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GRI Index (3.12)

GRI G3.1 Profile indicators Page in the report
1. STRATEGY AND ANALYSIS  
1.1 Statement from the most senior decision-maker of the organization. (e.g. CEO, Board President or a person occupying a similar position) on the signifi cance of sustainable development for the organization and its strategy More
1.2 Description of key impacts, risks, and opportunities More
2. ORGANIZATIONAL PROFILE  
2.1 Name of the organization More
2.2 Primary brands, products and/or services More
2.3 Operational structure of the organization, including main divisions, operating companies, subsidiaries, and joint ventures More
2.4 Location of organization's headquarters More
2.5 Number of countries where the organization operates, and names of countries with either major operations or that are specifically relevant to the sustainability issues covered in the report More
2.6 Nature of ownership and legal form More
2.7 Markets served (including geographic breakdown, sectors served, and types ofcustomers/beneficiaries) More
2.8 Scale of the reporting organization More
2.9 Significant changes during the reporting period regarding size, structure, or ownership More
2.10 Awards received in the reporting period More
3. REPORT PARAMETERS  
  Report profile  
3.1 Reporting period (e.g., fiscal/calendar year) for information provided More
3.2 Date of most recent previous report (if any) More
3.3 Reporting cycle (annual, biennial, etc.) More
3.4 Contact point for questions regarding the report or its contents More
3.5 Process for defining the report content, including:
  • Relevance of the respective aspects for the reporting organization and its
    stakeholders
  • Prioritization of the main issues, and
  • Identification of the stakeholders – report addressees
More
3.6 Boundary of the report (e.g., countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers). See GRI Boundary Protocol for further guidance More:12
3.7 State any specific limitations on the scope or boundary of the report More
3.8 Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourcedoperations, and other entities that can significantly affect comparability from period to period and/or between organizations More
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 More
3.10 Explanation of the effect of any re-statements of information provided in earlierreports, and the reasons for such re-statement (e.g., mergers/acquisitions, change of base years/periods, nature of business, measurement methods) More:12
3.11 Significant changes from previous reporting periods in the scope, boundary, ormeasurement methods applied in the report More
3.12 Table identifying the location of the Standard Disclosures in the report More
ASSURANCE  
3.13 Policy and current practice with regard to seeking external assurances for the report. If not included in the assurance report accompanying the sustainability report, explain the scope and basis of any external assurance provided. Also explain the relationship between the reporting organization and the assurance provider(s) More
4. GOVERNANCE, COMMITMENT AND ENGAGEMENT  
  Governance  
4.1 Governance structure of the organization, including committees under the highestgovernance body responsible for specific tasks, such as setting strategy or organizational oversight More:12
4.2 Indicate whether the Chair of the highest governance body is also an executive officer (and, if so, their function within the organization’s management and the reasons for this arrangement) More
4.3 For organizations 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 More
4.4 Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body More:12
4.5 Linkage between compensation for members of the highest governance body, senior managers, and executives (including departure arrangements), and the organization’s performance (including social and environmental performance) More
4.7 Process for determining the composition, qualifications, and expertise of the members of the highest governance body and its committees, including any consideration of gender and other indicators of diversity Board Members are appointed based on the results of a competition in which the qualifications and experience of the candidates for serving on the Board or on Committees are reviewed
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 More
4.9 Procedures of the highest governance body for overseeing the organization'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 Included in the Corporate
Social Strategy and the adopted objective management process
4.10 Processes for evaluating the highest governance body's own performance, particularly with respect to economic, environmental, and social performance Addressed in planned
actions
  Commitment to external initiatives  
4.11 Explanation of whether and how the precautionary approach or principle is addressed by the organization More:12
4.12 Externally developed economic, environmental, and social charters, principles, or other initiatives to which the organization subscribes or endorses More
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
More:12
  Stakeholder engagement  
4.14 List of stakeholder groups engaged by the organization More:12
4.15 Basis for identification and selection of stakeholders with whom to engage More:12
4.16 Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group More
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 More
Performance indicators GRI G3.1  
BASIC 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 More
BASIC EC3 Coverage of the organization’s defined benefit plan
obligations
More
ADDITIONAL EC5 Range of ratios of standard entry level wage by gender compared to local minimum wage at significant locations of operation More
BASIC EC6 Policy, practices, and proportion of spending on locally-based suppliers at significant locations of operation More
BASIC EC8 Development and impact of infrastructure investments and services provided primarily for public benefit through commercial, in-kind, or pro bono engagement More
BASIC EN1 Materials used by weight or volume More
BASIC EN3 Direct energy consumption by primary energy
source
More
BASIC EN4 Indirect energy consumption by primary source More
ADDITIONAL EN7 Initiatives to reduce indirect energy consumption
and reductions achieved
More

Partly reported
BASIC EN8 Total water withdrawal by source More
BASIC EN16 Total direct and indirect greenhouse gas emissions
by weight
More

The methodology used to monitor
greenhouse gas emissions is the uniform methodology of KGHM Cuprum R&D Centre. For gas, the emission is based on flow measurement. For other direct emissions, calculations are based on the carbon balance. For heat, calculations on the basis of consumption and the emission benchmark
BASIC EN22 Total weight of waste by type and disposal method More

The summary does not include mixed house hold waste collected by ZGKiM in Rudna. The total volume of waste generated in the installations owned by KGHM Polska Miedź S.A. is not equal to the sum of quantities of waste subject to different recycling or recovery processes due to the fact that waste from other divisions and from warehouse stock is subject to recycling. Balanced calculations can be presented for a specific waste code and not for all waste generated by the Company
BASIC LA1 Total workforce by employment type, employment contract, and region, broken down by gender More
BASIC LA2 Total number and rate of new employee hires and employee turnover by age group, gender, and region More
ADDITIONAL LA3 Benefits provided to full-time employees that are not provided to temporary or part-time employees, by major operations More
BASIC LA4 Percentage of employees covered by collective bargaining agreements More
BASIC LA7 Rates of injury, occupational diseases, lost days, and absenteeism, and number of work-related fatalities by region and by gender More
BASIC LA8 Education, training, counseling, prevention, and risk-control programs in place to assist workforce members, their families, or community members regarding serious diseases More:12
ADDITIONAL LA9 Health and safety topics covered in formal agreements with trade unions More
BASIC LA10 Average hours of training per year per employee by gender, and by employee category More
BASIC HR4 Total number of incidents of discrimination and corrective actions taken More
BASIC 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 More
BASIC HR6 Operations and significant suppliers identified as having significant risk for incidents of child labor, and measures taken to contribute to the effective abolition of child labor More
BASIC HR7 Operations and significant suppliers identified as having significant risk for incidents of forced or compulsory labor, and measures to contribute to the elimination of all forms of forced or compulsory labor More
BASIC SO4 Actions taken in response to incidents of corruption More
BASIC SO8 Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with laws and regulations  
ADDITIONAL PR2 Total number of incidents of non-compliance with regulations and voluntary codes concerning health and safety impacts of products and services during their life cycle, by type of outcomes More
BASIC PR9 Monetary value of significant fines for noncompliance with laws and regulations concerning the provision and use of products and services More
Report CSR on shortcuts
KGHM Polska Miedź S.A. is the winner of the Most Attractive Employer title in third edition of the Randstadt Award survey held in Poland. The high employment standards maintained in Poland will be implemented in all KGHM Group companies worldwide.