GRI1 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 supplementary information available online at www.nedbankgroup.co.za.
| No | Profile disclosure | Description online reference | UNGC2 Prin- ciples |
| 1 | Strategy and analysis | ||
| 1.1 | Statement from the most senior decision maker of the organisation. |
Chairman's Report Chief Executive's Report |
|
| 1.2 | Description of key impacts, risks and opportunities. |
Introduction: Material matters |
|
| Group strategy | 1-10 | ||
| Investment case | |||
| Stakeholder overview | |||
| Economic review | |||
| Sustainability governance structures and policies framework | 1-10 | ||
| Social and environmental risk management | 7-9 | ||
| Risk and balance sheet management review | |||
| 2 | Organisational profile | ||
| 2.1 | Name of the organisation. | Nedbank Group Ltd | |
| 2.2 | Primary brands, products and/or services. | Group profile | |
| Business profile | |||
| Operational reviews | |||
| Environmental sustainability | 7-9 | ||
| Social sustainability | |||
| 2.3 | Operational structure of the organisation, including main divisions, operating companies, subsidiaries and joint ventures. | 7-9 | |
| 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. |
7-9 | |
| 2.6 | Nature of ownership and legal form. | Group profile | |
| Company structure | |||
| 2.7 | Markets served (including geographic breakdown, sectors served and types of client/beneficiary). | ||
| 2.8 | Scale of the reporting organisation. | Operational footprint | |
| Financial Report | |||
| Nedbank Group Ltd nine-year review | |||
| 3-6 | |||
| 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. | 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. | ||
| 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. | ||
| 3.10 | Explanation of the effect of any restatements of information provided in earlier reports, and the reasons for such restatement. | A reclassification was made to the Group's Statement of Financial Position, as well as reclassifications and a restatement 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. | ||
| 3.13 | Policy and current practice with regard to seeking external assurance for the report. | 1-10 | |
| 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. |
Stakeholder overview: |
1, 2, 7-10 1, 2, 7-10 |
| 4.2 | Indicate whether the Chair of the highest governance body is also an executive officer. | Governance and ethics review | 1, 2, 7-10 |
| 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. | 1, 2, 7-10 | |
| 4.4 | Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body. |
3-6 3-6 |
|
| 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). |
1, 2, 3-6 3-6 |
|
| 4.6 | Processes in place for the highest governance body to ensure conflicts of interest are avoided. | Governance and ethics review | 3-6 |
| 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. | 1, 2, 7-10 | |
| 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. |
3-6 1, 2 |
|
| 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. |
7-9 7-9 1, 2 3-6 1-10 |
|
| 4.10 | Processes for evaluating the highest governance body's own performance, particularly with respect to economic, environmental and social performance. | 1, 2, 7-10 | |
| 4.11 | Explanation of whether and how the precautionary approach or principle is addressed by the organisation. |
Sustainable development performance review: Governance and ethics review: |
7-9 1-10 |
| 4.12 | Externally developed economic, environmental and social charters, principles, or other initiatives to which the organisation subscribes or endorses. | Sustainable development performance review | 7-9 |
| 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 and indices | |
| 4.14 | List of stakeholder groups engaged by the organisation. |
Sustainable development performance review: Stakeholder engagement |
1-10 |
| 4.15 | Basis for identification and selection of stakeholders with whom to engage. |
Sustainable development performance review: Stakeholder engagement |
1-10 |
| 4.16 | Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group. |
Sustainable development performance review: Stakeholder engagement |
1-10 |
| 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 | |||
| No | Profile disclosure | Description online reference | UNGC2 Prin- ciples |
| EN1 | Materials used by weight or volume. | 7-9 | |
| EN2 | Percentage of materials used that are recycled input materials. | Based on our materiality review process, this indicator has been deemed 'not material' and therefore we do not attempt to report on it | 7-9 |
| EN3 | Direct energy consumption by primary energy source. | 7-9 | |
| EN4 | Indirect energy consumption by primary source. | ||
| EN8 | Total water withdrawal by source. | Nedbank's participation in the WWF Water Balance Programme addresses water consumption regardless of source | 7-9 |
| 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 | 7-9 |
| 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 | 7-9 |
| EN16 | Total direct and indirect greenhouse gas emissions by mass. |
Environmental sustainability: Carbon footprint measurement |
7-9 |
| EN17 | Other relevant indirect greenhouse gas emissions by mass. |
Environmental sustainability:
Carbon footprint measurement |
7-9 |
| EN19 | Emissions of ozone-depleting substances by mass. |
Environmental sustainability:
Carbon footprint measurement |
7-9 |
| EN20 | NOx, SOx, and other significant air emissions by type and mass. | Not a material emission. If emitted and a Greenhouse Gas, then is included in the carbon footprint. | 7-9 |
| EN21 | Total water discharge by quality and destination. | Based on our materiality review process, this indicator has been deemed 'not material' and therefore we do not attempt to report on it | |
| EN22 | Total mass of waste by type and disposal method. | Environmental sustainability | 7-9 |
| EN23 | Total number and volume of significant spills. | Based on our materiality review process, this indicator has been deemed 'not material' and therefore we do not attempt to report on it | 7-9 |
| EN26 | Initiatives to mitigate environmental impacts of products and services, and extent of impact mitigation. |
Sustainable development performance review: |
|
| EN27 | Percentage of products sold and their packaging materials that are reclaimed by category. | Based on our materiality review process, this indicator has been deemed 'not material' and therefore we do not attempt to report on it | |
| 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 | 7-9 |
| Human rights - Management approach | |||
| No | Profile disclosure | Description online reference | UNGC Prin- ciples |
| 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: |
1, 2, 7-9 1, 2 |
| HR2 | Percentage of significant suppliers and contractors and other business partners that have undergone screening on human rights and actions taken. | 1, 2 | |
| 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. | 1, 2 | |
| HR4 | Total number of incidents of discrimination and corrective actions taken. | Governance and Ethics review: Human rights | 1, 2 |
| 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. |
Governance and Ethics review: Human rights |
1, 2 |
| HR11 | Number of grievances related to human rights filed, addressed and resolved through formal grievance mechanisms. |
Governance and Ethics review: Human rights |
|
| Labour practices and decent work - Management approach | |||
| No | Profile disclosure | Description online reference | UNGC Prin- ciples |
| LA1 | Total workforce by employment type, employment contract, and region broken down by gender. |
Cultural sustainability: Employee profile |
3-6 |
| LA2 | Total number and rate of new employee hires, employee turnover by age group, gender and region. |
Cultural sustainability: Employee profile |
3-6 |
| LA4 | Percentage of employees covered by collective bargaining agreements. |
Cultural sustainability: Collective bargaining |
3-6 |
| LA5 | Minimum notice periods regarding significant operational changes, including whether it is specified in collective agreements. |
Cultural sustainability: Employee relations |
3-6 |
| 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 |
3-6 |
| 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 |
3-6 |
| 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 |
3-6 |
| LA10 | Average hours of training per year per employee by gender and employee category. |
Cultural sustainability: Developing employees |
3-6 |
| LA12 | Percentage of employees receiving regular performance and career development reviews. |
Cultural sustainability: Performance management |
3-6 |
| 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: Driving transformation |
3-6 |
| LA14 | Ratio of basic salary of men to women by employee category by significant locations of operation. |
Cultural sustainability: Reward |
6 |
| LA15 | Return to work and retention rates after parental leave, by gender. |
Cultural sustainability: Employee wellbeing |
6 |
| Society - Management approach | |||
| No | Profile disclosure | Description online reference | UNGC Prin- ciples |
| SO1 | Percentage of operations with implemented local community engagement, impact assessments, and development programmes. |
Social sustainability: The Nedbank Foundation |
3-6 |
| SO2 | Percentage and total number of business units analysed for risks related to corruption. |
Risk and balance sheet management review: Operational risk |
10 |
| SO3 | Percentage of employees trained in organisation's anti-corruption policies and procedures. |
Risk and balance sheet management review: Operational risk |
10 |
| SO4 | Actions taken in response to incidents of corruption. |
Risk and balance sheet management review: Operational risk |
10 |
| SO5 | Public policy positions and participation in public policy development and lobbying. |
Sustainable development performance review: |
1-10 |
| 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. | None for the reporting period | |
| 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 | 7-9 |
| SO10 | Prevention and mitigation measures implemented in operations with significant potential or actual negative impacts on local communities. | Based on our materiality review process, this indicator has been deemed 'not material' and therefore we do not attempt to report on it | 7-9 |
| Product responsibility - Management approach | |||
| No | Profile disclosure | Description online reference | UNGC Prin- ciples |
| 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. | Based on our materiality review process, this indicator has been deemed 'not material' and therefore we do not attempt to report on it | |
| PR3 | Type of product and service information required by procedures and percentage of significant products and services subject to such information requirements. | 1, 2 | |
| 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. | 1, 2 | |
| 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 | 1, 2 |
| Economic - Management approach | |||
| No | Profile disclosure | Description online reference | UNGC Prin- ciples |
| 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. |
Sustainable development |
1-10 |
| EC2 | Financial implications and other risks and opportunities for the organisation's activities due to climate change. | 7-9 | |
| EC3 | Coverage of the organisation's defined-benefit plan obligations. | Remuneration Report | 1-6 |
| 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. |
1-10 1, 2 |
|
| EC7 | Procedures for local hiring and proportion of senior management hired from the local community at significant locations of operation. | 1, 2, 3-6 | |
| EC8 | Development and impact of infrastructure investments and services provided primarily for public benefit through commercial, in-kind or pro bono engagement. | ||
| 1 | Global Reporting Initiative. |
| 2 | United Nations Global Compact. |
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