All the instructions and files will be attached to it.
for each question, ( total 4 questions). please try to follow the professor's guideline and the materials that she is given only. NO OUTSIDE RESOURCES PLEASE. I will send everything that I can for this assignment and that is her materials as well.
Also, it has to be a single space and two page total for the assignment.
Assignment Subject: Environmental or CSR Engagement Exercise
Decide whether you have more interest in Ch. 11 on Environmental Sustainability or Ch. 12 on Corporate Social Responsibility and complete its associated exercise below. ONLY ONE is required!
-
I’m choosing Chapter 12. Corporate Social Responsibility.
Ch. 12 "CSR Reports Awards" Assignment
The last section of Ch. 12 on the GRI
ings up the topic of CSR or Sustainability Reports. These new styles of annual reports are being produced by an increasing larger number of major corporations. The GRI is often used as the benchmark on which they mark themselves. As I say in the supplemental video on Ch. 12 (be sure and watch that prior to completing this assignment), the quality of CSR Reports varies greatly. Some are "puff" pieces, intended only to be a public relations effort, without any real data or support. Others are very well documented and include significant reporting data linked to GRI or another accepted benchmark standard.
Each year an organization called the Corporate Register conducts a awards process to determine the best Corporate CSR or Sustainability Reports in 8 categories: 1) Best Report:
2) Best Integrated Report; 3) Ca
on Disclosure; 4) Creativity in Communications; 5) Innovation in Reporting; 6) Relevance & Materiality; 7) Openness & Honesty; and 8) Credibility through Assurance.
· Download and skim the entire CRRA Report on the 2018 winners to familiarize yourself with how they decide which companies will win the award and some demographic statistics on all the reports:
CRRA Awards 2018.pdf
· Then choose two reports to read in some depth from the following winners: Hydro and Hyundai
Best Report: Marks and Spencer
Marks and Spencer Plan A 2017.pdf
Best Integrated Report: VanCity Savings Credit Union
Vancity in 2016_Building on our Values.pdf
Relevance and Materiality: Hydro Quebec
HydroQuebec Sustainability Report 2016.pdf
Openness and Honesty: Domtar Corporation
Domtar 2017 Sustainability Report.pdf
Credibility through Assurance: Hydundai Steel (1st runner up)
Hyundai Steel XXXXXXXXXX1st Runner Up.pdf
· For the two reports you choose to read in detail, summarize the following in a written engagement report. Each element should be at least one long paragraph for each of the two descriptive write-ups.
1. Category the company won in and the criteria used to determine that award (will be found in CRRA Report).
2. A short background on the company who received the award for their report.
3. Three examples you found from their report that demonstrate that they deserved to receive the award (will want to reference the criteria you included in 1 above).
4. If you found any evidence that they should NOT have received the award.
· Your summary write-up for each company report is worth 15 grading points, for clear writing and completely including all 4 elements above. The total assignment is worth 30 grading points. Be sure to proofread!
Hydro-Québec Sustainability Report 2016
W O R K B E T T E R | A I M H I G H | B U I L D T H E F U T U R E
SUSTAINABILITY REPORT 2016
http:
www.hydroquebec.com
esidential
How to use this report
INTERACTIVITY
This report, presented in PDF format, has interactive features
made possible by Adobe Reader software.
FEATURES
Additional information
on the We
Additional or more detailed
information
Tip for accessing further
information
Hyperlink to another page
in the report
Exclusive
Web content
Access to a map locating
a project
Stakeholders
concerned
Materiality analysis
aspects
Global Reporting Initiative
Hyperlink
Electricity supplied
Term defined
GRI
In this report, the indicators under
the different section titles refer to
GRI disclosures.
NAVIGATION
Go to previous
or next page
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of contents
Access bookmarks
OUR SOCIOECONOMIC CONTRIBUTION
Our business contributes about 4% to Québec’s
gross domestic product. We also invest
in communities by supporting social and
humanitarian action, health and educational
institutions, sports and cultural activities,
and volunteer commitments by our employees.
I N T H I S S E C T I O N
õ Financial results
õ Spinoffs of projects
and operations
õ Community
investments
õ Donations and
sponsorships
õ Integrated
Enhancement Program
õ Fondation Hydro-
Québec pour
l’environnement
õ Employee volunteering
Young visitors at the Rivière-des-Prairies generating station
interpretation centre in Montréal.
GRI G4-19, G4-24, G4-27
74HYDRO - QUÉBEC
SUSTAINABILIT Y REPOR T 2016
O U R AC T I O N S
PROCUREMENT OF GOODS
AND SERVICES IN QUÉBEC
94%
COMMUNITY
INVESTMENTS
$28 million
STAKEHOLDERS
CONCERNED
MATERIALITY ANALYSIS
ASPECTS
OUR CONTRIBUTION
TO SUSTAINABLE
DEVELOPMENT
GOALS
õ
Cover: Rapides-Farmer generating station on the
Rivière Gatineau in the Outaouais region. A heritage gem.
2HYDRO - QUÉBEC
SUSTAINABILIT Y REPOR T 2016
XXXXXXXXXX
2008
2003
XXXXXXXXXX
2004
2007
XXXXXXXXXX
HYDRO-QUÉBEC
SUSTAINABILITY
REPORT 2012
2012
SUSTAINABILITY
REPORT 2013
2013
SUSTAINABILITY
REPORT 2014
2014
Sustainability Report 2015
Setting new sights with our clean energy
2015
M I E U X FA I R E | V O I R G R A N D | B ÂT I R D E M A I N
RAPPORT SUR LE DÉVELOPPEMENT DURABLE 2016
2016
Fifteen years of reports
Sustainability according
to Hydro-Québec
Supplying clean, renewable energy helps ensure
quality of life. Meeting people’s electricity needs in
a sustainable way is of prime importance. It is also
crucial to use resources wisely and preserve the
quality of the environment for future generations.
Québec long ago opted for hydroelectricity,
a clean, renewable energy source with known,
well-controlled environmental impacts. Today,
Québec is actively involved in the fight against
climate change in North America.
Hydro-Québec has a sustainability vision that goes
well beyond the environment. We endeavor to
see that stakeholders participate in our decisions.
We are also determined to contribute to the
province’s economic vitality.
3HYDRO - QUÉBEC
SUSTAINABILIT Y REPOR T 2016
A customer-centred culture
focused on results
We supply electricity under the best possible conditions throughout Québec. Every year, we publish a report describing our sustainability
governance and performance. Our customers are our first priority. We also manage the energy balance while protecting the environment
and remaining mindful of the communities around us. We rely on innovation and we contribute to Québec’s social and economic wealth.
18
OUR GOVERNANCE
30
OUR CUSTOMERS FIRST
39
OUR MANAGEMENT OF ENERGY
DEMAND
51
OUR CONTRIBUTION TO
CLIMATE STABILIZATION AND
ENVIRONMENTAL PROTECTION
60
AN ACTIVE PRESENCE
IN THE COMMUNITY
68
OUR COMMITMENT TO
TECHNOLOGICAL INNOVATION AND
TRANSPORTATION ELECTRIFICATION
74
OUR SOCIOECONOMIC
CONTRIBUTION
4HYDRO - QUÉBEC
SUSTAINABILIT Y REPOR T 2016
OUR SYSTEM OUR HUMAN RESOURCES
OUR MISSION We deliver reliable electric power and high-quality services. By developing hydraulic resources, we make a strong
contribution to collective wealth and play a central role in the emergence of a low-ca
on economy. As recognized leaders in
hydropower and large transmission systems, we export clean, renewable power and commercialize our expertise and innovations
on world markets.
Map of major facilities and generating
stations serving off-grid systems
Hydro-Québec in 2016
212
Number of internships
831
New employees
772
Retirements
28.7%
Proportion of women
45.0 years
Average age
19,552
Number of employees
116,794 km
Length of the distribution
system
536
Number
of substations
34,292 km
Length of the transmission
system
62
Number of hydroelectric
generating stations
24
Number of thermal
generating stations
36,908 MW
Installed capacity
of the generating fleet
5HYDRO - QUÉBEC
SUSTAINABILIT Y REPOR T 2016
OUR APPROACH
Reservoir that supplies Péribonka generating station
in the Saguenay–Lac-Saint-Jean region.
6HYDRO - QUÉBEC
SUSTAINABILIT Y REPOR T 2016
O U R A P P R O AC H
Message from the President
and Chief Executive Office
Éric Martel
President and Chief Executive Office
Over the course of its history, Hydro-Québec has sometimes found itself at a crossroads. This was the case in
the early 1970s, when the oil crisis hit. It was also the case in 1997, when wholesale electricity markets opened
up to competition in North America. It is the case once again today, with global warming. Tremendous
prospects are opening up for us. A worldwide energy revolution is taking shape. The power industry intends
to be fully involved by offering profitable, sustainable solutions for reducing greenhouse gas emissions. It has
two main avenues to pursue: use of renewable energies and transportation electrification.
We enjoy a strong position in these two strategic sectors and we have further support available in our
complementary expertise in energy storage and management of major systems. We have all the assets
needed to become a world leader in the energy revolution that is just beginning. In 2016, in response to our
customers’ expectations, we started introducing a unifying corporate culture focused on customer service
and driven by results. Our approach is based on teamwork, agility and openness to new ideas and growth
opportunities.
Our enthusiasm for a new, forward-looking project was moderated, however, by the deaths of two workers
employed by contractors on our Romaine complex jobsites and by a rise in our work-related accident
frequency rate. The question of workplace safety is a matter of great concern to us and clearly takes
precedence over all the others. The Board of Directors therefore promptly formed a special committee tasked
with examining our workplace health and safety practices and recommending the necessary changes.
7HYDRO - QUÉBEC
SUSTAINABILIT Y REPOR T 2016
O U R A P P R O AC H
Message from the President
and Chief Executive Office
SATISFYING CUSTOMERS
Hydro-Québec is in a unique position: our customers are also, ultimately, our shareholders. The new Strategic
Plan we filed in 2016 can be summed up as follows: aim for excellence in order to give back to Quebecers to an
even greater extent.
We want to