Global Reporting Initiative indicators (GRI – G3)

2012 Social and Cooperative Responsibility Report (SCRR)

INDEX DESCRIPTION OF INDICATOR DESJARDINS RESPONSE
STRATEGY AND ANALYSIS
1.1 Statement from the most highly-ranked decision-maker of the organization (e.g. Ceo, chair or equivalent senior position) about the relevance of sustainability to the organization and its strategy.
1.2 Description of key impacts, risks and opportunities. See Democratic governance: "one member, one vote".
ORGANIZATIONAL PROFILE
2.1 Name of the organization Desjardins Group (DG)
2.2 Primary brands, products and services. See page 19 of Desjardins Group Management's Discussion and Analysis (PDF, 2.88 MB).
2.3 Operational structure of the organization, including main divisions, operating companies, subsidiaries and joint ventures. See page 19 of Desjardins Group Management's Discussion and Analysis (PDF, 2.88 MB).
2.4 Location of organization's headquarters. Lévis (Québec), Canada
2.5 Number of countries where the organization operated, and names of countries that either have major operations or are specifically relevant to the sustainability issues covered in the report. See Desjardins in Canada and abroad.
2.6 Nature of ownership and legal form. See page 18 of Desjardins Group Management's Discussion and Analysis (PDF, 2.88 MB).
2.7 Markets served (including geographic breakdown, sectors served, and types of customers and beneficiaries). See Desjardins in Canada and abroad.
See page 18 of Desjardins Group Management's Discussion and Analysis (PDF, 2.88 MB).
2.8 Scale of the reporting organization. See About Desjardins Group.
2.9 Significant changes during the reporting period in terms of size, structure and ownership. No significant changes
2.10 Awards received in the reporting period. See Awards and recognition.
REPORT PARAMETERS
3.1 Reporting period See About the 2012 report.
3.2 Date of most recent report. 2011
3.3 Reporting cycle. Annual
3.4 Contact person for questions regarding the report or its content. Brand Management and Sponsorship Administrative Department
Communications Corporate Division
Desjardins Group
Telephone: 514-281-7000, ext.7272
Toll-free: 1-866-866-7000, ext.7272
3.5 Process for defining report content. See About the 2012 report.
3.6 Boundary of the report (e.g. countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers). See About the 2012 report.
3.7 Specify limitations on the scope or boundary of the report. See About the 2012 report.
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 organizations. None
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. Available upon request
3.10 Explanation of the effect of any re-statements of information provided in earlier reports, and the reasons for such re-statement (e.g. mergers/acquisitions, change of base years/periods, nature of business, measurement methods) Indicated in table where applicable
3.11 Significant changes from previous reporting periods in the scope, boundary, or measurement methods. Indicated in table where applicable
3.12 Table indentifying the location of the Standard Discolsures in the report. Yes
3.13 Policy and current practice with regard to seeking external assurance for the report. No external assurance
GOVERNANCE
4.1 Governance structure of the organization, including committees under the highest governance body responsible for specific tasks, such as setting strategy or organizational oversight (for economic, social and environmental performance). See Managing the main social responsibility issues and pages 188, 196 to 199, and 202 of Governance That Benefits Our Members (PDF, 1.2 MB).
4.2 Indicate whether the Chair fo the highest governance body is also executive officer (and, if so, their function within the organization's management and the reasons for this arrangement. See page 197 of Governance That Benefits Our Members (PDF, 1.2 MB).
4.3 For organizations that have a unitary board structure, state the number of members of the highest governance body that are independent or non-executive members. See pages 196 to 199 of Governance That Benefits Our Members (PDF, 1.2 MB).
4.4 Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body. See Policies, charters and principles.
4.5 Linkage between compendation for members of the highest governance body, senior managers, and executives (including departure arrangements) and the organization's performance (including social and environmental performance). See pages 190 to 193 of Governance That Benefits Our Members (PDF, 1.2 MB).
4.6 Processes in place for the highest governance body to ensure conflicts of interest are avoided. See page 194 of Governance That Benefits Our Members (PDF, 1.2 MB).
4.7 Process for determining the qualifications and expertise of the members of the highest governance body for guiding the organization's strategy on economic, environmental, and social topics. See page 189 of Governance That Benefits Our Members (PDF, 1.2 MB).
4.8 Internally developed statements of mission or values, codes of conduct, and principles relevant to economic, environmental, and social performance. See Mission, vision and values and Policies, charters and principles.
4.9 Procedures of the highest governance body for overseeing the organization's identification and mamagement of economic, social and environmental performance, including relevant risks and opportunities, and adherence to or compliance with internationally agreed standards, codes of conduct and principles. See pages 186 to 188 of Governance That Benefits Our Members (PDF, 1.2 MB).
4.10 Processes for evaluating the highest governance body’s own performance, particularly with respect to economic, social, and environmental performance. See page 189 of Governance That Benefits Our Members (PDF, 1.2 MB).
4.11 Explanation of whether and how the precautionary approach or principle is addressed by the organization. See Social and cooperative responsibility.
4.12 Externally developed economic, environmental and social charters, principles, or other initiatives to which the organization subscribes or which it endorses. See Policies, charters and principles.
4.13 Memberships in associations (such as industry associations) and/or national/international advocacy organizations in which the organization has positions in governance bodies; participates in projects or committees; provides substantive funding beyond routine membership dues; or views membership as strategic. See Affiliations and associations and Supporting the cooperative movement.
4.14 List of stakeholder groups engaged by the organization. See Maintaining stakeholer dialogue.
4.15 Basis for identification and selection of stakeholders with whom to engage. No standardized parameters
4.16 Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group. See Maintaining stakeholer dialogue.
4.17 Key topics and concerns that have been raised through stakeholder engagement, and how the organization has responded to those key topics and concerns, including through its reporting. See Managing the main social responsibility issues.
ECONOMIC INDICATORS
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. See A solid footing, Community prosperity, and Fondation Desjardins.
EC2 Risks and opportunities for the organization’s activities due to climate change. See Climate change.
EC3 Coverage of the organization’s defined benefit plan obligations. See Working conditions and competitive programs.
EC4 Significant financial assistance received from governement. No substantial assistance
EC5 Distribution ratio of entry level salaries compared to local minimum wage at significant locations of operation. See Pay equity policy.
EC6 Policy, practices, and proportion of spending on locally based suppliers at significant locations of operation. See Responsible procurement.
EC7 Processes for local hiring and proportion of executives from around the significant locations of operation. See Total number and distribution of employees.
EC8 Development and impact of infrastructure investments and services provided primarily for public benefit through engagement. None in 2012
EC9 Understanding and describing significant indirect economic impacts, including their extent. See Community prosperity.
ENVIRONMENTAL INDICATORS
EN1 Materials used by weight or volume. See Responsible consumption.
EN2 Percentage of materials used that are recycled input materials. See Responsible consumption.
EN3 Direct energy consumption by primary energy source. See Climate change.
EN4 Indirect energy consumption by primary source. See Climate change.
EN5 Conservation and energy efficiency See Climate change.
EN6 Energy-efficient products and services See Encouraging more environmentally friendly behaviour.
EN7 Initiatives to reduce indirect energy consumption and reductions achieved. See Climate change.
EN8 Total water consumption per source. Water consumption is not measured. Employees use the water only to drink or for sanitary purposes. At certain locations, water is used to wash company vehicules or to cool the air in buildings.
EN9 Significantly affected water sources. Given the nature of the water use, we estimate that no water source is significantly affected by our operations.
EN10 Percentage and total volume of water recycled and reused. Part of the water used for the building’s packaged chillers, working in a closed loop system, is reused. The total volume of water reused is unknown.
EN11 to EN15 Biodiversity Given the nature of Desjardins’s operations, there is no significant impact on areas that are either protected or rich in biodiversity.
EN16 Total direct and indirect greenhouse gas emissions by weight. See Climate change.
EN17 Other relevant indirect greenhouse gas emissions by weight. See Climate change.
EN18 Initiatives to reduce greenhouse gas emissions and reductions achieved. See Climate change.
EN20 NOx, SO2 and other significant air emissions by type and weight. Not measured
EN21 Total water discharge by quality and destination. Not measured
EN22 Total weight of waste by type and disposal method. Not measured
EN25 Identity, size, protected status, and biodiversity value of water bodies and related habitats significantly affected by the reporting organization’s discharges of water and runoff. Given the nature of Desjardins’s operations, there is no significant impact on areas that are either protected or rich in biodiversity.
EN26 Initiatives to mitigate environmental impacts of products and services, and extent of impact mitigation. See Climate change.
SOCIAL PERFORMANCE: LABOUR PRACTICES AND DECENT WORK
LA1 Total workforce by employment type, employment contract, and region. See A highly stimulating work environment.
LA2 Total number and rate of employee turnover by age group, gender, and region. See A highly stimulating work environment.
LA3 Benefits provided to full-time employees that are not provided to temporary or part-time employees, by major operations. See A highly stimulating work environment.
LA4 Percentage of employees covered by collective bargaining agreements. See A highly stimulating work environment.
LA5 Notice period(s) regarding significant operational changes. See A highly stimulating work environment.
LA6 Percentage of total workforce represented in formal joint management-worker health and safety committees that help monitor and advise on occupational health and safety programs. See Employee well-being.
LA7 Rates of injury, occupational diseases, lost days, and absenteeism, and total number of work-related fatalities by region. See Employee well-being.
LA8 Education, training, counselling, prevention, and risk control programs in place to assist workforce members, their families, or community members regarding serious diseases. See Products designed to provide financial security.
LA9 Health and safety topics covered in formal agreements with trade unions. Trade unions include all elements stipulated by labour laws
LA10 Average hours of training per year per employee by employee category. See Training and development.
LA11 Programs for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings. See Training and development.
LA12 Percentage of employees receiving regular performance reviews and that are enrolled in a career development program. See Training and development.
LA13 Composition of governance bodies and breakdown of employees per category according to gender, age group, minority group membership, and other indicators of diversity. See Total number and distribution of employees and Representation in caisse governance.
LA14 Ratio of basic salary of men to women by employee category. See Pay equity policy.
SOCIAL PERFORMANCE: HUMAN RIGHTS AND PROCUREMENT
HR2 Percentage of significant suppliers and contractors that have undergone screening on human rights and actions taken. See Responsible procurement.
HR3 Total hours of employee training on policies and procedures concerning aspects of human rights that are relevant to operations, including the percentage of employees trained. Not measured
HR4 Total number of incidents of discrimination and actions taken. Incidents are managed by an independent body and kept confidential.
HR5 Operations identified in which the right to exercise freedom of association and collective bargaining may be at significant risk, and actions taken to support these rights. See A highly stimulating work environment.
HR6 Operations identified as having significant risk for incidents of child labour, and measures taken to contribute to the elimination of child labour. Not material for Desjardins operations. However, risk is present in procurement chain.
See Responsible procurement.
HR7 Operations identified as having significant risk for incidents of forced or compulsory labour, and measures taken to contribute to the elimination of forced or compulsory labour. Not material for Desjardins operations. However, risk is present in procurement chain.
See Human rights.
HR8 Percentage of security personnel trained in the organization’s policies and procedures concerning aspects of human rights that are relevant to operations. See Protecting personal information.
SOCIAL PERFORMANCE: SOCIETY
SO2 Percentage and total number of business units analyzed for risks related to corruption. See Fraud and corruption prevention.
SO3 Organization’s anti-corruption policies and procedures. See Fraud and corruption prevention.
SO5 Public policy positions and participation in public policy development and lobbying. See Framework for representation activities.
SO6 Total value of financial and in-kind contributions to political parties, politicians, and related institutions by country. See Framework for representation activities.
SOCIAL PERFORMANCE: PRODUCT RESPONSIBILITY
PR5 Practices related to customer satisfaction, including results of surveys measuring customer satisfaction. See Aiming for member and client satisfaction.
PR6 Programs for adherence to laws, standars and voluntary codes related to marketing communication, including advertising, promotion and sponsorships. See Marketing communication practices.
SECTOR SUPPLEMENT: FINANCIAL SERVICES
FS1 Policies with specific environmental and social components applied to business lines. See Socially responsible investing (SRI) and Social and cooperative responsibility.
FS2 Procedures for assessing and screening environmental and social risks in business lines. Management of environmental and social risks
FS5 Interactions with clients/investors/business partners regarding environmental and social risks and opportunities. See Management of environmental and social risks.
FS7 Monetary value of products and services designed to deliver a specific social benefit for each business line broken down by purpose. See Solidarity-based financial products and Products that support sustainable development.
FS8 Monetary value of products and services designed to deliver a specific environmental benefit for each business line broken down by purpose. See Products that support sustainable development.
FS12 Voting policies applied to environmental or social issues for shares over which the reporting organization holds the right to vote or advises on voting. See Desjardins Mutual Assistance Funds.
FS14 Initiatives to improve access to financial services for disadvantaged people. See Accessibility of our products and services.
FS16 Initiatives to enhance financial literacy by type of beneficiary. See Education and cooperation.