 fully reported  partially reported  not reported  not applicable or material to our business |
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| Profile Disclosure |
Description | Report location | Level of reporting |
|---|---|---|---|
| Standard Disclosures Part I: Profile Disclosures | |||
| 1. Strategy and Analysis | |||
| 1.1 | Statement from the most senior decision-maker of the organisation. | CEO letter | |
| 1.2 | Description of key impacts, risks and opportunities. | CEO letter, Materiality and Report scope and boundary | |
| 2. Organisational Profile | |||
| 2.1 | Name of the organisation. | Company overview | |
| 2.2 | Primary brands, products and/or services. | Company overview | |
| 2.3 | Operational structure of the organisation, including main divisions, operating companies, subsidiaries and joint ventures. | Company overview and Corporate Governance | |
| 2.4 | Location of organisation’s headquarters. | Feedback | |
| 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. | Company overview | |
| 2.6 | Nature of ownership and legal form. | Company overview | |
| 2.7 | Markets served (including geographic breakdown, sectors served and types of customers/beneficiaries). | Company overview and Operating and financial performance | |
| 2.8 | Scale of the reporting organisation, including number of employees, net sales, total capitalisation broken down by in terms of debt and equity and quantity of products or services provided. | Company overview and Operating and financial performance | |
| 2.9 | Significant changes during the reporting period regarding size, structure, or ownership, including number of employees, net sales, total capitalisation broken down in terms or debt equity and quantity of products and services provided. | CEO letter and Company overview | |
| 2.10 | Awards received in the reporting period. | Company overview | |
| 3. Report Parameters | |||
| 3.1 | Reporting period (e.g. fiscal/calendar year) for information provided. | Report scope and boundary | |
| 3.2 | Date of most recent previous report (if any). | Report scope and boundary | |
| 3.3 | Reporting cycle (annual, biennial, etc.). | Report scope and boundary | |
| 3.4 | Contact point for questions regarding the report or its contents. | Feedback | |
| 3.5 | Process for defining report content. | Materiality | |
| 3.6 | Boundary of the report (e.g. countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers). | Report scope and boundary | |
| 3.7 | State any specific limitations on the scope or boundary of the report (see completeness principle for explanation of scope). | Report scope and boundary | |
| 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. | Report scope and boundary | |
| 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 in the report. Explain any decisions not to apply, or to substantially diverge from, the GRI Indicator Protocols. | Report scope and boundary and where necessary in notes to data | |
| 3.10 | Explanation of the effect of any restatements of information provided in earlier reports, and the reasons for such re-statement (e.g. mergers/acquisitions, change of base years/periods, nature of business, measurement methods). | Report scope and boundary and where necessary in notes to data | |
| 3.11 | Significant changes from previous reporting periods in the scope, boundary or measurement methods applied in the report. | Report scope and boundary | |
| 3.12 | Table identifying the location of the Standard Disclosures in the report. | GRI Index Navigator | |
| 3.13 | Policy and current practice with regard to seeking external assurance for the report. | About this report | |
| 4. Governance, Commitments and Engagement | |||
| 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. | Values and Governance | |
| 4.2 | Indicate whether the chair of the highest governance body is also an executive officer. | Values and Governance | |
| 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. | Values and Governance and Annual Report | |
| 4.4 | Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body. | Values and Governance and Annual Report | |
| 4.5 | Linkage between compensation for members of the highest governance body, senior managers and executives and the organisation’s performance. | Annual Report | |
| 4.6 | Processes in place for the highest governance body to ensure conflicts of interest are avoided. | Annual Report | |
| 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. | Annual Report | |
| 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. | Values and Governance | |
| 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. | Values and Governance | |
| 4.10 | Processes for evaluating the highest governance body’s own performance, particularly with respect to economic, environmental and social performance. | Values and Governance | |
| 4.11 | Explanation of whether and how the precautionary approach or principle is addressed by the organisation. | Not reported | |
| 4.12 | Externally developed economic, environmental and social charters, principles or other initiatives to which the organisation subscribes or endorses. | Our people – Labour relations | |
| 4.13 | Memberships in associations (such as industry associations) and/or national/international advocacy organisations. | Company overview | |
| 4.14 | List of stakeholder groups engaged by the organisation. | Stakeholder engagement | |
| 4.15 | Basis for identification and selection of stakeholders with whom to engage. | Stakeholder engagement | |
| 4.16 | Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group. | Stakeholder engagement | |
| 4.17 | Key topics and concerns that have been raised through stakeholder engagement and how the organisation has responded to those key topics and concerns, including through its reporting. | Labour relations, Employee communications and feedback, Community engagement | |
| Standard Disclosures Part III: Performance Indicators | |||
| Economic | |||
| DMA EC |
Economic management approach. | Economic Performance and CEO letter | |
| 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. | Contributions to local economies | |
| EC2 | Financial implications and other risks and opportunities for the organisation’s activities due to climate change. | Environmental Performance – Climate change | |
| EC3 | Coverage of the organisation’s defined benefit plan obligations. | Not reported | |
| EC4 | Significant financial assistance received from government. | Contributions to local economies | |
| EC5 | Range of ratios of standard entry level wage compared to local minimum wage at significant locations of operation. | Not material | |
| EC6 | Policy, practices and proportion of spending on locally based suppliers at significant locations of operation. | Social Performance | |
| EC7 | Procedures for local hiring and proportion of senior management hired from the local community at significant locations of operation. | Social Performance | |
| EC8 | Development and impact of infrastructure investments and services provided primarily for public benefit through commercial, in-kind or pro bono engagement. | Social Performance and Economic Performance | |
| EC9 | Understanding and describing significant indirect economic impacts, including the extent of impacts. | Social Performance and Economic Performance | |
| MM1 | Value added disaggregated to country level. | Economic Performance | |
| MM2 | Identify those sites where the local economic contribution and development impact is of particular significance and interest to stakeholders (e.g., remote sites) and outline policies with respect to assessing this contribution. Relevant information includes percentage of goods, materials, and services purchased locally, percentage of workforce from local communities, investment in public infrastructure and its maintenance and compensation payments. | Social Performance | |
| Environmental | |||
| DMA EN |
Environment management approach. | Environmental Performance and CEO letter | |
| EN1 | Materials used by weight or volume. | Environmental Performance – Water management, Environmental Performance – Energy consumption and greenhouse gas emissions, Environmental Performance – Land management and biodiversity | |
| EN2 | percentage of materials used that are recycled input materials. | Not material | |
| EN3 | Direct energy consumption by primary energy source. | Environmental Performance – Energy consumption and greenhouse gas emissions | |
| EN4 | Indirect energy consumption by primary source. | Environmental Performance – Energy consumption and greenhouse gas emissions | |
| EN5 | Energy saved due to conservation and efficiency improvements. | Not reported – new operation | |
| EN6 | Initiatives to provide energy-efficient or renewable energy based products and services and reductions in energy requirements as a result of these initiatives. | Environmental Performance – Energy consumption and greenhouse gas emissions | |
| EN7 | Initiatives to reduce indirect energy consumption and reductions achieved. | Not reported – new operation | |
| EN8 | Total water withdrawal by source. | Environmental Performance – Water management | |
| EN9 | Water sources significantly affected by withdrawal of water. | Environmental Performance – Water management | |
| EN10 | percentage and total volume of water recycled and reused. | Not reported | |
| EN11 | Location and size of land owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas. | Environmental Performance – Land management and 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. | Environmental Performance – Land management and biodiversity | |
| EN13 | Habitats protected or restored. | Environmental Performance – Land management and biodiversity | |
| EN14 | Strategies, current actions, and future plans for managing impacts on biodiversity. | Environmental Performance – Land management and biodiversity | |
| EN15 | Number of IUCN Red List species and national conservation list species with habitats in areas affected by operations, by level of extinction risk. | Environmental Performance – Land management and biodiversity | |
| EN16 | Total direct and indirect greenhouse gas emissions by weight. | Environmental Performance – Energy consumption and greenhouse gas emissions | |
| EN17 | Other relevant indirect greenhouse gas emissions by weight. | Environmental Performance – Energy consumption and greenhouse gas emissions | |
| EN18 | Initiatives to reduce greenhouse gas emissions and reductions achieved. | Environmental Performance – Energy consumption and greenhouse gas emissions | |
| EN19 | Emissions of ozone-depleting substances by weight. | Not reported | |
| EN20 | NOx, SOx, and other significant air emissions by type and weight. | Environmental Performance – Air quality management | |
| EN21 | Total water discharge by quality and destination. | Not reported | |
| EN22 | Total weight of waste by type and disposal method. | Environmental Performance – Waste management | |
| EN23 | Total number and volume of significant spills. | Environmental Performance – Environment data summary table | |
| EN24 | Weight of transported, imported, exported or treated waste deemed hazardous under the terms of the Basel Convention Annex I, II, III and VIII, and percentage of transported waste shipped internationally. | Not material | |
| EN25 | Identity, size, protected status and biodiversity value of water bodies and related habitats significantly affected by the reporting organisation’s discharges of water and runoff. | Environmental Performance – Water management | |
| EN26 | Initiatives to mitigate environmental impacts of products and services, and extent of impact mitigation. | Values and Governance – Transport of materials and products | |
| EN27 | percentage of products sold and their packaging materials that are reclaimed by category. | Not material | |
| EN28 | Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with environmental laws and regulations. | Environmental Performance | |
| EN29 | Significant environmental impacts of transporting products and other goods and materials used for the organisation’s operations and transporting members of the workforce. | Not reported | |
| EN30 | Total environmental protection expenditures and investments by type. | Not reported | |
| MM3 | The number/percentage of sites identified as requiring biodiversity management plans and the number/percentage of sites with plans in place. Also include criteria for deciding that a biodiversity management plan is required and the key components of a plan. | Environmental Performance – Land management and biodiversity | |
| MM4 | percentage of products derived from secondary materials, this includes both post-consumer recycled material and waste from industrial sources (e.g. new scrap from fabricators and old scrap from end of life equipment), but excludes internal recycling within the facility. | Not material | |
| MM5 | Describe policies for assessing the eco-efficiency and sustainability attributes of products (e.g. recyclability, material use energy use, toxicity). | Not material | |
| MM6 | Describe approach to management of overburden, rock, tailings and sludges/residues, including assessment of risks, structural stability of storage facilities, metal leaching potential and hazardous properties. Quantities of waste that are hazardous should be reported. The relevance of reporting other quantities of waste will be determined by the risk assessment. | Environmental Performance – Waste management | |
| MM10 | Number and percentage of operations with closure plans, covering social – including labour transition – environmental and economic aspects. Describe company policy, stakeholder engagement processes, frequency of plan review and amount and type of financial provisions for closure. | Values and Governance – closure planning and Annual Report | |
| Social: Labour Practices and Decent Work | |||
| DMA LA |
Labour management approach. | Our people, safety and health and CEO letter | |
| LA1 | Total workforce by employment type, employment contract and region. | Our people – Workforce profile and diversity | |
| LA2 | Total number and rate of employee turnover by age group, gender and region. | Our people – Attraction, retention and engagement | |
| LA3 | Benefits provided to full-time employees that are not provided to temporary or part-time employees by major operations. | Our people – Attraction, retention and engagement | |
| LA4 | percentage of employees covered by collective bargaining agreements. | Our people – Labour relations | |
| LA5 | Minimum notice period(s) regarding significant operational changes, including whether it is specified in collective agreements. | Not reported | |
| LA6 | percentage of total workforce represented in formal joint management-worker health and safety committees that help monitor and advise on occupational health and safety programs. | Safety and health | |
| LA7 | Rates of injury, occupational diseases, lost days and absenteeism, and number of work-related fatalities by region. | Safety and health | |
| LA8 | Education, training, counselling, prevention and risk-control programs in place to assist workforce members, their families or community members regarding serious diseases. | Safety and health | |
| LA9 | Health and safety topics covered in formal agreements with trade unions. | Not reported | |
| LA10 | Average hours of training per year per employee by employee category. | Not reported | |
| LA11 | Programs for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings. | Our people – Training and development | |
| LA12 | percentage of employees receiving regular performance and career development reviews. | Our people – Attraction, retention and engagement | |
| LA13 | Composition of governance bodies and breakdown of employees per category according to gender, age group, minority group membership and other indicators of diversity. | Our people – Workforce profile and diversity | |
| LA14 | Ratio of basic salary of men to women by employee category. | Not reported | |
| MM13 | Number of new cases of occupational disease by type. Describe programmes to prevent occupational disease. | Safety and health | |
| Social: Human Rights | |||
| DMA HR |
Human rights management approach. | Community and Our people | |
| HR1 | percentage and total number of significant investment agreements that include human rights clauses or that have undergone human rights screening. | Not reported | |
| HR2 | percentage of significant suppliers and contractors that have undergone screening on human rights and actions taken. | Not reported | |
| HR3 | Total hours of employee training on policies and procedures concerning aspects of human rights that are relevant to operations, including the percentage of employees trained. | Not reported | |
| HR4 | Total number of incidents of discrimination and actions taken. | Not reported | |
| HR5 | Operations identified in which the right to exercise freedom of association and collective bargaining may be at significant risk and actions taken to support these rights. | Not reported | |
| HR6 | Operations identified as having significant risk for incidents of child labour and measures taken to contribute to the elimination of child labour. | Not reported | |
| 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. | Not reported | |
| HR8 | percentage of security personnel trained in the organisation’s policies or procedures concerning aspects of human rights that are relevant to operations. | Social performance – Human rights | |
| HR9 | Total number of incidents of violations involving rights of indigenous people and actions taken. | Social performance – Cultural heritage and traditional rights | |
| Social: Society | |||
| DMA SO |
Society management approach. | Community, Economic Performance and CEO letter | |
| 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. | Social Performance | |
| SO2 | percentage and total number of business units analysed for risks related to corruption. | Not reported | |
| SO3 | percentage of employees trained in organisation’s anti-corruption policies and procedures. | Code of conduct | |
| SO4 | Actions taken in response to incidents of corruption. | Not reported | |
| SO5 | Public policy positions and participation in public policy development and lobbying. | Environmental Performance – Climate change | |
| SO6 | Total value of financial and in-kind contributions to political parties, politicians and related institutions by country. | Not reported | |
| SO7 | Total number of legal actions for anti-competitive behaviour, anti-trust and monopoly practices and their outcomes. | Not reported | |
| SO8 | Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with laws and regulations. | Environmental Performance | |
| MM7 | Describe significant incidents affecting communities during the reporting period and grievance mechanisms used to resolve the incidents and their outcomes. Note: The reporting organisation should describe the definition of ‘significant’ used. | Social Performance – Cultural heritage and traditional rights | |
| MM8 | Describe programs in which the reporting organisation has been involved that addressed artisanal and small-scale mining (ASM) within company areas of operation. The reporting organisation should describe the definition of ‘significant’ used. | Environmental Performance – Land management and biodiversity | |
| MM9 | Describe resettlement policies and activities. | Not reported | |
| MM11 | Describe the process for identifying local communities land and customary rights, including those of indigenous peoples, and grievance mechanisms used to resolve any disputes. | Social Performance – Cultural heritage and traditional rights | |
| Social: Product Responsibility | |||
| 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. | Values and Governance – Transport of materials and products | |
| 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. | Not reported | |
| PR3 | Type of product and service information required by procedures, and percentage of significant products and services subject to such information requirements. | Not material | |
| PR4 | Total number of incidents of non-compliance with regulations and voluntary codes concerning product and service information and labelling by type of outcomes. | Not reported | |
| PR5 | Practices related to customer satisfaction, including results of surveys measuring customer satisfaction. | Not reported | |
| PR6 | Programs for adherence to laws, standards and voluntary codes related to marketing communications, including advertising, promotion and sponsorship. | Not material | |
| PR7 | Total number of incidents of non-compliance with regulations and voluntary codes concerning marketing communications, including advertising, promotion and sponsorship by type of outcomes. | Not material | |
| PR8 | Total number of substantiated complaints regarding breaches of customer privacy and losses of customer data. | Not material | |
| PR9 | Monetary value of significant fines for non-compliance with laws and regulations concerning the provision and use of products and services. | Not material | |
| Other | |||
| MM12 | Describe approach to identifying, preparing for and responding to emergency situations affecting employees, communities or the environment. Include a description of the nature of existing skills, teams who respond to emergency situations, training, drills, review processes and community involvement. | Safety and health | |
