What are the material issues the company has identified?

In its 2019 Sustainability Report KONE identified a range of material issues, such as product and service quality, resource efficiency, fair employment practices, supporting local communities. Among these, promoting employee safety and well-being stands out as a key material issue for KONE.

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 KONE engages with: 

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

Stakeholder Group	Method of engagement
Customers	·      Customer meetings and events ·      Constant dialogue through solution support ·      Seminars and conferences ·      Company reports ·      Marketing materials, website and social media channels ·      Annual customer loyalty survey
Employees	·      Performance discussions ·      Continuous face-to-face dialogue between employees and managers ·      Training events ·      Global learning solutions ·      Innovation creation through innovation tool ·      European annual Employee Forum ·      Internal social media channels ·      Compliance Line ·      Company intranet and internal employee publications
Shareholders	·      Stock exchange releases ·      Financial and other company reports ·      Management meetings with investors and analysts ·      Annual general meetings ·      Capital markets days
Suppliers	·      Continuous one-to-one dialogue ·      Annual supplier day for selected strategic suppliers ·      Trade fairs ·      Steering group meetings ·      Supplier workshops
Distributors and agents	·      Continuous dialogue through daily contacts ·      Regular country visits ·      Distributors’ meetings and various support tools
Media	·      Press releases ·      Interviews ·      Background briefings ·      Visits ·      Press events ·      Publications ·      Company website and social media channels
Educational institutions	·      KONE international trainee programme ·      CEMS global alliance of academic and corporate institutions ·      Thesis opportunities ·      Local internships ·      Participation in recruitment fairs ·      Common projects ·      Guest lectures ·      Participation in research programmes and social media platforms
Local communities	·      Company website ·      Stakeholder relations ·      Reports ·      Social media channels

What actions were taken by KONE to promote employee safety and well-being?

In its 2019 Sustainability Report KONE reports that it took the following actions for promoting employee safety and well-being:

• Implementing a safety management system
• KONE Way for Safety, KONE’s safety management system, guides KONE in continuously improving safety in all its workplaces and tasks. It defines KONE’s safety policy and objectives, and how it manages and promotes safety. It is applicable to the management of KONE employee, subcontractor, partner safety as well as promoting equipment user safety. KONE Way for Safety is based on the ISO 45001 Occupational health and safety management systems standard. Safety is a key criterion in the risk assessments across the KONE core processes, from new projects to day-to-day operations. KONE’s Health and Safety Policy empowers all workers, whether employees, subcontractors, or partners, to stop work and ask for support should they identify a suspected safety risk. KONE takes into account employees’ suggestions regarding safety. Every leader is responsible for leading by example and providing their team with a safe working environment. They are also responsible for ensuring that the team is adequately trained for their respective roles. KONE carries out audits among employees as well as subcontractors to measure compliance with policies, rules, and defined working methods. Corrective actions are taken on any identified deviations. Each year, KONE also organises a global safety week. The week presents KONE employees with training, events and activities. Many countries also organise events and trainings together with customers and subcontractors during the week. The theme of the 2019 safety week was safe work environment. It focused on being prepared for sudden changes in the work environment, such as extreme weather conditions. During the week, emergency preparedness and response activities were organised globally to train employees to stay safe while continuing to help customers and the users of KONE’s equipment.

• Improving safety performance
• KONE employees receive health and safety training relevant to their role. KONE also sets requirements for subcontractor training. Depending on local practices, subcontractors participate in safety training and toolbox talk sessions arranged by KONE. During the reporting year, the focus was on strengthening safety competencies using interactive learnings and mobile tools. The global roll-out of KONE’s interactive safety learning application, Safety in Mind, was completed in 2019. Safety in Mind reminds the field personnel about the main risks in their roles and the ways to mitigate them. In addition, KONE produced and shared globally two new toolbox talks on entrance protection on construction sites and elevator brake maintenance. During 2019, all employees were invited to enrol in a new safety training regarding KONE’s safety management framework, and KONE’s Health and Safety Policy. Together they present KONE’s safety objectives, commitment and responsibilities applicable to all KONE employees. The completion rate among the 59,000 KONE employees that were assigned the training was 87%. The e-learning is available in 36 languages, and KONE also organises classroom trainings. KONE’s global mobile safety reporting tool, KONE Safety Solution, is used for reporting and managing employee, subcontractor, third-party and equipment user related near misses and incidents. With the roll-out of the mobile reporting tool the number of near miss reports increased by 21.3% (2018: 4%). In 2019, KONE focused on improving the quality, analysis and investigation of incident and near miss reports. KONE continues to encourage near miss and incident reporting, as it provides valuable information for improving workplace safety. Local safety personnel analyse the reported data and use the results to improve safety. Incidents, lost days per injury, and near misses are part of each unit’s monthly reporting to global functions. Lessons learned from incidents and near misses are shared in quarterly organised safety network meetings. In addition, safety managers discuss concerns and share best practices on a monthly basis.

• Applying a global programme for employee well-being
• KONE has a global framework and programme for employee well-being. KONE’s Elevate your health programme is in place in all its units. It covers topics ranging from taking care of joints and muscles to weight loss initiatives, the importance of sleep, nutrition, increasing physical activity and strengthening your mental well-being. The programme is structured around a global calendar with regular intranet news articles and suggested activities for countries to deploy. The aim is to increase awareness of actions which maintain and improve well-being. KONE has introduced a learning package for leaders to increase their competence in managing the well-being of their teams. This includes an e-learning, a toolkit and short guides. During 2019, KONE set up a network volunteer well-being champions in selected pilot counties. The purpose of the champions is to raise awareness on well-being topics and make sure all employees know what support is available for them. KONE monitors medical insurance data and carries out in-depth reviews on specified locations. The objective of these reviews is to benchmark existing well-being programmes and provide recommendations that will improve the well-being of employees.

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

The GRI Standards addressed in this case are:

1) Disclosure 403-9 Work-related injuries

2) Disclosure 403-10 Work-related ill health

 

Disclosure 403-9 Work-related injuries corresponds to:

• Sustainable Development Goal (SDG) 3: Ensure healthy lives and promote well-being for all at all ages
• Targets: 3.6, 3.9
• Sustainable Development Goal (SDG) 8: Decent Work and Economic Growth
• Targets: 8.8
• Sustainable Development Goal (SDG) 16: Peace, Justice and Strong Institutions
• Targets: 16.1

Disclosure 403-10 Work-related ill health 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 KONE, 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 KONE: 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.

What are the material issues the company has identified?

In its 2019 Annual and Sustainability Report SMPC identified a range of material issues, such as economic performance, effluents and waste, socio-economic compliance, labour-management relations. Among these, promoting occupational health and safety stands out as a key material issue for SMPC.

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 SMPC engages with:

Stakeholder Group	Method of engagement
Employees	·      Safety Committee meetings ·      Integrated Management System (IMS) meetings ·      Multi-partite Monitoring Team (MMT) ·      Integrity hotline and whistleblowing ·      Focus group discussions (FGDs), consultations ·      Toolbox meetings, town halls ·      Impact assessment and studies ·      Information, Education, and Communication campaigns (IEC) ·      Internal communication (Postman email and text blast)
Suppliers, contractors, and business partners	·      Safety Committee meetings ·      Integrity hotline and whistleblowing ·      Focus group discussions (FGDs), consultations ·      Toolbox meetings, town halls ·      Site visits, tours, and inspections
Regulators and government agencies	·      Multi-partite Monitoring Team (MMT) ·      Integrity hotline and whistleblowing ·      Focus group discussions (FGDs), consultations ·      Impact assessment and studies ·      Site visits, tours, and inspections ·      Consultations, meetings
Local government units (LGUs)	·      Multi-partite Monitoring Team (MMT) ·      Integrity hotline and whistleblowing ·      Focus group discussions (FGDs), consultations ·      Impact assessment and studies ·      Site visits, tours, and inspections ·      Consultations, meetings ·      Information, Education, and Communication campaigns (IEC)
Customers	·      Integrity hotline and whistleblowing ·      Focus group discussions (FGDs), consultations ·      Site visits, tours, and inspections
Investors and shareholders	·      Integrity hotline and whistleblowing ·      Investor briefings, conferences ·      Annual Shareholders’ Meeting (ASM)
Host communities, non-governmental organisations (NGOs)	·      Multi-partite Monitoring Team (MMT) ·      Integrity hotline and whistleblowing ·      Focus group discussions (FGDs), consultations ·      Impact assessment and studies ·      Site visits, tours, and inspections ·      Consultations, meetings ·      Information, Education, and Communication campaigns (IEC)

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics SMPC conducted workshops with its different stakeholder groups.

What actions were taken by SMPC to promote occupational health and safety?

In its 2019 Annual and Sustainability Report SMPC reports that it took the following actions for promoting occupational health and safety:

• Conducting risk assessments
• SMPC’s Occupational Health (OH) teams conduct a regular risk assessment of the health and associated risks of SMPC’s mining and power operations and activities to its employees, host communities and other key stakeholders. Hazards such as chemicals, fumes, dust, and noise pollution have been identified as hazardous to the health of SMPC’s As such, SMPC enforced mitigation measures and controls such as a dust suppression system, fume hood, work schedule adjustments, and the provision of personal protective equipment (PPE), among others. SMPC also conducts spirometry and audiometry tests for employees at risk of pulmonary problems and hearing loss, respectively.

• Providing medical services
• Essential medical services are available to SMPC’s employees at its on-site clinic and infirmary. SMPC’s licensed health practitioners include physicians, nurses, dentists, medical technologists, radiologic technologists, and midwives. They possess the necessary qualifications and accreditations, and they comply with the legal requirements and recognised standards and guidelines for medical professionals. Licensed health service providers and emergency transport vehicles are available 24/7. First aid training is also conducted per work group to provide immediate and appropriate responses in case of injuries and emergencies. SMPC has installed emergency facilities such as first aid kits, showers, and eyewashes in strategic locations across its sites of operation.

• Promoting employee wellness
• SMPC provides its regular employees with a Health Maintenance Organisation (HMO) coverage, free medical consultations, annual physical examinations, and life and accident insurance, among other health benefits. SMPC also conducts health and wellness activities to promote a healthy lifestyle among its employees.

• Providing health and safety training
• SMPC’s health and safety training is geared towards relevance to the work responsibilities of its employees and their degree of exposure to certain risks and hazards. Through proper training and follow-up mechanisms, SMPC can equip its employees and contractors with the right knowledge on how to assess and manage relevant workplace hazards. Failure to do so may lead to increased occurrence of incidents in the workplace which, in turn, can stifle employee morale and productivity. By properly managing and implementing health and safety trainings, SMPC seeks to develop and maintain healthy workers that can handle their jobs safely, for the benefit of the organisation and all stakeholders.

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

The GRI Standards addressed in this case are:

1) Disclosure 403-3 Occupational health services

2) Disclosure 403-4 Worker participation, consultation, and communication on occupational health and safety

3) Disclosure 403-5 Worker training on occupational health and safety

4) Disclosure 403-6 Promotion of worker health

 

Disclosure 403-3 Occupational health services corresponds to:

• Sustainable Development Goal (SDG) 8: Decent Work and Economic Growth
• Targets: 8.8

Disclosure 403-4 Worker participation, consultation, and communication on occupational health and safety corresponds to:

• Sustainable Development Goal (SDG) 8: Decent Work and Economic Growth
• Targets: 8.8
• Sustainable Development Goal (SDG) 16: Peace, Justice and Strong Institutions
• Targets: 16.7

Disclosure 403-5 Worker training on occupational health and safety corresponds to:

• Sustainable Development Goal (SDG) 8: Decent Work and Economic Growth
• Targets: 8.8

Disclosure 403-6 Promotion of worker health corresponds to:

• Sustainable Development Goal (SDG) 3: Ensure healthy lives and promote well-being for all at all ages
• Targets: 3.7, 3.8

 

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 SMPC, 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 SMPC: 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.

What are the material issues the company has identified?  

In its 2019 Sustainability Report OCP identified a range of material issues, such as economic growth, community engagement, food security, renewable energy development. Among these, promoting employee health and safety stands out as a key material issue for OCP.

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 OCP engages with:

Stakeholder Group	Method of engagement
Employees	·      Workshops ·      Surveys ·      Situations and movements (Act4Community, diversity, Happy@OCP, etc.) ·      Hackathons ·      Training, peer-to-peer knowledge transfer (OCP Professors) and skills assessment programmes ·      Group intranet ·      1 Pacte ·      Digital applications and workplace, performance evaluation, etc
Senior management	·      Board of Directors ·      Audit and Risk Committee: risk assessment integrating sustainable development ·      Strategic Committee: Global Strategic Review (activities integrating sustainable development criteria through a down-top/bottom-up process) ·      Management Committee (Executive Vice Presidents): advisory process (on environmental and social issues) and thematic focus groups ·      Operational Committee using, in their decision making, input from site management committees (right place, time, rate, source) ·      Contracts with local authorities, public-private partnership ·      Specialised committees (health, safety, environment, technical)
Farmers	·      4R Programme (customised agriculture) ·      Development of a soil fertility map ·      OCP Foundation / Phosboucraa Foundation ·      Al Moutmir caravan and agronomic advice ·      Development of a farmer-friendly business ecosystem (local production and distribution infrastructure)
Customers	·      Feedback in various forms (written, by phone, etc.) ·      Meetings, site visits, road shows, client events (trade fairs, exhibitions, etc.) ·      Quality and risk management processes
Trade unions	·      Social Charter ·      CSP (Staff Status Commission) ·      CAS (Social Action Commission) ·      CHS (Health and Safety Committee) ·      CNC (Collective Bargaining Committee) ·      Training academy
Suppliers	·      Progress pact (training and support for improving social, environmental, and safety compliance, and in other areas) ·      The Movement (Act4Community) ·      OCP purchasing platform (e-purchase) ·      Programmes for suppliers ·      Forums and conferences on the emergence of an industrial ecosystem ·      Meetings and dialogue with local stakeholders at the operational site level
Nearby communities	·      Public survey for industrial projects (development, modification, and expansion projects) ·      Complaint management system at the corporate level and at operational sites ·      Association forums ·      Meetings with residents ·      Thematic forums on entrepreneurship (micro-business, local business, etc.)
Associations and NGOs	·      Skills development programmes ·      Dialogue and joint development: Act4Community ·      Subsidies for projects ·      Association forums ·      Thematic forums on entrepreneurship (micro-business, local business, etc.)
Influencers: Media & rating agencies	·      Discussions with local, national, and international media ·       Site tours ·      Websites (corporate, foundations) and social media (Facebook, Twitter, LinkedIn) ·      Presentation of the sustainable development programme to local and national media ·      Forums, conferences, national and international events
Institutions, authorities and regulators	·      Global issue advocacy ·      Board of Directors ·      Programme contracts ·      Various discussions (local meetings, informal meetings, written correspondence with institutions, etc.)

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics OCP engaged with its stakeholders through a questionnaire sent to 40 stakeholder representatives.

What actions were taken by OCP to promote employee health and safety?

In its 2019 Sustainability Report OCP reports that it took the following actions for promoting employee health and safety:

• Implementing an occupational health and safety management system
• A corporate team is dedicated to health and safety management for all OCP sites and defines the guidelines of the safety approach based on feedback from the field. Each site implements a programme to address its specific road and safety issues – driven by a safety manager who coordinates a network of safety correspondents assigned to different areas of the site. Health & Safety committees – composed of employees’ representatives – are regularly held to ensure the co-construction and the efficiency of the performance cascading and feedback culture. The DOOC (DUPONT OCP Operations Consulting) joint venture – dedicated to health, safety and environment challenges – transversally supports the OHS management system.

• Providing training
• To build a mature safety culture, training at OCP consists of both technical and soft skills training. Employees acquire knowledge and know-how in accordance with safety standards and job exposure; and behavioural skills to have teams feel ownership, responsibility for safety culture and believe zero injuries is an attainable goal. OCP suppliers and subcontractors also receive safety training and procedures when it comes to intervention on industrial sites. Training mainly goes through OCP’s Industrial Expertise Centres (IECs) that provide site-specific trainings as well as UM6P and OCP professors.

• Identifying and assessing risks
• Aligned with OHSAS 18001 standard, OCP has implemented procedures and standards within its operations and developed a Zero incident roadmap. Prevention measures for serious and potentially serious injuries and fatalities (PSIFs) have been strengthened by developing a methodology to analyse the root causes of serious or potentially serious injuries and make sure that corrective actions are taken accordingly. The aim is to avoid any recurrence of these events and to gradually develop a mature safety culture for all OCP staff and business partners (subcontractors, suppliers, joint ventures). Aligned with OCP’s continuous improvement approach, this methodology is strengthened year-on-year.

• Measuring performance
• OCP has independent bodies conducting regular safety audits to verify the compliance of each unit and site with the management system and safety standard requirements. Each audit follows a defined protocol and schedule and conclusions are sent to the management of both the unit/site and corporate to adapt action plan. In addition, units/sites carry out their own audits based on self-assessment and implement the issued recommendations. OCP’s safety approach is also continuously improved through a regular feedback survey and grievance mechanisms available to employees and people who work for it.

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

The GRI Standards addressed in this case are:

1) Disclosure 403-9 Work-related injuries

2) Disclosure 403-10 Work-related ill health

 

Disclosure 403-9 Work-related injuries corresponds to:

• Sustainable Development Goal (SDG) 3: Ensure healthy lives and promote well-being for all at all ages
• Targets: 3.6, 3.9
• Sustainable Development Goal (SDG) 8: Decent Work and Economic Growth
• Targets: 8.8
• Sustainable Development Goal (SDG) 16: Peace, Justice and Strong Institutions
• Targets: 16.1

Disclosure 403-10 Work-related ill health 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 OCP, 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 OCP: 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.

What are the material issues the company has identified?  

In its 2019 Sustainability Report Newcrest identified a range of material issues, such as ethical and transparent behaviour, working with communities, respecting human rights, managing waste. Among these, promoting employee health and hygiene stands out as a key material issue for Newcrest.

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 Newcrest engages with:

Stakeholder Group	Method of engagement
Employees and contractors	·      Employee briefings ·      Intranet ·      Social media ·      Email ·      Newsletters ·      Social events ·      Notice boards ·      Departmental site and toolbox meetings ·      Performance reviews ·      Site general manager town hall meetings ·      Direct engagement between people leaders and their teams ·      Annual Organisational Health Survey participation
Shareholders and investors	·      Annual reports ·      Quarterly production reports ·      Half-yearly financial reporting ·      Website ·      Email ·      Investor briefings ·      One-on-one discussions ·      Investor days ·      Conference calls ·      Market announcements ·      Annual general meeting ·      Industry conferences ·      Social media
Local communities	·      Community Relations team visits ·      Resident and community meetings ·      Site visits ·      Communication and feedback forums with leaders and communities ·      Complaints and grievance mechanisms ·      Sponsorships and partnerships ·      Collaborative agreements ·      Media engagement on local initiatives ·      Community newsletters ·      Factsheets ·      Websites ·      Social media
Government and regulators	·      Face-to-face meetings ·      Regular briefings ·      Direct engagement
Suppliers	·      Collaborative guidelines ·      Out-to-market approaches ·      Face-to-face discussions ·      Performance meetings ·      Contractual agreements
Customers	·      Market tenders ·      Meetings ·      Reports ·      Face-to-face discussions ·      Site visits

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Newcrest engaged with its stakeholders through internal and external stakeholder interviews.

What actions were taken by Newcrest to promote employee health and hygiene?

In its 2019 Sustainability Report Newcrest reports that it took the following actions for promoting employee health and hygiene:

• Combating workplace fatigue
• To reduce the risk of fatigue-related workplace incidents, Newcrest’s operational sites use fatigue management plans. These focus on areas that may cause workplace fatigue such as work design, including shift rostering and camp facilities, as well as factors related to lifestyle and health. Newcrest has developed a Company-wide Fatigue Management Standard that provides consistent minimum standards to mitigate fatigue risks across the organisation. In FY19, Newcrest developed and delivered fatigue management training across the business, with training materials translated into Indonesian, Tok Pisin (PNG) and Spanish, including site-specific information such as managing fatigue during Ramadan for Newcrest’s teams in Indonesia.

• Reducing exposures
• Reducing workplace exposures continues to be a key part of Newcrest’s health and hygiene programme with all sites undertaking activities to identify and reduce exposures. Gosowong purchased DPM emissions monitoring equipment to supplement the existing exhaust gas testing equipment used onsite. This equipment allows the site maintenance team to undertake comprehensive emissions testing of onsite diesel-powered vehicles to identify when a vehicle is running poorly and generating higher levels of DPM or hazardous exhaust gases. This information assists with repairs and also allows the site ventilation teams to better design ventilation systems throughout the mine to control workforce exposures to DPM. During the reporting period, Telfer and Cadia worked with occupational physicians to review and update health surveillance programmes to better monitor workers for potential health effects from workplace exposures. Cadia partnered with Insurance and Care NSW (iCare) to deliver health surveillance for the workforce, which includes onsite screening using the ‘iCare Lung Bus’. This was followed up with additional screening with specialist medical personnel for anyone identified during the initial screening as requiring more comprehensive health surveillance. Telfer implemented a respiratory protection programme, which involved health surveillance checks of any personnel required to wear respiratory protective equipment. The process included fit testing to ensure the respiratory protective equipment fitted correctly and enforcing the requirement for workers using respiratory protective equipment to be clean shaven. During the reporting year Lihir, Cadia and Telfer all completed surveys to identify noise exposure risks and develop risk control plans.

• Promoting employees’ physical and mental health
• All Newcrest sites are working to improve their wellbeing programmes, with a strong focus on mental wellness. In FY19, the Melbourne office delivered a series of mental health first-aid training courses, to ensure that the office is suitably resourced with personnel who can respond to both physical and psychosocial health issues within the workplace. Several of Newcrest’s sites implemented wellbeing programmes designed to help employees and contractors maintain and improve their physical and mental health.

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

The GRI Standards addressed in this case are:

1) Disclosure 403-9 Work-related injuries

2) Disclosure 403-10 Work-related ill health

 

Disclosure 403-9 Work-related injuries corresponds to:

• Sustainable Development Goal (SDG) 3: Ensure healthy lives and promote well-being for all at all ages
• Targets: 3.6, 3.9
• Sustainable Development Goal (SDG) 8: Decent Work and Economic Growth
• Targets: 8.8
• Sustainable Development Goal (SDG) 16: Peace, Justice and Strong Institutions
• Targets: 16.1

Disclosure 403-10 Work-related ill health 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 Newcrest, 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 Newcrest: 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.

What are the material issues the company has identified?

In its 2019 Sustainability Report Highland Gold identified a range of material issues, such as legal compliance, greenhouse gas emissions, employee engagement and labour relations, materials and waste management. Among these, promoting employee health and wellbeing stands out as a key material issue for Highland Gold.

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 Highland Gold engages with:                   

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

Stakeholder Group	Method of engagement
Investors	·      Half-yearly annual results conference calls ·      Industry and investment conferences ·      Regular meetings with institutional and private investors ·      Quarterly performance updates and regular news announcements ·      Website
Employees	·      Employee benefits packages ·      Ongoing training and development ·      Workforce posters and communications ·      Staff engagement surveys ·      Workers’ councils ·      Executive site visits and sessions ·      Business Ethics and Anti-Corruption policy ·      Group HSE policy ·      Group Cardinal Safety Rules ·      Established whistleblowing procedures ·      Publication of Modern Slavery Statement
Local communities	·      Community liaison working groups ·      Dialogue between site managers and local administration ·      Dialogue between the Regional Managing Directors and the regional administration ·      Sponsorship and support of “Day of the Metallurgist” and other events in local villages
Government and regulatory bodies	·      Social investment via social contracts with municipal administrations ·      Regulatory audits ·      Direct contact with regulators ·      Industry conferences
Suppliers and contractors	·      Contractual relationships ·      Training ·      Meetings ·      Compliance audits ·      Daily dialogue with contractors on site and through management team
Media and analysts	·      Press releases ·      Interviews and briefings around key announcements and events ·      Presentations ·      Site visits

What actions were taken by Highland Gold to promote employee health and wellbeing?

In its 2019 Sustainability Report Highland Gold reports that it took the following actions for promoting employee health and wellbeing:

• Implementing an electronic health check system
• To make sure its staff are fit to work at the start of shifts, and to limit the spread of seasonal conditions, Highland Gold began rolling out the health check system (“ESMO”) at MNV, Belaya Gora and Novo. The system, which measures blood pressure, body temperature and the presence of alcohol and/or drugs, was also introduced to Valunisty in 2020. Each of Highland Gold’s operating mines carries out regular health checks, as well as pre-shift and pre-trip screenings. If an employee does not pass the check, the system will automatically deactivate their pass, prohibiting access to the mine until they are cleared for work again. These checks are now digitised, which has increased efficiency. Storing the data enables Highland Gold to monitor workers who have ongoing medical conditions, such as high blood pressure, so the on-site doctor can provide increased support if necessary. This development is also proving beneficial in enabling Highland Gold to identify health risks earlier. Highland Gold has additionally developed an action plan to reduce and control rates of sickness at each of its assets. As part of this, Highland Gold’s IT department is developing a piece of software that enables the company to identify and monitor employees that frequently take sick leave so Highland Gold can identify causes of ill health and provide health support plans to its staff.

• Supporting healthy lifestyles
• To encourage employees to follow a healthy and active lifestyle, Highland Gold has installed well-equipped and modern gyms at every asset. Highland Gold also piloted a “Well-being” project at its Moscow headquarters, a major and complex project incorporating various components, including breaks for all employees, and making fresh fruit available.

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

The GRI Standard addressed in this case is: Disclosure 403-6 Promotion of worker health

Disclosure 403-6 Promotion of worker health corresponds to:

• Sustainable Development Goal (SDG) 3: Ensure healthy lives and promote well-being for all at all ages
• Targets: 3.7, 3.8

 

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 Highland Gold, 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 Highland Gold: 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.

What are the material issues the company has identified?

In its 2019 Sustainability Report Alacer identified a range of material issues, such as local and national employment, doing business in an ethical manner, environmental compliance, employee training and development. Among these, promoting employee health and safety stands out as a key material issue for Alacer.

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 Alacer engages with:  

Stakeholder Group

Shareholders

Analysts

Local communities

Authorities

Contractors

Government representatives

Trade union officials

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Alacer surveyed a sample of internal and external stakeholders.

What actions were taken by Alacer to promote employee health and safety?

In its 2019 Sustainability Report Alacer reports that it took the following actions for promoting employee health and safety:

• Conducting risk assessments
• The Çöpler Mine has a safety management plan and system in place aligned with international best practice standard ISO45001 and Alacer regularly assesses specific safety risks across each part of the Mine. In 2019, Alacer continued the development of its existing risk management programme applying leading practice guidance to its risk management and control methodology to ensure best outcomes. Alacer improved its systems and support to provide better on-the-job tools, recording and reporting information.

• Promoting employee engagement
• Alacer encourages its staff to think proactively about safety risks and to take responsibility for both the safety of themselves and their colleagues. Alacer also encourages a right to refuse work on the grounds of safety. That means all its workers are empowered to challenge their supervisors if they believe the appropriate safety measures or equipment are not in place. Alacer holds daily prestart and toolbox meetings which include safety briefings to reinforce risk awareness and the importance of safe working procedures. Safety training is, also, a critical part of the induction training for all employees and contractors, and regular additional job-specific safety training is provided – including use of chemicals, spills, working at height and hot work.

• Ensuring emergency preparedness
• Ensuring it is adequately prepared for an emergency is a key part of Alacer’s commitment to providing a safe working environment. The Çöpler Mine has a well-trained and equipped on site emergency response team in place. This includes three dedicated personnel and 86 trained workers. A minimum of 20 trained emergency response workers are on site at any one time. This means first response cover and assistance is available anywhere on site at any time. Alacer carries out mock drills throughout the year to make sure all workers know what to do in the event of an emergency, aiming for a three-minute emergency response time. During 2019, the Çöpler Mine signed a protocol with the Sub-governor of İliç to assist the District in dealing with emergencies such as traffic incidents and fires.

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

The GRI Standards addressed in this case are:

1) Disclosure 403-9 Work-related injuries

2) Disclosure 403-10 Work-related ill health

 

Disclosure 403-9 Work-related injuries corresponds to:

• Sustainable Development Goal (SDG) 3: Ensure healthy lives and promote well-being for all at all ages
• Targets: 3.6, 3.9
• Sustainable Development Goal (SDG) 8: Decent Work and Economic Growth
• Targets: 8.8
• Sustainable Development Goal (SDG) 16: Peace, Justice and Strong Institutions
• Targets: 16.1

Disclosure 403-10 Work-related ill health 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 Alacer, 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 Alacer: 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.

What are the material issues the company has identified?

In its 2020 Global Citizenship Report FedEx identified a range of material issues, such as economic impact and access, ethics, integrity, bribery, and corruption, GHG emissions associated with transportation fleet, social impact of FedEx supply chains. Among these, promoting employee health and wellness stands out as a key material issue for FedEx.

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 FedEx engages with:  

Stakeholder Group

Supply chain workers

Customers

Shareowners

Team members

Government

Local communities

Media

Non-governmental organisations

Regulators

Suppliers

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics FedEx engaged with its stakeholders through phone interviews with representatives from academia, customers, industry associations, media, NGOs, and suppliers, as well as through an online survey.

What actions were taken by FedEx to promote employee health and wellness?

In its 2020 Global Citizenship Report FedEx reports that it took the following actions for promoting employee health and wellness:

• Offering high-quality, affordable benefits
• FedEx’s total benefits package for team members includes competitive and, in many cases, innovative health benefits for eligible full-time and part-time team members and their dependents. In the U.S., where FedEx has approximately 220,000 participating team members, it covers more than 70% of total eligible health and disability costs for part- and full-time employees at the plan level. This set of services includes medical, behavioural, dental, vision, and pharmacy coverage with flexible options for each. According to the IBM Watson Health database, the out-of-pocket costs for FedEx team members are lower than at most other companies. In addition, participating part-time and full-time team members are eligible for health reimbursement accounts, employee assistance counselling, free generic prescription coverage, company-paid life insurance, and many other benefits.

• Providing access to healthcare
• FedEx’s team members are increasingly using telehealth tools to connect with medical professionals for personalised healthcare, remotely from their mobile devices or computers. From FY18 to FY19, team members’ use of telehealth jumped 360% and, in 2020, telehealth access became free of charge. Along with FedEx’s 24-hour nurse line, near-site healthcare facilities – such as the ones close to FedEx Express headquarters, Memphis hub, and in Irving, Texas – assistance with second opinions, integrated personal health teams, a medical decision support group, and tiered access networks, team members have a variety of flexible options for their healthcare, whether they live in rural areas or large cities. Team members can also use a digital navigation tool to find doctors, see account balances, and get other healthcare information on their mobile devices. FedEx is among an estimated 40% of large employers that offer this convenience.

• Promoting work-life balance
• In addition to family-friendly benefits such as paid maternity and paternity leave and financial assistance with adoptions, FedEx offers a Work-Life Balance Programme to all U.S. team members. Members can access specialists and online resources for advice and support on common life events and challenges, such as parenting, childcare, and financial matters. In 2019, a total of 146,847 team members – 45% of eligible U.S.-based team members – participated in work-life balance programmes.

• Implementing an employee assistance programme
• PeopleHelp offers confidential counselling services to employees, eligible dependents, and all household members, regardless of if they are participating plan members, 24 hours a day, 365 days a year. Services provided include unlimited telephone consultations with a licensed clinician to explore treatment options, identify resources, and develop action plans. In addition to consultations, educational offerings such as webcasts on various topics, online personal health programmes, and wellness seminars are available.

• Applying wellness programmes
• Team member wellness programmes, including healthy weight management and tobacco cessation programmes, nutritionist support, stress management classes, and other resources, reflect FedEx’s holistic approach to supporting well-being. Other wellness offerings at some operating companies include free on-site flu shots, on-site mammograms, and fitness challenges. Team members can also access LifeCare for guidance navigating both big and small events, such as finding childcare, handling the death of a parent, or buying a car. Other available resources to help reduce life’s stressors include legal assistance, identity theft protection, and home and auto insurance.

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

The GRI Standard addressed in this case is: Disclosure 403-6 Promotion of worker health

Disclosure 403-6 Promotion of worker health corresponds to:

• Sustainable Development Goal (SDG) 3: Ensure healthy lives and promote well-being for all at all ages
• Targets: 3.7, 3.8

 

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 FedEx, 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 FedEx: 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.

What are the material issues the company has identified?             

In its 2019 Sustainability Report CPL Aromas identified a range of material issues, such as energy and emissions, product quality and safety, diversity and equal opportunity, waste management, responsible sourcing. Among these, promoting employee health, safety and wellbeing stands out as a key material issue for CPL Aromas.

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 CPL Aromas engages with:

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

Stakeholder Group	Method of engagement
Main Board	·      Monthly Board Meetings ·      Briefings ·      Conferences
Local communities	·      Local community engagement ·      Green Teams engaged with the communities CPL Aromas operates in
Customers	·      On-going dialogue ·      Customer sustainability requests ·      Customer visits and audits ·      Conferences and events
Suppliers	·      Supplier assessments and audits ·      Collaborations to improve performance ·      Direct engagement with suppliers
Employees	·      Employee engagement initiatives ·      Annual performance discussion ·      Talent management ·      Learning and development ·      Green Teams, engagements and on-going dialogue
Law enforcers & regulators	·      Emerging legislation/regulation ·      IFRA consultation ·      Media ·      Membership of working groups/forums ·      Industry Conferences
Media	·      Email communication ·      Media ·      News articles ·      Documentaries ·      Press releases

What actions were taken by CPL Aromas to promote employee health, safety and wellbeing?

In its 2019 Sustainability Report CPL Aromas reports that it took the following actions for promoting employee health, safety and wellbeing:

• Implementing a Health & Safety Management System
• CPL Aromas currently operates a global Health & Safety Management System in line with OHSAS 18001 to help maintain a safe and healthy working environment. CPL Aromas’ lost time accident rate (LTAR) is low (0.986) and well controlled, with no fatal injuries occurring. The Leadership Team demonstrate their commitment through CPL Aromas’ Senior Management Audits of Safety & Health (SMASH). These are conducted yearly at each site, to make sure that all sites are well supported and are meeting the needs & expectations of the business.

• Achieving zero lost time accidents
• To achieve its target for all CPL sites to achieve zero lost time accidents by 2030 CPL Aromas has put the following actions in place:
  • Starting with Brixworth, certification of all CPL manufacturing sites to the Occupational Health and Safety Management Systems standard ISO45001:2015 by the end of 2025.
  • Incident prevention through rigorous risk assessment, thorough investigation & root cause analysis, improved communication and information sharing
  • Review & update of induction process to ensure all new employees, contractors & visitors are aware of hazards
  • Behavioural safety auditing of every site
• The above is to be underpinned by use of an inter-site reporting tool, to facilitate continual improvement, encourage openness and promote sharing of information & documentation, with access to all employees. All employees are required to cooperate fully in the implementation of the CPL HSW Policy & procedures, and to take responsibility both for their own health & safety and that of others.

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

The GRI Standards addressed in this case are:

1) Disclosure 403-9 Work-related injuries

2) Disclosure 403-10 Work-related ill health

 

Disclosure 403-9 Work-related injuries corresponds to:

• Sustainable Development Goal (SDG) 3: Ensure healthy lives and promote well-being for all at all ages
• Targets: 3.6, 3.9
• Sustainable Development Goal (SDG) 8: Decent Work and Economic Growth
• Targets: 8.8
• Sustainable Development Goal (SDG) 16: Peace, Justice and Strong Institutions
• Targets: 16.1

Disclosure 403-10 Work-related ill health 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 CPL Aromas, 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 CPL Aromas: 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.

What are the material issues the company has identified?             

In its 2019 Corporate Sustainability Report Aptar identified a range of material issues, such as product stewardship, energy and emissions, ethics and integrity, environmental compliance. Among these, promoting employee safety and wellbeing stands out as a key material issue for Aptar.

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 Aptar engages with:

Stakeholder Group

Employees

Customers

Investors

Peers

Industry Associations, NGOs, & Research Organisations

Regulatory Bodies

Communities

How stakeholder engagement was made to identify material issues

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

What actions were taken by Aptar to promote employee safety and wellbeing?

In its 2019 Corporate Sustainability Report Aptar reports that it took the following actions for promoting employee safety and wellbeing:

• Implementing an EHS Management System
• In 2017, initial requirements were drafted and published for Aptar’s EHS (Environmental Health and Safety) Management System (EHS MS), a system setting global standards around key safety and environment topics. Each year thereafter, a new phase of these standards was released, with the Phase III topics introduced in December 2019. Through the year, sites worked on implementation and improvement of the EHS MS standards while developing action plans to address potential gaps.

• Applying a Behaviour-Based Safety Programme
• Mission Engage, Aptar’s Behaviour-Based Safety (BBS) programme, is about showing each and every Aptar employee that they matter. Mission Engage involves employees to determine what drives at-risk and safe behaviours. Focus on safety promotes a culture of caring where we demonstrate dedication to ourselves through self-accountability as well as to co-workers through team accountability. Increased safety conversations help site leaders target and prioritise key initiatives and process improvement. Aptar’s goal is to provide a safe workplace and to send every Aptar employee home, each and every day, injury free. The initials “ME” of the Mission Engage logo serve as a visual cue for the importance of employee engagement and communication, both critical to the success of a BBS (Behaviour-Based Safety) programme. Through this programme Aptar encourages its employees to:
  • Speak up if they see an unsafe or at risk behaviour
  • Help each other identify risks by encouraging open and transparent conversations
  • Ensure Aptar follows through with feedback and actions when appropriate.

• Making workplaces COVID-secure
• Since early January 2020, Aptar has been faced with the developing coronavirus pandemic first in its Asia sites and then throughout its global operations. Internally, Aptar formed Global and Regional coordination teams to implement policy and procedure modifications, monitor current communications and evaluate global and site-specific risks and procedures. These teams helped sites create exposure control plans that incorporated site level crisis management teams and the development of detailed workplace practices. Those who could work remotely did so, travel between sites was limited, sanitising procedures were increased and clear guidelines to monitor cases were implemented. Tracking of COVID-19 suspected or confirmed exposure is being tracked in EHStar, Aptar’s digital solution for EHS management, allowing for prompt notification to all relevant Aptar members. In addition to COVID tracking, EHStar helps Aptar manage its EHS Management System implementation and tracks safety and operational eco-efficiency metrics.

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

The GRI Standards addressed in this case are:

1) Disclosure 403-1 Occupational health and safety management system

2) Disclosure 403-4 Worker participation, consultation, and communication on occupational health and safety

 

Disclosure 403-1 Occupational health and safety management system corresponds to:

• Sustainable Development Goal (SDG) 8: Decent Work and Economic Growth
• Targets: 8.8

Disclosure 403-4 Worker participation, consultation, and communication on occupational health and safety corresponds to:

• Sustainable Development Goal (SDG) 8: Decent Work and Economic Growth
• Targets: 8.8
• Sustainable Development Goal (SDG) 16: Peace, Justice and Strong Institutions
• Targets: 16.7

 

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 Aptar, 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 Aptar: 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.

What are the material issues the company has identified?          

In its 2020 Sustainability Report Fuji Xerox New Zealand identified a range of material issues, such as product quality and safety, technology and innovation, customer satisfaction, information security and privacy. Among these, promoting employee health and safety stands out as a key material issue for Fuji Xerox New Zealand.

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 Fuji Xerox New Zealand engages with:

Stakeholder Group

Academia

Certifying bodies

Customers

Employees

Government

Industry experts

Iwi

Local communities

Media

Non-governmental organisations

Peer organisations

Regulatory bodies

Shareholders

Sponsor recipients

Suppliers

Sustainability experts/ membership groups

Unions

Youth

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Fuji Xerox New Zealand carried out a Stakeholder Engagement Survey, to review material topics previously identified by stakeholders through an online survey, following an extensive workshop and a face-to-face, interview-based approach.

What actions were taken by Fuji Xerox New Zealand to promote employee health and safety?

In its 2020 Sustainability Report Fuji Xerox New Zealand reports that it took the following actions for promoting employee health and safety:

• Implementing an H&S Management System
• Fuji Xerox New Zealand’s H&S Management System considers legal guidance from in-house and external legal counsel, regulatory authorities, and the Employers and Manufacturers Association. Fuji Xerox New Zealand has also had the System externally certified to ISO 45001:2018 and AS/NZS 4801:2001 standards. The System is underpinned by an H&S Policy reviewed and approved by the SLT and extensively documented in an H&S Manual available to all employees to guide efforts. It is executed across the company with the help of regular H&S Committee meetings (these were held twice weekly during the COVID-19 period) and regular meetings with Branch H&S Coordinators. H&S outcomes are reviewed and reported monthly to the SLT to evaluate effectiveness, with a goal of continually improving practices and results. Through this regular review and reporting process, routine hazards are identified and regularly communicated across the business.

• Providing training
• Fuji Xerox New Zealand’s employees undergo H&S training at induction and on the job, to increase awareness of hazards and the controls and behaviours required to minimise their exposure to risks. Branch H&S Coordinators are provided with more advanced training. Operational control posters and safety information also feature widely across the company, posted in key operational areas and also in congregational areas such as staff pantries. These initiatives are driven by the H&S and Wellbeing Manager together with Branch H&S Coordinators.

• Promoting incident reporting
• Fuji Xerox New Zealand’s work-related activities are safe if proper precautions are followed by employees as detailed in the H&S Manual. However, accidents and other unforeseen incidents can still occur, and these are picked up via incident reporting to drive wider H&S Management System corrective improvements. In terms of incident reporting, a matrix of Risk Levels, Tolerances, and Management Actions is included in the H&S Manual. Employees who have H&S incidents or even near misses are required to submit reports to the H&S and Wellbeing Manager. Should circumstances arise (for any reason) that render workplaces unsafe or unhealthy, even temporarily, employees are advised to remove themselves from the unsafe areas and report the situations immediately to their managers, H&S Coordinators at their locations, or the H&S and Wellbeing Manager. Participation is welcomed for all H&S matters at branch levels, and employees can also raise concerns to and participate in the H&S Committee.

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

The GRI Standards addressed in this case are:

1) Disclosure 403-1 Occupational health and safety management system

2) Disclosure 403-2 Hazard identification, risk assessment, and incident investigation

3) Disclosure 403-4 Worker participation, consultation, and communication on occupational health and safety

4) Disclosure 403-5 Worker training on occupational health and safety

5) Disclosure 403-8 Workers covered by an occupational health and safety management system

6) Disclosure 403-9 Work-related injuries

 

Disclosure 403-1 Occupational health and safety management system corresponds to:

• Sustainable Development Goal (SDG) 8: Decent Work and Economic Growth
• Targets: 8.8

Disclosure 403-2 Hazard identification, risk assessment, and incident investigation corresponds to:

• Sustainable Development Goal (SDG) 8: Decent Work and Economic Growth
• Targets: 8.8

Disclosure 403-4 Worker participation, consultation, and communication on occupational health and safety corresponds to:

• Sustainable Development Goal (SDG) 8: Decent Work and Economic Growth
• Targets: 8.8
• Sustainable Development Goal (SDG) 16: Peace, Justice and Strong Institutions
• Targets: 16.7

Disclosure 403-5 Worker training on occupational health and safety corresponds to:

• Sustainable Development Goal (SDG) 8: Decent Work and Economic Growth
• Targets: 8.8

Disclosure 403-8 Workers covered by an occupational health and safety management system corresponds to:

• Sustainable Development Goal (SDG) 8: Decent Work and Economic Growth
• Targets: 8.8

Disclosure 403-9 Work-related injuries corresponds to:

• Sustainable Development Goal (SDG) 3: Ensure healthy lives and promote well-being for all at all ages
• Targets: 3.6, 3.9
• Sustainable Development Goal (SDG) 8: Decent Work and Economic Growth
• Targets: 8.8
• Sustainable Development Goal (SDG) 16: Peace, Justice and Strong Institutions
• Targets: 16.1

 

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References:

1) This case study is based on published information by Fuji Xerox New Zealand, 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/

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