Sector: Retailers Archives - SustainCase - Sustainability Magazine https://sustaincase.com/category/retailers/ 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, 04 Dec 2023 06:57:05 +0000 en-US hourly 1 https://wordpress.org/?v=6.9.4 Case study: How Migros creates economic value for its stakeholders https://sustaincase.com/case-study-how-migros-creates-economic-value-for-its-stakeholders/ Mon, 04 Dec 2023 06:57:05 +0000 https://ccprowebs.com/new-sustaincase.com/?p=15593 With physical stores operating in 81 provinces of Türkiye and online channels, Migros offers a wide range of product portfolio supporting the budget, health and social life of its customers, and provides innovative solutions adding speed, convenience and value to their daily life. Migros’s business conduct approach is based on its understanding of “sustainability”, which Migros adopted according to the goal of creating value for all its stakeholders. This case study is based on the 2021 Integrated Report by Migros, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim […]

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]]> With physical stores operating in 81 provinces of Türkiye and online channels, Migros offers a wide range of product portfolio supporting the budget, health and social life of its customers, and provides innovative solutions adding speed, convenience and value to their daily life. Migros’s business conduct approach is based on its understanding of “sustainability”, which Migros adopted according to the goal of creating value for all its stakeholders.

This case study is based on the 2021 Integrated Report by Migros, 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. 

Generating value for all its stakeholders through its eco-friendly and community-focused operational approach is a top priority for Migros.  Tweet This! In order to create economic value for its stakeholders Migros took action to:

  • create economic value for employees
  • create economic value for suppliers
  • create economic value for governments

What are the material issues the company has identified?

In its 2021 Integrated Report Migros identified a range of material issues, such as good and trustworthy customer experience, innovative applications, health and safety of employees, transparent, responsible and ethical governance for a sustainable ecosystem. Among these, creating economic value for its stakeholders stands out as a key material issue for Migros.

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 Migros engages with:

Stakeholder Group                Method of engagement
Society and Customers ·      Migros Call Centre and WhatsApp line

·      Social Media

·      Consumer Researches
Employees

 

 ·      Internal Communication Practices

·      Recruitment Assessment Survey

·      Working Life Assessment Research

·      Migros Sharing Hotline
Shareholders & Investors

 

 

 

 ·      General Assembly Meeting

·      PDP (Public Disclosure Platform) Announcements

·      Corporate Governance Principles Compliance Report

·      Website

·      Annual Report
Supply Chain

 

 

 ·      Migros Business Partners Summit

·      MeCom/MeMobil (B2B) applications

·      Meetings (GAP-Good Agricultural Practices-supplier incentive meetings, etc.)
Governmental Agencies

 

 

 ·      Meetings and requests for opinions

·      Audits

·      Communication with the Municipalities and Ministries

·      Applications for Permits and Licenses
Organisations of the Industry ·      Meetings and Requests for Opinions

 

How stakeholder engagement was made to identify material issues

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

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

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

  • Creating economic value for employees
  • In 2021, Migros paid TRYl 3,308,763 thousand for employee wages and benefits.
  • Creating economic value for suppliers
  • In 2021, Migros paid TRYl 27,517,740 thousand to suppliers.
  • Creating economic value for governments
  • In 2021, Migros paid TRYl 614,796 thousand to governments.

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 Migros, 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://migroskurumsalstr.blob.core.windows.net/migroskurumsalstr/migros-integrated-report-2021-637939880552430601.pdf?v4

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

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]]> Case study: How Inditex creates economic value for its stakeholders https://sustaincase.com/case-study-how-inditex-creates-economic-value-for-its-stakeholders/ Fri, 01 Dec 2023 06:58:16 +0000 https://ccprowebs.com/new-sustaincase.com/?p=15588 Inditex, the biggest fast fashion group in the world, operates 6,477 stores in 215 markets worldwide. Through transparency and constant dialogue with its stakeholders, Inditex works to promote human rights, the Sustainable Development Goals and create shared value, generating a positive impact on society. This case study is based on the 2021 Statement on Non-Financial Information by Inditex, 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 […]

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]]> Inditex, the biggest fast fashion group in the world, operates 6,477 stores in 215 markets worldwide. Through transparency and constant dialogue with its stakeholders, Inditex works to promote human rights, the Sustainable Development Goals and create shared value, generating a positive impact on society.

This case study is based on the 2021 Statement on Non-Financial Information by Inditex, 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.   

Inditex is committed to generating sustainable value for all its stakeholders  Tweet This!, with the ultimate goal of helping to create a positive impact for society and the planet. In order to create economic value for its stakeholders Inditex took action to:

  • create economic value for employees
  • create economic value for the state
  • create economic value for shareholders
  • create economic value for communities

What are the material issues the company has identified?

In its 2021 Statement on Non-Financial Information Inditex identified a range of material issues, such as ethical behaviour and governance, climate change, human rights, product sustainability, environmental footprint minimisation. Among these, creating economic value for its stakeholders stands out as a key material issue for Inditex.

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 Inditex engages with:

Stakeholder Group                Method of engagement
Employees

 

 ·      Ethics Committee

·      UNI Global Union Agreement

·      Training and internal promotion

·      Internal communications

·      Volunteer programmes

·      Information Security and Data Protection and Privacy Departments
Customers

 

 ·      Specialised customer service teams

·      Physical and online stores

·      Social media

·      Information Security and Data Protection and Privacy Departments
Suppliers

 

 

 

 ·      Supplier clusters

·      Ethics Committee

·      Buying and sustainability teams

·      Global Framework Agreement with IndustriALL Global Union

·      Data Protection and Privacy Department
Community

 

 

 ·      Social Advisory Board

·      Cooperation with NGOs

·      Sponsorships and Patronage Committee
Environment

 

 

 ·      Social Advisory Board

·      Commitments with NGOs

·      Environmental sustainability teams
Shareholders

 

 ·      Annual General Meeting

·      Sustainability indexes

·      Investor relations

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Inditex engaged with its stakeholders through online surveys.

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

In its 2021 Statement on Non-Financial Information Inditex reports that it took the following actions for creating economic value for its stakeholders:

  • Creating economic value for employees
  • In 2021, Inditex paid 4,179 million euros in personnel expenses.
  • Creating economic value for the state
  • In 2021, Inditex paid 734 million euros in taxes on profits.
  • Creating economic value for shareholders
  • In 2021, Inditex paid 2,180 million euros in dividends to shareholders.
  • Creating economic value for communities
  • In 2021, Inditex paid 63.5 million euros 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 Inditex, 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.inditex.com/itxcomweb/api/media/8cae4f70-40ea-4152-9688-732c4fdd8d91/2021_inditex_statement_of_non_financial_information.pdf?t=1655306399672

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

]]> Case study: How EROSKI creates economic value for its stakeholders https://sustaincase.com/case-study-how-eroski-creates-economic-value-for-its-stakeholders/ Wed, 29 Nov 2023 06:59:37 +0000 https://ccprowebs.com/new-sustaincase.com/?p=15570 EROSKI is the leading retail mass-consumption goods and services cooperative distribution group in Spain and a benchmark operator in Galicia, the Basque Country, Navarre, Catalonia and the Balearic Islands. EROSKI not only shares the profit generated by its business activity among the employee partners of the cooperative and with the other Group companies, but also generates wealth directly in the different actors of its value chain, including the government, suppliers and others. This case study is based on the 2020 Annual Report by EROSKI, prepared in accordance with the GRI Standards, that can be found at this link. Through all […]

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]]> EROSKI is the leading retail mass-consumption goods and services cooperative distribution group in Spain and a benchmark operator in Galicia, the Basque Country, Navarre, Catalonia and the Balearic Islands. EROSKI not only shares the profit generated by its business activity among the employee partners of the cooperative and with the other Group companies, but also generates wealth directly in the different actors of its value chain, including the government, suppliers and others.

This case study is based on the 2020 Annual Report by EROSKI, 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. 

Generating, through its operations, long-term, sustainable value for all its stakeholders, is a top priority for EROSKI.  Tweet This! In order to create economic value for its stakeholders EROSKI took action to:

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

What are the material issues the company has identified?

In its 2020 Annual Report EROSKI identified a range of material issues, such as customer health and safety, diversity, equality and inclusion, ethical, transparent and responsible conduct, occupational safety and health. Among these, creating economic value for its stakeholders stands out as a key material issue for EROSKI.

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 EROSKI engages with:

Stakeholder Group                Method of engagement
Customers and Partners Customer

 

 ·      Customer care service (in-store, telephone and website)

·      EROSKI Club magazine

·      CAPRABO Sabor magazine

·      Customer satisfaction studies

·      Customer listening programming

·      Promotional brochures

·      EROSKI App Newsletters
Consumers

 

 ·      CONSUMER EROSKI magazine and www.consumer.es

·      School of Nutrition (www.escueladealimentacion.es )

·      Survey on Nutrition in the Spanish Population (ENPE)

·      Awareness-raising campaigns (health, solidarity and environment)

·      Public institutions and organisations that look after the interests of consumers (Kontsumobide, Council of Consumers and Users, Spanish Agency of Consumption, Food Security and Nutrition – AECOSAN, etc.)

·      Press releases and conferences
Employees

 

 

 

 ·      Publications: Nexo, Néctar, La Parrapla, intranets (Prisma, ForumNet), minutes, corporate communications

·      Evaluation interviews

·      Work culture surveys

·      Audits (Code of Ethics)

·      Whistle-blowing channel
Employee partners

 

 ·      Corporate shareholding bodies

·      Newsletters

·      Own Client Partner and consumer mechanisms
Supplier companies

 

 ·      Supplier Care Service Publications: Nexo Logística

·      EROSKI Agreements with SMEs

·      Collaboration agreements

·      Sectoral committees

·      Local product promotion campaigns

·      Audits (quality control)

·      Permanent and occasional forums
Financial institutions/ Investors

 

 ·      Corporate Governance Report

·      Consolidated Financial Statements Report

·      Press releases and conferences

·      CNMV and EROSKI website
Franchisees

 

 ·      “With you in franchising” programme

·      Direct communication with the staff of the Franchise Department of the General Management of the Network
Governments

 

 ·      Collaboration agreements and arrangements

·      Meetings with public representatives

·      Business and consumer cooperative associations (ACES, ANGED, AECOC, etc.)
Tertiary sector and other social agents

 

 ·      Meetings with representatives of the different organisations

·      EROSKI Foundation Scientific Committee

·      Universities: agreements, scholarships

·      NGOs: collaboration agreements, sponsorships, sessions, stands

How stakeholder engagement was made to identify material issues

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

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

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

  • Creating economic value for employees
  • In 2020, EROSKI paid 495 million euros for employee wages, salaries and benefits.
  • Creating economic value for suppliers
  • In 2020, EROSKI paid 3.871 million euros to suppliers.
  • Creating economic value for the government
  • In 2020, EROSKI paid 222 million euros in taxes.
  • Creating economic value for society
  • In 2020, EROSKI paid 14 million euros for social purposes and for training and informing consumers.

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 EROSKI, 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://corporativo.eroski.es/wp-content/uploads/2021/07/Memoria-EROSKI-2020_eng.pdf

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

]]> Case study: How Alko creates economic value for its stakeholders https://sustaincase.com/case-study-how-alko-creates-economic-value-for-its-stakeholders/ Mon, 27 Nov 2023 07:00:06 +0000 https://ccprowebs.com/new-sustaincase.com/?p=15566 Alko Inc. is the national alcoholic beverage retailing monopoly in Finland, a limited company wholly-owned by the Finnish Government. This case study is based on the 2021 Annual and Sustainability Report by Alko, 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.  Alko’s operations have an extensive financial impact on its stakeholders and society, generating long-term value […]

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

]]> Alko Inc. is the national alcoholic beverage retailing monopoly in Finland, a limited company wholly-owned by the Finnish Government. Working with is stakeholders to make a greater impact, creating shared value for all, is a top priority for Alko.  Tweet This!

This case study is based on the 2021 Annual and Sustainability Report by Alko, 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. 

Alko’s operations have an extensive financial impact on its stakeholders and society, generating long-term value for both. In order to create economic value for its stakeholders Alko took action to:

  • create economic value for employees
  • create economic value for goods suppliers and service providers
  • create economic value for owners
  • create economic value for society

What are the material issues the company has identified?

In its 2021 Annual and Sustainability Report Alko identified a range of material issues, such as climate change, biodiversity, responsibility for the supply chain, staff diversity. Among these, creating economic value for its stakeholders stands out as a key material issue for Alko.

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 Alko engages with:

Stakeholder Group                Method of engagement
Customers

 

 ·      Customer surveys

·      Customer feedback

·      In-store events

·      Newsletters

·      Customer magazine

·      Trend report

·      Websites and social media
Owner, political decision-makers and supervisory authorities (National Supervisory Authority for Welfare and Health Valvira and Regional State Administrative Agencies) ·      Contacts

·      Meetings

·      Working groups

·      Websites

·      Corporate Social Responsibility Report and Annual Report

 
Organisations, networks and local communities

 

 

 

 ·      Meetings

·      Working groups and other cooperation with civic and employee organisations and organisations in the environmental, social and health sectors both in Finland and internationally

·      Websites

·      Corporate Social Responsibility Report and Annual Report
Personnel

 

 

 

 ·      Meeting practices that comply with the management system

·      Coaching

·      Involvement in projects and development work

·      Personnel surveys, indicators and reports

·      Internal communications, websites and social media
Goods suppliers

 

 ·      Procurement terms and conditions for supplier cooperation

·      Continual cooperation and regular meetings, producer visits and events

·      Seminars, audits and training as part of Alko’s responsibility-related cooperation

·      Supplier surveys

·      Meetings with industry organisations both in Finland and abroad

·      Websites, Corporate Social Responsibility Report and Annual Report
Lessors

 

 ·      Annual meetings

·      Reviews of investment plans and schedules

·      Social media and websites
Media

 

 ·      Media bulletins and briefings

·      Supplier tastings

·      Interviews, websites and social media

·      Visits

·      Corporate Social Responsibility Report and Annual Report
Research bodies

 

 ·      Research projects

·      Financial support for Finnish research

·      Information sharing

·      Events

·      Lectures and websites

How stakeholder engagement was made to identify material issues

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

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

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

  • Creating economic value for employees
  • In 2021, Alko paid EUR 86.1 million for personnel salaries and fees.
  • Creating economic value for goods suppliers and service providers
  • In 2021, Alko paid EUR 1,130.8 million to goods suppliers and service providers.
  • Creating economic value for owners
  • In 2021, Alko paid EUR 60.0 million in dividends.
  • Creating economic value for society
  • In 2021, Alko paid EUR 85.8 million in tax.

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

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

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

 

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

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

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

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

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

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

See upcoming training dates.
References:

This case study is based on published information by Alko, 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.alko.fi/INTERSHOP/static/WFS/Alko-OnlineShop-Site/-/Alko-OnlineShop/en_US/pdf_t/2021_Alko_VSK_ENG_FINAL.pdf

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

]]> Case study: How Dufry creates economic value for its stakeholders https://sustaincase.com/case-study-how-dufry-creates-economic-value-for-its-stakeholders/ Fri, 15 Sep 2023 06:03:51 +0000 https://ccprowebs.com/new-sustaincase.com/?p=15388 With a history that goes back to its foundation in 1865, Dufry is a global travel retailer operating over 2,300 duty-free and duty-paid shops in airports, cruise lines, seaports, railway stations and downtown tourist areas. Dufry’s ESG strategy is supervised by the Board of Directors and ensures alignment of business and sustainability strategies, along with sustainable value creation for all its stakeholders. This case study is based on the 2021 ESG Report by Dufry, 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 […]

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

]]> With a history that goes back to its foundation in 1865, Dufry is a global travel retailer operating over 2,300 duty-free and duty-paid shops in airports, cruise lines, seaports, railway stations and downtown tourist areas. Dufry’s ESG strategy is supervised by the Board of Directors and ensures alignment of business and sustainability strategies, along with sustainable value creation for all its stakeholders.

This case study is based on the 2021 ESG Report by Dufry, 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. 

As part of its corporate citizenship, Dufry contributes to the economic development of the economies in countries where it operates, generating long-term value for its stakeholders.  Tweet This! In order to create economic value for its stakeholders Dufry took action to:

  • create economic value for employees
  • create economic value for bondholders and lending banks
  • create economic value for public authorities and communities

What are the material issues the company has identified?

In its 2021 ESG Report Dufry identified a range of material issues, such as corporate governance, customer satisfaction, talent management, cyber security and data protection. Among these, creating economic value for its stakeholders stands out as a key material issue for Dufry.

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 Dufry engages with:

Stakeholder Group
Employees
Suppliers
Investors
Airport authorities and landlords
Customers

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Dufry engaged with its stakeholders through its role in trade conferences and associations, one-on-one discussions and the ongoing dialogue with shareholders and other stakeholders and through regular customer surveys.

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

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

  • Creating economic value for employees
  • In fiscal year 2021 Dufry paid CHF 635.4 million for employee remuneration, retirement benefits, social security payments and other personnel expenses.
  • Creating economic value for bondholders and lending banks
  • In fiscal year 2021 Dufry paid CHF 250.2 million in interest expenses as payments to its bondholders and lending banks.
  • Creating economic value for public authorities and communities
  • In fiscal year 2021 Dufry paid CHF 19.8 million in income taxes paid to public authorities and communities.

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 Dufry, 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.dufry.com/en/sustainability/esg-report-2021

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

]]> Case study: How Stockmann creates economic value for its stakeholders https://sustaincase.com/case-study-how-stockmann-creates-economic-value-for-its-stakeholders/ Wed, 01 Feb 2023 07:06:13 +0000 https://ccprowebs.com/new-sustaincase.com/?p=14719 Stockmann, established in 1862, is a Finnish listed company engaging in the retail trade, with 8 department stores, 420 fashion stores and 3 properties in a total of 18 countries. Stockmann’s operations create economic added value to its stakeholders in all the countries in which it operates, with the majority of the economic added value going into personnel salaries and other remuneration, as well as to goods and materials suppliers and service providers. This case study is based on the 2020 CSR Review by Stockmann, prepared in accordance with the GRI Standards, that can be found at this link. Through all […]

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]]> Stockmann, established in 1862, is a Finnish listed company engaging in the retail trade, with 8 department stores, 420 fashion stores and 3 properties in a total of 18 countries. Stockmann’s operations create economic added value to its stakeholders in all the countries in which it operates, with the majority of the economic added value going into personnel salaries and other remuneration, as well as to goods and materials suppliers and service providers.

This case study is based on the 2020 CSR Review by Stockmann, 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

Stockmann’s goal is to create added value for all its stakeholders  Tweet This!, and actively engage in society. In order to create economic value for its stakeholders Stockmann took action to:

  • create economic value for employees
  • create economic value for goods suppliers and service providers
  • create economic value for finance providers
  • create economic value for the public sector

What are the material issues the company has identified?

In its 2020 CSR Review Stockmann identified a range of material issues, such as customer satisfaction, diversity and equal opportunities, effluents and waste, customer privacy, procurement practices. Among these, creating economic value for its stakeholders stands out as a key material issue for Stockmann.

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 Stockmann engages with:

Stakeholder Group                Method of engagement
Customers

 

 ·      Dialogue in the department stores and other stores

·      Customer service (emails, phone calls, social media)

·      Customer surveys

·      Marketing communications

·      Events

·      Loyal customer programme
Personnel ·      Performance and development discussions

·      Personnel surveys

·      Employees’ and Group Councils

·      Codetermination

·      Staff events

·      Workshops

·      Intranet

·      Teams
Shareholders and investors

 

 

 ·      Stock exchange releases

·      Financial reports

·      Annual reporting

·      Group website

·      Webcasts

·      Regular investor relations meetings

·      Annual General Meeting of shareholders

·      Surveys
Suppliers and service providers ·      Meetings

·      Negotiations

·      Workshops

·      Cooperation projects and co-campaigns

·      Factory visits and inspections

·      Website

·      Supplier surveys

·      Stockmann’s annual Supplier Day event
Authorities and organisations ·      Activities in organisations

·      Collaboration

·      Projects

·      Responding to surveys

·      Charity work

·      Website

·      Annual reporting

How stakeholder engagement was made to identify material issues

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

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

In its 2020 CSR Review Stockmann reports that it took the following actions for creating economic value for its stakeholders:

  • Creating economic value for employees
  • Stockmann pays its employees fair wages for their work, and supports their personal and professional growth. In 2020, Stockmann paid EUR 153.1 million for employee salaries, fees and pension contributions.
  • Creating economic value for goods suppliers and service providers
  • In 2020, Stockmann paid EUR 613.1 million for purchased goods and services, including capital goods and paid rents.
  • Creating economic value for finance providers
  • In 2020, Stockmann spent EUR 45.4 million in financial expenses.
  • Creating economic value for the public sector
  • In 2020, Stockmann paid EUR 6 million for social security payments and taxes.

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 Stockmann, 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://year2020.stockmanngroup.com/pdf/Stockmann_corporate_social_responsibility_2020.pdf

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

]]> Case study: How Kesko creates economic value for its stakeholders https://sustaincase.com/case-study-how-kesko-creates-economic-value-for-its-stakeholders/ Mon, 30 Jan 2023 06:57:07 +0000 https://ccprowebs.com/new-sustaincase.com/?p=14714 Kesko is a Finnish listed trading sector company operating in the grocery trade, the building and technical trade and the car trade, with approximately 1,800 stores engaged in chain operations in Finland, Sweden, Norway, Estonia, Latvia, Lithuania and Poland. , including shareholders, customers, personnel, retailers, suppliers of goods and providers of services, and society. This case study is based on the 2021 Annual Report by Kesko, 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 […]

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

]]> Kesko is a Finnish listed trading sector company operating in the grocery trade, the building and technical trade and the car trade, with approximately 1,800 stores engaged in chain operations in Finland, Sweden, Norway, Estonia, Latvia, Lithuania and Poland. Kesko’s operations generate economic benefits for various stakeholders in Kesko’s operating countries and market areas  Tweet This!, including shareholders, customers, personnel, retailers, suppliers of goods and providers of services, and society.

This case study is based on the 2021 Annual Report by Kesko, 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

Kesko’s mission is to create welfare responsibly for all its stakeholders and for all society. In order to create economic value for its stakeholders Kesko took action to:

  • create economic value for suppliers and service providers
  • create economic value for employees
  • create economic value for providers of capital and owners
  • create economic value for the public sector
  • create economic value for communities

What are the material issues the company has identified?

In its 2021 Annual Report Kesko identified a range of material issues, such as climate change, sustainable products, biodiversity, responsibility of the purchasing chain, wellbeing of customers. Among these, creating economic value for its stakeholders stands out as a key material issue for Kesko.

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 Kesko engages with:

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

Stakeholder Group                Method of engagement
Customers

 

 ·      Daily customer encounters

·      Customer service channels and applications

·      Customer surveys

·      Social media
Investors, shareholders, analysts and other representatives of capital markets

 

 ·      General Meeting

·      Financial reporting

·      Press conferences

·      Investor web pages, social media channels and other digital channels

·      Investor and analyst meetings

·      Surveys and assessments

·      Personal dialogue
Kesko’s personnel, K-retailers and store staff

 

 

 ·      Daily interaction

·      Personnel survey, pulse surveys and performance and development reviews

·      Retailer events and meetings

·      K Group’s virtual event K-Team Live

·      Electronic communication channels and Kehittyvä kauppa (Developing Retail) trade magazine

·      K Code of Conduct

·      SpeakUp reporting channel
Other key stakeholders (suppliers and service providers, media, authorities, nongovernmental and other organisations) ·      Meetings with suppliers and partner events

·      Media events and enquiries

·      Activities in organisations

·      Enquiries from NGOs

 

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

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

  • Creating economic value for suppliers and service providers
  • In 2021, Kesko paid €10,556 million for goods, materials and services purchased.
  • Creating economic value for employees
  • In 2021, Kesko paid €764 million for employee salaries, fees and social security expenses.
  • Creating economic value for providers of capital and owners
  • In 2021, Kesko paid €68 million to providers of capital (net finance income/costs) and €421 million in dividends to owners (proposal to the General Meeting).
  • Creating economic value for the public sector
  • In 2021, Kesko paid €143 million in taxes (including income taxes, real estate taxes and net worth taxes).
  • Creating economic value for communities
  • In 2021, Kesko spent €4 million in donations.

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 Kesko, 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.kesko.fi/globalassets/03-sijoittaja/raporttikeskus/2022/q1/kesko_annual_report_2021_sustainability.pdf

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

]]> Case study: How Sheng Siong treats waste responsibly https://sustaincase.com/case-study-how-sheng-siong-treats-waste-responsibly/ Mon, 09 Nov 2020 06:58:05 +0000 https://ccprowebs.com/new-sustaincase.com/?p=11637 Sheng Siong is one of Singapore’s top retailers, with over 60 stores island-wide today – also listed on the Mainboard of the Singapore Exchange since 2011. Sheng Siong recognises its responsibility to contribute towards Singapore’s goal of becoming a Zero Waste Nation, and views the conservation of resources as a key business objective. This case study is based on the 2019 Sustainability Report by Sheng Siong 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: […]

The post Case study: How Sheng Siong treats waste responsibly appeared first on SustainCase - Sustainability Magazine.

]]> Sheng Siong is one of Singapore’s top retailers, with over 60 stores island-wide today – also listed on the Mainboard of the Singapore Exchange since 2011. Sheng Siong recognises its responsibility to contribute towards Singapore’s goal of becoming a Zero Waste Nation, and views the conservation of resources as a key business objective.

This case study is based on the 2019 Sustainability Report by Sheng Siong 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

Layout 1Abstract                  

Sheng Siong adopts the 3Rs ‘reduce, reuse, recycle’ principle in the management of its resources and waste  Tweet This!, monitoring and measuring the usage of its resources and waste streams. In order to treat waste responsibly Sheng Siong took action to:

  • reduce food waste
  • recycle waste
  • reduce packaging waste

What are the material issues the company has identified?

In its 2019 Sustainability Report Sheng Siong identified a range of material issues, such as customer satisfaction, food and product safety, employee engagement and development, governance and ethics, affordable food, occupational health, safety and well-being. Among these, treating waste responsibly stands out as a key material issue for Sheng Siong.

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 Sheng Siong engages with: 

Stakeholder Group                Method of engagement
Customers ·      Customer feedback forms (in-store and online)

·      Customer service hotline and email

·      Social Media

·      Market research groups such as Nielsen
Employees ·      Regular staff meetings and dialogue sessions

·      Orientation programmes for new employees

·      Staff engagement events such as Family Day, Annual CNY Dinner, 7th Lunar Month Festival

·      Grievance/ whistleblowing procedures
Suppliers

 

 

 ·      Regular business review sessions

·      Supplier visits and audits

·      Annual meetings with key suppliers
Government agencies

 

 

 

 ·      Regular update meetings

·      Participation in dialogue sessions organised by the authorities

·      Relevant project and engagement meetings
NGOs & Voluntary Welfare Organisations (VWOs) ·      Engagement meetings with NGOs & VWOs

·      Participation in projects and/or volunteer activities

·      Philanthropy and in-kind sponsorships
Media

 

 ·      Media relations engagement

·      Media monitoring
Shareholders/ investors ·      Regular investor relations meetings

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Sheng Siong distributed an online survey to both internal and external stakeholders (including customers) to gather perspectives on the most important sustainability topics, collecting more than 1500 responses from employees across the business and 179 responses from external stakeholders including suppliers, government agencies, NGOs, VWOs, media and shareholders.

What actions were taken by Sheng Siong to treat waste responsibly?

In its 2019 Sustainability Report Sheng Siong reports that it took the following actions for treating waste responsibly:

  • Reducing food waste
  • Sheng Siong has put in place sound purchasing and inventory management policies, excellent storage and food handling standards and systems, and adopted state-of-the-art packaging and processing techniques to prolong the shelf life of its products and produce. Sheng Siong also participates in Food Waste Reduction Campaigns headed by the National Environmental Agency (NEA). This includes putting up posters and signage in its stores to raise awareness and educate consumers to handle Sheng Siong’s fresh produce with care, to shop wisely and adopt good storage practices at home, so as not to waste food. “Reduced to Clear” sections have also been introduced since 2011, where fresh produce that is slightly blemished but still wholesome, or that are close to expiry are sold at reduced prices. Since 2017, Sheng Siong has been collaborating with NEA on a food waste co-digestion project, where source-segregated food waste collected from 13 of Sheng Siong’s stores and distribution centre is sent daily to a facility at Ulu Pandan Water Reclamation Plant for co-digestion with used water sludge. This co-digestion process yields more biogas from the anaerobic digestion process compared to the treatment of used water sludge alone, thereby enhancing energy recovery. By 2019, the project was extended to all 59 stores including Sheng Siong’s distribution centre, and an estimated 3,035 tonnes of food waste generated was successfully diverted.
  • Recycling waste
  • Sheng Siong partners with its suppliers to reuse plastic crates for the supply of its fresh vegetables, fruits, seafood and eggs. Styrofoam boxes that are typically used by suppliers to supply temperature-sensitive products are also washed, sanitised and reused internally. Excess styrofoam boxes are collected to be recycled. Sheng Siong sorts its waste conscientiously for recycling. A paper-compacting machine is used to compact carton boxes (collected from the stores) into cubes to reduce the space required for delivery to the recycling plant. Sheng Siong also recycles food waste, plastic, wooden pallets, stretched film, styrofoam boxes, cans and metals.
  • Reducing packaging waste
  • Sheng Siong has been a signatory to the Singapore Packaging Agreement (SPA) since 2018. In 2019, Sheng Siong was conferred the Excellence Award (Multinational Company and Local Large Enterprise Category) by SPA for its exemplary efforts in reducing packaging waste. Some of the initiatives Sheng Siong continues to implement include:
    • Reviewing packaging of its housebrand products: Packaging used for Sheng Siong’s housebrand products falls within the “Lightest” to “Median” range of the Packaging Benchmarking Database developed by the SPA, where information about the packaging of the product is available.
    • Making a conscientious effort in the design and choice of packaging when developing new housebrand products.
    • Working with suppliers to replace styrofoam packing with alternative materials such as paper cartons wherever possible without compromising on the freshness and quality of fresh food products.
    • Collaborating with partners to continue raising awareness on the need to reduce plastic usage, and actions that every shopper can take.
  • In 2019, Sheng Siong successfully reduced the use of pallet stretch film (used for wrapping and securing bulk cargo during transportation) by 22.5% compared to 2018 by switching to one of a different material specification. Sheng Siong also estimates that it has reduced the rate of usage of plastic bags by about 6.5%, as compared to 2018.

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

The GRI Standard addressed in this case is: Disclosure 306-2 Waste by type and disposal method

Disclosure 306-2 Waste by type and disposal method 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 Sheng Siong, 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 Sheng Siong: 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 Sheng Siong treats waste responsibly appeared first on SustainCase - Sustainability Magazine.

]]> Case study: How Walmart creates development opportunities for employees https://sustaincase.com/case-study-how-walmart-creates-development-opportunities-for-employees/ Fri, 29 Nov 2019 11:29:07 +0000 https://ccprowebs.com/new-sustaincase.com/?p=10068 Walmart operates over 11,200 stores under 55 banners in 27 countries, and employs approximately 2.2 million people around the globe – 1.5 million in the U.S. alone. This case study is based on the 2017 Global Responsibility Report by Walmart 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 Walmart sees each job as a pathway […]

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]]> Walmart operates over 11,200 stores under 55 banners in 27 countries, and employs approximately 2.2 million people around the globe – 1.5 million in the U.S. alone. Providing a ladder of opportunity, is part of Walmart’s investment in its people: to enable them to reach positions of greater responsibility and income, both within Walmart and beyond.  Tweet This!

This case study is based on the 2017 Global Responsibility Report by Walmart 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

Walmart sees each job as a pathway to greater opportunity, whether it’s within Walmart, within the sector or in another industry entirely. Supporting employees in the jobs they have while seeking to provide the tools they need to advance is, thus, a top priority. In order to create development opportunities for employees Walmart took action to:

  • launch a new training programme for entry-level associates
  • provide educational opportunities
  • implement an Academy training programme

What are the material issues the company has identified?

In its 2017 Global Responsibility Report Walmart identified a range of material issues, such as supporting small and local farmers, improving preparedness, speed and focus of response to disasters, scaling clean, affordable, renewable energy, providing better product information to customers, investing in communities. Among these, creating development opportunities for employees stands out as a key material issue for Walmart.

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 Walmart engages with:

Stakeholder Group
Customers
Associates
Suppliers
Advisory councils
Community leaders
Grantees
NGOs
Government leaders
Investors

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Walmart engaged with its stakeholders through dialogues, working sessions and surveys. These included interviews and a 1,750-respondent survey.

What actions were taken by Walmart to create development opportunities for employees?

In its 2017 Global Responsibility Report Walmart reports that it took the following actions for creating development opportunities for employees:

  • Launching a new training programme for entry-level associates
  • In FY2017, Walmart introduced Pathways, its new training programme for U.S. entry-level associates. Pathways helps associates gain vital retail job skills and may be completed in as quickly as 90 days. Through the programme, Walmart seeks to better integrate new hires into its culture, reinforcing core values and Walmart ‘s focus on serving the customer. Pathways teaches valuable and transferable skills, including customer service, merchandising, teamwork and communications. The programme incorporates both self-paced, computer-based learning and mentoring from a supervisor. Besides helping associates apply what they have learned through the online modules, supervisors also provide frequent feedback and check-ins as the training progresses, and engage associates in discussions on job performance and potential career opportunities.
  • Providing educational opportunities
  • Since 2010, Walmart has broadened its view of how it can help associates succeed in retail careers. Through Walmart’s Lifelong Learning initiative, 7,185 associates enrolled in its high school programmes, and 74,000 associates enrolled to use Rosetta Stone to learn languages since 2014. Another 8,500 associates have started college since 2011. In FY2017, over 1,700 scholarships were awarded to associates and their dependents, through funding from the Walmart Foundation.
  • Implementing an Academy training programme
  • Walmart continues to build out its Academy training programme and, in FY2017, opened 60 Academies. The Academies are dedicated facilities that offer two to six weeks of hands-on, immersive learning, combining both classroom study and training on the sales floor. Walmart ‘s Academies prepare associates for jobs as frontline hourly supervisors, department managers and assistant managers, teaching them to read spreadsheets, profit and loss statements and other skills necessary to take on greater responsibility. Walmart expected to have 200 Academies in place by the end of FY2018, each of which serving some 25 nearby stores.

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: Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all
  • Business theme: Employee training and education

 

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 Walmart, 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 Walmart: 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 Walmart creates development opportunities for employees appeared first on SustainCase - Sustainability Magazine.

]]> Case study: How Walmart addresses human trafficking in seafood and other supply chains https://sustaincase.com/case-study-how-walmart-addresses-human-trafficking-in-seafood-and-other-supply-chains/ Mon, 27 May 2019 05:01:04 +0000 https://ccprowebs.com/new-sustaincase.com/?p=9499 As one of the world’s largest retailers, operating over 11,300 stores under 58 banners in 27 countries and employing almost 2.2 million associates globally, Walmart believes that all people deserve safe, healthy working conditions that are free from coercion. Accordingly, through its Responsible Sourcing programme and collaborative initiatives, This case study is based on the 2017 Global Responsibility Report by Walmart 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 Walmart addresses human trafficking in seafood and other supply chains appeared first on SustainCase - Sustainability Magazine.

]]> As one of the world’s largest retailers, operating over 11,300 stores under 58 banners in 27 countries and employing almost 2.2 million associates globally, Walmart believes that all people deserve safe, healthy working conditions that are free from coercion. Accordingly, through its Responsible Sourcing programme and collaborative initiatives, Walmart is working to promote dignity and respect for the men and women who make the products it sells.  Tweet This!

This case study is based on the 2017 Global Responsibility Report by Walmart 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

As risk factors that can lead to human trafficking and forced labour cross national and industry boundaries, Walmart seeks to form coalitions and engages with governments to confront these challenges in the global supply chain, through collective action. In order to address human trafficking in seafood and other supply chains Walmart took action to:

  • promote responsible recruitment practices
  • develop a training marketplace
  • promote compliance with labour standards
  • invest in innovation and tools

What are the material issues the company has identified?

In its 2017 Global Responsibility Report Walmart identified a range of material issues, such as supporting small and local farmers, scaling clean, affordable, renewable energy, providing better product information to customers, investing in communities. Among these, addressing human trafficking in seafood and other supply chains stands out as a key material issue for Walmart.

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 Walmart engages with:

Stakeholder Group
Customers
Associates
Suppliers
Advisory councils
Community leaders
Grantees
NGOs
Government leaders
Investors

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Walmart engaged with its stakeholders through dialogues, working sessions and surveys, which included interviews and a 1,750-respondent survey.

What actions were taken by Walmart to address human trafficking in seafood and other supply chains?

In its 2017 Global Responsibility Report Walmart reports that it took the following actions for addressing human trafficking in seafood and other supply chains:

  • Promoting responsible recruitment practices
  • In FY2017, Walmart joined the Leadership Group for Responsible Recruitment, and will continue working with other stakeholders to promote responsible recruitment practices in the global supply chain. Walmart is also a member of the Consumer Goods Forum (CGF), which announced a resolution in January 2016 to address forced labour as an industry priority. The CGF brings together over 400 retailers, manufacturers and service providers in the consumer goods industry to create positive change across the retail industry. Walmart also participates in CGF’s Social Sustainability Committee, which works to drive global collaboration in identifying and tackling key social sustainability issues for the industry.
  • Developing a training marketplace
  • Asda, Walmart’s business in the UK, supports Stronger Together, a multistakeholder initiative that aims to reduce the risk of human trafficking, forced labour and other hidden third-party exploitation of workers in the supply chains of UK companies. Stronger Together provides downloadable resources for employers, labour providers, workers and worker representatives.
  • Promoting compliance with labour standards
  • Walmart participates in the Seafood Task Force, an initiative established by a group of seafood processors, feed producers, buyers, retailers, government representatives and nongovernmental organisations collaborating to address issues concerning labour conditions and illegal fishing in Thai seafood supply chains. The group’s board of directors includes a representative from Walmart’s Responsible Sourcing organisation. 

  • Investing in innovation and tools
  • The Walmart Foundation has been awarding, over the past years, grants to International Justice Mission (IJM) and Issara Institute to develop a comprehensive set of data, and analytics and innovative tools to assess the nature and prevalence of forced labour and trafficking in the Thai seafood sector. In FY2017, a new $2 million, two-year grant from the Walmart Foundation helped IJM apply casework and criminal analytics to end impunity for traffickers in the Thai fishing industry. The Walmart Foundation grant to Issara Institute is also helping it to use analytics, technology and collaborations to reduce the risk of slavery across global supply chains, by elevating worker voice though education and access to hotlines. Additionally, the Walmart Foundation awarded $2 million to Polaris Project, a nonprofit organisation that works to disrupt human trafficking by equipping key stakeholders and communities with tools to identify, map and eliminate trafficking networks. Polaris is working with Consejo Ciudadano, a Mexican nonprofit organisation operating a crisis hotline, to be better able to track and respond to reports of trafficking.

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

The GRI Standard addressed in this case is: Disclosure 409-1 Operations and suppliers at significant risk for incidents of forced or compulsory labor

 

Disclosure 409-1 Operations and suppliers at significant risk for incidents of forced or compulsory labor 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: Elimination of forced or compulsory labor

 

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 Walmart, 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 Walmart: 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 Walmart addresses human trafficking in seafood and other supply chains appeared first on SustainCase - Sustainability Magazine.

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