What are the material issues the company has identified?  

In its 2020 Sustainability Report Challenger identified a range of material issues, such as trust and confidence, long-term risk management, better customer outcomes, changing operating environment, public policy settings, economic uncertainty. Among these, promoting employee engagement and wellbeing stands out as a key material issue for Challenger.

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 Challenger engages with: 

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

Stakeholder Group	Method of engagement
Customers	·      Survey ·      Call centre ·      Website and social media ·      Presentations
Shareholders	·      Regular financial reporting ·      Investor Days ·      Management meetings with investors and prospective investors ·      Chair engagement with significant investors
Employees	·      Intranet and Yammer ·      Employee briefings ·      Surveys ·      Senior leadership forums ·      ESG workshops ·      Ongoing team meetings
Government & regulators	·      Policy analysis ·      Government and industry submissions ·      Industry forums and conferences ·      Ongoing meetings
Communities	·      Strategic partnership ·      Volunteering ·      Workplace giving & matching ·      Fundraising initiatives ·      Shared research activities

What actions were taken by Challenger to promote employee engagement and wellbeing?

In its 2020 Sustainability Report Challenger reports that it took the following actions for promoting employee engagement and wellbeing:

• Conducting an employee engagement survey
• Every second year Challenger conducts an employee engagement survey where it asks employees for feedback and ideas on ways Challenger can improve its workplaces and ways of working. Challenger’s 2019 overall sustainable engagement score was 84%. This level of engagement is well above both the Australian National Norm (ANN) and the Global Financial Services Norm (GFSN). The survey also highlighted that Challenger needed to invest more in its systems and tools to match the rate of growth and progress to sufficiently support its employees. In response, in November 2019 Challenger successfully implemented the Workday Human Capital Management (HCM) system. Workday has made it easier for employees to complete requests, update their details and interact with their personal information. Over 70% of employees accessed Workday in the first week of deployment. Additional modules were launched in June 2020 to support learning management and recruitment.

• Promoting flexible working arrangements
• In 2019-20 Challenger saw a significant increase in the number of men taking up new flexible work arrangements and parental leave. As at 30 June 2020, 92 employees (~12% of all employees) had formal flexible working arrangements in place. Reflecting efforts to mainstream flexible work for men and women, 30% of flexible work arrangements are for men.

• Implementing a holistic wellbeing programme
• Challenger’s wellbeing approach looks at five key pillars: Health, Work, Life, Community and Finance. Challenger is committed to delivering a holistic wellbeing programme, which includes:
  • delivering career development lunch and learn sessions;
  • providing access to free flu vaccinations;
  • creating a Working from Home Wellbeing hub;
  • promoting voluntary superannuation contributions that are matched by Challenger; and
  • supporting the community through fundraising, including contributing to Australian bushfire and drought relief appeals.

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

The GRI Standard addressed in this case is: Disclosure 403-6 Promotion of worker health

Disclosure 403-6 Promotion of worker health corresponds to:

• Sustainable Development Goal (SDG) 3: Ensure healthy lives and promote well-being for all at all ages
• Targets: 3.7, 3.8

 

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

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

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

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

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

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

See upcoming training dates.
References:

1) This case study is based on published information by Challenger, 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 Challenger: 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 Corporate Sustainability Report Hang Seng identified a range of material issues, such as customer privacy, anti-corruption, financial inclusion, non-discrimination, climate change mitigation and adaptation. Among these, promoting employee engagement stands out as a key material issue for Hang Seng.

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 Hang Seng engages with:

Stakeholder Group	Method of engagement
Customers	·      Daily operations and interactions ·      Financial market updates ·      Relationship manager visits and meetings ·      Seminars and conferences ·      Customer loyalty events ·      Customer satisfaction surveys ·      Online community
Shareholders	·      Annual General Meeting ·      Corporate communications ·      Interim and annual reports ·      Results announcements
Employees	·      Surveys ·      Focus groups ·      Face-to-face interviews ·      Training and workshops ·      Performance and development discussions ·      Staff intranet ·      Staff mobile app ·      Business briefings ·      Town hall meetings, hosted by Chief Executive and business/function heads ·      Regular exchange meetings, hosted by Chief Executive and managers ·      Speed networking events ·      Forums hosted by businesses/functions to profile their work and expose staff to internal opportunities ·      Employee representation on staff retirement committee ·      Volunteer activities ·      CSR programmes and communications
Business analysts/ investors	·      Results announcements ·      Post-results announcement briefings ·      Senior management meetings ·      Investor relations meetings
Business partners	·      Reports ·      Visits and meetings ·      Gatherings and seminars ·      Relationship-building events
Regulators	·      Meetings ·      Compliance reporting ·      On-site inspections ·      Ad hoc enquiries ·      Circulars and guidelines
Media	·      Briefings ·      Press materials ·      Senior management interviews ·      Results announcements ·      Social gatherings
Non-governmental organisations (NGOs)	·      Volunteer activities ·      Community investments and donations ·      CSR programmes/communications ·      Staff workshops ·      Visits and meetings
Financial sector peers	·      Strategic collaborations ·      Group circulars ·      Town hall meetings ·      Hong Kong Association of Banks meetings and circulars
Professional bodies (including rating agencies)	·      Visits and meetings ·      Memberships Committees/working groups ·      Workshops ·      External audits ·      Index assessments/questionnaires ·      Financial education programmes
Suppliers	·      Risk management processes ·      Due diligence processes ·      Performance reviews ·      Visits and meetings

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Hang Seng engaged with its stakeholders through an online survey and one-on-one interviews. A total of 260 stakeholders participated in the online survey, to rank the importance of identified topics.

What actions were taken by Hang Seng to promote employee engagement?

In its 2019 Corporate Sustainability Report Hang Seng reports that it took the following actions for promoting employee engagement:

• Implementing the You Matter programme
• Hang Seng implements the multipronged staff engagement programme You Matter, to foster an open, progressive and dynamic culture. The programme promotes key elements of Hang Seng’s brand, such as customer service excellence, inclusion and creativity. It also includes town hall meetings and exchange sessions with senior management, informal networking events, and forums in which heads of businesses and functions profile their work.

• Launching a mobile app
• To enhance communication, collaboration and collegiality, Hang Seng launched the mobile app H@SE in 2019. This interactive platform enables over 8,000 of Hang Seng’s Hong Kong employees to receive bank updates, to freely share comments and to cast votes on various topics, just like on other social media. This app is key to Hang Seng’s open and dynamic culture in which employees are encouraged to engage in transparent, direct and two-way communication with senior management and colleagues at all levels. An 85 per cent activation rate was achieved two months after the app’s launch. In 2019, more than 1,000 posts were published by Hang Seng’s units to communicate corporate information, important news and business-related stories. To generate feedback, polling questions were published and over 5,800 votes were received. Information about the bank is also conveyed to staff through business briefings, town hall meetings, the intranet, morning broadcasts, circulars and emails. Due consideration is additionally given to making sure there are appropriate notification periods and communication channels when any significant operational changes that could substantially affect staff are implemented.

• Conducting an employee survey
• Hang Seng conducts a biannual bank-wide employee survey. The response rate has risen from 38 per cent (first half of 2018) to 66 per cent (second half of 2019) and the number of employees who recommend Hang Seng as a great place to work is at 73 per cent, the highest since 2018. Additionally, a majority – 85 per cent – feel that the bank is genuine in its commitment to encouraging a speak-up culture.

• Organising exchange meetings
• Enhancing the approachability of senior leaders was the number one suggestion made by staff in Hang Seng’s surveys, when asked what would remedy a fear of speaking up. Accordingly, Hang Seng organised exchange meetings, to allow staff to speak with senior management. Staff enjoy their informality, and Hang Seng will continue to make them a core part of its engagement strategy. Hang Seng’s most recent survey, in the second half of 2019, confirmed that 85 per cent of employees were also willing to voice concerns when they saw behaviour that was considered wrong. Staff participation in exchange meetings increased from 14 per cent (second quarter of 2016) to more than 60 per cent (second half of 2019). Attendees hailed the sessions as interactive, constructive and fruitful.

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

The GRI Standard addressed in this case is: Disclosure 402-1 Minimum notice periods regarding operational changes

Disclosure 402-1 Minimum notice periods regarding operational changes corresponds to:

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

 

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

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

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

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

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

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

See upcoming training dates.
References:

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

What are the material issues the company has identified?

In its 2019 Sustainability Update Wienerberger identified a range of material issues, such as business ethics and compliance, energy efficiency, employee health and safety, climate action, recyclability, recycling and re-use of products. Among these, promoting employee engagement stands out as a key material issue for Wienerberger.

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 Wienerberger engages with:

Stakeholder Group

Employees

Customers and business partners

Investors, analysts and banks

Local residents and local authorities

Suppliers

Politicians

Regulators

Organised interest groups

Research institutions and universities

Media and non-governmental organisations (NGOs)

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Wienerberger carried out an online survey among both internal and external stakeholders, inviting nearly 500 stakeholders to participate – 80% of them external stakeholders.

What actions were taken by Wienerberger to promote employee engagement?

In its 2019 Sustainability Update Wienerberger reports that it took the following actions for promoting employee engagement:

• Implementing an employee participation programme
• In 2019, Wienerberger created an opportunity for its employees to become co-owners. As a first step, the employee participation programme was implemented in Austria in a pilot run. All employees having been employed by any of the participating companies under an active civil-law employment contract of at least twelve months were eligible for participation. Employees in Austria were thus offered the opportunity to acquire Wienerberger shares on very attractive terms, via the private foundation managing the programme. In accordance with the legal provisions, the foundation holds the shares in trust for all participating employees and collectively exercises their voting rights as shareholders. The opportunity was taken up by a large number of employees, as the relatively high rate of participation showed. In 2020, the employee participation programme is being rolled out to other countries. In the second round, employees in Austria, Great Britain, the Netherlands and the Czech Republic have the chance to become co-owners.

• Promoting industrial relations
• Wienerberger employees in Europe as well as in non-European countries are covered by a broad range of provisions, such as laws and regulations, collective bargaining agreements, wage agreements, trade union agreements, works agreements or individual arrangements. The Wienerberger Social Charter, which confirms the company’s commitment to compliance with the relevant conventions and recommendations of the International Labour Organisation (ILO), was signed in 2001 by the Managing Board of Wienerberger AG and the chairman of the European Forum, a social partnership body, in Strasbourg. Through this charter, Wienerberger demonstrates its global commitment to the respect of human rights, fair working conditions, payment of adequate remuneration, the avoidance of excessive working hours, permanent employment relationships and respect for the freedom of assembly and the right of employees to engage in collective bargaining. In 2019, about 72% of all Wienerberger employees were covered by collective bargaining agreements. Additionally, in 2011, the European Works Council was established, as the successor to the European Forum. The goals of the European Works Council are to engage in constructive social dialogue and to facilitate networking among local bodies representing employee interests. Other important objectives of the European Works Council are to improve workplace conditions (protection of employees against hazards, implementation of safety standards) and to protect the health of employees. The European Works Council also strives to ensure fair and just remuneration. Currently, 11 countries are represented on the European Works Council by 34 delegates. The Steering Committee of the European Works Council includes five elected delegates from Austria, France, Poland, Hungary and Great Britain. The European Works Council meets twice a year, and the Steering Committee also holds at least two meetings a year. Moreover, several employee representatives are members of the Supervisory Board of Wienerberger and, as such, are closely involved in the strategic development of the Wienerberger Group. A Group Works Council with employee representatives from all Wienerberger companies was also established in Austria in November 2013. It currently has eight members and meets at least four times a year or more often, if required. Similar structures also exist in other European countries. Employees in North America are represented by their trade union and, in Canada, by a works council.

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

The GRI Standard addressed in this case is: Disclosure 407-1 Operations and suppliers in which the right to freedom of association and collective bargaining may be at risk

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

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

 

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

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

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

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

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

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

See upcoming training dates.
References:

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

What are the material issues the company has identified?

In its 2018/19 Annual Report Hayleys Fabric identified a range of material issues, such as product responsibility, cost efficiency, effluents and waste, customer health and safety, flexible manufacturing, local community relations. Among these, promoting employee engagement stands out as a key material issue for Hayleys Fabric.

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 Hayleys Fabric engages with:

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

Stakeholder Group	Method of engagement
Brand Owners & Apparel Manufacturers	·      Multi layered relationship management ·      Visits ·      Trade exhibitions & fairs ·      Customer survey ·      Quality & performance review
Investors	·      Quarterly Financial Statements ·      Press releases ·      Annual Report ·      Annual General Meeting ·      CSE Announcements
Employees	·      Open-door policy ·      Formal performance appraisals ·      Regular meetings with unions ·      Communication of company performance
Suppliers	·      Relationship management ·      Feedback ·      Supplier assessment forms ·      Visits
Regulators	·      Regular visits to premises ·      Filing of returns & tax compliances ·      Compliance with CEA, BOI, SEC & CSE regulations
Community	·      Engagement with religious leaders ·      Workshops ·      Village festivals

What actions were taken by Hayleys Fabric to promote employee engagement?

In its 2018/19 Annual Report Hayleys Fabric reports that it took the following actions for promoting employee engagement:

• Providing fair remuneration
• Hayleys Fabric’s remuneration structure is above minimum wage requirements. This includes gratuity and leave allocations at rates above regulatory requirements, comprehensive medical insurance benefits for staff and family members and benevolent benefits.

• Carrying out performance appraisals
• Hayleys Fabric aligns corporate objectives with those of its employees through the performance management system, linking departmental KPIs (Key Performance Indicators) with individual KPIs. Performance appraisals are carried out for all employees on an annual basis, following a formal and transparent process. High performing employees are recognised with rewards linked to salary increments, annual bonuses and promotions, spurring productivity and growth. In 2018/19, 54 employees were promoted.

• Conducting dialogue on health and safety
• Hayleys Fabric is committed to providing a safe work place and is guided by a comprehensive Health and Safety policy. Continuous dialogue is maintained between employees and management on improving health and safety aspects with high levels of awareness and strict enforcement of minimum safety procedures. Joint worker management committees on Health and Safety represent an average of 2% workforce participation. In 2018/19, 59 injuries in total were recorded out of which, 40 injuries were categorised as first aid cases while the balance 19 injuries were identified as loss time injuries. Hayleys Fabric achieved a 9% reduction in employee accidents during 2018/19, through provision of technical training and safety awareness programmes carried out during the year.

• Promoting industrial relations
• Hayleys Fabric maintains cordial relations with three trade unions representing 37% of its employees. Open and effective dialogue is sustained through monthly meetings between the management and the unions. Hayleys Fabric recognises and respects its employees’ right to freedom of association and Collective Bargaining and, accordingly, a collective agreement was signed for the first time in 2017, with the main trade union, the Sri Lanka Nidahas Sevaka Sangamaya (SLNSS), effective 1st April 2017, for a period of three years. The agreement stipulated salary increments for the next three years, industrial dispute resolution, and other worker conditions. During 2018/19, there were no industrial disputes.

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

The GRI Standards addressed in this case are:

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

2) Disclosure 403-1 Workers representation in formal joint management–worker health and safety committees

3) Disclosure 403-2 Types of injury and rates of injury, occupational diseases, lost days, and absenteeism, and number of work-related fatalities

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

 

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

• Sustainable Development Goal (SDG) 8: Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all
• Business theme: Earnings, wages and benefits

Disclosure 403-1 Workers representation in formal joint management–worker health and safety committees 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: Occupational health and safety

Disclosure 403-2 Types of injury and rates of injury, occupational diseases, lost days, and absenteeism, and number of work-related fatalities corresponds to:

• Sustainable Development Goal (SDG) 3: Ensure healthy lives and promote wellbeing for all at all ages
• Business theme: Occupational health and safety
• Sustainable Development Goal (SDG) 8: Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all
• Business theme: Occupational health and safety

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

• Sustainable Development Goal (SDG) 5: Achieve gender equality and empower all women and girls
• Business theme: Gender equality
• 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 Hayleys Fabric, 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 Hayleys Fabric: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us.

What are the material issues the company has identified?

In its 2019 Sustainability Report Toyota Material Handling Europe identified a range of material issues, such as energy-efficient customer solutions, compliance, customer safety, responsible purchasing. Among these, promoting employee engagement 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 with 56 stakeholders (34 internal stakeholders including leaders and decision makers of 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) through surveys.

What actions were taken by Toyota Material Handling Europe to promote employee engagement?

In its 2019 Sustainability Report Toyota Material Handling Europe reports that it took the following actions for promoting employee engagement:

• Carrying out employee performance appraisals
• In FY19, 73% of Toyota Material Handling Europe’s employees underwent an annual performance appraisal, with 15 entities already reaching the 80% appraisal target two years before the 2021 deadline: Austria, Switzerland, Czech Republic, Spain, Finland, Hungary, Manufacturing France, Manufacturing Sweden, The Netherlands, Slovakia, Romania, Russia, Sweden, Norway and TMHEL Antwerp. In FY19, In comparison with FY18:
  • 11 entities improved their appraisal level
  • 7 entities stayed at the same level
  • 11 entities performed less appraisals
• Toyota Material Handling Europe aims to boost performance appraisals and make work more engaging and meaningful for all, while taking a structured approach for making change happen in its organisation.

• Supporting collective bargaining
• Toyota Material Handling Europe follows all legal regulations concerning collective bargaining agreements, which cover the majority of its employees (over 80%). Some countries have different arrangements according to country-specific practices, traditions and labour legislation. In any case, Toyota Material Handling Europe provides channels for all employees to engage in the company’s activities and express their opinions.

• Establishing a European Works Council
• The European Works Council (EWC) is, for Toyota Material Handling Europe, a partner and a vital contributor to communicate on matters affecting employees in more EU countries, addressing issues such as employee health and safety. Every year, performance against health and safety KPIs (Key Performance Indicators) is shared at Toyota Material Handling Europe’s European Works Council and the views of employee representatives are also taken into account when developing action plans. The EWC was established in 1996 under European and Swedish employment law. Each entity has the opportunity to elect one or more representatives, depending on their size, and the annual meeting is attended by Toyota Material Handling Europe’s President and several members of the Management Team.

• Promoting volunteering
• In order to increase sustainability awareness among its employees Toyota Material Handling Europe carries out a number of activities every year, particularly around the United Nations World Environment Day (June) and the European Week for Health & Safety at Work (October). Toyota Material Handling Europe is dedicated to making a positive contribution to society and wants to engage its employees in this. Accordingly, in FY19, Toyota Material Handling Europe donated about 100,000 EUR to social and environmental non-profit organisations and, on top of that, more than 500 employees took part in different volunteering activities: to raise money for charity, support local environmental actions, raise awareness about disability, events for students etc. Some entities also organised charity runs. 51 employees from Toyota Material Handling France took part in the La Baule triathlon, 24 employees ran against cancer in Italy and 260 employees in Sweden supported blood donation initiatives via a charity run. With the support of an external organisation, Toyota Material Handling France held a workshop to raise awareness for disabilities. The workshop was designed for employees without disabilities to better understand the difficulties and feelings of employees with visual, hearing and other physical disabilities or those with a psychosomatic disease in their daily lives. The event was attended by 81 employees, who experienced cooking with blinders or earplugs. They shared the feeling of their challenged colleagues through the disability simulations and exchanged information on disabilities.

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

The GRI Standard addressed in this case is: Disclosure 404-3 Percentage of employees receiving regular performance and career development reviews

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

• Sustainable Development Goal (SDG) 5: Gender Equality
• Targets: 5.1
• Sustainable Development Goal (SDG) 8: Decent Work and Economic Growth
• Targets: 8.5
• Sustainable Development Goal (SDG) 10: Reduced Inequalities
• Targets: 10.3

 

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 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 2018 Sustainability Report DPM identified a range of material issues, such as economic performance, environmental compliance, anti-corruption, local communities, effluents and waste. Among these, promoting employee engagement stands out as a key material issue for DPM.

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 DPM engages with:

Stakeholder Group	Method of engagement
Employees	·      Annual and periodic salary and performance reviews ·      Training and development opportunities ·      Monthly newsletters and bulletin boards ·      Department group meetings ·      Employee grievance procedures ·      Employee engagement survey ·      Local trade unions with collective bargaining agreements ·      Biennial GRI Sustainability Report ·      Annual Sustainability Data Supplement ·      Corporate website (in English and Bulgarian) ·      Quarterly town hall meetings ·      Corporate announcements and updates ·      Speak Up and Ethics hotline
Investment community	·      Site tours ·      External audits when required ·      Lender-driven action plans ·      Annual Sustainability Report ·      Annual Sustainability Data Supplement ·      Corporate website (in English and Bulgarian) ·      Regulatory filings ·      Quarterly conference calls ·      Attendance at conferences and investor presentations ·      Regular face-to-face meetings
Governments	·      Regular meetings at local and national levels ·      EIA and permitting compliance procedures ·      Extensive local community investment and engagement activities ·      Annual Sustainability Report ·      Annual Sustainability Data Supplement ·      Corporate website (in English and Bulgarian) ·      Senior corporate management engagement at all levels of government ·      Country visits by DPM board of directors
Local communities	·      Fully staffed Community Information Centres ·      Dedicated community relations staff ·      Stakeholder engagement plans ·      Site visits/open doors days ·      Public hearings/ “Town Hall Meetings” to discuss issues ·      Extensive local community investment ·      Local procurement policies ·      External stakeholder grievance procedures ·      Annual Sustainability Report ·      Annual Sustainability Data Supplement ·      Corporate website (in English and Bulgarian) ·      Corporate member of the Devonshire Initiative ·      Visits by senior corporate management and meetings with local community leaders
Civil society	·      Meetings and hosting of site visits ·      Public hearings ·      Annual Sustainability Report ·      Annual Sustainability Data Supplement ·      Corporate website (in English and Bulgarian) ·      Involvement of senior management in select meetings ·      Social media

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics DPM updated its Materiality Assessment focusing on specific topics previously seen as not material, and polled a wide range of internal and external stakeholders, including investors, lenders, corporate and site-based personnel and its Board of Directors.

What actions were taken by DPM to promote employee engagement?

In its 2018 Sustainability Report DPM reports that it took the following actions for promoting employee engagement:

• Providing grievance channels
• All DPM employees can communicate their grievances related to labour practices and/ or human rights through DPM’S corporate-wide Speak Up & Reporting Policy, which provides a confidential and anonymous method for reporting. Reports can be made using one of three channels:
  • Report directly to a manager, supervisor or the Human Resources Department;
  • Report through the EthicsPoint hot-line, which is operated by an independent service provider; or
  • Report directly to the Chair of the Audit Committee of the DPM Board of Directors.
• Contact information for all of the above are available on the DPM website.

• Promoting a culture of open dialogue
• DPM has good relations with its employees and trade unions and did not experience any strikes or work stoppages during 2018. However, DPM is constantly looking to improve its processes and procedures regarding human resources, labour practices and appropriate work policies. This is achieved by a culture of open dialogue in general, as well as ongoing dialogue between DPM’s corporate site and human resources teams specifically to address issues that need to be resolved or procedures and processes that need to be improved. Currently, an average of 39% of all employees are covered by trade unions across the company.

• Carrying out supplier assessments for social practices
• DPM’s locally managed procurement procedures take into account the cost and quality of goods and services sought, and the labour practice policies of its suppliers. DPM vets all new suppliers through its Third Party Due Diligence (3PDD) process and based on risk, an additional due diligence screening through a global risk intelligence network is completed. DPM recently completed screening on all its current suppliers, and stipulates in its contracts that suppliers must comply with local human rights and labour laws and regulations at a minimum. Human resources policies are incorporated into DPM’s Code of Business and Ethics, site-specific collective labour agreements, and the local labour standards and laws in the countries where DPM

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

The GRI Standards addressed in this case are:

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

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

 

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

• Sustainable Development Goal (SDG) 8: Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all
• Business theme: Freedom of association and collective bargaining

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

• Sustainable Development Goal (SDG) 5: Achieve gender equality and empower all women and girls
• Business theme: Workplace violence and harassment
• Sustainable Development Goal (SDG) 8: Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all
• Business theme: Labor practices in the supply chain
• Sustainable Development Goal (SDG) 16: Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels
• Business theme: Workplace violence and harassment 

 

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 DPM, 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 DPM: 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 MIAL identified a range of material issues, such as airport safety and security, energy, sustained growth and business sustainability, customer delight. Among these, promoting employee engagement stands out as a key material issue for MIAL.

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 MIAL engages with:

Stakeholder Group	Method of engagement
Employees	·      Monthly review meetings ·      Appraisals ·      Outbound trainings ·      Community functions ·      Awareness programmes ·      Departmental meetings
Passengers	·      Information desks ·      Telecom ·      Customer care through the app ·      Cultural events ·      Surveys
Cargo & Logistics	·      Events ·      Trade meetings ·      Internal communication ·      Coordination meetings
Vendors, suppliers and contractors	·      Emails ·      Meetings ·      Workshops ·      Events
Ground Handlers	·      Emails ·      Meetings ·      Annual evaluations ·      Ramp safety meetings
Commercial Concessionaires	·      Meetings ·      Events ·      Audits
Airlines	·      Monthly meetings ·      Audits ·      Emails ·      Security training and Awareness workshops ·      Ramp safety meetings
Fuel Companies	·      Ramp safety meetings
Airport Authority of India	·      Security committee Meetings

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics MIAL collected inputs from all its stakeholders through capacity building workshops, focused discussion and responses to questionnaires.

What actions were taken by MIAL to promote employee engagement?

In its 2018 Sustainability Report MIAL reports that it took the following actions for promoting employee engagement:

• Providing feedback to employees on their performance
• MIAL is committed towards providing feedback to all its employees on their performance. Every eligible employee undergoes a performance review and sets targets for the coming year. MIAL also carries out talent assessment for senior management to evaluate their ability to perform and make a perpetual impact in their leadership role. In cases, where no formal process for performance management exists, MIAL follows local protocols to connect employee skills and competencies to business performance. The defined benefit plans include, contribution to provident fund, employees’ state insurance and gratuity. The amount of defined benefits at the end of FY 2016-17 and at the end of FY 2017-18 was about INR 149 million and INR 150 million, respectively.

• Creating an Employee Recreation Association
• For a meaningful employee engagement, MIAL has formed MIAL Employee Recreation Association (MERA). As part of the MERA, MIAL has constituted two specialised engagement committees, JOSH and UMANG. JOSH focuses on sports related activities, while UMANG focuses on cultural events. These committees have helped to enhance the employee experience while working with MIAL. During the reporting period, these committees facilitated several successful sports and cultural events. Some examples include football, carom, table tennis, Diwali celebrations, Navratri celebrations, and International Women’s Day celebration.

• Publishing a newsletter
• GVKonnect and GVK World are monthly and quarterly e-newsletters published by MIAL which are available to all employees. They are common across the entire GVK Group and are used as a platform for sharing experiences, information, achievements and other information with all MIAL The newsletters also keep employees updated of the situations around them and provide the management with an accessible avenue to express their appreciation for the efforts of employees.

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

The GRI Standards addressed in this case are:

1) Disclosure 201-3 Defined benefit plan obligations and other retirement plans

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

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

 

Disclosure 201-3 Defined benefit plan obligations and other retirement plans does not correspond to any SDG.

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

• Sustainable Development Goal (SDG) 8: Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all
• Business theme: Earnings, wages and benefits

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

• Sustainable Development Goal (SDG) 5: Achieve gender equality and empower all women and girls
• Business theme: Gender equality
• 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 MIAL, 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 MIAL: 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 Sustainalytics identified a range of material issues, such as equity & diversity, client satisfaction and retention, product and service innovation, governance structure and composition. Among these, promoting employee engagement stands out as a key material issue for Sustainalytics.

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 Sustainalytics engages with: 

Stakeholder Group	Method of engagement
Shareholders	·      Annual General Meeting ·      CEO contact
Board	·      Board meetings
Employees	·      Human Resources communication ·      Executive leadership involvement initiatives
Clients	·      Mid-year client survey ·      Frequent in-person meetings in all markets, collecting feedback on a continuous basis ·      Client feedback helped to enhance internal processes, product offering, innovation agenda and communications
Companies Sustainalytics researches	·      Solicit feedback on company profiles as part of Sustainalytics’ research process

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Sustainalytics asked employees to select the most material topics in an internal survey. Additionally, a selected group of clients representing all regions where Sustainalytics operates shared their opinion on Sustainalytics’ material topics.

What actions were taken by Sustainalytics to promote employee engagement?

In its 2017 Sustainability Report Sustainalytics reports that it took the following actions for promoting employee engagement:

• Addressing the high turnover rate
• Sustainalytics’ turnover was, in 2017, higher than its target for the third consecutive year. This level of turnover remains a concern, and Sustainalytics is making significant efforts to address this issue. Examples of some of the practices employed, beyond the standard benefit suite offered, include:
  • flexible return-to-work practices for employees returning from maternity and parental leaves
  • support for employee-initiated transfers to another global office for personal or professional growth opportunities
  • the opportunity for employees working abroad to spend two weeks per year working from their home country

• Introducing an Engagement Index
• Sustainalytics’ Engagement Index is based on Mercer | Sirota’s Employee Engagement Index and includes a selection of questions about employees’ sense of commitment to Sustainalytics, how proud they feel to work for the company, whether or not they would recommend Sustainalytics to others as a good place to work, and related matters. The average value for 2016 was 79%, which is almost 15% higher compared to the market average.

• Organising a Global Volunteer Day
• Sustainalytics’ Global Volunteer Day is an annual event organised since 2013 that reinforces Sustainalytics’ values while building a strong global culture. It is an initiative inspired by a simple, yet powerful goal: “Do something good, somewhere for someone else”. Every year, Sustainalytics’ offices close for one day and employees work together to support their local communities. In 2017, Sustainalytics decided to connect its 25th Anniversary with the Global Volunteer Day, drawing inspiration for the different initiatives from pledges employees made to show their personal commitment to contribute to Sustainalytics’ vision of supporting a more just and sustainable economy. The causes Sustainalytics supported varied, from helping stray animals to raising awareness about societal issues and reviving local gardens. For example, the Boston office volunteered at Career Collaborative, a local nonprofit that helps low-income, first-generation, and underemployed job seekers navigate the hurdles of the labour market. Sustainalytics’ Tokyo office supported Refugees International Japan (RIJ), an independent, Japan-based NGO that funds projects focusing on the health, education and economic livelihoods of people displaced by conflict around the globe. Additionally, Sustainalytics employees also receive two and half volunteer days each year, to pursue a cause they find personally meaningful.

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

The GRI Standard addressed in this case is: Disclosure 401-1 New employee hires and employee turnover

Disclosure 401-1 New employee hires and employee turnover corresponds to:

• Sustainable Development Goal (SDG) 5: Achieve gender equality and empower all women and girls
• Business theme: Gender equality
• Sustainable Development Goal (SDG) 8: Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all
• Business theme: Employment, Youth employment

 

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 Sustainalytics, 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 at the link:

https://marketing.sustainalytics.com/acton/attachment/5105/f-3647c911-ef38-4192-b06e-2e60aa37e4ab/1/-/-/-/-/Sustainable%20Momentum%20Sustainability%20Report%202017.pdf

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

Note to Sustainalytics: 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 Corporate Sustainability Report ASE identified a range of material issues, such as regulatory compliance, employee health and safety, waste management, water resource management, training and talent development. Among these, promoting employee communication and engagement stands out as a key material issue for ASE.

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 ASE engages with:

Stakeholder Group	Method of engagement
Customers	·      Customer quarterly business review meeting ·      Customer audits ·      Technical forums ·      Customer service platform
Employees	·      GM mailbox ·      Intranet website ·      Satisfaction survey on employees ·      Dedicated employee helpline
Shareholders	·      Annual financial reports ·      Quarterly earnings release ·      Annual shareholder meeting ·      Institutional investors’ conference
Suppliers	·      Supplier questionnaire survey ·      Supplier on-site audits ·      Annual supplier forum ·      Supplier capacity-building activities
Government	·      Communication meetings, conferences, forums or seminars held by government authorities ·      Proactive dialogue with government authorities ·      Reporting through government portal
Community	·      ASE Charity Foundation ·      ASE Cultural and Educational Foundation ·      Employee volunteer activities ·      Community perception surveys and needs assessments
Industry Unions and Associations	·      Organisational member conference ·      Technology forums held by industry unions/associations
Media	·      Press releases ·      Spokesperson interviews ·      Company’s website
NGOs	·      Communication meetings, forums, seminars or workshops held by NGOs ·      Company’s website ·      Volunteer activity cooperation with NGOs

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics ASE carried out a survey among its stakeholders, who completed a total of 866 questionnaires.

What actions were taken by ASE to promote employee communication and engagement?

In its 2016 Corporate Sustainability Report ASE reports that it took the following actions for promoting employee communication and engagement:

• Providing two-way communication channels
• ASE’s Human Resources Department provides various two-way communication channels for employees to voice any concerns they may have related to their workplace, including the following:
  • Intranet
  • E-mails Announcements
  • Bulletin Boards
  • On-Site TV News / Information
  • General Manager Mailbox
  • Plant Director Mailbox
  • Employee Opinions Box
  • Employee Symposium
  • Topics Workshop
  • Counselling Room
  • Labour Meeting

• In addition to these channels, ASE emphasises and prioritises dialogues among managers and employees. Managers are expected to actively communicate with employees, and employees are encouraged to provide direct feedback to management through face-to-face dialogues, online surveys, informal gathering and learning course discussion.

• Entering into collective agreements with labour unions
• ASE has entered into collective agreements with the labour unions at ASE Kaohsiung of Taiwan, ASE Weihai/Suzhou/Wuxi of China, ASE Korea, ASE Japan, ASE Singapore and USI, unions that have been serving ASE employees for many years. In addition, to safeguard and improve employees’ rights and interests, ASE’s Shanghai Packaging and Testing Plant has established the “Shanghai Plant Employees’ Union”. At the end of 2016, the total number of union members was 28,876, accounting for approximately 43% of ASE Group’s total headcount. Union meetings are held once every quarter to communicate with employee representatives and resolve employee welfare issues.

• Collecting and analysing employees’ feedback through surveys
• ASE formulated the “ASE Group Employee Engagement Survey Implementation Guidelines” to systematically collect and analyse employees’ feedback and suggestions about ASE’s policies. ASE expects all facilities to follow the principles and implementation of the guidelines, focusing on: Corporate Culture, Work Environment, Training & Development, Leadership & Management, Employee Relations and Compensation and Benefits. ASE also carries out employee satisfaction surveys every two years and, in order to encourage employee involvement, in 2016 conducted a total of 320 communications with new employees, 341 symposiums with foreign employees and 263 communication sessions with general employees.

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

The GRI Standard addressed in this case is:

 Disclosure 402-1 Minimum notice periods regarding operational changes

 

Disclosure 402-1 Minimum notice periods regarding operational changes corresponds to:

• Sustainable Development Goal (SDG) 8: Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all
• Business theme: Labor/management relations

 

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 ASE, 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 ASE: 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.