What are the material issues the company has identified?

In its 2019 Sustainability Report KONE identified a range of material issues, such as product and service quality, resource efficiency, fair employment practices, supporting local communities. Among these, promoting employee safety and well-being stands out as a key material issue for KONE.

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 KONE engages with: 

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

Stakeholder Group	Method of engagement
Customers	·      Customer meetings and events ·      Constant dialogue through solution support ·      Seminars and conferences ·      Company reports ·      Marketing materials, website and social media channels ·      Annual customer loyalty survey
Employees	·      Performance discussions ·      Continuous face-to-face dialogue between employees and managers ·      Training events ·      Global learning solutions ·      Innovation creation through innovation tool ·      European annual Employee Forum ·      Internal social media channels ·      Compliance Line ·      Company intranet and internal employee publications
Shareholders	·      Stock exchange releases ·      Financial and other company reports ·      Management meetings with investors and analysts ·      Annual general meetings ·      Capital markets days
Suppliers	·      Continuous one-to-one dialogue ·      Annual supplier day for selected strategic suppliers ·      Trade fairs ·      Steering group meetings ·      Supplier workshops
Distributors and agents	·      Continuous dialogue through daily contacts ·      Regular country visits ·      Distributors’ meetings and various support tools
Media	·      Press releases ·      Interviews ·      Background briefings ·      Visits ·      Press events ·      Publications ·      Company website and social media channels
Educational institutions	·      KONE international trainee programme ·      CEMS global alliance of academic and corporate institutions ·      Thesis opportunities ·      Local internships ·      Participation in recruitment fairs ·      Common projects ·      Guest lectures ·      Participation in research programmes and social media platforms
Local communities	·      Company website ·      Stakeholder relations ·      Reports ·      Social media channels

What actions were taken by KONE to promote employee safety and well-being?

In its 2019 Sustainability Report KONE reports that it took the following actions for promoting employee safety and well-being:

• Implementing a safety management system
• KONE Way for Safety, KONE’s safety management system, guides KONE in continuously improving safety in all its workplaces and tasks. It defines KONE’s safety policy and objectives, and how it manages and promotes safety. It is applicable to the management of KONE employee, subcontractor, partner safety as well as promoting equipment user safety. KONE Way for Safety is based on the ISO 45001 Occupational health and safety management systems standard. Safety is a key criterion in the risk assessments across the KONE core processes, from new projects to day-to-day operations. KONE’s Health and Safety Policy empowers all workers, whether employees, subcontractors, or partners, to stop work and ask for support should they identify a suspected safety risk. KONE takes into account employees’ suggestions regarding safety. Every leader is responsible for leading by example and providing their team with a safe working environment. They are also responsible for ensuring that the team is adequately trained for their respective roles. KONE carries out audits among employees as well as subcontractors to measure compliance with policies, rules, and defined working methods. Corrective actions are taken on any identified deviations. Each year, KONE also organises a global safety week. The week presents KONE employees with training, events and activities. Many countries also organise events and trainings together with customers and subcontractors during the week. The theme of the 2019 safety week was safe work environment. It focused on being prepared for sudden changes in the work environment, such as extreme weather conditions. During the week, emergency preparedness and response activities were organised globally to train employees to stay safe while continuing to help customers and the users of KONE’s equipment.

• Improving safety performance
• KONE employees receive health and safety training relevant to their role. KONE also sets requirements for subcontractor training. Depending on local practices, subcontractors participate in safety training and toolbox talk sessions arranged by KONE. During the reporting year, the focus was on strengthening safety competencies using interactive learnings and mobile tools. The global roll-out of KONE’s interactive safety learning application, Safety in Mind, was completed in 2019. Safety in Mind reminds the field personnel about the main risks in their roles and the ways to mitigate them. In addition, KONE produced and shared globally two new toolbox talks on entrance protection on construction sites and elevator brake maintenance. During 2019, all employees were invited to enrol in a new safety training regarding KONE’s safety management framework, and KONE’s Health and Safety Policy. Together they present KONE’s safety objectives, commitment and responsibilities applicable to all KONE employees. The completion rate among the 59,000 KONE employees that were assigned the training was 87%. The e-learning is available in 36 languages, and KONE also organises classroom trainings. KONE’s global mobile safety reporting tool, KONE Safety Solution, is used for reporting and managing employee, subcontractor, third-party and equipment user related near misses and incidents. With the roll-out of the mobile reporting tool the number of near miss reports increased by 21.3% (2018: 4%). In 2019, KONE focused on improving the quality, analysis and investigation of incident and near miss reports. KONE continues to encourage near miss and incident reporting, as it provides valuable information for improving workplace safety. Local safety personnel analyse the reported data and use the results to improve safety. Incidents, lost days per injury, and near misses are part of each unit’s monthly reporting to global functions. Lessons learned from incidents and near misses are shared in quarterly organised safety network meetings. In addition, safety managers discuss concerns and share best practices on a monthly basis.

• Applying a global programme for employee well-being
• KONE has a global framework and programme for employee well-being. KONE’s Elevate your health programme is in place in all its units. It covers topics ranging from taking care of joints and muscles to weight loss initiatives, the importance of sleep, nutrition, increasing physical activity and strengthening your mental well-being. The programme is structured around a global calendar with regular intranet news articles and suggested activities for countries to deploy. The aim is to increase awareness of actions which maintain and improve well-being. KONE has introduced a learning package for leaders to increase their competence in managing the well-being of their teams. This includes an e-learning, a toolkit and short guides. During 2019, KONE set up a network volunteer well-being champions in selected pilot counties. The purpose of the champions is to raise awareness on well-being topics and make sure all employees know what support is available for them. KONE monitors medical insurance data and carries out in-depth reviews on specified locations. The objective of these reviews is to benchmark existing well-being programmes and provide recommendations that will improve the well-being of employees.

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

The GRI Standards addressed in this case are:

1) Disclosure 403-9 Work-related injuries

2) Disclosure 403-10 Work-related ill health

 

Disclosure 403-9 Work-related injuries corresponds to:

• Sustainable Development Goal (SDG) 3: Ensure healthy lives and promote well-being for all at all ages
• Targets: 3.6, 3.9
• Sustainable Development Goal (SDG) 8: Decent Work and Economic Growth
• Targets: 8.8
• Sustainable Development Goal (SDG) 16: Peace, Justice and Strong Institutions
• Targets: 16.1

Disclosure 403-10 Work-related ill health does not correspond to any SDG.

 

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

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

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

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

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

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

See upcoming training dates.
References:

1) This case study is based on published information by KONE, 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 KONE: 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 Highland Gold identified a range of material issues, such as legal compliance, greenhouse gas emissions, employee engagement and labour relations, materials and waste management. Among these, promoting employee health and wellbeing stands out as a key material issue for Highland Gold.

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 Highland Gold engages with:                   

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

Stakeholder Group	Method of engagement
Investors	·      Half-yearly annual results conference calls ·      Industry and investment conferences ·      Regular meetings with institutional and private investors ·      Quarterly performance updates and regular news announcements ·      Website
Employees	·      Employee benefits packages ·      Ongoing training and development ·      Workforce posters and communications ·      Staff engagement surveys ·      Workers’ councils ·      Executive site visits and sessions ·      Business Ethics and Anti-Corruption policy ·      Group HSE policy ·      Group Cardinal Safety Rules ·      Established whistleblowing procedures ·      Publication of Modern Slavery Statement
Local communities	·      Community liaison working groups ·      Dialogue between site managers and local administration ·      Dialogue between the Regional Managing Directors and the regional administration ·      Sponsorship and support of “Day of the Metallurgist” and other events in local villages
Government and regulatory bodies	·      Social investment via social contracts with municipal administrations ·      Regulatory audits ·      Direct contact with regulators ·      Industry conferences
Suppliers and contractors	·      Contractual relationships ·      Training ·      Meetings ·      Compliance audits ·      Daily dialogue with contractors on site and through management team
Media and analysts	·      Press releases ·      Interviews and briefings around key announcements and events ·      Presentations ·      Site visits

What actions were taken by Highland Gold to promote employee health and wellbeing?

In its 2019 Sustainability Report Highland Gold reports that it took the following actions for promoting employee health and wellbeing:

• Implementing an electronic health check system
• To make sure its staff are fit to work at the start of shifts, and to limit the spread of seasonal conditions, Highland Gold began rolling out the health check system (“ESMO”) at MNV, Belaya Gora and Novo. The system, which measures blood pressure, body temperature and the presence of alcohol and/or drugs, was also introduced to Valunisty in 2020. Each of Highland Gold’s operating mines carries out regular health checks, as well as pre-shift and pre-trip screenings. If an employee does not pass the check, the system will automatically deactivate their pass, prohibiting access to the mine until they are cleared for work again. These checks are now digitised, which has increased efficiency. Storing the data enables Highland Gold to monitor workers who have ongoing medical conditions, such as high blood pressure, so the on-site doctor can provide increased support if necessary. This development is also proving beneficial in enabling Highland Gold to identify health risks earlier. Highland Gold has additionally developed an action plan to reduce and control rates of sickness at each of its assets. As part of this, Highland Gold’s IT department is developing a piece of software that enables the company to identify and monitor employees that frequently take sick leave so Highland Gold can identify causes of ill health and provide health support plans to its staff.

• Supporting healthy lifestyles
• To encourage employees to follow a healthy and active lifestyle, Highland Gold has installed well-equipped and modern gyms at every asset. Highland Gold also piloted a “Well-being” project at its Moscow headquarters, a major and complex project incorporating various components, including breaks for all employees, and making fresh fruit available.

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 Highland Gold, 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 Highland Gold: 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 2020 Global Citizenship Report FedEx identified a range of material issues, such as economic impact and access, ethics, integrity, bribery, and corruption, GHG emissions associated with transportation fleet, social impact of FedEx supply chains. Among these, promoting employee health and wellness stands out as a key material issue for FedEx.

Stakeholder engagement in accordance with the GRI Standards

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

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

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

Key stakeholder groups FedEx engages with:  

Stakeholder Group

Supply chain workers

Customers

Shareowners

Team members

Government

Local communities

Media

Non-governmental organisations

Regulators

Suppliers

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics FedEx engaged with its stakeholders through phone interviews with representatives from academia, customers, industry associations, media, NGOs, and suppliers, as well as through an online survey.

What actions were taken by FedEx to promote employee health and wellness?

In its 2020 Global Citizenship Report FedEx reports that it took the following actions for promoting employee health and wellness:

• Offering high-quality, affordable benefits
• FedEx’s total benefits package for team members includes competitive and, in many cases, innovative health benefits for eligible full-time and part-time team members and their dependents. In the U.S., where FedEx has approximately 220,000 participating team members, it covers more than 70% of total eligible health and disability costs for part- and full-time employees at the plan level. This set of services includes medical, behavioural, dental, vision, and pharmacy coverage with flexible options for each. According to the IBM Watson Health database, the out-of-pocket costs for FedEx team members are lower than at most other companies. In addition, participating part-time and full-time team members are eligible for health reimbursement accounts, employee assistance counselling, free generic prescription coverage, company-paid life insurance, and many other benefits.

• Providing access to healthcare
• FedEx’s team members are increasingly using telehealth tools to connect with medical professionals for personalised healthcare, remotely from their mobile devices or computers. From FY18 to FY19, team members’ use of telehealth jumped 360% and, in 2020, telehealth access became free of charge. Along with FedEx’s 24-hour nurse line, near-site healthcare facilities – such as the ones close to FedEx Express headquarters, Memphis hub, and in Irving, Texas – assistance with second opinions, integrated personal health teams, a medical decision support group, and tiered access networks, team members have a variety of flexible options for their healthcare, whether they live in rural areas or large cities. Team members can also use a digital navigation tool to find doctors, see account balances, and get other healthcare information on their mobile devices. FedEx is among an estimated 40% of large employers that offer this convenience.

• Promoting work-life balance
• In addition to family-friendly benefits such as paid maternity and paternity leave and financial assistance with adoptions, FedEx offers a Work-Life Balance Programme to all U.S. team members. Members can access specialists and online resources for advice and support on common life events and challenges, such as parenting, childcare, and financial matters. In 2019, a total of 146,847 team members – 45% of eligible U.S.-based team members – participated in work-life balance programmes.

• Implementing an employee assistance programme
• PeopleHelp offers confidential counselling services to employees, eligible dependents, and all household members, regardless of if they are participating plan members, 24 hours a day, 365 days a year. Services provided include unlimited telephone consultations with a licensed clinician to explore treatment options, identify resources, and develop action plans. In addition to consultations, educational offerings such as webcasts on various topics, online personal health programmes, and wellness seminars are available.

• Applying wellness programmes
• Team member wellness programmes, including healthy weight management and tobacco cessation programmes, nutritionist support, stress management classes, and other resources, reflect FedEx’s holistic approach to supporting well-being. Other wellness offerings at some operating companies include free on-site flu shots, on-site mammograms, and fitness challenges. Team members can also access LifeCare for guidance navigating both big and small events, such as finding childcare, handling the death of a parent, or buying a car. Other available resources to help reduce life’s stressors include legal assistance, identity theft protection, and home and auto insurance.

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

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

Disclosure 403-6 Promotion of worker health corresponds to:

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

http://database.globalreporting.org/

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

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

What are the material issues the company has identified?             

In its 2019 Sustainability Report CPL Aromas identified a range of material issues, such as energy and emissions, product quality and safety, diversity and equal opportunity, waste management, responsible sourcing. Among these, promoting employee health, safety and wellbeing stands out as a key material issue for CPL Aromas.

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 CPL Aromas engages with:

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

Stakeholder Group	Method of engagement
Main Board	·      Monthly Board Meetings ·      Briefings ·      Conferences
Local communities	·      Local community engagement ·      Green Teams engaged with the communities CPL Aromas operates in
Customers	·      On-going dialogue ·      Customer sustainability requests ·      Customer visits and audits ·      Conferences and events
Suppliers	·      Supplier assessments and audits ·      Collaborations to improve performance ·      Direct engagement with suppliers
Employees	·      Employee engagement initiatives ·      Annual performance discussion ·      Talent management ·      Learning and development ·      Green Teams, engagements and on-going dialogue
Law enforcers & regulators	·      Emerging legislation/regulation ·      IFRA consultation ·      Media ·      Membership of working groups/forums ·      Industry Conferences
Media	·      Email communication ·      Media ·      News articles ·      Documentaries ·      Press releases

What actions were taken by CPL Aromas to promote employee health, safety and wellbeing?

In its 2019 Sustainability Report CPL Aromas reports that it took the following actions for promoting employee health, safety and wellbeing:

• Implementing a Health & Safety Management System
• CPL Aromas currently operates a global Health & Safety Management System in line with OHSAS 18001 to help maintain a safe and healthy working environment. CPL Aromas’ lost time accident rate (LTAR) is low (0.986) and well controlled, with no fatal injuries occurring. The Leadership Team demonstrate their commitment through CPL Aromas’ Senior Management Audits of Safety & Health (SMASH). These are conducted yearly at each site, to make sure that all sites are well supported and are meeting the needs & expectations of the business.

• Achieving zero lost time accidents
• To achieve its target for all CPL sites to achieve zero lost time accidents by 2030 CPL Aromas has put the following actions in place:
  • Starting with Brixworth, certification of all CPL manufacturing sites to the Occupational Health and Safety Management Systems standard ISO45001:2015 by the end of 2025.
  • Incident prevention through rigorous risk assessment, thorough investigation & root cause analysis, improved communication and information sharing
  • Review & update of induction process to ensure all new employees, contractors & visitors are aware of hazards
  • Behavioural safety auditing of every site
• The above is to be underpinned by use of an inter-site reporting tool, to facilitate continual improvement, encourage openness and promote sharing of information & documentation, with access to all employees. All employees are required to cooperate fully in the implementation of the CPL HSW Policy & procedures, and to take responsibility both for their own health & safety and that of others.

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

The GRI Standards addressed in this case are:

1) Disclosure 403-9 Work-related injuries

2) Disclosure 403-10 Work-related ill health

 

Disclosure 403-9 Work-related injuries corresponds to:

• Sustainable Development Goal (SDG) 3: Ensure healthy lives and promote well-being for all at all ages
• Targets: 3.6, 3.9
• Sustainable Development Goal (SDG) 8: Decent Work and Economic Growth
• Targets: 8.8
• Sustainable Development Goal (SDG) 16: Peace, Justice and Strong Institutions
• Targets: 16.1

Disclosure 403-10 Work-related ill health does not correspond to any SDG.

 

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

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

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

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

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

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

See upcoming training dates.
 

References:

1) This case study is based on published information by CPL Aromas, 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 CPL Aromas: 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 Aptar identified a range of material issues, such as product stewardship, energy and emissions, ethics and integrity, environmental compliance. Among these, promoting employee safety and wellbeing stands out as a key material issue for Aptar.

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 Aptar engages with:

Stakeholder Group

Employees

Customers

Investors

Peers

Industry Associations, NGOs, & Research Organisations

Regulatory Bodies

Communities

How stakeholder engagement was made to identify material issues

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

What actions were taken by Aptar to promote employee safety and wellbeing?

In its 2019 Corporate Sustainability Report Aptar reports that it took the following actions for promoting employee safety and wellbeing:

• Implementing an EHS Management System
• In 2017, initial requirements were drafted and published for Aptar’s EHS (Environmental Health and Safety) Management System (EHS MS), a system setting global standards around key safety and environment topics. Each year thereafter, a new phase of these standards was released, with the Phase III topics introduced in December 2019. Through the year, sites worked on implementation and improvement of the EHS MS standards while developing action plans to address potential gaps.

• Applying a Behaviour-Based Safety Programme
• Mission Engage, Aptar’s Behaviour-Based Safety (BBS) programme, is about showing each and every Aptar employee that they matter. Mission Engage involves employees to determine what drives at-risk and safe behaviours. Focus on safety promotes a culture of caring where we demonstrate dedication to ourselves through self-accountability as well as to co-workers through team accountability. Increased safety conversations help site leaders target and prioritise key initiatives and process improvement. Aptar’s goal is to provide a safe workplace and to send every Aptar employee home, each and every day, injury free. The initials “ME” of the Mission Engage logo serve as a visual cue for the importance of employee engagement and communication, both critical to the success of a BBS (Behaviour-Based Safety) programme. Through this programme Aptar encourages its employees to:
  • Speak up if they see an unsafe or at risk behaviour
  • Help each other identify risks by encouraging open and transparent conversations
  • Ensure Aptar follows through with feedback and actions when appropriate.

• Making workplaces COVID-secure
• Since early January 2020, Aptar has been faced with the developing coronavirus pandemic first in its Asia sites and then throughout its global operations. Internally, Aptar formed Global and Regional coordination teams to implement policy and procedure modifications, monitor current communications and evaluate global and site-specific risks and procedures. These teams helped sites create exposure control plans that incorporated site level crisis management teams and the development of detailed workplace practices. Those who could work remotely did so, travel between sites was limited, sanitising procedures were increased and clear guidelines to monitor cases were implemented. Tracking of COVID-19 suspected or confirmed exposure is being tracked in EHStar, Aptar’s digital solution for EHS management, allowing for prompt notification to all relevant Aptar members. In addition to COVID tracking, EHStar helps Aptar manage its EHS Management System implementation and tracks safety and operational eco-efficiency metrics.

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

The GRI Standards addressed in this case are:

1) Disclosure 403-1 Occupational health and safety management system

2) Disclosure 403-4 Worker participation, consultation, and communication on occupational health and safety

 

Disclosure 403-1 Occupational health and safety management system corresponds to:

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

Disclosure 403-4 Worker participation, consultation, and communication on occupational health and safety corresponds to:

• Sustainable Development Goal (SDG) 8: Decent Work and Economic Growth
• Targets: 8.8
• Sustainable Development Goal (SDG) 16: Peace, Justice and Strong Institutions
• Targets: 16.7

 

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 Aptar, 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 Aptar: 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 Sun Life identified a range of material issues, such as economic performance, ethics, integrity and anti-corruption, data security and privacy, human rights, talent management. Among these, promoting employee wellness stands out as a key material issue for Sun Life.

Stakeholder engagement in accordance with the GRI Standards

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

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

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

Key stakeholder groups Sun Life engages with:   

Stakeholder Group	Method of engagement
Clients	·      Client experience surveys ·      Client focus groups ·      Other feedback channels (in-person, mobile apps, email, social media, call centres, website) ·      Online Client communities ·      Usability testing ·      Complaint resolution process
Employees/Advisors	·      Engagement and check-in surveys ·      Training and development activities ·      Internal social media and online forums ·      Team meetings and one-on-one meetings with managers, including formal performance appraisals ·      Town hall meetings with senior executives ·      Employee Ethics Hotline ·      Internal inclusion networks ·      Millennial think tank
Shareholders, Investors, ESG Analysts	·      Investor Day ·      Annual meetings ·      Quarterly earnings conference calls and webcast presentations ·      Participation in conferences ·      Meetings with investor groups ·      Participation in surveys
Community Organisations and Members	·      Community outreach ·      Sponsorships ·      Employee and advisor giving and volunteerism ·      Media relations
Suppliers	·      Request for proposal processes ·      Regular meetings and briefings ·      Ongoing relationship management ·      Supplier risk assessment ·      Supplier Diversity Programme
Governments and Regulators, Industry Associations	·      Participation in consultation processes, conferences and events ·      Memberships and participation in industry/trade associations ·      Sun Life Political Action Committee (U.S.)

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Sun Life distributed an online materiality survey to key stakeholder groups, collecting 319 responses.

 

What actions were taken by Sun Life to promote employee wellness?

In its 2019 Sustainability Report Sun Life reports that it took the following actions for promoting employee wellness:

• Announcing a new paid family and medical leave programme
• In 2019, Sun Life announced a new paid family and medical leave programme for its own employees in the U.S., setting an industry-leading example in this area. The programme provides paid leave for employees in moments that matter. That includes bonding with a new child or caring for a family member who is ill. Unique to the programme is an inclusive definition of family to address the needs of a modern workforce. Sun Life is also advocating for the expansion of paid family and medical leave legislation across the country. Additionally, Sun Life rolled out its EAP (Employee Assistance Programme) for employees across Asia. Across Sun Life, all employees and their families can now get access to free, confidential support to help them with a range of needs. Sun Life also launched a sabbatical programme for Canadian employees, after a successful 2018 launch in the U.S.

• Raising awareness of mental health issues
• In 2019 Sun Life increased its efforts on growing awareness of mental health issues. Accordingly, Sun Life:
  • Delivered a mental health webinar series for North American employees and held mental health education seminars for employees across Asia.
  • Added cognitive behavioural therapy (CBT) as an eligible mental health benefit for Canadian employees. CBT helps people develop resilience and coping skills.
  • Focused its annual 30-day wellness challenge in Canada on mental well-being. More than 2,800 employees participated.

• Introducing a new health benefit
• Sun Life introduced a new health benefit to help address a top health risk factor in its U.S. employee population. Employees who enrol get a blood pressure cuff that uploads data to a secure online account. The service also includes free coaching, anywhere, anytime. Sun Life also Introduced a defined contribution plan auto-enrolment and a discounted share purchase programme in the U.S., to help its employees achieve lifetime financial security.

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

The GRI Standard addressed in this case is: Disclosure 403-2 Types of injury and rates of injury, occupational diseases, lost days, and absenteeism, and number of work-related fatalities

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 well-being for all at all ages
• Targets: 3.3, 3.9
• 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 Sun Life, 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 Sun Life: 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 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 ESG Report FAB identified a range of material issues, such as financial and economic performance, systemic risk management, responsible customer relations, financial inclusion and accessibility, customer privacy and data security, responsible lending and investing. Among these, promoting employee wellbeing stands out as a key material issue for FAB.

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 FAB engages with:

Stakeholder Group	Method of engagement
Customers	·      Branches ·      Digital channels and social media ·      Relationship managers ·      Customer Experience Department ·      Customer surveys
Employees	·      Training and development programmes ·      Employee engagement ·      Recognition programmes ·      Transparent, accountable management ·      Whistleblower hotline
Shareholders and Investors	·      Board of Directors meetings ·      Public reports ·      Road shows
Government and Regulators	·      Group Internal Audit, Group Compliance and External Audit ·      Code of Ethics Policy ·      Public reporting
Environment	·      Sustainability report ·      Green bond report ·      Engagements with NGOs ·      External memberships
Local Community	·      CSR activities ·      Local procurement ·      Social media and website ·      Partnerships
Suppliers	·      Bidding and tendering ·      Supplier portal ·      Supplier Environmental & Social Code of Conduct

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics FAB engaged with its stakeholders through interviews and workshops, to identify what is important to them.

What actions were taken by FAB to promote employee wellbeing?

In its 2019 ESG Report FAB reports that it took the following actions for promoting employee wellbeing:

• Promoting employees’ physical wellbeing
• FAB seeks to achieve zero injuries across its buildings, ensuring a safe and healthy workspace for its people. In 2019, FAB became one of the first institutions to comply with Hassantuk, a new regulation as part of the smart city initiative to improve UAE civil defence and installed the recommended fire and safety alarm systems in its facilities, to enable faster emergency response and safer workplaces. In 2019, FAB achieved the following:
  • Was among the first companies worldwide to re-certify its workspaces to the ISO 45001: 2018 standard for Occupational Health and Safety (OHS).
  • Redirected its Occupational Health and Safety system team to now report into FAB’s Operation Risk Committee, providing more efficient business and improved risk control.
  • Nominated floor wardens, first aiders and OHS (occupational health and safety) representatives at each of its buildings, to oversee the safety programme.

• Protecting employees’ mental wellbeing
• FAB encourages an open workplace, where employees are assisted to seek help and support when required. FAB’s employees have been provided with a support line to assist them with ongoing trauma support, through FAB’s Employee Assistance Programme. Employees experiencing mental health or personal problems such as depression, stress or family issues can use FAB’s dedicated, confidential support line to talk with professional counsellors any time of the day, every day of the year. FAB also has a formal Employee Grievance Mechanism to receive employee complaints and concerns and make sure that these are handled fairly and in a timely manner. In 2019 FAB developed FABCares, an employee wellbeing programme that looks after all three elements of employees’ wellbeing. This programme was rolled out in March 2020 to all employees.

• Improving employees’ financial wellbeing
• Recognising that strong financial wellbeing and understanding can lead to greater resilience during times of change, promoting financial security, FAB seeks to educate and promote financial resilience among its staff, customers and their families, to grow financially stronger. To provide FAB’s people and their families with financial security, employees are eligible for a range of comprehensive benefits on top of their remuneration. They include pension (Emirati staff), medical insurance and life insurance coverage. FAB also provides service offerings for education assistance, car loans, mortgage loans and personal loans. FAB’s compensation system is based on a fair and transparent reward system, designed to promote a culture of equal pay.

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

The GRI Standards addressed in this case are:

1) Disclosure 403-6 Promotion of worker health

2) Disclosure 403-9 Work-related injuries

3) Disclosure 403-10 Work-related ill 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

Disclosure 403-9 Work-related injuries corresponds to:

• Sustainable Development Goal (SDG) 3: Ensure healthy lives and promote well-being for all at all ages
• Targets: 3.6, 3.9
• Sustainable Development Goal (SDG) 8: Decent Work and Economic Growth
• Targets: 8.8
• Sustainable Development Goal (SDG) 16: Peace, Justice and Strong Institutions
• Targets: 16.1

Disclosure 403-10 Work-related ill health does not correspond to any SDG.

 

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

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

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

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

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

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

See upcoming training dates.
References:

1) This case study is based on published information by FAB, 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 FAB: 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 and Sustainability Report Pilipinas Shell identified a range of material issues, such as economic performance, corporate governance and transparency, asset integrity and process safety, product development and innovation. Among these, promoting employees’ mental health stands out as a key material issue for Pilipinas Shell.

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 Pilipinas Shell engages with:

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

Stakeholder Group	Method of engagement
Business Partners	·      Supplier Quality Assessments feedback ·      Business reviews ·      Day-to-Day operation logs
Customers	·      Customer feedback mechanisms (i.e. Voice of the Customer survey among other surveys, tenders, visits, research data) ·      24/7 customer service call centre
Employees	·      Annual Shell People Survey ·      Voice of Territory Managers ·      Voice of District Managers ·      Voice of Retail Service Champions ·      Quarterly town hall meetings
Society	·      Community feedback register and mechanisms ·      Socio-economic profiling surveys ·      Community dialogue and town hall meetings (Ugnayan sa Barangay) ·      Community bulletins ·      Community programmes
Shareholders	·      Investors’ conferences ·      Quarterly analysts’ and investors’ briefings ·      Annual Stockholders’ Meeting ·      One-on-one meetings

What actions were taken by Pilipinas Shell to promote employees’ mental health?

In its 2019 Annual and Sustainability Report Pilipinas Shell reports that it took the following actions for promoting employees’ mental health:

• Promoting a Speak Up culture
• Pilipinas Shell employees are encouraged to have open and honest conversations about their mental health. As part of the umbrella of human performance and care programme, Pilipinas Shell created a space where people are free to speak up and let their leaders know what they are going through. Venues include one-on-one dialogues with supervisors, mindfulness talks during team huddles, town hall sessions, and mental health awareness forums during Pilipinas Shell’s observance of World Mental Health Day.

• Encouraging help-seeking behaviour among employees
• Once an employee recognises that they need help, the next step is to find out what kind of help they need and draw up a menu of support services available. Pilipinas Shell employees may avail of professional counselling services through the company’s Wellness Hub. In addition to in-house counselling, the Health team also assists in matching the needs of the employee with the availability of external counsellors and psychiatrists, if needed.

• Maintaining an Employee Assistance Programme (EAP)
• Pilipinas Shell has a network of 16 professional counsellors to help employees cope with anxiety, depression, and other psychological well-being concerns. On-site EAP services are offered once a month at the Finance Centre and twice a month at the Tabangao Refinery. Co-management with a psychiatrist ensures integrated and holistic management for those who need it. Pilipinas Shell also offers Team Resilience Coaching, to help employees reintegrate back to work and have an unbiased sounding board. During transition or organisational changes, staff are also provided with Career Planning sessions (with or by the counsellor) to help them maintain self-confidence and a positive mindset.

• Complying with the Mental Health Act
• Pilipinas Shell is fully compliant with the Mental Health Act (Republic Act 11036). By law, employers are required to:
  • develop appropriate policies and programmes on mental health in the workplace to raise awareness on mental health issues,
  • correct the stigma and discrimination associated with mental health conditions,
  • identify and provide support for individuals at risk, and
  • facilitate access of individuals with mental health conditions to treatment and psychosocial support.

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 Pilipinas Shell, 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 Pilipinas Shell: 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 Our responsibility Report Euroclear identified a range of material issues, such as business ethics, training and developing employees, fair and open access to financial markets, data privacy and data protection, carbon emissions. Among these, promoting employee wellbeing stands out as a key material issue for Euroclear.

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 Euroclear engages with:                          

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

Stakeholder Group	Method of engagement
Clients	·       Website ·       Newsletters ·       Events ·       Meetings ·       Phone calls ·       Client survey
Issuers (frequently via an agent)	·       Via agent
Network partners (CSDs and custodians)	·       Meetings ·       Website ·       Phone calls
Other ICSDs	·       Meetings ·       Phone calls ·       Industry events
New product service partner	·       Meetings ·       Phone calls ·       Events ·       Supplier questionnaire
Prudential regulators	·       Meetings ·       Phone calls ·       Website
ECB	·       Engaging with the European commission, European parliament, member states, central banks, supervisors, etc
Governments (central banks)	·       Engaging with the European commission, European parliament, member states, central banks, supervisors, etc
Shareholders	·       Events ·       Website ·       Newsletters ·       AGM
Board	·       Meetings ·       Website ·       Phone calls
Employees	·       Social intranet ·       Email ·       Internal TV screens ·       Events ·       Open door sessions ·       Union newsletters ·       Management blogs ·       Employee survey
Unions	·       Committee Meetings ·       Newsletters ·       Social intranet ·       Email
Journalists and influencers	·       Meetings ·       Phone calls ·       Email
Pressure groups/wider community	·       Through relevant bodies
Corporate responsibility partners	·       Phone calls ·       Meetings ·       Website ·       Reports ·       Events ·       Email

What actions were taken by Euroclear to promote employee wellbeing?

In its 2019 Our responsibility Report Euroclear reports that it took the following actions for promoting employee wellbeing:

• Organising the Vitality Day
• Following the success of its first Vitality Day in 2018, Euroclear is making this an annually recurring event. For the 2019 edition, Euroclear gave the option to employees in different locations to choose from a wide range of activities, targeting the health aspect from different angles, such as food, ergonomics, first aid, and a bike tour to cycle safely in a city.

• Arranging sessions on mental resilience and mindfulness
• In 2019, Euroclear organised sessions on mental resilience and mindfulness, which all had high attendance rates. Euroclear also conducted mandatory training sessions for all people managers, to show them how they are key players in absence management and how they can spot/respond to signs of non-wellbeing in their team members.

• Promoting a safe, pleasant and healthy work environment
• Euroclear invests in various initiatives to make sure its staff can work in a safe, pleasant and healthy environment, including the following:
  • a worldwide Employee Assistance Programme, which is a confidential 24/7 support service for all employees and family members
  • a full-time internal counsellor for psycho-social matters in Euroclear’s headquarters in Belgium, as well as a company nurse and doctor
  • a Mass notification tool to warn and check on employees in case of an event such as an attack, for which Euroclear conducts a test twice per year
  • comprehensive health insurance for Euroclear’s staff
• Additionally, recognising that the complexity and rapidly changing nature of Euroclear’s business means that its people need to be able to adapt easily to changing requirements, Euroclear provides:
  • opportunities for teleworking across most of its locations
  • opportunities for flexible work arrangements
  • an internal coaching programme available to all employees
  • a range of sporting and leisure activities, depending on the location
  • regular check-ups for staff over 45

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 Euroclear, 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/

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