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 key impacts, risks & opportunities
|
| 2 |
Organisational Profile |
Top |
| 2.1 |
Name of the organisation. |
Our approach to reporting |
| 2.2 |
Primary brands, products, and/or services. |
About Richemont
Our Maisons, products and services
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| 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
|
| 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
|
| 2.6 |
Nature of ownership and legal form. |
About Richemont
Management and governance of corporate social responsibility
Group structure (About Richemont) |
| 2.7 |
Markets served (including geographic breakdown, sectors served, and types of customers/beneficiaries). |
About Richemont
|
| 2.8 |
Scale of the reporting organisation |
About Richemont
|
| 2.9 |
Significant changes during the reporting period regarding size, structure, or ownership. |
About Richemont
|
| 3 |
Report Parameters |
Top |
| 3.1 |
Reporting period |
Welcome to Richemont’s Corporate Social Responsibility Report
Our approach to reporting
|
| 3.2 |
Date of most recent previous report (if any). |
2006/2007 |
| 3.3 |
Reporting cycle (annual, biennial, etc.) |
Our approach to reporting |
| 3.4 |
Contact point for questions regarding the report or its contents. |
Our approach to reporting |
| 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 approach to reporting
Environmental management |
| 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 |
Management and governance of corporate social responsibility
|
| 4.2 |
Indicate whether the Chair of the highest governance body is also an executive officer |
Board of directors CFR SA
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. |
Board of directors |
| 4.4 |
Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body. |
Consulting our stakeholders
|
| 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) |
Management and governance of corporate social responsibility
|
| 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. |
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. |
Our approach to corporate social responsibility
|
| 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 |
Management and governance of corporate social responsibility |
| 4.10 |
Processes for evaluating the highest governance body's own performance, particularly with respect to economic, environmental, and social performance. |
Management and governance of corporate social responsibility
|
| 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
|
| 4.13 |
Memberships in associations |
Working in partnership
|
| 4.14 |
List of stakeholder groups engaged by the organisation. |
Consulting our stakeholders
|
| 4.15 |
Basis for identification and selection of stakeholders with whom to engage. |
Consulting our stakeholders
|
| 4.16 |
Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group. |
Consulting our stakeholders
|
| 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) |
Annual Report and Accounts 2007
Communities
|
| EC2 |
Financial implications and other risks and opportunities for the organisation's activities due to climate change. (Core) |
Climate change |
| EC6 |
Policy, practices and proportion of spending on locally based suppliers at significant locations of operation. (Core) |
Local purchasing |
| EN |
Environmental Performance Indicators |
Top |
| EN2 |
Percentage of materials used that are recycled input materials. (Core) |
Resource use and waste recycling
|
| EN3 |
Direct energy consumption by primary energy source. (Core) |
Energy
|
| EN4 |
Indirect energy consumption by primary source. (Core) |
Energy
|
| EN5 |
Energy saved due to conservation and efficiency improvements. (Additional) |
Energy
|
| EN7 |
Initiatives to reduce indirect energy consumption and reductions achieved. (Additional) |
Climate change
Energy
|
| EN8 |
Total water withdrawn by source (Core) |
Water
|
| 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
|
| EN18 |
Initiatives to reduce greenhouse gas emissions and reductions achieved. (Additional) |
Climate change
Energy
|
| EN23 |
Total number and volume of significant spills. (Core) |
Environment
|
| EN28 |
Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with environmental laws and regulations. (Core) |
Environment
|
| LA |
Labour Practices Performance Indicators |
Top |
| LA1 |
Total workforce by employment type, employment contract, and region. (Core) |
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) |
Labour Standards
|
| HR6 |
Operations identified as having significant risk for incidents of child labour, and measures taken to contribute to the elimination of child labour. (Core) |
Labour Standards
|
| 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
|
| 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
|
| PR5 |
Practices related to customer satisfaction, including results of surveys measuring customer satisfaction. (Additional) |
Customer service and satisfaction
|
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