The following table illustrates the extent
to which Alcan reports information according to the core performance
indicators of the GRI index. The status of Alcan's reporting
indicated includes reporting in this report, as well as other
information made available publicly through Alcan's website.
Links have been provided to reported information available
on this site.
| Element |
Indicator |
Required
Element
or Core Indicator
(Must report or
explain why not) |
|
Organization-
specific
Indicator |
Recommended
Element
or Additional
Indicator
(Optional to report) |
|
Placement
in Report |
1. Vision and Strategy |
| 1.1 |
|
Statement of the organization's
vision and strategy regarding its contribution to sustainable
development |
F |
|
|
|
|
| |
|
| • |
What are the main issues for
the organization related to the major themes of
sustainability? |
|
F |
|
|
|
|
| |
|
| • |
How are stakeholders included
in identifying these issues? |
|
P |
|
|
|
|
| |
|
| • |
For each issue, which stakeholders
are most affected by the organization? |
|
F |
|
|
|
|
| |
|
| • |
How are these issues reflected
in the organizations' values and integrated into
its business strategies? |
|
F |
|
|
|
|
| |
|
| • |
What are the organization's objectives
and actions on these issues? |
|
P |
|
|
|
|
| 1.2 |
|
Statement from the CEO describing
key elements of the report |
P |
|
|
|
|
| |
|
|
|
|
| • |
Highlights of report content and
commitment to targets |
|
P |
|
| |
|
|
|
|
| • |
Description of the commitment
to economic, environmental and social goals by the
organization's leadership |
|
F |
|
| |
|
|
|
|
| • |
Performance against benchmarks
such as the previous year's performance and targets
and industry sector norms |
|
P |
|
| |
|
|
|
|
| • |
The organization's approach to
stakeholder engagement |
|
F |
|
| |
|
|
|
|
| • |
Major challenges for the organization
and its business sector in integrating responsibilities
for financial performance with those for economic,
environmental and social performance, including
the implications for future business strategy |
|
P |
|
2. Profile |
| 2.1 |
|
Name of reporting organization |
F |
|
|
|
|
| 2.2 |
|
Major products and/or services,
including brands if appropriate |
F |
|
|
|
|
| 2.3 |
|
Operational structure |
F |
|
|
|
|
| 2.4 |
|
Description of major divisions,
operating companies, subsidiaries and joint ventures |
F |
|
|
|
|
| 2.5 |
|
Countries in which the
organization's operations are located |
F |
|
|
|
|
| 2.6 |
|
Nature of ownership: legal
form |
F |
|
|
|
|
| 2.7 |
|
Nature of markets served |
F |
|
|
|
|
| 2.8 |
|
Scale of reporting organization |
F |
|
|
|
|
| 2.9 |
|
List of stakeholders |
F |
|
|
|
|
| 2.10 |
|
Contact person(s) for the
report, including e-mail and web addresses |
F |
|
|
|
|
| 2.11 |
|
Reporting period for informations
provided |
F |
|
|
|
|
| 2.12 |
|
Date of most recent report |
F |
|
|
|
|
| 2.13 |
|
Boundaries of report and
any specific limitations on the scope |
F |
|
|
|
|
| 2.14 |
|
Significant changes in
size, structure, ownership or products/services that have
occurred since the previous report |
F |
|
|
|
|
| 2.15 |
|
Basis for reporting on joint
ventures, partially owned subsidiaries, leased facilities,
outsourced operations and other situations that can significantly
affect comparability form period to period and/or between
reporting organizations. |
P |
|
|
|
|
| 2.16 |
|
Explanation of the nature
and effect of any re-statement 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, measurements methods) |
F |
|
|
|
|
| 2.17 |
|
Decisions (not) to apply
GRI principles or protocols in the preparation of the
report |
F |
|
|
|
|
| 2.18 |
|
Criteria/definitions used
in any accounting for economic, environmental and social
costs and benefits |
N |
|
|
|
|
| 2.19 |
|
Significant changes from
previous years in the measurement methods applied to key
economic, environmental and social info |
F |
|
|
|
|
| 2.20 |
|
Policies and internal practices
to enhance and provide assurance about the accuracy, completeness
and reliability that can be placed on the sustainability
report |
F |
|
|
|
|
| 2.21 |
|
Policy and current practice
with regard to providing independent assurance for the
full report |
F |
|
|
|
|
| 2.22 |
|
Means by which report users
can obtain additional information and reports about economic,
environmental and social aspects of the organization's
activities, including facility-specific information |
P |
|
|
|
|
3. Governance Structure |
| 3.1 |
|
Governance structure of
the organization, including major committees under the
Board of directors that are responsible for setting strategy
and for oversight of the organization |
F |
|
|
|
|
| 3.2 |
|
Percentage of the Board
of directors that are independent, non-executive directors;
state how the Board of directors determines "independence" |
F |
|
|
|
|
| 3.3 |
|
Process for determining
the expertise Board of directors members need to guide
the strategic direction of the organization, including
issues related to environmental and social risks and opportunities |
P |
|
|
|
|
| 3.4 |
|
Board of directors level
processes for overseeing the organization's identification
and management of economic, environmental and social risks
and opportunities |
F |
|
|
|
|
| 3.5 |
|
Linkage between executive
compensation and achievement of the organization's financial
and non-financial goals |
F |
|
|
|
|
| 3.6 |
|
Organizational structure
and key individuals responsible for oversight, implementation
and audit of economic, environmental, social and related
policies |
F |
|
|
|
|
| 3.7 |
|
Mission and value statements,
internally developed codes of conduct or principles, and
policies relevant to economic, environmental and social
performance and the status of implementation |
F |
|
|
|
|
| 3.8 |
|
Mechanisms for shareholders
to provide recommendations or direction to the Board of
directors |
N |
|
|
|
|
| 3.9 |
|
Basis for identification
and selection of major stakeholders |
P |
|
|
|
|
| 3.10 |
|
Approaches to stakeholder
consultation reported in terms of frequency of consultations
by types and by stakeholder group |
P |
|
|
|
|
| 3.11 |
|
Type of information generated
by stakeholder engagements |
P |
|
|
|
|
| 3.12 |
|
Use of info resulting from
stakeholder engagements |
P |
|
|
|
|
| 3.13 |
|
Explanation of whether and
how the precautionary approach or principle is addressed
by the organization |
P |
|
|
|
|
| 3.14 |
|
Externally developed, voluntary
economic, environmental and social charters, sets of principles,
or other initiatives to which the organization subscribes
or which it endorses |
F |
|
|
|
|
| 3.15 |
|
Principal memberships in
industry and business associations and/or national/international
advocacy organizations |
F |
|
|
|
|
| 3.16 |
|
Policies and/or systems
for managing upstream and downstream impacts, including:
supply chain management as it pertains to outsourcing
and supplier environmental and social performance and
product and service stewardship initiatives |
P |
|
|
|
|
| 3.17 |
|
Reporting organization's
approach to managing indirect economic, environmental
and social impacts resulting from its activities |
P |
|
|
|
|
| 3.18 |
|
Major decisions during
the reporting period regarding the location of, or changes
in, operations |
F |
|
|
|
|
| 3.19 |
|
Programs and procedures
pertaining to economic, environmental and social performance.
Include discussion of: priority and target setting; major
programs to improve performance; internal communication
and training; performance monitoring; internal and external
auditing and senior management review |
P |
|
|
|
|
| 3.20 |
|
Status of certification
pertaining to economic, environmental and social management
systems – ISO 9001 and ISO 14001 |
P |
|
|
|
|
4. GRI Content Index |
| 4.1 |
|
Table identifying location
of each element of the GRI report content, by section
and indicator |
F |
|
|
|
| • |
GRI Index
(current page) |
|
5. Performance Indicators |
| Economic |
| Customers |
EC1 |
Net sales |
F |
|
|
|
|
| |
EC2 |
Geographic breakdown of
markets: for each product or product range, national market
share by country where this is 25% or more. Market share
and sales for each country where national sales represent
5% or more of GDP |
N |
|
|
|
|
| Suppliers |
EC3 |
Costs of all goods, materials,
and services purchased |
N |
|
|
|
|
| |
EC4 |
Percentage of contracts
that were paid in accordance with agreed terms, excluding
agreed penalty arrangements |
N |
|
|
|
|
| Employees |
EC5 |
Total payroll and benefits
(including wages, pension, other benefits and redundancy
payments) broken down by country or region |
P |
|
|
|
|
| Providers of capital |
EC6 |
Distributions to providers
of capital broken down by interest on debt and borrowings,
and dividends on all classes of shares, with any arrears
of preferred dividends to be disclosed |
|
|
|
|
|
| |
EC7 |
Increase/decrease in retained
earnings at end of period |
F |
|
|
|
|
| Public sector |
EC8 |
Total sum of taxes of all
types paid broken down by country |
P |
|
|
|
|
| |
EC9 |
Subsidies received broken
down by country or region |
N |
|
|
|
|
| |
EC10 |
