Richemont CSR Roadmap - GRI Index
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| GRI Index |
Description |
Location |
| 0 |
Profile |
Top
|
| 1 |
Strategy and Analysis |
Top
|
| 1.1 |
Statement from the most senior decision-maker of the organisation (e.g., CEO, chair, or equivalent senior position) about the relevance of sustainability to the organisation and its strategy. |
Chairman’s introduction |
| 1.2 |
Description of key impacts, risks, and opportunities. |
Our issues
|
| 2 |
Organisational Profile |
Top
|
| 2.1 |
Name of the organisation. |
About Richemont |
| 2.2 |
Primary brands, products, and/or services. |
About Richemont
About Richemont - Our Maisons, products and services
|
| 2.3 |
Operational structure of the organisation, including main divisions, operating companies, subsidiaries, and joint ventures. |
About Richemont |
| 2.4 |
Location of organisation's headquarters. |
About Richemont - Where we operate |
| 2.5 |
Number of countries where the organisation operates, and names of countries with either major operations or that are specifically relevant to the sustainability issues covered in the report. |
About Richemont - Where we operate
|
| 2.6 |
Nature of ownership and legal form. |
About Richemont
Group structure (About Richemont) - Main company website |
| 2.7 |
Markets served (including geographic breakdown, sectors served, and types of customers/beneficiaries). |
About Richemont - Our economic impact
|
| 2.8 |
Scale of the reporting organisation |
About Richemont
|
| 2.9 |
Significant changes during the reporting period regarding size, structure, or ownership. |
About Richemont - significant changes in 2010/11
|
| 2.10 |
Awards received in the reporting period
|
External recognition
|
| 3 |
Report Parameters |
Top
|
| 3.1 |
Reporting period |
Our approach to reporting |
| 3.2 |
Date of most recent previous report (if any). |
2009/2010 |
| 3.3 |
Reporting cycle (annual, biennial, etc.) |
Annual
Our approach to reporting
|
| 3.4 |
Contact point for questions regarding the report or its contents. |
Welcome to Richemont's 2011 Corporate Social Responsibility Report
|
| 3.5 |
Process for defining report content |
Our approach to reporting
|
| 3.6 |
Boundary of the report (e.g., countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers) |
Our approach to reporting |
| 3.7 |
State any specific limitations on the scope or boundary of the report |
Our approach to reporting
|
| 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 organisations. |
Our approach to reporting
|
| 3.9 |
Data measurement techniques and the bases of calculations, including assumptions and techniques underlying estimations applied to the compilation of the Indicators and other information |
Our economic impact
Environmental management |
| 3.10 |
Explanation of the effect of any re-statements of information provided in earlier reports, and the reasons for such re-statement
|
Our approach to reporting
Climate change
|
| 3.11 |
Significant changes from previous reporting periods in the scope, boundary, or measurement methods applied in the report. |
Our approach to reporting
Climate change
|
| 3.12 |
Table identifying the location of the Standard Disclosures in the report. |
GRI index
|
| 4 |
Governance, Commitments, and Engagements |
Top
|
| 4.1 |
Governance structure of the organisation, including committees under the highest governance body responsible for specific tasks, such as setting strategy or organisational oversight |
How CSR is managed
|
| 4.2 |
Indicate whether the Chair of the highest governance body is also an executive officer |
Corporate Governance - Board of directors CFR SA
Corporate Governance - Board of directors Richemont SA
|
| 4.3 |
For organisations 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 - Board of directors Richemont SA
|
| 4.4 |
Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body. |
Stakeholders dialogue
|
| 4.5 |
Linkage between compensation for members of the highest governance body, senior managers and executives and the organisation's performance (including social and environmental performance) |
How CSR is managed
Compensation and share ownership
|
| 4.6 |
Processes in place for the highest governance body to ensure conflicts of interest are avoided. |
Corporate governance
|
| 4.7 |
Process for determining the qualifications and expertise of the members of the highest governance body for guiding the organisation's strategy on economic, environmental, and social topics. |
How CSR is managed
Corporate governance |
| 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. |
How CSR is managed
Policies |
| 4.9 |
Procedures of the highest governance body for overseeing the organisation'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 |
How CSR is managed
|
| 4.10 |
Processes for evaluating the highest governance body's own performance, particularly with respect to economic, environmental, and social performance. |
How CSR is managed |
| 4.11 |
Explanation of whether and how the precautionary approach or principle is addressed by the organisation Article 15 of the Rio Principles introduced the precautionary approach. A response to 4.11 could address the organisation's approach to risk management in operational planning or the development and introduction of new products |
Governance and Risk |
| 4.12 |
Externally developed, economic, environmental and social charters, principles, or other initiatives to which the organisation subscribes or endorses. |
Responsible sourcing of raw materials
Responsible Jewellery Council
|
| 4.13 |
Memberships in associations
|
Working in partnership
Responsible Jewellery Council
|
| 4.14 |
List of stakeholder groups engaged by the organisation. |
Stakeholders dialogue
|
| 4.15 |
Basis for identification and selection of stakeholders with whom to engage. |
Stakeholders dialogue
|
| 4.16 |
Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group. |
Stakeholders dialogue
|
| 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. |
Stakeholders dialogue
|
| PI |
Performance Indicators |
Top
|
| EC |
Economic Performance Indicators |
Top
|
| EC1 |
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. (Core) |
About Richemont - Our economic impact
Annual Report and Accounts 2011
Communities
|
| EC2 |
Financial implications and other risks and opportunities for the organisation's activities due to climate change. (Core) |
Climate change |
| EC3 |
Coverage of the organization's defined benefit plan obligations. (Core) |
Our economic impact
|
| EC4 |
Significant financial assistance received from government. (Core) |
Our economic impact
|
| EC6 |
Policy, practices and proportion of spending on locally based suppliers at significant locations of operation. (Core) |
Supply chain management - Local procurement
|
| EC7 |
Procedures for local hiring and proportion of senior management hired from the local community at significant locations of operation. (Core) |
Employees
|
| EC8 |
Development and impact of infrastructure investments and services provided primarily for public benefit through commercial, in-kind, or pro-bono engagement (Core) |
Communities
|
| EN |
Environmental Performance Indicators |
Top
|
| EN2 |
Percentage of materials used that are recycled input materials. (Core) |
Resource use and recycling |
| EN3 |
Direct energy consumption by primary energy source. (Core) |
Climate change - Energy use |
| EN4 |
Indirect energy consumption by primary source. (Core) |
Climate change - Energy use
|
| EN5 |
Energy saved due to conservation and efficiency improvements. (Additional) |
Climate change - Energy use
|
| EN7 |
Initiatives to reduce indirect energy consumption and reductions achieved. (Additional) |
Climate change - Energy use
|
| EN8 |
Total water withdrawn by source (Core) |
Resource use and recycling - Waste
|
| EN11 |
Description of significant impacts of activities, products, and services on biodiversity in protected areas and areas of high biodiversity value outside protected areas. (Core) |
Biodiversity
|
| EN12 |
Description of significant impacts of activities, products, and services on biodiversity in protected areas and areas of high biodiversity value outside protected areas. (Core) |
Biodiversity
|
| EN16 |
Total direct and indirect greenhouse gas emissions by weight. (Core) |
Climate change |
| EN17 |
Other relevant indirect greenhouse gas emissions by weight (Core) |
Climate change |
| EN18 |
Initiatives to reduce greenhouse gas emissions and reductions achieved. (Additional) |
Climate change |
| EN19 |
Emissions of ozone depleting substances by weight (core) |
Climate change |
| EN20 |
NO SO and other significant air emissions by type and weight (core) |
Climate change |
| EN21 |
Total water discharge by quality and destination. (Core) |
Climate change
|
| EN22 |
Total weight of waste by type and disposal method (core) |
Resource use and recycling
|
| EN23 |
Total number and volume of significant spills. (Core) |
Environmental Management |
| EN26 |
Initiatives to mitigate environmental impacts of products and services, and extent of impact mitigation. (Core) |
Resource use and recycling
|
| EN27 |
Percentage of products sold and their packaging materials that are reclaimed by category. (Core) |
Resource use and recycling
|
| EN28 |
Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with environmental laws and regulations. (Core) |
None this reporting year
|
| EN29 |
Significant environmental impacts of transporting goods and materials used for organisation's operations, and transporting members of the workforce (additional) |
Energy use
|
| LA |
Labour Practices Performance Indicators |
Top
|
| LA1 |
Total workforce by employment type, employment contract, and region. (Core) |
Employees
|
| LA2 |
Total number and rate of employee turnover by age group, gender, and region. (Core) |
Performance management process
|
| LA4 |
Percentage of employees covered by collective bargaining agreements. (Core) |
Consulting and communicating with our employees
|
| LA7 |
Rates of injury, occupational diseases, lost days, and absenteeism, and number of work-related fatalities by region. (Core) |
Health, safety and well-being
|
| LA10 |
Average hours of training per year per employee by employee category. (Core) |
Training and development
|
| LA11 |
Programs for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings. (Additional) |
Training and development |
| LA12 |
Percentage of employees receiving regular performance and career development reviews. (Additional) |
Performance management process
|
| LA13 |
Composition of governance bodies and breakdown of employees per category according to gender, age group, minority group membership and other indicators of diversity. (Core) |
Diversity |
| HR |
Human Rights Performance Indicators |
Top
|
| HR2 |
Percentage of significant suppliers and contractors that have undergone screening on human rights and action taken. (Core) |
Human rights, ethical labour and employment practices
|
| HR4 |
Total number of incidents of discrimination and actions taken. (Core) |
Diversity
|
| HR6 |
Operations identified as having significant risk for incidents of child labour, and measures taken to contribute to the elimination of child labour. (Core) |
Human rights, ethical labour and employment practices |
| HR7 |
Operations identified as having significant risk for incidents of forced or compulsory labour, and measures to contribute to the elimination of forced or compulsory labour. (Core) |
Labour Standards |
| SO |
Society Performance Indicators |
Top
|
| SO1 |
Nature, scope, and effectiveness of any programs and practices that assess and manage the impacts of operations on communities, including entering, operating, and exiting. (Core) |
Communities
|
| SO2 |
Percentage and total number of business units analysed for risks related to corruption (core) |
Policies
|
| SO5 |
Public policy positions and participation in public policy development and lobbying. (Core) |
Public policy engagement with regulators
|
| PR |
Product Responsibility Indicators |
Top
|
| PR1 |
Life cycle stages in which health and safety impacts of products and services are assessed for improvement, and percentage of significant products and services categories subject to such procedures. (Core) |
Customer service and satisfaction
|
| PR4 |
Total number of incidents of non-compliance with regulations and voluntary codes concerning product and service information and labelling, by type of outcomes (additional) |
Customer service and satisfaction
Responsible sourcing of raw materials
|
| PR5 |
Practices related to customer satisfaction, including results of surveys measuring customer satisfaction. (Additional) |
Customer service and satisfaction
|
| PR6 |
Programs for adherence to laws, standards, and voluntary codes related to marketing communications, including advertising, promotion, and sponsorship. (Core) |
Customer service and satisfaction
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