What are the material issues the company has identified?

In its 2021 Sustainability Annual Report RMIT identified a range of material issues, such as climate change, learning and teaching, environmental footprint, health, safety and wellbeing. Among these, promoting diversity stands out as a key material issue for RMIT.

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 RMIT engages with:

Stakeholder Group	Method of engagement
Students	·      Biennial surveys ·      Meetings with the Student Group ·      RMIT University Student Union ·      Student Experience Advisory Committee ·      Student services and support ·      Events
Staff	·      Annual surveys ·      Annual performance development reviews ·      University support services
Alumni	·      Website ·      Events ·      Mailing lists
Industry partners	·      Advisory Boards ·      Relationship Managers ·      Work Integrated Learning
Suppliers	·      Contractual management process ·      Tender processes ·      Vendor management
Governments	·      Meetings ·      Project collaboration ·      Annual reports
Local communities	·      Website ·      Publications ·      Open Day ·      Events

How stakeholder engagement was made to identify material issues

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

What actions were taken by RMIT to promote diversity?

In its 2021 Sustainability Annual Report RMIT reports that it took the following actions for promoting diversity:

• Increasing the number of Aboriginal and Torres Strait Islander staff
• RMIT is strongly committed to creating a workforce that is inclusive and reflects the diversity of people and cultures that exist in the wider Australian community, and to increasing the number of Aboriginal and Torres Strait Islander staff, implementing initiatives supporting employment. A key focus for 2021 was the development of RMIT’s workforce through the application of its Aboriginal and Torres Strait Islander Employment Plan 2021-2022 and Aboriginal and Torres Strait Islander Future Workforce Strategy 2021-2025. Both the strategy and plan implemented a whole of university approach to employment, development and retention, and embedding hybrid accountability with each College and Portfolio. Individual Indigenous Employment Action Plans were developed by the Colleges and Portfolios and endorsed by the Aboriginal and Torres Strait Islander Employment Committee. In 2021, RMIT reframed its approach to an Aboriginal and Torres Strait Islander Employee Value Proposition, which included recruitment videos, an Indigenous careers page, and candidate prospectuses. Targeted guidelines for the Employment and Retention of Aboriginal and Torres Strait Islander people were also developed, to promote a cultural shift in the practices of hiring managers and the People team to make sure Indigenous recruitment was promoted across all roles. RMIT exceeded its Indigenous workforce retention target in 2021, recording 90 per cent retention (compared to a target of 80 per cent). Additionally, seven Aboriginal and Torres Strait Islander staff received promotions or internal transfers as part of internal mobility initiatives, which was an increase on pre-pandemic levels. RMIT also invested in professional development for members of the Indigenous Staff Network and scoped trainee, graduate and apprenticeship programmes. The RMIT 2018 Higher Education Enterprise Agreement includes Aboriginal and Torres Strait Islander employment and participation principles that recognise the rights and responsibilities of Indigenous employees, as well as highlighting the role reconciliation has as a core value of RMIT. It also requires that the University provides all non-Indigenous staff with the opportunity to participate in the relationship of reconciliation with Aboriginal and Torres Strait Islander People.

• Promoting gender equality
• Led by the Gender Equality Action Plan, RMIT identifies and addresses barriers to women’s inclusion and career progression, focusing on delivering strategic, sustainable and meaningful change across the priority areas: leadership and governance, employment conditions and women’s career advancement. The Victorian Gender Equality Act 2020 (GE Act) requires RMIT to run assessments of its current gender equality standings and develop a four-year action plan to continue progress (RMIT Gender Equality Action Plan 2022-2025). Accordingly, throughout 2021, RMIT’s GEAP was developed through high level university-wide consultation and co-design. This has required deep analysis and review of gender and intersectionality, resulting in embedding the lens of intersectionality in RMIT’s new plan. In 2021, RMIT was also recognised as an Employer of Choice for Gender Equality (EOCGE) citation from the Workplace Gender Equality Agency (WGEA) for the fourth consecutive year and re-submitted for certification for 2021 – 2023. The citation demonstrated a continued commitment to best practice in promoting gender equality in Australian workplaces. In addition, RMIT reports under the Workplace Gender Equality (WGEA) Act 2012 and the Victorian Gender Equality Act (2020). This report encompasses all employees (headcount) in Australia including full-time, part-time, casual and temporary employees.

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:

• Sustainable Development Goal (SDG) 5: Gender Equality
• Targets: 5.1, 5.5
• Sustainable Development Goal (SDG) 8: Decent Work and Economic Growth
• Targets: 8.5

 

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 RMIT, 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.rmit.edu.au/about/our-values/sustainability/sustainability-annual-report

Note to RMIT: 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 Report on Corporate Responsibility Baker Hughes identified a range of material issues, such as business ethics and transparency, community and stakeholder engagement, reducing greenhouse gas emissions and other pollutants, attracting, retaining and developing talent, process safety and asset management. Among these, promoting workplace diversity stands out as a key material issue for Baker Hughes.

Stakeholder engagement in accordance with the GRI Standards              

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

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

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

Key stakeholder groups Baker Hughes engages with: 

Stakeholder Group	Method of engagement
Customers	·      Global, regional and local industry events, forums, and conferences ·      Proprietary company events and meetings ·      Partnerships and working groups to advance best practices
Investors	·      Public quarterly earnings calls ·      Annual shareholder meeting ·      Executive meetings, presentations, and operational tours ·      Outreach programme led by Baker Hughes’ Investor Relations group, the Corporate Secretary’s Office, and Executive Compensation Team
Employees	·      Culture and pulse surveys ·      Town hall meetings ·      Interactive online forums ·      People leader engagement ·      Employee Resource Groups, many with senior leader sponsors ·      CEO’s Employee Pulse Group
Governments	·      Formal and informal bilateral meetings with public officials at all levels of government ·      Lobbying and other direct engagement in compliance with applicable laws and regulations
Community	·      Civic engagement through economic development groups, chambers of commerce and related forums ·      Collaboration and social investments where Baker Hughes operates and in support of broader society
Policy groups and industry associations	·      Membership participation across the globe ·      Working groups, committees, and public-private partnership activities in industry groups and associations ·      Leadership and committee positions that extend and strengthen organisational capabilities
Universities, Institutions, and NGOs	·      Connections, collaborations and partnerships on a variety of shared business, industry, social and environmental interests globally

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Baker Hughes asked EY to consolidate on its behalf input from in-person interviews, focus groups and surveys with its external stakeholders.

What actions were taken by Baker Hughes to promote workplace diversity?

In its 2019 Report on Corporate Responsibility Baker Hughes reports that it took the following actions for promoting workplace diversity:

• Launching Employee Resource Groups
• Employee Resource Groups (ERG) have a powerful influence on building awareness, change, and community, give a voice to groups who may otherwise be unheard and help elevate conversation and awareness around key issues. They create a sense of belonging and help Baker Hughes build a stronger, more diverse work environment. They take an active role in company priorities, employee engagement activities, and community service in the communities where Baker Hughes Baker Hughes recently relaunched its ERG community to bring together its affinity groups into a common framework. At year end 2019, Baker Hughes had 3,217 members enrolled into the groups and now has 5,215 members. This effort has reenergised Baker Hughes’ diversity and inclusion focus, and fostered closer connections between employees in communities around the world. Baker Hughes’ ERGs sponsor programmes to provide support and resources for their members and the company as a whole on topics such as wellness, mindfulness, and career development. Baker Hughes’ Employee Resource Groups:
  • African American Forum (AAF)
  • Asian Pacific American Forum
  • Enabled
  • LatinX
  • Multicultural
  • Pride@Work
  • Veterans
  • Women’s Network

• Developing a diverse and localised supply chain
• Baker Hughes values the importance and business value of cultivating a diverse supply chain, and contributing economically to the communities where it Building strong and diverse local relationships promotes economic development, supply chain resilience, and equitable societies. In the U.S. Baker Hughes made strides to quantify and increase its spend with certified enterprises that are majority owned and operated by minorities, women, veterans, LGBT (lesbian, gay, bisexual, and transgender), and small businesses. In 2019, Baker Hughes’ U.S. spend with diverse suppliers and small businesses was $132M, a 13% increase over the prior year. Internationally, Baker Hughes focuses on increasing local content and local spend in the countries where it operates. Recently, Baker Hughes was awarded with the In Kingdom Total Value Add award in Saudi Arabia for “Best in Supplier and Small and Medium Enterprises Development”. To achieve these results, Baker Hughes integrated supplier diversity tracking to a common system, established supplier diversity champions in each of its four product companies, and launched pilot programmes to increase diverse supply of targeted commodities and repair materials.

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:

• Sustainable Development Goal (SDG) 5: Gender Equality
• Targets: 5.1, 5.5
• Sustainable Development Goal (SDG) 8: Decent Work and Economic Growth
• Targets: 8.5

 

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 Baker Hughes, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original, please revert to the 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 Baker Hughes: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us.

What are the material issues the company has identified?

In its 2019 Sustainability Report Snam identified a range of material issues, such as economic performance and value creation, climate change, health and safety, business integrity, infrastructure reliability and business continuity. Among these, promoting gender diversity stands out as a key material issue for Snam.

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 Snam engages with: 

Stakeholder Group

People

Investors and lenders

Authority

Suppliers

Communities and territories

Customers

Business partners

Media

Institutions

Other operators

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Snam conducted online surveys with all categories of stakeholders and specific workshops dedicated to employees, customers and suppliers.

What actions were taken by Snam to promote gender diversity?

In its 2019 Sustainability Report Snam reports that it took the following actions for promoting gender diversity:

• Participating in Valore D
• Snam has been a Contributing Member of Valore D since 2017, to support the company’s international growth now and in the future through the increasingly strong presence of women and colleagues of other nationalities. This collaboration provided employees with the opportunity to take classes to enhance the gender, generational and cultural diversity, to develop an inclusive culture, a factor of innovation, competitiveness and growth for people and businesses. In 2019 Snam took part in the inter-company training and mentoring programmes offered by the association and 3 in-house workshops were organised on the following subjects: Unconscious Bias, Happiness in the Company and Organisational Leadership.

• Taking part in the InspirinGirls project
• This is an international campaign (promoted by Valore D) aiming to create awareness among young women of their talent, freeing them of the gender stereotypes that hold back their ambitions. The project involves female volunteers from different industries and professions sharing their professional and life experience with young girls in high school, building a practical bridge between school and the world of work. In 2019 Snam took part in the project with 70 female role models. Additionally, a leadership development route was created for 20 young women working at Snam to improve their self-effectiveness and self-management for a more effective communication with their teams and to enhance their leadership style.

• Implementing a job shadowing programme
• Snam continued its collaboration with the LUISS Business School through the Job Shadowing programme, which gives female students the opportunity to shadow a top Snam manager for an entire working day. The objective is to promote, support and improve the personal and professional development of women with a particular focus on joining the job market and promoting their own professional career. In 2019 7 Snam managers and 8 students were involved.

• Organising the “Women in Security” initiative
• Snam, together with the Associazione Italiana Professionisti Security Aziendale (AIPSA) (the Italian Association of Corporate Security Professionals) and Deloitte, organised the “Women in Security” initiative in Milan to promote gender diversity in the field of security. The event focused on comparing the human and professional experiences of women working in corporate and institutional security. During the initiative, two scholarships were awarded to young workers to attend a specialist course, organised by the University of Salento, about the security and the protection of critical infrastructures.

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:

• Sustainable Development Goal (SDG) 5: Gender Equality
• Targets: 5.1, 5.5
• Sustainable Development Goal (SDG) 8: Decent Work and Economic Growth
• Targets: 8.5

 

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 Snam, 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 Snam: 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 Quebec Iron Ore identified a range of material issues, such as business ethics, health, safety and well-being, water stewardship, mine tailings management, energy and GHG emissions management. Among these, promoting workplace diversity stands out as a key material issue for Quebec Iron Ore.

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 Quebec Iron Ore engages with:

Stakeholder Group

Governments

Investors

Employees

Clients

Indigenous groups

Media

Local communities

Society

Shareholders

Suppliers

Union

Non-governmental organisations

Industry peers

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Quebec Iron Ore consulted a total of 564 stakeholders – including employees, managers, the union, indigenous groups, suppliers, investors, clients, governments, municipalities, associations, and industry peers – through a survey and interview.  Quebec Iron Ore asked them to rate the importance of topics by ranking them on a scale of 0 (no importance) to 4 (great importance), and to indicate their level of satisfaction with how Quebec Iron Ore managed key issues.

What actions were taken by Quebec Iron Ore to promote workplace diversity?

In its 2019 Sustainability Report Quebec Iron Ore reports that it took the following actions for promoting workplace diversity:

• Promoting female employment
• Positions held by women represented 11% of Quebec Iron Ore’s workforce
in 2019, mostly in traditional administrative jobs. Some of these positions are associated with operations, including the operation of heavy machinery. To increase the proportion of women in the short and medium term, Quebec Iron Ore applies the following measures:
  • Increase marketing showcasing the possibilities of non- traditional jobs aimed at young women through educational institutions, specialised job placement agencies and recruitment partners.
  • Give preference to equally qualified female candidates in the selection process, especially for management and leadership positions.

• Supporting indigenous employment
• Members of Indigenous groups represented 4% of Quebec Iron Ore’s workforce on December 31, 2019. When considering Indigenous jobs contracted out to the Bloom Lake Mine site, the number of Indigenous jobs exceeded 70 at some point during the year. However, maintaining employment and managing seasonal variations in some activities posed certain challenges regarding
the employability of Indigenous individuals in 2019. The year 2019 highlighted the need to change how Quebec Iron Ore promotes Indigenous employment, as the traditional one-on-one interview was found not to be suitable for members of these groups, because their core values often prevent individuals from self-promoting. As for the various selection tests and questionnaires, Quebec Iron Ore found that they were not adjusted to their learning style. Quebec Iron Ore has therefore replaced the conventional tests with a questionnaire to assess the candidate’s ability to get started in the job. Quebec Iron Ore has also traded one-on- one interviews for group activities, in which games allow Indigenous candidates to showcase their talents and help Quebec Iron Ore identify job opportunities for them.

• Promoting cultural diversity
• Quebec Iron Ore implemented new measures
to support diversity and inclusion in its workforce in 2019. First, it created a strategic alliance with the Club de recherche d’emploi de Montréal Centre-Ville (a job search club), which specialises in assisting immigrant professionals find jobs. Quebec Iron Ore also conducted a pilot project by inviting 23 immigrants for a two-day exploration exercise at the Bloom Lake Mine site. The project included presentations to participants and one-on-one meetings with mine managers to promote opportunities to hire people from diverse backgrounds. Two candidates who took part in the pilot project were later hired.

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:

• Sustainable Development Goal (SDG) 5: Gender Equality
• Targets: 5.1, 5.5
• Sustainable Development Goal (SDG) 8: Decent Work and Economic Growth
• Targets: 8.5

 

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 Quebec Iron Ore, 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 Quebec Iron Ore: 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 Review & Sustainability Report Endeavour identified a range of material issues, such as profitability, environmental compliance, job creation and local procurement, community impacts and investment. Among these, promoting employee satisfaction stands out as a key material issue for Endeavour.

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 Endeavour engages with:  

Stakeholder Group

Governments & Regulators

Industry Associations

NGOs

Labour Unions

Local Communities

Employees & Contractors

Customers/ Buyers

Suppliers

Shareholders

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Endeavour conducted 10 interviews with the management team and 198 employee surveys, along with 44 external interviews with representatives from stakeholder groups.

What actions were taken by Endeavour to promote employee satisfaction?

In its 2019 Annual Review & Sustainability Report Endeavour reports that it took the following actions for promoting employee satisfaction:

• Respecting freedom of association
• Endeavour respects its employees’ right to freedom of association and collective bargaining. In 2019, Endeavour had collective bargaining contracts with two unions: one at El Cubo and the other representing the miners at Guanaceví, Bolañitos and El Compas. Endeavour seeks to maintain positive relationships with both unions and has been able to negotiate contract renewals through effective collaboration.

• Embracing diversity and inclusion
• Diversity, inclusion and equal opportunity are important principles to Endeavour, as a diverse workforce provides a broader range of skills, experiences and ideas to keep the company strong and progressive. Endeavour’s commitment to gender equality includes equal pay for equal work. Men and women should receive the same remuneration for the same position at all of its operations, subject to their training, experience and performance.

• Fostering good working conditions
• Endeavour respects national and international labour standards that protect and guarantee basic rights for all. This includes its commitment to provide good working conditions, including adequate facilities and competitive benefits. Endeavour believes that rewarding people through a well-designed compensation and benefits programme enhances its ability to attract, retain and motivate talented and loyal employees. This is especially relevant in a country such as Mexico, which has a large, active mining sector, thereby making the labour market for qualified workers very competitive. Endeavour significantly exceeds legal minimum wage at all of its work sites in Mexico. Three of its mines are within or near communities, so workers are able to return to their homes following their shifts. Because Guanaceví is in a remote location, some workers live in a camp on-site, which includes living accommodations, lunch and dining rooms, and cleaning services.

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

The GRI Standards addressed in this case are:

1) Disclosure 401-2 Benefits provided to full-time employees that are not provided to temporary or part-time employees

2) Disclosure 405-1 Diversity of governance bodies and employees

3) Disclosure 407-1 Operations and suppliers in which the right to freedom of association and collective bargaining may be at risk

 

Disclosure 401-2 Benefits provided to full-time employees that are not provided to temporary or part-time employees corresponds to:

• Sustainable Development Goal (SDG) 3: Ensure healthy lives and promote well-being for all at all ages
• Targets: 3.2
• Sustainable Development Goal (SDG) 5: Gender Equality
• Targets: 5.4
• Sustainable Development Goal (SDG) 8: Decent Work and Economic Growth
• Targets: 8.5

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

• Sustainable Development Goal (SDG) 5: Gender Equality
• Targets: 5.1, 5.5
• Sustainable Development Goal (SDG) 8: Decent Work and Economic Growth
• Targets: 8.5

 Disclosure 407-1 Operations and suppliers in which the right to freedom of association and collective bargaining may be at risk corresponds to:

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

 

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 Endeavour, 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 Endeavour: 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 Schibsted identified a range of material issues, such as privacy and protection of user data, responsible marketing, fair business practices, energy use and greenhouse gas emissions. Among these, promoting workplace diversity stands out as a key material issue for Schibsted.

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 Schibsted engages with:  

Stakeholder Group	Method of engagement
Users and readers	·      Web surveys to selected brands
Corporate customers (advertisers and business partners)	·      Interviews with randomly selected customers
Employees	·      Web survey to all employees
Investors	·      Interviews with main investors
Board	·      Interview and web surveys
Regulators (National and EU)	·      Desktop analysis
Analysts & rating agencies	·      Analysis of inquiries
Media	·      Desktop analysis
Potential employees	·      Desktop analysis ·      Reports from employer branding agencies
Industry associations (National and international)	·      Desktop analysis

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Schibsted engaged with its stakeholders through a combination of interviews, inquiries and surveys.

What actions were taken by Schibsted to promote workplace diversity?

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

• Combatting harassment
• As clearly stated in its Code of Conduct and in its Discrimination, Bullying and Harassment Policy, Schibsted has zero tolerance for harassment of any kind. This includes all forms of verbal, digital or physical harassment. Schibsted’s Code of Conduct includes a link to a whistle-blowing function called Speak Up that enables anonymous reporting on misconduct, breaches or potential violations. The Speak Up function is handled by an external party to secure the anonymity and personal integrity of employees.

• Providing training
• To ensure a diverse, inclusive and non-discriminatory workplace where all employees enjoy equal opportunities and feel safe at work, Schibsted offers unconscious bias training. To make itself aware of the biases it might have in its product development, Schibsted also offers unconscious bias training for algorithmic bias. During 2019, 183 employees participated in Schibsted’s unconscious bias training.

• Implementing policies on diversity and equality
• During 2018 Schibsted launched several policies on diversity and equality. In 2019 Schibsted focused on education and implementation of the policies in its everyday business operations. The new recruitment policy promotes diversity and inclusion by encouraging managers to build diverse teams. Processes should be equal, fair, unbiased and inclusive. Managers should aim for gender equality in all longlists, shortlists and final interviews. All candidates should meet at least one female and one male interviewer. Implementation of and training in these policies continued in 2020.
• Promoting gender equality
• Schibsted’s Board is composed of 40 percent women, as required by the Norwegian Limited Liabilities Companies Act. Schibsted has set clear goals against which actual progress is measured. There are long-term and short-term goals on improving gender equality, for both divisions and group functions. Schibsted set a target of a 60:40 gender ratio in all leadership roles by the end of 2020. By 31 December 2019, the share of females in top management positions was 38 percent. The proportion of females in other managers increased from 37 percent to 42 percent. In 2018 Schibsted performed a mapping of a potential gender pay gap in parts of the Group. The mapping revealed a gender pay gap for average pay levels, but this was largely attributed to more women working in low-pay positions (such as support) and to more men in leadership and specialist positions. In 2019 Schibsted focused on setting up a common process for performing an annual mapping of a potential gender pay gap for all Schibsted companies in Sweden. The aim is not only to make mapping of a potential gender pay gap easier, but also to improve quality and find better tools for performing comparisons and analyses across the Group. The HR departments in each company are responsible for this process, partnering with the Compensation and Benefit department to provide support in discussions on conclusions as well as on regulations and methods. To support its development and analysis in this area, Schibsted cooperates with the trade unions and has implemented a new online tool. In addition to identifying salary differences between genders, Schibsted also takes a closer look at the gender balance in managerial positions professions or divisions. With this new set-up Schibsted has seen an improvement in the quality of a potential gender pay gap mapping and an increase in the number of companies that have conducted these investigations. Schibsted is also a member of a non-profit organisation called #SheGotThis, which was founded in 2015 with the aim of addressing gender stereotypes and unconscious discrimination in society. In 2019 several of the Norwegian companies submitted their equality figures to a software programme and received an analysis of the status of equality in their respective companies along with a list of actions to improve equality.

• Appointing the first Head of Diversity, Inclusion and Belonging
• Schibsted recently appointed its first Head of Diversity, Inclusion and Belonging. With over 12 years of experience building diversity in society, Sumeet Singh Patpatia will be responsible for making sure that Schibsted has the right practices in place to attract and retain a workforce that is as diverse as its customers.

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:

• Sustainable Development Goal (SDG) 5: Gender Equality
• Targets: 5.1, 5.5
• Sustainable Development Goal (SDG) 8: Decent Work and Economic Growth
• Targets: 8.5

 

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 Schibsted, 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 Schibsted: 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 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:

• Sustainable Development Goal (SDG) 5: Gender Equality
• Targets: 5.1, 5.5
• Sustainable Development Goal (SDG) 8: Decent Work and Economic Growth
• Targets: 8.5

 

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.

What are the material issues the company has identified?

In its 2019 Sustainability Report CNH Industrial identified a range of material issues, such as circular product life cycle, CO2 and other air emissions, occupational health and safety, employee engagement, water and waste efficiency. Among these, promoting workplace diversity stands out as a key material issue for CNH Industrial.

Stakeholder engagement in accordance with the GRI Standards

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

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

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

Key stakeholder groups CNH Industrial engages with:

Stakeholder Group	Method of engagement
Customers	·      Direct engagement in materiality analysis ·      Market research ·      Focus groups ·      Customer satisfaction surveys ·      Above-the-line and below-the-line communication channels ·      Two-way communication through: web, direct mailing, dealerships, toll-free numbers, etc. ·      Events (e.g. product launches) and participation in exhibitions, trade fairs, and conventions ·      Customer-Driven Product Development (CPD) ·      Compliance Helpline
Dealer and service network	·      Direct engagement in materiality analysis ·      Daily contacts and periodic meetings with the network ·      Two-way communication through the web Dealer Portal and dedicated phone lines ·      Individuals responsible for monitoring the network and ensuring fulfillment of contractual standards ·      Dealer development programmes ·      Programmes to support dealers, including training, definition of standards, financing, and promotional campaigns ·      Compliance Helpline
Employees	·      Direct engagement in materiality analysis ·      Daily dialogue ·      Intranet portal ·      Meetings to communicate expected and actual performance levels and professional development path ·      Compliance Helpline
Professional organisations and associations	·      Direct engagement in materiality analysis ·      Meetings to share and align with corporate objectives and decisions
Employees’ families	·      Participation in initiatives (e.g., Children’s Christmas, Family Day) ·      Internal publications
Financial community: Traditional and Socially Responsible Investors (SRIs)	·      Direct engagement in materiality analysis ·      General Meeting ·      Price-sensitive disclosures and information ·      Quarterly conference calls ·      Seminars, industry conferences, roadshows, and meetings ·      Daily dialogue (meetings, telephone, emails) ·      Investor Relations section of the Company website ·      EU Annual Report ·      Sustainability Report
Journalists, media, and opinion leaders	·      Direct engagement in materiality analysis ·      Daily dialogue ·      Presentations and press conferences ·      Meetings ·      Brand and Company websites
Local communities: Religious, cultural, and socio-political associations, health systems, schools & universities, and non-governmental & non-profit organisations	·      Direct engagement in materiality analysis ·      Meetings with representatives of associations, organisations or local communities ·      Actions or projects, managed directly or in partnership ·      Cultural exchange programmes ·      Compliance Helpline
Public institutions: Government, local authorities, public agencies, regulatory bodies, international institutions, trade associations, and non-governmental organisations	·      Direct engagement in materiality analysis ·      Periodic ad hoc meetings on corporate objectives and position ·      Participation in working groups, development of joint projects and alliances ·      Collaboration on R&D projects ·      Initiatives to highlight regulatory issues ·      Dialogue with institutions and environmental associations
Scientific and technological research centres and universities	·      Direct engagement in materiality analysis ·      Open-source tools ·      Periodic meetings
Suppliers and commercial partners	·      Direct engagement in materiality analysis ·      Daily relationship through buyers ·      Web Supplier Portal ·      Come to our Plant initiative ·      WCM suppliers ·      Supplier Advisory Council (SAC) ·      Conventions ·      Technology Days ·      Suppliers’ Proposals programme ·      Compliance Helpline ·      Dedicated email addresses
Trade unions and employee representatives	·      Direct engagement in materiality analysis ·      Institutional meetings and other exchanges pursuant to legal or contractual provisions at plant, legal entity, regional or national levels ·      Trilateral meetings (Company, trade unions, and government bodies) on matters of particular importance ·      Ad hoc meetings at plant, legal entity, regional or national level

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics CNH Industrial received feedback from a sample of 1,934 stakeholders among employees, customers, dealers, opinion leaders, public institutions, NGOs, investors, and journalists through an online survey or direct interview.

What actions were taken by CNH Industrial to promote workplace diversity?

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

• Promoting gender diversity
• To promote gender diversity, in Europe, some of CNH Industrial’s most outstanding female employees participated in workshops held in schools, where they shared their experiences with students while encouraging girls to pursue their ambitions free from limiting stereotypes. In addition, support programmes were organised for mothers returning from maternity leave, and several workshops were held on women’s leadership, self-awareness, networking, and personal empowerment. Coaching and mentoring programmes to address women’s growth were developed in Brazil and Italy, while, in India, training was provided to help tackle sexual harassment and to encourage diversity. In North America, CNH Industrial is a Corporate Partnership Council member of the Society of Women Engineers (SWE), an organisation that empowers women to achieve their full potential in careers as engineers and leaders, highlighting the value of diversity. As a corporate member, CNH Industrial attended the SWE’s annual conference and continued to support its mission and objectives by funding programmes, supporting diversity, and creating and promoting opportunities for women in engineering and technology.

• Supporting the employment of people with disabilities
• A survey monitoring the employment of people with disabilities is conducted at CNH Industrial every 2 years. The last such survey was carried out in 2018 in 42 countries, covering almost 99% of CNH Industrial’s The survey showed that, in the countries where the law requires companies to employ a minimum percentage of workers with disabilities (15 mapped, accounting for about 69% of CNH Industrial’s global personnel), the latter make up 3.6% of total employees (compared to 3.4% in the 2016 survey). In many other countries (including Argentina, Australia, Belgium, Canada, Mexico, Poland, UK, and USA) there is no legislation relating to the employment of persons with disabilities that establishes minimum quotas, although in some cases other forms of protection exist (i.e., related to working hours or workplace environments, specific grants/benefits for companies employing workers with disabilities, etc.). In these countries (27 mapped by the survey), there are objective limitations to reporting the number of these workers, as the information is sensitive and often subject to data protection legislation. As a result, CNH Industrial is only aware of an employee’s personal status if he/she chooses to disclose it. In September 2015, IVECO France agreed with all 5 trade unions represented in CNH Industrial to implement, for an indefinite term, the agreement signed in 2007 (and subsequently renewed in 2012) setting specific rules and measures aimed at the recruitment, training, and development of people with disabilities and at their long-term employment. As of March 2017, CNH Industrial also entered into a 3-year agreement with all the trade unions in France represented in CNH Industrial, which establishes provisions for employees with disabilities very similar to those in the IVECO agreement. In Europe, awareness of intellectual and physical disabilities was also promoted through the many initiatives in place to engage and integrate people with disabilities in the workforce. In Spain, for example, CNH Industrial renewed this commitment by collaborating once again with local NGO Fundación Roncalli Juan XXIII in support of the enclave laboral, resulting in the hiring of workers with physical disabilities at the manufacturing plant in Madrid. CNH Industrial also continued to support the Integracamp project to promote cognitive impairment awareness and build diversity values among employees’ children from an early age. Moreover, as part of its diversity and inclusion projects, CNH Industrial actively participated in a number of job fairs focused on the employment of persons with disabilities. 

• Promoting awareness of unconscious bias
• CNH Industrial promoted awareness of unconscious bias, in various ways. In Argentina, for example, conferences open to all were organised, attendance voluntary, with a focus on the value of an inclusive environment within an organisation, recognising diversity bias, and practical tools to instigate change. CNH Industrial aims to make diversity and inclusion a competitive advantage for the company, and to create an environment that encourages creative ideas, excludes bias, and retains talent. Evidence of this commitment is its Diversity Committee in South America specifically supporting diversity and promoting inclusivity, as well as the letter of intention sent by the regional head of HR to external recruitment agencies at the beginning of 2019, inviting them to present diversity candidates (such as women for leadership roles, professionals with special needs, people from immigrant and LGBT+2 communities, black professionals, and mothers).

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:

• Sustainable Development Goal (SDG) 5: Gender Equality
• Targets: 5.1, 5.5
• Sustainable Development Goal (SDG) 8: Decent Work and Economic Growth
• Targets: 8.5

 

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 CNH Industrial, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original, please revert to the 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 CNH Industrial: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us.

What are the material issues the company has identified?

In its 2020 ESG Report Wells Fargo identified a range of material issues, such as business ethics, climate risk management, community development, customer privacy and data security, environmental and social due diligence, fair and responsible lending and pricing. Among these, promoting workplace diversity stands out as a key material issue for Wells Fargo.

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 Wells Fargo engages with:

Stakeholder Group

Customers

Employees

Community members

Suppliers

Shareholders

Regulators

Media

Analysts

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Wells Fargo interviewed internal and external stakeholders, also including content from stakeholders representing Wells Fargo customers, employees, ESG (Environmental, Social and Governance) investors, government, media, NGOs, and financial peers.

What actions were taken by Wells Fargo to promote workplace diversity?

In its 2020 ESG Report Wells Fargo reports that it took the following actions for promoting workplace diversity:

• Introducing diversity and inclusion councils
• Wells Fargo has diversity and inclusion councils at the line-of-business and functional levels, and for its cross-enterprise international regions. They are all aligned with and support the enterprise diversity and inclusion strategy, which focuses on employee outcomes, marketplace (including customers and suppliers), and advocacy (external relationships, community, and reputation efforts). Wells Fargo’s Enterprise Diversity and Inclusion Council members collaborate on priority initiatives with members of its line-of-business and international diversity councils and employee resource groups.

• Launching employee resource groups
• Wells Fargo’s employee resource groups are devoted to professional growth and education, community outreach, recruiting and retention, business development, and customer insight. The networks, with chapters around the globe, are organised by employees who share a common background, experience or other affinity, and are open to all employees. They promote cultural competence and provide a place for employees to connect, learn, build and leverage their skills, and impact business outcomes. Wells Fargo has 10 employee groups representing diversity dimensions including Asian, Black and African American, Disabilities, Latin, Middle East, Generational, Native Peoples, LGBTQ (lesbian, gay, bisexual, and transgender), Veterans, and Women’s.

• Providing diversity and inclusion training
• Seeking, accepting, and encouraging diverse perspectives and making sure others feel included and valued are behavioural expectations at Wells Fargo. Accordingly, Wells Fargo asks employees to familiarise themselves with its diversity and inclusion strategy, priorities, and available tools and training. Employees complete training that focuses on understanding Wells Fargo’s diversity and inclusion foundations, recognising unconscious bias, appreciating differences, and leading inclusively. Wells Fargo also offers experiential learning programmes to provide deeper learning and collaboration on key diversity and inclusion initiatives and topics.

• Collaborating to attract, develop, and retain diverse individuals
• Wells Fargo’s goal is for its employees to reflect the diversity of the communities it To that end, Wells Fargo seeks to attract, develop, and retain the best-qualified, most diverse group of employees it can find and also works to foster an inclusive culture that values differences and is open to new ideas. Wells Fargo works with multiple diversity organisations that focus on racially and ethnically diverse communities, women, veterans, people with disabilities, and the LGBTQ (lesbian, gay, bisexual, and transgender) community. These organisations provide Wells Fargo with an opportunity to build relationships and recruit diverse talent at different stages of professional life. Wells Fargo’s employees are active members of these organisations and some serve in leadership roles. These groups also offer employees developmental opportunities at their annual conferences and chapter-level events throughout the year. Through a combination of direct recruiting and support of these partner organisations, Wells Fargo engages in a host of activities to educate, support, and attract diverse talent. Key partners include:
  • The Hispanic Scholarship Fund
  • The National Association of Black Accountants
  • The National Black MBA Association
  • The United Negro College Fund
  • Management Leadership for Tomorrow
  • The Forte Foundation (Women in Business)
  • Women in Technology International (WITI)
  • ROMBA (Reaching out MBA – LGBTQ)
  • ASCEND (Asian Professional organisation)

• Supporting employees with disabilities
• Wells Fargo seeks solutions and reasonable accommodations that will help its employees with disabilities or medical restrictions successfully do their jobs. Accordingly, Wells Fargo collaborates with employees to explore such accommodations through a dedicated team of diverse multidisciplinary professionals with expertise in occupational health and psychiatric nursing, vocational rehabilitation, behavioural/mental health, ergonomics, disability management, human resources, employee relations, benefits, and leave administration.

• Hiring military veterans
• Wells Fargo employs military veterans, veterans with disabilities, and active and reserve duty military personnel and their families, and backs that commitment with a variety of resources, educational information, and career guidance. For military members seeking employment with it, Wells Fargo offers the Veteran Employment Transition (VET) Programme, Military Apprenticeships, and its Boots 2 Banking hiring initiative. These platforms offer candidates opportunities to gain financial service industry experience. For family members, Wells Fargo offers the Wells Fargo Veterans Scholarship, Military Property Care, and Hands on Banking. In addition to the direct support Wells Fargo offers to military members and their families, it also provides indirect assistance to the military community through its involvement and contributions to various Veteran Service Organisations and military family support programme Wells Fargo also offers support through foundation donations, employee volunteer hours, and event sponsorship.

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:

• Sustainable Development Goal (SDG) 5: Gender Equality
• Targets: 5.1, 5.5
• Sustainable Development Goal (SDG) 8: Decent Work and Economic Growth
• Targets: 8.5

 

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 Wells Fargo, 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 Wells Fargo: 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 Impact Report Bloomberg identified a range of material issues, such as customer privacy/ data security, energy, risk management/ compliance, ethics, competitive behaviour. Among these, promoting workplace diversity stands out as a key material issue for Bloomberg.

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 Bloomberg engages with:

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

Stakeholder Group	Method of engagement
Customers	·      Bloomberg Professional Services annual customer survey ·      Market research ·      Customer education ·      Help desk tickets ·      Sales visits ·      Market-led initiatives and events
Employees	·      Events and training ·      Emails and newsletters ·      Diversity & Inclusion Communities ·      Sustainability Squads, employee ambassador groups that promote sustainability activities locally
Suppliers	·      Supplier Code of Conduct ·      Sustainability requirements in relevant requests for proposal and master service agreements
Nongovernmental organisations (NGOs)	·      Nonprofit and industry group consultation and collaboration ·      Sustainability conferences ·      Newsletters and other publications

What actions were taken by Bloomberg to promote workplace diversity?

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

• Promoting inclusion
• Seeking to create an inclusive workplace culture, Bloomberg partners with its eight Bloomberg Communities, employee-run networks structured around different dimensions of diversity, to activate diversity and inclusion in business processes and outcomes. Additionally, Bloomberg’s global Inclusive Leadership programme, mandatory for managers and team leaders, is led by the Centre for Inclusive Leadership, and includes a two-hour training course that provides tools to help facilitate the shift to conscious inclusion. Throughout 2019, Bloomberg also brought together team leaders and managers across the globe for Inclusion Dialogues. These were a series of open and honest discussions on diversity and inclusion, covering topics such as mental health, race and gender, religious bias and accommodations, advancing LGBT+ allyship (lesbian, gay, bisexual, and transgender) and intersectionality. Led by guest speakers, these dialogues aimed to raise awareness, bring ideas and suggestions to the fore and equip managers with practical approaches they could immediately implement with their teams.

• Working towards gender parity
• Fostering a culture where all employees, regardless of gender or any other classification, are empowered to thrive is a long-time commitment and an ongoing focus at Bloomberg. Currently, 33 percent of Bloomberg’s employees are women. Bloomberg is determined to achieve greater gender balance in its workforce and has launched a variety of external and internal initiatives to hire, retain and advance more female talent. In 2019, Bloomberg continued its GOAL (Growth, Opportunities, Access and Leadership) development programme, led by its partner, Diversity Practice. The four-day, in-person programme is designed to boost the careers of female and ethnically diverse employees by enhancing their existing skill sets to better prepare them to become experts in a particular domain, develop new projects or pursue leadership roles. Already running in EMEA (Europe, the Middle East and Africa) since 2016, GOAL was rolled out in the U.S. in 2019 and offered in APAC (Asia-Pacific) in 2020. Bloomberg also created its Senior Women’s Forum, a group for women in senior positions at Bloomberg, and established the Bloomberg Women’s Buy-side Network, an informal community for women in the asset management industry in Asia.

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:

• Sustainable Development Goal (SDG) 5: Gender Equality
• Targets: 5.1, 5.5
• Sustainable Development Goal (SDG) 8: Decent Work and Economic Growth
• Targets: 8.5

 

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

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References:

1) This case study is based on published information by Bloomberg, 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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