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SUSTAINABIL ITY BELT
TABLE OF CONTENTSLetter from our CEOOur First CSR ReportAbout BELTMarkets Served
Stakeholder Engagement On Company / On Sustainability Materiality MatrixEnvironment
Governance
Social
Product
Supply Chain MilestonesNext StepsAppendix
Product
Governance & Company StructureSocial OverviewWorkplace Equality
Social Workplace Equality Occupational Health & SafetyCommunity InvolvementEmployee Training & Education
Raw Material, Suppliers & Compliance
Categories of Product
Transport EmissionsEnergy MetricsWater Metrics
12 2 3 3 4 5 6 7 7 8 8 9
10 10 10 10 11 11 11 12 12
13 15 16 17
13 2016REPORT
LETTER FROM OUR CEOForging Sustainable FuturesMessage from the CEO
Earlier this year, when we began our conversations about BELT’s first sustainability report, we were very modest in our assumptions of what we were already doing well. We were also very committed to coming up with ambitious goals for the future. But then, as we progressed in our process, we realized that our business sustainability, along with social and environmental awareness are at the core of what we consider customer and employee-driven processes.When we create products at BELT, we make customer dreams a reality through crafting products that last. By util izing processes that minimize waste and make the most of the materials we source, we have forged our company on sustainable principles. Furthermore, when we train our employees and encourage new talent in the communities, we support job creation. Our strategic approach is based on the principles of excellence, loyalty and giving back.
Starting with our team, we strive to maintain a staff of exceptionally-skil led artists by cultivating talent, gender equality and ensuring the highest health and safety standards. We co-create products with our customers for their homes and businesses, to build lasting relations based on mutual trust and transparency.
Our community-focused arts initiatives empower local youth, champion new talents and embed the concept of art as a daily life companion. However, we do not want to stop here. In discussing BELT’s sustainability going forward, we realized the growing importance of deeply understanding our value chains. Our ambition is to become fully accountable to our customers with regards to our products. From the suppliers who provide our materials, through energy consumption in the production process, to transportation costs and pollution impacts, BELT will establish policies and procedures that will help us do better.
Beginning in 2017, we will engage with industry experts and our suppliers to develop and launch a new Supplier Code of Conduct initiative. We expect and will strive to achieve full supplier compliance by 2020. To offset the carbon footprint related to products shipping we will partner with a local organization to support reforestation projects in the communities where we operate. By 2030, we expect BELT energy consumption to go down by 20%. As BELT increases its level of sustainability ambition, we will continue to ensure the highest standards of production processes to remain profitable.
BELT forges not only customer dreams, but also sustainable futures of the next generations.
Luis Fernando BeltranChief Executive Officer
OUR FIRST CSR REPORTWe proudly present our first Corporate Social Responsibil ity (CSR) Report. It is drafted in accordance with the Global Reporting Initiative (GRI) and G4 Guidelines. This report focuses on the sustainability achieve-ments and performance for BELT’s fiscal year 2015. The report covers our portfolio of offices owned and managed by the company in Colom-bia and United States. We will publish a CSR Report annually to review our sustainability impacts and performance. We will not be seeking external assurance for this report. As this is BELT’s first Sustainability Report, we do not have any restatements or changes based on past reports. We welcome any feedback from our stakeholders.
Please contact us for feedback or any questions you might have at [email protected]
ABOUT BELTAfter finishing his studies in France, Louis Beltran went back to his hometown - Bogota, Colombia and established BELT; a family owned company conceived to transform spaces through the design, craftsmanship and forging of metal.
During the last 30 years, BELT has created the most spectacular and unique metal art pieces, hand and custom made for the most exquisite tastes. We are considered among the world’s best sculptures of metal.
Our team of designers and sculptors of metal, metamorphose any setting deeply believing Every Dream is Possible. Since the founding of BELT, we have been committed to exceeding the expectations of our distinguished clientele by working side by side with the owner, architects, builders and interior designers to fully interpret their dreams and inspirations. This mutual effort has consistently delivered special art pieces appreciated by all involved in this process.
YEAR 2015
Net Revenue US$ -17,849
Debt US $ 17,849Equity US $ 1,144,008
US $ 1,530,277US $ 1,144,008
Total Capitalization broken down in terms of debt and equity
Sales
Assets
[G4-1]
[G4-31] [G4-32]
[G4-33]
[G4-3] [G4-4]
[G4-7]
[G4-9]
[G4-28] [G4-29]
[G4-30]
[G4-13] [G4-22]
[G4-23]
1 / 2
We sell our art pieces to the most exclusive and elegant residences, palaces, hotels, resorts and boutiques around the world. Our processes include forging, sand casting, ceramic casting, lost wax casting, and repoussage, which are complemented by traditional manual processes of assembling and finishes. All processes required for our special work are performed in-house ensuring the outstanding quality.
We use wrought iron, aluminum, bronze, brass and stainless steel. Each year we create collections with complementary materials such as textiles, wood, glass, marble, alabaster and many others that give a great value to our pieces. Among our projects developed worldwide we create the finest metal works such as gates, lights, rail ings, balconies, doors, wine cellars, canopies, kitchen hoods, luxury furniture and many other specialty items.
Our clients are located outside of Colombia, mainly in the United States. They consider BELT’s pieces as key elements of their houses and value the hand-made process employed in the making of our products as well as their social and environmental impacts. BELT will conduct interviews with some of their clients in order to seek feedback on this report and our sustainability strategy.
Employers are at the heart of the company given its focus on handmade pieces and the constant interaction with clients to make sure their dreams are being accurately interpreted. BELT engages with its employees through the celebration of national and cultural festivities such as Christmas, bir thdays or the Earth Day. We will strengthen our engagement processes with employees around sustainability issues through targeted communication campaigns, workshops and meetings
BELT’s has built a trust-based relationship with its main suppliers. The company will strengthen its relationship with suppliers by implementing a Supplier Code of Conduct based on the industry best practices. We will conduct sustainability workshops to support suppliers in the adoption process.
Contractors act as a liaison between BELT’s employees and end-clients. Currently, We engage with them through sales representatives and designers but will work on deepening their knowledge on BELT’s operations in Colombia and sustainability processes.
BELT’s Forging Future Foundation focuses on providing art education to the community of La Tebaida, Colombia. We strongly believe that art plays a fundamental role in fostering children's creativity. Strengthening the Foundation and extending its programs to a bigger part of the community is part of BELT’s plans in the medium term.
Stakeholder engagement is key to BELT’s success in different dimensions and steps of the value chain. Clients, employees, contractors, suppliers and the local community are our main stakeholder groups.
Louis, Architect, Designer and Artist, leads all the artistic processes and architecturalmetal designs.
Angela, Architect expert in processes and industrialization.
The “Be l t r ans ” Lead the Mos t C rea t i ve P rocess f r om S ta r t t o F i n i sh
MARKETS SERVED
STAKEHOLDER ENGAGEMENT
Valentina, Architect and Designer, shares her innovation skil ls to create one of a kind inspiring objects.
Federico, Architect and Product Designer, collaborates in creating unique collections for luxury living.
[G4-8]
[G4-5]
[G4-6] CATEGORIES of PRODUCTS
Interior Exterior Specials Other Services
Stair RailingsStructural StairsRailings, Wall DivisionsBalconiesDoorsGrillsFurnitureKitchen HoodsWine CellarsWine Racks
Stair RailingsStructural Stairs BalconiesDoorsGrillsFurnitureHoodsHandrailsPool handrailsVehicular gatesPedestrian gates.
AccessoriesFireplacesArchitectural detailsElectric and Gas Light Fixtures
Restoration in historical buildings and for specialty itemsMaintenance service upon request.
3 / 4
COMMUNITIES
EMPLOYEES
CONTRACTORS
SUPPLIERS
END CLIENTS
Type of Engagement
End - Clients
Employees
Suppliers
Contractors
Community
Stakeholder[G4-24] [G4-25] [G4-26] [G4-27]
5 / 6
O N T H E C O M PA N Y
“We t reat our employees l i ke we t reat our c l ients. ”
Luis Fernando Beltran, CEO
“They (c l ients ) dream i t and we make i t ”
Deli lah, US Commercial Director
“ I ’ ve worked at BELT for 30 years and every day has been a new cha l lenge”
Fernando, Production
“ I wou ldn ’ t have spent decades in th is job i f I d idn ' t love i t ”
Fernado, Production
“The h igher you go in the ladder o f h igh-end c l ients, the more they want to know about
susta inab i l i t y ”
Luis Fernando Beltran, CEO
“Our products are made to last forever ” -
Luis Fernando Beltran, CEO
“Knowledge t ransfer re l ies on ind iv idua ls in a rare indust r y that r isks ext inct ion”
Fernando, Production
“BELT is susta inab le but i t doesn’ t make i t exp l ic i t to in terna l and externa l s takeho lders”-
Boris, instal ler
O N S U S TA I N A B I L I T Y
The matrix below maps out some of our most fundamental or “material” elements that best evaluate and capture the company’s environmental and social impact; as well as its style of governance (ESG). We at BELT have chosen to report on these materiality issues since they are the most integral to the foundation of our business, and therefore should be the primary areas of focus as we forge a more sustainable future. Furthermore, these aspects have elements that affect not only the company itself, but also internal and external stakeholders.
MATERIALITY MATRIX
HighMediumLow
Low
Med
ium
High
Impact on BELT’s SuccessSt
akeh
older
Con
cern
Compliance
Community Involvement
Female WageEquility
Equitable Hiring Practices
Employee Training &Education
Occupational Health & Safety
Raw Material Sourcing
GHG Emissions
Energy Required
Social ImpactAssessment
Product Social Environment
Procurement Pract ices andSourcing of Raw Mater ia ls
Occupat ional Health andSafety Measures for Workers
GHG Emissions Der ived from Del iver ing Finished Product
Energy Required to Bui ld Products.
Suppl ier Assessment for impacts on society:regarding labor and environmetal condit ions ofstakeholders along the valuechain.
Gender-Based Wage Equial i ty:rat ions of standard entry level wage by gender compared to local minimum wage at s igni f icant locat ions of operat ion.
Compl iance ( Ver i fy ing Mater ia ls & Qual i ty )
Equitable Hir ing Pract ices
Labor Pract ices GrievanceMechanisms
Employee Training & Educat ion
[G4-14] [G4-20] [G4-21] [G4-18]
[G4-19]
7 / 8
TRANSPORT EMISSIONS ENERGY | WATER METRICS
ENERGY AND WATER METRICS
ENVIRONMENT
BELT’s environmental impacts are limited as millenary production processes that involves the use of small amounts of water and chemicals. The two main impacts found are associated to energy use in the production process and GHG emissions from transporting products from Colombian headquarters to our clients overseas.
BELT’s headquarters and production plant are located in La Tebaida, a town in the heart of the Colombian coffee region. Raw materials such as copper, iron and bronze are transformed into rail ings, doors and balconies among many others. In order to deliver the finished product to customers overseas, BELT uses truck and boat for transportation.
Given that boat transportation poses the most efficient way to transport products overseas, a carbon offset program will be implemented starting 2017. We will give our clients the oppor-tunity to learn about the reforestation practices used to offset the transportation of their products and will strive to develop partnerships to bring our efforts to scale. We will partner with a local environmental NGOs that will use native species for reforestation programs. BELT will monitor progress through bi-yearly monitoring visits.
BELT makes conscious effort of using recycled material - as a way to be sustainable. In our pursuit of being environmentally cautious, we measured our greenhouse gas (GHG) emissions for the first time in BELT’s history. This will serve as a baseline for upcoming years and hopefully, help us mitigate emissions in the future.
Using the GHG Protocol: Corporate Accounting and Reporting Standards, we analysed our electricity consumption from the office and the plant. We also incorporated our coal and propane usage from both these locations for the year 2015 to calculate total GHG emissions.The purpose of the analysis was to establish a baseline for the upcoming years, however, it is important to realize that BELT engages in more operations that weren’t taken into account.
Electricity is bought from the local util ity in proximity of the office and manufacturing plant. Along with that, coal and propane are purchased for the molding the metal and propane for burning purposes. Corresponding emissions can be seen in the graphs based on various metrics.
Water is used for all cleaning and manufacturing purposes. Graph shows monthly water consumption in volume by BELT.
EMISSIONS FROM PRODUCTS’ TRANSPORTATION
BELT’S GHG Emissions
C O 2 E M I S S I O N S ( i n m e t r i c t o n n e s )
Mon
ths
( 20
15 )
Em
issi
os p
er $
100
0 sp
ent
( i
n m
eric
ton
nes/
US
D)∂
BELT’S Emissions Per Thousand Dollars Spent
M o n t h s 2 0 1 5
BELT’S Emissions Per Employee Per Month
M o n t h s 2 0 1 5
Em
issi
os p
er E
mp
loye
e
( i
n %
)
BELT’S Water Consumption
M o n t h s 2 0 1 5
Wat
er C
onsu
med
(
in C
ubic
m)
Power Plant Office Propane Coal[G4-15] [G4-16]
[G4-EN7]
[G4-EN4]
[G4-EN15]
[G4-EN16]
[G4-EN18]
[G4-EN19]
9 / 10
ENERGY | PRODUCT GOVERNANCE | SOCIAL ENVIRONMENT GOVERNANCE
We realize that our products are intensive in energy use. We at BELT will strive to reduce energy consumption by 20% in the next 15 years by implementing series of measures such as transitioning to energy efficient lightbulbs, upgrading equipment and implementing energy saving programs with employees.
For the preview of this report, the Scope 1 and Scope 2 emissions related to Electricity based emissions from the Office and Power Plant were calculated.
Scope 2 focused on the Propane and Coal consumptions for BELT.
The analysis is supposed to serve as a baseline and should be helpful in managing future emissions.
Since we are a relatively small company, the governance structure is less-top down than many other businesses. While our “Maestro” and CEO Louis Beltran makes the majority of key company decisions, the size of our business allows for our employees at all levels to wear multiple hats and offer meaningful input to the business.
While we have not appointed any one individual to specifically oversee and assess the environmental impact of our business, the recycling and reusing of raw materials has been an integral part of the training process from the very beginning. Like an artist values their tools, our production team values the raw materials they work with on a daily basis, and make sure to find a use for all metal scraps.
One of our goals for the coming year is to implement more standardized procedures and protocols, with the intention of fostering more independence in the workplace. At the core of these initiatives is an aim to build stringent documentation that facilitates the transfer of inter / intradepartmental knowledge. By strengthening the employee knowledge-base across the entire company, we hope to encourage more workplace autonomy, as BELT employees will have more transparency into and structure around the inner-workings of our business.
BELT’s dedication to the needs of employee stakeholders is core to the business, and has many transferable benefits to the clients and community. By focusing on equality, community, education and training, as well as health and safety we have identified material aspects that affect both internal and external partners.
At BELT we pride ourselves on striving for a more gender balanced workplace. While our current ratio is 23 women to 77 men. 87 of our employees are located at our headquarters in La Tebaida, Colombia, while the rest are split between Miami and New York City, in the United states. .
Reduction of energy consumptionElectricity is the major source of energy consumption at BELT.
2016 2030
20% Reduction
ENERGY REQUIRED TO BUILD ACTUAL PRODUCTS
BELT will consult employees on their energy consumption habits, how they perceive energy use in the company and where can higher efficiency be achieved. Interventions will be evaluated from a cost and reduction potential perspective.
PRODUCT ISSUE OUR GOAL HOW WE WILL MEASURE PROGRESS
Emissions from transporting products
Offset carbon program
Number of trees planted and maintained yearly
% of energy consumption reduction per ton produced
Reduce energy 20% consumption by 2030
Energy required to build actual products
GOVERNANCE & COMPANY STRUCTURE
El Maestro BELT COD + AGC
EF PLA
M + C
SOCIAL OVERVIEW
WORKPLACE EQUALITY:Fair Wages and Hiring Practices Regardless of Gender
COLOMBIA USA
FemaleMale
Total Workforce: BELT workforce is 100 employees as of April 2016. There are no employees covered by collective bargaining agreements:
FemaleMale
[G4-EN7]
[G4-20]
[G4-34]
[G4-21]
[G4-10] [G4-11]
[G4-LA2] [G4-LA13]
[G4-LA6]
[G4-15]
[G4-LA10]
[G4-16]
[G4-56]
[G4-34]
11 / 12
WORKPLACE EQUALITY COMMUNITY | EMPLOYEESSOCIAL
Although only 23% of our total employees are female, 95 % of the women employed at BELT have logistical, financial, administrative and managerial positions, which include:
Although many of the more physical jobs on the floor are held by men, we have focused our efforts on hiring and training more women for much of the custom, artistic detail ing work that goes into each deliverable. Although we currently only have two women doing repoussage and detail ing, we hope to bring more diversity to this role as we continue to grow. BELT also does not base wages on gender, but rather on experience and skill level.
We at BELT believe that there is plenty of room for improvement in this department. By 2020 our goal is to do implement a more robust process for tracking gender and wage equality, in an effort to promote fairness amongst current and future employees.
Given the intensely physical nature of our work, and the various hazards associated with our production processes, it is essential that BELT provides the necessary safety tools, equipment and resources for all employees involved in the production process; some of which include: goggles, hearing protection, heavy duty boots & safety gloves for welders, high quality air fi ltration, and helmets & harnesses for elevated projects. We at BELT are incredibly proud, as there has not been a serious incident or injury in several years. While there were 22 minor incidents in 2014, 2015 was 100% injury-free. .
COUNTRY
Co lomb ia
USA
18
5
69
8
87
13
21%
38.5%
79%
61.5%
FEMALE MALE TOTAL % FEMALE % MALE
Account ing
Comm.Coord ina t ion
Sa lesManagement
Sa lesD i rec t ion
Des ign
HR QA +Procurement
Product Deve lopment
WORKPLACE EQUALITY:
OCCUPATIONAL HEALTH & SAFETY
-
As mentioned earlier, we at BELT believe it is essential to be an integrative part of the local communityThrough the Forging Futures Foundation, BELT employees will have the opportunity to bond with local communities, by sharing their skil ls and work.
By educating and engaging children about art, we will help fulfi l an essential piece of academic curriculum that is too often omitted from the local schooling. We believe that building an arts-focused foundation at a young age, is as important as developing mathematical and grammatical skil ls.
The Forging Futures Foundation will also aim to help children and young adults acquire new and exciting perspectives, which can enhance communicative abilit ies and foster growth. There is an inherent sustainability aspect to preserving jobs and skills that rely solely on human skill and ability. Since art inspires creativity, imagination and innovation, BELT hopes to encourage children to forge their own dreams, by broadening their awareness of the wide world of possibil it ies and opportunities.
We would not be able to produce such high-quality, custom pieces without our skil led and talented employees. Since specialized skil ls are required to forge these products for our customers, we provide our employees with the necessary educational resources and training to learn the craft. When we bring on a new team member for a production role (whether it’s forge, repoussage, molding, casting or modeling) they are provided with comprehensive training in the field. New, inexperienced employees also have the opportunity to rotate through various roles throughout the stages of -production, until they determine the area that best suits their skil ls and interests.
One of the most valuable education opportunities we offer our production employees is through the SENA Program. This program provides continuing education classes and opportunities for BELT employees to attain skil ls and knowledge, tangential to their day-to-day work. Once a week for 12 weeks, up to 40 BELT employees at a time are paid to attend classes during the workday. The SENA program encourages our employees to expand their skil ls and knowledge-bases, with the intention that their contributions to the company and their communities will continuously grow.
Additional educational certificates and requirements we offer & require are:
COMMUNITY INVOLVEMENT
EMPLOYEE TRAINING AND EDUCATION
Role
Sa les
Sa fe t y / QA
We ld ing
Fabr i ca t i on D i rec t i on E leva ted Work Ce r t i f i ca tes
20 Hou rs o f Fo rma l Tra in i ng
Two Week Immers i ve Tra in i ng / Workshops /F ie ld V i s i t s
OSHA Cons t ruc t i on Ce r t i f i ca t i on /GHS & OSHA Haza rdous Commun ica t i on
Requ i rements
[G4-9]
[G4-12]
13 / 14
PRODUCT
BELT’s supply chain is spread between Colombia and the United States. Our headquarters, also the main production facility, is located in Armenia, Colombia and produces mainly for the US market. Over 90% of the product installation and delivery in 2015 took place in the US, with remaining-part constituting special projects. Our supplier network has remained stable throughout the years, and we have been working with a trusted group of providers of materials for our forging processes. We have a network of raw materials suppliers based across Colombia. Materials we obtain come from local sources and are we apply the principles of ISO 14000 and ISO 9001 certifications to assure the quality of BELT’s procedures.
Suppliers of materials are at the core of BELT’s business. We put a lot of effort and value in building long-term relationships with our suppliers, allowing us to maintain the highest quality of materials used in the production processes. However, our commitment to excellence goes beyond the assurance of the highest quality of materials.Because we want our clients to have full trust in us, we strive to build our relationships with suppliers on the foundationsof fairness, environmental responsibil ityand good working conditions. This is what true product sustainability means to us.
RAW MATERIALS, SUPPLIERS & COMPLIANCE
PRODUCT
“BELT s t ands f o r t he sus t a i nab i l i t y o f ou r p roduc t s . Ensu r i ng qua l i t y e xce l l e nce beg i ns w i t h t he ma te r i a l s we use i n t he p roduc t i on p rocess . I n 2016 we w i l l e s t ab l i s h new po l i c i e s f o r t he co l l abo r a t i on w i t h ou r supp l i e r s t ha tw i l l h e l p us imp rove t he t r anspa rency o f BELT ’ s supp l y cha i n . ”
Beginning in 2017, we will develop a Supplier Code of Conduct that will delin-eate binding criteria for all of BELT’s suppliers.-We will construct our guidelines around a variety of issues including labor regulationshuman rights, occupational health and safety, business ethics and environmentalprotection. In the next eighteen months we will carefully examine existing industry standards and initiatives for responsible supply chain management and will seek best ways to incorporate new policies into BELT’s operations and compliancepractices.
We believe that such initiatives will be beneficial for the continuous and meaningfulsupplier assessment. We are proud to report that the company has experienced zero fines or sanctions due to issues surrounding regulatory compliance. BELT takes compliance extremely seriously, and this code of conduct will further ensure that we continue to achieve this high level of regulatory accountability. We will report on the development, content and the level of implementation of our Supplier Code of Conduct in the 2017 BELT Sustainability Report. Establishing BELT supply chain sustainabilitypractices will further enable us to offer the highest quality of services and prevent disruptions to our operations related to environmental risks, while ensuring best prices and efficiency.
[G4-EN29] [G4-EN32] [G4-EN33]
15 / 16
BELT has continued on the mission of forging dreams while inculcating sustainability in its current practices. The premise of our operation is creating long-lasting products using recycled material - the definition of sustainability.
To continue on this path of sustainability, we will be making additional efforts to maintain and regularly update records of direct and indirect economic impacts. This would serve as a good indicator of not only our financial growth, but also corresponding environmental efforts. Through this, we aim to monitor, set dated and absolute goals to manage progress.
As next steps, BELT will be launching two communication strategies targeting clients and employees in order to communicate the environmental, social and governance values and goals of BELT. We will be using different communication channels such as newsletters, direct mail, sustainability report printed copies, and smaller-scale targeted approaches. For reporting purposes, BELT will identify existing sustainability efforts along the supply chain. In the future sustainability reports BELT will closely follow the GRI Guidelines and ISO standards.
Secure 100% of materials are sourced from suppliers that comply with code of conduct (COC) by 2020
% of materials sourced from supplier with Code of Conduct
% of suppliers to adopt COC
# of f ines or sanctions incurred by company and/or the mone-tary cost-benefit of investing in the implementation of preventa-tive processes.
Secure 100% of suppliers sign up to the COC, including mandatory compliance for newly contracted suppliers by 2020
Implement a process/campaign to educate and incentivizeemployees on local complianceMeasures by 2020
Compliance for newly contracted suppliers by 2020
NEXT STEPSSUPPLY CHAIN MILESTONES
PRODUCTSUPPLY CHAIN TRANSPARENCY MILESTONES
Best Practices Research and Code of Conduct Drafting
PRODUCT ISSUE
RAW MATERIALS
SUPPL IER ASSESSMENT
COMPLIANCE
OUR GOALHOW WE MEASURE
PROGRESS
Consultation with Suppliers
Adoption of theCode of Conduct
Training forSuppliers
Training forSuppliers
Tracking Progress of Adoption
Report on the Code of Conduct Adoption
Progress
100% Adoption of the Code of Conduct
Implement Standardized Process to PromoteKnowledge Transfer
& Independence
Tracking Progress of Adoption
Tracking Progress of Adoption
2016 2017
2018
2020
16
GLOBAL REPORTING INITIATIVE CONTENT INDEXGENERAL STANDARDS DISCLOSURE
16
STRATEGY AND ANALYSIS
ORGANIZATIONAL PROFILE
REFERENCE
REFERENCE
ORGANIZATIONAL PROFILE REFERENCE
APPENDIXGlobal Reporting Initiative Content Index
17 / 18
G4-1 CEO Statement on Sustianability
G4-3
G4-4
G4-5
G4-6
G4-7
G4-8
G4-9
G4-10
G4-11
G4-12
G4-13
G4-14
Name of the Organization
Primary Products, and/or Services
Location of Organization’s Headquarters
Number of Countries Where the Organization Operates
Nature of Ownership and Legal Form
Markets served
Scale of the Reporting Organization
Total Number of Employees by Employment Contract and Gender
Report the Percentage of Total Employees Covered by Collective Bargaining Agreements
Describe the Supply Chain’s Description
Significant Changes during the Reporting Period regarding Size, Structure or Ownership
Explanation of Whether and How the Precautionary Approach or Principle is Addressed by the Organization
BELT’S SUSTAINABILITY REPORT 2016
Pg 1
Pg 2
Pg 2
Pg 2
Pg 2
Pg 3
Pg 3
Pg 2
Pg 3
Pg 11
Pg 13
Pg 11
Pg 6
STRATEGY AND ANALYSIS
ORGANIZATIONAL PROFILE REFERENCE
REFERENCEIDENTIFIED MATERIAL ASPECTS AND BOUNDARIES
All the Entities Included in the Organization’s Consolidated Financial Statements and If Any of These are Not Covered in the Report
REFERENCE
REFERENCE
STAKEHOLDER ENGAGEMENT
REFERENCESTAKEHOLDER ENGAGEMENT
REFERENCEGOVERNANCE
REFERENCEREPORT PROFILE
18 / 19
G4-24
G4-25
G4-26
G4-27
G4-28
G4-29
G4-30
G4-31
G4-32
G4-33
G4-34
G4-56
G4-15
G4-16
G4-17
G4-18
G4-19
G4-20
G4-21
G4-22
G4-23
Externally Developed Economic, Environmental and Social Charters, Principles, or Other Initiatives to Which the Organization Subscribes or Endorses
Memberships in associations (such as Industry Associations, National/ International Advocacy Organizations)in Which the OrganizationHas Positions in Governance Bodies; Participates in Projects or Committees; Provides Substantive Funding Beyond Routine Membership Dues; or Views Membership as Strategic
Process for Defining Report Content and Aspect Boundaries and How the Organization Implemented the Reporting Principles for Defining Report Content
List all the Material Aspects Identified in the Process for Defining Report Content
For Each Material Aspect Report the Boundary within the Organization: if Aspect is Material within the Organization,if the Aspect is Material for all Entities within the Organization and Any Limitations Regarding the Aspect Boundary within the Organization
For Each Material Aspect Report Aspect Boundary Outside the Organization: if the Aspect is Material Outside the Organization, Identify which Entities or Groups for which it is Material. Describe Geographical Location where Aspect is Material for Entities Identified. Report any Specific Limitations regarding Aspect Boundary outside the Organization
Report the Effect of Any Restatements of Information Provided in Previous Reports, and the Reasons for Such Restatements
Report Significant Changes from Previous Reporting Periods in the Scope and Aspect Boundaries
Provide a List of Stakeholder Groups Engaged by the Organization
Basis for Identification and Selection of Stakeholders with Whom to Engage
Approaches to Stakeholder Engagement, including Frequency of Engagement by Type and by Stakeholder Group
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
Reporting Period (e.g., fiscal/calendar year) for Information Provided
Date of Most Recent Previous Report (if any)
Reporting cycle (such as annual, biennial, etc.)
Contact Point for Questions Regarding the Report or its Contents
Table Identifying the Llocation of the Standard Disclosures in the Report
Policy and Current Practice with Regard to Seeking External Assurance for the Report
Governance Structure of the Organization, including Committees under the Highest Governance Body responsible for Specific Tasks, such as setting Strategy or Organizational Oversight
The Organization’s Values, Principles, Standards and Norms of Behavior such as Codes of Conduct and Codes of Ethics
BELT’S SUSTAINABILITY REPORT 2016
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REFERENCE
REFERENCE
SPECIFIC STANDARD DISCLOSURES
Monetary Value of Significant Fines and Total Number of Non-Monetary Sanctions for Non-Compliance with Environmental Laws and Regulations
Direct greenhouse gas (GHG) emissions (Scope 1)
20 / 21
G4-EN29
G4-EN32
G4-EN33
G4-EN15
G4-EN7
G4-EN18
G4-EN19
G4-LA10
G4-LA2
G4-LA13
GHG emissions intensity
Reduction of GHG emissions
Programs for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings
Benefits provided to full-time employees that are not provided to temporary or part-time employees, by significant locations of operation
Ratio of basic salary and remuneration of women to men by employee category, by significant locations of operation
Percentage of New Suppliers that wer e Screened using Environmental Criteria
Significant Actual and Potential Negative Environmental Impacts in the Supply Chain and Actions Taken
Energy indirect greenhouse gas (GHG) emissions (Scope 2)
BELT.COM.COWe Forge Your Dreams
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Ian Brecher, Laura Gonzalez, Hector Hernandez, Sargam Saraf, Karolina Walecik, & Rossemary Yurivilca
Prepared by:
COLUMBIA UNIVERSITY 2016 SIPA | SUMA
BELT’S SUSTAINABILITY REPORT 2016
