Sector: Logistics Archives - SustainCase - Sustainability Magazine https://sustaincase.com/category/logistics/ Insights on how you can protect the environment, maintain and increase the value of your company, through a structured CSR/Sustainability process with the use of the GRI Standards. Learn how Today's Best-Run Companies are achieving Economic, Social, and Environmental Success - and How You Can Too... Mon, 01 Jul 2024 09:59:18 +0000 en-US hourly 1 https://wordpress.org/?v=7.1.4 Case study: How InPost creates economic value for its stakeholders https://sustaincase.com/case-study-how-inpost-creates-economic-value-for-its-stakeholders/ Mon, 01 Jul 2024 06:10:41 +0000 https://sustaincase.com/?p=19279 InPost S.A. is Europe’s leading e-commerce delivery partner, providing automated parcel machine (APM) delivery services, door-to-door delivery services, Pick Up Drop Off (PUDO), and fulfilment services to e-commerce merchants. Driving sustainable business models in addition to profitability has been essential for pursuing InPost’s purpose – becoming the leading environmentally-friendly out-of-home platform for e-commerce -, translating into effective value creation for all its stakeholders. This case study is based on the 2022 Annual Report by InPost, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability […]

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]]> InPost S.A. is Europe’s leading e-commerce delivery partner, providing automated parcel machine (APM) delivery services, door-to-door delivery services, Pick Up Drop Off (PUDO), and fulfilment services to e-commerce merchants. Driving sustainable business models in addition to profitability has been essential for pursuing InPost’s purpose – becoming the leading environmentally-friendly out-of-home platform for e-commerce -, translating into effective value creation for all its stakeholders.

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

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Abstract

In 2022, the economic value distributed by InPost reached PLN 6.603.3 million.  Tweet This! In order to create economic value for its stakeholders InPost took action to:

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

What are the material issues the company has identified?

In its 2022 Annual Report InPost identified a range of material issues, such as access to logistics services (price, location, accessibility for the disabled), emissions, sustainable consumer habits, equal opportunities, no discrimination (due to e.g., age, nationality, gender), integrity and ethics in all business activities, regulatory compliance / compliance with requirements. Among these, creating economic value for its stakeholders stands out as a key material issue for InPost.

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 InPost engages with:

Stakeholder Group                Method of engagement (Inform)
Shareholders

 

 ·      Meetings

·      Online communication

·      Briefings
Merchants

 

 ·      Social media and digital tools (websites, mailing, apps)

·      Advertising and educational campaigns

·      Surveys

·      Direct contact
Customers

 

 ·      Post

·      Social media and digital tools (such as websites, mailing, apps and newsletters)

·      Traditional and online advertising campaigns

·      PR channels
Couriers

 

 ·      Morning briefings

·      Direct contact

·      Push notifications

·      App

·      Online messenger

·      Surveys
Employees

 

 ·      Intranet

·      Mailings

·      InPost News

·      InTalk

·      Posters

·      Screens

·      Meetings
Suppliers

 

 ·      Mailings

·      Online meetings

·      Direct meetings

·      Fairs

·      Informal networking
Local communities and NGOS

 

 ·      Online meetings

·      Phone calls

·      E-mail

·      Direct meetings
Media

 

 ·      PR channels

·      InPost’s social media

·      Digital tools
City departments and municipalities

 

 ·      Online meetings

·      Phone calls

·      E-mail

·      Direct meetings
Business Partners

 

 ·      Online meetings

·      Phone calls

·      E-mail

·      Direct meetings

How stakeholder engagement was made to identify material issues

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

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

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

  • Creating economic value for employees
  • In 2022, InPost paid PLN 850.1 million for employee wages and benefits.
  • Creating economic value for providers of capital
  • In 2022, InPost paid PLN 255.8 million to providers of capital.
  • Creating economic value for the government
  • In 2022, InPost paid PLN 226.4 million to the government.
  • Creating economic value for communities
  • In 2022, InPost spent PLN 9.0 million in community investments.

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

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

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

 

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

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

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

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

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

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

See upcoming training dates.

References:

This case study is based on published information by InPost, 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://inpost.eu/sites/default/files/2023-03/InPost%20IAR%202022.pdf

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

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

]]> Case study: How Traxión creates economic value for its stakeholders https://sustaincase.com/case-study-how-traxion-creates-economic-value-for-its-stakeholders/ Wed, 25 Oct 2023 06:13:30 +0000 https://ccprowebs.com/new-sustaincase.com/?p=15480 Traxión is the leading company in mobility and logistics in Mexico, offering the broadest portfolio of integrated solutions in the industry. This is reflected in the way in which Traxión distributes its economic value generated in several item lines such as employee remuneration, investments in the community, taxes, and the generation of opportunities in its supply chain. This case study is based on the 2021 Integrated Report by Traxión, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, […]

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

]]> Traxión is the leading company in mobility and logistics in Mexico, offering the broadest portfolio of integrated solutions in the industry. Based on its operational and financial management, Traxión’s goal is to create value for its stakeholders.  Tweet This! This is reflected in the way in which Traxión distributes its economic value generated in several item lines such as employee remuneration, investments in the community, taxes, and the generation of opportunities in its supply chain.

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

Being the leader in mobility and logistics and creating sustainable, long-term value for all its stakeholders is a top priority for Traxión. In order to create economic value for its stakeholders Traxión took action to:

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

What are the material issues the company has identified?

In its 2021 Integrated Report Traxión identified a range of material issues, such as ethics and transparency, innovation and technology, training and development, legal/regulatory compliance. Among these, creating economic value for its stakeholders stands out as a key material issue for Traxión.

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 Traxión engages with:

Stakeholder Group                Method of engagement
Employees

 

 ·      Integrated report

·      Work environment surveys

·      Email/website

·      Training and workshops

·      Reporting line
Customers

 

 

 

 ·      Meetings

·      Email/website

·      Service survey

·      Integrated report

·      Reporting line
Shareholders and Investors

 

 

 ·      Meetings

·      Integrated report/quarterly reports

·      Website (investors + sustainability)

·      Email/Questionnaires ESG (CSA, CDP, etc.)
Suppliers

 

 ·      Meetings

·      Training and workshops

·      Integrated report

·      Email/website

·      Reporting line
Authorities and regulators

 

 

 ·      Meetings

·      Integrated report

·      Email/website

·      Reporting line

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Traxión engaged with its stakeholders through an online survey.

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

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

  • Creating economic value for employees
  • In 2021, Traxión paid MXN 3,894,948 thousand for employee salaries and benefits.
  • Creating economic value for suppliers of capital
  • In 2021, Traxión paid MXN 576,300 thousand to suppliers of capital.
  • Creating economic value for the government
  • In 2021, Traxión paid MXN 300,035 thousand in taxes.
  • Creating economic value for communities
  • In 2021, Traxión spent MXN 5,921 thousand in community investment.

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

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

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

 

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

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

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

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

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

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

See upcoming training dates.
References:

This case study is based on published information by Traxión, 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:

http://www.traxion.global/assets/assets/II21_ENG.pdf

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

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

]]> Case study: How EcoRodovias creates economic value for its stakeholders https://sustaincase.com/case-study-how-ecorodovias-creates-economic-value-for-its-stakeholders/ Wed, 28 Jun 2023 05:56:34 +0000 https://ccprowebs.com/new-sustaincase.com/?p=15179 With more than two decades of experience and business in regions that are strategic to the Brazilian economy, EcoRodovias is a business group operating in the infrastructure and logistics industry, focusing on the highway concessions sector. This case study is based on the 2020 Integrated Report by EcoRodovias, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing.  […]

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

]]> With more than two decades of experience and business in regions that are strategic to the Brazilian economy, EcoRodovias is a business group operating in the infrastructure and logistics industry, focusing on the highway concessions sector. Creating value for all its stakeholders through the management of highway assets in a sustainable, synergetic, ethical and innovative manner is a top priority for EcoRodovias.  Tweet This!

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

EcoRodovias has long-term planning designed to strengthen its leadership in the market, guaranteeing the sustainable generation of results, along with the creation of value for its stakeholders. In order to create economic value for its stakeholders EcoRodovias took action to:

  • create economic value for employees
  • create economic value for the government
  • create economic value for third parties

What are the material issues the company has identified? 

In its 2020 Integrated Report EcoRodovias identified a range of material issues, such as ethics, integrity and anti-corruption, operational excellence, climate change, highway safety, user satisfaction. Among these, creating economic value for its stakeholders stands out as a key material issue for EcoRodovias.

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 EcoRodovias engages with:  

Stakeholder Group
Shareholders
Government
Employees
Users
Communities
Business partners

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics EcoRodovias engaged with its stakeholders through an online study involving 261 employees, 86 members of the community, 42 suppliers, 25 regulators and 26 members of the public sector. Three representatives of regulatory bodies were also interviewed, along with 24 investors and six of the company’s executives and members of senior management. In addition to these, 604 users were consulted.

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

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

  • Creating economic value for employees
  • In 2020, EcoRodovias paid R$ 376,745 (in R$ thousands) for its personnel.
  • Creating economic value for the government
  • In 2020, EcoRodovias paid R$ 852,938 (in R$ thousands) in taxes, charges and contributions.
  • Creating economic value for third parties
  • In 2020, EcoRodovias paid R$ 863,201 (in R$ thousands) for remuneration of third-party capital.

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

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

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

 

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

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

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

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

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

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

See upcoming training dates.
References:

This case study is based on published information by EcoRodovias, 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://wappstorge.blob.core.windows.net/assets/ecorodovias-portal/media/sustainability-report/attachments/source/20210708150950957-Integrated%20Report%20EcoRodovias%202020.pdf

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

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

]]> Case study: How Airpharm creates economic value for its stakeholders https://sustaincase.com/case-study-how-airpharm-creates-economic-value-for-its-stakeholders/ Mon, 29 May 2023 06:01:50 +0000 https://ccprowebs.com/new-sustaincase.com/?p=15091 Airpharm is a constantly growing logistics organisation that offers, among others, international import and export, logistics, warehousing and distribution, and foreign trade and technical consulting services, specialised in the chemical-pharmaceutical, veterinary and cosmetic sectors. Airpharm seeks to generate, through its operations, maximum economic value, and ensure its balanced distribution among its stakeholders. This case study is based on the 2020 Corporate Social Responsibility Report by Airpharm, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) […]

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

]]> Airpharm is a constantly growing logistics organisation that offers, among others, international import and export, logistics, warehousing and distribution, and foreign trade and technical consulting services, specialised in the chemical-pharmaceutical, veterinary and cosmetic sectors. Airpharm seeks to generate, through its operations, maximum economic value, and ensure its balanced distribution among its stakeholders.

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

Abstract

Creating sustainable economic value in the long term for all its stakeholders, is a top priority for Airpharm.  Tweet This! In order to create economic value for its stakeholders Airpharm took action to:

  • create economic value for employees
  • create economic value for capital providers
  • create economic value for public administrations
  • support communities

What are the material issues the company has identified?

In its 2020 Corporate Social Responsibility Report Airpharm identified a range of material issues, such as sustainable use of resources, workplace health and safety, environmental compliance, circular economy and waste prevention and management. Among these, creating economic value for its stakeholders stands out as a key material issue for Airpharm.

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 Airpharm engages with:   

Stakeholder Group
Employees
Customers
Shareholders
Providers
Community

How stakeholder engagement was made to identify material issues

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

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

In its 2020 Corporate Social Responsibility Report Airpharm reports that it took the following actions for creating economic value for its stakeholders:

  • Creating economic value for employees
  • In 2020, Airpharm paid € 12.637.598 in employee costs.
  • Creating economic value for capital providers
  • In 2020, Airpharm paid € 28.889 to capital providers.
  • Creating economic value for public administrations
  • In 2020, Airpharm paid € 326.484 to public administrations.
  • Supporting communities
  • In 2020, Airpharm paid € 53.915 in community benefit investments.

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

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

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

 

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

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

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

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

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

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

See upcoming training dates.
References:

This case study is based on published information by Airpharm, 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.airpharmlogistics.com/wp-content/uploads/2021/08/memoria-airpharm-rsc-2020-en.pdf

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

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

]]> Case study: How Royal Mail promotes sustainability across its supply chain https://sustaincase.com/case-study-how-royal-mail-promotes-sustainability-across-its-supply-chain/ Fri, 01 Jul 2022 06:14:14 +0000 https://ccprowebs.com/new-sustaincase.com/?p=13808 Royal Mail operates throughout the UK, and also offers letter and parcel delivery services internationally, through its international operation, General Logistics Systems (GLS), across 40 countries and nation states. , as this is an essential way in which it operates. This case study is based on the 2020-21 Corporate Responsibility Report by Royal Mail, prepared in accordance with the GRI Standards, that can be found at this link. Royal Mail’s new, 2021-22 ESG report, can also be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) […]

The post Case study: How Royal Mail promotes sustainability across its supply chain appeared first on SustainCase - Sustainability Magazine.

]]> Royal Mail operates throughout the UK, and also offers letter and parcel delivery services internationally, through its international operation, General Logistics Systems (GLS), across 40 countries and nation states. Royal Mail is committed to embedding high standards of social, ethical and environmental conduct across its supply chain  Tweet This!, as this is an essential way in which it operates.

This case study is based on the 2020-21 Corporate Responsibility Report by Royal Mail, prepared in accordance with the GRI Standards, that can be found at this link. Royal Mail’s new, 2021-22 ESG report, can also be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing.

Abstract

Royal Mail has thousands of suppliers, who each have the ability to help create positive economic, social and environmental opportunities in the communities Royal Mail serves. In order to promote sustainability across its supply chain Royal Mail took action to:

  • implement a Responsible Procurement Code of Conduct
  • assess supply chain risks
  • screen and audit suppliers

What are the material issues the company has identified?

In its 2020-21 Corporate Responsibility Report Royal Mail identified a range of material issues, such as climate change and emissions reduction, customer service, health, safety and wellbeing, community impacts. Among these, promoting sustainability across its supply chain stands out as a key material issue for Royal Mail.

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 Royal Mail engages with:

Stakeholder Group
Customers
Investors
Unions
Communities
Suppliers
Governments

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Royal Mail engaged with its stakeholders through one-to-one interviews, surveys and an external stakeholder panel.

What actions were taken by Royal Mail to promote sustainability across its supply chain?

In its 2020-21 Corporate Responsibility Report Royal Mail reports that it took the following actions for promoting sustainability across its supply chain:

  • Implementing a Responsible Procurement Code of Conduct
  • Royal Mail sets clear environmental, social and ethical expectations for its suppliers in its Responsible Procurement Code of Conduct, which requires suppliers to comply with internationally recognised standards, such as the UN Global Compact Principles on topics covering human and labour rights, anti-corruption and environmental protection. The GLS Supplier Code is based on the same UN framework. GLS expects suppliers to respect the standards laid out in the Code, implement them using appropriate measures, and adhere to them in their business activities. They must also take appropriate measures to ensure that the standards are met by their own supply chain.
  • Assessing supply chain risks
  • Engaging new suppliers poses potential reputational, financial or legal risks to Royal Mail. The level of risk is therefore assessed during the on-boarding of new suppliers using a number of factors. Royal Mail pre-screens all potential suppliers before asking them to participate in a tender. During invitation to tender it asks additional questions about their CR performance. Risks associated with the supplier are assessed based on the geography, size, business sector and scope, and recorded on the Procurement Risk Register. Risks are reviewed weekly to assess whether additional risk mitigation measures are required. Critical risks may be escalated to the Board or Board members for approval. Royal Mail’s Procurement Risk Register outlines its most critical supply chain risks as well as the risks most relevant to each of its supplier categories. The risks Royal Mail identified that are most prominent to ensuring responsible business operations are the following: reputation, probity, compliance (legal and regulatory), safety, environmental and materials provenance and equality, fairness and diversity. Royal Mail regularly reviews the Register to make sure that it is identifying new risks and setting out mitigating actions.
  • Screening and auditing suppliers
  • The large majority of new suppliers state their compliance with Royal Mail’s Responsible Procurement Code, which aligns to the UN Global Compact Principles. Where suppliers do not confirm compliance with Royal Mail’s code, Royal Mail undertakes additional screening by reviewing the supplier’s own policies and business standards where available, and undertakes additional screening through the GAN Integrity screening service. This service provides Royal Mail with information related to previous investigations that may have been conducted on a supplier as well as any convictions or adverse press. In some cases, Royal Mail may require third-party audits. During FY2020-21, a programme of on-site audits took place with 16 subcontractors. The results, including the remediation plans and evidence of completion were reported via the Supplier Ethical Data Exchange (Sedex) platform. Sedex allows Royal Mail to track its suppliers’ ESG (environmental, social and governance) performance as well as conduct third-party audits to ensure their accuracy of disclosure. In the event that a supplier fails to meet Royal Mail’s standards, it takes decisive action such as removing them from its supply chain. GLS expects the same high standards of ethical practice in its supply chain that it follows in its own business. Every GLS employee involved in selecting business partners and suppliers is responsible for ensuring that the appropriate processes are followed. All GLS suppliers are expected to comply with its Supplier Code of Conduct.

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

The GRI Standards addressed in this case are:

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

2) Disclosure 308-2 Negative environmental impacts in the supply chain and actions taken

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

4) Disclosure 414-2 Negative social impacts in the supply chain and actions taken

 

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

Disclosure 308-2 Negative environmental impacts in the supply chain and actions taken does not correspond to any SDG.

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

Disclosure 414-2 Negative social impacts in the supply chain and actions taken corresponds to:

 

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

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

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

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

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

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

See upcoming training dates.
References:

This case study is based on published information by Royal Mail, 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.royalmailgroup.com/media/11488/royal-mail-group-cr-report-2020-21-interactive-final.pdf

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

The post Case study: How Royal Mail promotes sustainability across its supply chain appeared first on SustainCase - Sustainability Magazine.

]]> Case study: How FedEx promotes sustainability among its suppliers https://sustaincase.com/case-study-how-fedex-promotes-sustainability-among-its-suppliers/ Wed, 11 May 2022 06:09:52 +0000 https://ccprowebs.com/new-sustaincase.com/?p=13616 With over 5,000 operating facilities worldwide, FedEx connects the global economy through innovative technologies, pioneering approaches, and customer-focused solutions. and, accordingly, all of its suppliers are expected to uphold the principles in FedEx’s Code of Conduct, and aspire to meet FedEx’s other CSR commitments. This case study is based on the 2020 Global Citizenship Report by FedEx, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy […]

The post Case study: How FedEx promotes sustainability among its suppliers appeared first on SustainCase - Sustainability Magazine.

]]> With over 5,000 operating facilities worldwide, FedEx connects the global economy through innovative technologies, pioneering approaches, and customer-focused solutions. FedEx is committed to promoting sustainability across its supply chain  Tweet This! and, accordingly, all of its suppliers are expected to uphold the principles in FedEx’s Code of Conduct, and aspire to meet FedEx’s other CSR commitments.

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

Abstract

As FedEx grows its business through acquisitions, it also works to embed sustainability principles among its suppliers through clearly articulated expectations, awareness raising, contract language, and evaluations. In order to promote sustainability among its suppliers FedEx took action to:

  • use best practices and tools to improve supply chain sustainability
  • promote sustainable purchasing

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 the transportation fleet, workplace safety and team member security. Among these, promoting sustainability among its suppliers 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 conducted phone interviews with representatives from academia, customers, industry associations, media, NGOs, and suppliers, along with an online survey.

What actions were taken by FedEx to promote sustainability among its suppliers?

In its 2020 Global Citizenship Report FedEx reports that it took the following actions for promoting sustainability among its suppliers:

  • Using best practices and tools to improve supply chain sustainability
  • FedEx’s SRM (Supplier Relationship Management) team leads efforts to improve sustainability in FedEx’s supply chain through a variety of best practices and tools, including the following:
    • Sustainability-related questionnaires are included in FedEx’s requests for qualifications and proposals (RFx) in core categories. A database tracks adherence and supports a rigorous, consistent process.
    • Sustainability-related contract language is included in 99.6% of FedEx’s key supplier contracts as of FY19. This language addresses supplier performance in environmental, social, labour, and human rights areas, including child and forced labour and is included in all new or amended supplier agreements.
    • During FY19, sustainability criteria were included in 100% of scorecards used to evaluate suppliers.
    • Training, awareness raising, and a focus on continuous improvement among SRM team members help to institutionalise sustainable supply chain practices.
    • Mechanisms are in place to ensure sustainable products are used as intended to deliver the expected sustainability benefits. The SRM team provides FedEx operating companies with a convenient system to submit any sourcing concerns, such as receiving an incorrect item or a product that cannot be used as planned.
  • Promoting sustainable purchasing
  • In FY19, FedEx continued its involvement in the SPLC (Sustainable Purchasing Leadership Council), of which it is a founding member. FedEx is actively involved in the Strategic Advisory Committee and in promoting the use of SPLC guidance by other companies. FedEx’s best-practice sourcing criteria and metrics for sustainability are informed by SPLC and customised for its business. Leveraging external platforms for a more sustainable supply chain extends to FedEx Express International as well, where sourcing aligns with ISO 20400 guidance for sustainable procurement. The programme includes supplier risk screening to identify categories of goods and regions known to present inherent risks, along with training and guidelines for sustainable procurement. Future plans for FedEx’s international operations include providing buyers with a standardised set of RFx questions for sustainable procurement and information to support specialised purchases, such as electric vehicles.

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

The GRI Standards addressed in this case are:

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

2) Disclosure 308-2 Negative environmental impacts in the supply chain and actions taken

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

4) Disclosure 414-2 Negative social impacts in the supply chain and actions taken

 

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

Disclosure 308-2 Negative environmental impacts in the supply chain and actions taken does not correspond to any SDG.

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

Disclosure 414-2 Negative social impacts in the supply chain and actions taken corresponds to:

 

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

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

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

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

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

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

See upcoming training dates.
References:

This case study is based on published information by 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 following link:

https://sustainability.fedex.com/FedEx_2020_Global_Citizenship_Report.pdf

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.

The post Case study: How FedEx promotes sustainability among its suppliers appeared first on SustainCase - Sustainability Magazine.

]]> Case study: How UPS promotes employee development https://sustaincase.com/case-study-how-ups-promotes-employee-development/ Mon, 04 Oct 2021 06:12:31 +0000 https://ccprowebs.com/new-sustaincase.com/?p=12936 UPS is a global leader in logistics, providing a broad range of solutions that transport packages and freight, facilitating international trade, and deploying advanced technology to more efficiently manage the world of business. Once it has successfully recruited new employees, UPS retains them by promoting from within, offering a range of continuous training and talent development opportunities, and identifying employee potential early to accelerate career development. This case study is based on the 2019 Sustainability Progress Report by UPS published on the Global Reporting Initiative Sustainability Disclosure Database that can be found at this link. Through all case studies we aim […]

The post Case study: How UPS promotes employee development appeared first on SustainCase - Sustainability Magazine.

]]> UPS is a global leader in logistics, providing a broad range of solutions that transport packages and freight, facilitating international trade, and deploying advanced technology to more efficiently manage the world of business. Once it has successfully recruited new employees, UPS retains them by promoting from within, offering a range of continuous training and talent development opportunities, and identifying employee potential early to accelerate career development.

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

Abstract

Focused on ongoing employee development, UPS seeks to help UPSers hone the skills needed to excel in their roles  Tweet This! and achieve their long-term career goals. In order to promote employee development UPS took action to:

  • implement an Education Assistance programme
  • evaluate employee performance

What are the material issues the company has identified?

In its 2019 Sustainability Progress Report UPS identified a range of material issues, such as economic performance, data privacy, workforce diversity, digital and physical asset security. Among these, promoting employee development stands out as a key material issue for UPS.

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 UPS engages with:  

Stakeholder Group                Method of engagement
Customers ·      Customer Satisfaction Survey

·      Quarterly Business Reviews and regular meetings

·      Market research

·      UPS.com

·      Social media

·      UPS-sponsored events

·      UPS drivers
Active and Retired

Employees

 ·      UPS Culture Survey

·      Business Resource Groups

·      Daily prework communications meetings

·      Health & Safety Committees

·      UPSers.com and UPSers Connect

·      Social media

·      Union representatives

·      Joint labour-management committees

·      Town Hall meetings
Policymakers and Government Officials

 

 ·      Global advocacy and relationship building

·      Multifaceted thought leadership strategy

·      Facility visits and targeted outreach

·      Collaborative partnerships
Investors

 

 ·      Investor conferences

·      Quarterly earnings communications

·      Shareholder meeting

·      Annual report

·      Proxy statement

·      Ratings and rankings

·      Investor website
Communities

 

 ·      The UPS Foundation

·      Employee Volunteer Programme

·      Community involvement committees

·      Humanitarian relief and resilience activities
NGOs

 

 ·      Regular dialogue

·      Topic-specific conferences and events
Suppliers

 

 ·      Top Supplier meetings

·      Supplier Diversity Strategy, including conferences, events, training, and other programming

·      Research and development of alternative vehicle technologies

·      One-on-one meetings with suppliers, including assessments and reviews

How stakeholder engagement was made to identify material issues

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

What actions were taken by UPS to promote employee development?

In its 2019 Sustainability Progress Report UPS reports that it took the following actions for promoting employee development:

  • Implementing an Education Assistance programme
  • Through the Education Assistance programme UPS helps its people finance their education through one of the more generous tuition reimbursement programmes in the marketplace. Students can use up to $25,000 for their education and attend school while working part-time or full-time at UPS. This is an important recruiting and retention tool. Since the programme began in 1997, UPS has invested in the college tuition of more than 300,000 employees, including more than 13,000 in 2019. When it comes to ongoing development, UPS focuses on a more self-directed development model in which UPSers and their managers collaborate to determine the most beneficial training programmes and development opportunities on an individual basis. Training and development opportunities include constructive feedback, coaching, and counselling from managers and co-workers. Employees receive formal and informal development delivered through live and virtual classrooms, on-the-job training, committee participation, and special assignments. Additionally, self-development opportunities are available around the clock through an extensive eLearning library in UPS University, an enterprise-wide learning management system and component of UPS’s global talent management system, My Talent Centre. In 2019, UPS invested more than $1 billion in training programmes, and UPSers dedicated more than 17 million hours in training at an average investment-per-learner of approximately $1,190.
  • Evaluating employee performance
  • UPS’s management teams prepare and identify meaningful career development plans throughout the year, utilising performance discussions, assessments on leadership skills and UPS values, and constant feedback. To develop plans for future growth, management employees identify areas of interest, aspirations, and opportunities for career progression. Through regular discussions, assessments, and feedback, employees determine their strengths and opportunities, and are encouraged to focus on career goals. In 2017, UPS embarked on an enterprise-wide initiative involving the redesign of many talent management processes and the implementation of a newly integrated technology platform. This initiative included comprehensive behaviour training on managing performance and career development to help effectively execute the new processes. In 2019, 99 percent of women and men in senior and middle management roles in the U.S. received regular performance reviews.

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

The GRI Standards addressed in this case are:

1) Disclosure 404-2 Programs for upgrading employee skills and transition assistance programs

2) Disclosure 404-3 Percentage of employees receiving regular performance and career development reviews

 

Disclosure 404-2 Programs for upgrading employee skills and transition assistance programs corresponds to:

Disclosure 404-3 Percentage of employees receiving regular performance and career development reviews corresponds to:

 

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

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

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

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

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

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

See upcoming training dates.
References:

1) This case study is based on published information by UPS, 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 UPS: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us.

The post Case study: How UPS promotes employee development appeared first on SustainCase - Sustainability Magazine.

]]> Case study: How FedEx promotes employee health and wellness https://sustaincase.com/case-study-how-fedex-promotes-employee-health-and-wellness/ Wed, 29 Sep 2021 06:09:00 +0000 https://ccprowebs.com/new-sustaincase.com/?p=12929 With more than 5,000 operating facilities globally, FedEx connects the global economy through innovative technologies, pioneering approaches, and customer-focused solutions. , by providing an array of programmes that help its people and their loved ones stay at their best level of health, lifelong. This case study is based on the 2020 Global Citizenship Report by FedEx published on the Global Reporting Initiative Sustainability Disclosure Database that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, […]

The post Case study: How FedEx promotes employee health and wellness appeared first on SustainCase - Sustainability Magazine.

]]> With more than 5,000 operating facilities globally, FedEx connects the global economy through innovative technologies, pioneering approaches, and customer-focused solutions. FedEx is committed to supporting the physical and behavioural health and wellbeing of its team members and their families  Tweet This!, by providing an array of programmes that help its people and their loved ones stay at their best level of health, lifelong.

This case study is based on the 2020 Global Citizenship Report by FedEx published on the Global Reporting Initiative Sustainability Disclosure Database that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing.

Abstract

FedEx believes that its success depends on the talent, dedication, and well-being of its people. Providing them with competitive healthcare, wellness, retirement, and other benefits supports its team members’ quality of life and enables them to perform at their best. In order to promote employee health and wellness FedEx took action to:

  • offer high-quality, affordable benefits
  • provide access to healthcare
  • promote work-life balance
  • implement an employee assistance programme
  • apply wellness programmes

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:

 

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.

The post Case study: How FedEx promotes employee health and wellness appeared first on SustainCase - Sustainability Magazine.

]]> Case study: How ACT promotes ethical business practices https://sustaincase.com/case-study-how-act-promotes-ethical-business-practices/ Mon, 27 Sep 2021 06:06:32 +0000 https://ccprowebs.com/new-sustaincase.com/?p=12923 Aqaba Container Terminal (ACT) is the gateway for import and export cargo trading between the Levant region and the rest of the world, and the logistical and economic backbone of the Aqaba Special Economic Zone Authority (ASEZA). This case study is based on the 2019 Sustainability Report by ACT published on the Global Reporting Initiative Sustainability Disclosure Database that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing […]

The post Case study: How ACT promotes ethical business practices appeared first on SustainCase - Sustainability Magazine.

]]> Aqaba Container Terminal (ACT) is the gateway for import and export cargo trading between the Levant region and the rest of the world, and the logistical and economic backbone of the Aqaba Special Economic Zone Authority (ASEZA). Solid ethical business practices are the foundation of ACT’s business success.  Tweet This!

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

Abstract

ACT has adopted transparent, structured, and monitored reporting and governance systems to prevent corruption, fraud, and illegal actions. In order to promote ethical business practices ACT took action to:

  • promote business ethics and compliance
  • encourage employees to raise concerns

What are the material issues the company has identified?

In its 2019 Sustainability Report ACT identified a range of material issues, such as customer satisfaction, safety and security, labour rights and relations, operational efficiency and performance. Among these, promoting ethical business practices stands out as a key material issue for ACT.

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 ACT engages with:

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

Stakeholder Group                Method of engagement
Customers (shipping lines, clearance and trucking companies, end-users and consignees)

 

 ·      Web-based communication system

·      Trade missions

·      Customer satisfaction surveys

·      Annual sustainability report

·      Website
Employees

 

 

 

 

 

 ·      Direct meetings

·      Intranet

·      Engagement workshops

·      Team buildings

·      Annual sustainability report

·      Website

·      ACT TV

·      Volunteering activities
Community (Local community, suppliers, Union)

 

 ·      Direct communication

·      Participation in events

·      Annual sustainability report

·      Website

·      CSR Committee and man hours
Shareholders (APM, ADC) ·      Sustainability report

·      Website
Government and Regulators (ASEZA, Customs) ·      Direct communication

·      Meetings

·      Annual sustainability report

·      Website
Media

 

 

 ·      Press Releases

·      Press conferences

·      ACT’s website

·      CSR activities

·      Tours inside the terminal

·      Invitation for the major events that ACT is launching

·      Keep in touch with the CEO on desk interview

What actions were taken by ACT to promote ethical business practices?

In its 2019 Sustainability Report ACT reports that it took the following actions for promoting ethical business practices:

  • Promoting business ethics and compliance
  • ACT’s Code of Conduct gives guidance and provides resources to make sure everyone working at ACT performs work with the highest standards of ethics. At ACT, business compliance is a top priority. Accordingly, in 2019, ACT participated in the annual Business Compliance Ambassadors (BCAs) workshop which focused on anti-corruption, foreign trade control, third party management and competition law. During this workshop ACT learned from its peers and shared experiences, drawing inspiration from international best practices. ACT was also among the official organisations supporting the 2019 International Fraud Awareness Week, contributing to minimise the risk of fraud by promoting anti-fraud awareness campaigns.
  • Encouraging employees to raise concerns
  • ACT’s internal anonymous whistleblowing system enables its employees to report any cases of suspected illegal activities, including but not limited to fraud, corruption, insider-trading, competition law breaches, foreign trade controls violations, deliberate breaches of security, harassment, and discrimination. Additionally, ACT has a “contact us” webpage for external stakeholders to submit concerns. The ACT customer service desk addresses the issues and sends a follow-up email to the person who shared their feedback. In 2019, 100% of the issues raised through the system were resolved.

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

The GRI Standard addressed in this case is: Disclosure 205-2 Communication and training about anti-corruption policies and procedures

Disclosure 205-2 Communication and training about anti-corruption policies and procedures corresponds to:

 

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

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

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

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

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

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

See upcoming training dates.
 

References:

1) This case study is based on published information by ACT, 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 ACT: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us.

The post Case study: How ACT promotes ethical business practices appeared first on SustainCase - Sustainability Magazine.

]]> Case study: How Royal Mail combats human trafficking https://sustaincase.com/case-study-how-royal-mail-combats-human-trafficking/ Mon, 02 Dec 2019 07:01:49 +0000 https://ccprowebs.com/new-sustaincase.com/?p=10079 Committed to upholding and respecting human rights, Royal Mail, as the UK’s pre-eminent delivery company, welcomed the UK Government’s Modern Slavery Act and seeks to prevent any practices in its business and supply chain that impinge human freedom through servitude, forced and compulsory labour, and human trafficking. This case study is based on the 2016-17 Corporate Responsibility Report by Royal Mail published on the Global Reporting Initiative Sustainability Disclosure Database that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important […]

The post Case study: How Royal Mail combats human trafficking appeared first on SustainCase - Sustainability Magazine.

]]> Committed to upholding and respecting human rights, Royal Mail, as the UK’s pre-eminent delivery company, welcomed the UK Government’s Modern Slavery Act and seeks to prevent any practices in its business and supply chain that impinge human freedom through servitude, forced and compulsory labour, and human trafficking.

This case study is based on the 2016-17 Corporate Responsibility Report by Royal Mail published on the Global Reporting Initiative Sustainability Disclosure Database that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing.

Recognising that human rights violations, including forced labour and trafficking, can occur in all sectors and countries, Royal Mail put new measures in place in 2016–17, to strengthen the protection of human rights across its operations.  Tweet This! In order to combat human trafficking Royal Mail took action to:

  • tighten controls
  • provide training
  • encourage employees to raise concerns

What are the material issues the company has identified?

In its 2016-17 Corporate Responsibility Report Royal Mail identified a range of material issues, such as community relations, customer service, employee relations, responsible procurement. Among these, combatting human trafficking stands out as a key material issue for Royal Mail.

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 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 Royal Mail engages with:

Stakeholder Group                Method of engagement
Customers

 

 ·      Royal Mail’s customer services engage in approximately 7.5 million customer conversations a year by phone, email and Twitter

·      www.royalmail.com website

·      Royal Mail’s postmen and women interact with customers daily

·      Sales team of account managers – field, desk, new business and specialists – interact with business customers on a daily basis
Colleagues

 

 

 ·      Weekly Work Time Listening and Learning sessions for frontline employees

·      Just Say It (an email link to Royal Mail’s CEO)

·      Royal Mail TV

·      Intranet and extranet (www.myroyalmail.com)

·       Town Hall forums and engagement with senior managers

·      Royal Mail’s monthly magazine, Courier
Unions ·      Weekly meetings between CWU representatives and frontline operational managers

·      Ad hoc meetings to support individuals

·      Operations directors, project managers and the Industrial Relations team engage with unions on all business-wide issues

·      Ongoing collaborative meetings to involve Royal Mail’s unions in efficiency improvements and growth opportunities
Investors ·      A comprehensive investor relations programme

·      Full year and half year results presentations and first and fourth quarter trading updates

·      Annual General Meeting

·      Publication of Annual Report and Financial Statements

·      The investors section of Royal Mail’s website

·      Internal communication channels for Royal Mail’s employee shareholders
Regulator – Ofcom

 

 ·      Royal Mail’s Regulation and Competition Policy team regularly engages through face-to-face meetings, reporting and consultation responses
Elected representatives and officials

 

 ·      Royal Mail’s Public Affairs and EU Policy teams engage regularly with elected representatives and Government officials through responses to formal consultations, briefings and Royal Mail’s outreach programme. This includes ‘Walking in your postie’s shoes’ and other operational visits
Local communities ·      Royal Mail’s CR and Community Investment team engages with charity partners and organisations to drive positive social impacts

·      Colleagues interact with communities daily
Suppliers ·      Group Procurement liaises with suppliers before sourcing, and monitors compliance with Royal Mail’s Responsible Procurement Code, which sets out the high standards of ethical, social and environmental conduct Royal Mail expect from its suppliers

·      Contract managers monitor suppliers’ contractual obligations and KPIs

·      GLS engages with transport providers in Germany to embed ethical principles through its Partner Code

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Royal Mail engaged with its stakeholders through surveys, interviews and a stakeholder panel. Participants were asked to rank various issues according to priority and included customers, consumers, employees, unions, shareholders, suppliers and environmental representatives.

What actions were taken by Royal Mail to combat human trafficking?

In its 2016-17 Corporate Responsibility Report Royal Mail reports that it took the following actions for combatting human trafficking:

  • Tightening controls
  • Royal Mail decided to take some additional steps to further tighten the controls it has in place for higher risk parts of its supply chain and operations:
    • Royal Mail’s on-boarding process for UK suppliers now includes a specific question on modern slavery and human trafficking. This requires potential suppliers to confirm their compliance with all applicable labour and employment laws, which include all anti-slavery and anti-trafficking legislation, the Modern Slavery Act, or equivalent national legislation.
    • In October 2016, Royal Mail introduced a new clause to the standard Royal Mail contract terms, which requires suppliers to comply with the Modern Slavery Act and notify Royal Mail of any breaches. This applies to all new contracts and contract extensions and amendments with current suppliers.
    • In March 2017, Royal Mail created a risk map to identify higher risk supplier categories. The results of this risk mapping exercise will be used to develop and strengthen Royal Mail’s supply chain controls.
    • Royal Mail is developing a human rights risk assessment, which higher risk business units will be required to complete each year.
  • Additionally, should any instances of modern slavery or human trafficking come to light, contracts with the relevant suppliers may be terminated. Royal Mail takes the necessary action when its Responsible Procurement Code is not complied with and, in 2016–17, terminated dealings with a supplier that failed an unannounced, independent factory audit, raising serious concerns about the supplier’s approach to worker safety.
  • Providing training
  • In 2016–17, Royal Mail’s UK Procurement team received training on the Modern Slavery Act and the new legal requirements, with further training planned for 2017–18. Through this training Royal Mail makes sure that relevant employees are aware of its procedures for identifying, managing and mitigating any risk of modern slavery and human trafficking taking place in its business and supply chain – including how to report any concerns. Royal Mail also developed an e-learning course on modern slavery and human trafficking, available to a wider group of employees.
  • Encouraging employees to raise concerns
  • Royal Mail’s whistleblowing helpline, ‘Speak Up’, allows employees (including contractors and temporary workers) to raise concerns about serious wrongdoing, anonymously. This includes any concerns about violations of human rights. Royal Mail’s General Logistics Systems (GLS) also operates a whistleblowing system to enable employees, business partners and third parties to report, in confidence, any concerns regarding criminal acts or other serious offences.

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

The GRI Standards addressed in this case are:

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

2) Disclosure 412-1 Operations that have been subject to human rights reviews or impact assessments

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: Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all
  • Business theme: Freedom of association and collective bargaining

Disclosure 412-1 Operations that have been subject to human rights reviews or impact assessments 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 Royal Mail, 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) http://www.fbrh.co.uk/en/global-reporting-initiative-gri-g4-guidelines-download-page

3) https://g4.globalreporting.org/Pages/default.aspx

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

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

The post Case study: How Royal Mail combats human trafficking appeared first on SustainCase - Sustainability Magazine.

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