GRI content index

G3	Indicator	Description	Page/s
STRATEGY	1.	Statement from senior decision-maker about the relevance and	32
		importance of sustainability to Altron, the overall vision and	50 – 55
		strategy for the short-term, medium-term and long-term
		particularly with regard to managing the key challenges
		associated with economic, environmental and social
		performance.
ORGANISATIONAL PROFILE	2.1	Name of the organisation	IFC

	2.2	Primary products, brands, and/or services	34 – 45, 56 – 57

	2.3	Operational structure of the organisation	2 – 3

	2.4	Head office location	IBC

	2.5	Number of countries where Altron operates, and names of	12 – 13,
		countries with major operations relevant to the sustainability	34 – 45
		issues covered in this report

	2.6	Nature of ownership and legal form	110 – 113

	2.7	Markets served	56 – 57

	2.8	Scale of reporting organisation including:	58
		number of employees net sales total capitalisation broken down in terms of debt and equity quantity of products or services provided
			58, 10 – 11
			10 – 11
			56 57

	2.9	Significant changes in the reporting organisation during period	n/a
		under review

	2.10	Awards received during the reporting period	25, 116
REPORT SCOPE AND BOUNDARY	3.1	Reporting period	1

	3.2	Date of most recent previous report	IBC

	3.3	Reporting cycle	1, IBC

	3.4	Contact details for further information about this report	109

	3.5	Process for:	50 – 51
		determining materiality process for prioritising topics in the report identifying stakeholders expected to use this report	63 – 71



	3.6	Report boundary	50 – 51

	3.7	Limitations on the scope or boundary of the report	50

	3.8	Basis for reporting on joint ventures, subsidiaries, leased	50
		facilities and outsourced operations

	3.10	Explanation of the effect of any re-statements of information in	n/a
		earlier reports, and reasons for such restatement

	3.12	GRI table	203 – 204
GOVERNANCE	4.1	Governance structure of the organisation	116 – 128

	4.2	Indicate whether the chairman is also an executive officer, and	118
		if so, reasons for this arrangement

	4.3	Number of independent and/or non-executive members	117

	4.4	Mechanisms for shareholders and employees to provide	69, 127
		recommendations or direction to the Board

	4.14	List of stakeholder groups engaged by the organisation	63 – 70

	4.15	Basis for identification and selection of stakeholders with whom	63 – 70, 127
		to engage
PERFORMANCE INDICATORS	EC1	Direct economic value generated and distribution, including	58
		revenue, operating cost, employee compensation, donation and
		other community investments, retained earnings and payments
		to capital providers and governments

	EC 7	Procedures for local hiring and proportion of senior management	76, 79
		hired from the local community

	EN 10	Percentage and total volume of water recycled and reused	102 – 103

	EN23	Total number and volume of significant spills	104

	EN 26	Initiatives to mitigate environmental impacts of products and	104 – 108
		services and extent of impact mitigation

	EN30	Total environmental protection expenditures and investments by	107
		type

	LA3	Benefits provided to full-time employees that are not provided	80 – 81
		to part-time or temporary employees

	LA7	Rates of injury, occupational diseases, lost days, absenteeism	96
		and fatalities

	LA8	Education, training, counselling, prevention and risk-control	97 – 99
		programmes in place to assist workforce members, their

		families or community members, regarding serious diseases

	LA11	Programmes for skills management and lifelong learning that	77 – 81
		support the continued employability of employees and assist
		them in managing career endings

	LA12	Percentage of employees receiving regular performance and	79
		career development reviews

	LA13	Composition of governance bodies in terms of diversity and	76
		breakdown of employees per category according to gender and
		other relevant indicators of diversity