GRI-G3 indicators index

The 2010 Sustainability Report was compiled in compliance with the Global Reporting Initiative GRI-G3 guidelines. The following table shows the indicators of the GRI-G3 guidelines, the relevant page number of this Report, and the level of coverage, using the following symbols:

T total
P partial
NC not covered

Some indicators are only given the partial symbol, as Autogrill prefers to be thoroughly transparent in describing its vision and ongoing commitment to improving the Group’s economic, social and environmental performance. Nevertheless, in the report a full account is given of the more significant CSR issues.

Legend:
CGR: 2010 Corporate Governance Report
AR: 2010 Annual Report
CE: Code of Ethics

 

GRI Indicator
Description
Level of
coverage
Page
PROFILE  
 
 
 1. Strategy and analisys
 
 
1 .1 Statement of the organization’s vision and strategy regarding its contribution to sustainable development
T A chat with Autogrill's
CEO,
Afuture, Four items for a shared venture
1 .2 Description of key impacts, risks, and opportunities
T The risk map
 2. Profile of the organization
 
 
2.1 Name of the organization
T Cover of the paper document
2.2 Primary brands, products, and/or services
T The challenges of the journey: from stop to change
2.3 Operational structure of the organization
T Organizational structure, A continuously evolving scenario
2.4 Headquarters
T Contacts
2.5 Countries where the organization operates
T A continuously evolving scenario
2.6 Nature of ownership and legal form
T The value of results
2.7 Markets served
T The most significant economic-financial events,
A continuously evolving scenario
2.8 Dimension of the companies belonging to the organization, including: number of employees, net
sales, total capitalization broken down in terms of debt and equity and quantity of products or services provided
T The most significant economic-financial events,
  The group and its venture,The value of results Knowledge leads to improvement
2.9 Significant changes during the reporting period regarding size structure, or ownership
T The most significant economic-financial events,
Travel notes Tables
2.10 Awards received in the reporting period
T People, Planet
 3. Report parameters
 
 

 Report profile
 
 
3.1 Reporting period for information provided
T Travel notes
3.2 Date of most recent Report
T Travel notes
3.3 Reporting cycle
T Travel notes
3.4 Contacts for questions regarding the Report or its contents
T Contacts
 
Objective and boundary of the Report
 
 
3.5 Process for defining Report content
T Travel notes, Afuture,
3.6 Boundary of the Report
T Travel notes
3.7 Limitations on the scope or boundary of the Report
T Travel notes
3.8 Information on Group related companies
T Travel notes
3.9 Data measurement techniques and the bases of calculations
T Travel notes
3.10 Explanation of the effect of any re-statements of information provided in earlier reports, and the reasons for such re-statement
T Travel notes, Tables,
Training and development from within
3.11 Significant changes from previous reporting periods
T Travel notes,
Tables,
Training and development from within
 
GRI content index
 
 
3.12 Table identifying the page numbers
T GRI-G3 Indicators index
 
Assurance  
 
3.13 External assurance
T Report from the indipendent auditing firm
 4. Governance, commitment, engagement
 

Governance
 
 
4.1 Governance structure of the organization
T Organizational structure, Autogrill Corporate Governance
4.2 Indicate whether the Chair is also an executive officer
T CGR (17, 37)
4.3 Independent and/or non-executive Directors
T Autogrill Corporate Governance
4.4 Mechanisms for shareholders and employees to provide recommendation
T CGR (9, 35)
4.5 Linkage between compensation for members of the highest governance body, senior managers, and executives
T CGR (6–7), AR (116)
4.6 Conflicts of interest
T CGR (9–10, 18)
4.7 Qualifications and expertise of the Directors
T Autogrill Corporate Governance, CGR (9, 16)
Indicatore GRI Description
Level of
coverage
Page
4.8 Mission or values, codes of conduct, and principles relevant to economic, environmental, and
social performance
T The first step of the journey, Enhancing the value of diversity
4.9 Procedures of the BoD for identifying and managing economic, environmental, and social performance
T The risk map, Afuture, Four items for a shared venture,Health and safety, When an orientation becomes a habit
4.10 Procedures for the valuation of the Directors’ economic, environmental, and social performances
T Constant control guarantees quality,
CGR (16, 23)
 
Commitments to external initiatives
 
 
4.11 Explanation of how the precautionary approach or principle is applied
T Travel notes, The risk map, Afuture, Constant control guarantees quality
4.12 Subscribtion of economic, environmental, and social codes of conducts, principles e charters developed by external organizations
T Enhancing the value of diversity,
When an orientation becomes a habit
4.13 Memberships in national/international industry associations
T In a continuously changing world, consumers remain at the core, Response to modern trends, When an orientation becomes a habit
 
Stakeholder engagement
 
 
4.14 List of stakeholder groups engaged by the organization
T Travel notes
4.15 Principles for identifying and select stakeholders
T see footnote
4.16 Approaches to stakeholder engagement
T Four items for a shared venture, The people at the core of a value strategy, In a continuously changing world, consumers remain at the core
4.17 Key topics and concerns that have been raised through stakeholder engagement and the
organization’s response
T The people at the core of a value strategy, In a continuously changing world, consumers remain at the core
ECONOMIC PERFORMANCE INDICATORS
 
DMA Information on management policies
T A chat with Autogrill's CEO, The most significant economic-financial events, The risk map, CE

 Economic performance
 
 
Core EC1 Direct economic value generated and distributed
T The value of results, Financial tables
Core EC2 Financial implications and other risks and opportunities for the organization’s activities due to
climate change
NC nc
Core EC3 Coverage of the organization’s defined benefit plan obligations
T AR (61, 156)
Core EC4 Significant financial assistance received from government
T Knowledge leads to improvement
 
Market presence
 
 
Core EC6 Policy, practices, and proportion of spending on locally-based suppliers
T The road towards excellence: relationship with partners, Response to modern trends, Financial tables
Core EC7 Procedures for local hiring
T Knowledge leads to improvement
 
Indirect economic impacts
 
 
Core EC8 Development and impact of infrastructure investments and services provided primarily for public
benefit
T Creating value: from people to people, Planet
 ENVIRONMENTAL PERFORMANCE INDICATORS
 
DMA Information on management policies
T A chat with Autogrill's CEO, Planet

Materials
 
 
Core EN1 Materials used by weight or volume
P Waste management
Core EN2 Percentage of materials used that are recycled input materials
P Educate and disseminate: two steps towards an internal re-orientation, Energy saving and waste control

 Energy
 
 
Core EN3 Direct energy consumption by primary energy source
P Energy saving and waste control
Core EN4 Indirect energy consumption by primary source
P Energy saving and waste control
Additional EN5 Energy saved due to conservation and efficiency improvements (kWh saved, etc.)
T When an orientation becomes a habit
see footnote
Additional EN6 Energy-efficient or renewable energy based products and servicesenergia rinnovabile T When an orientation becomes a habit, Energy saving and waste control

 Water
 
 
Core EN8 Total water withdrawal by source
P Mindful use of water

 Biodiversity
 
 
Core EN11 Location and size of land owned, leased, or managed in protected areas or areas of high biodiversity value outside protected areas
NC nc
Core EN12 Description of significant impacts on biodiversity
NC nc

 Emissions and waste
 
 
Core EN16 Total direct and indirect greenhouse gas emissions by weight
NC nc
Note 4.15 Stakeholders, with whom the Group could dialogue, are identified based on the Code of Ethics and the characteristics and specificities of the business Note EN5 Thanks to LED lighting in the bar zone, the average saving is quantified in 368 joule/second per point of sales
GRI Indicator
Description
Level of coverage Page
Core EN17 Other relevant indirect greenhouse gas emissions by weight
NC nc
Core EN19 Emissions of ozone-depleting substances by weightper lo strato di ozono P Energy saving and waste control
Core EN20 Other emissions in atmosphere
NC nc
Core EN21 Total water discharge by quality and destination
NC nc
Core EN22 Total weight of waste by type and disposal methodsmaltimento P Energy saving and waste control, Waste management
Core EN23 Total number and volume of significant spills
NC nc
  Products and services
   
Core EN26 Initiatives to mitigate environmental impacts of products and services, and extent of impact mitigation T When an orientation becomes a habit, Energy saving and waste control,
Core EN27 Percentage of products sold and their packaging materials that are reclaimed by category P Educate and disseminate: two steps towards an internal re-orientation, Energy saving and waste control,
  Compliance    
Core EN28 Monetary value and total number of fines for non-compliance with environmental regulations NC nc

 Trasport
   
Additional EN29 Significant environmental impacts of transporting products and other goods and materials used for the organization’s operations and for transporting members of the workforce P Energy saving and waste control,
 SOCIAL PERFORMANCE INDICATORS  
  Labour pratices    
DMA Information on management policies T A chat with Autogrill's CEO, People,CE
Core LA1 Total workforce by employment type, employment contract, and region T Tables, Creating value through diversity
Core LA2 Total number of personnel and turnover rate, by age, sex, geographical area
NC nc
Additional LA3 Benefits provided to full-time employees that are not provided to temporary or part-time employees, by major operations T Relations and dialogue
  Labor management relations  
 
Core LA4 Percentage of employees covered by collective bargaining agreements P Relations and dialogue, Creating value through diversity
Core LA5 Minimum notice period regarding significant operational changes T Relations and dialogue
  Health and safety
   
Additional LA6 Percentage of total workforce represented in formal joint management-worker health and safety committees P Health and safety
Core LA7 Rates of injury, occupational diseases, lost days, absenteeism, and number of work-relatedfatalities by region P Health and safety
Core LA8 Education, training, prevention, and risk-control programs in place to assist workforce members P Health and safety, Training and development from within
Additional LA9 Health and safety topics covered in formal agreements with trade unions P Relations and dialogue
  Training and education    
Core LA10 Average yearly hours of training per employee by employee category P Knowledge leads to improvement, Training and development from within
Additional LA 11 Programs for skills and career development T Knowledge leads to improvement,
Additional LA 12 Percentage of employees receiving regular career development reviews P Knowledge leads to improvement,
   Diversity and equal opportunity  
Core LA13 Composition of governance bodies and breakdown of employees per category according to gender, age group, minority group membership, and other indicators of diversity T Autogrill Corporate GovernanceEnhancing the value of diversity, Tables, Creating value through diversity
see footnote
Core LA14 Ratio of basic salary of men to women NC nc
  Human rights    
DMA Information on management policies T Enhancing the value of diversity, The road towards excellence: relationship with partners, CE

 Investment pratices, suppliers selection practices and personnel training
Core HR1 Percentage and total number of significant investment  agreements that include human rights clauses P When an orientation becomes a habit, The road towards excellence: relationship with partners
Core HR2 Supplier screening on human rights and actions taken P The road towards excellence: relationship with partners, When an orientation becomes a habit
Additional HR3 Total hours of employee training on policies and  procedures concerning aspects of human rights that are relevant to operations P Training and development from within
Note LA13 The Board of Directors is composed as follows: 100% men, 100% Italians, 50% with age comprised between 30 and 50 years, and 50% over 50 years
GRI Indicator
Description
Level of
coverage
Page
 
Non-discrimination
 
 
Core HR4 Total number of incidents of discrimination and actions taken
NC nc
 
Freedom of association
 
 
Core HR5 Operations identified in which freedom of association and collective bargaining may be at
significant risk and actions taken to efendi these rights
T see footnote
 
Child labour
 
 
Core HR6 Use of child labour
T see footnote
 
Forced and compulsory labour
 
 
Core HR7 Use of forced and compulsory labour
T see footnote
 
Society
 
 
DMA Information on management policies
T Creating value: from people to people,  Planet, AR (44)
 
Community
 
 
Core SO1 Management of the impact of operations on communities
P Creating value: from people to people, Planet
 
Corruption
 
 
Core SO2 Analysis and monitoring of corruption risks
T The risk map, Autogrill Corporate Governance
 see footnote
Core SO3 Employees trained in anti-corruption policies and procedures
T The value of results
Core SO4 Actions taken in response to incidents of corruption
NC nc
 
Political contributions
 
 
Core SO5 Public policy positions and participation in public policy development
NC nc
Additional SO6 Total value of financial and in-kind contributions to political parties, politicians, and related institutions
P see footnote
 
Compliance
 
 
Core SO8 Sanctions for non-compliance with laws and regulations
NC nc
 
Product responsibility
 
 
DMA Information on management policies
T Constant control guarantees quality,The road towards excellence: relationship with partnersAR (43, 190)
 
Customer health and safety
 
 
Core PR1 Health and safety of products and services
T Constant control guarantees quality, The road towards excellence: relationship with partners
 
Products and services labeling
 
 
Core PR3 Products and services information
P Response to modern trends
Additional PR5 Practices related to customer satisfaction
P In a continuously changing world, consumers remain at the core, Constant control guarantees quality, Creating value: from people to people
 
Advertising
 
 
Core PR6 Adherence to laws, standards and voluntary codes related to marketing communications
P In a continuously changing world, consumers remain at the core
 
Compliance
 
 
Core PR9 Sanctions for non-compliance with laws and regulations concerning the provision and use of
products and services
NC nc
Note HR5 In all the countries in which the Group operates, the freedom of association and collective bargaining is guaranteed and incentivated Note HR6-HR7 Autogrill complies to every country regulations. In developping nations which are considered at risk, the Group adopts the Parent company rules regarding child and forced/compulsory labour Note SO2 With reference to all the business sectors, Autogrill SpA (the Holding) and Group sub-holdings (HMSHost, Aldeasa, World Duty Free) were subject to risk analysis about anti-corruption and anti-bribery Note SO6 In countries where contributions to political parties are allowed, these are pre-emptively verified and approved by the Legal department in order to ensure the respect of local regulations.