What are the material issues the company has identified?  

In its 2021 Sustainability Report Hydro-Québec identified a range of material issues, such as atmospheric emissions and impact of climate change, relations with Indigenous communities, social acceptability of projects, technological innovation.

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 Hydro-Québec engages with:

Stakeholder Group	Method of engagement
Customers	·      Customer satisfaction survey ·      Handling of complaints and claims ·      Translation services for the collections process ·      Energy efficiency partnerships ·      Collections working group
Employees and unions	·      Occupational health and safety committees ·      Training programmes provided by the company and unions ·      Employee engagement survey ·      International partnerships
General public	·      Public consultations ·      Regional economic spinoffs committees ·      Satisfaction survey ·      Public health and safety studies
Suppliers and investors	·      Participation in the Espace québécois de concertation sur les pratiques d’approvisionnement responsable (ECPAR), a group promoting sustainable procurement practices ·      Regional economic spinoffs committees ·      Code of conduct and rules ·      Mandatory disclosure of conflict of interest ·      Meetings with investors
Educational institutions	·      Internships ·      Knowledge sharing ·      Presentations at universities ·      Support for universities ·      Educational kits ·      Research and innovation partnerships
Nongovernmental organisations	·      Working group with consumer associations ·      Various partnerships ·      Community investments ·      Liaison committee with the Union des producteurs agricoles (UPA) [Québec farm producers’ union] ·      Dedicated team to oversee relations with principal NGOs
Local and Indigenous communities	·      Teams in charge of community and Indigenous relations ·      Joint committees and liaison committees ·      Support for local initiatives ·      Regional economic spinoffs committees ·      Agreements and other forms of collaboration
Government authorities	·      Partnerships and participation in joint committees

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Hydro-Québec engaged with its stakeholders through a survey.

What actions were taken by Hydro-Québec to create economic value for its stakeholders?

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

• Creating economic value for shareholders
• In 2021, Hydro-Québec paid its shareholder, the Québec government, a dividend of $2.7 billion.

• Creating economic value for the state
• In 2021, Hydro-Québec paid $39 million in municipal, school and other taxes and $308 million in public utilities tax.

• Creating economic value for communities
• In 2021, Hydro-Québec paid $29.5 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:

• Sustainable Development Goal (SDG) 8: Decent Work and Economic Growth
• Targets: 8.1, 8.2
• Sustainable Development Goal (SDG) 9: Industry, Innovation and Infrastructure
• Targets: 9.1, 9.4, 9.5

 

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 Hydro-Québec, 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.responsibilityreports.com/HostedData/ResponsibilityReportArchive/h/hydro-quebec_2021.pdf

Note to Hydro-Québec: 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 2019-2020 Annual and Sustainability Report DevelopmentWA identified a range of material issues, such as economic prosperity, community engagement, ethical and accountable decision making, environmental asset protection and enhancement. Among these, promoting sustainability across its supply chain stands out as a key material issue for DevelopmentWA.

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 DevelopmentWA engages with:

Stakeholder Group	Method of engagement
Government (Federal, State and Local Government)	·      Committees, taskforces, Memorandums of Understanding or partnership agreements ·      Strategic and project oriented meetings and events
Customers	·      Community engagement programme ·       Purchasing process
Private sector (development industry, builders, peak bodies and the mining and resource sector)	·      Engagement through initiatives such as Expressions of Interest, tenders and joint venture partnerships for the delivery of specific projects ·      Strategic and project oriented meetings and industry forums ·      Memberships with key industry and business associations, with staff represented on several industry committees
Suppliers (consultants, contractors, architects, selling agents)	·      Procurement and contract management processes ·      Meetings and industry forums
Communities (local community)	·      Community consultation and engagement tailored to the local community ·      Community development programmes, including events and initiatives that respond to community needs ·      Media releases and promotional information about projects
Universities and research institutes	·      Working together on research, pilots, trials and initiatives to address common industry and community challenges
Employees	·      Quarterly briefings for all staff to share knowledge and organisational milestones ·      A culture group of staff representatives who seek to improve workplace culture ·      Regular update and online opportunity for conversations with the CEO ·      Internal surveys to understand staff views
Tenants (Elizabeth Quay and Yagan Square)	·      Lease management agreements/processes ·      Place activation, meetings and site visits

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics DevelopmentWA conducted an online quantitative survey completed by approximately 100 stakeholders across all its stakeholder groups.

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

In its 2019-2020 Annual and Sustainability Report DevelopmentWA reports that it took the following actions for promoting sustainability across its supply chain:

• Pre-screening suppliers
• To manage its supply chain, DevelopmentWA regularly pre-screens its suppliers by establishing preferred supplier panels and registers using a rigorous public market process. Pre-screening is based on expertise, accreditations in quality, safety, environment and aboriginal engagement. DevelopmentWA seeks to mitigate potential negative labour, social and environmental impacts by procuring from its panels and registers. To achieve balanced environmental, social and economic outcomes, DevelopmentWA relies on its network of diverse and multidisciplinary suppliers. DevelopmentWA’s suppliers are required to identify and respond to the relevant sustainable development opportunities through their engagements. When delivering DevelopmentWA’s projects, suppliers are required to deliver cost effective and balanced outcomes across all elements of sustainable development. In 2019-20, over 49 per cent of DevelopmentWA’s procurement (based on contracts) occurred through DevelopmentWA preferred supplier panel agreements. DevelopmentWA also engages Independent Probity Advisors for high value, complex, unusual or highly contentious tenders to provide oversight for the tendering and evaluation processes ensuring probity and compliance.

• Combating modern slavery
• DevelopmentWA submitted its first Modern Slavery statement in January 2020 and is committed to acting ethically and with integrity in all its business dealings and relationships, and to implementing and enforcing effective systems and controls to make sure Modern Slavery is not taking place in its own business or in any of its supply chains. DevelopmentWA has a zero-tolerance approach and prohibits all forms of Modern Slavery within its business and supply chain. DevelopmentWA employees, contractors, subcontractors, vendors, suppliers, partners, representatives, agents and others through whom DevelopmentWA conducts business must not engage in any practice that constitutes any form of Modern Slavery. DevelopmentWA’s Board is committed to the Policy and is diligently putting measures in place that are designed to prevent and detect Modern Slavery in its business and supply chain. DevelopmentWA’s approach includes the following elements:
  • A Policy was developed and endorsed by the Board in 2019 articulating DevelopmentWA’s commitment to prevent violations of the Modern Slavery Act and the Modern Slavery offences within the Criminal Code 1995 (Cth) within its operations and supply chain.
  • Communication of the Policy and all relevant elements of the approach has been provided to employees throughout DevelopmentWA and to DevelopmentWA’s business partners.
  • Ongoing assessment of Modern Slavery risks within DevelopmentWA’s operations and its supply chain and the development of effective, efficient and transparent controls to reduce exposure to those risks.
  • The adoption of anti-slavery requirement clauses has been embedded in tendering documents and standard and general condition contracts.
  • Ongoing due diligence on business partners, agents, contractors, consultants, subcontractors and suppliers has been coupled with a requirement that they implement procedures which incorporate the principles of the Modern Slavery Act.
  • Training of all relevant individuals at all levels throughout DevelopmentWA. Training to ensure compliance with the Policy, and allow individuals to recognise and avoid Modern Slavery practices.
• DevelopmentWA is committed to ensuring there is transparency in its business operations and in its approach to tackling Modern Slavery throughout its supply chains, consistent with its disclosure obligations under the Modern Slavery Act. In addition, DevelopmentWA provides safe and fair working conditions for all its employees and ensures that no child labour is employed, in line with minimum age laws. DevelopmentWA expects the same standards from all of its contractors, suppliers and other business partners and as part of its contracting processes, includes specific prohibitions against the use of forced, compulsory or trafficked labour or anyone held in slavery or servitude, whether adults or children and expects that its suppliers will hold their own suppliers to the same standards.

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

The GRI Standard addressed in this case is: Disclosure 414-1 New suppliers that were screened using social criteria

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

• Sustainable Development Goal (SDG) 5: Gender Equality
• Targets: 5.2
• Sustainable Development Goal (SDG) 8: Decent Work and Economic Growth
• Targets: 8.8
• Sustainable Development Goal (SDG) 16: Peace, Justice and Strong Institutions
• Targets: 16.1

 

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 DevelopmentWA, 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 DevelopmentWA: 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 DEWA identified a range of material issues, such as water availability and effluents, system efficiency, access to electricity, occupational health & safety, innovation. Among these, promoting employee development stands out as a key material issue for DEWA.

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 DEWA engages with:

Stakeholder Group

Providers of capital/ investors

Government

Customers

Employees

Suppliers

Partners

Society and future generation

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics DEWA used an online platform to run a materiality engagement workshop with its stakeholders. The platform allowed participants to raise their concerns, vote on material topics, and interact in real-time and anonymously.

What actions were taken by DEWA to promote employee development?

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

• Establishing the Assessment and Development Centre
• DEWA established its Assessment and Development Centre (A&DC) in 2015, to improve the abilities of its employees and make sure that it recruits the right people. A&DC uses a variety of assessment methods and trained observers and assessors to evaluate against a pre-determined set of criteria linked to behavioural competencies. Activities include standardised psychometric tests and business simulations. These identify potential strengths and development needs which can then form a basis for establishing a development plan, as opposed to a pass or fail event. The British Psychological Society (BPS) certified all of the A&DC’s experts in the use of psychometric and assessment tools. The final output of the Development assessment is an individual bespoke development plan for 24 months, that includes various development activities including but not limited to on-the-job training, training courses, reading etc. Since its establishment, the A&DC has contributed to essential projects such as graduate recruitment, critical positions recruitment, employee development and coaching, succession planning, scholarship and DGEP (Dubai Government Excellence Programme) candidates’ selection and development. The Centre has evaluated over 2,300 candidates for various vacancies, more than 1,400 students applying for scholarships, and 1,439 employees of different positions, for development.

• Implementing an integrated Knowledge Management system
• DEWA implements an integrated Knowledge Management (ΚΜ) system that includes a KM Policy, Strategy, Framework, Quality Procedures and a specialised Knowledge & Intellectual Capital (K&IC) Department to manage, execute and monitor knowledge related initiatives and projects. In August 2019, DEWA was the first utility in the world to be certified against International Standard ISO 30401: 2018 – Knowledge Management Systems. DEWA supports the development of employee knowledge skills, competences and practices through the resources, tools and activities of the K&IC Department, which include: ­
  • Digital access to high quality, reliable curated external knowledge resources through the DEWA SMART Library, SMART Office Application and DEWA Online Catalogue for all DEWA employees. ­
  • Access to physical collections and creative spaces through the 7 DEWA Knowledge Centres, 6 Knowledge Chairs and 3 Reading Trees for all DEWA s ­
  • Activities that encourage the transfer of knowledge between individuals and groups such as Knowledge Days, KM Training, Share an Hour, Annual ShareK Recognition award, Communities of Practice, Marifa Collaboration Platform, Expert Knowledge Sessions, LinkedIn Learning and the iAsk Reference & Research Service.

• Launching the Forward Sprint Programme
• In 2019, DEWA launched the Forward Sprint Programme. The programme developed six digital new disruptive businesses and services to leverage DEWA’s assets to support the Dubai Agenda 2021, developing the local economy and nurturing local talent. DEWA worked with BCG Digital Ventures (BCG DV), a world-class Company-Builder firm with proven successful experience and large companies in Dubai such as ENOC, in innovating, incubating and launching disruptive ‘digital’ businesses. Six high performing DEWA staff were seconded full time to the programme for the first 100 days. These employees worked on a daily basis side by side with the BCG DV team to build innovative concepts and bring innovation capability back to DEWA and, more specifically, to:
  • Discover customer insights ­
  • Develop innovative ideas ­
  • Build bankable business concepts ­
  • Pitch ideas to the board

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

The GRI Standard addressed in this case is: Disclosure 404-2 Programs for upgrading employee skills and transition assistance programs

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

• Sustainable Development Goal (SDG) 8: Decent Work and Economic Growth
• Targets: 8.2, 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 DEWA, 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 DEWA: 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 Canada Post identified a range of material issues, such as responsible investment and procurement, sustainable products and services, operational safety, employee engagement, climate action. Among these, reducing the carbon intensity of its fleet stands out as a key material issue for Canada Post.

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 Canada Post engages with:

Stakeholder Group

Employees

Unions

Customers

Shareholder

Suppliers

Government

Nongovernmental organisations

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Canada Post engaged and consulted various stakeholders on a comprehensive list of ESG (Environmental, Social, and Governance) topics. Senior management also received advice and feedback from ongoing stakeholder consultation with joint union committees as well as external subject matter experts, which included non-profit organisations and an advisory panel of Canadian accessibility leaders.

What actions were taken by Canada Post to reduce the carbon intensity of its fleet?

In its 2019 Sustainability Report Canada Post reports that it took the following actions for reducing the carbon intensity of its fleet:

• Introducing hybrid vehicles
• Canada Post began introducing hybrid-electric (HEV) step vans in 2003 and progressively rolled out more over the past two decades. In 2019, Canada Post was the first Canadian company to employ at a large scale hybrid electric upfits to Ford Transit light delivery vehicles. In 2019, Canada Post deployed 374 hybrid-electric vehicles nationally, its largest purchase of alternative propulsion vehicles to date. Most of these replaced less efficient end-of-life cargo vans. Canada Post also began to purchase plug-in hybrid electric cars (PHEVs) for administrative uses. As Canada Post is continually evaluating ways to green its fleet at scale, hybrid-electric technology offers several benefits, including easy deployment across Canada in urban and remote communities alike. In 2020, Canada Post will be purchasing another 500 hybrid delivery vehicles, which are 20% more fuel and carbon-efficient than their traditional gasoline counterparts.

• Using zero-emission vehicles
• In 2011, in Vancouver and Ottawa, Canada Post piloted 10 fully battery electric vehicles (BEV) Transit Connects, and four battery electric eStar vans. However, these BEVs have since reached the end of their useful life and have been retired from Canada Post’s fleet. In 2020, Canada Post will invest $2.5 million in new models of zero emission delivery vehicles and charging infrastructure, as part of a pilot to inform future fleet renewal strategies. The vehicles purchased will be a mix of electric straight trucks, shunt trucks, full size vans and step vans. They will be deployed in provinces with the greenest electricity grids to test equipment reliability in a range of Canadian postal applications.

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

The GRI Standard addressed in this case is: Disclosure 305-1 Direct (Scope 1) GHG emissions

Disclosure 305-1 Direct (Scope 1) GHG emissions corresponds to:

• Sustainable Development Goal (SDG) 3: Ensure healthy lives and promote well-being for all at all ages
• Targets: 3.9
• Sustainable Development Goal (SDG) 12: Ensure sustainable consumption and production patterns
• Targets: 12.4
• Sustainable Development Goal (SDG) 13: Take urgent action to combat climate change and its impacts
• Targets: 13.1
• Sustainable Development Goal (SDG) 14: Conserve and sustainably use the oceans, seas and marine resources for sustainable development
• Targets: 14.3
• Sustainable Development Goal (SDG) 15: Protect, restore and promote sustainable use of terrestrial ecosystems, sustainably manage forests, combat desertification, and halt and reverse land degradation and halt biodiversity loss
• Targets: 15.2

 

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 Canada Post, 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 Canada Post: 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 2018-19 Sustainability Report HPCL identified a range of material issues, such as business integrity, product safety, customer relationship experience and satisfaction, water management, safety and security of critical assets, reducing carbon emissions. Among these, protecting employees’ human rights stands out as a key material issue for HPCL.

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 HPCL engages with: 

Stakeholder Group	Method of engagement
Management and Non-Management Employees	·      Annual performance reviews and appraisal system ·      Education Growth Plan (EGP) ·      Monthly/quarterly safety committee meetings ·      Regular interactions ·      E-platforms ·      Regular in-house technical and behavioural trainings ·      Nomination to external trainings, conferences and seminars ·      Annual/biannual recognitions schemes ·      Regular interactions ·      Employee-connect forums
LPG Distributors	·      One-on-one meetings ·      Regular distributor meets ·      Regular visits and inspections ·      Training programmes on safety ·      Regular inspections and safety audits
Retail Dealers	·      Regular meetings with vendors and dealers ·      One-on-one discussions ·      Regular dealer meets
Supplier and Vendors	·      Complaints redressal mechanism ·      Training programmes on safety ·      Regular health check-ups ·      Regular meetings ·      Trainings ·      Tank truck health check-up ·      Regular meets and discussions ·      One-on-one interactions ·      Regular supplier meets at operating level ·      One-on-one meetings ·      Panel meetings ·      Pre-bid meetings ·      Email communications ·      Online platforms ·      Need-based communications ·      Vendor trainings
Delivery Men	·      Regular training sessions ·      Regular interactions ·      Training sessions on safety
Contract Workers	·      Annual health check-ups ·      Regular wellness sessions ·      Regular interaction ·      Need-based communication ·      Regular trainings
Regulators	·      Regular interaction with the community through CSR initiatives ·      Regular interactions with the Government departments and statutory bodies ·      Training on safety issues and mock drills for emergency preparedness ·      Mutual-aid meetings ·      Meetings with local authorities
Communities	·      Meetings with local administration, NGOs and implementing agencies ·      Regular meetings with communities
Shareholders and Investors	·      Annual Report ·      Periodic press releases ·      Annual General Meeting ·      Analyst meet ·      Regular meetings ·      Online platform
Customers	·      Periodic campaigns on safety and resource conservation ·      Periodic customer satisfaction surveys and customer meets ·      One-on-one meetings ·      Need-based communication ·      Online complaint management system

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics HPCL undertook workshops covering a representative sample of 278 internal and external stakeholders, receiving 244 sample survey responses.

What actions were taken by HPCL to protect employees’ human rights?

In its 2018-19 Sustainability Report HPCL reports that it took the following actions for protecting employees’ human rights:

• Protecting freedom of association and collective bargaining
• HPCL strongly upholds freedom of association and collective bargaining rights, and has cordial and productive relations with unions for more than two decades. HPCL has formal agreements with trade unions to deal with issues related to labour laws, health and safety of its employees, training and education and grievance redressal. The effective grievance management system, fairness and emphasis on transparency have aligned unions and employees to HPCL’s In 2018-19, HPCL Trust for Promoting Industrial Harmony awarded ‘Shri Raja Kulkarni Samman’ to six senior union leaders, for their outstanding contribution to industrial relations. At present, more than 94% of HPCL’s non-management employees are a part of unions, which enables them to voice their concerns. Additionally, before implementing any management initiatives that impact or concern non-management employees HPCL discusses them with trade unions, to understand their perspectives and arrive at a mutual agreement.

• Implementing a grievance redressal system
• To make sure that human rights of every individual are upheld, HPCL has a robust grievance mechanism to deal with any cases of human rights violation. HPCL believes that the effective grievance redressal system ensures employee satisfaction and creates a fair, productive and safe work environment. Accordingly, HPCL employees have access to the grievance redressal system to settle their individual grievances and the process for grievance handling, through the Management Employee Relations Committee (MERC), ensures effective and prompt handling of grievances. HPCL has established detailed guidelines for timely grievance redressal, through a decentralised mechanism for process implementation and online workflow application for effective implementation. Through the MERC channel, employees can log in grievances in any of the following matters:
  • Grievances arising out of Performance Management (PM) related matters.
  • Grievances arising out of non-receipt of eligible C&B (compensation and benefits) under the Corporation Policy.
  • Grievances arising out of any other Employee Relations (ER) related matters at the workplace.

• Preventing sexual harassment
• In 2018-19, HPCL organised Prevention of Sexual Harassment (POSH) workshops to inculcate appropriate workplace behaviour and promote gender sensitisation, covering provisions of the Sexual Harassment of Women at Workplace (Prevention, Prohibition and Redressal) Act, 2013. HPCL also reconstituted Internal Complaint Committees (ICC) for marketing zones and refineries in view of the reassignment, superannuation, separation or completion of three years of ICC member. To empower women employees, HPCL carried out self-defence training programmes called ‘Kavach’.

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

The GRI Standards addressed in this case are:

1) Disclosure 402-1 Minimum notice periods regarding operational changes

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

 

Disclosure 402-1 Minimum notice periods regarding operational changes 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: Labor/management relations

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

 

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.

FBRH GRI Standards Certified & ISEP recognised Sustainability Course | Venue: London LSE

By registering for the next 2-day FBRH GRI Standards Certified & ISEP recognised course you will be taking the first step in gaining the many benefits of sustainability reporting.

 

References:

1) This case study is based on published information by HPCL, 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 HPCL: 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 topics the organization has identified?

In its 2015 Sustainability Report UNOPS identified a range of material topics, such as exit strategy and project closure, anti-corruption, compliance, environmental impact of services including transportation, non-discrimination, health and safety, responsible economic management, responsible procurement. Among these, having a positive impact on the communities where it operates stands out as a key material topic for UNOPS.

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 UNOPS engages with:   

Stakeholder Group

UNOPS Executive Board

Internal Personnel UNOPS senior management Regional and country office management

Partners and funding sources Multilateral partners and funding sources (e.g. UN Agencies, international financial institutions e.g. World Bank, other multilateral institutions e.g. the Global Fund) Governments Trust Funds Foundations

Host governments Government officials and decisions makers Regional and local authorities

Cross-sector partners Non-commercial partners (e.g. Green Project Management, academia, private sector) Local implementing partners and grantees (non-commercial)

Local communities Local beneficiaries/community Civil society

Suppliers Suppliers of goods, works and services

Media and watchdogs Local and national media Other thought leaders

How stakeholder engagement was made to identify material topics

UNOPS validated an initial materiality matrix of potential material sustainability risk topics by means of a workshop with key internal stakeholders. To further explore and validate the topics, 14 interviews with primarily internal stakeholders and three external stakeholders (a partner, a donor and a supplier) took place, along with an online survey sent to 1,809 UNOPS personnel in English, French and Spanish (with a 44% response rate, which was regarded as satisfactory). The survey and interview results were taken to a second workshop with internal stakeholders, which helped UNOPS develop a final materiality matrix.

What actions were taken by UNOPS in order to have a positive impact on the communities where it operates?

In its 2015 Sustainability Report UNOPS reports that it took the following actions for having a positive impact on the communities where it operates:

• Contributing to economic sustainability
• UNOPS contributes to economic sustainability by, among others, implementing effective management and investment strategies with national governments, supporting livelihoods by creating local employment opportunities, and improving access to markets, through local suppliers. In 2015:
  • 44% of all projects included activities that contributed to economic sustainability
  • 29% of all projects created work for local people
  • 15% of UNOPS senior management was hired locally

• Contributing to social sustainability
• UNOPS contributes to social sustainability by, among others, respecting international human rights principles, engaging local communities, placing emphasis on the protection of vulnerable groups, and improving access to food, water, sanitation, education and justice. In 2015:
  • 58% of all projects included activities that contributed to social sustainability
  • 38% of all projects included local community engagement                                             

• Building national capacity
• UNOPS collaborates with its partners to develop skills in the communities where it operates. In 2015:
  • UNOPS supported the training of over 62,000 people in health, project management and improved sanitation, among others
  • 55% of all projects included activities that helped develop national capacity, with 33% of all projects providing on-the-job-training to local people
  • 28% of all projects included formal certification programmes

• Facilitating access to healthcare
• Much of UNOPS’s work is about developing healthcare infrastructure across the globe. In 2015:
  • UNOPS procured and distributed $15,730,032 worth of goods and services in support of activities concerning malaria, tuberculosis, HIV/AIDS, and, also, maternal, new-born and child health

• Strengthening safety and security in post-conflict countries
• The UNOPS Peace and Security Centre assists partners with implementing and managing projects in post-conflict countries. In 2015:
  • UNOPS supported, among others, mine-action, humanitarian, stabilization and explosive management activities, and the weapons and ammunition management work of UNMAS (United Nations Mine Action Service) and partners in 17 countries and territories

Which GRI indicators/Standards have been addressed?

The GRI indicators/Standards addressed in this case are:

1) G4-8: Report the markets served (including geographic breakdown, sectors served, and types of customers and beneficiaries) – the updated GRI Standard is: Disclosure 102-6 Markets served

2) G4-EC6: Proportion of senior management hired from the local community at significant locations of operation – the updated GRI Standard is: Disclosure 202-2 Proportion of senior management hired from the local community

3) G4-EC7: Development and impact of infrastructure investments and services supported – the updated GRI Standard is: Disclosure 203-1 Infrastructure investments and services supported

4) G4-EC8: Significant indirect economic impacts, including the extent of impacts – the updated GRI Standard is: Disclosure 203-2 Significant indirect economic impacts

5) G4-SO1: Percentage of operations with implemented local community engagement, impact assessments, and development programs – the updated GRI Standard is: Disclosure 413-1 Operations with local community engagement, impact assessments, and development programs

 

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References:

1) This case study is based on published information by UNOPS, 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 UNOPS: With each case study we send out an email to your listed address in request for 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 2014-2015 Sustainability Report DSD identified a range of material issues, such as energy management, odour management, effluents and waste treatment, use of materials, water resources management, financial performance, procurement practices, occupational safety and health. Among these, given its strong focus on environmental management in every project it delivers, promoting greening, biodiversity and the revitalization of water bodies while providing first-rate wastewater treatment and stormwater drainage services stands out as a key material issue for DSD.

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 DSD engages with:

Stakeholder Group	Method of engagement
DSD Staff	·         Employee incentive scheme ·         Employee recommendation scheme ·         Goodwill visits by DSD management ·         Consultative committees and discussion groups across DSD
General public	·         Customer satisfaction surveys on clearance of drainage blockage ·         Questionnaire survey of inquiries regarding sewage charges made via fax, e-mail, and telephone ·         Visits to DSD facilities and construction sites ·         General queries through fax, e-mail and telephone
Consultants and contractors	·         Site visits ·         Experience sharing sessions ·         Construction Sites Housekeeping Award Scheme
Academia	·         Outreach activities ·         Visits to DSD facilities and construction sites ·         Research and Development Forum
Green groups	·         Meetings with environmental groups ·         Site visits to river channels
Professional institutions	·         DSD International Conference ·         Research and development forum
Media	·         Media briefings ·         General enquiries via fax, e-mail and telephone

How stakeholder engagement was made to identify material issues

DSD’s work must be built on the needs of the general public and stakeholders if DSD is to put its sustainability strategies into practice. DSD has thus established a wide range of ongoing communication channels to ensure close connection with stakeholders. The main stakeholder groups include DSD staff, professional institutions, academia, green groups, media and consultants and contractors.

Since 2013-14, DSD has carried out relevant stakeholder engagement exercises when compiling its Sustainability Reports. DSD will invite stakeholder groups in stages, with reference to their characters, to explore their concerns about DSD’s work. In 2014-2015, DSD strengthened the ties with academics and green groups and collected and analyzed their views through focus group meetings and surveys.

During the stakeholder engagement exercise, stakeholders were asked to evaluate the relative importance of various aspects regarding DSD’s sustainability issues and performance. After analysing the results from the stakeholder engagement exercise, the list of Material Aspects identified were submitted to DSD’s senior management and Taskforce on Sustainability Reporting for final review and endorsement.

What actions were taken by DSD to promote greening, biodiversity and the revitalization of water bodies while providing world-class wastewater treatment and stormwater drainage services?

In its 2014-2015 Sustainability Report DSD set the following targets for promoting greening, biodiversity and the revitalization of water bodies while providing world-class wastewater treatment and stormwater drainage services, based on its approach to materiality – on taking action on what matters, where it matters:

• Building a drainage layout in urban areas that interweaves the natural environment with community characteristics

The 2015 Policy Address advocated the concept of revitalizing water bodies in large-scale drainage improvement works and planning drainage networks for New Development Areas and strived to promote greening, biodiversity, beautification and water-friendly activities at the same time of achieving effective drainage with a view to constructing sustainable drainage facilities and building a better environment for the public. To this end, DSD actively implemented the concept of revitalization of water bodies by building scenic environment with lush greens and pristine blues through Blue-Green Infrastructure – blue refers to rivers and water bodies, whereas green refers to greening landscapes –, so as to offer more opportunities for the citizens to get closer to water bodies and learn to cherish natural resources.

• Revitalizing river channels and improving ecologies

Long before DSD formally announced the concept of Blue-Green Infrastructure, it had already experimented with various ecological conservation measures in its river improvement projects with a view to minimizing environmental impact. DSD endeavoured to retain the natural habitat in rivers by preserving the natural course of the waterway, avoiding the use of concrete in constructing drainage channels and keeping in-situ soil on riverbed in the design of its river improvement works. DSD also conducted necessary assessments in accordance with the “Environmental Impact Assessment Ordinance” in Hong Kong before commencement of any major drainage projects in order to evaluate and mitigate the potential environment impact as far as practicable. DSD works closely with green groups and collects their opinions and suggestions so as to better protect the species inhabiting in the rivers. A good example is the improvement works at Lam Tsuen River at Tai Po. With an affected area up to 100,000 square metres, DSD collaborated with green groups well before commencement of works to capture the Hong Kong warty newts residing within the site area by hand and relocated them to upstream of the river so as to protect them from being affected by site works. Several years after project completion, an increase in the quantity of Hong Kong warty newts and other species that inhabited in Lam Chuen River is observed.

• Revitalizing nullahs in urban areas and creating public spaces

Given the scarce land resources in Hong Kong, revitalizing river channels and nullahs in urban areas will bring vast swathes of accessible public spaces to the public for strolling, jogging and cycling right by the shore. DSD is currently undertaking the Kai Tak Nullah improvement works to transform the waterway into a green and pleasant “Kai Tak River” while upgrading its drainage capacities. Riding on the success of the improvement works at Ho Chung River in Sai Kung, DSD will install fish shelters and boulders on the riverbed of Kai Tak River to improve microhabitats and promote biodiversity. In addition, DSD is also carrying out the planning and design for the nullahs revitalizing works at King Yip Street in Kwun Tong and Yuen Long Town Centre, in which more diverse elements of ecological conservation and waterscape aesthetics will be introduced.

• Fostering roof greening

Roof greening goes beyond architectural aesthetics; it also improves air quality, lowers indoor temperature and reduces energy consumption in buildings. In 2014-15, DSD completed roof greening for five of its facilities. Given the thinner topsoil on the roof than at-grade, roof greening projects in the past tended to use easy-growth horticultural species as regular irrigation, weeding, fertilization and replacement of lost/ageing plants were necessary to ensure plant health. To source plants that were suitable for roof greening, DSD experimented with various succulent plants in the Crassulaceae (stonecrop) family, growing a mix of needle and stringy stonecrop (Sedum lineare, S. samentosum), lavender scallops (Bryophyllum fedtschenkoi) and common and moss-rose purslane (Portulaca oleacea, P. grandiflora) amongst others. Results indicated that they can all adapt to the climate in Hong Kong and are fit for use on DSD’s facilities. Watering for these plants needs to be carried out only once or twice a month during the dry season, which enables low maintenance cost and good greening effect. In 2014-15, DSD carried out roof greening with Crassulaceae succulent plants at three existing facilities. The green roofs were managed under low-maintenance modes. The greening effects were monitored and the results were very encouraging.

Which GRI indicators/Standards have been addressed?

The GRI indicator addressed in this case is: G4-EN11: Operational sites owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas and the updated GRI Standard is: Disclosure 304-1 Operational sites owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas

 

References:

1) This case study is based on published information by DSD, 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 DSD: With each case study we send out an email to your listed address in request for 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 2014 Sustainability Report DEWA identified a range of material issues, such as economic development, energy efficiency and climate change, water availability and quality, employee and customer relations, stakeholders and communities. Among these, [tweetthis]managing its environmental impacts stands out as a key material issue for DEWA[/tweetthis] as the sole supplier of electricity and water to the Emirate of Dubai, providing services today to more than 730,000 customers.

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 DEWA engages with:

Stakeholder Group

Suppliers

Customers

Employees

Partners

Society

Government

How stakeholder engagement was made to identify material issues

DEWA’s business is answerable to Dubai’s residents, the communities it works in, its own employees and those it works with including the government, suppliers and partners. DEWA’s stakeholders are identified as those categories of individuals, groups and institutions whose contribution is required for DEWA to carry out its mission. It is important that DEWA effectively engages with all its stakeholders so that it can understand what is expected from it on important issues. To achieve this DEWA has established a range of engagement channels, including satisfaction surveys and road-shows, joint ventures and collaboration with government authorities on regulatory priorities, student visits, awareness sessions, media events, marketing campaigns, topic-specific surveys, seminars, direct  customer feedback, one-on-one meetings, supplier engagement, customer suggestion schemes, mystery shoppers, sustainability stakeholder workshops and Public Private Partnerships.

DEWA’s annual Stakeholder Satisfaction Survey addresses its stakeholders’ expectations regarding several issues related to DEWA and each group. Sustainability is embedded in DEWA’s vision, so it is important to ensure the sustainability knowledge is well communicated to its stakeholders. Based on that, DEWA has developed tailored questions that are related to sustainability in each of its stakeholder surveys. The 2014 results of the stakeholder satisfaction surveys revealed that, across all of its stakeholder groups, the majority of respondents were highly aware of DEWA’s approach to sustainability and were broadly satisfied with its performance.

In 2014, for the second consecutive year, DEWA hosted its annual stakeholder sustainability workshops in DEWA’s sustainable building in Al-Quoz, to further the dialogue on sustainability with its stakeholders. The findings from the workshops have provided it with deep insight into what its stakeholders valued and which sustainability issues were most important to them.

What actions were taken by DEWA to manage its environmental impacts?

In its 2014 Sustainability Report DEWA set the following targets for managing its environmental impacts, based on the company’s approach to materiality – on taking action on what matters, where it matters:

• Implementing an ISO-14001 certified environmental management system

To ensure that it effectively manages environmental risks and meets industry and legal standards, DEWA has implemented an ISO-14001 certified environmental management system (EMS) which has been maintained at the corporate level since 2006 and in its Generation division since 1998. It has provided the foundation for continuous improvement in the way DEWA manages its environmental impacts. The success of DEWA’s environmental management system has been recognized by the British Safety Council (BSC), with DEWA maintaining the BSC Environment 5 Star certification since 2011. DEWA has also won the BSC’s Globe of Honour, achieving, in 2014, full marks for the third consecutive year in recognition of its commitment to achieve all-round excellence in environmental management. DEWA was the first utility in the MENA region to achieve this award and one of only four companies worldwide to be awarded with both the Globe of Honour and the Sword of Honor in Health and Safety from the British Safety Council in 2014.

• Complying with all relevant environmental regulations

DEWA complies with all relevant environmental regulations set forth by both the UAE Federal Government and the Dubai Municipality. These regulations set standards for regulating aspects of health, safety, security and environmental quality and impose civil and criminal penalties for any violations. In addition, DEWA also complies with any special permit provisions where it operates in environmentally sensitive areas. During 2014, it has not been in violation of any environmental regulations nor has it received any complaints relating to environmental matters.

• Protecting ecosystems

Prior to the construction of any new DEWA project, an environmental impact assessment is first conducted by independent consultants, using international standards, before any construction can commence. To ensure a healthy marine ecosystem, DEWA also commissions specialist consultants to conduct ecological surveys throughout the year so as to monitor the populations of marine organisms in its area of operations. While environmental specialists monitor its wastewater discharge points to identify any potentially harmful algal blooms that could lead to ‘red tide’ events – these are events where algae grow out of control, produce toxins and deplete oxygen in the water, which is harmful to other marine life and DEWA’s water production facilities. Additionally, contingency plans are in place to combat red tide and oil slick events in the Arabian Gulf to ensure that potable water is safe and in line with the World Health Organisation’s Drinking Water Guidelines.

• Minimizing air emissions

Air emissions have adverse effects on DEWA’s local climate, ecosystems and air quality. In Dubai, regulations are in place to control nitrogen oxides (NOx) and sulphur dioxide (SO2) emissions. Due to continuous improvement in the efficiency of DEWA’s plants, DEWA has achieved excellence in NOx and SO2 emission reduction. DEWA’s strategy to reduce NOx emissions starts at the design stage of any power and water plant by specifying stringent NOx emission limits for gas turbines. For example, its average annual NOx emissions from all units for 2014 were 21.15ppm, inclusive of all fuel types, gas turbines and boilers, which is less than the UAE Federal Government requirement of 37ppm and the European Union Requirement (Large Combustion Plant Directive 2001 for Plant Built After 2003) of 27ppm. Additionally, DEWA has introduced innovative technical solutions, which have resulted in single digit NOx emission levels in its major stations. With regards to SO2 emissions, DEWA has maintained very low emissions due to the burning of sweet natural gas. Regarding the stand by diesel fuel, DEWA has started procuring diesel fuel with 10ppm sulphur content instead of 500ppm sulphur content, in line with the 2014 UAE Government Federal Regulations.

• Implementing an effective waste management system

DEWA has implemented an effective waste management system, through which it aims to reduce the amount of solid and liquid waste it produces by using resources efficiently and recycling or recovering when possible. Its waste management system allows it to be completely compliant with all relevant national and international regulations, policies and procedures. DEWA is also in the process of benchmarking its waste management system with other organisations internationally. Reducing its waste not only minimizes DEWA’s environmental impact, but also generates cost savings. In 2014, it earned AED 830,020 from selling scrap waste materials from its Jebel Ali power station complex. An example of the business benefits of waste management is evident in DEWA’s efforts to recycle waste oils. In the Jebel Ali power station complex, used lubricant, transformer and hydraulic oils are recycled for use in boiler furnaces when oil firing is required. Additionally, large amounts of insulation oil are used in distribution equipment for insulation and cooling. By using recycled oil DEWA is able to significantly reduce its consumption of new oil and minimize waste (and the associated costs for waste disposal). In 2014, it has recovered 19,143 liters of oil for reuse. While closed loop gas analysers at substations are used to reduce SF6 gas emissions. Additionally, wastewater is recovered from its power stations and reused – during 2014 DEWA recovered 266 MIG of wastewater.

• Embedding sustainability values throughout the supply chain

DEWA has launched the Green Procurement Program at WETEX 2013, with the aim of rolling it out throughout its supply chain. The program aims to assess the environmental consequences of the products purchased by DEWA at the various stages of the product’s lifecycle to help DEWA avoid selecting products with adverse environmental impacts. Contracts are awarded based on a range of conventional criteria, but suppliers with certified environmental management systems have an additional advantage. DEWA is also interested in purchasing products that reduce energy, contain recycled materials, are less toxic and can help conserve water or address social impacts. DEWA is committed to business practices that adhere to international standards. Since 2009, DEWA has been certified to SA8000. An internal network of SA8000 representatives and auditors ensure compliance in this area, on a regular basis, through a process that includes conducting site visits and awareness sessions for DEWA’s employees. DEWA is extending this commitment to good labor standards to its supply chain, including its contractors, subcontractors and suppliers.

Which GRI indicators/Standards have been addressed?

The GRI indicators/Standards addressed in this case are:

1) G4-EN21: NO_x, SO_x, and other significant air emissions – the updated GRI Standard is: Disclosure 305-7 Nitrogen oxides (NO X ), sulfur oxides (SO X ), and other significant air emissions

2) G4-EN23: Total weight of waste by type and disposal method – the updated GRI Standard is: Disclosure 306-2 Waste by type and disposal method

3) G4-EN25: Weight of transported, imported, exported, or treated waste deemed hazardous under the terms of the Basel Convention (2) Annex I, II, III, and VIII, and percentage of transported waste shipped internationally – the updated GRI Standard is: Disclosure 306-4 Transport of hazardous waste

4) G4-EN26: Identity, size, protected status, and biodiversity value of water bodies and related habitats significantly affected by the organization’s discharges of water and runoff – the updated GRI Standard is: Disclosure 306-5 Water bodies affected by water discharges and/or runoff

5) G4-EN27: Extent of impact mitigation of environmental impacts of products and services

6) G4-EN29: Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with environmental laws and regulations – the updated GRI Standard is: Disclosure 307-1 Non-compliance with environmental laws and regulations

7) G4-EN32: Percentage of new suppliers that were screened using environmental criteria – the updated GRI Standard is: Disclosure 308-1 New suppliers that were screened using environmental criteria

 

References:

1) This case study is based on published information by DEWA, located at the links 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 links:

http://database.globalreporting.org/

https://www.dewa.gov.ae/aboutus/dewahistory.aspx (May 2016)

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 DEWA: With each case study we send out an email to your listed address in request for a comment on this case study. If you have not received such an email please contact us.

What are the material issues (most important impacts) the World Bank has identified?

In its 2015 Sustainability Review the World Bank identified a range of material issues, such as economic performance, emissions, effluents and waste, market presence, occupational health and safety, human rights grievance mechanisms, local communities. However, with nearly 12,000 employees in more than 120 offices worldwide, united by a common mission – eliminate extreme poverty by 2030 and boost shared prosperity in a sustainable manner –, promoting a positive and respectful workplace that will help it retain the world’s top talent is a key material issue for the World Bank. The table below provides a complete list of the material aspects identified by the World Bank:

ECONOMIC	·    1 ECONOMIC PERFORMANCE ·    2 MARKET PRESENCE ·     3 INDIRECT ECONOMIC IMPACTS
ENVIRONMENTAL	·    4 ENERGY ·    5 BIODIVERSITY ·    6 EMISSIONS ·    7 EFFLUENTS AND WASTE ·    8 OVERALL ·    9 SUPPLIER ENVIRONMENTAL ASSESSMENT ·    10 ENVIRONMENTAL GRIEVANCE MECHANISMS
SOCIAL: LABOR PRACTICES AND DECENT WORK	·    11 EMPLOYMENT ·    12 OCCUPATIONAL HEALTH AND SAFETY ·    13 TRAINING AND EDUCATION ·    14 DIVERSITY AND EQUAL OPPORTUNITY ·    15 LABOR PRACTICES GRIEVANCE MECHANISMS
SOCIAL: HUMAN RIGHTS	·    16 INVESTMENT ·    17 NON-DISCRIMINATION ·    18 CHILD LABOR ·    19 INDIGENOUS RIGHTS ·    20 HUMAN RIGHTS GRIEVANCE MECHANISMS
SOCIAL: SOCIETY	·    21 LOCAL COMMUNITIES ·    22 ANTI-CORRUPTION ·    23 GRIEVANCE MECHANISMS FOR IMPACTS ON ·    SOCIETY
FINANCIAL SECTOR SUPPLEMENT	·    24 PRODUCT PORTFOLIO ·    25 AUDIT

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.

It is crucial to remember that the stakeholders a company engages with when identifying and taking action on its most important impacts are those that can hold it back from reaching its objectives.

Key stakeholder groups the World Bank engages with:

Stakeholder Group

INTERNAL

Bank owners (shareholder governments)

Bank employees (internal staff)

EXTERNAL

Civil Society

Faith-based organizations

Academics

Foundations

Parliamentarians

Citizens impacted by projects

Private sector (including socially responsible investors)

Partnering agencies

International, national and local media

How stakeholder engagement was made to identify material issues

The World Bank reports that:

“The topics deemed relevant for disclosure were identified by assessing annual corporate priorities outlined by the institution’s Boards and President and by considering stakeholder input, as well as by ascertaining sustainability impacts of carrying out the Bank’s mission and strategy.”

Stakeholder feedback was gained through three key channels:

• Country Opinion Survey
• Civil society feedback and
• Queries from investor research groups.

What actions were taken by the World Bank to promote a positive and respectful workplace that will help it retain the world’s top talent?

In its 2015 Sustainability Review the World Bank reports that it took the following actions for promoting a positive and respectful workplace in order to retain the world’s top talent:

• Offering staff informal services for resolving issues

Staff issues can be resolved through various informal services, as long as staff seek help early. Using an informal procedure, 95% of cases are handled successfully and confidentially.

• Respectful Workplace Advisors (volunteer staff members trained to guide other staff).
  Key facts:
  • [tweetthis]The World Bank has a total of 216 Respectful Workplace Advisors[/tweetthis]:
    • 183 in Country Offices where more than 15 staff operate
    • 33 located at headquarters, in Washington, D.C.
  • Respectful Workplace Advisors conducted 676 consultations with staff during 2015
• Ombuds Services
  Key facts:
  • Ombuds Services are provided by 3 highly trained, experienced and independent from formal management full-time professionals
  • There are 2 Ombuds in Washington, D.C. and 1 in Bangkok
  • They respond to staff with confidential advice
  • They provide management:
    • with feedback about general trends that may be affecting staff at the World Bank
    • with recommendations for changes
  • At the request of the initiating staff member, Ombuds may facilitate, in some situations, informal conversations between staff and others.
  • There were773 consultations with staff by Ombuds during 2015.
• Mediation Services
  Key facts:
  • Mediation services provide staff with an impartial third party who helps two or more participants better understand their issues, interests and needs.
  • 73% of cases that complete the mediation process are settled (those that are not withdrawn or closed by the mediator). The remaining cases may continue to other Internal Justice services. A final, binding agreement defines the specific terms reached by the parties involved, when a case is settled by mediation.
  • Mediation Services opened 168 cases during 2015.

• Offering staff formal services for determining whether managerial decisions are consistent with a staff member’s terms of appointment or conditions of employment
  • Peer Review Services
    Key facts:
    • They include an independent review of managerial decisions, actions or inactions affecting a staff member.
    • The review determines whether the decisions were consistent with the staff member’s terms of appointment or conditions of employment.
    • A panel of trained volunteer staff peers conducts the review and may recommend that the Bank award relief to the staff member and/or take corrective measures.
    • The recommendation is sent to the line Vice President, who consults with the Vice President of Human Resources to reach a final decision.
    • 54 cases were brought to Peer Review Services in 2015 and the decision-makers accepted all of the Peer Review Panel’s recommendations.
  • The World Bank Administrative Tribunal
    Key facts:
    • It is the independent judicial forum of last resort for the resolution of cases alleging nonobservance of contracts of employment or terms of appointment.
    • 7 external judges make up the Tribunal, appointed for fixed terms.
    • Their decisions are final and binding (24 in fiscal 2015).

• Investigating allegations of staff misconduct through the Office of Ethics and Business Conduct Vice Presidency (EBC)

Key facts:

• EBC:
  • engages in training and communication on business conduct
  • provides advice on conflict-of-interest risks
  • investigates allegations of staff misconduct
• EBC received 297 complaints about possible staff misconduct leading to 46 formal investigations during 2015.
• The largest categories of allegations were:
  • harassment (32%)
  • non compliance with Staff Rules (23%)
  • abuse of authority (18%)
• EBC investigations resulted in 29 substantiated cases. These were referred to the Bank’s Vice President of Human Resources for a determination of whether the matter constituted misconduct and of appropriate disciplinary measures.

• Investigating allegations of fraud and corruption through the Integrity Vice Presidency (INT)

Key facts:

• The INT investigates allegations of:
  • fraud and corruption in World Bank-supported activities (external investigations)
  • significant fraud and corruption involving Bank staff and vendors (internal investigations)
• The INT pursues sanctions against firms and individuals who have engaged in sanctionable misconduct by debarment. Debarments:
  • prevent these parties from participating in future Bank-financed projects
  • serve as a deterrent to other potential wrongdoers
• During 2015:
  • the INT received 323 complaints about possible fraud and corruption in World Bank-financed projects
  • these complaints led to 99 new investigations
• Allegations of possible misconduct were reported by:
  • 25 government officials in countries of operations
  • 89 Bank Group staff
• During 2015 the investigations that substantiated sanctionable misconduct involved:
  • 61 projects
  • 93 contracts worth about $523 million

• Providing Internal Justice Services to Country Office staff

The World Bank’s Country Office staff were historically underserved by Internal Justice Services.

Key facts:

• During the past 5 years, the World Bank’s Internal Justice System has focused on outreach to staff located in Country Offices.
• One hundred eighty-three Respectful Workplace Advisors and one of the Ombuds are located outside of Washington, D.C.
• Mediation Services has a network of 26 professional mediators, of which 20 are located outside of Washington, D.C.
• Staff working in Country Offices represent:
  • 75 percent of the caseloads for Respectful Workplace Advisors
  • 42 percent of Ombuds Services
  • 35 percent of Mediation Services
• At headquarters and in Country Offices, Internal Justice Services:
  • conducts presentations designed:
    • to introduce staff to the Internal Justice Services
    • to help new Country directors and managers understand how these services support the mission of the Bank
  • Internal Justice Services also provides trainings, some of which are delivered to the volunteer Respectful Workplace Advisors and Peer Reviewers.
  • 963 staff in DC and Country Offices received “Conflict Competencies” training (during 2010-2015).

Which GRI indicators/Standards have been addressed?

The GRI indicators/Standards addressed in this case are:

1) G4-56: Describe the organization’s values, principles, standards and norms of behavior such as codes of conduct and codes of ethics – the updated GRI Standard is: Disclosure 102-16 Values, principles, standards, and norms of behavior

2) G4-57: Report the internal and external mechanisms for seeking advice on ethical and lawful behavior, and matters related to organizational integrity, such as helplines or advice lines – the updated GRI Standard is: Disclosure 102-17 Mechanisms for advice and concerns about ethics

3) G4-LA16: Number of grievances about labor practices filed, addressed, and resolved through formal grievance mechanisms – the updated GRI Standard is: Disclosure 103-2 The management approach and its components

4) G4-SO3: Total number and percentage of operations assessed for risks related to corruption and the significant risks identified – the updated GRI Standard is: Disclosure 205-1 Operations assessed for risks related to corruption

 

References:

1) This case study is based on published information by the World Bank, located at the links 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 links:

http://database.globalreporting.org/

https://openknowledge.worldbank.org/bitstream/handle/10986/22727/Global0Reporti0ive00GRI00index02015.pdf?sequence=1&isAllowed=y (World Bank 2015 GRI Index)

https://openknowledge.worldbank.org/bitstream/handle/10986/22550/WBAR2015Appendix.pdf#GRIindex

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/

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