GRI comparison

 

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

From bean to cup

Targets and results of responsibility work

A reliable network of partners builds responsibility

Managing responsibility

 
         
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

An international company for quality coffee

 
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

Managing responsibility

Principles for reporting

 
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

Managing responsibility

Paulig Group CR and ethical principles

What does responsibility mean here and in my job?

 
4.9 Procedures of the Board for overseeing management of sustainability performance, including risk management Yes

Managing responsibility

 
  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

New flavours and dialogue channels for coffee-lovers

Stakeholders and partnership

 
4.17 Key topics raised through stakeholder engagement Yes

What do stakeholders expect of Paulig's responsibility?

New flavours and dialogue channels for coffee-lovers

GRI comparison

 
         
Economic Performance Indicators
  Management approach to economic responsibility
 
Partly

A year of unexpected events also impacted the world of coffee

Managing responsibility

Targets and results of responsibility work

A reliable network of partners builds responsibility

 
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

Permits and commitments related to coffee production

Managing responsibility

 
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

Doing small and big things for the environment

 
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

Doing small and big things for the environment

 
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

Managing responsibility

Work safety means constant vigilance

What does responsibility mean here and in my job?

 
  Employment      
LA1* Total workforce by employment type, employment contract and region Partly

The Paulig family grows and harmonises

Corporate responsibility indicators

 
LA2* Total number and rate of employee turnover by age group, gender and region Partly

The Paulig family grows and harmonises

Corporate responsibility indicators

 
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

Corporate responsibility indicators

Well-being personnel in the core of responsibility work

 
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

Targets and results of responsibility work

 
LA13* Composition of governance bodies and breakdown of employees Partly

The Paulig family grows and harmonises

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

A reliable network of partners builds responsibility

Managing responsibility

Targets and results of responsibility work

 
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

Managing responsibility

Targets and results of responsibility work

 
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

Managing responsibility

Targets and results of responsibility work

Good coffee combines top raw materials with expertise

 
         
  Customer Health and Safety      
PR1* Assessment of health and safety impacts of products Partly

Good coffee combines top raw materials with expertise

 
PR3* Product information required by procedures Partly

A reliable network of partners builds responsibility

 
PR5 Practices related to customer satisfaction and results of customer satisfaction surveys Yes

New flavours and dialogue channels for coffee-lovers

 
PR9* Fines for non-compliance concerning the provision and use of products and services Yes   No fines or sanctions