Prioritizing ESG Topics - ESG Navigator

Leading ESG Indicators Survey

Thank you for participating! The survey should take 10-15 minutes (the first ESG director completed it in 9 minutes).

Think of the 100 KPIs (we call them Key Sustainability Indicators) in this survey as defining the actions companies like yours take to gain value from ESG. Scott Tew (VP Sustainability, Trane Technologies) likes to say ESG Navigator’s Key Sustainability Indicators:

“define what good, better, best look like – and what’s expected of us as we progress”

Since 2015, over 80 major companies have shaped, tested, and refined these 100 Key Sustainability Indicators, organized as follows:

Four sections: E + S + G + Strategy – 60% Governance and Strategy; 40% Environment and Social.
Four stages of maturity – a tough rating scale (no company is fully stage 4 today).

Leading ESG Indicators Survey

Step 1 of 6

16%

Name(Required)

First Last

Company(Required)

Business Unit/Region (if applicable)

Email(Required)

Industry Sector(Required)

Publicly-held or Privately-held(Required)

Headquarters Location (select one)(Required)

Annual Revenue (in U.S. Dollars)

Headcount

What was your company's worldwide full-time headcount (full-time equivalent) at the end of last year?

ESG PRIORITIZATION

Identify which ESG topics (KPIs - we call KSIs) will be most important to drive long-term value - across industry in general. You can run through the 100 questions in about 20 MINUTES.

INSTRUCTIONS

SCORE each question (Key Sustainability Indicator) on IMPORTANCE TO COMPANIES IN YOUR SECTOR AND COMPANIES IN GENERAL - TO DRIVE LONG-TERM VALUE from ESG. You are NOT evaluating importance to your company leadership today. The TARGET = ~20% (20 of the 100) scored as MOST IMPORTANT. For each Key Sustainability Indicator, we describe the intent of the question/KSI.

PART 1: GOVERNANCE

Contains Key Sustainability Indicators for six (6) elements: (1) Company Purpose and Values; (2) CEO and C-Suite Leadership; (3) Board of Directors Leadership; (4) Goals and Metrics; (5) Culture and Organization; and (6) Disclosure and Reporting.

1.1 - Company Purpose (Vision, Mission)

Most Important (top 20%)

Very Important

Important

Less Important or Not Applicable (N/A)

To what extent is ESG/Sustainability the North Star - at the core of company’s distinctive role in society; with strategic and key operational decisions guided by purpose; and with ESG/S driving a goal of net positive impact?

1.2 - Operationalizing ESG/S

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent does the executive team drive integration of ESG/S into the business - with corporate strategy and capital allocation guided by ESG/S?

1.3 - Commitments by Board and/or C-Suite

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent has the CEO, C-Suite, and/or full board of directors publicly committed to ESG/S (the intent of the SDGs)?

1.4 - Long-Term Viability of Core Business(es)

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent are core businesses aligned with sustainability principles (e.g., circular economy) - driving net positive social and environmental impacts globally?

1.5 - ESG/S in Key Business Decisions (defined as those made by the C-Suite and board)

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent are material ESG/S issues considered in all key business decisions as screens (e.g., internal carbon price) with clear ESG/S goals that enable managers to make trade-offs in daily decisions?

2.1 - CEO/C-Suite Public Posture Regarding ESG/Sustainability

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent does the CEO/C-Suite mention ESG/S (e.g., goals and plans to reduce risks, etc.) to stakeholders, especially where ESG/S is material to industry or sector?

2.2 - CEO/C-Suite Messages to Investors/Owners

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent does the CEO/C-Suite actively engage with key investors regarding societal impact topics - including the CEO/CFO explicitly addressing climate change and report financial impacts of climate change?

2.3 - CEO/C-Suite Interaction with Customers

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent does CEO/C-Suite track ESG/S goals and activity across customer base and collaborate with customers to invest in ESG/S innovation and growth?

2.4 - CEO/C-Suite Messages to Employees

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent does CEO/C-Suite sponsor company initiatives to address material ESG/S issues and personally lead key initiatives?

2.5 - Engagement by CEO/C-Suite with NGOs

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent does CEO/C-Suite actively seek insight and learning from a diverse range of ESG/S sources, including NGOs, community stakeholders, and CEOs of advanced ESG/S companies?

3.1 - Full Board Oversight of ESG/Sustainability

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent is full board oversight of ESG/S strong and growing each year, with full board frequently involved during and between meetings discussing ESG/S issues, risks, and opportunities?

3.2 - Board Committees, Charters, and Roles

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent do board roles, committees, and charters embrace ESG/S - through a dedicated ESG/S committee and/or several committees?

3.3 - Board Independence and ESG/Sustainability Expertise

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent is board ESG/S expertise strong and growing - with board receiving pre-reads and periodic presentations by external ESG/S experts?

3.4 - Board Agendas Regarding ESG/Sustainability

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent do board meeting agendas include material ESG/S issues, benchmark data, trends, and performance vs. goals - with comprehensive pre-reads before meetings and active engagement between meetings?

3.5 - Time Spent on ESG/Sustainability in Board Meetings

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent is time spent on ESG/S during board meetings significant and growing (e.g., 8-12 hours per year in full board and/or board committee meetings [Stage 3])?

3.6 - Board Diversity, Equity, and Inclusion

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent does board reflect diversity of the workforce, market, and diverse life experiences - with [Stage 4 example] 40% female plus underrepresented people?

4.1 - ESG/Sustainability Goals and Roadmap: Near-Term

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent do near-term (e.g., 2-5 year) goals address material ESG/S issues across full value chain, using science-based targets where applicable?

4.2 - ESG/Sustainability Goals and Roadmap: Long-Term

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent do long-term (e.g., 2030-2050) goals address material ESG/S issues, driving to net positive impact across full value chain?

4.3 - Materiality Assessment

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent does materiality assessment lead to sharp focus on reducing impact of most (financially) material ESG/S issues and directly guide strategic plans?

4.4 - Tracking Reduction of ESG/Sustainability Footprint

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent does the company measure full value chain ESG/S impacts, resulting in significant cuts in major ESG/S impacts from baseline year?

4.5 - Revenue from ESG/Sustainability-Advantaged Products, Services, and Solutions

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent does company pursue goals for a major portion of revenue (e.g., 50% or more) from ESG/S portfolio (or equivalent)?

4.6 - Accounting for ESG/Sustainability Risks, Externalities

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent does company account (financially) for material ESG/S risks and liabilities across value chain - and factor this into key business decisions?

4.7 - ESG/Sustainability Ratings and Rankings

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent does company engage with selected ESG ratings that value company's commitment to strong focus on governance, strategy, footprint reduction, and growth from ESG/S offerings?

5.1 - Driving ESG/Sustainability Culture: Compensation and Goals

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent is CEO and C-Suite compensation based on performance on material ESG/S issues (including GHG for almost all sectors) - with CEO/S-Suite ESG/S annual goals cascading down the chain of command?

5.2 - ESG/Sustainability Organization

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent do the CEO and C-Suite personally drive ESG/S during C-Suite meetings and as a core part of strategic plans, supported by an ESG/S Council with several C-Suite members that meets at least quarterly?

5.3 - ESG/Sustainability Leadership Role/Position

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent does the most senior, full-time corporate ESG/S leader have frequent access to CEO/C-Suite, with frequent reporting to the board of directors?

5.4 - ESG/Sustainability Reward and Recognition

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent is recognition of ESG/S excellence by CEO and C-Suite formal, with a visible reward system?

6.1 - Annual Reporting and Financial Disclosures

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent are material ESG/S KPIs included with key business metrics in financial disclosures and key business publications?

6.2 - Disclosure of ESG/Sustainability Impacts and Strategy

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent is detailed information about material ESG/S impacts (full value chain) disclosed with a strategy and detailed roadmap to achieving ESG/S goals?

6.3 - Assurance and Verification of ESG/Sustainability

Most Important (top 20%)

Very Important

Important

Less Important or N/A

Does the company retain a credible, independent third party to review ESG/S processes and data (e.g., limited assurance in Stage 3 or reasonable assurance in Stage 4)?

6.4 - Transparency

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent does the company align with all commonly accepted ESG/S transparency principles (see GRI principles) and earn strong respect from key NGOs?

6.5 - Public Policy (e.g., Lobbying) Alignment

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent does the company engage only with associations whose positioning and lobbying are fully consistent with company ESG/S positions and objectives (and SDGs)?

6.6 - Corporate Marketing and Advertising

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent does the company earn ethical marketing credentials based on clarity of message, not exaggerating, not making unverified claims or false comparisons when stressing ESG/S benefits - and soliciting feedback from stakeholders?

PART 2: STRATEGY

Contains Key Sustainability Indicators for five (5) elements: (7) Customers and Markets; (8) Strategic Planning; (9) Innovation, R&D; (10) Product Offerings; and (11) Supply Chain Management

7.1 - Customer ESG/Sustainability Engagement

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent does the company engage with customers to reduce collective (full value chain) footprint and create or expand market for sustainable products, services, and solutions?

7.2 - Market Strategy for Product ESG/Sustainability Features

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent does the company explicitly grow sales of products, services, and solutions (PSS) with strong net positive ESG/S attributes - while stopping sales of selling PSS with negative ESG/S impacts?

7.3 - Market Expansion for Product ESG/Sustainability Features

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent does the company expand into new markets or market segments by working with customers to rapidly grow ESG/S portfolio?

7.4 - ESG/Sustainability Attributes in Product Line Extension

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent does the company launch industry product, service, and solution (PSS) breakthroughs with new ESG/S features - leading as the market grows, while exiting less-sustainable PSS?

7.5 - ESG/Sustainability Impacts on Brand

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent does company brand demonstrate ESG/S excellence, not only in own operations but also across the value chain?

8.1 - Strategic Planning Process

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent do ESG/S issues drive strategic planning, resulting in a bold roadmap for footprint reduction, social equity enhancement, and decarbonization?

8.2 - Use of Scenario Planning

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent does company review robust scenarios (including 1.5 degree C scenario) with C-Suite and board to consistently shape business strategy and portfolio changes?

8.3 - ESG/Sustainability Cost Reduction

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent does company cut waste relentlessly, using tools such as Six-Sigma, impact-weighted accounting or full cost accounting?

8.4 - Enterprise Risk Management

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent are ESG/S issues fully integrated with the company enterprise risk management process – and integral to strategic and business planning?

8.5 - Revenue Pipeline from ESG/Sustainability Products, Services, and Solutions

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent does ESG/sustainability dominate growth options - with the company on track to generate most sales from sustainability-advantaged products, services, and solutions?

8.6 - Capital Allocation to Address ESG/Sustainability Impacts

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent is CapEx fully aligned with the company transforming to address material ESG/S risks & opportunities (Stage 3: >50% of CapEx on ESG for certain sectors)?

9.1 - Linkage Between ESG/Sustainability and Innovation

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent is ESG/S fully integrated with innovation as a vital part of culture, with a goal to decouple sales growth from full value chain footprint?

9.2 - ESG/Sustainability in Materials and Labor Inputs

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent are processes in place to eliminate high-hazard materials and labor inputs and to maximize use of natural and highly recycled or recyclable materials?

9.3 - ESG/Sustainability in Product Design and Development

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent does the company assess ESG/S issues, risks, and opportunities formally and at an early stage, woven-in at each key step - using a formal, fully integrated process with tools such as eco-design, Lean Six Sigma, etc.?

9.4 - R&D Partnerships - Driving ESG/Sustainability Benefits

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent does the company engage frequently with current and potential R&D partners to collaborate on ESG/S issues, challenges, and opportunities?

9.5 - R&D Investment in ESG/Sustainability Products and Technology

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent does the company partner with customers, using advanced (disruptive) technologies to reduce the (negative) environmental and social footprint of products, services, and solutions?

10.1 - Product, Service, Solution Value Proposition

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent is the company's focus on growing ESG/S services and solutions, while shifting away from products whose full value chain impacts may not align with ESG/S principles?

10.2 - Product Product (Product, Service, Solution) Stewardship

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent does the company quantify ESG/S and financial benefits for existing and new products, services, and solutions (PSS) - purposefully growing green and/or healthy PSS?

10.3 - Product (Product, Service, Solution) Risk Assessment

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent does the company use formal ESG/S risk mapping to drive portfolio changes within and across product lines - with product ESG/S risk assessment core to new growth?

10.4 - Product (Product, Service, Solution) Labeling and Rating

Most Important (top 20%)

Very Important

Important

Less Important or N/A

Does the company use sector-leading product labeling and rating to convey ESG/S impacts and drive transparency?

10.5 - Product (Product, Service, Solution) Quality and Safety

Most Important (top 20%)

Very Important

Important

Less Important or N/A

Do product quality and safety standards incorporate the full range of ESG/S impacts (e.g., aligned with the circular economy)?

10.6 - Product (Product, Service, Solution) Marketing and Advertising

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent does the company convey full life-cycle impacts in product advertising and public messaging, being transparent about full value chain ESG/S impacts?

11.1 - Responsible Sourcing Approach

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent does the company embed responsible sourcing (ESG/S) criteria in at all stages of the supply chain (i.e., segmentation, onboarding, establishing KPIs) and throughout the company (regions, businesses, geographies)?

11.2 - Engaging on Material (Supply Chain) Issues

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent does the company conduct robust mapping of ESG/S risks (by supplier tiers, ESG/S issues, and risks) throughout supply chain?

11.3 - Standards for Supply Chain ESG/Sustainability Impacts

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent does the company impose non-negotiable ESG/S contractual requirements for demonstrated impact reduction - including ESG/S questions in formal supplier quality assessments and requiring Tier 1 suppliers to set their own ESG/S goals?

11.4 - Measuring Supply Chain ESG/Sustainability Impacts

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent does the company measure, track, and report material ESG/S impacts throughout the supply chain with a goal of net positive impacts?

11.5 - Verifying Supply Chain ESG/Sustainability Impacts

Most Important (top 20%)

Very Important

Important

Less Important or N/A

Does the company conduct third-party audits of material ESG/S issues at tier 1+ suppliers (and suppliers in higher-risk countries) and report audit results publicly?

PART 3: ENVIRONMENT

Contains Key Sustainability Indicators for three (3) elements: (12) Environment: Operations Footprint; (13) Environment: Supply Chain Footprint; and (14) Environment: Product Footprint

12.1 - GHG Emissions: Owned/Controlled Sources (Scope 1)

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent is the company on target for major reduction in Scope 1 GHG emissions from baseline year (e.g., 50-80% reduction in Stage 3)?

12.2 - GHG Emissions: Energy Purchased (Scope 2)

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent does the company source 100% renewable energy - on target for being carbon neutral?

12.3 - Non-Carbon Emissions

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent does the company achieve zero discharge of hazardous substances and 100% fully benign emissions?

12.4 - Buildings and Equipment

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent is the company driving all owned or leased buildings to net zero energy and working towards LEED certification for all new buildings?

12.5 - Water Management

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent is the company achieving water neutrality in all operations and managing for net water positive impact on stressed aquifers?

12.6 - Biodiversity and Land Management

Most Important (top 20%)

Very Important

Important

Less Important or N/A

Is the company actively protecting biodiversity and natural capital, reducing physical risk, and restoring habitats of strategic importance to company - working toward net positive impact on biodiversity?

12.7 - Waste Management

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent is the company achieving zero waste to landfill, 100% recycling and zero hazardous waste?

13.1 - Approach to Supply Chain Environmental Impacts

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent is the company engaging upstream supply tiers to aggressively cut material environmental impacts and set joint impact reduction goals?

13.2 - Materials Sourced: Human Made (e.g., chemicals, metals, plastics, etc.)

Most Important (top 20%)

Very Important

Important

Less Important or N/A

Has the company eliminated prioritized list of toxics and de-selected hazardous materials, approaching closed-loop and aligned with green chemistry principles?

13.3 - Materials Sourced: Biological-based (e.g., forest products, etc.)

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent does the company source 100% bio-based materials from responsible and/or certified ESG/S sources (100% bio-based, etc.)?

13.4 - Scope 3 GHG Emissions

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent has the company engaged with suppliers, customers, and others, successfully meeting a science-based target to cut Scope 3 GHG emissions?

13.5 - Supply Chain Impact: Biodiversity

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent has the company achieved a high level of biodiversity restoration in own operations and invested in enhanced biodiversity across the supply chain?

13.6 - Supply Chain Impact: Water

Most Important (top 20%)

Very Important

Important

Less Important or N/A

Is the company on target to achieve water neutral status across supply chain with leading position on water quality preservation?

13.7 - Supply Chain Impact: Waste

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent is the company working with suppliers to adopt and successfully implement zero waste to landfill (or equivalent) programs?

14.1 - Responsibility for ESG/Sustainability: Product Use and End-of-Life

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent has the company implemented formal systems for product take-back, recycling or reuse of products, services, and solutions sold, driving toward closed-loop?

14.2 - Traceability Related to Products, Services, and Solutions

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent does the company ensure that all high-risk source material inputs are traceable (eg., from raw material extraction to product end-of-life)?

14.3 - Carbon Impacts of Products, Services, and Solutions

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent does the company design all products, services, and solutions for minimum carbon (GHG) impact and maximum energy efficiency?

14.4 - Durability of Products, Services, and Solutions

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent is the company changing the revenue model - transitioning from low-cost, single-use (often disposable) products to durable, long-lasting products in a public, transparent way?

14.5 - Biodegradability of Products, Services, and Solutions

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent are the company's product offerings biodegradable (as applicable), with internal biodegradability calculations subject to external validation?

14.6 - Recyclability and Reusability of Products, Services, and Solutions

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent does the company achieve product, service, solution (PSS) recyclability and reusability for most PSS portfolio offerings as a key strategic priority?

14.7 - Water-Use Efficiency of Products, Services, and Solutions

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent does the company drive water use efficiency during customer use of products, services, and solutions (PSS) across major water-consuming PSS?

14.8 - Product Packaging

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent does the company provide renewable, recyclable, and/or reusable options, approaching 100% of total product packaging?

PART 4: SOCIAL

Contains Key Sustainability Indicators for three (3) Elements: (15) Social Performance: Workplace; (16) Social Performance: Supply Chain; and (17) Social Performance: Community

15.1 - Workplace Environment

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent is the company seen as standing for something meaningful; among best to work for in sector; and focused on work, home, family, and community - with data showing employees value the high transparency culture?

15.2 - Diversity, Equity, and Inclusion (DEI)

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent does the company have a highly diverse C-suite and staff, demonstrating commitment to strong DEI programs (in own operations and business partners) that are equivalent or better than industry peers?

15.3 - ESG/Sustainability in Recruitment and Retention

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent does the company stimulate worker ESG/S expertise and passion, providing opportunities for ESG/S projects that are rewarded by the C-suite?

15.4 - Safety Programs and Performance

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent does the company invest in building a robust safety culture with proven results that are top quartile across all industry?

15.5 - Health, Wellness, and Sustainable Lifestyles

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent does the company provide formal health and wellness programs (including robust mental health programs) to all employees and business partners?

15.6 - ESG/Sustainability Training and Staff Development

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent does the company provide, measure, and report ESG/S skills development, investing in robust ESG/S tools and infrastructure to promote ESG/S learning?

15.7 - Employee Engagement with ESG/Sustainability

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent does the company monitor, track, and support employees actively working on high-impact projects - with major ESG/S value contribution?

16.1 - Approach to Supply Chain Social Impacts

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent does the company engage upstream supply tiers to aggressively cut material social impacts and set joint impact reduction goals?

16.2 - Human Rights

Most Important (top 20%)

Very Important

Important

Less Important or N/A

Does the company publish a strong human rights policy and endorse relevant global charters, including UN Conventions regarding child/forced labor?

16.3 - Labor Relations

Most Important (top 20%)

Very Important

Important

Less Important or N/A

Does the company require suppliers to respect freedom of association and commitment to strong labor relations - ensuring workplace diversity throughout supply chain?

16.4 - Animal Welfare

Most Important (top 20%)

Very Important

Important

Less Important or N/A

Does the company encourage supply chain partners to align with company practices and actively reduce animal harm and suffering where applicable?

16.5 - Supply Chain Capacity Building

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent does the company systematically work with all Tier 1 suppliers (and, through them, with lower-tier suppliers) to eliminate negative ESG/S impacts across the supply chain?

17.1 - Philosophy Regarding "Community"

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent does the company engage with communities where the company has material ESG/S (full supply chain) impacts - inspiring employees to drive positive total societal impact, aligned with company strategy?

17.2 - Engagement with Communities and NGOs

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent does the company approach communities and NGOs to engage, listen, learn, and respond to needs, concerns, and societal challenges - and factor input into strategic planning?

17.3 - Social Investment

Most Important (top 20%)

Very Important

Important

Less Important or N/A

Does the company demonstrate significant positive impact of social investment, aligned with top few material ESG/S issues and SDGs?

17.4 - Community and Stakeholder Partnerships

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent does the company seek dialogue and partner deeply with NGOs, value chain partners, and a wide range of stakeholders to tackle major societal challenges(s)?

17.5 - Infrastructure Development

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent does the company invest at scale globally, partnering with others to drive the circular economy and enhance societal value?

17.6 - Community Job Creation

Most Important (top 20%)

Very Important

Important

Less Important or N/A

To what extent does the company drive business development programs to enhance job-creation in underprivileged communities?

SUMMARY AND NEXT STEPS

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