GRI
Reference	Description	Page Number

1.	VISION AND STRATEGY
	Chairman statement	30 – 35
	Group chief executive report to stakeholders	36 – 48, 89 – 90

2.	ORGANISATIONAL PROFILE
2.1	Name of organisation	216
2.2	Primary brands, products and services	2 – 3, 20 – 27, 50 – 81
2.3	Operational structure of the organisation	47, 204 – 205
2.4	Head office of the organisation	216
2.5	Countries in which operations are located	3
2.6	Ownership structure and legal status	130, 216
2.7	Markets served	2 – 3
2.8	Scale of the reporting organisation	4 – 7
2.9	Significant changes in the organisational and ownership structure	34 – 35, 47 – 48, 69, 73, 79 – 80, 136 – 137

3.	REPORT PARAMETERS
	Report profile
3.1	Reporting period	91
3.2	Date of most recent report	91
3.3	Reporting cycle	91
3.4	Contact point for questions regarding the report	216
	Report scope and boundary
3.5	Process for defining report content (including priorities)	91
3.6	Boundary of the report	91
3.7	Limitations on the scope of the report	91
3.8	Basis for reporting on joint ventures, subsidiaries etc	91, 143
3.9	Data measurement techniques and bases of calculations	91
3.10	Explanation of any re-statement of information provided in earlier reports	91
3.11	Significant changes in the scope, boundary, or measurement methods not relevant	91
3.12	GRI content index – Tabular overview with page numbers	114 – 115
3.13	Assurance – external assurance of statements	91

4.	GOVERNANCE, COMMITMENTS, AND ENGAGEMENT
	Corporate Governance
4.1	Governance structure of the organisation	28 – 29, 49, 116 – 118
4.2	Independence of the Chairman	28, 117, 122
4.3	Independence of the Board	28 – 29, 116 – 117, 122
4.4	Shareholder and employee recommendations to the Board	92 – 93
4.5	Linkage between executive directors and senior executive’s compensation
	and the organisation’s performance	125 – 129
4.6	Processes to avoid conflicts of interest	116, 122
4.7	Process for determining the qualifications and expertise of board members	117, 122
4.8	Mission statement, codes of conduct and corporate values	1, 8, 44, 89, 111, 116
4.9	Board procedures for overseeing the organisation’s risks and opportunities
	regarding sustainability	14 – 15, 91, 95, 118, 120, 121
4.10	Processes for evaluating Board performance	117, 122
	Commitments to external initiatives
4.12	Externally developed economic, environmental, and social charters, principles,	16, 32, 34, 44, 89, 91, 101 – 102,
	or initiatives to which the organisation subscribes or endorses	105, 108, 111 – 112, 116, 119, 120, 124
4.13	Memberships	89, 107, 111, 120

	Stakeholder engagement
4.14	List of included stakeholder groups	92 – 93
4.15	Identification and selection of stakeholders	92 – 93
4.16	Approaches to stakeholder engagement	92 – 93
4.17	Consideration of stakeholders’ interests	92 – 93

	Management approach and performance indicators
	Economic Performance Indicators
EC1	Economic performance	4 – 7, 86 – 87, 94, 95, 132 – 210
EC2	Financial implications due to climate change	109 – 110
EC3	Coverage of the organisation’s defined benefit plan obligations	150 – 151, 188 – 192
EC6 - EC7	Market presence	104 – 106
EC8 - EC9	Indirect economic impacts	1, 30, 95

	Environment Performance Indicators
EN1 - EN15	Materials, Energy, Water and Biodiversity	108 – 111
EN16 - EN25	Emissions, effluents and waste	110 – 111
EN26 - EN27	Products and services	110
EN28	Compliance with legal regulations	110 – 111
EN29	Transport	109 – 109

	Labour Practices and Decent Work Performance Indicators
LA1 - LA2	Employment	4, 12, 104
LA4	Labour/management relations	111
LA6 - LA8	Occupational health and safety	16, 31 – 32, 44, 95 – 101
LA10 - LA12	Training and education	102 – 103
LA13	Diversity and equal opportunity	104

	Human Rights Performance Indicators
HR2	Procurement practices	105 – 106
HR4	Non-discrimination	104, 112
HR5	Freedom of association and collective bargaining	111
HR6	Child labour	111
HR7	Forced and compulsory labour	111

	Society Performance Indicators
S01	Community	106 – 107
S02 - S04	Corruption	111 – 112
S07	Anti-competitive behaviour	112
S08	Compliance	111 – 112