What are the material issues the company has identified?

In its 2019 Sustainability Report Toyota Material Handling Europe identified a range of material issues, such as attracting and retaining talent, compliance, customer safety, responsible purchasing. Among these, reducing energy use in its operations stands out as a key material issue for Toyota Material Handling Europe.

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 Toyota Material Handling Europe engages with: 

Stakeholder Group

Employees

Prospective employees

Students

Customers

Suppliers

Distributors

Toyota Industries and its group companies

Local communities

Public authorities

European Works Council

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Toyota Material Handling Europe engaged, through surveys, with 34 internal stakeholders (including leaders and decision makers across Toyota Material Handling Europe) and 22 external stakeholders who included industry associations, a civil society agency, an external consultant, an auditor, Toyota Material Handling Europe’s owner, a daughter and sister company, academia, media, a local government representative, a worker that was not an employee, and several suppliers and customers.

What actions were taken by Toyota Material Handling Europe to reduce energy use in its operations?

In its 2019 Sustainability Report Toyota Material Handling Europe reports that it took the following actions for reducing energy use in its operations:

• Reducing fleet fuel consumption
• In FY15, Toyota Material Handling Europe launched its green company car guideline, moving to more hybrid company cars and reduced fleet fuel consumption. Since FY12, the share of diesel in Toyota Material Handling Europe’s fuel mix for company cars and service vans has been reduced from 89% to 70%. With four million service visits per year, 60% of Toyota Material Handling Europe’s fuel use and 29% of its total energy use comes from fuel for service vans. By carrying about 20% less weight, getting smaller service vans, using GPS and eco-driving, Toyota Material Handling Europe uses less fuel and reduces CO2 emissions.

• Decreasing fuel use in buildings and factories
• Toyota Material Handling Europe’s factories in Italy and its company in the Czech Republic have achieved ISO 50001, and its company in the Netherlands achieved significant CO2 reductions. These entities continue to act as centres of excellence in energy management. Another factory (France) and two sales and service companies will become ISO 50001 certified in FY21. In FY19, Toyota Material Handling Manufacturing Sweden started to switch to liquefied biogas (LBG) and so reduce the total CO2 output from Toyota Material Handling by more than 5% through one single project. Two customer demo sites for solar charging have also been launched in Toyota Material Handling Europe’s premises:
  • On the Toyota Material Handling Netherlands campus in Ede, energy from solar panels is fed via solar charging stations to electric material handling equipment.
  • Lift Truck Equipment S.p.A. (LTE), Toyota Material Handling Europe’s mast manufacturing company in Italy, installed a hydrogen station in May 2017, producing hydrogen from renewable electricity generated by the company’s solar panels (140 kW). The hydrogen is filled to the company’s fuel cell lift trucks – developed by Toyota Industries Corporation – to contribute to CO2 reduction.
• Due to their commitment to energy efficiency and low-carbon technologies, both entities have already met their 2020 energy and CO2 targets. In FY16, Toyota Material Handling Europe’s sustainability champions visited Toyota Material Handling Netherlands and in FY18 its Lift Truck Equipment factory (LTE) in Ferrara, Italy in order for Toyota Material Handling Europe’s experts to learn from their best practice experience.

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

The GRI Standard addressed in this case is: Disclosure 302-4 Reduction of energy consumption

Disclosure 302-4 Reduction of energy consumption corresponds to:

• Sustainable Development Goal (SDG) 7: Ensure access to affordable, reliable, sustainable and modern energy for all
• Targets: 7.3
• Sustainable Development Goal (SDG) 8: Decent Work and Economic Growth
• Targets: 8.4
• Sustainable Development Goal (SDG) 12: Ensure sustainable consumption and production patterns
• Targets: 12.2
• Sustainable Development Goal (SDG) 13: Take urgent action to combat climate change and its impacts
• Targets: 13.1

 

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 Toyota Material Handling Europe, 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 Toyota Material Handling Europe: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us.

What are the material issues the company has identified?

In its 2019 Annual Report FCOT identified a range of material issues, such as economic performance, anti-corruption, marketing and labelling, employment, training and education, labour/management relations. Among these, minimising energy consumption and GHG emissions at its properties stands out as a key material issue for FCOT.

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 FCOT engages with:

Stakeholder Group	Method of engagement
Tenants	·      Tenant engagement programmes ·      Joint community programmes with tenants ·      Tenant surveys ·      Tenant meetings
Employees	·      Performance appraisals ·      Team bonding activities ·      Orientation programme for new staff ·      Communication via the Frasers Property intranet and Workplace ·      Training ·      Company and employee activities such as Annual Dinner & Dance, Family Day, sports events and fitness programmes
Property managers	·      Regular meetings and discussions ·      Emails and phone calls
Unitholders and investor community	·      Local and overseas investor meetings, conferences, roadshows and property tours ·      Post-results briefings for analysts and investors ·      Annual General Meetings ·      Website, announcements, management presentations, press releases, webcasts of half-year and full-year results briefings
Local community	·      Social and community events and activities ·      Sustainability report
Regulators and industry bodies	·      Meetings, briefings and consultations ·      Industry conferences and seminars and memberships in industry bodies such as REITAS (FCOT is one of the pioneer members)

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics FCOT carried out a survey with internal and external stakeholders.

What actions were taken by FCOT to minimise energy consumption and GHG emissions at its properties?

In its 2019 Annual Report FCOT reports that it took the following actions for minimising energy consumption and GHG emissions at its properties:

• Recommissioning and upgrading lightings at Central Park
• Approximately 70% of the building’s mechanical controls have been recommissioned in the past four years, which has resulted in energy savings and a more comfortable environment for tenants. Recommissioning is one of the most efficient ways to improve the building’s energy performance, as it optimises energy efficiency, building operations and peak building energy demand management. Over the past four years, the lighting system on the tower floors has been upgraded to T5 fluorescent lights or light-emitting diode (LED) lights, which has reduced lighting energy use from 13.2 watts/ sq m to 5 watts/ sq m (a savings of 62.1%). An automatic lighting control system utilising motion sensor has also been installed.

• Implementing sustainable management at China Square Central
• At China Square Central, the usage of a water-cooled chiller plant system designed with energy efficient chillers, variable speed drives (VSD) driven chilled water pumps and tower fans has resulted in energy savings of around 503,000 kWh per annum. The savings are a significant 23% over and above the baseline stated in BCA Green Mark requirements. Additionally, LED and T5 lights and motion sensors installed at common areas resulted in substantial energy savings of approximately 165,000 kWh per annum and achieved a 62.9% improvement over the benchmarked lighting power budget of the BCA Green Mark requirements. China Square Central also uses sustainable materials and products certified under the Singapore Green Labelled Scheme (SGLS) or Singapore Green Building Council (SGBC) extensively to provide a healthier environment for occupants. Sustainable materials and products used include ceiling boards, drywall partitions, wooden door panels, concrete walls, floor screeds, eco-friendly cleaning products, sustainable toilet rolls and paper hand towels.

• Reducing energy consumption at 357 Collins Street through improvements in the mechanical plant
• Close monitoring and proactive improvements to the property’s mechanical chiller plant resulted in a year-on-year reduction in consumption of around 111 mWh or 10.2% in FY2019. The water chiller temperature was also fine-tuned to approximately 1°C. The plant is one of the biggest consumers of electricity in the building. Adjusting the control valves ensures correct staging of the chiller system to maintain high efficiencies.

• Using renewable energy
• FCOT uses renewable energy across its properties, as follows:
  • Central Park: The installation of a solar photovoltaic system generated around 10,000 kWh from solar power in FY2019, providing sufficient renewable energy to power the management office of Central Park.
  • 357 Collins Street: About 20% of the power used in FY2019 was from green power sources which were predominantly generated by wind farms.
  • Farnborough Business Park:
    • Renewable energy: The multi-let buildings in the business park purchased 100% of their energy requirements from renewable sources in FY2019.
    • Promoting green travels: The business park provides comprehensive end-of-trip facilities, bicycle paths throughout the business park and electric vehicle charging stations for both tenants and visitors. In FY2019, two more electric vehicle charging stations were added. The business park’s shuttle busses have low-emission Euro 5 engines which are more environmentally friendly.

• Attaining ISO 50001:2011 and ISO 14001:2015 certifications to boost energy performance
• In FY2019, the environment management systems (EMS) of both properties in Singapore attained ISO 50001:2011 certifications (Energy Management System), in addition to their existing ISO 14001:2015 certifications (Environmental Management System). These certifications are internationally recognised standards for strategic and systematic EMS implementation with proven energy and cost savings. These standards enable and empower the property managers to identify and harness energy-saving opportunities as they materialise. By continuously monitoring and improving energy efficiency, the properties are able to achieve continuous energy savings.

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

The GRI Standards addressed in this case are:

1) Disclosure 302-1 Energy consumption within the organization

2) Disclosure 302-3 Energy intensity

3) Disclosure 305-2 Energy indirect (Scope 2) GHG emissions

4) Disclosure 305-4 GHG emissions intensity

 

Disclosure 302-1 Energy consumption within the organization corresponds to:

• Sustainable Development Goal (SDG) 7: Ensure access to affordable, reliable, sustainable and modern energy for all
• Targets: 7.2, 7.3
• Business theme: Energy efficiency, Renewable energy
• Sustainable Development Goal (SDG) 8: Decent Work and Economic Growth
• Targets: 8.4
• Sustainable Development Goal (SDG) 12: Ensure sustainable consumption and production patterns
• Targets: 12.2
• Sustainable Development Goal (SDG) 13: Take urgent action to combat climate change and its impacts
• Targets: 13.1

Disclosure 302-3 Energy intensity corresponds to:

• Sustainable Development Goal (SDG) 7: Ensure access to affordable, reliable, sustainable and modern energy for all
• Targets: 7.3
• Sustainable Development Goal (SDG) 8: Decent Work and Economic Growth
• Targets: 8.4
• Sustainable Development Goal (SDG) 12: Ensure sustainable consumption and production patterns
• Targets: 12.2
• Sustainable Development Goal (SDG) 13: Take urgent action to combat climate change and its impacts
• Targets: 13.1

Disclosure 305-2 Energy indirect (Scope 2) 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

Disclosure 305-4 GHG emissions intensity corresponds to:

• 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 FCOT, 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 FCOT: 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 Sustainability Report First Resources identified a range of material issues, such as labour conditions and human rights, business conduct and corruption, supply chain traceability and transparency, greenhouse gas (GHG) emissions, employee management and retention. Among these, supporting the communities where it operates stands out as a key material issue for First Resources.

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 First Resources engages with:

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

Stakeholder Group	Method of engagement
Communities	·      Meetings with Community Development Officers
Customers	·      One-on-one communication ·      Website ·      Annual Report ·      Sustainability Report
Employees	·      Internal company portal ·      Internal company meetings ·      Performance review
Shareholders	·      Annual General Meeting ·      Website ·      SGXNET ·      Annual Report ·      Sustainability Report ·      One-on-one communication ·      Conferences/Non-Deal Roadshows
Banks and financial institutions	·      Website ·      SGXNET ·      Annual Report ·      Sustainability Report ·      One-on-one communication
Non-governmental organisations (NGOs)	·      One-on-one communication ·      Website ·      Annual Report ·      Sustainability Report
Suppliers	·      One-on-one communication ·      Group sessions
Regulatory bodies (including government)	·      One-on-one communication ·      Reporting mechanisms ·      Multi-stakeholder forums

What actions were taken by First Resources to support the communities where it operates?

In its 2018 Sustainability Report First Resources reports that it took the following actions for supporting the communities where it operates:

• Increasing access to quality formal education
• First Resources recognises that education is fundamental for community growth and well-being and works to increase access to quality formal education for both the current and future generations of school-age children in its communities. First Resources currently manages 38 schools located within its plantation estates, which include 13 kindergartens, 19 elementary schools, four junior high schools and two preschools. These institutions employ more than 250 teachers and educate over 2,500 students. The educational practices adopted are similar to those at schools managed by the local government. First Resources contributes to the schools’ facilities and teaching aids, such as furniture, computers, electricity generators and books. All children of employees working on First Resources’ estates are provided with free education at the schools. Scholarships were also awarded to high-scoring children from less privileged families, having been selected by local education authorities. To motivate teachers that work with First Resources’ communities, and encourage a higher standard of teaching, First Resources offers them additional incentives, such as supplementary income. In 2018, First Resources allocated and invested almost IDR3 billion to support the education of children. In addition to awarding scholarships, First Resources also established an internship programme that is run in collaboration with more than 30 Indonesian universities. The programme offers students an opportunity to apply what they have learned, expand their knowledge and benefit from valuable on-the-job experience. In 2018, First Resources took in 296 interns, consisting of students from various universities and high schools.

• Supporting infrastructure development
• As well as enabling First Resources to run its own operational activities more efficiently, better infrastructure enables local communities, including farmers, cooperatives, associations, businesses and local government, to have better access to healthcare facilities, educational facilities and markets. First Resources consults local village leaders on which infrastructure projects to support. Accessibility to roads, better road conditions and connecting bridges will improve the mobility of rural communities and support local economies. The roads servicing First Resources’ operating areas – which First Resources shares with local communities – are maintained to minimise disruption to First Resources’ operations and to maintain strong links to the main transport network. In 2018, most of First Resources’ infrastructure projects were carried out in its development areas at East Kalimantan and West Kalimantan, where First Resources repaired 85 kilometres of roads and bridges.

• Extending access to healthcare
• First Resources has built more than 32 health clinics on its estates. These are staffed with qualified medical professionals, including at least one doctor and two nurses in each facility. The primary purpose of the clinics is to service First Resources’ employees and their families, but they are also open to local community members. The operating hours of the clinics are longer than those of the health posts managed by local government. Medical services such as immunisations for polio, measles and tuberculosis are available to communities upon request. First Resources has also established health-related community programmes, to improve the well-being of local residents and increase their awareness about the benefits of healthy living. Carried out in cooperation with local health authorities, the “Be Healthy with First Resources” programme includes treatments and advice for children, pregnant women and the elderly, as well as the coordination of blood donation drives.

• Improving access to clean water
• Infrastructure for delivering clean and potable water is severely lacking in some of the communities located near First Resources’ operations. First Resources has therefore made assisting villages with this basic need a priority within the scope of its community investment programme. First Resources’ efforts include the provision of clean water, new piping and water tanks, as well as the construction of new water wells for villages to ensure constant water flow. In 2018, this initiative reached three villages and benefitted over 246 families.

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

The GRI Standards addressed in this case are:

1) Disclosure 203-1 Infrastructure investments and services supported

2) Disclosure 203-2 Significant indirect economic impacts

 

Disclosure 203-1 Infrastructure investments and services supported corresponds to:

• Sustainable Development Goal (SDG) 2: End hunger, achieve food security and improved nutrition and promote sustainable agriculture
• Business theme: Infrastructure investments
• Sustainable Development Goal (SDG) 5: Achieve gender equality and empower all women and girls
• Business theme: Infrastructure investments
• Sustainable Development Goal (SDG) 7: Ensure access to affordable, reliable, sustainable and modern energy for all
• Business theme: Infrastructure investments
• Sustainable Development Goal (SDG) 9: Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation
• Business theme: Infrastructure investments
• Sustainable Development Goal (SDG) 11: Make cities and human settlements inclusive, safe, resilient and sustainable
• Business theme: Infrastructure investments

 Disclosure 203-2 Significant indirect economic impacts corresponds to:

• Sustainable Development Goal (SDG) 1: End poverty in all its forms everywhere
• Business theme: Availability of products and services for those on low incomes, Economic development in areas of high poverty
• Sustainable Development Goal (SDG) 2: End hunger, achieve food security and improved nutrition and promote sustainable agriculture
• Business theme: Changing the productivity of organizations, sectors, or the whole economy
• Sustainable Development Goal (SDG) 3: Ensure healthy lives and promote wellbeing for all at all ages
• Business theme: Access to medicines
• Sustainable Development Goal (SDG) 8: Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all
• Business theme: Changing the productivity of organizations, sectors, or the whole economy, Indirect impact on job creation, Jobs supported in the supply chain
• Sustainable Development Goal (SDG) 10: Reduce inequality within and among countries
• Business theme: Economic development in areas of high poverty, Foreign direct investment
• Sustainable Development Goal (SDG) 17: Strengthen the means of implementation and revitalize the global partnership for sustainable development
• Business theme: Foreign direct investment

 

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 First Resources, 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 First Resources: 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 2017-18 Sustainability Report Chemplast Sanmar identified a range of material issues, such as economic performance, energy, occupational health and safety, material usage, labour-management relations. Among these, enhancing the living standards of local communities stands out as a key material issue for Chemplast Sanmar.

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 Chemplast Sanmar engages with:

Stakeholder Group	Method of engagement
Nearby communities	·      Need-based regular interaction by public relations function and discussion/meeting with community representatives ·      Open dialogue with local communities ·      Survey to derive the priorities on community development initiatives/programmes ·      Celebration of cultural festivals/ occasions
Government and regulating authorities	·      Monthly inspections ·      Periodical reports ·      Regular interactions/review
Employees	·      Intranet facilities ·      Monthly reports ·      Internal magazines ·      Communication meetings ·      Training programmes ·      Drills
Customers	·      Discussions ·      Personal interactions on an ongoing basis ·      Plant visit
Suppliers/ transporters	·      Discussions ·      Personal interactions on a regular basis ·      Plant visit ·      Quarterly transporters meet ·      Daily vehicle GPS monitoring report
Media	·      Advertisements ·      Press conference ·      Interviews of senior management
Contract labours	·      Induction training ·      Training programme on various safety topics ·      ‘Tool Box’ in the morning ·      Fire drills ·      Emergency response training

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Chemplast Sanmar carried out workshops with key stakeholder groups, including regular employees, contract employees, suppliers, customers, and regulators. In these workshops, Chemplast Sanmar distributed carefully designed questionnaires to obtain a quantitative rating of sustainability topics, based on stakeholder views.

What actions were taken by Chemplast Sanmar to enhance the living standards of local communities?

In its 2017-18 Sustainability Report Chemplast Sanmar reports that it took the following actions for enhancing the living standards of local communities:

• Supporting rural health
• Chemplast Sanmar regularly organises mega medical camps near its plant facilities. The number of beneficiaries have been 542 and 210 at Mettur and Karaikal, respectively. Chemplast Sanmar also ran three rural health centres at Chitrapettai, Nochikadu and Semmankuppam villages in the Cuddalore region and four rural health centres at Veeranur, Thangamapuripattinam, Panangadu and Mottur in Mettur region, for which it provided regular aid for their smooth functioning. The total number of beneficiaries were 8518 and 17084 at Mettur and Cuddalore, respectively. Additionally, Chemplast Sanmar arranged various awareness campaigns such as a puppet show on Dengue awareness at the Mettur facility. Chemplast Sanmar’s support for inculcating best hygiene practices also included supplying dustbins to the ESI hospital, to help prevent disease-spread. The total expenditure incurred by Chemplast Sanmar in this focus area for 2017-18, was INR 1,683,017 for all plant facilities combined.

• Advancing rural education
• Chemplast Sanmar’s initiatives towards building an educated and well-aware society involve book donation drives, awareness campaigns, donations to village schools for carrying out development activities and running evening tuition centres at various locations. In 2017-18, there were 72 and 84 school children benefitting at the Karaikal and Mettur evening tuition centres respectively. The consolidated budget for the reporting year’s initiatives undertaken in the rural education sector amounted to INR 646,890.

• Increasing access to water
• Approximately 55% of Chemplast Sanmar’s CSR expenditure is utilised to provide access to water to local communities. Various developmental activities, like installation of water facilities at primary schools, water supplies to rural areas, desilting operation at Stanley reservoir were carried out as part of Chemplast Sanmar’s CSR programme and, in 2017-18, the quantity of drinking water supplied to nearby communities of Mettur covering 25 villages in 3 panchayats was 488372 KL. Overall, a total expenditure of approximately INR 6,053,664 was made by Chemplast Sanmar in the financial year 2017-18, towards access to water. Other CSR initiatives undertaken by Chemplast Sanmar included donations towards necessary infrastructural development, carrying out celebrations of events at temples and community areas, and livelihood generation initiatives.

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

The GRI Standards addressed in this case are:

1) Disclosure 203-1 Infrastructure investments and services supported

2) Disclosure 413-1 Operations with local community engagement, impact assessments, and development programs

 

Disclosure 203-1 Infrastructure investments and services supported corresponds to:

• Sustainable Development Goal (SDG) 2: End hunger, achieve food security and improved nutrition and promote sustainable agriculture
• Business theme: Infrastructure investments
• Sustainable Development Goal (SDG) 5: Achieve gender equality and empower all women and girls
• Business theme: Infrastructure investments
• Sustainable Development Goal (SDG) 7: Ensure access to affordable, reliable, sustainable and modern energy for all
• Business theme: Infrastructure investments
• Sustainable Development Goal (SDG) 9: Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation
• Business theme: Infrastructure investments
• Sustainable Development Goal (SDG) 11: Make cities and human settlements inclusive, safe, resilient and sustainable
• Business theme: Infrastructure investments

Disclosure 413-1 Operations with local community engagement, impact assessments, and development programs does not correspond to any SDG.

 

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

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

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

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 Chemplast Sanmar, 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 Chemplast Sanmar: 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 2017 Sustainability Report Grundfos identified a range of material issues, such as energy efficiency, product life-cycle, anti-corruption, employee satisfaction, human rights, occupational health & safety. Among these, promoting sustainable water use stands out as a key material issue for Grundfos.

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 Grundfos engages with:

Stakeholder Group	Method of engagement
Customers	·      Consumer survey ·      Websites ·      Product websites ·      E-learning (Grundfos for installers) ·      Online tool for wholesalers (MyGrundfos) ·      Social media ·      Direct contact through sales ·      Customer meetings ·      Industry trade group meetings ·      Awards (Customer Satisfaction Survey)
Employees	·      EMS (Employee Motivation Survey) ·      Intranet ·      Town hall meetings ·      Training & learning warehouse, ·      Whistleblower system ·      Safety week ·      Water2Life
Suppliers	·      Direct purchase ·      Supplier awards ·      Supplier Code of Conduct awareness ·      Meetings ·      Audits ·      Trainings ·      Conferences
Global and local partners	·      For Memorandum of Understanding (MoU) partners, Grundfos has key account managers who hold regular meetings with them every year
Local communities	·      Direct local engagement ·      Employee volunteers ·      Collaborative partnerships ·      Sponsorships
NGOs	·      Governmental affairs liaisons ·      Direct engagement ·      Meetings ·      Advocacy ·      Dialogue
Development banks and advocacy organisations	·      Direct engagement ·      Meetings ·      Advocacy ·      Dialogue
Government & policy makers	·      Governmental affairs liaisons ·      Direct engagement ·      Meetings ·      Advocacy ·      Dialogue

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Grundfos engaged a wide range of stakeholders through a materiality survey, asking stakeholders to rank different topics, adding interviews as verification.

What actions were taken by Grundfos to promote sustainable water use?

In its 2017 Sustainability Report Grundfos reports that it took the following actions for promoting sustainable water use:

• Implementing the Water2Life programme
• Water2Life is a programme initiated by Grundfos’ employees that seeks to provide clean water to some of the world’s most vulnerable communities. Grundfos’ involvement in projects is framed by a sustainable solution as decided by the company, and is communicated to employees across the world. The approach is evaluated on a yearly basis, by looking at results in terms of engagement and fundraising. The programme works in partnership with a local NGO that suggests where the greatest impact can be had within a region or country. Grundfos determines which project to focus on and proceeds to fundraise the first half of the project, while the local NGO fundraises the second half and manages the daily responsibilities. In 2017, Grundfos wrapped up its Water2Life project in Vietnam. More than 100 km of pipeline connected the homes of 28,000 people to local waterworks, and the project provided sanitation and hygiene education for more than 3,600 school students. Through Water2Life donations, local waterworks in Vietnam provide clean and affordable water to local communities, which creates both a sustainable business model and jobs for local people. In September 2017, Grundfos partnered with Water Mission and launched a new three-year project in Honduras, bringing clean water to schools and hospitals.

• Delivering Lifelink solutions
• Grundfos Lifelink represents Grundfos’ commitment to providing customised sustainable water solutions serving low-income communities in the developing world. By supporting revenue collection, transparency and smarter water management, Lifelink solutions enable water service providers to deliver a sustainable long-term community supply. Grundfos delivers Lifelink solutions to treat surface water in communities that do not have access to potable water or water of sufficient quality for domestic purposes, and combines solar-powered pumps, water treatment (AQpure) and intelligent water ATMs (AQtaps) with online water management and professional service to provide water kiosks connected to groundwater or surface water supplies. Lifelink solutions also build on partnerships across sectors. In 2017, the Grundfos Lifelink team continued building partnerships to bring sustainable access to safe water for low-income communities. Together with World Vision Kenya and funded by the Stone Family Foundation, Grundfos finalised the implementation of 46 automated solar powered water kiosks for 11 water projects in Kenya. Grundfos also engaged with Kenyan mobile operator Safaricom, which made available a special data package at an affordable price so that local communities could access the mobile payment platform for tapping water 24/7 at the AQtaps, and delivered Lifelink solutions to treat surface water in communities that had no access to clean and drinkable water. In West Bengal, India, Grundfos’ ultra-filtration (UF) membrane-based Grundfos AQpure solution is up and running, to treat water for a large village that is surrounded by saline and contaminated surface water. 

• Joining partnerships
• For Grundfos, the main value of partnerships is in making a greater difference in the world, particularly when working in unchartered areas. Through SDG #17 on partnerships, Grundfos can achieve its aim to take water of the required quality to where it is needed. Some of Grundfos’ significant partnerships in 2017 are:
  • ADRA International: Grundfos collaborated with the humanitarian organisation ADRA International, to provide access to clean water for 1.5 million people in Asia, Africa, Central and South America, and the South Pacific over a period of five years. Grundfos’ innovative technology will improve access to water and hygiene resources in under-served peri-urban communities.
  • Ghana Ministry of Water: Grundfos and the Ghanaian Minister for Sanitation and Water Resources signed a Memorandum of Understanding on improving clean water supply for the people of Ghana. Grundfos solutions deployed in both urban and rural areas of the West African country include solar-driven pumps, which are particularly suited for areas with unreliable or non-existent power supplies. Furthermore, the focus is on capacity building and training.
  • Danish Refugee Council: Grundfos partnered with the Danish Refugee Council’s Business-Humanitarian Partnership Lab, bringing the first water solutions to the Bidi Bidi refugee camp.
  • 2030 Water Resources Group: In 2016, Grundfos joined the prestigious 2030 Water Resources Group, named for the 2030 Agenda for Sustainable Development and the SDGs that guide its goals. The group brings together public, private and civil society at country level to have an open discussion about water management and to develop concrete proposals that can help drive action on the management of water resources.
  • World Vision: During 2016 and 2017, Grundfos’ partnership with World Vision benefited more than 700,000 people. In 2016, Grundfos recorded over 322,000 people from nine countries who had access to clean water and in 2017 reached a further 384,500 people from eight countries, including Kenya, Tanzania, Uganda, Ethiopia, and Zambia.

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

The GRI Standard addressed in this case is: Disclosure 203-1 Infrastructure investments and services supported

 

Disclosure 203-1 Infrastructure investments and services supported corresponds to:

• Sustainable Development Goal (SDG) 2: End hunger, achieve food security and improved nutrition and promote sustainable agriculture
• Business theme: Infrastructure investments
• Sustainable Development Goal (SDG) 5: Achieve gender equality and empower all women and girls
• Business theme: Infrastructure investments
• Sustainable Development Goal (SDG) 7: Ensure access to affordable, reliable, sustainable and modern energy for all
• Business theme: Infrastructure investments
• Sustainable Development Goal (SDG) 9: Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation
• Business theme: Infrastructure investments
• Sustainable Development Goal (SDG) 11: Make cities and human settlements inclusive, safe, resilient and sustainable
• Business theme: Infrastructure investments

 

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 Grundfos, 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 Grundfos: 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 Sustainability Report Mazda identified a range of material issues, such as indirect economic impacts, effluents and waste, occupational health and safety, diversity and equal opportunity. Among these, reducing logistics emissions stands out as a key material issue for Mazda.

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 Mazda engages with: 

Stakeholder Group	Method of engagement
Customers	·      Establishment of call centres ·      Mazda Official Website and social media ·      Day-to-day sales activities ·      Customer satisfaction surveys ·      Holding events ·      Interviews with customers ·      Meetings with Mazda vehicle owners
Shareholders and investors	·      Website for shareholders and investors ·      Publication of the asset securities report and the quarterly financial reports ·      Publication of the summary of financial results ·      Quarterly presentation of financial results ·      Publication of shareholder reports ·      Holding ordinary general meetings of shareholders ·      Publication of the Annual Report ·      Publication of corporate governance reports ·      Presentations and plant tours for investors
Business partners	·      Hotlines linking Mazda with dealerships ·      Day-to-day purchasing activities ·      Supplier communication meetings ·      Conferences with representatives of dealerships ·      Conferences with supplier executives ·      Commendation of outstanding suppliers and dealerships
Employees	·      Labour-Management Council ·      Direct communication with senior management (MBLD) ·      Global Employee Engagement Survey ·      Career meetings ·      Career Challenge System (in-house recruitment and “Free Agent”) ·      Group and optional training ·      Lectures
Global society and local communities	·      Opening to the public of the Mazda Museum and plant tours ·      Execution of social contribution activities and participation in and promotion of volunteer activities ·      Dialogue through economic and industry organisations ·      Interaction/exchange of views with the local community ·      Response to hearings, information disclosure, etc. ·      Dialogue, cooperation and support through collaboration of industry, academia and government
Next generation people (environment)	·      Holding and participating in environmental events ·      Setting targets and reporting the results under Mazda Green Plan 2020, midterm environmental plan

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Mazda engaged with its stakeholders through a questionnaire survey, obtaining their opinions and evaluations.

What actions were taken by Mazda to reduce logistics emissions?

In its 2018 Sustainability Report Mazda reports that it took the following actions for reducing logistics emissions:

• Reforming transportation by consolidating logistics centres
• Mazda consolidated its logistics centres nationwide, with the aim of combining delivery routes with low shipping volumes while ensuring timely shipments. Continuously reviewing the operation of car carriers (domestic vessels) according to their shipping volumes has enabled Mazda to improve loading efficiency. To make more effective use of the domestic vessels on the return journey, collaborative transportation has also been promoted with other companies. In February 2016, Mazda started the operation of a new domestic vessel and in May of the same year existing vessels were modified, resulting in a 30% improvement in transportation capacity. In FY March 2018, Mazda reduced CO2 emissions by around 3,800 tons, by enhancing fuel economy as well as transportation capacity through full-fledged operations of these domestic vessels. Moreover, by loading completed vehicles into ships as directly as possible from their manufacturing sites, Mazda succeeded in curbing around 17 tons of CO2 emissions.

• Improving the ratio of modal shift for the transportation of service parts
• Mazda is seeking to improve the rate of modal shift regarding the transportation of service parts and, in May 2016, started to use large returnable containers, originally introduced to transport parts overseas, for domestic transportation. This was aimed at reducing transportation CO2 emissions by improving the load efficiency of JR (JapanRail) In FY March 2018, Mazda promoted the use of JR for domestic transportation, in accordance with the relocation of parts sales companies beginning in FY March 2016. As a result, Mazda increased the rate of transportation by JR from 25% to 45% per transportation volume (ton-kilometre), reducing CO2 emissions by around 400 tons.

• Promoting “straight” logistics without distribution centres
• After the manufacture of parts to be exported to overseas assembly plants is completed, they are packaged and loaded into containers at the same location, eliminating the need for shipment between production locations and distribution centres. At present, the coverage of this logistics system is expanding to engines, transmissions and auto body parts produced at the Hiroshima Plant and the Hofu Plant. In FY March 2018, Mazda also expanded the quantity of transmissions vanned at plants to be exported to the Mexico plant.

• Reducing the transportation distance for procured parts for overseas production
• Previously, the parts procured in Asia to be used for overseas production were transported via Japan to Mazda’s Mexico plant. In July 2016, this was changed to direct transportation, so that now these parts are transported from existing distribution centres in Thailand and China, leading to a reduced transportation distance. In Japan, in FY March 2017 Mazda started to land parts imported from overseas at the ports close to production sites, in order to reduce the transportation distance between the Hiroshima Plant and Hofu Plant. In FY March 2018, Mazda enlarged the scope of models to which this measure is applied, reducing CO2 emissions by about 8 tons.

• Reducing the transportation distance for repair parts
• When Mazda’s Mexico plant started to run, repair parts were transported via North America to Europe, since their transpiration volume was small. Three years after the plant’s startup, however, the volume was on the rise. For this reason, the shipping method was changed to direct transportation to Europe. By reducing the transportation distance through straight logistics, Mazda succeeded in reducing CO2 emissions by approximately 1,400 tons.

• Improving transportation efficiency for procured parts
• For domestically produced parts, deployment of the Milk-Run system was completed throughout Japan by FY March 2008. Today, Mazda is introducing the same system in overseas production sites, with deployment in the Mexico plant completed in FY March 2014 and in the transmission plant in Thailand completed in FY March 2016, aiming to reduce CO2 emissions by further promoting efficiency in the purchasing and logistics processes across the entire supply chain. Mazda is continuing its initiatives to optimise its packaging volume for purchasing parts, reflecting the logistics needs at the beginning of the product development process, so as to further improve the load efficiency of trucks and reduce the number of trucks required. In Japan, Mazda introduced the Cloud-based Transportation/Delivery Progress Management Service for Logistics Operators in 2016. This service has been proven effective in reducing delivery time and costs and improving the quality of transportation, as well as in mitigating the burden on drivers, easing traffic congestion, and reducing CO2 emissions through efficient transportation. Mazda plans to apply this service to 600 vehicles in five years after its launch. In FY March 2018, the number of vehicles covered by this service increased to 350 from 220 at its inception.

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

The GRI Standard addressed in this case is: Disclosure 302-2 Energy consumption outside of the organization

Disclosure 302-2 Energy consumption outside of the organization corresponds to:

• Sustainable Development Goal (SDG) 7: Ensure access to affordable, reliable, sustainable and modern energy for all
• Business theme: Energy efficiency, Renewable energy
• Sustainable Development Goal (SDG) 8: Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all
• Business theme: Energy efficiency
• Sustainable Development Goal (SDG) 12: Ensure sustainable consumption and production patterns
• Business theme: Energy efficiency, Transport
• Sustainable Development Goal (SDG) 13: Take urgent action to combat climate change and its impacts
• Business theme: Energy efficiency

 

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 Mazda, 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 Mazda: 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 Sustainability Report Honda identified a range of material issues, such as responding to climate change and energy issues, reducing traffic fatalities, assuring outstanding product quality, respecting human rights. Among these, reducing logistics emissions stands out as a key material issue for Honda.

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 Honda engages with:

Stakeholder Group	Method of engagement
Customers	·      Customer satisfaction surveys ·      Enjoy Honda
Shareholders and Investors	·      Shareholder meeting and briefings for institutional investors
National/Local government	·      Dialogues concerning local government policies and available technologies ·      Feasibility studies
Economic and Industry organisations	·      Participation in councils
International organisations	·      Participation in international initiatives
NGOs	·      Regular communication ·      Response to surveys and questionnaires
Research institutes	·      Merchantability verification for products ·      Co-development of technologies
Media	·      Communication with journalists ·      New model launch events
Suppliers	·      Supplier networking events ·      Supplier risk assessments
Dealers	·      Dealer Conferences/briefings
Local communities	·      Plant tours ·      Social activities by associates
Associates	·      Associate satisfaction surveys ·      Dialogue between executives and associates

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Honda engaged in dialogue with leading environmental, social and corporate governance (ESG) rating agencies and NGOs in Europe and the United States.

What actions were taken by Honda to reduce logistics emissions?

In its 2018 Sustainability Report Honda reports that it took the following actions for reducing logistics emissions:

• Identifying global CO2 emissions
• Honda is working to improve transportation efficiency in the shipping of vehicles and equipment, parts shipped between plants, parts for services and repairs, and parts collected from suppliers. Additionally, in FY2017 Honda started managing CO2 emissions in the transportation of automobile production parts, which make up the majority of international marine transport. In FY2018, Honda continued its efforts to identify CO2 emissions for all products around the world, by steadily expanding the scope to other product domains.

• Expanding modal shifts
• Honda tries to expand its modal shift, i.e. switching means of transportation from trucks to ship and rail transportation, with a focus on transportation to distant regions. For example, in Vietnam, the distance between Honda’s production facility on the outskirts of Hanoi in the north and the major market of Ho Chi Minh City in the south is over 1,700 km. For this reason, Honda is replacing conventional trucks with ship and rail transport for long-distance shipments between north and south. As a result, Honda will achieve reductions in CO2 of 27% with rail transport and 65% with ship transport, compared with conventional truck transport. In addition, Honda is working to increase efficiency in each transport mode and is introducing, in rail transport, freight cars specially designed for shipping automobiles with high load efficiency.

• Increasing the ratio of longer carriers
• In India, Honda reduced CO2 emissions by approximately 6,226t per year by improving the transport efficiency of completed vehicles from its factory to dealers. Honda India implemented this initiative in collaboration with logistics service providers and dealers, in which longer carriers transport two or more dealers’ clubbed orders on the same route, if one dealer order is less than six cars. Previously, Honda India used small carriers with four car capacity for small quantity dealer orders.

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

The GRI Standard addressed in this case is: Disclosure 302-2 Energy consumption outside of the organization

Disclosure 302-2 Energy consumption outside of the organization corresponds to:

• Sustainable Development Goal (SDG) 7: Ensure access to affordable, reliable, sustainable and modern energy for all
• Business theme: Energy efficiency, Renewable energy
• Sustainable Development Goal (SDG) 8: Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all
• Business theme: Energy efficiency
• Sustainable Development Goal (SDG) 12: Ensure sustainable consumption and production patterns
• Business theme: Energy efficiency, Transport
• Sustainable Development Goal (SDG) 13: Take urgent action to combat climate change and its impacts
• Business theme: Energy efficiency

 

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 Honda, 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 Honda: 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 Global Citizenship Report FedEx identified a range of material issues, such as ethics, bribery and corruption, data security and privacy, driver and workplace safety, business preparedness, resiliency and disaster response. Among these, increasing facilities efficiency stands out as a key material issue for FedEx.

Stakeholder engagement in accordance with the GRI Standards

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

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

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

Key stakeholder groups FedEx engages with:  

Stakeholder Group

Customers

Industry groups

Investors

Sustainability experts

Nonprofits

Government agencies

Team members

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics FedEx engaged with its stakeholders through a survey and roundtable engagement session.

What actions were taken by FedEx to increase facilities efficiency?

In its 2018 Global Citizenship Report FedEx reports that it took the following actions for increasing facilities efficiency:

• Improving energy efficiency
• As in previous years, lighting retrofits are a priority for FedEx and, in FY17, it upgraded an additional 28 facilities. Collectively, all facilities upgraded helped FedEx save 220,390,449 kWh of electricity and avoid, in FY17, 164,018 metric tons of CO2e emissions. Since 2007, lighting retrofits at 1,085 facilities have saved more than 1 billion kWh of electricity. In FY17, FedEx Office also began piloting an energy management system that allows for more efficient climate control and monitors the health of office equipment, with the aim of ultimately reducing energy and repair costs.

• Certifying facilities
• Certifying facilities to external standards is one way for FedEx to take a more comprehensive look at its performance, across a number of environmental criteria. During FY17, FedEx Express completed two more LEED-certified facilities in the U.S., bringing the total number to 14 and covering an area of 218,698 square meters. FedEx Express also operates three LEED-certified facilities outside the U.S., which include the FedEx International Centre (formerly TNT Centre) in Hoofddorp, the Netherlands. FedEx Ground has six LEED-certified facilities in the U.S., and the FedEx Office Headquarters in Plano, Texas is also LEED-certified. During FY17 FedEx Freight began work on its first LEED facility, expected to open in Sheboygan, Wisconsin in FY19. The number of FedEx Express facilities certified to the ISO 14001 environmental management system standard grew to 649 in almost 50 countries in FY17, primarily as a result of the acquisition of TNT. In addition, one FedEx Supply Chain facility in the U.S. is ISO 14001-certified.

• Implementing sustainability programmes
• The FedEx Ground sustainability champion programme, designed to increase employee participation and engagement in sustainability initiatives, grew significantly in FY17, adding 214 champion sites. Since implementing the programme, 574 sustainability champions volunteered to lead new sustainability initiatives and programmes, at 81 percent of the nearly 600 FedEx Ground facilities in the U.S. and Canada. Additionally, the FedEx Freight GREEN Site internal certification programme, which recognises facilities that complete certain actions to reduce environmental impacts, like recycling and conserving energy, saw the number of GREEN Sites more than double in FY17 compared to FY16, to extend GREEN Site Level 1 certification to all FedEx Freight locations.

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

The GRI Standards addressed in this case are:

1) Disclosure 302-1 Energy consumption within the organization

2) Disclosure 302-4 Reduction of energy consumption

 

Disclosure 302-1 Energy consumption within the organization corresponds to:

• Sustainable Development Goal (SDG) 7: Ensure access to affordable, reliable, sustainable and modern energy for all
• Business theme: Energy efficiency, Renewable energy
• Sustainable Development Goal (SDG) 8: Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all
• Business theme: Energy efficiency
• Sustainable Development Goal (SDG) 12: Ensure sustainable consumption and production patterns
• Business theme: Energy efficiency, Transport
• Sustainable Development Goal (SDG) 13: Take urgent action to combat climate change and its impacts
• Business theme: Energy efficiency

Disclosure 302-4 Reduction of energy consumption corresponds to:

• Sustainable Development Goal (SDG) 7: Ensure access to affordable, reliable, sustainable and modern energy for all
• Business theme: Energy efficiency
• Sustainable Development Goal (SDG) 8: Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all
• Business theme: Energy efficiency
• Sustainable Development Goal (SDG) 12: Ensure sustainable consumption and production patterns
• Business theme: Energy efficiency
• Sustainable Development Goal (SDG) 13: Take urgent action to combat climate change and its impacts
• Business theme: Energy efficiency

 

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

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

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

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

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

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

See upcoming training dates.

 

References:

1) This case study is based on published information by FedEx, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original, please revert to the original on the Global Reporting Initiative’s Sustainability Disclosure Database at the link:

http://database.globalreporting.org/

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

What are the material issues the company has identified?

In its 2016-17 Sustainability Report Ashok Leyland identified a range of material issues, such as business growth and profitability, regulatory compliance, customer satisfaction, product safety and quality, waste management, occupational health and safety. Among these, reducing its energy consumption stands out as a key material issue for Ashok Leyland.

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 Ashok Leyland engages with:

Stakeholder Group	Method of engagement
Employees	·      Monthly and quarterly meet ·      Personal review and visits ·      Surveys ·      Training ·      Annual day ·      Events
Suppliers	·      Suppliers meet ·      Tech days ·      Mutual visits ·      Monthly meetings with leadership ·      Events
Dealers	·      Events ·      Dealer panel engagement
Customers (Institutional and Retail)	·      Events ·      Survey ·      Ashok Leyland initiatives
Government and Regulatory authorities	·      One to one meetings ·      Events and conferences

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics, Ashok Leyland engaged with its stakeholders through questionnaires and interactions.

What actions were taken by Ashok Leyland to reduce its energy consumption?

In its 2016-17 Sustainability Report Ashok Leyland reports that it took the following actions for reducing its energy consumption:

• Using natural gas instead of propane
• In Ashok Leyland’s Pantnagar plant, propane was used for heating application in the paint process. With the arrival of the GAIL pipeline at the Pantnagar industrial area, Ashok Leyland switched from using propane to Regasified Liquefied Natural Gas (RLNG). Natural gas is safer, much lighter and rapidly dissipates into the air when released. In addition, Ashok Leyland achieved savings in diesel consumption during transportation, as natural gas is transported through a pipeline, and also saved 1 lakh kWh during the winter season, as vaporiser is not required for natural gas. Until March 2017, Ashok Leyland had saved 105 tCO2e.

• Investing in renewable energy sources
• Ashok Leyland seeks to increase its share of renewable energy sources in its overall energy mix and sources wind power from external source at its Hosur, Bhandara and Ennore plants and VVC centre. Additionally, Ashok Leyland commissioned roof top solar plants at various units, amounting to a total of 5 MW, and installed the same at the Hosur 1 & 2, Bhandara and Ennore units. These installations will annually generate 15 lakh units, resulting in a reduction of 1,230 tCO2e. In FY 2016-17, Ashok Leyland utilised 150,499 GJ of energy from renewable sources – 17 per cent of the overall energy consumption.

• Using energy efficient pumps
• Ashok Leyland replaced conventional electric heaters used to heat flood washing machines – which consumed 48 kW per machine – with air source heat pumps. These energy efficient pumps absorb heat from one part and release it in another, instead of converting it from a fuel like a conventional heater, reducing, accordingly, energy consumption and the carbon footprint. Ashok Leyland achieved a saving of 5 units per engine, resulting in an overall saving of 38 kW per machine.

• Conserving energy through Variable Frequency Drives
• The paint booth in the Vehicle Test Shop in Hosur 2 consists of a 75 kW supply blower and 4 nos. of 22 kW exhaust motors, which run continuously to maintain air balancing inside the booth, resulting in high energy consumption. To reduce energy use, Ashok Leyland introduced VFD (Variable Frequency Drives) panel and booth balancing, conserving 1,12,700 kWh of energy every year.

• Optimising power consumption through pyro blocks
• Ashok Leyland replaced fire clay bricks in heat treatment furnaces with high density monolithic CF blocks (pyro blocks), which have excellent heat reflection properties. This has reduced heat loss and helped Ashok Leyland save power, achieving an annual saving of 58,000 kWh.

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

The GRI Standards addressed in this case are:

1) Disclosure 302-1 Energy consumption within the organization

2) Disclosure 302-4 Reduction of energy consumption

 

Disclosure 302-1 Energy consumption within the organization corresponds to:

• Sustainable Development Goal (SDG) 7: Ensure access to affordable, reliable, sustainable and modern energy for all
• Business theme: Energy efficiency, Renewable energy
• Sustainable Development Goal (SDG) 8: Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all
• Business theme: Energy efficiency
• Sustainable Development Goal (SDG) 12: Ensure sustainable consumption and production patterns
• Business theme: Energy efficiency, Transport
• Sustainable Development Goal (SDG) 13: Take urgent action to combat climate change and its impacts
• Business theme: Energy efficiency

Disclosure 302-4 Reduction of energy consumption corresponds to:

• Sustainable Development Goal (SDG) 7: Ensure access to affordable, reliable, sustainable and modern energy for all
• Business theme: Energy efficiency
• Sustainable Development Goal (SDG) 8: Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all
• Business theme: Energy efficiency
• Sustainable Development Goal (SDG) 12: Ensure sustainable consumption and production patterns
• Business theme: Energy efficiency
• Sustainable Development Goal (SDG) 13: Take urgent action to combat climate change and its impacts
• Business theme: Energy efficiency

 

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 Ashok Leyland, 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 Ashok Leyland: 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 2017/2018 Corporate Responsibility Report Merck & Co. identified a range of material issues, such as pricing & commercialisation, research & development, privacy of patient data, ethics in sales & marketing. Among these, improving energy use at its facilities stands out as a key material issue for Merck & Co.

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 Merck & Co. engages with:

Stakeholder Group

Patients and caregivers

Health care professionals

Payers

Governments, multilateral organisations and regulators

Shareholders

International and local organisations

Local communities

Environmental stakeholders

Employees

Suppliers and business partners

Trade and industry associations

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Merck & Co. carried out consultative interviews with both internal and external stakeholders.

What actions were taken by Merck & Co. to improve energy use at its facilities?

In its 2017/2018 Corporate Responsibility Report Merck & Co. reports that it took the following actions for improving energy use at its facilities:

• Establishing an Energy Capital Fund
• Merck & Co. has established an Energy Capital Fund of up to US$12 million per year, to switch to more energy-efficient technology and respond to energy demands in the future. The Energy Capital Fund supports the realisation of projects with a simple four-year payback, averaged over the entire portfolio. In 2017, Merck & Co. spent US$3.8 million on projects that resulted in US$1.4 million in annual savings and a reduction of over 9,100 metric tons of carbon dioxide from the company’s facilities. In 2018, Merck & Co. had more than 100 projects in progress, to reduce carbon dioxide emissions from its facilities by more than 35,000 metric tons.

• Creating an energy road map
• Merck & Co.’s Energy Center of Excellence (CoE) has created an “energy road map” to help facilities reduce energy demand and related GHG emissions – through large-scale metering and monitoring to assess and identify opportunities for constant improvement. Energy savings are sought by improving the reliability of the equipment, by the efficient operation of utility systems and by building efficiencies into systems design. 

• Carrying out Energy Treasure Hunts 
• Since 2010 Merck & Co. has conducted Energy Treasure Hunts at 13 facilities worldwide, identifying more than 1,000 energy-efficient project opportunities, many of which have been successfully implemented. In addition, Merck & Co. carries out online Energy Treasure Hunts to engage employees, using their unique expertise and local understanding of their facilities –obtaining high-level recommendations such as renewable energy assessments and lighting systems optimisation.

• Organising Energy Kaizens
• In 2017, thirteen Merck & Co. facilities participated in Energy Kaizens, which helped them reduce heat energy losses from missing or damaged insulation. These kaizen events identified more than US$500,000 in energy savings. In addition, through these events, employees received training and acquired assessment skills and knowledge that they can apply to the rest of their facilities.

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

The GRI Standards addressed in this case are:

1) Disclosure 302-4 Reduction of energy consumption

2) Disclosure 305-5 Reduction of GHG emissions

 

Disclosure 302-4 Reduction of energy consumption corresponds to:

• Sustainable Development Goal (SDG) 7: Ensure access to affordable, reliable, sustainable and modern energy for all
• Business theme: Energy efficiency
• Sustainable Development Goal (SDG) 8: Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all
• Business theme: Energy efficiency
• Sustainable Development Goal (SDG) 12: Ensure sustainable consumption and production patterns
• Business theme: Energy efficiency
• Sustainable Development Goal (SDG) 13: Take urgent action to combat climate change and its impacts
• Business theme: Energy efficiency

Disclosure 305-5 Reduction of GHG emissions corresponds to:

• Sustainable Development Goal (SDG) 13: Take urgent action to combat climate change and its impacts
• Business theme: GHG emissions
• Sustainable Development Goal (SDG) 14: Conserve and sustainably use the oceans, seas and marine resources for sustainable development
• Business theme: Ocean acidification
• 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
• Business theme: Forest degradation

 

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 Merck & Co., 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 Merck & Co.: 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.