Nedbank Group | Sustainbility contact details

Global reporting initiative content 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.

		Printed
		report	Description
No	Proﬁle disclosure	page ref	online reference
1	Strategy and analysis
1.1	Statement from the most senior decision maker of the organisation.	32 – 34	Chairman’s Report
		40 – 43	Chief Executive’s Report
1.2	Description of key impacts, risks and opportunities.	4 – 5	Introduction: Material matters
		8 – 9	Group strategy
		10 – 13	Investment case
		14 – 28	Stakeholder overview
		30 – 31	Economic review
		57	Sustainability governance structures and policy framework
		60	Responding to environmental risks and opportunities
		144 – 155	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.	1	Group proﬁle
		48 – 53	Business proﬁle
			Operational reviews
		60 – 65	Environmental sustainability
2.3	Operational structure of the organisation, including main divisions, operating companies, subsidiaries		Operational footprint
	and joint ventures.		Company structure
2.4	Location of organisation's headquarters.	1	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
2.5
2.6	Nature of ownership and legal form.		Company structure
			Group proﬁle
2.7	Markets served (including geographic breakdown,		Operational footprint
	sectors served and types of client/beneﬁciary).	48 – 53	Business proﬁle
2.8	Scale of the reporting organisation.		Operational footprint
		84 – 91	Financial Report
		92 – 95	Nedbank Group Limited eight-year review
		75	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.	6	2011 Recognition received
3	Report parameters
3.1	Reporting period (eg ﬁscal/calendar year) for information provided.	4 – 5	Introduction
3.2	Date of most recent previous report (if any).	4 – 5	Introduction
3.3	Reporting cycle (annual, biennial, etc).	4 – 5	Introduction
3.4	Contact point for questions regarding the report or its contents.	177	Contacts
3.5	Process for deﬁning report content.	4 – 5	Introduction
3.6	Boundary of the report (eg countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers).	4 – 5	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.	4 – 5	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.	4 – 5	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.	82 – 83	GRI FSSS Full GRI G3.1
3.13	Policy and current practice with regard to seeking external assurance for the report.	4 – 5	Introduction
		80 – 81	Assurance statement
		Printed
		report	Description
No	Proﬁle disclosure	page ref	online reference
4	Governance, commitments and engagement
4.1	Governance structure of the organisation, including committees under the highest governance body	57	Sustainability governance structures and policy framework
	responsible for speciﬁc tasks, such as setting strategy or organisational oversight.	156 – 163	Enterprise governance and compliance review
4.2	Indicate whether the Chair of the highest governance body is also an executive officer.	156 – 163	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.	36 – 39	Board of directors
		156 – 163	Enterprise governance and compliance review
4.4	Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body.	16	Stakeholder overview: Staff Stakeholder engagement: Staff
		166 – 171	Notice of annual general meeting
		175	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).	116 – 143 74 – 79	Remuneration Report Cultural sustainability
4.6	Processes in place for the highest governance body to ensure conﬂicts of interest are avoided.	156 – 163	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.	56 – 59 156 – 163	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.	56 – 59 156 – 163	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.	56 – 59 60 – 65 66 – 73 74 – 79 156 – 163	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.	56 – 59 156 – 163	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.	58 162	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.	58	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.	15, 59	Sustainable development performance review: Stakeholder engagement
4.15	Basis for identiﬁcation and selection of stakeholders with whom to engage.	15, 59	Sustainable development performance review: Stakeholder engagement
4.16	Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group.	15, 59	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.	15, 59	Sustainable development performance review: Stakeholder engagement
Environmental – Management approach
EN1	Materials used by weight or volume.	92 – 95	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.	92 – 95	Nedbank Group Limited eight-year review Environmental sustainability: Carbon footprint measurement
EN4	Indirect energy consumption by primary source.	92 – 95	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.	63	Environmental sustainability: Carbon footprint measurement
EN17	Other relevant indirect greenhouse gas emissions by mass.	63	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.	60 – 65	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.	60 – 65 63	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.	58 62	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.	58	Sustainable development performance review: Social and environmental risk management
		162	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.	162	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.	162	Enterprise governance and compliance review: Ethics and corporate accountability
HR4	Total number of incidents of discrimination and corrective actions taken.	78	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.	162	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.	162	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.	75 77 – 79	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.	75	Cultural sustainability: Employee proﬁle
LA4	Percentage of employees covered by collective bargaining agreements.	78	Cultural sustainability: Collective bargaining
LA5	Minimum notice periods regarding signiﬁcant operational changes, including whether it is speciﬁed in collective agreements.	78	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.	79	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.	79	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.	76	Cultural sustainability: Promoting Employee Wellness
LA10	Average hours of training per year per employee by gender and employee category.	76	Cultural sustainability: Developing employees
LA12	Percentage of employees receiving regular performance and career development reviews.	76	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.	77	Cultural sustainability: Leading internal transformation
LA14	Ratio of basic salary of men to women by employee category by signiﬁcant locations of operation.	77	Cultural sustainability: Remuneration
LA15	Return to work and retention rates after parental leave, by gender.	76	Other 2011 initiatives
Society – Management approach
SO1	Percentage of operations with implemented local community engagement, impact assessments, and development programmes.	67 – 68	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.	59 64	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.	150	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.	20	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.	18 – 20	Stakeholder overview: Client
PR6	Programmes for adherence to laws, standards and voluntary codes related to marketing communications, including advertising, promotion and sponsorship.	20	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.	2 3 29 56 –79 84 – 91 92 – 95 144 – 155	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.	10 – 13 30 – 31 48 – 53 60 – 65 144 – 155	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.	116 – 143	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. engagement	15, 59 72	Sustainable development performance review: Stakeholder Social sustainability: Preferential procurement
EC7	Procedures for local hiring and proportion of senior management hired from the local community at signiﬁcant locations of operation.	77	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.	71 – 73	Social sustainability:Transforming ﬁnancial services 2011 Transformation Report



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