| Indicator | Topic | Location | Coverage (Full or Partial) |
| Strategy and Analysis | |||
|---|---|---|---|
| 1.1 | Statement from the most senior decision maker of the organization (e.g., CEO, chair, or equivalent senior position) about the relevance of sustainability to the organization and its strategy. |
Statement from the CEO | F |
| 1.2 | Description of key impacts, risks, and opportunities. | Statement from the CEO, About This Report
|
F |
| Organizational Profile | |||
| 2.1 | Name of the organization. | Company Profile | F |
| 2.2 | Primary brands, products, and/or services. The reporting organization should indicate the nature of its role in providing these products and services, and the degree to which it utilizes outsourcing. | Company Profile | F |
| 2.3 | Operational structure of the organization, including main divisions, operating companies, subsidiaries, and joint ventures. | Company Profile | F |
| 2.4 | Location of organization's headquarters. | Company Profile | F |
| 2.5 | Number of countries where the organization operates, and names of countries with either major operations or that are specifically relevant to the sustainability issues covered in the report. | Company Profile | F |
| 2.6 | Nature of ownership and legal form. | Company Profile | F |
| 2.7 | Markets served (including geographic breakdown, sectors served, and types of customers/beneficiaries). | Company Profile | F |
| 2.8 | Scale of the reporting organization. | Company Profile | F |
| 2.9 | Significant changes during the reporting period regarding size, structure, or ownership. | Company Profile | F |
| 2.10 | Awards received in the reporting period. | Customers and Patients, Workplace, Corporate Governance |
F |
| Report Parameters | |||
| 3.1 | Reporting period (e.g., fiscal/calendar year) for information provided. | About This Report | F |
| 3.2 | Date of most recent previous report (if any). | About This Report | F |
| 3.3 | Reporting cycle (annual, biennial, etc.). | About This Report | F |
| 3.4 | Contact point for questions regarding the report or its contents. | About This Report | F |
| 3.5 | Process for defining report content, including: determining materiality, prioritizing topics within the report; and identifying stakeholders the organizations expects to use the report. | About This Report | F |
| 3.6 | Boundary of the report (e.g., countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers). | About This Report | F |
| 3.7 | State any specific limitations on the boundary of the report. | About This Report | F |
| 3.8 | Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations, and other entities that can significantly affect comparability from period to period and/or between organizations. | About This Report | F |
| 3.9 | Data measurement techniques and the basis of calculations, including assumptions and techniques underlying estimations applied to the compilation of the indicators and other information in the report. | Environment, About This Report |
F |
| 3.10 | Explanation of the effect of any re-statements of information provided in earlier reports, and the reasons for such re-statement. | Environment | F |
| 3.11 | Significant changes from previous reporting periods in the scope, boundary, or measurement methods applied in the report. | About This Report | F |
| 3.12 | Table identifying the location of the Standard disclosures in the report. | GRI Index | F |
| 3.13 | Policy and current practice with regard to seeking external assurance for the report. if not included in the assurance report accompanying the sustainability report, explain the scope and basis of any external assurance provided. | About This Report | F |
| Governance, Commitments, and Engagement | |||
| 4.1 | Governance structure of the organization, including committees under the highest governance body responsible for specific tasks, such as setting strategy or organizational oversight. | Corporate Governance | F |
| 4.2 | Indicate whether the chair of the highest governance body is also an executive officer. | Corporate Governance | F |
| 4.3 | For organizations that have a unitary board structure, state the number of members of the highest governance body that are independent and/or non-executive members. | Corporate Governance | F |
| 4.4 | Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body. | Corporate Governance | F |
| 4.5 | Linkage between compensation for members of the highest governance body, senior managers, and executives (including departure arrangements), and the organization's performance (including social and environmental performance). | Corporate Governance | F |
| 4.6 | Processes in place for the highest governance body to ensure conflicts of interest are avoided. | Corporate Governance | F |
| 4.7 | Process for determining the composition, qualifications, and expertise of the members of the highest governance body and its committees, including any consideration of gender and other indicators of diversity. | Corporate Governance | F |
| 4.8 | Internally developed statements of mission or values, codes of conduct, and principles relevant to economic, environmental, and social performance and the status of their implementation. | Our Purpose, Corporate Integrity, Business Practices |
F |
| 4.9 | Procedures of the highest governance body for overseeing the organization's identification and management of economic, environmental, and social performance, including relevant risks and opportunities, and adherence or compliance with internationally agreed standards, codes of conduct, and principles. | Corporate Governance | F |
| 4.10 | Processes for evaluating the highest governance body's own performance, particularly with respect to economic, environmental, and social performance. | Corporate Governance | F |
| 4.11 | Explanation of whether and how the precautionary approach or principle is addressed by the organization. | Customers and Patients | F |
| 4.12 | Externally developed economic, environmental, and social charters, principles, or other initiatives to which the organization subscribes or endorses. | Corporate Integrity | F |
| 4.13 | Memberships in associations (such as industry associations) and/or national/international advocacy organizations. | Corporate Governance | F |
| 4.14 | List of stakeholder groups engaged by the organization. Examples of stakeholder groups are: Communities, Civil Society, Customers, Shareholders and Providers of Capital, Suppliers, Employees, Other Workers and their Trade Unions. | Corporate Governance | F |
| 4.15 | Basis for identification and selection of stakeholders with whom to engage. This includes the organization's process for defining its stakeholder groups, and for determining the groups with which to engage and not to engage. | Corporate Governance | F |
| 4.16 | Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group. | Customers and Patients, Workplace, Corporate Governance |
F |
| 4.17 | Key topics and concerns that have been raised through stakeholder engagement, and how the organization has responded to those key topics and concerns, including through its reporting. | Customers and Patients, Corporate Governance |
F |
| Economic | |||
| 5.0 | Disclosure on the organization's management approach regarding its economic impacts throughout society. | Company Profile, Customers and Patients, Philanthropy |
F |
| EC1 | Direct economic value generated and distributed, including revenues, operating costs, employee compensation, donations and other community investments, retained earnings, and payments to capital providers and governments. | Company Profile, Philanthropy |
P |
| EC8 | Development and impact of infrastructure investments and services provided primarily for public benefit through commercial, in-kind, or pro bono engagement. | Customers and Patients, Diversity | F |
| Environmental | |||
| 5.0 | Disclosure on the organization's management approach to environmental sustainability. | Environment | F |
| EN3 | Direct energy consumption by primary energy source. | Environment | F |
| EN4 | Indirect energy consumption by primary source. | Environment | F |
| EN5 | Energy saved due to conservation and efficiency improvements. | Environment | F |
| EN7 | Initiatives to reduce indirect energy consumption and reductions achieved. | Environment | F |
| EN8 | Total water withdrawal by source. | Environment | F |
| EN16 | Total direct and indirect greenhouse gas emissions by weight. | Environment | F |
| EN18 | Initiatives to reduce greenhouse gas emissions and reductions achieved. | Environment | F |
| EN23 | Total number and volume of significant spills. | Environment | F |
| EN26 | Initiatives to mitigate environmental impacts of products and services, and extent of impact mitigation. | Environment | F |
| Human Rights | |||
| 5.0 | Disclosure on the organization's management approach regarding human rights in its operations and throughout the supply chain. | Corporate Integrity | F |
| HR1 | Percentage and total number of significant investment agreements HR1 - core and contracts that include clauses incorporating human rights concerns, or that have undergone human rights screening. | Corporate Integrity | F |
| Labor Practices and Docent Work | |||
| 5.0 | Disclosure on the organization's management approach to workforce diversity, programs and services for diverse communities, supplier diversity initiatives, workforce engagement and development. | Workplace, Diversity |
F |
| LA1 | Total workforce by employment type, employment contract, and region, broken down by gender. | Diversity | F |
| LA3 | benefits provided to full-time employees that are not provided to temporary or part-time employees, by significant locations of operation. | Workplace | F |
| LA4 | Percentage of employees covered by collective bargaining agreements. | Workplace | F |
| LA8 | Education, training, counseling, prevention, and risk-control programs in place to assist workforce members, their families, or community members regarding serious diseases. | Workplace | F |
| LA11 | Programs for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings. | Workplace | F |
| LA13 | Composition of governance bodies and breakdown of employees per category according to gender, age group, minority group membership, and other indicators of diversity. | Diversity, Corporate Governance |
F |
| Society | |||
| 5.0 | Disclosure on the organization's management approach to participating in public policy and the political process. | Corporate Governance | F |
| SO3 | Percentage of employees trained in organization's anti-corruption policies and procedures. | Corporate Integrity | F |
| SO5 | Public policy positions and participation in public policy development and lobbying. | Corporate Governance | F |
| SO6 | Total value of financial and in-kind contributions to political parties, politicians, and related institutions by country. | Corporate Governance | F |
| Product Responsibility | |||
| 5.0 | Disclosure on the organization's management approach to product responsibility. | Customers and Patients | F |
| PR2 | Total number of incidents of non-compliance with regulations and voluntary codes concerning health and safety impacts of products and services during their life cycle, by type of outcomes. | Customers and Patients | P |
| PR3 | Type of product and service information required by procedures, and percentage of significant products and services subject to such information requirements. | Customers and Patients | F |
| PR5 | Practices related to customer satisfaction, including results of surveys measuring customer satisfaction. | Customers and Patients | F |
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