work-life balance Archives - SustainCase - Sustainability Magazine Insights on how you can protect the environment, maintain and increase the value of your company, through a structured CSR/Sustainability process with the use of the GRI Standards. Learn how Today's Best-Run Companies are achieving Economic, Social, and Environmental Success - and How You Can Too... Fri, 03 Mar 2023 09:15:12 +0000 en-US hourly 1 https://wordpress.org/?v=7.1.3 Case study: How Maybank promotes work-life integration among employees https://sustaincase.com/case-study-how-maybank-promotes-work-life-integration-among-employees/ Mon, 31 May 2021 06:09:46 +0000 https://ccprowebs.com/new-sustaincase.com/?p=12622 Maybank is Malaysia’s largest financial services group, providing an array of financial products and services supported by shared corporate functions across its global network of 18 countries. As traditional linear career trajectories are increasingly being replaced by more dynamic ones, that meet their personal and professional needs. This case study is based on the 2019 Sustainability Report by Maybank published on the Global Reporting Initiative Sustainability Disclosure Database that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts […]

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]]> Maybank is Malaysia’s largest financial services group, providing an array of financial products and services supported by shared corporate functions across its global network of 18 countries. As traditional linear career trajectories are increasingly being replaced by more dynamic ones, Maybank has established a number of initiatives to help its employees explore new career opportunities  Tweet This! that meet their personal and professional needs.

This case study is based on the 2019 Sustainability Report by Maybank published on the Global Reporting Initiative Sustainability Disclosure Database that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing.

Abstract

Maybank seeks to support stable and fulfilling careers for each and every one of its employees so as to foster a thriving workplace, enabling Maybankers to define their own career trajectories. In order to promote work-life integration among employees Maybank took action to:

  • launch the GO Ahead. Take Charge! initiative
  • implement the Urban Farming programme
  • introduce Crowdtivation
  • implement Executive Committee-led culture reinforcing initiatives

What are the material issues the company has identified?

In its 2019 Sustainability Report Maybank identified a range of material issues, such as good governance, cyber security, sustainable business growth, product and service innovation. Among these, promoting work-life integration among employees stands out as a key material issue for Maybank.

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 Maybank engages with:

Stakeholder Group                Method of engagement
Investors

 

 

 ·      Conferences and non-deal roadshows

·      Quarterly conference calls and biannual analyst briefings on financial performance

·      Thematic investor day briefings

·      One-on-one and group investor meetings with Group President and CEO (GPCEO), Group Chief Financial Officer or Head of Group Investor Relations

·      Dissemination of information and disclosure of materials on Maybank’s website

·      AGM and EGM

·      Annual and Sustainability Reports
Customers

 

 

 ·      Digital touchpoints (e.g. Maybank2u and Maybank Trade mobile apps, Maybank2u and Maybank2e websites and Etiqa online portals)

·      Physical branches and self-service terminals

·      Customer Service Centres

·      Sales representatives: Relationship Managers, Personal Financial Advisors and Client Coverage Teams

·      Maybank social media platforms

·      Customer satisfaction surveys
Regulators

 

 ·      Reporting and periodic updates to regulators

·      Active participation in and contribution to industry and regulatory working groups, forums and consultation papers
Employees

 

 

 

 

 ·      Employee dialogue sessions with Group EXCO and Conversation Series with C-Suite

·      Employee engagement programmes and initiatives

·      Regular electronic and printed communication (e.g. email and newsletters)

·      Employee engagement and feedback surveys/platforms (e.g. Employee Engagement Survey, electronic “Ask Senior Management”, Group Human Capital Contact Centre)
Communities

 

 ·      Partnerships and employee volunteerism in strategic community initiatives

·      Websites and social media platforms

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Maybank distributed survey forms to both internal and external stakeholder groups.

What actions were taken by Maybank to promote work-life integration among employees?

In its 2019 Sustainability Report Maybank reports that it took the following actions for promoting work-life integration among employees:

  • Launching the GO Ahead. Take Charge! initiative
  • GO Ahead. Take Charge! (GATC) is an initiative designed by Maybank to address the changing workplace environment by allowing and empowering employees to be adaptive and agile while offering them opportunities to create sustainable livelihoods. Through the four pillars available, namely Reskill & Redeploy, Flex In, Flex Out and Entrepreneur, employees can opt for job rotations, inter-sector transfers, enrol for FR programmes and sign up for flexible work arrangements or Urban Farming Courses. Employees are also allowed to take a break from their career to become an entrepreneur, or to engage in other employment or business activities, as long as the interests of Maybank Group are not compromised.
  • Implementing the Urban Farming programme
  • Located at the Maybank Academy learning hub, Maybank’s Urban Farming Programme was established to nurture a sustainable mindset and entrepreneurial skills within its employees. Comprising innovative Urban Farm and Urban Farming Courses, the programme aims to help employees adopt a greener lifestyle that is easy on the pocket and the environment. It also offers opportunities for those with business acumen to turn urban farming into a commercially viable venture for sustainable livelihoods under the GATC platform.
  • Introducing Crowdtivation
  • In 2019 Maybank launched Crowdtivation, an internal people-centric marketplace that breaks down barriers by crowdsourcing skills amongst employees, connecting and matching demand and supply beyond the usual conventional structures. Created for flexibility, freedom and personal fulfilment, Crowdtivation allows employees to learn new skills, experiment with projects and uncover new solutions for daily business needs via discussions facilitated through the platform. It is also a platform for employees to create and be part of internal gigs, while continuing to be economically empowered.
  • Implementing Executive Committee-led culture reinforcing initiatives
  • Through various impactful engagement interventions, Maybank’s leaders spend significant time with employees to keep the climate upbeat to enable, energise and engage employees, whilst making sure everyone has the same values system – the Maybank T.I.G.E.R. (teamwork, integrity, growth, excellence & efficiency, relationship building) values. These include, among others, Maybank Group Townhalls and Sectorial Townhalls, Leaders Teaching Leaders sessions, C-Suite Conversations sessions as well as the EXCO Mentoring Programme. Through these engagements, ongoing candid dialogue is fostered and trust in leaders as well as power distance are continuously watched.

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

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

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

 

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

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]]> Case study: How State Street promotes a healthy work-life balance for its employees https://sustaincase.com/case-study-how-state-street-promotes-a-healthy-work-life-balance-for-its-employees/ Fri, 19 Mar 2021 07:10:20 +0000 https://ccprowebs.com/new-sustaincase.com/?p=12331 State Street is one of the world’s largest providers of financial services to institutional investors, with operations in more than 100 geographic markets worldwide including the US, Canada, Australia, Europe, the Middle East and Asia. The human capital aspect of its business, including how it engages with and supports its employees, is material to State Street’s long-term success. Accordingly, This case study is based on the 2019 Corporate Responsibility Report by State Street published on the Global Reporting Initiative Sustainability Disclosure Database that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability […]

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]]> State Street is one of the world’s largest providers of financial services to institutional investors, with operations in more than 100 geographic markets worldwide including the US, Canada, Australia, Europe, the Middle East and Asia. The human capital aspect of its business, including how it engages with and supports its employees, is material to State Street’s long-term success. Accordingly, State Street offers a host of resources and services to support its employees in maintaining a healthy work-life balance.  Tweet This!

This case study is based on the 2019 Corporate Responsibility Report by State Street published on the Global Reporting Initiative Sustainability Disclosure Database that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing.

Abstract

To make sure that it attracts and develops the industry’s top performers, State Street is dedicated to providing the tools and resources they need to do their best work every day, including comprehensive and flexible benefit programmes. In order to promote a healthy work-life balance for its employees State Street took action to:

  • implement a flexible work programme
  • apply the BeWell Programme
  • provide parental and caretaker support
  • offer benefits

What are the material issues the company has identified?

In its 2019 Corporate Responsibility Report State Street identified a range of material issues, such as climate change, ESG products and services, operational and cyber resilience, inclusion and diversity. Among these, promoting a healthy work-life balance for its employees stands out as a key material issue for State Street.

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 State Street engages with:

Stakeholder Group
Shareholders
Clients
Employees
Academics
NGOs
Investment analysts
Business partners

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics State Street interviewed five external stakeholders and also engaged employees through a survey, distributed by State Street’s CR team.

What actions were taken by State Street to promote a healthy work-life balance for its employees?

In its 2019 Corporate Responsibility Report State Street reports that it took the following actions for promoting a healthy work-life balance for its employees:

  • Implementing a flexible work programme
  • Flexible work options help State Street’s employees manage the demands of their personal and professional lives. State Street found that offering employees greater flexibility in their work hours and location increases their productivity and engagement, decreases missed days and turnover, fosters trust and loyalty, maximises State Street’s workspaces, improves retention, and makes for a happier and healthier workforce, all of which result in significant savings for the company. State Street’s employees have a choice of five formal flex work options: flex place (remote working), flex time, compressed schedules, reduced schedules or job-sharing.
  • Applying the BeWell Programme
  • State Street’s global BeWell Programme gives its employees the tools and resources they need to manage their physical, emotional and financial wellness. State Street offers several programmes that fall under these three pillars and while the BeWell benefits vary from country to country, they may include online wellness portals, employee assistance programmes, financial planning seminars, tuition assistance, fitness reimbursements, discounts for personal expenses and group discount opportunities. State Street also incentivises employees with the potential to earn additional paid days off for participating in BeWell programming, such as healthy habit challenges.
  • Providing parental and caretaker support
  • State Street seeks to be there for its employees during all of life’s important events, and make sure they have the flexibility, time and ability to care for their loved ones and themselves when it matters most. That’s why State Street provides child, elder and personal care programmes, referrals and resources, as well as emergency back-up daycare for employees. Employees in the United States are eligible for State Street’s extended paid parental leave (up to eight weeks) and paid family caregiver leave (up to four weeks) from the first day of their employment and benefit from additional policies, including paid adoption and surrogacy leave, as well as adoption and fertility assistance. State Street employees across the globe also enjoy parental leave benefits. Employees in the UK may be eligible for up to 52 weeks of both paid maternity leave and paid adoption leave immediately upon hire. Any associated payment, statutory and company, is dependent upon a number of different factors. Employees in India who have worked at least 80 days are eligible for up to 12 weeks of adoption leave and 26 weeks of maternity leave. Employees in Australia who have completed at least six months of continuous service are eligible for up to 52 weeks of parental leave.
  • Offering benefits
  • State Street’s full-time employees are eligible for a range of benefits, including programmes that cover spouses/domestic partners, adult dependents and children; comprehensive medical plan options; dental and vision care; flexible spending accounts for health care, dependent care and transportation needs; employee and family life insurance; Legal Assistance Plan; Employee Assistance Programme (EAP); Salary Savings Programme with 401(k) pre-tax and post-tax; as well as Roth options and a competitive company match. The EAP is a global service to support the mental health and well-being of State Street employees. State Street’s EAP, offered through Optum, is available 24/7. The service is a free and confidential programme for employees and their family members. The EAP can help employees deal with personal challenges that could affect their health, relationships or job effectiveness.

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 401-3 Parental leave

 

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

Disclosure 401-3 Parental leave corresponds to:

 

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

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

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

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

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

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

See upcoming training dates.
References:

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

The post Case study: How State Street promotes a healthy work-life balance for its employees appeared first on SustainCase - Sustainability Magazine.

]]> Case study: How KCC promotes work-life balance among employees https://sustaincase.com/case-study-how-kcc-promotes-work-life-balance-among-employees/ Fri, 24 Jul 2020 06:31:27 +0000 https://ccprowebs.com/new-sustaincase.com/?p=11073 Since its foundation in 1958, KCC has become a leading comprehensive fine chemical company that produces construction and industrial materials, paint, silicone and cutting-edge materials. Recognising the impact of employees’ emotional stability and happiness on their work performance, This case study is based on the 2018/19 Sustainability Report by KCC published on the Global Reporting Initiative Sustainability Disclosure Database that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, […]

The post Case study: How KCC promotes work-life balance among employees appeared first on SustainCase - Sustainability Magazine.

]]> Since its foundation in 1958, KCC has become a leading comprehensive fine chemical company that produces construction and industrial materials, paint, silicone and cutting-edge materials. Recognising the impact of employees’ emotional stability and happiness on their work performance, KCC is committed to encouraging a healthy work-life balance for its employees.  Tweet This!

This case study is based on the 2018/19 Sustainability Report by KCC published on the Global Reporting Initiative Sustainability Disclosure Database that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing.

Abstract

Maintaining a better work-life balance for employees by improving the work schedule system and providing extra support for family life and child care, is a top priority for KCC. In order to promote work-life balance among employees KCC took action to:

  • provide a flexible work schedule
  • offer employee benefits
  • support family life

What are the material issues the company has identified?

In its 2018/19 Sustainability Report KCC identified a range of material issues, such as ethical and legal compliance, supporting suppliers and promoting mutual growth, customer health and safety, developing and supplying eco-friendly and energy saving products. Among these, promoting work-life balance among employees stands out as a key material issue for KCC.

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 KCC engages with: 

Stakeholder Group                Method of engagement
Employees

 

 ·      Groupware

·      Dr. KCC

·      SFA

·      KQIS

·      APIS

·      Labour-Management Council

·      Seminar by position

·      Occupational Safety & Health Committee

·      Safety & Health Training

·      Sustainability Report

·      Newsletter

·      Company Website

·      Company Blog

·      Company Facebook Page

·      Company YouTube Channel
Customers

 

 ·      Cyber Whistle Blowing Centre

·      Customer Centre

·      On-site Visit of Technical Support Department

·      Call Centre

·      Product Seminars

·      Agency Training

·      Customer Satisfaction /NPC (Net Promoter Score)

·      TQM System

·      Sustainability Report

·      Company Website

·      Company Blog

·      Company Facebook Page

·      Company YouTube Channel
Shareholders & Investors

 

 

 ·      General Shareholders’ Meeting

·      Sustainability Report

·      Disclosure & Announcements

·      IR Meeting
Suppliers

 

 

 ·      Win-Win Growth Agreement

·      Cyber Whistle Blowing Centre

·      Supplier Training

·      WinC

·      Management Doctor System

·      Excellent Distributor Seminar

·      Quality Agreement with Suppliers

·      Safety & Health Council
Local Communities

 

 ·      CSR Committee

·      CSR Workshop

·      KCC Happiness Sharing Volunteer Group

·      Local Community Support Activities

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics KCC engaged with its stakeholders through interviews to identify key sustainability issues, and online and offline surveys to prioritise the issues.


What actions were taken by KCC to promote work-life balance among employees?

In its 2018/19 Sustainability Report KCC reports that it took the following actions for promoting work-life balance among employees:

  • Providing a flexible work schedule
  • In line with the change in maximum working hours from 68 hours per week to 52 hours as of July 2018, KCC established various systems to promote a healthy ‘work-life balance’ and create a sound and efficient working environment for its employees. As a part of the Healthy Corporate Culture Campaign, KCC organised ‘1 · 1 · 9 Campaign’ (only the ‘1st’, ‘1 drink only’, finish ‘before 9:00 pm’) and ‘Jeong · Jeong · Jeong Campaign’ (coming to work ‘on time’, leaving the work ‘on time’, using leaves ‘in full’), as well as Family Day on Wednesday where employees leave early to spend time with their families and ‘Casual Dress Day’ on Friday for working in comfortable clothes. On July 1, 2018 after the revision of the Labour Standards Act, KCC introduced the PC-off system and work schedule management system to prevent working overtime and encourage its employees to leave work on time as well as Optional Work Schedule System where employees work on their own schedule and the ‘Flexible Work Schedule System’ for those who work in departments with a high chance of working overtime due to project-related works, to help them improve their level of engagement and efficiency in work management.
  • Offering employee benefits
  • To improve the quality of life for its executives and staff, KCC enacts various efforts at a corporate-wide level including private residences and dormitories as well as transportation expenses on weekends for those who live away from their family. KCC also offers four mandatory insurances and medical expenses, support for various celebrations and condolences, the retirement pension system, and education and training support for self-development. In addition, KCC provides opportunities to relieve stress and boost teamwork for its employees by supporting various employee clubs and offering accommodation/leisure facilities such as hotel, condominium and campsites.
  • Supporting family life
  • To help reduce the burden on employees with children and to resolve social issues such as low birth rate and career gap for females, KCC is strengthening its internal activities for maternity protection. In case of family matters such as sickness, KCC’s employees can use Family Care Leave and, in accordance with legal standards, 100% of the regular wage is paid to employees on parental leave and those who requested reduced work hours during pregnancy for 60 days during the period of parental leave, so they can focus on childcare. At KCC, employees can use parental leave regardless of their gender without any pressure. In 2018, a total of 33 employees including 5 male employees took their parental leave, and there were no resulting cases of discrimination or inequality at work.

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 401-3 Parental leave

 

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 401-3 Parental leave corresponds to:

 

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

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

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

 

 

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

The post Case study: How KCC promotes work-life balance among employees appeared first on SustainCase - Sustainability Magazine.

]]> Case study: How Vodafone supports working parents https://sustaincase.com/case-study-how-vodafone-supports-working-parents/ Mon, 07 Oct 2019 12:42:05 +0000 https://ccprowebs.com/new-sustaincase.com/?p=10086 Vodafone employs over 108,000 people and is one of the largest foreign investors in many of the countries in which it operates. Aspiring to become the world’s best employer for women by 2025, , confident that they can grow their careers while raising a family. This case study is based on the 2017 Sustainable Business Report by Vodafone published on the Global Reporting Initiative Sustainability Disclosure Database that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on […]

The post Case study: How Vodafone supports working parents appeared first on SustainCase - Sustainability Magazine.

]]> Vodafone employs over 108,000 people and is one of the largest foreign investors in many of the countries in which it operates. Aspiring to become the world’s best employer for women by 2025, Vodafone seeks to make sure that working parents are encouraged and supported to return to work after the birth of a child  Tweet This!, confident that they can grow their careers while raising a family.

This case study is based on the 2017 Sustainable Business Report by Vodafone published on the Global Reporting Initiative Sustainability Disclosure Database that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing.

Abstract

Research by KPMG shows that recruiting and training new employees to replace women who do not stay in the workforce after having a baby, could cost businesses worldwide up to US$47 billion every year. In order to support working parents Vodafone took action to:

  • introduce a global minimum maternity policy
  • implement flexible working policies
  • launch Vodafone Day Care

What are the material issues the company has identified?

In its 2017 Sustainable Business Report Vodafone identified a range of material issues, such as digital rights including privacy, data protection and security, socio-economic benefits arising from products and services, health and safety, corporate taxation and total economic contribution, energy consumption and greenhouse gas emissions. Among these, supporting working parents stands out as a key material issue for Vodafone.

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 Vodafone engages with:

Stakeholder Group
Consumer and enterprise customers
Shareholders
Employees
Suppliers and partners
Governments and regulators
Local communities
Non-governmental organisations (NGOs) and

civil society activists
Industry peers

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Vodafone engaged with peers, NGOs, civil society activists and sustainable business specialists, seeking their insights on the most material sustainability issues for both Vodafone and society as a whole.

What actions were taken by Vodafone to support working parents?

In its 2017 Sustainable Business Report Vodafone reports that it took the following actions for supporting working parents:

  • Introducing a global minimum maternity policy
  • In 2016, Vodafone became one of the first organisations in the world to introduce a global minimum maternity policy. The policy applies to employees at all levels in every country in which Vodafone operates, including countries with little or no paid statutory maternity leave. Over 4,000 of Vodafone’s female employees have gone on maternity leave during 2015-17 and all were eligible to benefit from the policy, which offers at least 16 weeks fully paid maternity leave, plus full pay for a 30-hour week for the first six months.
  • Implementing flexible working policies
  • Taking advantage of its remote working technologies, Vodafone applies flexible working, part-time working and homeworking policies across many of its local markets, designed to make it easier for women and men to balance family and work commitments. Individual local market flexible working practices include the following:
    • Vodafone Italy employees are encouraged to work from home for one day each week;
    • Vodafone Turkey employees benefit from flexible working hours and can choose earlier or later start or finish times, to help them balance work and personal commitments;
    • full-time employees of Vodafone India can take an unpaid sabbatical (from 90 days to more than one year) to look after children or family members or to develop skills and interests.
  • Launching Vodafone Day Care
  • Vodafone Egypt aims to be the most family-friendly employer in the country and introduces policies to help retain female employees after they have children. In collaboration with one of the top childcare providers in Egypt, it has launched Vodafone Day Care, to provide an on-site childcare facility at its head office offering convenient and high-quality childcare for employees with young children. Vodafone Egypt currently has 22% women in management and leadership roles, and is actively working towards the goal of 30% female representation by 2020.

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

The GRI Standard addressed in this case is: Disclosure 401-3 Parental leave

Disclosure 401-3 Parental leave corresponds to:

 

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

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

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

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

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

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

See upcoming training dates.

 

References:

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

The post Case study: How Vodafone supports working parents appeared first on SustainCase - Sustainability Magazine.

]]> Case study: How Enagás promotes work-life balance among employees https://sustaincase.com/case-study-how-enagas-promotes-work-life-balance-among-employees/ Sun, 14 Jul 2019 06:17:26 +0000 https://ccprowebs.com/new-sustaincase.com/?p=9847 Enagás is Spain’s main natural gas operator and a global leader in the development, maintenance, operation and management of gas infrastructures and gas networks. Reconciling employees’ needs and interests with those of the company by meeting employees’ social and health-care needs, as well as those of their immediate family, is, for Enagás, a top priority. This case study is based on the 2017 Annual Report by Enagás published on the Global Reporting Initiative Sustainability Disclosure Database that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it […]

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Enagás is Spain’s main natural gas operator and a global leader in the development, maintenance, operation and management of gas infrastructures and gas networks. Reconciling employees’ needs and interests with those of the company by meeting employees’ social and health-care needs, as well as those of their immediate family, is, for Enagás, a top priority.

This case study is based on the 2017 Annual Report by Enagás published on the Global Reporting Initiative Sustainability Disclosure Database that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing.

Enagás has been a certified Family Responsible Company since 2007  Tweet This!, and has 94 reconciliation measures that promote the professional and personal development of every employee. In order to promote work-life balance among employees Enagás took action to:

  • support employees’ families
  • promote work flexibility
  • boost employee health and well-being

What are the material issues the company has identified?

In its 2017 Annual Report Enagás identified a range of material issues, such as ethics and integrity, infrastructure security, environmental accidents and incidents, transparency and compliance. Among these, promoting work-life balance among employees stands out as a key material issue for Enagás.

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 Enagás engages with:

To identify and prioritise material topics Enagás engages with its stakeholders through the following channels:

Stakeholder Group                Method of engagement
Regulatory bodies (state, local and international) ·      Regular meetings (face-to-face, telephone, email)

·      Corporate website
Investors (fund managers, rating agencies, analysts)

 

 

 ·      Regular meetings (face-to-face, telephone, email)

·      Corporate website

·      Shareholder Office

·      Free shareholder helpline

·      Electronic mailbox

·      Meetings with minority shareholders and analysts
Employees (professionals, social organisations) ·      Regular meetings (face-to-face, email)

·      Corporate Intranet

·      AzulyVerde in-house magazine

·      Ráfagas e-bulletin

·      In-house communication campaigns

·      Ethics Channel

·      Workplace climate surveys and associated improvement plans

·      Interactive coffee for employees with the CEO
Customers (distributors, shippers, transmission

companies, direct consumers in the market)

 

 ·      Account managers

·      Regular meetings (face-to-face, telephone, email)

·      Main Control Centre

·      SL-ATR

·      Spanish Gas System Follow-up Committee

·      Corporate website: SL-ATR 2.0 portal and SITGAS portal

·      Customer newsletter

·      Meetings with customers (Shippers’ day)

·      Customer satisfaction surveys and associated improvement plans
Partners (business, strategic business and

management of companies)

 ·      Coordinators of affiliates

·      Regular meetings (face-to-face, telephone, email)

·      Audit Committees
Media and social media

 

 ·      Regular meetings (face-to-face, telephone, email)

·      Corporate website

·      Permanent telephone service to the media

·      Media attention email inbox

·      Social media
Suppliers (critical and non-critical) ·      Regular meetings (telephone, email)

·      Corporate website: supplier portal

·      Supplier attention email inbox
Financial institutions ·      Regular meetings (face-to-face, telephone, email)
Associations and foundations (from the energy / gas sector, from social, environmental, ethical

(sustainability) areas, in education and culture, health and development cooperation)

 ·      Regular meetings resulting from participation in groups and forums (face-to-face, telephone, email)

What actions were taken by Enagás to promote work-life balance among employees?

In its 2017 Annual Report Enagás reports that it took the following actions for promoting work-life balance among employees:

  • Supporting employees’ families
  • Enagás supports its employees by creating a family-friendly workplace through a number of measures, that include the following:
    • Study support for employees’ children.
    • 80% subsidy on special schooling expenses for employees who have children with disabilities.
    • “Día sin Cole” (No School Day) programme and subsidised urban summer camps for employees’ children on workdays throughout the school year.
    • Alares Family Support Programme:
      • “miAsistente” (myAssistant) personal manager, which takes care of all necessary day-to-day procedures and information.
      • Free handling of diverse procedures in connection to vehicles, maternity and paternity, licences, certificates and reports.
      • Free service for selecting domestic helpers and healthcare personnel.
      • Services for making online wills and living wills, expert legal advice, signings before a notary public and registrations.
      • Specialised treatment and home help service in the event of convalescence, illness or accident.
  • Promoting work flexibility
  • To promote workplace flexibility, Enagás provides employees with:
    • Flexibility in start times and lunch break.
    • Shorter workday during the summer and every Friday, throughout the year.
    • Division of annual leave into a maximum of 3 periods.
  • Boosting employee health and well-being
  • Enagás seeks to promote employee health and well-being through the following initiatives:
    • Annual medical check-up and flu vaccine campaigns.
    • 90% subsidy on the cost of private medical healthcare insurance for employees and 100% for their children. Medical cover on international trips.
    • Meal subsidies (canteens, financial aid, restaurant vouchers).
    • Access to a programme of discounts and exclusive prices on a wide range of online products, services and leisure.
    • Pension plans for employees with two years’ effective or recognised service.
    • Healthy eating corner at head office.
    • Help towards sports activities.

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

 

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

 

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

The post Case study: How Enagás promotes work-life balance among employees appeared first on SustainCase - Sustainability Magazine.

]]> Case study: How the BMW Group promotes work-life balance among employees https://sustaincase.com/case-study-how-the-bmw-group-promotes-work-life-balance-among-employees/ Tue, 04 Jun 2019 16:09:32 +0000 https://ccprowebs.com/new-sustaincase.com/?p=9665 As a company that is currently active in over 150 countries with almost 130,000 employees, the BMW Group understands that the working hours that function best for employees vary depending on what phase of life they are in, their individual life plans and their work situation, and seeks, accordingly, to offer employees the best possible work-life balance. This case study is based on the 2017 Sustainable Value Report by the BMW Group published on the Global Reporting Initiative Sustainability Disclosure Database that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting […]

The post Case study: How the BMW Group promotes work-life balance among employees appeared first on SustainCase - Sustainability Magazine.

]]> As a company that is currently active in over 150 countries with almost 130,000 employees, the BMW Group understands that the working hours that function best for employees vary depending on what phase of life they are in, their individual life plans and their work situation, and seeks, accordingly, to offer employees the best possible work-life balance.

This case study is based on the 2017 Sustainable Value Report by the BMW Group published on the Global Reporting Initiative Sustainability Disclosure Database that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing.

Abstract

Encouraging work-life balance, the BMW Group offers its employees a wide range of flexible modules  Tweet This!, so they can tailor their working hours and locations to their personal needs. In order to promote work-life balance among employees the BMW Group took action to:

  • offer flexible working hours
  • enable mobile working
  • support employees through family services

What are the material issues the company has identified?

In its 2017 Sustainable Value Report the BMW Group identified a range of material issues, such as fuel efficiency and CO2 emissions of vehicles, product safety, environmental and social standards in the supply chain / sustainable sourcing, occupational health and safety, pollutant emissions of vehicles. Among these, promoting work-life balance among employees stands out as a key material issue for the BMW Group.

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 the BMW Group engages with:  

Stakeholder Group                Method of engagement
Capital market

 

 ·      Dialogue, conferences and technology workshops with investors and analysts on the strategic topics of electromobility and autonomous driving
Suppliers ·      Dialogue in the context of industry initiatives

·      Joint events

·      Training courses

·      Presentations

·      Supplier risk assessments

·      Learning from Suppliers forum
Networks and associations

 

 ·      Participation of Board members, technical experts or subject specialists in a number of initiatives, forums and events

·      Memberships of initiatives
Policymakers

 

 ·      Workshops on key topics

·      Regular “Green Tables” with German parliamentarians
Research

 

 ·      Round tables

·      Visits from universities

·      Lectures

·      Discussions

·      BMW Group Dialogue with students
Media ·      Dialogue within the context of press trips

·      Press releases

·      Informational events on new products

·      Test drives

·      Trade fairs
Business partners ·      Dialogue with sales organisations and the association of German BMW dealerships

·      Business conferences

·      Dialogue via the central coordinating units of importers
Local stakeholders ·      One-on-one dialogue

·      Plant visits

·      Neighbourhood dialogue

·      Press events
Civil society and NGOs ·      Face-to-face meetings/dialogue

·      Responding to enquiries
Employees ·      Dialogue with employees and managers

·      Employee survey

·      Idea management

·      Internal media
Customers ·      Customer survey

·      Social media

·      Trade fairs

·      Media

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics the BMW Group conducted telephone interviews with 13 representative stakeholders, who included customers, suppliers, investors, authorities, NGOs and scientists from different regions of the world.

What actions were taken by the BMW Group to promote work-life balance among employees?

In its 2017 Sustainable Value Report the BMW Group reports that it took the following actions for promoting work-life balance among employees:

  • Offering flexible working hours
  • Through the concept of the working time account, BMW Group employees can exert some influence over their working hours. Office employees can take advantage of flexitime, for example, or production staff can trade shifts or reduce their hours to gain some free days. In addition to statutory working time arrangements in some countries, such as part-time work or parental or caregiver leave, the BMW Group also offers employees options such as sabbaticals or the “Vollzeit Select” (Full-time Select) scheme, to provide further attractive ways for employees to individually plan working hours. Sabbaticals can be arranged by employees worldwide, and the BMW Group’s “Vollzeit Select” working time tool allows employees in Germany and Austria to take 20 additional days of leave each year with corresponding adjustments to their salaries, without any complicated red tape. Demand for these options continued to increase in 2017, showing that the offer of flexible working time arrangements met a real need.
  • Enabling mobile working
  • In 2017, more than 31,700 BMW Group employees, or approximately 63% of those working outside the direct production areas, chose to work at least one partial and/or full day on a mobile basis. This represents a renewed increase, compared to 2016. By organising their working hours more flexibly, employees can, for example, better integrate childcare or caring for dependents into their everyday work routine. Outside of agreed working hours, employees have the right to switch off and be unavailable. Mobile working at the BMW Group, signifies a culture of trust, and relies on constructive dialogue.
  • Supporting employees through family services
  • The BMW Group has, for years, been offering its employees family support services. In Germany, for example, experts from the family support service help employees organise childcare and care for dependents as well as arrange household services. In 2017, the BMW Group responded to 830 employee requests of this nature, 160 of them dealing with the issue of care. Additionally, the BMW Group has set up childcare services at many of its German locations and, with the support of parents’ initiatives, was able to accommodate, in 2017, more than 460 children aged zero to six years.

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

The GRI Standard addressed in this case is: Disclosure 401-3 Parental leave

Disclosure 401-3 Parental leave corresponds to:

 

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

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

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

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

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

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

See upcoming training dates.

 

References:

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

The post Case study: How the BMW Group promotes work-life balance among employees appeared first on SustainCase - Sustainability Magazine.

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