities and an attractive employer. This is achieved by providing rewarding jobs and competitive salaries for employees, boosting local economies as an employer, supporting non-profit organisations, providing and buying local goods and services, and being a significant taxpayer in many countries where it operates. This case study is based on the 2022 Sustainability Report by Konecranes, prepared in accordance with the […]

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

]]> Konecranes is a global leader in material handling solutions, serving a broad range of customers across multiple industries. Konecranes seeks to have a positive impact on the societies in which it operates, to remain a key player within local communities and an attractive employer. This is achieved by providing rewarding jobs and competitive salaries for employees, boosting local economies as an employer, supporting non-profit organisations, providing and buying local goods and services, and being a significant taxpayer in many countries where it operates.

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

With its knowledge, products, services and solutions Konecranes seeks to maximise the positive contributions to both its different stakeholders and society.  Tweet This! In order to create economic value for its stakeholders Konecranes took action to:

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

What are the material issues the company has identified?  

In its 2022 Sustainability Report Konecranes identified a range of material issues, such as responsible business conduct including data privacy and anti-competitive behaviour, greenhouse gas emissions, product related safety and security, respect of human rights, diversity, equity and inclusion. 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 Konecranes engages with:

Stakeholder Group                Method of engagement
Employees

 

 ·      Engagement through internal communications (email, Konecranes’ intranet, Yammer)

·      Employee engagement survey (EES)

·      idea.konecranes.com

·      Pulse checks

·      E-learnings

·      Whistleblowing Channel and compliance email

·      Internal team meetings

·      Internal training and development
Customers

 

 ·      Engagement mainly with Konecranes’ sales department, their key account managers and service technicians

·      Surveys and the Voice of Customer (VoC) feedback tool after every delivery or installation

·      Replying to a significant number of data requests by stakeholders
Shareholders, investors

 

 ·      Investor briefings and meetings

·      Annual General Meetings

·      Annual Report and sustainability reporting

·      Replying to investor questionnaires
Suppliers, subcontractors

 

 ·      Engagement through procurement personnel

·      Supplier assessments and negotiations

·      Ongoing contract management

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Konecranes engaged with its stakeholders through investor ratings, customer requests, customer and competitor benchmarks, and internal employee surveys.

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

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

  • Creating economic value for employees
  • In 2022, Konecranes paid 1,091.9 million euros for employee wages and benefits.
  • Creating economic value for providers of capital
  • In 2022, Konecranes paid 26.5 million euros to providers of capital.
  • Creating economic value for shareholders
  • In 2022, Konecranes paid 98.9 million euros in dividends to shareholders.
  • Creating economic value for governments
  • In 2022, Konecranes paid 207.5 million euros to governments.
  • Creating economic value for communities
  • In 2022, Konecranes spent 0.2 million euros in donations and 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 Konecranes, 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.konecranes.com/sites/default/files/sustainability_report_2022.pdf

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

]]> Case study: How Tech Mahindra creates economic value for its stakeholders https://sustaincase.com/case-study-how-tech-mahindra-creates-economic-value-for-its-stakeholders/ Thu, 22 Aug 2024 06:01:37 +0000 https://sustaincase.com/?p=19491 An enabler of digital transformation, consulting and business re-engineering services and solutions, Tech Mahindra works with some of the world’s leading clients, and helps them achieve tangible results. – holistic development for communities, and competitive dominance to clients, growth and business opportunities to value chain partners, and sustained returns to investors and shareholders. This case study is based on the 2021-22 Integrated Annual Report by Tech Mahindra, 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) […]

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

]]> An enabler of digital transformation, consulting and business re-engineering services and solutions, Tech Mahindra works with some of the world’s leading clients, and helps them achieve tangible results. Tech Mahindra’s people-centricity is exemplified in its intent and capacity to deliver value to all stakeholders  Tweet This! – holistic development for communities, and competitive dominance to clients, growth and business opportunities to value chain partners, and sustained returns to investors and shareholders.

This case study is based on the 2021-22 Integrated Annual Report by Tech Mahindra, 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

Tech Mahindra’s focus on Purpose, People and Performance enables Tech Mahindra to create sustainable, long-term value for all its stakeholders. In order to create economic value for its stakeholders Tech Mahindra 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 2021-22 Integrated Annual Report Tech Mahindra identified a range of material issues, such as climate change, wellness and safety, customer relations, talent and skill management. Among these, creating economic value for its stakeholders stands out as a key material issue for Tech Mahindra.

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 Tech Mahindra engages with:

Stakeholder Group                Method of engagement
Employees (HC)

 

 ·      TechM Cares Survey

·      Employee engagement initiatives (Leadership Connect, HR Flip Books, UVO 2 Chabot, Internal Portal)

·      Josh, MSP, and ISS5
Customers (HC)

 

 

 ·      Customer Leadership Meet

·      Customer as Promoter Survey

·      Project Satisfaction Survey

·      Account Escalation Dashboard, and Account Status Indicator
Investors & Shareholders (FC)

 

 ·      Analyst Meets & Analyst Briefings

·      Quarterly Results

·      Annual General Meetings

·      Integrated Annual Report

·      Financial Results

·      Press Releases, Social Media
Partners and Collaborators (IC & SRC) ·      Partners Meet

·      Training, Conferences, Workshops & Surveys
Government & Regulators (SRC) ·      Public Policy Engagement

·      Compliance Reports
Academic Institutions (HC & IC) ·      Recruitment Drives & Campus Connect

·      University Collaborations & MoUs
Local Communities (SRC)

 

 ·      “Samvad” Newsletter to establish a dialogue with CSR fraternity

·      Impact assessments

·      City authorities to implement the CSR initiatives
Suppliers and Vendors (SRC)

 

 ·      Supplier Meet

·      Supplier Audits

·      Workshops

·      ESG Trainings

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Tech Mahindra engaged with its stakeholders through questionnaires.

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

In its 2021-22 Integrated Annual Report Tech Mahindra reports that it took the following actions for creating economic value for its stakeholders:

  • Creating economic value for employees
  • In 2022, Tech Mahindra paid ₹ 222,859 million in employee benefit expenses.
  • Creating economic value for shareholders
  • In 2022, Tech Mahindra paid ₹ 39,813 million in dividends.
  • Creating economic value for the government
  • In 2022, Tech Mahindra paid ₹ 18,220 million in taxes.

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

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

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

 

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

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

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

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

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

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

See upcoming training dates.

References:

This case study is based on published information by Tech Mahindra, 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://insights.techmahindra.com/investors/tml-integrated-annual-report-fy-2021-22-f.pdf

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

]]> Case study: How Johnson Controls creates economic value for its stakeholders https://sustaincase.com/case-study-how-johnson-controls-creates-economic-value-for-its-stakeholders/ Wed, 21 Aug 2024 06:05:28 +0000 https://sustaincase.com/?p=19477 Johnson Controls is a world leader in smart buildings, creating safe, healthy and sustainable spaces. This case study is based on the 2023 Sustainability Report by Johnson Controls, 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 Creating, through its operations, long-term value for the communities where it operates and all its stakeholders, is a top priority […]

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

]]> Johnson Controls is a world leader in smart buildings, creating safe, healthy and sustainable spaces. Johnson Controls is firmly committed to generating sustainable value for employees, providers of capital, communities, and all its diverse stakeholders.  Tweet This!

This case study is based on the 2023 Sustainability Report by Johnson Controls, 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

Creating, through its operations, long-term value for the communities where it operates and all its stakeholders, is a top priority for Johnson Controls. In order to create economic value for its stakeholders Johnson Controls 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 2023 Sustainability Report Johnson Controls identified a range of material issues, such as sustainable products and solutions, greenhouse gas emissions, cybersecurity, social impact and employee experience. Among these, creating economic value for its stakeholders stands out as a key material issue for Johnson Controls.

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 Johnson Controls engages with: 

Stakeholder Group
Customers
Suppliers
Partners
NGOs
Trade associations

 How stakeholder engagement was made to identify material issues

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

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

In its 2023 Sustainability Report Johnson Controls reports that it took the following actions for creating economic value for its stakeholders:

  • Creating economic value for employees
  • In fiscal 2022, Johnson Controls paid USD 6,680 million for employee wages and benefits.
  • Creating economic value for providers of capital
  • In fiscal 2022, Johnson Controls paid USD 1,129 million to providers of capital.
  • Creating economic value for the government
  • In fiscal 2022, Johnson Controls paid USD 568 million to the government.
  • Creating economic value for communities
  • In fiscal 2022, Johnson Controls spent USD 14.8 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 Johnson Controls, 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.johnsoncontrols.com/-/media/jci/corporate-sustainability/reporting-and-policies/2023/report/hq2302005_2023-sustainability-report-final.pdf

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

]]> Case study: How Prysmian creates economic value for its stakeholders https://sustaincase.com/case-study-how-prysmian-creates-economic-value-for-its-stakeholders/ Mon, 22 Jul 2024 05:58:37 +0000 https://sustaincase.com/?p=19383 With a direct presence in more than 50 countries around the world, 108 plants, 26 R&D centres and over 30,000 employees, Prysmian is a global leader in the energy and telecommunications cable systems industry. This case study is based on the 2022 Sustainability Report by Prysmian, 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 post Case study: How Prysmian creates economic value for its stakeholders appeared first on SustainCase - Sustainability Magazine.

]]> With a direct presence in more than 50 countries around the world, 108 plants, 26 R&D centres and over 30,000 employees, Prysmian is a global leader in the energy and telecommunications cable systems industry. Creating long-term value for all its stakeholders, is an essential element of Prysmian’s Sustainability Strategy.  Tweet This!

This case study is based on the 2022 Sustainability Report by Prysmian, 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 total economic value generated, namely the overall wealth created by Prysmian for its stakeholders, reached €16,719 million. In order to create economic value for its stakeholders Prysmian took action to:

  • create economic value for employees
  • create economic value for suppliers
  • create economic value for lenders
  • create economic value for the public administration
  • create economic value for the community

What are the material issues the company has identified?  

In its 2022 Sustainability Report Prysmian identified a range of material issues, such as governance, ethics and integrity, efficient, sustainable and circular operations, enabling the decarbonisation to Net-Zero and digitalization, human capital’s well-being, engagement & upskilling. Among these, creating economic value for its stakeholders stands out as a key material issue for Prysmian.

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 Prysmian engages with:

Stakeholder Group                Method of engagement
Customers

 

 ·      Customer satisfaction survey

·      Cable App & Customer Portal
Shareholders

 

 ·      Long-term and sustainable value creation

·      Shareholders’ meetings and participation
Suppliers

 

 ·      ESG evaluation of suppliers base

·      Sustainability audits

·      CDP partnership (Carbon Disclosure Project)
Schools, Universities & Research Centres ·      PG’s Academy

·      Local mentoring programmes for 500 students
People

 

 

 ·      Internal projects of upskilling mobility and workforce development

·      Health & Safety focus
Media

 

 

 

 ·      Press conferences, press releases and media interviews

·      Results announcements, annual and interim reports, corporate website and social media

·      Media enquiries
Local Communities

 

 ·      Construction of nursery/school projects

·      Donation of cables to improve local development

 How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Prysmian engaged with its stakeholders through surveys and interviews.

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

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

  • Creating economic value for employees
  • In 2022, 10.85% of Euro 16,211 million generated by Prysmian was payment to staff.
  • Creating economic value for suppliers
  • In 2022, 80.89% of Euro 16,211 million generated by Prysmian was paid to suppliers.
  • Creating economic value for lenders
  • In 2022, 6.83% of Euro 16,211 million generated by Prysmian was paid to lenders.
  • Creating economic value for the public administration
  • In 2022, 1.42% of Euro 16,211 million generated by Prysmian was paid to the public administration.
  • Creating economic value for the community
  • In 2022, 0.01% of Euro 16,211 million generated by Prysmian was contributions 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 Prysmian, 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.prysmiangroup.com/sites/default/files/atoms/files/pr-2302-bil-sost-2022-eng-150dpi-web-compressed.pdf

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

]]> Case study: How the Voith Group creates economic value for its stakeholders https://sustaincase.com/case-study-how-the-voith-group-creates-economic-value-for-its-stakeholders/ Wed, 17 Jul 2024 05:59:58 +0000 https://sustaincase.com/?p=19362 The Voith Group is a globally active technology group which, through its broad portfolio of production plants, products, industrial services, and digital applications sets standards in the Energy, Oil & Gas, Paper, Raw Materials, and Transport & Automotive markets. Maintaining ongoing dialog with its stakeholders is vital for a global group such as Voith, as is creating sustainable value for them all. This case study is based on the 2021 Sustainability Report by the Voith 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/ […]

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

]]> The Voith Group is a globally active technology group which, through its broad portfolio of production plants, products, industrial services, and digital applications sets standards in the Energy, Oil & Gas, Paper, Raw Materials, and Transport & Automotive markets. Maintaining ongoing dialog with its stakeholders is vital for a global group such as Voith, as is creating sustainable value for them all.

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

Layout 1

Abstract

The Voith Group is firmly committed to generating long-term value for employees, communities, and all its stakeholders.  Tweet This! In order to create economic value for its stakeholders the Voith Group took action to:

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

What are the material issues the company has identified?

In its 2021 Sustainability Report the Voith Group identified a range of material issues, such as transparency regarding business practices, promoting work-life balance, efficient use of resources, innovative, high-quality products and services. Among these, creating economic value for its stakeholders stands out as a key material issue for the Voith 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 the Voith Group engages with:

Stakeholder Group
Shareholders
Supervisory committees
Rating agencies
Employees
The Works Council
Customers
Suppliers
Investors
Communities neighbouring company sites
Trade associations
Academia
Government agencies
Policy makers
NGOs
Broader interested public

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics the Voith Group engaged with its stakeholders through a survey.

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

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

  • Creating economic value for employees
  • In FY 2020/21, the Voith Group paid € 1,247 million for employee wages and salaries, € 268.6 million for social security contributions, retirement pensions, and benefits, and € 2.3 million for training and career development.
  • Creating economic value for communities
  • In FY 2020/21, the Voith Group paid € 1.98 million in donations and sponsorship.
  • Creating economic value for governments
  • In FY 2020/21, the Voith Group paid € 57,416 thousand 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 the Voith 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://voith.com/corp-en/VZ_Sustainability-Report_21_en.pdf

Note to the Voith 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 the Voith Group creates economic value for its stakeholders appeared first on SustainCase - Sustainability Magazine.

]]> Case study: How Pegatron creates economic value for its stakeholders https://sustaincase.com/case-study-how-pegatron-creates-economic-value-for-its-stakeholders/ Wed, 12 Jun 2024 06:05:56 +0000 https://sustaincase.com/?p=19192 Founded in 2008, Pegatron is a worldwide leader providing DMS (Design, Manufacturing and Service) services, offering assembly service to customers on a wild range of electronics products in computing, communications, and consumer electronics segments. Pegatron is firmly committed to engaging in ESG practices and working with its stakeholders to achieve sustainability, generating long-term value for all. This case study is based on the 2021 Sustainability Report by Pegatron, 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: […]

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

]]> Founded in 2008, Pegatron is a worldwide leader providing DMS (Design, Manufacturing and Service) services, offering assembly service to customers on a wild range of electronics products in computing, communications, and consumer electronics segments. Pegatron is firmly committed to engaging in ESG practices and working with its stakeholders to achieve sustainability, generating long-term value for all.

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

Creating, through its business operations, sustainable value for employees, shareholders and all its other stakeholders, is a top priority for Pegatron.  Tweet This! In order to create economic value for its stakeholders Pegatron took action to:

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

What are the material issues the company has identified? 

In its 2021 Sustainability Report Pegatron identified a range of material issues, such as occupational health and safety, environmental compliance, employment, energy management, socioeconomic compliance. Among these, creating economic value for its stakeholders stands out as a key material issue for Pegatron.

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 Pegatron engages with:

Stakeholder Group                Method of engagement
Customer

 

 ·      QBR

·      Customer Audits

·      Regular or Irregular Meetings

·      RBA-Online

·      Customers’ Websites or Platforms
Employee

 

 ·      Regular Meetings

·      Internal Websites

·      Internal Publications or Announcements

·      Grievance Box

·      Coff­ee Talks

·      Hotline

·      Labour-Management Meetings
Investor

 

 ·      Monthly Business Reports

·      Shareholders’ Meetings

·      Investor Conferences

·      Annual Reports

·      Market Observation Post System (MOPS)
Supplier

 

 

 ·      Supplier Conferences

·      Supplier Audits

·      Supplier Relationship Management Platform

·      External Communication Mailbox

·      RBA-Online & IPE
Community ·      External Communication Mailbox
Competitor ·      Conferences
Government

 

 ·      Public Hearings on Policy

·      Questionnaires and Interviews

·      Projects and Initiatives

·      Conferences
Media ·      Press Conferences

·      Press Releases

·      External Communication Mailbox
NGO

 

 ·      Courses or Seminars

·      Conferences

·      External Communication Mailbox

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Pegatron engaged with its stakeholders through questionnaires.

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

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

  • Creating economic value for employees
  • In 2021, Pegatron paid TWD 10,759 million for employee salaries and bonuses.
  • Creating economic value for shareholders
  • In 2021, Pegatron’s dividend per share reached TWD dollars 5.0.
  • Creating economic value for the state
  • In 2021, Pegatron paid TWD 3,098 million in taxes.

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

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

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

 

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

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

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

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

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

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

See upcoming training dates.

References:

This case study is based on published information by Pegatron, 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://cht.pegatroncorp.com/files/backend/csr_file/2021%E5%B9%B4%E6%B0%B8%E7%BA%8C%E5%A0%B1%E5%91%8A%E6%9B%B8_%E8%8B%B1%E6%96%87%E7%89%88_0922.PDF

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

]]> Case study: How CEME creates economic value for its stakeholders https://sustaincase.com/case-study-how-ceme-creates-economic-value-for-its-stakeholders/ Wed, 29 May 2024 06:06:45 +0000 https://sustaincase.com/?p=19144 Founded in 1974 by Renzo Miotti, CEME has grown to be a world leader in the production of industrial solenoid valves and pumps. , and fostering the growth of the company, its employees and collaborators. This case study is based on the 2021 Sustainability Progress Report by CEME, 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 CEME creates economic value for its stakeholders appeared first on SustainCase - Sustainability Magazine.

]]> Founded in 1974 by Renzo Miotti, CEME has grown to be a world leader in the production of industrial solenoid valves and pumps. CEME pursues its mission by operating legally and fairly, creating added value for its shareholders and sustainable value for all its stakeholders  Tweet This!, and fostering the growth of the company, its employees and collaborators.

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

Layout 1

Abstract

In 2021, the economic value distributed by CEME reached € 284,973 thousand. In order to create economic value for its stakeholders CEME took action to:

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

What are the material issues the company has identified?

In its 2021 Sustainability Progress Report CEME identified a range of material issues, such as energy and GHG emissions, employees’ health and safety, waste management, people training and development. Among these, creating economic value for its stakeholders stands out as a key material issue for CEME.

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 CEME engages with:

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

Stakeholder Group                Method of engagement
Employees ·      Continuous dialogue between the HR department and employees

·      Specific initiatives
Suppliers ·      Continuous dialogue
Commercial partners

 

 ·      Continuous dialogue

·      Periodic meetings
Local communities

 

 ·      Continuous dialogue

·      Formal meetings and collaborations

·      Specific initiatives
Competitors ·      None
Clients

 

 ·      Continuous dialogue

·      Periodic meetings

·      Cooperation on R&D of new products

·      Fairs
Investors

 

 ·      Formal meetings

·      Periodic management reports
Regulatory and certification bodies ·      Formal meetings

·      Continuous dialogue
Unions

 

 ·      Continuous dialogue between the HR department and the Unions
Public administration ·      Formal, continuous dialogue

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

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

  • Creating economic value for employees
  • In 2021, CEME paid € 24,690 thousand for employee wages and benefits.
  • Creating economic value for providers of capital
  • In 2021, CEME paid € 9,955 thousand to providers of capital.
  • Creating economic value for the government
  • In 2021, CEME paid € 13,410 thousand to the government.
  • Creating economic value for communities
  • In 2021, CEME spent € 2 thousand 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 CEME, 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.cemegroup.com/Content/images/certificati/CEME_Sustainability_Progress_Report_2021.pdf

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

]]> Case study: How Baker Hughes creates economic value for its stakeholders https://sustaincase.com/case-study-how-baker-hughes-creates-economic-value-for-its-stakeholders/ Wed, 13 Sep 2023 05:57:39 +0000 https://ccprowebs.com/new-sustaincase.com/?p=15377 Baker Hughes is an energy technology company that provides solutions for energy and industrial customers worldwide, conducting business in more than 120 countries. In 2021, Baker Hughes generated a direct economic value of $20.5 billion in revenue, which was distributed to a wide variety of global stakeholders. This case study is based on the 2021 Corporate Responsibility Report by Baker Hughes, 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 […]

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

]]> Baker Hughes is an energy technology company that provides solutions for energy and industrial customers worldwide, conducting business in more than 120 countries. In 2021, Baker Hughes generated a direct economic value of $20.5 billion in revenue, which was distributed to a wide variety of global stakeholders.

This case study is based on the 2021 Corporate Responsibility Report by Baker Hughes, 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. 

Baker Hughes seeks to generate, through its operations, sustainable, long-term economic value for all its stakeholders.  Tweet This! In order to create economic value for its stakeholders Baker Hughes took action to:

  • create economic value for suppliers
  • create economic value for providers of capital
  • create economic value for governments
  • create economic value for communities

What are the material issues the company has identified?

In its 2021 Corporate Responsibility Report Baker Hughes identified a range of material issues, such as attracting, retaining and developing talent, reducing GHG and other air emissions, diversity, equity and inclusion, business ethics and transparency. Among these, creating economic value for its stakeholders stands out as a key material issue for Baker Hughes.

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 Baker Hughes engages with:

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

Stakeholder Group                Method of engagement
Customers ·      Global, regional and local industry events, forums, and conferences

·      Proprietary company events and meetings

·      Partnerships and working groups to advance best practices
Investors ·      Public quarterly earnings calls

·      Annual shareholder meeting

·      Executive meetings and presentations

·      Outreach programme led by Baker Hughes’ Investor Relations group, the Corporate Secretary’s Office, and Executive Compensation Team
Employees

 

 ·      Town hall meetings

·      Interactive online forums

·      People leader engagement

·      Employee resource groups, many with senior leader sponsors

·      CEO’s meetings with the Employee Pulse Group
Governments ·      Formal and informal bilateral meetings with public officials at all levels of government

·      Lobbying and other direct engagement in compliance with applicable laws and regulations
Communities

 

 ·      Civic engagement through economic development groups, chambers of commerce and related forums

·      Collaboration and social investments where Baker Hughes operates and in support of broader society
Policy groups and associations

 

 ·      Membership participation across the globe

·      Working groups, committees, and public-private partnership activities in industry groups and associations

·      Leadership and committee positions that extend and strengthen organisational capabilities
Universities, Institutions, and NGOs

 

 ·      Connections, collaborations and partnerships on a variety of shared business, industry, social, and environmental interests globally

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

In its 2021 Corporate Responsibility Report Baker Hughes reports that it took the following actions for creating economic value for its stakeholders:

  • Creating economic value for suppliers
  • In 2021, Baker Hughes paid $83 million to diverse suppliers and small businesses.
  • Creating economic value for providers of capital
  • In 2021, Baker Hughes paid $1,488 million to providers of capital.
  • Creating economic value for governments
  • In 2021, Baker Hughes paid $314 million in net cash tax payments.
  • Creating economic value for communities
  • In 2021, Baker Hughes paid $45 million in community 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 Baker Hughes, 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://dam.bakerhughes.com/m/62a18e88ae7eef08/original/Baker-Hughes-CSR-Report-2021.pdf

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

]]> Case study: How Atlas Copco creates economic value for its stakeholders https://sustaincase.com/case-study-how-atlas-copco-creates-economic-value-for-its-stakeholders/ Mon, 11 Sep 2023 05:51:17 +0000 https://ccprowebs.com/new-sustaincase.com/?p=15372 The Atlas Copco Group is a world-leading provider of sustainable productivity solutions demanded by all types of industries, enabling everything from industrial automation to reliable medical air solutions. in a way that is economically, environmentally and socially responsible. This case study is based on the 2021 Annual Report by Atlas Copco, 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 Atlas Copco creates economic value for its stakeholders appeared first on SustainCase - Sustainability Magazine.

]]> The Atlas Copco Group is a world-leading provider of sustainable productivity solutions demanded by all types of industries, enabling everything from industrial automation to reliable medical air solutions. An integrated sustainable strategy, backed by ambitious targets, helps Atlas Copco deliver greater value to all its stakeholders  Tweet This! in a way that is economically, environmentally and socially responsible.

This case study is based on the 2021 Annual Report by Atlas Copco, 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. 

By integrating sustainability into its operations and by acting in an ethical way in all activities and markets, Atlas Copco brings long-term value to its customers and society as a whole. In order to create economic value for its stakeholders Atlas Copco 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 Annual Report Atlas Copco identified a range of material issues, such as business integrity, product quality and service, occupational health, safety and well-being, product carbon impact. Among these, creating economic value for its stakeholders stands out as a key material issue for Atlas Copco.

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 Atlas Copco engages with:

Stakeholder Group                Method of engagement
Customers ·      Customer visits

·      Surveys and interviews

·      Customer events

·      Website
Investors, analysts, shareholders

 

 

 ·      Investor interaction

·      Capital market days

·      Annual general meeting

·      Website

·      Financial reports and presentations
Employees

 

 

 

 ·      Yearly appraisal

·      Employee surveys

·      Work councils

·      Employee representatives on the Board
Society

 

 ·      Memberships in international collaborations and industry initiatives

·      Local engagement

·      Website

·      Surveys and interviews
Business partners

 

 

 ·      Collaborations with suppliers

·      On-site evaluation and audits

·      Surveys and interviews

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Atlas Copco engaged with its stakeholders through surveys and interviews.

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

In its 2021 Annual Report Atlas Copco reports that it took the following actions for creating economic value for its stakeholders:

  • Creating economic value for employees
  • In 2021, Atlas Copco paid MSEK 27 151 for employee wages and benefits, including other social costs.
  • Creating economic value for providers of capital
  • In 2021, Atlas Copco paid MSEK 9 281 to providers of capital.
  • Creating economic value for the government
  • In 2021, Atlas Copco paid MSEK 5 372 in direct 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 Atlas Copco, 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.atlascopcogroup.com/content/dam/atlas-copco/corporate/documents/investors/financial-publications/english/20220321-annual-report-2021.pdf

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

]]> Case study: How CNH Industrial creates economic value for its stakeholders https://sustaincase.com/case-study-how-cnh-industrial-creates-economic-value-for-its-stakeholders/ Mon, 03 Jul 2023 05:55:49 +0000 https://ccprowebs.com/new-sustaincase.com/?p=15188 CNH Industrial is a global leader in the capital goods sector with 70 manufacturing plants, 59 R&D centres, a workforce of 71,895 employees, and a commercial presence in approximately 180 countries. This case study is based on the 2021 Sustainability Report by CNH Industrial, 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, the value […]

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

]]> CNH Industrial is a global leader in the capital goods sector with 70 manufacturing plants, 59 R&D centres, a workforce of 71,895 employees, and a commercial presence in approximately 180 countries. CNH Industrial seeks to create, through its global operations, sustainable, long-term value, and distribute it to its stakeholders.  Tweet This!

This case study is based on the 2021 Sustainability Report by CNH Industrial, 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, the value added generated by CNH Industrial’s activities and distributed to its various stakeholders totalled $7,139 million, equivalent to 21.4% of revenues. In order to create economic value for its stakeholders CNH Industrial took action to:

  • create economic value for employees
  • create economic value for shareholders
  • create economic value for financial providers
  • create economic value for the government and public institutions
  • create economic value for local communities

What are the material issues the company has identified?

In its 2021 Sustainability Report CNH Industrial identified a range of material issues, such as circular product life cycle, CO2 and other air emissions, occupational health and safety, employee engagement, renewable energy. Among these, creating economic value for its stakeholders stands out as a key material issue for CNH Industrial.

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 CNH Industrial engages with:

Stakeholder Group                Method of engagement
Customers

 

 ·      Direct engagement in materiality analysis

·      Market research

·      Focus groups

·      Customer satisfaction surveys

·      Above-the-line and below-the-line communication channels

·      Two-way communication through: web, direct

mailing, dealerships, toll-free numbers, etc.

·      Events (e.g. product launches) and participation in exhibitions, trade fairs, and conventions

·      Customer-Driven Product Development (CPD)

·      Compliance Helpline
Dealer and service network

 

 

 ·      Direct engagement in materiality analysis

·      Daily contacts and periodic meetings with the network

·      Two-way communication through the web Dealer Portal and dedicated phone lines

·      Individuals responsible for monitoring the network and ensuring fulfillment of contractual standards

·      Dealer development programmes

·      Programmes to support dealers, including training, definition of standards, financing, and promotional campaigns

·      Compliance Helpline
Employees ·      Direct engagement in materiality analysis

·      Daily dialogue

·      Intranet portal

·      Meetings to discuss expected and actual performance levels and professional development paths

·      Compliance Helpline
Professional organisations

and associations

 ·      Direct engagement in materiality analysis

·      Town hall meetings to share and align with corporate objectives and decisions
Employees’ families

 

 ·      Participation initiatives (e.g., Children’s Christmas, Family Day)

·      Internal publications
Financial community: Traditional and ESG investors

 

 ·      Direct engagement in materiality analysis

·      Annual General Meeting

·      Price-sensitive disclosures and information

·      Quarterly conference calls

·      Seminars, industry conferences, roadshows, and meetings

·      Daily dialogue (meetings, telephone, emails)

·      Investor Relations section of the Company website

·      EU Annual Report

·      Sustainability Report
Journalists, media, and opinion leaders ·      Direct engagement in materiality analysis

·      Daily dialogue

·      Presentations and press conferences

·      Meetings

·      Brand and Company websites
Local communities: Religious, cultural, and socio-political associations, health systems, schools & universities, and non-governmental & non-profit organisations ·      Direct engagement in materiality analysis

·      Meetings with representatives of associations, organisations or local communities

·      Actions or projects, managed directly or in partnership

·      Cultural exchange programmes

·      Employee volunteering activities

·      Compliance Helpline

 
Public institutions: Government, local authorities, public agencies, regulatory bodies, international institutions, trade associations, and non-governmental organisations ·      Direct engagement in materiality analysis

·      Periodic ad hoc meetings on corporate objectives and position

·      Participation in working groups, development of joint projects and alliances

·      Collaboration on R&D projects

·      Initiatives to highlight regulatory issues

·      Dialogue with institutions and environmental associations
Scientific and technological research centres and universities ·      Direct engagement in materiality analysis

·      Open-source tools

·      Periodic meetings
Suppliers and commercial partners ·      Direct engagement in materiality analysis

·      Daily relationship through buyers

·      Web Supplier Portal

·      Come to our Plant initiative

·      WCM suppliers

·      Supplier Advisory Council (SAC)

·      Conventions

·      Technology Days

·      Suppliers’ Proposals Programme

·      Compliance Helpline

·      Dedicated email addresses
Trade unions and employee representatives ·      Direct engagement in materiality analysis

·      Institutional meetings and other exchanges pursuant to legal or contractual provisions at plant, legal entity, regional or national level

·      Trilateral meetings (Company, trade unions, and government bodies) on matters of particular importance

·      Ad hoc meetings at plant, legal entity, regional or national level

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics CNH Industrial received feedback from a sample of 2,068 stakeholders among employees, customers, dealers, opinion leaders, public institutions, NGOs, investors, and journalists through an online survey or direct interview.

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

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

  • Creating economic value for employees
  • In 2021, 65.8% of the value added generated by CNH Industrial ($7,139 million) went to employees.
  • Creating economic value for shareholders
  • In 2021, 2.6% of the value added generated by CNH Industrial ($7,139 million) went to shareholders.
  • Creating economic value for financial providers
  • In 2021, 8.1% of the value added generated by CNH Industrial ($7,139 million) went to financial providers.
  • Creating economic value for the government and public institutions
  • In 2021, 9.0% of the value added generated by CNH Industrial ($7,139 million) went to the government and public institutions.
  • Creating economic value for local communities
  • In 2021, 0.1% of the value added generated by CNH Industrial ($7,139 million) went to local communities.

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 CNH Industrial, 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.cnhindustrial.com/-/media/CNHi/cnhicorporate/Home-Page/2021-cnh-industrial-sustainability-report.pdf?rev=f7975f788d2d47c5afd34c7e28f18f76

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

]]>