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Global Reporting Initiative (GRI) Index

In putting together this Corporate Social Responsibility report, Richemont was guided by the G3 Sustainability Reporting Guidelines prepared by the Global Reporting Initiative. We self-declare this report to GRI application level C. Our goal is to continue report our progress against these Reporting Guidelines which are used worldwide by companies to benchmark their performance.

In this report, we have concentrated on those GRI indicators which we have identified as material to our business. We have provided information in narrative format where it is available. This table provides a guide on the extent of our reporting against the G3 Sustainability Reporting Guidelines.

Menu Strategy And Analysis Organisational Profile Report Parameters Governance, Commitments, and Engagements

Economic performance Indicators Environmental performance Indicators Labour Practices Performance Indicators Human Rights Performance Indicators Society Performance Indicators Product responsibility Indicators

Richemont CSR Roadmap - GRI Index
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
2.6	Nature of ownership and legal form.	About Richemont About Richemont - Group structure
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 2008/2009
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).	2007/2008
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 2009 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 approach to reporting Environmental management
3.10	Significant changes from previous reporting periods in the scope, boundary, or measurement methods applied in the report.	Our approach to reporting Climate change
3.11	Table identifying the location of the Standard Disclosures in the report.	GRI index (current page)
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
4.12	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
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 2009 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)	Supply chain management - Local procurement
EN	Environmental Performance Indicators	Top
EN2	Percentage of materials used that are recycled input materials. (Core)	Resource use, recycling and biodiversity
EN3	Direct energy consumption by primary energy source. (Core)	Climate change
EN4	Indirect energy consumption by primary source. (Core)	Climate change
EN5	Energy saved due to conservation and efficiency improvements. (Additional)	Climate change
EN7	Initiatives to reduce indirect energy consumption and reductions achieved. (Additional)	Climate change
EN8	Total water withdrawn by source (Core)	Resource use, recycling and biodiversity - Waste
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)	Resource use, recycling and biodiversity
EN16	Total direct and indirect greenhouse gas emissions by weight. (Core)	Climate change - carbon footprint
EN18	Initiatives to reduce greenhouse gas emissions and reductions achieved. (Additional)	Climate change
EN22	Total weight of waste by type and disposal method (core)	Resource use, recycling and biodiversity
EN23	Total number and volume of significant spills. (Core)	Environmental Management
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
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)	Ethical labour and employement practices
HR6	Operations identified as having significant risk for incidents of child labour, and measures taken to contribute to the elimination of child labour. (Core)	Ethical labour and employement 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
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