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GRI 3.1 Index

GLOBAL REPORTING INITIATIVE (GRI G3.1) INDEX

Our response to GRI G3.1 is aligned with application level A+. This is with reference to the information disclosed in the printed Integrated Report as well as the online version at www.nedbankgroup.co.za.

No   Profile disclosure Description
online reference
1   Strategy and analysis  
1.1   Statement from the most senior decisionmaker of the organisation. Chairman’s Report
Chief Executive’s Report
1.2   Description of key impacts, risks and opportunities. Introduction: Material matters
Group strategy
Investment case
Stakeholder overview
Economic review
Sustainability governance structures and policy framework
Responding to environmental risks and opportunities
Risk and balance sheet management review
2 Organisational profile
2.1   Name of the organisation. Nedbank Group Limited
2.2   Primary brands, products and/or services. Group profile
Business profile
Operational reviews
Environmental sustainability
2.3   Operational structure of the organisation, including main divisions, operating companies, subsidiaries and joint ventures. Operational footprint
Company structure
2.4   Location of organisation's headquarters. Group profile
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. Operational footprint
2.6   Nature of ownership and legal form. Company structure
Group profile
2.7   Markets served (including geographic breakdown, sectors served and types of
client/beneficiary).
Operational footprint
Business profile
2.8   Scale of the reporting organisation. Operational footprint
Financial Report
Nedbank Group Limited eight-year review
Cultural sustainability: Employee profile
2.9   Significant changes during the reporting period regarding size, structure or ownership. No significant changes during the reporting period.
2.10   Awards received in the reporting period. 2011 Recognition received
3 Report parameters
3.1   Reporting period (eg fiscal/calendar year) for information provided. Introduction
3.2   Date of most recent previous report (if any). Introduction
3.3   Reporting cycle (annual, biennial, etc). Introduction
3.4   Contact point for questions regarding the report or its contents. Contacts
3.5   Process for defining report content. Introduction
3.6   Boundary of the report (eg countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers). Introduction
3.7   State any specific limitations on the scope or boundary of the report. N/a
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. Introduction
Company structure
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. Introduction
Basis of preparation available at www.nedbankgroup.co.za
3.10   Explanation of the effect of any restatements of information provided in earlier reports, and the reasons for such restatement. A number of restatements were made in the notes to the financial statements, none of which were material.
3.11   Significant changes from previous reporting periods in the scope, boundary or measurement methods applied in the report. None
3.12   Table identifying the location of the standard disclosures in the report. GRI FSSS
Full GRI G3.1
3.13   Policy and current practice with regard to seeking external assurance for the report. Introduction
Assurance statement
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. Sustainability governance structures and policy framework
Enterprise governance and compliance review
4.2   Indicate whether the Chair of the highest governance body is also an executive officer. Enterprise governance and compliance review
4.3   For organisations that have a unitary board structure, state the number and gender of members of the highest governance body that are independent and/or non-executive members. Board of directors
Enterprise governance and compliance review
4.4   Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body. Stakeholder overview: Staff
Stakeholder engagement: Staff
Notice of annual general meeting
Form of proxy
4.5   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). Remuneration Report
Cultural sustainability
4.6   Processes in place for the highest governance body to ensure conflicts of interest are avoided. Enterprise governance and compliance review
4.7   Process for determining the composition, qualifications and expertise of the members of the highest governance body for guiding the organisation's strategy on economic, environmental and social topics, including any consideration of gender and other indicators of diversity. Sustainable development performance review
Enterprise governance and compliance review
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. Sustainable development performance review
Enterprise governance and compliance review
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. Sustainable development performance review
Environmental sustainability
Social sustainability
Cultural sustainability
Enterprise governance and compliance review
4.10   Processes for evaluating the highest governance body's own performance, particularly with respect to economic, environmental and social performance. Sustainable development performance review
Enterprise governance and compliance
4.11   Explanation of whether and how the precautionary approach or principle is addressed by the organisation. Sustainable development performance review: Social and environmental risk management
Enterprise governance and compliance review: Ethics and corporate accountability
4.12   Externally developed economic, environmental and social charters, principles, or other initiatives to which the organisation subscribes or endorses. Sustainable development performance review: Social and environmental risk management
4.13   Memberships in associations (such as industry associations) and/or national/international advocacy organisations in which the organisation has positions in governance bodies. Participates in projects or committees. Provides substantive funding beyond routine membership dues or views membership as strategic. Sustainability credentials
4.14   List of stakeholder groups engaged by the organisation. Sustainable development performance review: Stakeholder engagement
4.15   Basis for identification and selection of stakeholders with whom to engage. Sustainable development performance review: Stakeholder engagement
4.16   Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group. Sustainable development performance review: 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. Sustainable development performance review: Stakeholder engagement
Environmental – Management approach
EN1   Materials used by weight or volume. Nedbank Group Limited eight-year review
Environmental sustainability: Carbon footprint measurement
EN2   Percentage of materials used that are recycled input materials. Not material for Nedbank
EN3   Direct energy consumption by primary energy source. Nedbank Group Limited eight-year review
Environmental sustainability: Carbon footprint measurement
EN4   Indirect energy consumption by primary source. Nedbank Group Limited eight-year review
Environmental sustainability: Carbon footprint measurement
EN8   Total water withdrawal by source. Nedbank’s participation in the WWF Water Balance
Programme addresses water consumption regardless of source
EN11   Location and size of land owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas. No land owned, leased or managed or adjacent to a protected area/area of high biodiversity value
EN12   Description of significant impacts of activities, products, and services on Performance biodiversity in protected areas and areas of high biodiversity value outside protected areas. No land owned, leased or managed or adjacent to a protected area/area of high biodiversity value
EN16   Total direct and indirect greenhouse gas emissions by mass. Environmental sustainability: Carbon footprint measurement
EN17   Other relevant indirect greenhouse gas emissions by mass. Environmental sustainability: Carbon footprint measurement
EN19   Emissions of ozone-depleting substances by mass. Environmental sustainability: Carbon footprint measurement
EN20   NOx, SOx, and other significant air emissions by type and mass. Environmental sustainability: Carbon footprint measurement
EN21   Total water discharge by quality and destination. Not material for Nedbank
EN22   Total mass of waste by type and disposal method. Environmental sustainability
Environmental sustainability: Carbon footprint measurement
EN23   Total number and volume of significant spills. N/a due to nature of financial services
EN26   Initiatives to mitigate environmental impacts of products and services, and extent of impact mitigation. Sustainable development performance review: Social and environmental risk management
Environmental sustainability: Managing Nedbank Group’s impact
EN27   Percentage of products sold and their packaging materials that are reclaimed by category. N/a due to nature of financial services
EN28   Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with environmental laws and regulations. No significant fines were received during the period
Human rights – Management approach
HR1   Percentage and total number of significant investment agreements and contracts that include human rights clauses or that have undergone human rights screening. Sustainable development performance review: Social and environmental risk management

Enterprise governance and compliance review: Ethics and corporate accountability
2011 Transformation Report
HR2   Percentage of significant suppliers and contractors and other business partners that have undergone screening on human rights and actions taken. Enterprise governance and compliance review: Ethics and corporate accountability
2011 Transformation Report
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. Enterprise governance and compliance review: Ethics and corporate accountability
HR4   Total number of incidents of discrimination and corrective actions taken. Cultural sustainability: Collective bargaining
HR5   Operations and significant suppliers identified in which the right to exercise freedom of association and collective bargaining may be violated or at significant risk, and actions taken to support these rights. No significant risk identified for the reporting period
HR6   Operations and significant suppliers identified as having significant risk for incidents of child labour and measures taken to contribute to the effective abolition of child labour. No significant risk identified for the reporting period
HR7   Operations and significant suppliers identified as having significant risk for incidents of forced or compulsory labour, and measures to contribute to the elimination of all forms of forced or compulsory labour. No significant risk identified for the reporting period
HR10   Percentage and total number of operations that have been subject to human rights reviews and/or impact assessments. Enterprise governance and compliance review: Ethics and corporate accountability
HR11   Number of grievances related to human rights filed, addressed and resolved through formal grievance mechanisms. Enterprise governance and compliance review: Ethics and corporate accountability
Labour practices and decent work – Management approach
LA1   Total workforce by employment type, employment contract, and region broken down by gender. Cultural sustainability: Employee profile
Cultural sustainability: Leading internal transformation
LA2   Total number and rate of new employee hires, employee turnover by age group, gender and region. Cultural sustainability: Employee profile
LA4   Percentage of employees covered by collective bargaining agreements. Cultural sustainability: Collective bargaining
LA5   Minimum notice periods regarding significant operational changes, including whether it is specified in collective agreements. Cultural sustainability: Collective bargaining
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 programmes. Cultural sustainability: Occupational health and safety
LA7   Rates of injury, occupational diseases, lost days and absenteeism, and number of work-related fatalities by region and by gender. Cultural sustainability: Occupational health and safety
LA8   Education, training, counselling, prevention, and risk-control programmes in place to assist members, their families or community members regarding serious diseases. Cultural sustainability: Promoting Employee Wellness
LA10   Average hours of training per year per employee by gender and employee category. Cultural sustainability: Developing employees
LA12   Percentage of employees receiving regular performance and career development reviews. Cultural sustainability: Enabling employees to excel through effective performance management
LA13   Composition of governance bodies and breakdown of employees per employee category according to gender, age group, minority group membership and other indicators of diversity. Cultural sustainability: Leading internal transformation
LA14   Ratio of basic salary of men to women by employee category by significant locations of operation. Cultural sustainability: Remuneration
LA15   Return to work and retention rates after parental leave, by gender. Other 2011 initiatives
Society – Management approach
SO1   Percentage of operations with implemented local community engagement, impact assessments, and development programmes. Social sustainability: The Nedbank Foundation
SO2   Percentage and total number of business units analysed for risks related to corruption. Risk and balance sheet management review: Operational risk
SO3   Percentage of employees trained in organisation's anti-corruption policies and procedures. Risk and balance sheet management review: Operational risk
SO4   Actions taken in response to incidents of corruption. Risk and balance sheet management review: Operational risk
SO5   Public policy positions and participation in public policy development and lobbying. Sustainable development performance review: Stakeholder engagement
Environmental sustainability: Legislation and regulation
SO6   Total value of financial and in-kind contributions to political parties, politicians and related institutions by country. Nedbank’s policy does not allow for contributions to individual political parties.
SO7   Total number of legal actions for anti-competitive behaviour, anti-trust and monopoly practices and their outcomes. Risk and balance sheet management review: Enterprisewide Risk Management Framework
SO8   Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with laws and regulations. No material fines received in the reporting period
SO9   Operations with significant potential or actual negative impacts on local communities. No significant or potential negative impacts for the reporting period
SO10   Prevention and mitigation measures implemented in operations with significant potential or actual negative impacts on local communities. Not applicable to Nedbank
Product responsibility – Management approach
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. Not applicable due to nature of financial services
PR3   Type of product and service information required by procedures and percentage of significant products and services subject to such information requirements. Stakeholder overview: Client data protection and privacy
Responsible product/labelling
Risk and balance sheet management review: Operational risk
PR5   Practices related to client satisfaction, including results of surveys measuring client satisfaction. Stakeholder overview: Client
PR6   Programmes for adherence to laws, standards and voluntary codes related to marketing communications, including advertising, promotion and sponsorship. Stakeholder overview: Client data protection and privacy
Responsible product/labelling
Risk and balance sheet management review: Operational risk
PR9   Monetary value of significant fines for non-compliance with laws and regulations concerning the provision and use of products and services. No significant fines received for non-compliance in this regard in the reporting period
Economic – Management approach
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. 2011 highlights
Performance highlights
Value-added statement
Sustainable development performance review
Financial Report
Nedbank Group Limited eight-year review
Risk and balance sheet management review
EC2   Financial implications and other risks and opportunities for the organisation's activities due to climate change. Investment case
Economic review
Business profile
Operational reviews
Environmental sustainability
Risk and balance sheet management review
EC3   Coverage of the organisation's defined-benefit plan obligations. Remuneration Report
EC4   Significant financial assistance received from government. No financial assistance received from government.
EC6   Policy, practices and proportion of spending on locally based suppliers at significant locations of operation. Sustainable development performance review: Stakeholder engagement
Social sustainability: Preferential procurement
EC7   Procedures for local hiring and proportion of senior management hired from the local community at significant locations of operation. Cultural sustainability: Leading internal transformation
2011 Transformation Report
EC8   Development and impact of infrastructure investments and services provided primarily for public benefit through commercial, in-kind or pro bono engagement. Social sustainability: Transforming financial services
2011 Transformation Report