G3 Content Index |
Profile
Discolsure |
Description |
Reference |
Strategy and Analysis |
| 1.1 |
Statement from the most senior decision-maker of the organization |
Letter From CEO |
| 1.2 |
Description of key impacts, risks and opportunities. |
Letter From CEO |
Organizational Profile |
| 2.1 |
Name of the organization. |
Company Profile |
| 2.2 |
Primary brands, products and/or services. |
Company Profile |
| 2.3 |
Operational structure of the organization, including main divisions, operating companies, subsidiaries and joint ventures. |
Company Profile |
| 2.4 |
Location of organization's headquarters. |
Company Profile |
| 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. |
Company Profile |
| 2.6 |
Nature of ownership and legal form. |
Company Profile |
| 2.7 |
Markets served (including geographic breakdown, sectors served, and types of customers/beneficiaries). |
Company Profile |
| 2.8 |
Scale of the reporting organization. |
Company Profile |
| 2.9 |
Significant changes during the reporting period regarding size, structure or ownership. |
Company Profile |
| 2.10 |
Awards received in the reporting period. |
Company Profile |
Report Parameters |
| Report Profile |
| 3.1 |
Reporting period (e.g., fiscal/calendar year) for information provided. |
Scope of Report |
| 3.2 |
Date of most recent previous report (if any). |
Scope of Report |
| 3.3 |
Reporting cycle (annual, biennial, etc.). |
Scope of Report |
| 3.4 |
Contact point for questions regarding the report or its contents. |
Scope of Report |
| Report Scope and Boundary |
| 3.5 |
Process for defining report content. |
Scope of Report |
| 3.6 |
Boundary of the report (e.g., countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers). |
Scope of Report |
| 3.7 |
State any specific limitations on the scope or boundary of the report (see completeness principle for explanation of scope). |
Scope of 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. |
Scope of Report |
| 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. Explain any decisions not to apply, or to substantially diverge from, the GRI Indicator Protocols. |
Scope of Report |
| 3.10 |
Explanation of the effect of any restatements 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). |
Scope of Report |
| 3.11 |
Significant changes from previous reporting periods in the scope, boundary or measurement methods applied in the report. |
Scope of Report |
| GRI Content Index |
| 3.12 |
Table identifying the location of the Standard Disclosures in the report. |
Content Index |
| 3.13 |
Policy and current practice with regard to seeking external assurance for the report. |
About This Report |
Governance, Communities, and Engagement |
| 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. |
Board of Directors and Corporate Governance |
| 4.2 |
Indicate whether the Chair of the highest governance body is also an executive officer. |
Board of Directors and Corporate Governance |
| 4.3 |
For organizations that have a unitary board structure, state the number of members of the highest governance body that are independent and/or nonexecutive members. |
Board of Directors and Corporate Governance |
| 4.4 |
Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body. |
Board of Directors and Corporate Governance |
| 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). |
Ethics and Conduct |
| 4.6 |
Processes in place for the highest governance body to ensure conflicts of interest are avoided. |
Board of Directors and Corporate Governance |
| 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. |
Ethics and Conduct
HormelFoods.com
|
| 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. |
Company Profile
Ethics and Conduct
|
| 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. |
Board of Directors and Corporate Governance
HormelFoods.com
|
| 4.10 |
Processes for evaluating the highest governance body's own performance, particularly with respect to economic, environmental and social performance. |
Board of Directors and Corporate Governance
HormelFoods.com |
| Commitments to External Initiatives |
| 4.12 |
Externally developed economic, environmental and social charters, principles or other initiatives to which the organization subscribes or endorses. |
Company Profile |
| 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.
|
Company Profile |
| Stakeholder Engagement |
| 4.14 |
List of stakeholder groups engaged by the organization. |
Scope of Report |
| 4.15 |
Basis for identification and selection of stakeholders with whom to engage. |
Scope of Report |
| 4.16 |
Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group. |
Scope of Report |
| 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. |
Scope of Report |
Economic Performance 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. |
Performance
Charitable Contributions |
| EC3 |
Coverage of the organization's defined benefit plan obligations. |
Benefits |
| Market Presence |
| EC5 |
Range of ratios of standard entry level wage compared to local minimum wage at significant locations of operation. |
Benefits |
| EC6 |
Policy, practices and proportion of spending on locally-based suppliers at significant locations of operation. |
Turkeys |
| EC7 |
Procedures for local hiring and proportion of senior management hired from the local community at significant locations of operation. |
People |
| Indirect Economic Impacts |
| EC8 |
Development and impact of infrastructure investments and services provided primarily for public benefit through commercial, in-kind, or pro bono engagement. |
Philanthropy
Charitable Contributions |
| EC9 |
Understanding and describing significant indirect economic impacts, including the extent of impacts. |
Turkeys |
Environmental |
| Materials |
| EN1 |
Materials used by weight or volume. |
Packaging/Solid Waste |
| EN2 |
Percentage of materials used that are recycled input materials. |
Packaging/Solid Waste |
| Energy |
| EN3 |
Direct energy consumption by primary energy source. |
Energy |
| EN4 |
Indirect energy consumption by primary source. |
Energy |
| EN5 |
Energy saved due to conservation and efficiency improvements. |
Energy |
| EN6 |
Initiatives to provide energy-efficient or renewable energy based products and services, and reductions in energy requirements as a result of these initiatives. |
Energy |
| EN7 |
Initiatives to reduce indirect energy consumption and reductions achieved. |
Energy |
| Water |
| EN8 |
Total water withdrawal by source. |
Water |
| EN10 |
Percentage and total volume of water recycled and reused. |
Water |
| Emissions, Effluents, and Waste |
| EN16 |
Total direct and indirect greenhouse gas emissions by weight. |
Air |
| EN17 |
Other relevant indirect greenhouse gas emissions by weight. |
Air |
| EN18 |
Initiatives to reduce greenhouse gas emissions and reductions achieved. |
Air |
| EN19 |
Emissions of ozone-depleting substances by weight. |
Air |
| EN21 |
Total water discharge by quality and destination. |
Water |
| EN22 |
Total weight of waste by type and disposal method. |
Packaging/Solid Waste |
| EN23 |
Total number and volume of significant spills. |
Environment |
| EN26 |
Initiatives to mitigate environmental impacts of products and services, and extent of impact mitigation. |
Packaging/Solid Waste |
| EN27 |
Percentage of products sold and their packaging materials that are reclaimed by category. |
Packaging/Solid Waste |
| EN28 |
Monetary value of significant fines and total number of non-monetary sanctions for noncompliance with environmental laws and regulations. |
Environment |
| EN29 |
Significant environmental impacts of transporting products and other goods and materials used for the organization's operations and transporting members of the workforce. |
Air |
Social: Labor Practices and Decent Work |
| Employment |
| LA1 |
Total workforce by employment type, employment contract and region. |
People |
| LA2 |
Total number and rate of employee turnover by age group, gender and region. |
People |
| LA3 |
Benefits provided to full-time employees that are not provided to temporary or part-time employees, by major operations. |
Benefits |
| Labor / Management Relations |
| LA4 |
Percentage of employees covered by collective bargaining agreements. |
People |
| Occupational Health and Safety |
| 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. |
Safety |
| LA7 |
Rates of injury, occupational diseases, lost days and absenteeism, and number of work-related fatalities by region. |
Safety |
| LA8 |
Education, training, counseling, prevention and risk-control programs in place to assist workforce members, their families or community members regarding serious diseases. |
Benefits |
| Training and Education |
| LA10 |
Average hours of training per year per employee by employee category. |
Professional Development |
| LA11 |
Programs for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings. |
Diversity
Benefits |
| LA12 |
Percentage of employees receiving regular performance and career development reviews. |
Professional Development |
| Diversity and Equal Opportunity |
| LA13 |
Composition of governance bodies and breakdown of employees per category according to gender, age group, minority group membership and other indicators of diversity. |
Diversity |
| LA14 |
Ratio of basic salary of men to women by employee category. |
Benefits |
Social: Human Rights |
| Investment and Procurement Practices |
| 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. |
Ethics & Conduct |
| Freedom of Association and Collective Bargaining |
| Child Labor |
| HR6 |
Operations identified as having significant risk for incidents of child labor, and measures taken to contribute to the elimination of child labor. |
People |
| Forced and Compulsory Labor |
| HR7 |
Operations identified as having significant risk for incidents of forced or compulsory labor, and measures to contribute to the elimination of forced or compulsory labor. |
People |
Social: Society |
| Corruption |
| SO2 |
Percentage and total number of business units analyzed for risks related to corruption. |
Ethics & Conduct |
| SO3 |
Percentage of employees trained in organization's anti-corruption policies and procedures. |
Ethics & Conduct |
| Compliance |
| SO8 |
Monetary value of significant fines and total number of nonmonetary sanctions for noncompliance with laws and regulations. |
Environment |
Social: Product Responsibility |
| Consumer Health and Safety |
| PR1 |
Life cycle stages in which health and safety impacts of products and services are assessed for improvement, and percentage of significant products and services categories subject to such procedures. |
Innovation |
| PR2 |
Total number of incidents of noncompliance with regulations and voluntary codes concerning health and safety impacts of products and services during their life cycle, by type of outcomes. |
Food Quality & Innovation
Healthy Options |
| PR7 |
Total number of incidents of noncompliance with regulations and voluntary codes concerning marketing communications, including advertising, promotion and sponsorship by type of outcomes. |
Healthy Options |
| Compliance |
| PR9 |
Monetary value of significant fines for noncompliance with laws and regulations concerning the provision and use of products and services. |
Food Quality & Innovation |
| Product and Service Labeling |
| PR5 |
Practices related to customer satisfaction, including results of surveys measuring customer satisfaction. |
Healthy Options |
| Marketing Communications |
| PR6 |
Programs for adherence to laws, standards and voluntary codes related to marketing communications, including advertising, promotion and sponsorship. |
Healthy Options |