Sector: Food and Beverage Archives - SustainCase - Sustainability Magazine https://sustaincase.com/category/food-and-beverage/ Insights on how you can protect the environment, maintain and increase the value of your company, through a structured CSR/Sustainability process with the use of the GRI Standards. Learn how Today's Best-Run Companies are achieving Economic, Social, and Environmental Success - and How You Can Too... Wed, 22 May 2024 06:04:16 +0000 en-US hourly 1 https://wordpress.org/?v=6.9.4 Case study: How Eti Soda creates economic value for its stakeholders https://sustaincase.com/case-study-how-eti-soda-creates-economic-value-for-its-stakeholders/ Wed, 22 May 2024 06:03:25 +0000 https://sustaincase.com/?p=19111 Eti Soda is a world leader in the production of natural Soda Ash, with 1.735 million tonnes of Soda Ash production per annum and exports to more than 70 countries. This case study is based on the 2021 Sustainability Report by Eti Soda, 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 sustainable value for […]

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]]> Eti Soda is a world leader in the production of natural Soda Ash, with 1.735 million tonnes of Soda Ash production per annum and exports to more than 70 countries. Eti Soda seeks to continuously improve its sustainability performance with the support of its stakeholders, generating long-term value for them all.  Tweet This!

This case study is based on the 2021 Sustainability Report by Eti Soda, 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 sustainable value for employees, the government, shareholders and all its stakeholders, has always been a top priority for Eti Soda. In order to create economic value for its stakeholders Eti Soda took action to:

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

What are the material issues the company has identified?

In its 2021 Sustainability Report Eti Soda identified a range of material issues, such as water management, GHG emissions, occupational health and safety, waste management. Among these, creating economic value for its stakeholders stands out as a key material issue for Eti Soda.

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 Eti Soda engages with:

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

Stakeholder Group                Method of engagement
Employees ·      Employee satisfaction surveys

·      Occupational Health and Safety (“OHS”) reports

·      Regular employee meetings

·      One-to-one interviews

·      Social media account

·      Website

·      Intranet network

·      WhatsApp

·      Ethics hotline

·      Internal notification announcements

·      Employee trainings

·      Employee suggestion and complaint system

·      Sustainability reporting and priority issue analysis
Customers

 

 ·      Customer satisfaction surveys

·      Regular meetings

·      Social media

·      Audits and site visits

·      Conferences

·      Website

·      Sustainability reporting and priority issue analysis
Suppliers

 

 ·      Supplier surveys

·      Regular supplier meetings

·      Supplier evaluation process

·      Audits and site visits

·      Supplier days

·      Certificates

·      Social media

·      Website

·      Sustainability reporting and priority issue analysis
Local People

 

 ·      Open door practices

·      Stakeholder committee meetings

·      Corporate social responsibility projects

·      Social media

·      Website

·      Sustainability reporting and priority issue analysis

·      Visits to neighbouring villages

·      Community events
Shareholders and Investors

 

 ·      Committee meetings

·      Legal financial and sustainability reporting

·      Reporting as needed

·      Social media

·      Website

·      Industry trade fairs

·      Conferences and panels
Public Institutions

 

 ·      Official correspondence

·      Regular meetings

·      Audits and visits

·      Legal and financial reporting

·      Social media account

·      Website

·      Sustainability reporting and priority issue analysis
NGOs ·      Stakeholder Committee meetings

·      Site visits

·      Social media account

·      Website

·      Sustainability reporting and material issue analysis

·      Certificates

·      Corporate social responsibility projects

·      Memberships
Educational Institutes

 

 ·      Internship programmes

·      Career days

·      Conferences

·      Graduate programmes

·      Social media account

·      Website

·      Sustainability reporting and priority issue analysis

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

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

  • Creating economic value for employees
  • In 2021, Eti Soda paid TL 86.29 million in personnel expenses.
  • Creating economic value for shareholders
  • In 2021, Eti Soda paid € 81.66 million in dividends.
  • Creating economic value for the government
  • In 2021, Eti Soda paid TL 305.65 million in corporate tax.
  • Creating economic value for society
  • In 2021, Eti Soda spent TL 2.82 million in social responsibility projects.

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 Eti Soda, 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.etisoda.com/wp-content/uploads/2022/12/Eti-Soda-S.R.-2021-EN-1.pdf

Note to Eti Soda: 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 TTE creates economic value for its stakeholders https://sustaincase.com/case-study-how-tte-creates-economic-value-for-its-stakeholders/ Fri, 26 Jan 2024 07:02:18 +0000 https://sustaincase.com/case-study-how-tte-creates-economic-value-for-its-stakeholders-copy/ Talawakelle Tea Estates (TTE)’s tea plantations, spread across 6,491 hectares in the picturesque High Grown and Low Grown regions of Sri Lanka, produce 6.24 Mn kilogrammes of premium quality tea and account for over 2.1% of the national tea production. TTE does this by engaging with its stakeholders to understand their requirements better, and thereafter adopting a triple bottom line (TBL) approach to creating shared value. This case study is based on the 2020/21 Integrated Annual Report by TTE, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to […]

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]]> Talawakelle Tea Estates (TTE)’s tea plantations, spread across 6,491 hectares in the picturesque High Grown and Low Grown regions of Sri Lanka, produce 6.24 Mn kilogrammes of premium quality tea and account for over 2.1% of the national tea production. TTE believes that the only way to create long-term value for all its stakeholders is through its own sustainable growth.  Tweet This! TTE does this by engaging with its stakeholders to understand their requirements better, and thereafter adopting a triple bottom line (TBL) approach to creating shared value.

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

Spanning tea estates and processing factories across high and low grown areas along with bought leaf operations, the economic value TTE creates for its stakeholders is extensive and significant. In order to create economic value for its stakeholders TTE took action to:

  • create economic value for employees
  • create economic value for the government
  • create economic value for lenders of capital
  • create economic value for shareholders

What are the material issues the company has identified?

In its 2020/21 Integrated Annual Report TTE identified a range of material issues, such as product quality, environmental compliance, occupational health and safety, emissions, freedom of association and collective bargaining. Among these, creating economic value for its stakeholders stands out as a key material issue for TTE.

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 TTE engages with:

Stakeholder Group                Method of engagement
Parent Company, Shareholders, investors, and financial institutions

 

 ·      Quarterly Financial Statements

·      Press Releases

·      Annual Report

·      Annual General Meeting

·      CSE Announcements

·      Regular meetings with bankers, dialogue and interactions
Employees and Trade Unions

 

 ·      Daily Forums/ Regular dialogue with the management

·      ‘Home for every plantation worker’ programme

·      Monthly Health and safety committees

·      Weekly HR cluster meetings and initiatives

·      Complaint registers maintained at all estates

·      Monthly meetings with union representatives
Buyers, Brokers and Customers

 

 ·      Regular meetings

·      Visits to Estates

·      International trade fairs and road shows

·      Trade association meetings
Resident Communities

 

 

 ·      Weekly Community meetings

·      Monthly Estate audits

·      Estate events and festivals

·      Training and awareness building programmes

·      Sports and recreational activities

·      ‘Home for every plantation worker’ programme

·      Certification programmes
Suppliers

 

 

 ·      Visits to ensure standards of raw material and compliance levels

·      Regular dialogue and interaction
Certification bodies

 

 ·      Annual Estate and factory audits

·      Training

·      Meetings
Government, Industry, Regulatory Bodies, Media and Society

 

 ·      Meetings when required

·      Published accounts

·      Annual report

·      Press Releases

How stakeholder engagement was made to identify material issues

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

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

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

  • Creating economic value for employees
  • In 2020/21, TTE paid Rs. 2,373.9 million for employee salaries, wages & other benefits.
  • Creating economic value for the government
  • In 2020/21, TTE paid Rs. 108.4 million in income tax and other taxes.
  • Creating economic value for lenders of capital
  • In 2020/21, TTE paid Rs. 5.3 million in interest on loan outstanding and minority interest.
  • Creating economic value for shareholders
  • In 2020/21, TTE paid Rs. 160.3 million in dividends and Rs. 710.5 million retained for reinvestment and future growth.

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

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

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

 

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

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

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

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

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

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

See upcoming training dates.

 

References:

This case study is based on published information by TTE, 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.talawakelleteas.com/content/annualReport/2020-21.pdf

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

]]> Case study: How Löfbergs creates economic value for its stakeholders https://sustaincase.com/case-study-how-lofbergs-creates-economic-value-for-its-stakeholders/ Wed, 24 Jan 2024 07:03:44 +0000 https://ccprowebs.com/new-sustaincase.com/?p=15769 Löfbergs is one of the Nordic region’s biggest family-owned coffee businesses, with a production that corresponds to 10 million cups of tasty coffee a day. To stay relevant for the world and to reach its goals, Löfbergs is continuously engaging with its stakeholders, creating sustainable value for all. This case study is based on the 2020/2021 Sustainability Report by Löfbergs, 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 […]

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

]]> Löfbergs is one of the Nordic region’s biggest family-owned coffee businesses, with a production that corresponds to 10 million cups of tasty coffee a day. To stay relevant for the world and to reach its goals, Löfbergs is continuously engaging with its stakeholders, creating sustainable value for all.

This case study is based on the 2020/2021 Sustainability Report by Löfbergs, 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. 

Long-term value generation for all its stakeholders, as well as doing good for people and the environment, has always been a top priority for Löfbergs.  Tweet This! In order to create economic value for its stakeholders Löfbergs took action to:

  • create economic value for employees
  • create economic value for providers of capital
  • create economic value for the public sector
  • create economic value for communities

What are the material issues the company has identified?

In its 2020/2021 Sustainability Report Löfbergs identified a range of material issues, such as climate impact and adaptation, diversity and inclusion, environmental compliance, business ethics and anti-corruption. Among these, creating economic value for its stakeholders stands out as a key material issue for Löfbergs.

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 Löfbergs engages with:

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

Stakeholder Group                Method of engagement
Market & Society

– Consumers

– Authorities

– NGOs

– Society

 ·      Consumer contact and surveys

·      Meetings

·      Events

·      Workshops

·      Seminars

·      Projects

·      Inspections and audits
Organisation

– Unions

– Co-workers

– Managers

– Board of directors

 ·      Employee surveys

·      Meetings

·      Events

·      Workshops

·      Seminars

·      Trainings

·      Negotiations

·      Counselling

·      Inspections
Partners & Suppliers

– Customers

– Networks

– Banks, credit institutions

– Trade associations

– Certification bodies

– Suppliers and traders

 ·      Customers surveys

·      Customer centre

·      Meetings

·      Visits

·      Events

·      Workshops

·      Seminars

·      Trainings

·      Courses

·      Projects

·      Revisions and inspections
Owners

 

 ·      Owners council

·      Meetings

·      Visits

·      Surveys

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

In its 2020/2021 Sustainability Report Löfbergs reports that it took the following actions for creating economic value for its stakeholders:

  • Creating economic value for employees
  • In the financial year 1 July 2020 to 30 June 2021, Löfbergs paid SEK 227,466 thousand for employee salaries and remuneration.
  • Creating economic value for providers of capital
  • In the financial year 1 July 2020 to 30 June 2021, Löfbergs paid SEK 11,248 thousand to providers of capital.
  • Creating economic value for the public sector
  • In the financial year 1 July 2020 to 30 June 2021, Löfbergs paid, in tax, SEK 2,598 thousand to the public sector in Sweden, SEK 1,556 thousand to the public sector in Denmark, SEK 1,333 thousand to the public sector in Norway, and SEK 51 thousand to the public sector in Latvia.
  • Creating economic value for communities
  • In the financial year 1 July 2020 to 30 June 2021, Löfbergs spent SEK 7,700 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 Löfbergs, 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.lofbergs.ee/wp-content/uploads/2021/12/loofbergs-sustainability-report-2020-2021.pdf

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

]]> Case study: How the Orsero Group creates economic value for its stakeholders https://sustaincase.com/case-study-how-the-orsero-group-creates-economic-value-for-its-stakeholders/ Wed, 01 Nov 2023 06:59:40 +0000 https://ccprowebs.com/new-sustaincase.com/?p=15495 The Orsero Group is the leading distributor of fruit and vegetables in Italy and Mediterranean Europe, handling and distributing over 750,000 tonnes of fruit and vegetables every year, constantly monitoring the products’ quality and freshness. This case study is based on the 2021 Sustainability Report by the Orsero 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 […]

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

]]> The Orsero Group is the leading distributor of fruit and vegetables in Italy and Mediterranean Europe, handling and distributing over 750,000 tonnes of fruit and vegetables every year, constantly monitoring the products’ quality and freshness. The Orsero Group seeks to combine sustainable development with the growth of its business, creating value in the medium to long term for all its stakeholders.  Tweet This!

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

For the Orsero Group, creating value for all its stakeholders means rewarding them adequately, allowing them to share in results achieved and properly recognising each party’s added value. In order to create economic value for its stakeholders the Orsero Group took action to:

  • create economic value for employees
  • create economic value for capital providers
  • create economic value for shareholders
  • create economic value for the public administration

What are the material issues the company has identified?

In its 2021 Sustainability Report the Orsero Group identified a range of material issues, such as responsible supply chain management, promotion of the well-being of employees, safety, traceability and quality of the products, energy-saving culture. Among these, creating economic value for its stakeholders stands out as a key material issue for the Orsero 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 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 the Orsero Group engages with:

Stakeholder Group                Method of engagement
Customers ·      Dedicated meetings

·      Partnerships

·      Questionnaires
Consumers

 

 ·      Communications on the official page of the F.lli Orsero website

·      Social network channels (Facebook, Instagram, etc.)
Suppliers

 

 

 

 

 ·      Development of projects in partnerships

·      Relationship building events

·      Site visits

·      Corporate website

·      Surveys

·      Dissemination of the Code of Ethics
Employees and trade unions

 

 ·      Company intranet (GoNet)

·      Dissemination of the Code of Ethics

·      Questionnaires

·      Organisation of company activities and events

·      Meetings between employees and management
Media

 

 ·      Dissemination of press releases

·      Events with the business press related to the presentation of the Group’s strategy and future projects

·      Corporate website
Consumer associations, NGOs and local communities ·      Promotion of initiatives on the ground

·      Relationship-building activities with local communities
Shareholders and the financial community

 

 

 ·      Shareholders’ Meeting

·      Periodic financial reports

·      Corporate Governance Report

·      Remuneration Report

·      Sustainability Report pursuant to Italian Legislative Decree 254/2016

·      Corporate website

·      Roadshows and meetings with investors

·      Special presentations of Group data
Institutions and governments

 

 ·      Meetings

·      Working tables

·      Conferences

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics the Orsero Group engaged with its stakeholders through an online survey, to which 284 customers, suppliers, employees and members of the financial community responded.

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

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

  • Creating economic value for employees
  • In 2021, the Orsero Group paid € 93,529,797 for employee wages and salaries.
  • Creating economic value for capital providers
  • In 2021, the Orsero Group paid € 3,653,515 to capital providers.
  • Creating economic value for shareholders
  • In 2021, the Orsero Group paid € 5,424,518 to shareholders.
  • Creating economic value for the public administration
  • In 2021, the Orsero Group paid € 2,326,853 to the public administration.

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 Orsero 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://s3-eu-west-1.amazonaws.com/orserogroup/wp-content/uploads/2020/03/06103628/Sustainability-Report_NFS-2021_Orsero-Group.pdf

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

]]> Case study: How Cloetta creates economic value for its stakeholders https://sustaincase.com/case-study-how-cloetta-creates-economic-value-for-its-stakeholders/ Fri, 13 Oct 2023 05:58:58 +0000 https://ccprowebs.com/new-sustaincase.com/?p=15447 Cloetta, founded in 1862, is a leading confectionery company in Northern Europe, whose products are sold in more than 50 countries worldwide with Sweden, Finland, Denmark, Norway, the Netherlands, Germany and the UK as the main markets. The manufacturing and sales of Cloetta’s products generate sustainable economic value, that benefits all its stakeholders. This case study is based on the 2021 Annual and Sustainability Report by Cloetta, 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 Cloetta creates economic value for its stakeholders appeared first on SustainCase - Sustainability Magazine.

]]> Cloetta, founded in 1862, is a leading confectionery company in Northern Europe, whose products are sold in more than 50 countries worldwide with Sweden, Finland, Denmark, Norway, the Netherlands, Germany and the UK as the main markets. The manufacturing and sales of Cloetta’s products generate sustainable economic value, that benefits all its stakeholders.

This case study is based on the 2021 Annual and Sustainability Report by Cloetta, 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 long-term value for its stakeholders, is fundamental to Cloetta’s continued success and growth.  Tweet This! In order to create economic value for its stakeholders Cloetta took action to:

  • create economic value for employees
  • create economic value for suppliers
  • create economic value for shareholders
  • create economic value for creditors and financial partners
  • create economic value for the state

What are the material issues the company has identified?

In its 2021 Annual and Sustainability Report Cloetta identified a range of material issues, such as climate action, food safety, consumer health, human & labour rights in the supply chain, less and better packaging. Among these, creating economic value for its stakeholders stands out as a key material issue for Cloetta.

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 Cloetta engages with:

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

Stakeholder Group                Method of engagement
Customers and consumers

 

 ·      With consumers via annual surveys and via websites and social media

·      With customers through in-person (or online) customer and sales meetings three times per year, and via customer surveys and collaborative initiatives for eco-efficient transportation
Employees, Board & Management

 

 

 ·      Daily meetings to discuss occupational health and safety in the factories

·      Annual performance reviews with all employees

·      Systematic skills development

·      Up-to-date information provided monthly, e.g. via managers, union representatives and Cloetta’s intranet

·      Employee survey “Cloetta Engagement survey” every other year
Shareholders and investors

 

 

 

 ·      Analyst and investor meetings

·      Interim reports

·      Annual general meeting

·      Annual and Sustainability Report

·      Cloetta’s website
Suppliers

 

 ·      Annual evaluation of suppliers’ performance

·      Audits

·      Development projects

·      Collaborative projects for sustainability
Communities and the public

 

 

 

 

 ·      Continuous contact with the local communities/ municipalities close to Cloetta’s factories with regard to the local environment

·      Annual audits by certification bodies for ISO, BRC, RSPO and UTZ/RA

·      Continuous contact with key opinion leaders
Regulatory authorities

 

 ·      Continuous contact with public authorities in areas related to workplace health and safety, environmental and product

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

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

  • Creating economic value for employees
  • In 2021, Cloetta spent 24% of its distributed value (SEK 5,529m) in personnel expenses.
  • Creating economic value for suppliers
  • In 2021, Cloetta paid 44% of its distributed value (SEK 5,529m) to suppliers of raw materials and consumables and 25% to other suppliers.
  • Creating economic value for shareholders
  • In 2021, Cloetta paid 4% of its distributed value (SEK 5,529m) to shareholders.
  • Creating economic value for creditors and financial partners
  • In 2021, Cloetta paid 1% of its distributed value (SEK 5,529m) to creditors and financial partners.
  • Creating economic value for the state
  • In 2021, Cloetta paid 2% of its distributed value (SEK 5,529m) in corporate income 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 Cloetta, 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.cloetta.com/en/wp-content/themes/cwaas/ar-page-assets/img/files/en/Annual%20and%20Sustainability%20Report%202021%20-%20screen%20version.pdf

Note to Cloetta: 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 Thai Union creates economic value for its stakeholders https://sustaincase.com/case-study-how-thai-union-creates-economic-value-for-its-stakeholders/ Mon, 17 Jul 2023 05:55:25 +0000 https://ccprowebs.com/new-sustaincase.com/?p=15242 Thai Union is the world’s seafood leader, bringing high quality, healthy, tasty and innovative seafood products to customers across the world for 45 years. Thai Union is committed to providing decent work and economic growth for communities and individuals throughout the world, generating sustainable economic value for all its stakeholders. This case study is based on the 2021 Sustainability Report by Thai Union, 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 […]

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]]> Thai Union is the world’s seafood leader, bringing high quality, healthy, tasty and innovative seafood products to customers across the world for 45 years. Thai Union is committed to providing decent work and economic growth for communities and individuals throughout the world, generating sustainable economic value for all its stakeholders.

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

Delivering long-term value to all its stakeholders, is a top priority for Thai Union.  Tweet This! In order to create economic value for its stakeholders Thai Union took action to:

  • create economic value for employees
  • create economic value for creditors
  • 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 Sustainability Report Thai Union identified a range of material issues, such as human rights, responsible sourcing, environmental protection, health & safety in the workplace. Among these, creating economic value for its stakeholders stands out as a key material issue for Thai Union.

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 Thai Union engages with:

Stakeholder Group
Investors
Suppliers
Customers
End-consumers
Employees
Migrant Workers
Communities
Government
NGOs
International organisations
Academia
Media

How stakeholder engagement was made to identify material issues

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

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

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

  • Creating economic value for employees
  • In 2021, Thai Union paid 12,971.13 million THB in employee expenses.
  • Creating economic value for creditors
  • In 2021, Thai Union paid 1,921.61 million THB in interest expenses.
  • Creating economic value for shareholders
  • In 2021, Thai Union paid 3,946.89 million THB in dividends.
  • Creating economic value for the state
  • In 2021, Thai Union paid 883.44 million THB in corporate income tax.
  • Creating economic value for communities
  • In 2021, Thai Union spent 68.32 million THB 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 Thai Union, 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.thaiunion.com/en/sustainability/report

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

]]> Case study: How TVO promotes sustainable procurement https://sustaincase.com/case-study-how-tvo-promotes-sustainable-procurement/ Fri, 19 May 2023 05:49:11 +0000 https://sustaincase.com/?p=17848 Established in 1985, and registered in the Stock Exchange of Thailand in 1990, TVO (Thai Vegetable Oil) is the manufacturer and distributor of edible oil under the “Angoon” brand and raw material from soybean meal under the “TVO” brand. TVO believes that sustainable success must consider environmental, social, and governance issues (ESGs) by managing opportunities and risks that cover all dimensions of business operations, including its supply chain. This case study is based on the 2021 Sustainability Report by TVO, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim […]

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]]> Established in 1985, and registered in the Stock Exchange of Thailand in 1990, TVO (Thai Vegetable Oil) is the manufacturer and distributor of edible oil under the “Angoon” brand and raw material from soybean meal under the “TVO” brand. TVO believes that sustainable success must consider environmental, social, and governance issues (ESGs) by managing opportunities and risks that cover all dimensions of business operations, including its supply chain.

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

Promoting sustainability principles across its supply chain helps TVO ensure long-term value creation with its suppliers  Tweet This! and increase its competitive advantage. In order to promote sustainable procurement TVO took action to:

  • implement a Supplier Code of Conduct
  • carry out economic, social and environmental risk assessments

What are the material issues the company has identified?

In its 2021 Sustainability Report TVO identified a range of material issues, such as risk and crisis management, corporate governance and business ethics, safety and occupational health, business performance and growth capability. Among these, promoting sustainable procurement stands out as a key material issue for TVO.

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 TVO engages with:

Stakeholder Group                Method of engagement
Employees

 

 ·      Internal communication (Intranet and E-mail)

·      Opinion box

·      Meeting of the welfare committee in the workplace

·      Team Building Activities

·      Channels for whistleblowing
Customers and Consumers

 

 

 ·      Meetings and discussions

·      Seminar training

·      Education and relation activities

·      Knowledge communication via social media (www.facebook. com/AngoonHeartClub)

·      Satisfaction survey

·      Channels for recommendations or complaints
Suppliers

 

 ·      Annual Meeting

·      Conference Meeting

·      Channels for recommendations or complaints
Shareholders ·      Annual General Meeting of Shareholders

·      Analyst meeting quarterly (4 times)

·      Opportunity Day, financial performance 2020 organised by The Stock Exchange of Thailand

·      Meetings with institutional analysts and analysts (17 times)

·      Meeting with institutional investors at TISCO Exclusive Talk 2021 organised by TISCO Securities Co., Ltd.

·      Meeting with institutional investors at the Finansia Online investment conference organised by Finansia Securities PCL

·      Meeting with institutional investors at the Thailand Corporate Virtual Conference Event: CLSA Thailand Access Day organised by CLSA Securities (Thailand) Co., Ltd.

·      Conference call (virtual meeting) in Commodities Theme organised by Maybank Kim Eng Securities (Thailand) PCL

·      Providing information and meeting with the media throughout the year (3 times)

·      Channels for recommendations or complaints

·      Channels for whistleblowing
Community & Society ·      The community relations team visits and listens to suggestions and complaints

·      Meetings with community leaders and government agencies

·      Participation in preserving local cultural traditions

·      Channels for recommendations or complaints
Competitors ·      Channels for recommendations or complaints
Government agencies ·      Meeting and seminars supporting

·      Participation in government projects

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics TVO engaged with its stakeholders through meetings, dialogues, trainings, seminars and questionnaires.

What actions were taken by TVO to promote sustainable procurement?

In its 2021 Sustainability Report TVO reports that it took the following actions for promoting sustainable procurement:

  • Implementing a Supplier Code of Conduct
  • TVO communicates with domestic and international suppliers to ensure their acknowledgment of the “Supplier Code of Conduct”, which covers human rights, labour, environment, and anti-corruption issues. The Code includes respecting, complying with the law and related regulations as a guideline for the business cooperation between both parties. It also helps to make sure that the business processes of TVO and suppliers are in line with sustainable development guidelines. Additionally, in 2021, TVO adjusted a new supplier registration document by adding some issues related to ESG, such as employment and labour practices covering Child Labour, Forced Labour, Safety, Occupational Health and Environmental Management, Good Corporate Governance, Anti-Corruption, and other systems related to, for example, the environment or safety. TVO delivered these document to all new suppliers through a self-declaration process. TVO will gradually review the existing suppliers every 2 years, to ensure that this is part of a comprehensive assessment approach to both ESG and human rights issues related to its suppliers.
  • Carrying out economic, social and environmental risk assessments
  • Predicting the environmental factors that may affect raw material procurement, such as the impact of COVID-19 on cargo transportation, change of seasons, harvest time, quality and price, TVO brings in the process of the supplier’s sustainability risk assessment economically, socially, and environmentally into selecting reliable suppliers. The selection process ensures that suppliers are certified on the traceability of the raw materials obtained in line with good governance principles. For example, do not negatively impact society and the environment, do not infringe on forests, do not use child labour, violate human rights regulations, etc.

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

The GRI Standards addressed in this case are:

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

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

 

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

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

 

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

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

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

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

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

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

See upcoming training dates.
References:

This case study is based on published information by TVO, 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.tvothai.com/themes/tvothai/downloads/sd-report/20220825-131014-tvo-sd-2564-en-output-low-z.pdf

Note to TVO: 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 TVO promotes sustainable procurement appeared first on SustainCase - Sustainability Magazine.

]]> Case study: How Arcor Group creates economic value for its stakeholders https://sustaincase.com/case-study-how-arcor-group-creates-economic-value-for-its-stakeholders/ Wed, 17 May 2023 05:49:54 +0000 https://sustaincase.com/?p=17824 Arcor Group is the leading food company and one of the largest sugar producers in Argentina, as well as the world’s leading producer of hard candy. Establishing trusting and lasting relationships with its stakeholders throughout its value chain, creating sustainable value for all, is a top priority for Arcor Group. This case study is based on the 2020 Sustainability Report by Arcor 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 […]

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

]]> Arcor Group is the leading food company and one of the largest sugar producers in Argentina, as well as the world’s leading producer of hard candy. Establishing trusting and lasting relationships with its stakeholders throughout its value chain, creating sustainable value for all, is a top priority for Arcor Group.

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

Abstract

True to its entrepreneurial spirit, Arcor Group always takes on new challenges that allow it to grow and generate long-term value for a wide range of stakeholders.  Tweet This! In order to create economic value for its stakeholders Arcor Group took action to:

  • create economic value for employees
  • create economic value for the government
  • create economic value for capital suppliers

What are the material issues the company has identified?

In its 2020 Sustainability Report Arcor Group identified a range of material issues, such as preservation of resources and biodiversity, quality and customer satisfaction, safety and hygiene, local communities. Among these, creating economic value for its stakeholders stands out as a key material issue for Arcor 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 Arcor Group engages with:   

Stakeholder Group
Government and Society
Media and opinion leaders
Shareholders
Collaborators
Suppliers and Customers
Community
Consumers

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics, Arcor Group carried out meetings with its key stakeholders.

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

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

  • Creating economic value for employees
  • In 2020, Arcor Group paid 40,431.9 million pesos for employee salaries, wages and social security contributions.
  • Creating economic value for the government
  • In 2020, Arcor Group paid 9,372.3 million pesos in taxes (direct taxes, export rights, taxes, fees and contributions, income tax).
  • Creating economic value for capital suppliers
  • In 2020, Arcor Group paid 10,873.8 million pesos to capital suppliers.

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 Arcor 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://imagen.arcor.com/ingles/sustainability-report-2020.pdf

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

]]> Case study: How Vion promotes food safety https://sustaincase.com/case-study-how-vion-promotes-food-safety/ Fri, 03 Sep 2021 06:08:52 +0000 https://ccprowebs.com/new-sustaincase.com/?p=12872 Vion is an international food producer, with production locations in the Netherlands and Germany and sales support offices in thirteen countries worldwide. as every day, more than 100 million consumers eat products that have been produced by Vion. This case study is based on the 2019 Corporate Social Responsibility Report by Vion published on the Global Reporting Initiative Sustainability Disclosure Database that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and […]

The post Case study: How Vion promotes food safety appeared first on SustainCase - Sustainability Magazine.

]]> Vion is an international food producer, with production locations in the Netherlands and Germany and sales support offices in thirteen countries worldwide. Control of food safety is a fundamental part of work at Vion  Tweet This! as every day, more than 100 million consumers eat products that have been produced by Vion.

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

Abstract

Vion has a holistic management approach to food safety, taking into account production plants, suppliers, co-producers and the intended use of products by the consumer. In order to promote food safety Vion took action to:

  • promote research into the potential of modern technologies in microbiology
  • combat Listeria and Toxoplasma
  • decrease exposure to hepatitis E
  • reduce the salt content of meat products and bacon

What are the material issues the company has identified?            

In its 2019 Corporate Social Responsibility Report Vion identified a range of material issues, such as traceability and product integrity, animal welfare, fair pricing, working conditions, carbon footprint of processing. Among these, promoting food safety stands out as a key material issue for Vion.

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 Vion engages with:

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

Stakeholder Group                Method of engagement (in 2019)
Consumers

 

 

 ·      Yearly Food Service Consumer Trend Analysis

·      Questions and remarks from consumers; each remark from a consumer is answered personally
Customers

 

 

 ·      Ad hoc direct talks by the Sales and Quality Assurance Departments

·      Biennial Client Satisfaction Analysis
Suppliers

 

 

 ·      Ad hoc dialogues by the Purchasing and Quality Assurance Departments

·      Workshops

·      Annual meetings of farmer’s associations

·      Events for suppliers

·      Lectures at producer meetings

·      Guided plant tours for suppliers
Farmer associations

 

 ·      Ad hoc bilateral meetings

·      Yearly sector meetings

·      Yearly farmers’ association supervisory boards

·      Presentations at annual meetings
Financial stakeholders ·      Ad hoc direct talks by the board

·      Quarterly supervisory board meetings
Public authorities

 

 

 ·      Ad hoc direct talks by the Public Affairs and Quality Assurance Departments and the Line Management

·      Engagement in Topsector Agri & Food, as well as round table discussions on other specific projects and dialogues

·      Yearly benchmark on the CSR in the Netherlands
Round table groups

 

 

 ·      Round table meetings and technical advisory group meetings

·      Member of the Steering Committees
NGOs

 

 ·      Ad hoc direct talks, council or round table discussions with some NGOs

·      Collaboration in the European Animal Welfare Platform
Workers and works councils

 

 ·      Frequent (at least) monthly informal meetings

·      Annual performance planning and review meetings

·      Town hall meetings

·      Annual Top 150 management meetings
Trade unions

 

 ·      Frequent (at least monthly) informal meetings

·      Quarterly formal meetings

·      Collective bargaining agreements

·      FNLI Taskforce Human Capital Agenda Food
Trade organisations

 

 ·      Membership on the Board of COV, VDF and BGN

·      Membership on the Board of FNLI and Innofood Twente

·      Member of CoViVa
Competitors

 

 ·      Ad hoc or in trade organisations

·      SAI Platform
Certifications schemes

 

 ·      Yearly audits

·      Direct membership in the governing bodies or technical advisory groups of a number of certification schemes

·      Chair of the Dutch mirror group NEN-ISO for Animal Welfare

·      Member of the Board of GlobalGAP and IFS
Science

 

 ·      Ad hoc direct talks

·      Joint research projects

·      Scientific publications

·      Diplomats and residents of ECVPH

·      Member of the Editorial Board VMT / Food Safety
Media

 

 ·      Yearly congress and workshops

·      Regular meetings and open communication

·      Proactive dialogues and messaging

·      Daily answering of media requests

·      Member of the jury
Neighbours

 

 ·      Open days in the case of (re)new(ed) production sites

·      Formal dialogues in the case of specific enlargement approval procedures

·      Meetings with sounding board of neighbours

What actions were taken by Vion to promote food safety?

In its 2019 Corporate Social Responsibility Report Vion reports that it took the following actions for promoting food safety:

  • Promoting research into the potential of modern technologies in microbiology
  • Vion cooperates with several academia and other scientific groups, e.g. with Freie Universität Berlin, Wageningen University (WUR), Utrecht University, Bundesinstitut für Risikobewertung (BfR) and IBM. For example, Vion works with IBM and WUR on the topic of whole genome sequencing (WGS) and microbiome analyses. This project offers insight into how groups of bacteria live together in biofilms, and whether they form or prevent an ideal environment for harmful bacteria such as Listeria or Salmonella. All sampling occurred at Vion Boxtel during 2018 and 2019. Analyses were carried out with so-called next-generation sequencing techniques.
  • Combatting Listeria and Toxoplasma
  • Vion recognises Listeria as a relevant food safety hazard. This means that products and the production environment are routinely monitored for the presence of Listeria. Ready-to-eat foods in which Listeria can multiply are subjected to a so-called negative release programme: multiple samples of the product are taken from each batch and screened for the presence of Listeria. The batch is released only when the bacterium is not detected in these samples. For a number of years, Vion has also cooperated with Wageningen University and the Dutch National Institute for Public Health and the Environment (RIVM) on toxoplasma. The research showed that only a few farms face a challenge in controlling toxoplasma infections in their pigs. Using an intervention study on these farms, the prevalence of toxoplasma was reduced. Biosecurity is one of the key elements in the control strategy of toxoplasma, e.g. stray cats that enter the farm are considered a relevant risk. On other farms, the hygienic storage of feed paid extra attention to keeping cats and rodents out.
  • Decreasing exposure to hepatitis E
  • A few years ago, Vion and other meat industry partners showed how to control hepatitis E virus in meat products with the aim of reducing foodborne risks. Not processing pork liver into raw fermented products was shown to substantially effect humans’ exposure to hepatitis E. In January 2019, Vion began a scientific research project together with Utrecht University, Wageningen University and seven supply chain partners. A PhD student studied the possibilities of controlling the virus on pig farms, with the aim of reducing the infectivity of pigs at slaughter and to reduce the associated public health risks. By taking control measures at the farm, Vion also tackles other transmission routes, including direct contact with pigs and environmental transmission. The results of this project are expected in 2022.
  • Reducing the salt content of meat products and bacon
  • For several years, Vion has had an ongoing strategy to reduce the salt content and especially the nitrite concentration of its meat products and bacon. Vion lowered the salt content in its consumer products, such as cooked ham and bacon, by between 10% and 50% during recent years. Concerning bacon, Vion is participating in a project which aims to reduce the added nitrate content from 150 particles per million (ppm) to 15 ppm, without compromising food safety.

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

The GRI Standard addressed in this case is: Disclosure 416-1 Assessment of the health and safety impacts of product and service categories

Disclosure 416-1 Assessment of the health and safety impacts of product and service categories does not correspond to any SDG.

 

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

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

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

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

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

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

See upcoming training dates.
References:

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

http://database.globalreporting.org/

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

Note to Vion: 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 Vion promotes food safety appeared first on SustainCase - Sustainability Magazine.

]]> Case study: How Smithfield promotes workplace diversity https://sustaincase.com/case-study-how-smithfield-promotes-workplace-diversity/ Wed, 01 Sep 2021 06:06:23 +0000 https://ccprowebs.com/new-sustaincase.com/?p=12869 Smithfield is an American food company with more than 54,000 employees globally and wholly-owned operations in the United States, Poland, Romania and the United Kingdom. This case study is based on the 2019 Sustainability Impact Report by Smithfield published on the Global Reporting Initiative Sustainability Disclosure Database that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing. Abstract A diverse workforce allows Smithfield to benefit from […]

The post Case study: How Smithfield promotes workplace diversity appeared first on SustainCase - Sustainability Magazine.

]]> Smithfield is an American food company with more than 54,000 employees globally and wholly-owned operations in the United States, Poland, Romania and the United Kingdom. Smithfield is committed to attracting, training and maintaining diverse employees and leadership who reflect the marketplace it serves.  Tweet This!

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

Abstract

A diverse workforce allows Smithfield to benefit from a variety of perspectives, and strengthens its global competitiveness. In order to promote workplace diversity Smithfield took action to:

  • launch Employee Business Resource Groups
  • create opportunities for veteran talent

What are the material issues the company has identified?          

In its 2019 Sustainability Impact Report Smithfield identified a range of material issues, such as animal welfare and management, food safety and quality, climate action, waste and manure management, supply chain management and responsible sourcing. Among these, promoting workplace diversity stands out as a key material issue for Smithfield.

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 Smithfield engages with:

Stakeholder Group                Method of engagement (in 2019)
Employees

 

 

 

 ·      Educated employees through new and updated trainings focused on animal care, food quality and employee safety and professional development

·      Added a new Employee Business Resource Group, the Black Professional Network, to engage more employees

·      Continued to recognise employees going above and beyond through multiple award programmes

·      Increased collaboration within Smithfield’s manufacturing and business management teams and strengthened internal business partner support
Customers

 

 

 

 ·      Worked with large retailers to begin developing a blockchain process to promote supply chain traceability for consumers

·      Continued to align with customer initiatives like Walmart’s Project Gigaton, which aims to avoid one billion metric tons of greenhouse gasses from the global value chain

·      Engaged regularly with customers in all aspects of Smithfield’s business to strengthen sustainability objectives
Suppliers

 

 

 ·      Partnered with packaging suppliers to ideate, research and test emerging recyclable and sustainable product materials for future development and implementation

·      Continued engagement and communication with hog suppliers to provide market hogs that meet customers’ requirements
Governments and Regulators

 

 ·      Coordinated efforts to protect against foreign animal diseases like African Swine Fever with international governments, federal and state regulatory agencies, state veterinarians and industry associations

·      Engaged with U.S. Trade Representative’s Office on trade policy issues such as the United States and Japan Free Trade Agreement and the United States, Mexico, Canada agreement

·      Engaged with the U.S. Food and Drug Administration to ensure regulatory compliance during the launch of Smithfield’s alternative protein product line

·      Partnered with the North Carolina Department of Agriculture to conduct independent trials aimed at verifying crop yields from SymTRX fertiliser
Industry Groups, NGOs and Trade Associations

 

 ·      Collaborated with the Environmental Defense Fund to continue helping farmers optimise their fertiliser use and improve soil health as well as establishing prairie grass in Northern Missouri to improve Monarch Butterfly and pollinator habitat

·      Presented on food quality and safety topics, like listeria, at industry conferences, including International Association for Food Protection 2019, North American Meat Institute Listeria Control Workshops and the Reciprocal Meat Conference

·      Maintained certification through the U.S. Department of Agriculture’s Process Verified Programme

·      Participated in the Pain Mitigation Task Force, an industrywide collaboration to develop objective information on assessing and mitigating pain associated with routine animal care procedures, such as castration for very young male pigs

·      Continued partnership with industry associations to maintain company engagement and support networking opportunities with hog suppliers, pork customers and affiliated industry organisations
Communities

 

 ·      Donated 6.6 million pounds of protein to neighbours in need across the United States

·      Volunteered nearly 10,000 hours in aid of hunger relief, disaster support, environmental cleanups and other causes

·      Supported more than 160 children and grandchildren of U.S. employees through educational scholarships valuing nearly $1 million

·      Stepped up veteran assistance through North Carolina State University’s Soldier to Agriculture Programme to provide veterans with hands-on training

·      Sponsored the National Conservation Foundation Envirothon, North America’s largest environmental education programme and international competition
Academia

 

 ·      Worked with the University of Minnesota to calculate 2020 baselines for Scope 1, 2 and 3 emissions

·      Continued work with numerous universities in the United States and Canada to conduct research on gilt development and improve pig performance for the swine industry

·      Maintained partnerships with university experts to improve animal welfare and productivity as well as enhance Smithfield’s processes

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Smithfield interviewed its leaders and external stakeholders.

What actions were taken by Smithfield to promote workplace diversity?

In its 2019 Sustainability Impact Report Smithfield reports that it took the following actions for promoting workplace diversity:

  • Launching Employee Business Resource Groups
  • Smithfield’s Employee Business Resource Groups (EBRGs) are an expanding area of focus, as Smithfield continues to create a supportive and engaging environment. New in 2019, the Black Professional Network is helping Smithfield achieve its mission and vision by attracting, retaining, developing and promoting Black and African-American leaders. Smithfield’s EBRGs help employees fully leverage their diverse backgrounds to achieve personal and professional goals. They include:
    • the Black Professional Network
    • Women’s Connect, Smithfield’s first EBRG
    • Smithfield NEXT, connecting the millennial generation
    • Smithfield Salutes, Smithfield’s veterans focused EBRG
  • Creating opportunities for veteran talent
  • Smithfield’s Operation 4000! focused on hiring, training, retaining and employing for the long-term 4,000 veterans — 10% of Smithfield’s workforce — by the end of 2020. Smithfield added approximately 700 veterans to its workforce in 2019 and, in its effort to help veteran employees build lifelong careers, Smithfield’s offers tailored training and development opportunities. In January 2019, Smithfield launched its new Military Supervisor in Training programme, a 52-week cohort-based curriculum designed to provide essential skills training to select high-potential veterans who will become production supervisors in its facilities. Smithfield’s aim is to provide a place for veteran trainees to thrive, and create opportunities for them to develop meaningful relationships with their supervisors and connect with Smithfield’s culture, all important factors in employee retention. Smithfield also continued to partner with on-base military transition services in seven states. In April 2019, Smithfield added a physical presence at Fort Bragg military base in North Carolina with an on-site military talent acquisition specialist housed on the base to reach service members interested in transitioning to civilian life. In addition, Smithfield attended 50 military job fairs in 13 states, interacting with over 1,300 military veterans at these events.

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

The GRI Standard addressed in this case is: Disclosure 405-1 Diversity of governance bodies and employees

Disclosure 405-1 Diversity of governance bodies and employees corresponds to:

 

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

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

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

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

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

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

See upcoming training dates.
References:

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

http://database.globalreporting.org/

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

Note to Smithfield: 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 Smithfield promotes workplace diversity appeared first on SustainCase - Sustainability Magazine.

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