1 20 Report Colour key Company profile disclosures (Governance and strategy items) Management Approach disclosures (six performance areas) Core performance indicators (compulsory) Additional performance indicators (optional) 2 3 Reported Partially reported Not reported Not material consideration for IPF Level of GRI G3 Guidelines 20 comment. Statement from the CEO IPF Annual Report 20/Chief Executive Officer's Review/Overview p0 Website: Sustainability section landing page/ceo statement Description of key risks and opportunities IPF Annual Report 20/Chief Executive Officer's Review/Principle Risks p22 IPF Annual Report 20/Chief Executive Officer's Review/Our strategy p2 Website: Key issues IPF Annual Report 20/Director's report/corporate Governance statement/internal control and risk management p9 Website: Stakeholder feedback Refresh/Attachments/pdf/sustainability/IPF-stakeholder-feedback pdf Website: ipfin.co.uk/about us/new market entry Website: Performance 2. Name of organisation International Personal Finance plc 2.2 Primary brands products and/or services, The organisation should indicate the nature of its role in providing these products and services, and the degree to which it utilises outsourcing Our only brand is the Provident brand. IPF does not outsource services other than using self employed agents in most markets to issue loans and collect repayments. From time to time we may engage the use of external call centres. Further information on our services is available at: IPF Annual Report 20/Group at a Glance p2 IPF Annual Report 20/Financial Review p3 March 202
2 GRI G3 Guidelines 20 comment 2.3 Operating structure of the organisation and major divisions, operating companies, subsidiaries and joint ventures IPF Annual Report 20/Group at a glance/our operations p6 IPF Annual Report 20/An Introduction to IPF/A sustainable business model/ p2 IPF Annual Report 20/Notes to the financial statements/accounting policies/investments in subsidiaries p8 IPF Annual Report 20/Notes to the financial statements/note 2. Investment in subsidiaries p89 2. Location of organisation's headquarters Registered office: International Personal Finance plc Number three Leeds City Office Park Meadow Lane Leeds LS 5BD 2.5 Number of countries where the organisation operates, and the names of the countries with either major operations or that are specifically relevant to the sustainability issues covered in the report IPF Annual Report 20/Group at a glance/our operations p6 2.6 Nature of ownership and legal form UK plc listed on the London Stock Exchange 2.7 Markets served (including geographical breakdown, sectors served, types of customers/beneficiaries) IPF Annual Report 20/Group at a glance/our operations p6 Website: Main website/our business model IPF Annual Report 20/Group at a glance/a sustainable business model p2 2.8 Scale of organisation, including number of employees, net sales (for private sector organisations) or net revenues (for public sector organisations; and total capitalisation broken down in terms of debt and equity (for private sector organisations) and quantity of products and services provided and companies encouraged to provide further information - total assets and breakdowns by country/region of sales/revenues by country/ region that make up 5% or more of total revenues/costs and employees IPF Annual Report 20/Group at a glance/our operations p6 IPF Annual Report 20/Chief Executive Officer s Review/Key performance indicators p8 IPF Annual Report 20/Notes to the financial statements/note 20. Risks arising from financial instruments continued/capital risk p99
3 GRI G3 Guidelines 20 comment 2.9 Significant changes during the period regarding size, structure or ownership, including: the location of, or changes in operations including facility openings, closings and expansions and changes in the share capital structure and other capital formation, maintenance and alteration operations There have been no significant changes during the period regarding size, structure or ownership 2.0 Awards received in the period Website: Benchmarking and awards 3. Reporting period for information provided Calendar year Date of most recent report if any International Personal Finance Annual Report and Financial statements Reporting cycle Annual 3. Contact point for questions regarding the report and its context 3.5 Process for defining report content, including determining materiality, prioritising topics within the report and identifying the stakeholders that the organisation expects to use the report. Include an explanation of how the organisation has applied the Guidance on Defining Report Content and the associated principles Website: Basis for pdf/deciding what to report We have utilised the GRI's guidance on defining content to ensure that our is material, inclusive to stakeholders, is set within the sustainability context and is complete. 3.6 Boundary of the report (e.g. countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers) See GRI Boundary Protocol for further guidance Website: Basis for pdf/reporting period and scope
4 GRI G3 Guidelines 20 comment 3.7 State any specific limitations on the scope of the report. If boundary and scope do not address the full range of material economic, environmental, and social impacts of the organisation, state the strategy and the projected timeline for providing complete coverage Website: Basis for pdf/reporting period and scope Basis for on joint ventures, subsidiaries, leased facilities, outsourced operations, and other entities that can significantly affect comparability from period to period and/or between organisations We currently have no pilot operations under way. We do not have any joint ventures. Website: Basis for 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 Website: Basis for pdf/customer data/workplace data/agent numbers/community data/environment data Explanation of the effect of any re-statements of information provided in earlier reports, and the reasons for such restatement (e.g. mergers/acquisitions, change of base year/periods, nature of business, measurement methods) Environmental data for the last four years has been restated in line with the latest DEFRA guidance. This is the recommended best practice approach. 3. Significant changes from previous periods in the scope, boundary or measurement methods applied in the report There have been no significant changes from previous periods in the scope, boundary or measurement methods applied in the report.
5 GRI G3 Guidelines 20 comment 3.2 GRI Context Index Table identifying the location of the Standard Disclosures in the report. Identify the page number or web links where the following can be found: Strategy and analysis.-.2; Organisational profile ; Report parameters ; Governance, commitments and engagement.-.7; Disclosure of Management Approach per category, Core performance indicators, Any additional GRI indicators that were included, any GRI sector supplement indicators included in the report This is the GRI Index Table. 3.3 Policy and current practice with regard to seeking independent assurance for the report. If not included in the assurance report accompanying the sustainability report, explain the scope and basis of any independent assurance provided. Also explain the relationship between the organisation and the assurance provider(s) Website: Assurance IPF Annual Report 20/Financial statements/independent assurance report p7. Governance structure of the organisation including committees under the highest governance body responsible for specific tasks such as setting strategy or oversight for the organisation. Describe the mandate and composition (including the number of independent members and/or non-executive members) of such committees and indicate any direct responsibility for economic, social and environmental performance) IPF Annual Report 20/Directors report/corporate governance statement/governance Framework p0 IPF Annual Report 20/Directors report/corporate governance statement/the Board/Members and Attendance p IPF Annual Report 20/Directors report/governance/the Board p - 3 IPF Annual Report 20/Directors report/corporate governance statement/environmental, social and governance matters p50 IPF Annual Report 20/Directors report/ Corporate governance statement p0
6 GRI G3 Guidelines 20 comment.2 Indicate if the Chair of the highest governance body is also an executive officer and if so their function within the organisation's management and the reasons for this arrangement) IPF Annual Report 20/Directors report/ Corporate governance statement/statement of compliance with the Governance Code p IPF Annual Report 20/Directors report/ Corporate governance statement/the Board p.3 For organisations that have a unitary board structure state the number of members of the highest governance body that are independent and/or nonexecutive directors. State how the organisation defines 'independent' and 'nonexecutive'. This element applies only for organisations that have unitary board structures. IPF Annual Report 20/Directors report/corporate governance statement/the Board/Members and Attendance p. Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body. Include references to processes regarding: the use of shareholder resolutions or other mechanisms for enabling minority shareholders to express opinions to the highest governance body: and informing and consulting employees about working relationships with formal representation bodies such as organisation level works councils and representation of employees in the highest governance body. Identify topics related to economic, environmental and social performance raised through these mechanisms during the period. IPF Annual Report 20/Corporate Governance Statement/Relations with shareholders p No topics related to economic, environmental and social performance were raised through these mechanisms during the period. For definitions of 'independent' and 'non-executive' we use the standard definitions in the Governance Code. A statement of compliance with the Governance Code can be found at; IPF Annual Report 20/Director's report/corporate governance statement/statement of compliance with the Governance Code p Website: Engagement We have a regular employee engagement survey and employee forums in each of our businesses with issues feedback to management
7 GRI G3 Guidelines 20 comment.5 Linkage between compensation for members of the highest governance body, senior managers and executives (including departure arrangements) and the organisation's performance (including social and environmental performance) IPF Annual Report 20/Directors Remuneration Report/Statement of the Company s Policy on Directors Remuneration/Key Principles of the Remuneration Policy p6 IPF Annual Report 20/Directors remuneration report/bonus and Deferred Share Plan p62 (paragraph ) IPF Annual Report 20/Directors report/corporate governance statement/environmental, social and governance matters p50 (paragraphs 9 and 0).6 Processes of the highest governance body to ensure conflicts of interest are avoided IPF Annual Report 20/Directors' Report: Other Information/Directors conflicts of interest p5.7 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 IPF Annual Report 20/Directors report/corporate governance statement continued/training p.8 Internally developed mission and values statements, codes of conduct, and principles relevant to economic, environmental and social performance and the status of their implementation Explain the degree to which these: are applied across the organisation in different regions and department/units; and, relate to internationally agreed standards Website: Governance Group policies and sustainability principles Website: Reporting/UN Global Compact Our Visions and values and other SEE policies are communicated widely throughout the Group from senior management to field employees in all of our businesses.
8 GRI G3 Guidelines 20 comment.9 Procedures of the highest governance body for overseeing the organisation's identification and management of economic, environmental and social performance, including the identification and management of relevant risks and opportunities, and adherence or compliance with internationally agreed standards, codes of conduct and principles Include the frequency with which the highest governance body assesses sustainability performance IPF Annual Report 20/Directors report/corporate Governance Statement/Environmental, Social and Governance Matters p50 (paragraph 2) IPF Annual Report 20/Directors Report/Corporate Governance Statement/Internal Control and Risk Management/Risk Management Process p9.0 Processes for evaluating the performance of the highest governance body, particularly with respect to economic, environmental and social performance IPF Annual Report 20/Directors Report/Corporate Governance Statement/Board Performance Evaluation p3 Website: Governance/Sustainability steering committee Explanation of whether and how the precautionary approach or principle is addressed by the organisation Article 5 of the Rio Principles introduced the precautionary approach. A response to. could address the organisation's approach to risk management in operational planning or the development and introduction of new products Website: Environment/Climate change (3rd paragraph)
9 GRI G3 Guidelines 20 comment.2 Externally developed, economic, environmental and social charters, sets of principles, or other initiatives to which the organisation subscribes or which it endorses. Include the date of adoption, countries/ operations where applied, and the range of stakeholders involved in the development and governance of these initiatives (e.g. multistakeholder, etc). Differentiate between non-binding, voluntary initiatives and those with which the organisation has an obligation to comply IPF has participated in the UN Global Compact since The UN Global Compact is a multi-stakeholder, non-binding, voluntary initiative. We make an annual report on progress which applies to all of our operations. We have also chosen to voluntarily adopt the principles of the FSA's Treating Customers Fairly initiative to promote a responsible lending culture within the business, we adopted these principles in Responsible lending is a key topic at stakeholder roundtables and this has informed our implementation of TCF..3 Significant memberships in associations (such as industry associations) and or national/international advocacy organisations in which the organisation: has positions on governance bodies, participates in projects or committees, provides substantive funding beyond routine membership dues or views membership as strategic Website: Stakeholder engagement List of stakeholder groups engaged by organisations. Examples of stakeholder groups are communities, civil society, customers, shareholders and providers of capital, suppliers, and employees, other workers and their trade unions Website: Stakeholder feedback Basis for identification and selection of stakeholders to engage. This includes the organisation's process for defining its stakeholder groups, and for determining the groups with which to engage and not to engage Website: Stakeholder feedback (paragraph ) We carry out a great deal of stakeholder engagement and determine the stakeholders we should engage with on a market-by-market basis. We use contact matrices drawn up in consultation with PA and PR agencies.
10 GRI G3 Guidelines 20 comment.6 Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group. This could include surveys, focus groups, community panels, written communication, management/union structures, and other vehicles. The organisation should indicate whether any of the engagement was undertaken as specifically as part of the report preparation process Website: Stakeholder engagement Website: Stakeholder feedback We conduct an annual Group stakeholder roundtable, inviting stakeholders typically consisting of financial regulators, NGOs, responsible investment groups, politicians and media. In 200 and 20 we also held similar roundtables locally in each of our businesses and we will continue to do this on an annual basis. We also take part in regular one-on-one engagement with stakeholders as required..7 Key topics and concerns that have been raised through stakeholder engagement and how the organisation has responded to those key issues and concerns, including through its Website: Stakeholder feedback Economic Management Approach Our Annual Report provides an overview of our business, economic performance and market presence. In terms of our indirect economic impact, our business helps people from a lower socio-economic background manage their finances in a cost effective way. IPF Annual Report 20/Our Group; IPF Annual Report 20/Financial Review p3 Website:.2 Approach/Our wider economic contribution Responsibility for economic management falls under our Chief Financial Officer
11 GRI G3 Guidelines 20 comment EC 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 (core) Website:.2 Approach/Our wider economic contribution IPF Annual Report 20 p IPF Annual Report 20/Financial statements/ Balance sheets & Consolidated income statement & Employee information p73, p75, p87 IPF Annual Report 20/ Performance review/ Financial review/ 20 results p3 IPF Annual Report 20/ Director's report/ Governance/ Environmental, social and governance matters p50 Our tax paid across the Group breaks down into the following regional payments; UK: 2.5 million, Poland: 2.3 million, Czech/Slovakia:.2 million, Hungary: 5.5 million, Mexico: 8.8 million, Romania: 2.9 million, Netherlands: 0.8 million. EC2 Financial implications and other risks and opportunities for the organisation's activities due to climate change (core) IPF has considered this issue and identified at present that there are risks and opportunities but these are not yet material. EC3 Coverage of organisation's defined benefit plan obligations (core) Website: People/Reward and benefits IPF Annual Report 20/Notes to the financial statements/employee information p87 IPF Annual Report 20/Notes to the financial statements/retirement benefit obligations p0 In the UK, current pension provision is by way of a defined contribution plan, although some employees also have pension benefits from a defined benefit scheme which was closed to future accrual in March 200. The net obligation recognised in the group balance sheet at 3 December 20 was.0m. The last formal triennial valuation of the scheme took place on 3 May 20, and resulted in an appropriate deficit funding plan and future investment strategy being agreed with the scheme trustee. However, it should be noted that the size of the net pension scheme obligation is relatively small compared to the size of the group. In the UK around 90% of eligible employees (excluding new starters in the waiting period) are members of a defined contribution arrangement. Our international businesses are covered by state pension provision. EC Significant financial assistance received from government (core) None received.
12 GRI G3 Guidelines 20 comment EC5 Range of ratios of standard entry level wage compared to the local minimum wage at significant locations of operation (additional) We pay in excess of national minimum wage in all locations - the ratio of national minimum wage against lowest average entry level wage are: Poland :2, Czech Republic :2, Slovakia :2, Hungary :3, Romania :3, Mexico :, UK : We define 'significant' operations as all of the locations in which we operate. All of our EU locations have a standard minimum wage, the Mexican market has three bands of minimum wage dependent on geographical location, we are using the minimum wage applicable in our areas of operation. EC6 Policy, practices and proportion of spending on locally based suppliers at significant locations of operation (core) 2 Within our international businesses, the majority of purchasing is sourced domestically. We have a Responsible Supply Chain Management Policy but it does not stipulate that supplies must be sourced locally therefore we do not currently track the proportion of spending on locally based suppliers We define 'local' as the domestic market for each of our businesses We have a Responsible Supply Chain Management Policy details of which can be found at Website: Suppliers EC7 Procedures for local hiring, and proportion of senior management in locations of significant operation from local community (core) 67% of senior management across the group are local nationals. See also: Website: People/International working We do not have a Group policy on local recruitment however we do tend to recruit locally and this is bourne out by the statistics on local nationals at management level; We use the Hay methodology and define 'senior management' as a eight or nine on the Hay scale. EC8 Development and impact of infrastructure investments and services provided primarily for public benefit through commercial, in-kind, or pro-bono engagement (core) This is not a material issue for IPF due to the size and nature of the company.
13 GRI G3 Guidelines 20 comment Environmental Management Approach Our approach to managing our environmental impacts is outlined in the introduction to the environment section of our website: Website: Environment Policies Our environmental management policy is available on our website at: Website: Policies Website: Environment/Climate Change Website: Environment/Climate Change/Transport Responsibility for environmental issues falls under the Group Corporate Affairs Director and the Sustainability Steering Group. EN Materials used by weight or volume (core) Website: Environment pdf/paper use EN2 Percentage of materials used that are re-cycled input materials (core) Website: Environment pdf/paper use EN3 Direct energy consumption by primary energy source (core) This is not a material issue for IPF as the business does not produce its own energy. EN Indirect energy consumption by primary source (core) Website: Environmental pdf/energy use IPF's main source of energy consumption is electricity from the national grid (all of our electricity supply is drawn from the national grid) Estimate of distribution loss for 8.6GWh of electricity consumed = 0.69GWh Estimate of total primary energy consumed in the production of IPF's electricity = 9.29GWh
14 GRI G3 Guidelines 20 comment EN5 Energy saved due to conservation and efficiency improvements (additional) CO2 emissions from energy has reduced by %, relative to customer numbers, compared to 200 levels. Website: Environmental pdf/energy use EN7 Initiatives to reduce indirect energy consumption and reductions achieved (additional) Website: Energy Website: Environmental pdf/energy use EN8 Total water withdrawn by source (core) 2 Website: Environmental pdf/water use All water is drawn from municipal supply. We are only able to capture water data in the UK, Poland and Romania (representing % of the business in floor space) as all other locations use shared buildings with no access to individual usage. Water material is a relatively minor issue for us and not material enough to move to premises where water metering exists. EN Location and size of land owned, leased or managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas (core) This is not a material issue for IPF as all office locations are in urban settings. EN2 Description of significant impact of activities, products and services on biodiversity in protected areas and areas of high biodiversity value outside protected areas (core) This is not a material issue for IPF as our business provides small sum loans. EN6 Total direct and indirect greenhouse gas emissions by weight (core) Website: Environmental pdf/ghg emissions table
15 GRI G3 Guidelines 20 comment EN7 Other relevant indirect greenhouse gas emissions by weight (core) Website: Environmental pdf/ghg emissions table EN8 Initiatives to reduce greenhouse gas emissions and reductions achieved (additional) Website: Sustainability Homepage/sustainability in Practice/Environment/Transport (paragraph ) CO2 emissions from company cars has reduced by 6%, relative to customer numbers, compared to 200 levels. EN9 Emissions of ozone depleting substances by weight (core) This is not a material issue for IPF as our business does not emit ozone depleting substances in its business processes. EN20 NO, SO and other significant air emissions by type and weight (core) This is not a material issue for IPF as the business does not emit significant amounts of NO, SO or other air emissions in its business processes. EN2 Total water discharge by quality and destination (core) This is not a material issue for IPF as the business is office based and without significant volumes of water discharge. EN22 Total amount of waste by type and disposal method (core) 2 Website: Natural Resources/Waste Website: Environmental pdf/waste produced This is not a very material issue for IPF. All our waste is non-hazardous. It is all removed through standard municipal waste disposal. In 20 we recycled 6kg plastic and 69kg aluminium from our UK operations. Unfortunately the external infrastructure is not currently in place to conduct these types of recycling in our other businesses; In kg waste went to landfill from our UK operations 29% of our total waste. We are currently unable to capture this information for our other businesses and the amount of waste produced is not particularly a material issue for our business. We always try to recycle waste where possible and where the external infrastructure allows.
16 GRI G3 Guidelines 20 comment EN23 Total number and volume of significant spills (core) This is not a material issue for IPF as the business is office based. EN2 Weight of transported, imported, exported or treated waste deemed hazardous under the terms of the Basel Convention Annex, II, III or VIII, and percentage of transported waste shipped internationally (additional) This is not a material issue for IPF as the business is office based. EN25 Identity, size and protected status and biodiversity value of water bodies and related habitats significantly affected by organisation's discharges of water and runoff (additional) This is not a material issue for IPF as the business is office based. EN26 Initiatives to mitigate environmental impacts of products and services and extent of impact mitigation (core) This is not a material issue for IPF as the business is office based. EN27 Percentage of products sold and their packaging materials that are reclaimed by category (core) This is not a material issue for IPF as the business is office based. EN28 Monetary value of significant fines and total number of non-monetary sanctions for, noncompliance with environmental laws and regulations (core) In 20, for the fifth consecutive year, there were no inadvertent breaches in environmental regulations and no fines received relating to environmental protection issues. No cases were brought before dispute resolution mechanisms. EN29 Significant environmental impacts of transporting goods and materials used for organisation's operations, and transporting members of the workforce (additional) Website: Transport Website: Environmental pdf/business Travel
17 GRI G3 Guidelines 20 comment Labour practices and decent work: Management Approach Website: People Website: People/Development Website: People/Reward and benefits Website: Talent Management Website: Engagement Website: Diversity and inclusion Website:Managing health and safety Website: Agents LA Total workforce by employment type, employment contract and region (core) A regional breakdown of employees and agents is available at: IPF Annual Report 20/Group at a Glance/Our Operations p6 Figures on employment type are available at: Website: People We not do employ significant numbers of contractors. LA2 Total number and rate of employee turnover broken down by age, gender and region (core) Overall turnover across business: 25.5% By gender: Female: 20.9% (66) Male: 29.6% (980) By age: <20 7% () % (96) % (755) % (03) 5-5 2% (98) % (26) By region: EU: 20.6% (878) Mexico: 36.7% (696)
18 GRI G3 Guidelines 20 comment LA3 Benefits provided to full time employees that are not provided to temporary or part time employees, by major operations (additional) Benefits are received by both part-time and full-time employees. We do not employ significant numbers of temporary workers. LA Percentage of employees covered by collective bargaining agreements (core) Website: Engagement Collective bargaining agreements are not a material issue for us as only a very small percentage of our employees in Mexico and Poland are members of a union. LA5 Minimum notice period(s) regarding operational changes, including whether it is specified in collective agreements (core) Notice periods vary but are generally one to six months, dependent on level.this is not specified in collective bargaining agreements as these are not a material consideration for our business. LA6 Percentage of workforce represented in joint management-worker health and safety committees that help monitor and advise on occupational health and safety programmes (additional) Website: Managing health and safety Across the Group, 50 employees take part in local health and personal safety committees. This equates to 0.0% of the workforce. We also have 200 safety mentors across the Group who act as ambassadors to promote a culture of personal safety, spread best practice and to help people manage safety as well as acting as a conduit for feedback from staff to managers with specific responsibilities for safety. LA7 Rates of injury, occupational diseases, lost days and absenteeism and number of work related fatalities by region (core) 2 For IPF-wide data, please see: Website: Managing Health & Safety/Health & Well-being For definitions, please see: Website: Basis for pdf/workplace data Due to revised headcount in October 20 we only have comparable absence rates for the last three months of 20. However as this data retained a stable trend in these months and into 202 we can assume that these figures are indicative for the year as a whole. October 8%, November 8%, December 8%. We do not collate information on lost working days as this is not considered to be a significant KPI for our business.
19 GRI G3 Guidelines 20 comment 2 The system of accidents and incidents has been replaced to encourage. The new system is globally accessible via an internet portal that will automatically generate notifications to managers to expedite investigations and the generation of corrective actions where this is appropriate. The MI created allows us to identify trends and themes more readily and to provide even better safety provision to our people. Occupational diseases are not a material consideration for our business. LA8 Education, training, counselling, prevention and risk-control programmes in place to assist workforce members, their families or community members regarding serious diseases (core) With every new starter we carry out a Display Screen Equipment and ergonomic assessment to avoid RSI. LA9 Health and safety topics covered in formal agreements with trade unions (additional) This is not a particularly material issue for IPF, given the office-based nature of our operations. Only clerical staff in Mexico and Poland are covered by trade union agreements. LA0 Average hours of training per year per employee by employee category (core) Total internal and external participant training hours in 20 was 26,98. This equates to.3 hours of training per employee in 20. Sales employees received an average of 36.6 hours training per employee; administration employees 7. hours per employee; and specialist employees received 2.6 hours per employee. LA Programmes for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings (additional) Our retirement policy helps to make the transition from work to retirement as smooth as possible for those approaching the end of their career. In the UK for example, up to a year prior to retirement, employees can opt for reduced hours and working arrangements. Those aged 50 or over with a minimum of ten years service will be encouraged to attend a pre-retirement course at no cost. LA2 Percentage of employees receiving regular performance and career development reviews (additional) Website: People/Development and reward provides some background detail. The percentage of employees who received a regular performance review in 20 was; Czech Republic %; Slovakia %; Hungary - 9.7%; Poland %; Romania - 75.%; Mexico - 89%; UK %.
20 GRI G3 Guidelines 20 comment LA3 Composition of governance bodies and breakdown of employees per category according to gender, age group, minority group membership and other indicators of diversity (core) For employee data on minority group membership, please see Website: Diversity and inclusion people/diversity-and-inclusion.aspx For employee age and gender breakdown, please see charts in Website: Diversity and inclusion Employment level by age range - <20 (.3 staff), 20-2 (339.6 staff), 25-3 ( staff, 2.75 managers, 5 senior managers), 35 - ( staff, 55.5 managers, 83 senior managers, 7 directors), 5-5 (05.75 staff, 33 managers, 25 senior managers, 7 directors), 55< (50 staff, 2 managers, 2 senior managers, 2 directors) For Board composition, please see: IPF Annual Report 20/Directors' Report/Our Board and Committees p38 We do not categorise minority grouping by employment level. It is not legal to track diversity information such as this in our European markets (outside the UK) due to data protection. LA Ratio of average remuneration of men and women broken down by employee category (core) At director level, male to female salary ratios are :0.73, senior management: :0.7, managers: :0.9 and staff: :0.9. We have sub bandings in total which are combined into director, senior manager, manager and staff levels. The results above reflect the fact that there are a greater proportion of males at the higher bandings and this skews the result. Therefore gender diversity as opposed to salary equality is the issue. Although we have policies to ensure we do not discriminate at any level, representation of females at the senior level is lower than males. Human rights: Management Approach: We support human rights and manage this through our HR policies, Code of Ethics and new country entry model. The main human rights issue for IPF is non-discrimination and freedom of association. We manage both of these issues through our HR function. Given the markets we operate in, security practices and indigenous rights are not particularly material issues. See our against the UN Global Compact HR Percentage and total number of significant investment agreements that include human rights clauses or that have undergone human rights screening (core) Not a material issue for IPF because we do not have any significant investment agreements.
21 GRI G3 Guidelines 20 comment HR2 Percentage of significant suppliers and contractors that have undergone screening on human rights and action taken (core) 2 In 20 we made progress implementing our responsible supply chain management policy. However, we do not yet have data on suppliers screened for human rights. Website: Suppliers We assess human rights issues through our new market entry procedure. We are currently investigating and putting in place a robust measure of suppliers around human rights and other SEE issues, we should be able to report on this in the next few years. HR Total number of incidents of discrimination and actions taken (core) There have been no incidents of discrimination. HR5 Operations identified in which the right to exercise of freedom of association and collective bargaining may be at significant risk, and actions taken to support these rights (core) This matter is fully taken into account when we investigate the possibility of new market entry. We have not taken any specific measures to support rights to freedom of association and collective bargaining as we do not believe this is a material consideration in the markets we operate in. HR6 Operations identified as having significant risk for incidents of child labour and measures taken to contribute to the elimination of child labour (core) Website: Reporting/UN Global Compact HR7 Operations identified as having significant risk of forced or compulsory labour, and measures to contribute to the elimination of forced or compulsory labour (core) Website: Reporting/ UN Global Compact Society: Management Approach For our approach to managing community investment, please see: Website: Communities For our approach to public policy engagement, regulation and compliance: Website: Main site, public policy Our Code of Business Ethics includes a statement on corruption. Anti-competitive behaviour is not a material consideration for our business. Responsibility for society Management Approach falls under our Group Corporate Affairs Director and Sustainability steering committee.
22 GRI G3 Guidelines 20 comment SO Nature, scope and effectiveness of any programmes and practices that assess and manage the impacts of operations on communities, including entering, operating and exiting (core) 2 We have not yet exited any markets. We exited our pilot in Russia in 2009, but this was a small scale pilot, not a fully fledged business. We seek stakeholder feedback on our community engagement programmes and have responded to this feedback, for example through our increased focus on financial education. We record some of our community impacts through the London Benchmarking Group model but do not currently have detailed statistics around community impacts pre, during and post operation. We will look to develop this measurement over the next few years. SO2 Percentage and total number of business units analysed for risks related to corruption (core) The question of corruption is fully covered in our new market entry processes. Corruption is one of the factors picked up within our risk evaluation processes. All our current businesses in six countries have been evaluated in this way. SO3 Percentage of employees trained in organisation's anti-corruption policies and procedures (core) During 20 we communicated updated requirements in line with the Bribery Act to all employees and added details of these requirements into our new starter induction pack. Each of our businesses conducted risk assessments and conducted targeted training for the local management board, senior managers and other identified key stakeholders such as IT and procurement teams. As an indication around 90% of employees at manager level and above in the UK attended the training (with the remainder receiving the training materials), with six monthly 'sweep up' sessions for new starters. SO Actions taken in response to incidents of corruption (core) There have been no incidents relating to corruption. Any incidents would be dealt with according to disciplinary measures. SO5 Public policy positions and participation in public policy development and lobbying (core) Website: Main website, public policy There are no differences between our lobbying positions and stated policies, sustainability goals or other public positions. SO6 Total value of financial and in-kind contributions to political parties, politicians and related institutions by country (additional) We have a policy of not making political donations. SO7 Total number of legal actions for anti-competitive behaviour, anti-trust and monopoly practices and their outcomes (additional) None received.
23 GRI G3 Guidelines 20 comment SO8 Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with laws and regulations (core) None received. Product responsibility: Management Approach Website: Key issues/customer issues Website: Governance/ Sustainability management & Customer service steering group Website: Sustainability in practice/customers Website: Main website/our business model We comply with data protection laws in all of our businesses. For customer health and safety, customers do not visit our premises however we do vet the agents who visit their home through reference checks, checking proof of ID and residence, a visit to their residence by an employee of the company and in most markets a letter from the police authorities to verify that they do not have a criminal record. Responsibility for product responsibility falls under our Chief Executive Officer. PR Life cycle stages in which the 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) This is not a material issue as we are a supplier of credit rather than materials or manufactured items. PR3 Type of product and service information required by procedures, and percentage of significant products and services subject to such information requirements (core) This is not a material issue as we are a supplier of credit rather than materials or manufactured items.
24 GRI G3 Guidelines 20 comment PR Total number of incidents of non-compliance with regulations and voluntary codes concerning product and service information and labelling, by type of outcomes (additional) No incidents in 20. PR5 Practices related to customer satisfaction, including results of survey measuring customer satisfaction (additional) Website: Sustainability in practice/ customers PR6 Programmes for adherence to laws, standards and voluntary codes related to marketing communications including advertising, promotion and sponsorship (core) The majority of new customers come via agents who are supported with leaflets and posters to attract new customers. Through referrals from our call centres, local marketing and word of mouth recommendations, agents are able to expand their business. National TV and local press, radio and internet advertising support agents in creating awareness and interest in home credit. The majority of loans issued come from retaining existing or recent customers. Each of our businesses adheres to the guidelines and laws for marketing, as defined by European standards such as the Federation of European Direct and Interactive Marketing for direct mail and the Electronic Commerce Directive and Regulations for electronic communications. We review marketing standards and codes as and when they are updated. Website: Approach 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 (additional) There have been six incidents of findings by a regulatory authority/competent court where we have been found to be non-compliant with consumer legislation or other regulations. PR8 Total number of substantiated complaints regarding breaches of customer privacy and losses of customer data (additional) One case of a sustained complaint regarding a breach of data protection.
GRI INDEX Global Reporting Initiative (GRI) G3 Content Assessment. Referenced page numbers refer to our printed Integrated Annual Report for which is also available in pdf format on our, the other references
Kingfisher Global Reporting Initiative Index Our report contains some standard disclosures from the Global Reporting Initiative Sustainability Reporting Guidelines. This Index is intended to aid comparison
2013 GLOBAL REPORTING INITIATIVE INDEX (3.0) Plan 2006-1.1 Legend : Fully reported Partially reported Non reported 1.0 Strategy and Analysis Statement from the most senior decisionmaker of the organization
2013 Sustainability Report > Table of GRI indicators Table of GRI indicators The following table of GRI-G3.1 indicators includes a brief description of each, reference to the page in the 2013 Sustainability
Application Level B 1. Strategy and Analysis e 1.1 Statement from the most senior decision-maker of the organization. Voorwoord, p4-5 1.2 Description of key impacts, risks, and opportunities. Voorwoord,
GRI Content Index (CSR ) This report uses GRI Sustainability Reporting Guidelines 2002 as a reference. Toshiba requested Shinnihon Integrity Assurance Inc. (SIAI) to conduct an independent thirdparty review
GRI and : How to use the GRI Guidelines in conjunction with pics ends ools GRI GRI Research Research & Development Series Series The Amsterdam Global Conference on May 7-9 2008 Sustainability Today: The
SHAFTESBURY PLC STATEMENT OF GRI COMPLIANCE FOR YEAR ENDED 30 SEPTEMBER 2013 The Global Reporting Initiative (GRI) is the leading voluntary sustainability reporting standard and this year we have benchmarked
Global Reporting Initiative (GRI) G3 Content Assessment STANDARD DISCLOSURES PART I: Profile Disclosures 1. Strategy and Analysis Profile Disclosure 1.1 Statement from the most senior decision-maker of
G3 CONTENT INDEX GRI APPLICATION LEVEL B G3 CONTENT INDEX-GRI APPLICATION LEVEL B FULLY REPORTED PARTIALLY REPORTED NOT REPORTED APPLICATION LEVEL B STANDARD DISCLOSURES PART I PROFILE DISCLOSURES 1. Strategy
Global Reporting Initiative Index We do not base Corporate Responsibility (CR) information in our integrated Annual Report on the Global Reporting Initiative (GRI) Sustainability Reporting Guidelines 3.0
GRI Guidelines Index (version 3.1) Item Indicator 2013 Report page Web 1. Strategy and Analysis 2.Organizational Profile 1.1 Statement from the most senior decisionmaker of the organization (e.g., CEO,
GRI Construction & Real Estate Sector Supplement Summary guide This summary guide provides organizations in the construction and real estate sector with an overview of sustainability reporting, the Global
APPENDIX E Table of International Standards Related to Human Rights at the Marlin Mine Consultation International Human Right Instruments International Good Practice Standards and Guidance GRI (G3 & MMSS)
National Australia Bank GRI Index 2007 National Australia Bank Limited ABN 12 004 044 937 (02/08) National Australia Bank GRI Index 2007 This Index provides a map to subjects and data provided throughout
GRI CONTENT INDEX 2015 This table sets out how the GRI Reporting Framework has been applied across our 2015 Sustainability Report. Where relevant it also includes references to our Annual Report and website.
Reporting prinicples and methodology Summary social and economic data principles Social and economic data are collected from our SAP HR system and the annual report which is audited according to standard
2014 Key Data Summary Below are key statistics from our 2014 public disclosures with 2013 and 2012 results provided for comparison. All data is for the 2014 calendar year or as of December 31, 2014. The
Appendix 5. The UN Global, the, and the Global Reporting Initiative (GRI): Consistency of Principles and Indicators 1 The Social is based on key international documents pertaining to human rights, labour,
Integrated Corporate Report 2011 1.1 Scope and materiality of the report Pursuant to the best international practices in relation to annual reports, mainly encouraged by the International Integrated Reporting
In our sustainability reporting we commit ourselves to Level B following the Global Reporting Initiative (GRI) 3.1 guidelines. H.C. Starck s Sustainability Steering Committee defined the report content
CONTENTS PREFACE 3 1. THE PURPOSE OF THE GRI SUSTAINABILITY REPORTING GUIDELINES 5 2. HOW TO USE THE GUIDELINES 2.1 The Guidelines 7 2.2 Using the Guidelines to Prepare a Sustainability Report: The Steps
Global Reporting Initiative (GRI) GRI Application Level Check A+ In 2012, for the third consecutive year, Alcatel-Lucent prepared its sustainability report according to the G3 GRI sustainability reporting
Code of Conduct Sourcing & Supply Chain FAU-F-SPG-2400/EN Background Faurecia, a global automotive supplier, is committed to growth founded on socially-responsible actions and behaviors in all countries
Rolls Royce s Corporate Governance ADOPTED BY RESOLUTION OF THE BOARD OF ROLLS ROYCE HOLDINGS PLC ON 16 JANUARY 2015 Contents INTRODUCTION 2 THE BOARD 3 ROLE OF THE BOARD 5 TERMS OF REFERENCE OF THE NOMINATIONS
Global Reporting Initiative (GRI) The Global Reporting Initiative (GRI) is an independent, widely used, networkbased organisation that has developed a sustainability reporting framework. GRI is a voluntary
London Stock Exchange Group Group Corporate Responsibility Policy December 2015 WEB VERSION FOR EXTERNAL DISCLOSURE 1 Contents 1.0 Introduction 3 2.0 Objectives 3 3.0 Scope and application 3 4.0 Corporate
1 Making the Connection: Using the GRI G4 Guidelines to Communicate Progress on the UN Global Compact Principles Legal Liability While the United Nations Global Compact and the GRI Board of Directors encourage
Business Principles September 2014 1. INTRODUCTION 2. BUSINESS PRINCIPLES 2.1 Core Principle We behave honestly, fairly and with integrity 2.2 Overarching Principle We manage risk and seek to continually
Corporate Governance Statement The Board of Directors of APN Outdoor Group Limited (APO) is responsible for the overall corporate governance of APO, including establishing the corporate governance framework
24 February 2015 Council 5 To consider Human Resources Report 2014 and People Strategy Issue 1 The annual report on Human Resources issues and a proposed People Strategy. Recommendations 2 Council is asked
Health Management Corporate Social Responsibility and Sustainability Report 2015 February 2016 J Gibbens Public Corporate social responsibility and sustainability report Purpose Corporate responsibility
Appendix 27 The Guide Environmental, Social and Governance Reporting Guide 1. This Guide comprises two levels of disclosure obligations: (a) comply or explain provisions; and (b) recommended disclosures.
CATALAN CORPORATE SOCIAL RESPONSIBILITY (CSR) FRAMEWORK IN SMES CORPORATE SOCIAL RESPONSIBILITY (CSR) INDICATORS MODEL NETWORK: CATALAN CORPORATE SOCIAL RESPONSIBILITY (CSR) FRAMEWORK IN SMES January 2007
This is a summarised version of 3i s full policy Responsible Investment policy APRIL 2014 Our policy 3i will use its influence as an investor to promote a commitment in our investee companies to: Comply,
AFG GRI Index for the business year 2014 Application of the GRI G4 guidelines and supplementary information on sustainability reporting Contents 1 Strategy and analysis... 3 2 Organisational profile...
THE COMPANY 155 156 7.1 Appendix 7.2 Information about the Sustainability Report and GRI standards 156 7.3 Accounting and reporting standards for greenhouse gas emissions 157 7.4 Supported organisations
An introduction to the Principles for Responsible Investment Message from the UN Secretary-General The Principles have quickly become the global benchmark for responsible investing. Launched in April 2006,
Aegon sustainable procurement policy aegon.com The Hague, April 2013 Introduction Aegon N.V., through its operating subsidiaries, is a leading provider of life insurance, pensions and asset management.
Reporting Model Telefonica GRI Online Meeting, March 2011 Corporate Telefónica Sustainability S.A. Officer Contents 01 CR Report as a value creation tool for stakeholders 02 Telefonica:18 countries and
GRI Index In its sustainability reporting, ALTANA follows the international G3 guidelines of the Global Reporting Initiative (GRI). The latter developed a reporting framework that can be used worldwide
Statement of Corporate Governance Practices 2015 Introduction The Board of Directors of Coventry Group Ltd(CGL) is responsible for the corporate governance of the Company. The practices outlined in this
Wärtsilä Corporation Annual Report 2015 Sustainability 1 Materiality assessment Identified material aspects and boundaries Entities included in the organization's consolidated financial statements (G4-17)
The Tata Steel vision & sustainability principles The Tata Steel vision is to be the world steel benchmark for value creation and corporate citizenship. In order to achieve this vision, we have implemented
2011 Sustainability Report and Public Accountability Statement BMO Financial Group s 2011 Sustainability Report combines our sustainability performance, prepared in accordance with the Global Reporting
THE DEUTSCHE TELEKOM 2011 CORPORATE RESPONSIBILITY REPORT An Assessment Based On Global Reporting Initiative Standards Pierre Habbard TUAC Secretariat, Paris December 2011 EXECUTIVE SUMMARY Deutsche Telekom
For the first time, we re proud to include highlights from our Corporate Sustainability Report within these pages. As an integral component of our various operations, both internally and in our service
IP Indicator Protocols Set Labor Practices and Decent Work (LA) 2000-2011 GRI Version 3.1 2000-2011 GRI Version 3.1 Indicator Protocols Set: LA IP Labor Practices & Decent Work Performance Indicators Aspect:
Business Working Responsibly CR/Sustainability Governance Section 1. Corporate Responsibility/ Sustainability Governance What it examines The Corporate Responsibility (CR)/Sustainability Governance area
Review of corporate governance reporting requirements within NZX Main Board Listing Rules Discussion Document 2 November 2015 CONTENTS 1. Introduction... 3 2. Background... 5 3. Objectives of review and
BUSINESS CODE OF CONDUCT PREPARED FOR: ode March 2011 Page 1 Contents 1 BUSINESS CODE OF CONDUCT... 3 2 MISSION STATEMENT... 3 3 PRINCIPLES AND VALUES... 3 4 RELATIONSHIPS... 4 5 BRIBERY AND CORRUPTION...
Coventry Resources Inc. Corporate Governance Statement (current as at 30 June 2015) The Board of Directors are responsible for the overall strategy, governance and performance of Coventry Resources Inc.
1. Background Corporate Code of Conduct 1.1. For over a century, the Swire group of companies has been recognised as acting responsibly in the course of achieving its commercial success. Our reputation
VODAFONE CODE OF ETHICAL PURCHASING As one of the world's largest telecommunications companies, Vodafone has a significant role to play in enriching people s lives. We also understand that we have a significant
Derbyshire Constabulary REORGANISATION, REDUNDANCY AND REDEPLOYMENT POLICY POLICY REFERENCE 05/001 This policy is suitable for Public Disclosure Owner of Doc: Head of Department, Human Resources Date Approved:
Nomination, Remuneration and Human Resources Committee Class Limited (ACN 116 802 054) As approved by the Board on 6 October 2015 1. Purpose of this The purpose of this is to specify the authority delegated
REPORT 4 Subject: Safety Readiness for the Summer 2013 Events Programme Agenda item: Public Item 7 Report No: 4 Meeting date: 28 May 2013 Report to: Board Report of: Mark Camley, Interim Executive Director
Risks and uncertainties Our risk management approach We have a well-established risk management methodology which we use throughout the business to allow us to identify and manage the principal risks that
SOCIAL AND ETHICAL CHARTER FOR OUR SUPPLIERS CARREFOUR S COMMITMENT FOR RESPONSIBLE TRADE. 4 SOCIAL AND ETHICAL CHARTER FOR OUR SUPPLIERS CARREFOUR SOCIAL AND ETHICAL RESPONSIBILITY The Carrefour group,
Infratil Limited - Board Charter 1. Interpretation 1.1 In this Charter: Act means the Companies Act 1993. Board means the Board of Directors of Infratil Limited. Business means the business of Infratil
COMMUNICATION ON PROGRESS SAP YEAR 2008 Statement SAP is an early endorser of the United Nations Global Compact with signature recorded in 2000. We remain committed to promoting all ten principles both
Principal risks and uncertainties Our risk management approach We have a well-established risk management methodology which we use throughout the business to allow us to identify and manage the principal
Social 8 Boliden Group s sustainability reporting is prepared in accordance with the G4 Sustainability Reporting Guidelines, including the Mining & Metals Sector Supplement. We currently report in accordance
WORKFORCE ENGAGEMENT Toyota Australia is undergoing a whole of business transformation in order to create a sustainable future. The company is working with employees to ensure they understand the vital
Recognition of Prior Learning (RPL) Kit BSB50607 Diploma of Human Resources Management Applicant: Date: Diploma of Human Resources Management RPL Kit 1 Applicant declaration: I have completed the following
General Period covered by your Communication on Progress (COP) From: 14/12/2012 To: 14/12/2014 Statement of continued support by the Chief Executive Officer (CEO) Please provide a statement of your company's
Regulatory Standards of Governance and Financial Management 5. Regulatory Standards of Governance and Financial Management Introduction 5.1. This section sets out our Regulatory Standards of Governance
HORIZON OIL LIMITED (ABN: 51 009 799 455) CORPORATE CODE OF CONDUCT Corporate code of conduct Page 1 of 7 1 Introduction This is the corporate code of conduct ( Code ) for Horizon Oil Limited ( Horizon
Adobe Corporate Responsibility 5 Year Data Summary 2008 2012 We believe in the power of creativity to inspire positive change. This data summary illustrates how Corporate Responsibility at Adobe has evolved
CODE OF ETHICAL POLICY POLICY STATEMENT The BBC is committed to ensuring a high standard of ethical and environmental trade practices, including the provision of safe working conditions and the protection
CANADIAN NATIONAL RAILWAY COMPANY CORPORATE GOVERNANCE MANUAL Approved by the Board of Directors on March 2, 2004 and last updated as at March 10, 2015 DOCSMTL: 118334\63 TABLE OF CONTENTS 1. OVERVIEW...
Workforce Management Plan 2013-2017 Adopted on Wednesday 19 June 2013 Contents Message from the General Manager 5 city Plan: Cascade of Plans 6 our Vision, Mission and Community Outcomes 7 Introduction
Novogen Limited Corporate Governance Statement for the year ended 30 June 2016 As at 29 August 2016 The corporate governance arrangements for Novogen Limited ( Company ) are set by the Board having regard
JOB AND PERSON SPECIFICATION Job Title: Division Grade: Reward Adviser G Reports To: Head of Organisational Development and Systems General Information The Commonwealth Secretariat is the principal inter-governmental
Department of Infrastructure and Planning: Governance Framework for Infrastructure Delivery Special Purpose Vehicles Governance Framework for Special Purpose Vehicles Table of Contents Executive Summary...3
Social Social 28 Social performance Boliden generates value by having top quality operations, processes and products. Employees who are skilled, committed and who accept personal responsibility are crucial.
Vattenfall s Code of Conduct for Suppliers Introduction Vattenfall provides energy for today s society and contributes to the energy system of tomorrow. We are committed to conducting our business activities
Appendix 14 CORPORATE GOVERNANCE CODE AND CORPORATE GOVERNANCE REPORT The Code This Code sets out the principles of good corporate governance, and two levels of recommendations: code provisions; and recommended
WOOLWORTHS HOLDINGS LIMITED CORPORATE GOVERNANCE PRINCIPLES 2014 CORPORATE GOVERNANCE PRINCIPLES 2014 CORPORATE GOVERNANCE PRINCIPLES 2014 This table is a useful reference to each of the King III principles
Corporate Responsibility Indicators (Metrics): Definitions & Clarifications to be a reference for: the WorleyParsons Annual Report, Corporate Responsibility section the WorleyParsons Corporate Responsibility
Health, Security, Safety and Environment (HSE) Content: 1 Objective 2 Application and Scope 21 Application of HSE Directive with underlying documents 22 Scope of HSE Management system 3 Framework for our