GRI comparison
20.5.2015
In its reporting, Paulig applies the G3 guidelines of the Global Reporting Initiative (GRI). By our own estimate, the reporting complies with the requirements for GRI's implementation level C.
GRI Content | Included | Read more about -link | Notes | |
1. Strategy and Analysis | ||||
1.1 | CEO's statement | Yes | A reliable network of partners builds responsibility | |
1.2 | Key impacts, risks and opportunities | Partly |
Targets and results of responsibility work |
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2. Organizational Profile | ||||
2.1 | Name of the organization | Yes | An international company for quality coffee | |
2.2 | Primary brands, products and services | Yes | An international company for quality coffee | |
2.3 | Operational structure | Yes | ||
2.4 | Location of organization's headquarters | Yes | An international company for quality coffee | |
2.5 | Number of countries and location of operations | Yes | An international company for quality coffee | |
2.6 | Nature of ownership and legal form | Yes | An international company for quality coffee | |
2.7 | Markets served | Yes | An international company for quality coffee | |
2.8 | Scale of the reporting organization | Yes | An international company for quality coffee | |
2.9 | Significant changes regarding size, structure or ownership | Yes | A year of unexpected events also impacted the world of coffee | |
2.10 | Awards received in the reporting period | Yes | No awards meant in GRI during the reporting period. | |
3. Report Parameters | ||||
3.1 | Reporting period | Yes | Principles for reporting | |
3.2 | Date of most recent report | Yes | Principles for reporting | |
3.3 | Reporting cycle | Yes | Principles for reporting | |
3.4 | Contact point for questions regarding the report or its content | Yes | Reporting on corporate responsibility | |
3.5 | Process for defining report content (materiality, prioritizing topics and stakeholders using the report) | Yes | ||
3.6 | Boundary of the report | Yes | Principles for reporting | |
3.7 | Limitations on the report's scope or boundary | Yes | Principles for reporting | Governance structure is reported on Paulig Group level. Personnel information on all figures from all countries is not available. |
3.8 | Basis for reporting subsidiaries, joint ventures, leased facilities, outsourced operations and other entities affecting comparability | Yes | Principles for reporting | |
3.10 | Explanation of re-statements | Yes | Principles for reporting | Nop changes in the information reported earlier. |
3.11 | Significant changes from previous reporting periods in the scope, boundary or measurement methods | Yes | Principles for reporting | No significant changes in the coverage, definitions or in the methods of measurement. |
3.12 | GRI content index | Yes | ||
3.13 | Policy and current practice with regard to seeking external assurance for the report. | Yes | Principles for reporting | |
4. Governance, Commitments and Engagement | ||||
Governance | ||||
4.1 | Governance structure of the organisation | Yes | Organisation | Paulig Group Board of Directors and Management Team, Coffee Division Management team. |
4.2 | Position of the Chairman of the Board | Yes | Organisation | Chairman of the Paulig Group Board of Directors does not belong to Group's executive management. |
4.3 | Number of members of the highest governance body that are independent and/or non-executive members | Yes | None of the members of the Paulig Group Board of Directors does not belong to Group's executive management. | |
4.4 | Mechanism for shareholder and employee consultation | Yes | Owners have representation in the Paulig Group Board of Directors. | |
4.8 | Implementation of mission and values statements, code of conduct and other principles | Yes | ||
4.9 | Procedures of the Board for overseeing management of sustainability performance, including risk management | Yes | ||
Commitments to External Initiatives | ||||
4.11 | Addressing precautionary approach | No | ||
4.12 | Voluntary charters and other initiatives | Yes | ||
4.13 | Memberships in associations | Yes | Participation in the advancement of business and the coffee sector | |
Stakeholder Engagement | ||||
4.14 | List of stakeholder groups | Yes | Stakeholders and partnership | |
4.15 | Identification and selection of stakeholders | Yes | Stakeholders and partnership | |
4.16 | Approaches to stakeholder engagement | Yes | ||
4.17 | Key topics raised through stakeholder engagement | Yes |
What do stakeholders expect of Paulig's responsibility? |
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Economic Performance Indicators | ||||
Management approach to economic responsibility |
Partly |
A year of unexpected events also impacted the world of coffee |
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EC1* | Direct economic value generated and distributed | Partly | Success through responsible action | |
EC4* | Significant subsidies received from government | Yes | No subsidies received | |
Environmental Performance Indicators | ||||
Management approach to environmental responsibility | Partly |
Doing small and big things for the environment Paulig Group CR and ethical principles Targets and results of responsibility work |
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EN1* | Materials used by weight or volume | Yes | Corporate responsibility indicators | |
EN3* | Direct energy consumption | Yes | Corporate responsibility indicators | |
EN4* | Indirect energy consumption | Partly | Corporate responsibility indicators | |
EN5 | Energy saved due to conservation and efficiency improvements | Yes | ||
EN8* | Total water withdrawal by source | Partly | Corporate responsibility indicators | |
EN16* | Total direct and indirect greenhouse gas emissions | Yes | Corporate responsibility indicators | |
EN20* | NOx, SOx, and other significant air emissions | Yes | Corporate responsibility indicators | |
EN22* | Total amount of waste by type and disposal method | Yes | Corporate responsibility indicators | |
EN23* | Total number and volume of significant spills | Yes | No significant leakages during the reporting period. | |
EN26* | Mitigating environmental impacts of products and services | Partly | ||
EN28* | Significant fines and sanctions for non-compliance with environmental regulations | Yes | No penalties or sanctions during the reporting period. | |
Social Performance Indicators | ||||
Labor Practices and Decent Work | ||||
Management Approach to Labor Practices and Decent Work | Partly |
The Paulig family grows and harmonises Targets and results of responsibility work |
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Employment | ||||
LA1* | Total workforce by employment type, employment contract and region | Partly | ||
LA2* | Total number and rate of employee turnover by age group, gender and region | Partly | ||
LA5* | Minimum notice period regarding operational changes | Yes | Paulig follows local legislation | |
LA7* | Rates of injury, occupational diseases, lost days, fatalities and absenteeism | Partly |
The Paulig family grows and harmonises |
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LA11 | Programmes for skills management and lifelong learning | Yes | Top results with the right expertise | |
LA12 | Employees receiving regular performance and career development reviews | Yes | ||
LA13* | Composition of governance bodies and breakdown of employees | Partly | 13% (1) of the members of Paulig Group Board of Directors are women and 87% (7) men. In the Paulig Group Management Team shares of women and men are 44% (4) and 56% (5). Of the Coffee Division Management team members 50% (4) are women and 50 %(4) men. | |
Human Rights | ||||
Management Approach to Human Rights | Partly | |||
HR4* | Incidents of discrimination and actions taken | Yes | No reported discrimination | |
HR5* | Operations identified in which the right to exercise freedom of association or collective bargaining may be at significant risk and actions taken to support these rights | Yes | No identified operations | |
HR6* | Operations identified as having significant risk for child labor and measures taken to contribute to the elimination of child labor | Yes | No identified significant risks for child labor | |
HR7* | Operations identified as having significant risk for forced or compulsory labor and measures taken to contribute to the elimination of forced or compulsory labor | Yes | No identified significant risks for forced or compulsory labor | |
Society | ||||
Management Approach to Society | Partly | |||
SO4* | Actions taken in response to incidents of corruption | Yes | No reported corruption | |
SO6 | Contributions to political parties, politicians and related institutions | Yes | Paulig does not contirubute political parties | |
SO7 | Legal actions for anti-competitive behaviour, anti-trust, and monopoly | Yes | No reported legal actions | |
SO8* | Significant fines and sanctions for non-compliance with laws and regulations | Yes | No fines or sanctions | |
Product Responsibility | ||||
Management Approach to Product Responsibility | Partly |
New flavours and dialogue channels for coffee-lovers Permits and commitments related to coffee production |
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Customer Health and Safety | ||||
PR1* | Assessment of health and safety impacts of products | Partly | ||
PR3* | Product information required by procedures | Partly | ||
PR5 | Practices related to customer satisfaction and results of customer satisfaction surveys | Yes | ||
PR9* | Fines for non-compliance concerning the provision and use of products and services | Yes | No fines or sanctions |