但是，人类和地球面临的挑战是复杂的，没有一个公司、部门或国家能够单独解决这些问题。正因为如此，我们致力于在公共和私营部门开展合作，促进具有持久影响的伙伴关系和解决方案，并重新定义“实现更多”对世界的意.
2020-07-02
36页
5星级
日历年(CY)被这样标记或以四位数格式书写。“沃尔玛”系指沃尔玛公司(一家特拉华州公司)及其合并子公司，但除财务数据外，不包括所有收购的电子商务子公司、业务、平台和/或市场，除非另有说明。
2020-07-02
140页
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一年前，当我们开始我们的负碳之旅时，我们知道气候危机迫在眉睫，需要立即予以关注。当时还没有人意识到，仅仅几个月后，世界将面临全球大流行和长期关闭。在过去的一年中，我们解决了这两个问题。
2020-07-02
96页
5星级
截至2020年底，我们的养猪业业务已扩展到全国24个省级行政区，覆盖100个城市的211个县，受到利益相关者的信任和首选。以养猪为重点，确保市民有稳定的猪肉供应。
2020-07-02
59页
5星级
P003-P01001P011-P022CONTENTS02P023-P049Chapter TwoOpeningChapter OneSupporting complianceand stable developmentCaring for peopleDuties and responsibilitiesChairmans speechAbout the companyCompany profileCorporate cultureList of awardsProgress of sustainable development goalsSustainability performance overviewPioneer of party building1.1 Standardizing corporate governance1.2 Sustainable development management1.2.1 Sustainable development management structure1.2.2 Stakeholder identification and communication1.2.3 Materiality issues1.3 Internal control and risk management1.3.1 Risk management system1.3.2 ESG risk management1.4 Business ethics management1.4.1 Integrity management system1.4.2 Anti-corruption measuresWorking together to fight the epidemic2.1 Employee development and care2.1.1 Protection of rights and interests2.1.2 Recruitment and promotion2.1.3 Training and development2.1.4 Health and safety2.2 Community investment and support2.2.1 Empowering rural revitalization2.2.2 Public welfare and charity P082-P10203P050-P065SF-EXPRESS04P066-P081Chapter ThreeChapter FourEndingOffering a green and a better lifeSupporting innovationsmart industryGreen for every kilometer3.1 Sustainable transport3.1.1 Green transportation3.1.2 Green shipment3.1.3 Green office3.2 Promoting circular economy3.2.1 Green packaging3.3 Climate change response3.3.1 Risk identification and assessment3.3.2 Risk responseBuilding the belt and road4.1 Industrial innovation4.1.1 Building smart logistics4.1.2 Safe delivery and transportation4.2 Customer service optimization4.3 Data and network security4.3.1 Cybersecurity4.3.2 Data and information security4.4 Supplier management4.4.1 Supplier management system4.4.2 Compliance and integrity procurement4.4.3 Promoting supplier performanceAbout the ReportPolicy ListESG Key Performance TablesGRI Standards IndexReaders Feedback2020 was a year of COVID-19 chaos, a year of a decisive victory in the fight against poverty, a year of proposing a carbon-neutral goal, and a year of showing corporate responsibilities of SF Holding. When the COVID-19 outbreak was at its worst, we provided the first “reverse flight” to Wuhan. In assisting rural revitalization, we launched the industrial chain solution for intelligent agriculture, and assisted farmers to practice agriculture. In response to the national carbon-neutral goal, we established a carbon-emission management system, based on the forward-looking layout of green packaging and new-energy capacity solutions. We have carefully studied and promoted the formulation and implementation of carbon-neutral goals. In the future, hundreds of thousands of our employees will continue to illuminate the society, deliver parcels, and also deliver duties and responsibilities.Duties and responsibilities顺丰2020年可持续发展报告2020 S.F. Holding Co., Ltd. Sustainability Report004/Chairmans speech003In the past year, the outbreak of COVID-19 across the globe has impacted and influenced businesses severely, and the global supply chain and logistics system has faced severe challenges. During the ongoing pandemic, we lived up to the trust and entrustment of the country, government, enterprises, customers and other stakeholders. We provided solid protection toward citizens lives and maintained social harmony via our agile, efficient and intelligent logistics-service system.Delivering compliance and steady development. We continued to build and iterate the risk management IT system, and have initially formed six functional modules, such as regular risk management, crisis management, risk assessment and risk management model. The system consists of 27 function points, which can be used for risk control and management, by means of science and technology. We fully integrate environmental, social and governance (ESG) risks into daily risk identification and control and actively respond to the uncertainties brought about by climate change. Last year, our risk-control training covered 100% new employees and the professional-risk training covered 100% on-the-job employees.Sending deep humanistic care. Equal respect is our core value at SF Holding. We create an equal, harmonious and pleasant working atmosphere for our employees. The number of labor union members reached 203,373. We have established a diversified and personalized welfare system for our employees, to provide a broad range of non-statutory benefits. We have also established a three-tier safety management organization, consisting of the headquarters, regional departments and grassroots. We have passed the ISO45001 Occupational Health and Safety Management System certification, strictly guaranteeing employees safety with standardized and systematic management. We also achieved the goal of zero major fire accidents and zero major casualties.Offering a green and better life. China has determined the vision of achieving a carbon peak by 2030 and carbon neutrality by 2060. This put forward new requirements for energy conservation, emission reduction and sustainable development of every enterprise. We at SF Holding, pay attention to the impact of every business, and we continuously improve resource utilization rate and reduce energy consumption. In 2020, we launched 17,053 new-energy powered vehicles, representing a 50% increase compared to 2019, covering 185 cities. In terms of creating green packaging, we carried out a technical transformation of packaging, which saved approximately 26,000 tons of base paper, about 8,000 tons of plastic and nearly 70,000 tons of carbon emission.Building innovative and smart industries. We addressed the by-line, “technology changes logistics, and logistics changes life,” built diversified products, services and solutions under the logistics umbrella, such as the “Fengzhi Cloud Chain.” We empowered order placement, transit, transportation, delivery and other operational tasks, to improve accuracy and efficiency. We strictly ensure the safety of product collection, dispatch and transportation. In 2020, we successfully removed 10,713 illegal and prohibited products. We qualified as the first drug third-party logistics issues by the “Notification Commitment Public Notice System,” after the implementation of the new Drug Administration Law of the Peoples Republic of China. It allowed us to provide a comprehensive guarantee for the transportation of drugs and vaccines during the COVID-19 pandemic. Customers are our important stakeholders, and providing them with better services is our constant pursuit. During 2020, we ranked first in the industry for the 12th consecutive year, in the satisfaction survey conducted by the State Post Bureau of China.Opportunities and challenges coexist under the impact of the COVID-19 pandemic. We will seize the opportunities and definitely overcome the challenges. We work hand-in-hand, with every member of SF Holding to provide greener, more efficient and safer products to all our stakeholders. We want your lives to go on smoothly, because of us. About the companyFounded in Shunde, Guangdong in 1993, SF Holding has become a leading integrated express and logistics service provider in China, that offers integrated logistics solutions.Company profileAt SF Holding, we focus on the customer-oriented, demand-oriented and experience-based characteristics of the industry. We explore the customers end-to-end process contact point needs and other personalized needs under different scenarios. We design product services and solutions suitable for customers and continuously optimize the product system and service quality. At the same time, we use science and technology to enable product innovation and form industry solutions. We provide customers with integrated supply chain solutions and comprehensive supply chain services, realize intelligent logistics operators with network scale advantages, and have a strong management and control business model for the whole network.We believe that sustainable environmental and social development and the happiness of our stakeholders is our responsibility alongside our duty to fulfill our business objectives and create long-term shareholder value. In 2020, under the background of striving for reaching CO2 emissions peak before 2030 and achieve carbon neutrality before 2060, we continued to increase energy conservation and emission reduction, deepened the green enterprise transformation, actively established the industry benchmark, and contributed to the achievement of the carbon neutral goal.顺丰2020年可持续发展报告005006/2020 S.F. Holding Co., Ltd. Sustainability ReportCorporate cultureCorporate cultureVisionCore ValuesBasic Standards for IntegritySFers common goalsSFers code of conductSFers ethical baseSF-EXPRESSAct honestly and be openPrinciple of integrityCustomer SuccessInnovation andInclusivenessEquality and RespectOpenness and Mutual BenefitsCore valuesOur company in being constantly developed over 28 years. We have cultivated a corporate culture with SF Holdings profound seal. For us, corporate culture is not just a belief, but a commitment and practice. It is embodied in the words and deeds of all SF employees and business operations. It has become a strong spiritual force and is deeply embedded in the cohesion, competitiveness and vitality of SF Holding.Create the best service experience by always giving the customer the priorityChange on demand to achieve an outstanding level of service valueExplore unknown possibilities through innovationAffirm the move towards innovation with inclusivenessShow mutual respect and accept others through listening and understandingEmbracing change and seek development in an open environmentEstablish common ground while allowing differences, and achieve future success through cooperationTreat others as how you want to be treatedDo not harm to costumersand corporate interestsBe prudent in decisions and do not promise too much or break our wordSeek no gains at expense of others, and seek no personal gains using the companys name and resources List of awardsAwards we received in 2020The second (2020) New Fortune “Best Listed Company”All-China Federation of Industry and Commerce Outstanding Case of Social Responsibility of Private Enterprises in China (2020)2020 Caijings Sustainability Efficiency AwardTencent News 2020 “China Welfare Company” Corporate Social Responsibility Selection “ESG Outstanding Performance Enterprise” Award2020 China Excellence IR Best Information Disclosure Award2019-2020 China Cold Chain Industry Golden Chain Award “Top 10 Integrated Logistics Service Providers”SF labor union was awarded the “Most Beautiful Home of Employees” by All-China Federation of Trade UnionsThe official WeChat public account of SF labor union was awarded the “Internet Top Ten Inclusive Service Enterprise of Trade Union” by the Central Information Office and the All-China Federation of Labor Unions2019-2020 China New Energy Automobile Industry Green Responsibility Award2020 China Public Welfare EnterpriseSF Holdings Charity Foundation was listed on China Charity List 2020 Charity Model of the YearSF Holdings Warmth Project was awarded with the 10th Shenzhen Caring Action Top 100 Peoples Satisfaction Project and the 5th Pengcheng Charity Award “Model Project Award”SF Holding Foundation, “SF Lotus Education Assistance Project” was awarded the “Top 50 Poverty Alleviation Cases of Chinese Social Organizations”The 5th Pengcheng Charity Award “Pengcheng Charity Donation Enterprise Gold Award”Outstanding cross border e-commerce enterprises with social responsibility to fight COVID-192020 Chinas Best Employers of the Year-Top 10 National2020 Chinas Best Employer of the Year-Outstanding Achievement Employer2020 Logistics Technology Innovation Award2020 China Post Industry Technology Research and Development Center2020 Postal Industry Science and Technology Award2020 World Expo Golden Bull Award Innovative Enterprise of Smart Logistics Technology and EquipmentChina IoT Technology Innovation Award2020 Gold Ridge Award Smart Anti-epidemic Special Award2020 Top Ten Innovative Leading Enterprises in Intelligent LogisticsGuangdong Province Big Data Key Enterprises2020 China Design Red Star Award (Five) building distribution robot, unmanned express delivery cabinets, Arkgarden unmanned, H4 four-rotor unmanned, SF one-click callYong Wang: The National 5.4 Youth Award; The national fight COVID-19 advanced individual; The person of year 2020 of “Touching China”Yibiao Zhang or Chunrong Chen: the national labor model; Hua Liu/Cong Gu: National outstanding members of the Communist Youth League; Zhang Li won the National March 8th Red Banner Bearer顺丰2020年可持续发展报告008/Progress of sustainable development goals2020 S.F. Holding Co., Ltd. Sustainability Report007Core goalQUALITYEDUCATION Goal 4: Quality educationAt SF Holding, we offer tuition to employees for supporting degree programs and certifications. We also set up scholarships for poor students to help employees and vulnerable groups acquire high-quality educational resources.DECENT WORK AND ECONOMIC GROWTH Goal 8: Decent work and economic growthAt SF Holding, we offer suitable job and internship opportunities for veterans, people with disabilities and university students to ensure the decent employment and career development of special groups.SUSTAINABLE CITIES AND COMMUNITIES Goal 11: Sustainable cities and communitiesAt SF Holding, we have developed a series of recycling containers, including Feng Box, built a recycling operation platform, and actively cooperated with related parties to help the realization of “no-waste city”.CLIMATE ACTION Goal 13: Climate actionWe reduce energy consumption from each link of express delivery and parcel transportation, identify climate change risks and take proactive measures.Direct goalGOOD HEALTH AND WELL-BEING Goal 3: Good health and well-beingWe have set up a company-wide health and safety target, established a safety management system and passed the ISO45001 certification. We formulated measures of transportation, transit and warehousing.GENDER EQUALITY Goal 5: Gender equalityWe strictly adhere to the principle of gender equality, prohibit any forms of discrimination, continue to expand the number of female employees and provide exclusive welfare and care for female employees.REDUCED INEQUALITIES Goal 10: Reduced inequalitiesWe actively carried out poverty alleviation to help poverty-stricken areas increase economic income and reduce inequalities among regions.AFFORDABLE AND CLEAN ENERGY Goal 7: Affordable and clean EnergyWe developed photovoltaic power generation projects in the industrial parks in Yiwu, Hefei and Hong Kong. We purchased many new-energy powered vehicles and charging pile equipment and built a clean energy fleet.INDUSTRY, INNOVATION AND INFRASTRUCTURE Goal 9: Industry, innovation and infrastructureWe adhere to independent innovation and develop new products in collection, transfer, transportation and distribution to create intelligent logistics and empower the industry with intelligence.RESPONSIBLE CONSUMPTION AND PRODUCTION Goal 12: Responsible consumption and productionWe actively promote green and circular packaging products in the logistics field. We strictly protect users personal privacy and have established a sound data and privacy protection system.Sustainability performance overviewSustainability highlights in 2020During the most severe pandemic period in Wuhan, we delivered more than 816 tons of rescue materials and more than 24.15 million parcels within eight days.We conducted 2,100 on-site supplier audits and 901 quality inspections by third parties.We ranked first in the industry for the 12th consecutive year in the satisfaction survey conducted by the State Post Bureau.We saved approximately 26,000 tons of paper, saving nearly 8,000 tons of plastic and reducing about 70,000 tons of carbon emissions in total.We launched 17,053 new-energy powered vehicles in 2020, representing an increase of 50% compared to 2019, covering 185 cities.During SF Holding Safety Production Month, a total of 20,221 people completed the safety responsibility book. We carried out 7,935 safety training sessions and 2,736 safety emergency drills, with 531,223 participants.We established the groups safe operation information system and intelligent cloud platform for internet of vehicles. All 11,502 vehicles across the network were installed with vehicle safety monitoring equipment.We further improved the professional safety team and added 43 professional safety management personnel.The total public welfare expenditure of SF Holding Foundation was RMB131,290,048.5, and the volunteer service time was 1,580 hours.SF Holding Foundation has provided high school education subsidies for a total of 73,516 students, with a total expenditure of RMB123,571,000. The total number of scholarships granted to college students was 4,934, with a total expenditure of RMB14,802,000.More than 20,000 staff members of SF Holding joined the labor union volunteer team, and the cumulative number of service times reached 2.14 million.Our labor union won 237 honors, including Model Worker, May 1st Labour Medal, May 4th Youth Award and Worker Pioneer.The awareness rate of our integrity reporting channel increased to 92.7%.顺丰2020年可持续发展报告009010/2020 S.F. Holding Co., Ltd. Sustainability ReportIndicator nameDataWorkforce signing the Letter of Commitment to Anti-corruption89.1%Hours of workforce training1,905,093 hoursNumber of union members203,373Employees receiving support for degree programs and certifications1,191Safety production investment0.28 billionSafety drills6,000 timesHours of safety training7,993,041 hoursSafety training coverage rate100%Input of workforce welfare0.68 billionReduced carbon emissions due to clean energy vehicles78,000 tonsReduced carbon emissions due to green packagingApproximately 70,000 tonsRenewable energy generation capacity1,577,170.5 kWhElectronic waybill utilization rate99.9%Technology investment4.27 billionNumber of patents granted1,371Signing rate of social responsibility clauses100%Supporting compliance and stable development顺丰2020年可持续发展报告011012/2020 S.F. Holding Co., Ltd. Sustainability ReportKey performance indicatorsIndicatorsDataFollow-up feedback rate of effective reporting100%Completion rate of “three ones” in handling complaints95.0%Rate at which the workforce signed the Letter of Commitment to Anti-corruption89.1%Hours of workforce anti-corruption education17,500 hoursGiving play to the pioneering role to promote business developmentDuring the peak of businesses in 2020, such as double 11 and double 12, the party committee of SF Holding issued the Party Member Pioneer Action Initiative and called on the party members to charge forward. Members of the senior management of SF Holding have taken the lead and effectively stimulated the work enthusiasm of employees. At the same time, we focused on guiding party members to play a pioneering role in the field of R&D, building an iron army team of party members in the R&D field, innovating technical methods, and successfully overcoming the technical problems of express drones, laying a solid foundation for the company to develop the new business of express unmanned aerial vehicles.Adhering to joint development and mutual promotionOur party committee adheres to establishing smooth communication channels for grassroots party organizations, party members and couriers, and regularly organizes special seminars. We have established a system for party members to contact the masses, using the “2 1” method (i.e. two party members contacting one branch model). We have set up person-in-charge for party-building work in branch outlets, set up suggestion boxes, and opened channels for peoples appeal, effectively connecting the last kilometer of contact and serving the public.We insisted on promoting party building and development and enabled the internal driving force of party building to let employees feel the “the party is always by your side” and help SF Holdings sustainable development.Focusing on system construction and regulating party buildingWe focus to further standardize the work of the party organization, clarify the standards and requirements of the party building work, and strengthen the team-building of each branch so that the work of each branch can be regulated. We continue to strengthen the system construction according to its own situation. In 2020, we revised the Operation Guidelines for the Use of the Seal of the Party Committee of SF Holding and the Measures for the Management of Party Building Work of SF Remote Enterprise Party Organization (for trial implementation) and other rules and regulations in response to the increase in the number of party organizations and the unfamiliarity of the business of new branch members.Strengthening party member education through online and offline integrationOur party committee firmly adhered to the four consciousness and four self-confidence, firmly achieved two maintenance, and consolidated the educational results of the theme activities of “remaining true to our original aspiration and keeping our mission firmly in mind” under the two-pronged approach of offline education and online education.The party committee of the company strengthened the daily education and management of party members by inviting the Secretary to give lectures on the party, organizing the training of party organization secretary and party affairs cadres, and carrying out the seven one recognition activity to integrate party-building work fully into all aspects of corporate development. At the same time, by applying the internet thinking, integrating educational resources, such as the smart party-building platform in Shenzhen and Xue Xi Qiang Guo app, we actively organized online activities, such as Three Meetings and One Class, Theme Party Day and Nineteenth National Congress of Knowledge Q&A-Online Battle. We regularly produced micro party lectures and videos and uploaded them to the internal party member network for party members to learn anytime, anywhere, forming a party member education management model combining face-to-face and click-to-click, strengthening education efforts and consolidating educational results.In addition, 48 party organizations from the headquarters of SF Holding went to red education bases in Shanwei, Guangzhou and Zhongshan, to learn about the history of the party.On-site learning activities of party membersAt SF Holding, we actively implement the education of party members and give full play to the role of party members as a role model, so that the party building power can go through all aspects of the companys operation, so that employees can experience “The party is always by your side” and put into the development of SF Holding with good work style and good status.Pioneer of party building顺丰2020年可持续发展报告013014/2020 S.F. Holding Co., Ltd. Sustainability Report1.1 Standardizing corporate governanceIn strict compliance with the Company Law of the Peoples Republic of China, the Securities Law of the Peoples Republic of China, the Code of Corporate Governance for Listed Companies, the Rules Governing the Listing of Stocks on the Shenzhen Stock Exchange and other relevant laws and regulations promulgated by the China Securities Regulatory Commission and the Shenzhen Stock Exchange, SF Holding has formulated the Articles of Association of SF Holdings Co., Ltd. and other internal control rules and regulations. We improved the internal corporate governance structure and the internal management system to regulate the conduct of the company. We clearly define the responsibilities and authorities of decision-making, execution and supervision. SF Holding formed an effective division of labor and restraint mechanism among the shareholders meeting, Board of Directors and Supervisory Committee.The SF Holding board comprises 12 directors, of which one is female. The Board of Directors has established five special committees, namely the Audit committee, the Remuneration and Appraisal committee, the Strategy committee, the Nomination Committee and the Risk Management Committee. In 2020, we held a total of 8 board meetings, 8 supervisory committee meetings and 2 shareholders meetings.Board of DirectorsAudit committeeSalary and assessment committeeStrategy committeeNominating committeeRisk management committeeBoard composition of SF Holding1.2 Sustainable development managementWe are committed to the integration and unity of corporate value and social value to promote the sustainable development of the industry and actively exploring the path for sustainable corporate development.1.2.1 Sustainable development management structureWe have established a three-tier sustainability structure. The Office of the Board of Directors serves as the leading group for sustainable development, which is responsible for coordinating the sustainable development of SF Holding, collecting and reviewing the suggestions from various stakeholders on various sustainable development work, and presenting them to the Board of Directors. They also lead and review the preparation of the sustainability report, which is ultimately submitted to StakeholdersMain concernsForm of communicationResponse measuresGovernment and regulatory bodiesObserving disciplines and lawsPaying taxes in accordance with lawsSupporting local economic developmentInformation disclosureSpecial reportStatistical statementOperating in compliance with lawsPreventing major safety accidentsIncreasing the local employment ratePromoting industrial poverty alleviationInvestorsHigh economic value creationCorporate governanceCompliance and risk managementResponsibility managementInformation disclosureShareholders meetingRoadshowOn-site inspectionEstablishing and improving the scientific decision-making and supervision mechanismStrengthening risk managementDisclosing proper informationOrganizing and participating in activities targeting different types of shareholdersEmployeesDiversity and human rights protectionEmployee dedicationEmployee careTraining and developmentOccupational health and safety managementStaff congressSFIM platformEmployee engagement surveysDiscussion, communication and other activitiesProtecting employees rights according to the lawOffering training programsImproving the talent promotion and salary mechanismStrengthening occupational health and safety managementPromoting diversified employee benefitsCommunity residents and charitable organizationsCharity and volunteering servicesHelping community developmentCommunication mechanism buildingOn-site investigationVolunteer communicationCarrying out various charity activitiesIntensifying industrial poverty alleviationEncouraging employees to take part in voluntary servicesCustomersOptimizing products and servicesSafe delivery and transportationData securityProtecting privacyCustomer satisfaction surveys on delivery servicesEstablishing customer communication and complaint channelsProviding efficient, reliable, and fast logistics servicesEnhancing the customer claims processBuilding a safe ecosystemPartners and industry associationsSustainable supply chainOpen and fair procurementEnhancing international communication and cooperationReaching agreements or contractsConducting supplier trainingHolding summitSunshine procurementEliminate commercial briberyParticipating in industry exchange activitiesMedia and publicInformation transparencyInteraction with the mediaInformation disclosureBuilding a communication mechanismActive communication through websites and other official internet platformsProviding external publicity materialsthe Board of Directors for review and approval. As the main body of the sustainable development work, all functional departments related to the sustainable development work business group (BG) and business unit (BU) representatives formed a sustainable development working group. It is responsible for implementing the daily sustainable development work and providing relevant information and data for the preparation of the sustainable development report.1.2.2 Stakeholder identification and communicationWe give great importance to communicating with stakeholders. We have established diverse communication channels catering for different parties. Through these, we listen to the suggestions and opinions of all relevant parties to understand their expectations and requirements and improve our sustainable development governance and operation. We promptly disclose relevant information about areas, including policy updates, daily operations, development changes and special changes to inform relevant parties about our sustainable development work.Stakeholder communication list顺丰2020年可持续发展报告015016/2020 S.F. Holding Co., Ltd. Sustainability Report1Improving energy efficiency and coping with climate change2Occupational health and safety management3Employee training and development4Complete corporate governance5Anti-corruption6Customer data security and privacy protection7Employee diversity and human rights protection8Building green and intelligent industrial chain9Compliance and risk management10Continuing to obtain economic benefits11Safe delivery and transportation12Product and service optimization13Promoting green packaging14Pollutant discharge and environmental protection management15Focusing on employee dedication16Employee care17Fulfilling social responsibilities18Recycling and management of waste19Environmental protection activities20Managing the use of water resources21Carrying out charity and voluntary services22Management and development of the labor union23Help local communities grow1.2.3 Materiality issuesAs there was no significant change in the business operations and sustainability management of SF Holding this year, we invited professional consultants to review and assess SF Holdings annual sustainability management issues to make sure issues are highly relevant to the industry in which SF Holding operates. We took references of domestic and foreign peer companies and capital market concerns of sustainable development. Based on the materiality issues of last year, we formalized materiality issues of 2020. The result was submitted to the Board of Directors for confirmation and approval.SF Holding material issues for sustainable development in 20201.3 Internal control and risk managementSF Holding uses an internal control and risk management system to meet regulatory and compliance requirements. We identify and evaluate the ESG risks in company operation and development. We also clarify our ESG risk management strategies to mitigate controllable risks.1.3.1 Risk management systemIn accordance with the Basic Standards for Enterprise Internal Control, the Guidelines for Standardized Operation of Companies Listed on the Small and Medium-sized Board of the Shenzhen Stock Exchange and other laws and regulations, and with reference to the Enterprise Risk Management Framework and the Articles of Association of SF Holding Co., Ltd., we have formulated the Management System of Company Risk Control and the Management System of SF Holding Crises to ensure the effective identification and monitoring of risks in a systematic manner.We have established a risk management organizational structure led by the Risk Management Committee of the Board of Directors. The Risk Management Committee of the Board of Directors is responsible for formulating risk management strategies and coordinating the prevention, control and response of major risks. The Risk Management Committee reports to the Risk Management Committee of the Board of Directors quarterly and annually. Our Chief Risk Officer (CRO) is responsible for implementing the companys risk management strategy, guiding and evaluating the establishment and improvement of risk management mechanisms across functions, BG, BU and other regions. In 2020, risk control training covered 100% of the new employees and training on various risks covered 100% of the on-the-job personnel.Our Risk Control and Compliance Office coordinates risk control and compliance work. The leader of each functional department, BG, BU, and the region is responsible for related risk control in their work area, introducing risk management and implementation rules. They are also responsible for identifying, evaluating and controlling daily risks. ESG risks are also managed under this risk management organizational structure. In 2020, we deepened front-line risk management and control, initially set up regional risk management teams and integrated risk management resources in business regions.SF Holding risk management organization structureRisk Management CommitteeStrategy enactingorganization:Strategy enactingand guidanceRisk Management Working CommitteeCROOverall managementorganization:System optimizationand controlCompanys Risk Controland Compliance OfficeUnified administrationUnified operationAssessmentReportFeedbackOptimizationCompany functions,BG/BU and subsidiaries, etc.Implementationorganization:Routine managementand execution顺丰2020年可持续发展报告017018/2020 S.F. Holding Co., Ltd. Sustainability ReportEvery two years, we identify and analyze the risks in the course of achieving our objectives based on the changes in the internal and external environment. We use our technical expertise to build and upgrade the risk management IT system with six major modules and 27 functions. These include conventional risk control, crisis management, risk assessment, and a risk control model. In 2020, our big data, AI and other information technologies continued to explore intelligent risk management and control. We designed corresponding risk management models, real-time early warning and monitoring risks for key business scenarios.We focused on raising risk prevention awareness among employees, including course training, orientation sessions and knowledge maps during onboarding for new employees. We have also produced risk management induction courses and special training programs for those in high-risk departments, including online learning and examinations to improve employees risk control management capabilities. In 2020, we held 33 special risk management empowerment courses, covering 200 person-times, covering key risk areas, such as safety production, customer complaint risk management and sales risk management.1.3.2 ESG risk managementWe have integrated ESG risks into our risk management process. Such ESG risks show up in strategic, legal, compliance and operational divisions. We categorized ESG risks into three levels and then formed an ESG risk information base. We have identified 15 secondary ESG risks in areas, including intellectual property, natural disasters, production and labor safety, and human resource management. Our ESG risk management structure is consistent with our risk management organization structure. As the highest-level risk management organization, the Risk Management Committee is responsible for determining our ESG risk identification, prevention, and control. It also manages regulatory, reputational and market risks related to climate change.Climate change risk identification and responseOur existing risk database has incorporated climate change-related risks, such as natural disaster risks caused by the typhoon, rainstorms, earthquake, volcanic and other natural disasters, and the resulting safety risks of human diseases, injuries and deaths.Like other types of risk, we identify and evaluate climate change risk in line with our risk assessment process. As the highest risk management agency, the Risk Management Committee has a clear understanding of climate change risk and creates strategies to address them. The Risk Control and Compliance Office is responsible for preparing the overall risk report, including climate change risks. It submits the report to the CRO, who then reports to the Board of Directors. For more climate change risk response measures, please refer to the Climate Change Response chapter.1.4 Business ethics managementAt SF Holding, we comply with all relevant laws and regulations. We are committed to maintaining our operational integrity by addressing major business ethics risks, for which our Board of Directors and Audit Committee are ultimately responsible. The Chief Audit Executive (CAE) manages our business ethics affairs and regularly reports to the Audit Committee. We created the 369 Code of Conduct for primary-level managers. It eliminates three violations of business ethics, requires six affairs to be made public, and establishes nine guidelines for managers to lead by example in business ethics management.Board of DirectorsAudit CommitteeChief Audit ExecutiveBusiness ethics management structureWe identify potential business ethics risks using regular internal ethical risk assessments in each business department. Monthly meetings help us to agree on improvement measures. Employees can consult the labor union, human resources or other relevant departments with ethical concerns and report issues through our hotline. These measures ensure that our employees behavior complies with regulations while deepening their understanding of various regulations and requirements.We also worked closely with external organizations to eliminate unethical business practices. On 18 June 2015, we, along with several listed companies, jointly initiated the China Enterprise Anti-fraud Alliance, and released the Alliance Member Information Sharing System (also known as the Blacklist System) in 2017, aiming to increase the social cost of dishonest acts.China Enterprise Anti-fraud AllianceEvery year, the China Enterprise Anti-fraud Alliance collects typical cases and advanced management experience of enterprises regarding business ethics and anti-fraud to prepare the blue paper of the anti-fraud investigation report of Chinese enterprises. In 2020, the Anti-fraud Investigation Report of Chinese Enterprises 2019 was officially released. The survey report provides the best management practices of business ethics management for various industries through various real cases, creating a fair and honest business environment with honesty and integrity.China Enterprise Anti-fraud Alliance issues investigation reports顺丰2020年可持续发展报告019020/2020 S.F. Holding Co., Ltd. Sustainability Report1.4.1 Integrity management systemSF Holding mainly participated in the project deployment of the International Anti-fraud Working GroupIn 2020, the Shenzhen Institute of Standards (hereinafter referred to as the “Shenzhen Institute”) cooperated with the International Anti-fraud Working Group (ISO/TC309) and domestic technical work, and cooperated with representatives from various fields to participate in the International Special Fraud Control Working Group and the International Organization for Standardization to discuss proposals on new work projects of international fraud control. SF Holding acted as the deputy leader of the working group, and the chief audit executive of SF Holding acted as the deputy leader of the working group. To strengthen the communication and exchange of domestic experts, Shenzhen Institute, in collaboration with the domestic anti-fraud alliance and SF Holding, jointly prepared the articles of Association of the Technical Committee of Institutional Governance and Anti-fraud Working Group, the Working Rules of the Secretary Office and the work plan.To ensure the effectiveness of the integrity management system, we will analyze the causes of corruption incidents annually to confirm whether there are any defects in procedures and systems. We also assessed whether the system needs to be iterated and updated. In 2020, we further revised the Administrative Measures for Relatives Avoiding, refined the situation of avoidance of relatives. We added new content for the declaration of employees personal and family relationship investment and appointment to ensure the comprehensive prevention of dishonest behavior. We experienced no legal proceedings related to unfair competition or monopoly in 2020.We strictly abide by the Company Law of the Peoples Republic of China, the Anti-Unfair Competition Law of the Peoples Republic of China and other laws and regulations, and have formulated the SF Holding Anti-Corruption Management System and the Rewards and Penalty Management Regulations and other systems covering the whole company. The company clearly sets out the definitions of “corruption act,” “conflict of interest” and “convenience fee” in the SF Holding Integrity Handbook and the Administrative Measures for Relatives Avoiding to avoid conflict of interest between public and private sectors.Definition of anti-corruption practiceCoverage Bribery or corruption: commercial bribery, bribery, acceptance of bribe, and professional embezzlement as defined in-laws and regulations, including the Anti-Unfair Competition Law and the Criminal Law. Conflicts of interest: personal activities and relationships that may affect employees objective and fair performance of their work responsibilities, such as operating the companys own business or with partners. Facilitation payments: cash or equivalents paid under guises, including sponsorship fees, consulting fees, commissions, and expense reimbursements.SF Holding all workforce11 The workforce managed by SF Holding includes regular employees and other logistics industry employees under the flexible employment model.We have established a group-level prevention and control system from the Board of Directors, the Audit Committee, the regulatory department of the headquarters to the business areas. We also set up the Senior Executive Disciplinary Inspection Committee led by our Chief Executive Officer (CEO), Chief Human Resources Officer (CHO) and CAE, along with the Employee Disciplinary Inspection Committee. These committees are responsible for managing the integrity of senior management and other employees, respectively.Integrity practice supervision lineIntegrityPracticeSupervisionBusiness regionsThree defense linesBusiness regionsHeadquarters monitoring departmentLegal affairs, compliance, internal control, risk control, etc.Group auditBusiness Owner/NetworkAudit positionStaff Relations Group of Human Resources DepartmentLetter of Commitment to Anti-Corruption: I will refuse to engage in any bribery, acceptance of bribery, embezzlement or other improper business activities during my employment. I will refuse to engage in any behavior that conflicts with the companys interest during employment unless the companys written intention is obtained in advance. During employment, if any unit or individual related to the companys business provides or requests any gifts to anyone, I will refuse it on the spot and promptly report to the company.1.4.2 Anti-corruption measuresWe are committed to enhancing our anti-corruption countermeasures by building a complete value chain management mechanism comprising back-end risk research, mid-level risk platform monitoring and front-end audit project output. Data and technology drive an anti-corruption management operation that produces practical measures.Creating a culture of integrityAt SF Holding, we are committed to preventing violations through clear communication and guidance. Our Integrity Handbook (in Chinese and English versions) and our Employee Handbook define our expectations for acceptable internal and external behavior, providing guidelines of acceptable behavior with corresponding penalties.We have established an integrity culture system to promote the companys anti-corruption atmosphere actively. We carried out positive publicity on integrity culture and anti-fraud case warnings for grassroots employees and management of business areas through online cases and offline training. We also conduct anti-corruption induction training for new employees and encourage them to confirm and sign the Letter of Commitment to Anti-corruption annually. In 2020, the signing rate of the Letter of Commitment to Anti-corruption was 89.1%.Corruption risk identification and assessmentWe actively explored the digital anti-corruption initiative, established a digital audit office, and built a big data audit platform consisting of an audit analysis platform, an audit monitoring platform and an audit operation platform.In 2020, SF Holding held seven special training sessions on integrity, including functional line, sales line, shipping pipeline and personnel line employees. An integrity education module was set up in the induction training for new employees, with a total of over 66,000 person-times and a total of 17,500 hours of training. Twenty-two special publicity issues were released through Fengshengs “Integrity and SF” channel, with a cumulative reading of 1.02 million.The digital audit found fraud clueAudit analysis platformIdentify fraud risk areasBuild a fraud detection planData analysis and model constructionLead output and verificationModel rule optimizationAudit monitoring platformPeriodic normalization of risk monitoringFraud risk profileFraud clues automatically emergeFraud risk warningClosed-loop management of cluesAudit operation platformWork order-driven investigation tasksIntegrated survey tool supportElectronic management of the entire project processClosed-loop tracking of survey results顺丰2020年可持续发展报告021022/2020 S.F. Holding Co., Ltd. Sustainability ReportReporting and handling corruptionSF Holding has formulated the Reporting Management Measures and the Employee Communication Management Regulations to encourage employees, suppliers, business partners and other stakeholders to supervise the integrity of the companys operations. We require relevant, informed persons to assume the responsibility for protecting and keeping confidential. In the management of normalization, we carry out complaint report analysis every month, report the analysis results to the companys audit department, and the company issues “Monthly Integrity Briefing” to all employees. In 2020, SF Holding added a monitoring management system a regional complaint management platform to understand the key points of complaints. Currently, the five main reporting channels of SF Holding are the official website, reporting hotline, SFIM platform, regional complaint management platform, email and letter.Channels for reporting violationsTarget groupSFIM platformMicroservices I want to reportAll internal workforcesMonitoring system internal management platformRegional Complaint Management PlatformAll internal workforcesHotline400-688-3783All internal workforces, third parties and other external stakeholdersE-mailsf5198sf-All internal workforces, third parties and other external stakeholdersMailing addressAudit Department of SF HoldingAll internal workforces, third parties and other external stakeholdersSF Holdings official website in mainland Chinawww.sf-All internal workforces, third parties and other external stakeholdersIn 2020, SF Holding normalized the integrity index survey and distributed a total of 0.51 million and recycled 0.31 million questionnaires. According to the result, employees were rated for two consecutive years in three key dimensions, namely “the current integrity atmosphere of the company,” “confidence in future integrity construction” and “the integrity atmosphere of the organization”. The workforce awareness of our reporting channels reached 87%.We prohibit retaliation against whistleblowers per the Notice on Issuing the”Self-declaration of 842 Employees With No Worries” Independent Reporting Mechanism. The Notice clarifies that the organizations heads are ultimately responsible for whistleblower protection and require them to take reasonable measures to guarantee whistleblowers basic rights and interests. All personnel involved in the reception, acceptance and investigation of a report and subsequent disciplinary measures must protect the whistleblowers personal information and the content of the complaint along with the whistleblowers legitimate rights and interests. If the reporting clues provided by employees are true after investigation and make contributions to our anti-corruption work, they will be rewarded in accordance with the Reporting Management Measures. Depending on the level of contribution, a maximum of 20% of direct economic loss recovered by the whistleblower can be given as a reward.Following the principle of “unified management, centralized handling and hierarchical responsibility,” we have formulated the Employee Communication Management Regulations, which clearly stipulates that the Supervision Office of the Audit Department takes the lead in coordinating. Each business area is responsible for handling complaints in the region, and the Audit Department of the Group has established a closed-loop handling system from receiving reports, filing investigations, issuing investigation reports, handling responsible persons, and then closing and responding to ensure that the incidents are handled effectively. We also created the “Three Ones” principle to ensure the effectiveness of the incident handling process. It requires each department in charge to respond to the whistleblower within one working day, confirm whether to initiate an investigation within one week, complete the investigation within one month, reply to the whistleblower and publicize the results.We conduct an investigation on corruption and issue a written investigation report. If the actual problem is found to be in violation, a punishment proposal will be given in accordance with the Rewards and Penalty Management Regulations or transferred to the judicial authority according to the law. Once suppliers who violate business ethics and other corporate integrity are found and recorded in the black suppliers by the procurement department, they will be frozen or removed from the qualified supplier resource pool.In 2020, we achieved a 100% effective reporting feedback rate. We handled 95% of these incidents within our “Three Ones” parameters.Caring for people顺丰2020年可持续发展报告023024/2020 S.F. Holding Co., Ltd. Sustainability ReportObjectivesObjectives of 2020Progress in 2020Objectives of 2021Targets to reduce health and safety incidents:1. Prevent fire accidents;2. Prevent major casualty accidents;3. Reduce personal injury accidents by over 10%, personnel safety index rises more than 10% in 2020 compared to 2019.Targets to reduce health and safety incidents:1. 0 major fire accidents;2. 0 major injuries and fatalities;3. In 2020, the total number of personal injury accidents decreased by more than 12% compared to 2019.Targets to reduce health and safety incidents are as follows:1. 0 major fire accidents;2. 0 major injuries and fatalities;3. In 2021, the total number of personal injury accidents decreased by more than 10% compared to 2020.Key performance indicatorsIndicatorsDataTotal workforce634,328Workforces trained486,895Investment in workforces training150 millionWorkforces receiving financial support for degree1,191Labor union members203,373Percentage of female workforces14.7%Percentage of rural workforces70.7%Courier turnover rate19.2%Injury rate0.004%LTIR trend based on 2019Decreased by 20%On 24 January 2020, SF Airlines first flight for transportation of anti-pandemic supplies departed from Shenzhen, becoming the first “reverse flight” to Wuhan in China. Amid the pandemic, SF Holding flew the most flights to Wuhan among all logistics and express companies. At the height of the pandemic, SF Holding used drones to deliver medical and anti-pandemic supplies directly to the medical staff of Jinyintan Hospital to ensure the timely delivery of rescue and relief supplies. In 2020, thousands of SF Holdings employees contributed to overcome the severe outbreak of COVID-19, with their fearless and self-giving spirit.In 2020, SF Charity Foundation donated 20 million to Ezhou, Hubei Province and launched the SF Holding Hubei Public Welfare Program. The total public welfare expenditure amounted to RMB52.91 million.Working together to fight the epidemic顺丰2020年可持续发展报告025026/2020 S.F. Holding Co., Ltd. Sustainability ReportSpeed assuranceDelivery of medical supplies. In order to ensure the delivery of anti-pandemic and medical supplies, SF Holding conducted key monitoring and priority processing of the supplies. At the beginning of the pandemic, SF Charity Foundation instantly launched a disaster response mechanism, assigning all transportation of rescue and relief supplies provided by the government and charitable organizations to the Charity Foundation. The company also reviewed the qualifications of philanthropic transportation units and goods. Besides, the Charity Foundation was in charge of placing orders, which facilitated the donation process of the government and charitable organizations. From the lockdown of Wuhan to its release, SF Charity Foundation received a total of 103,419 orders for philanthropic transportation and 3,464 tons of anti-epidemic supplies.Smooth supplies procurement. Since the outbreak of COVID-19, SF Holding has flown a total of 5,200 drowns to carry out shuttle missions in Wuhan, Shiyan, Ganzhou, Wenzhou and Harbin, with a flying distance of 22,000 kilometers. A total of 20 tons of protective clothing, gloves, food, medicine and other materials were delivered to alleviate the pressure of material transportation in the affected areas.Life assuranceSupporting the community. SF Charity Foundation launched a series of SF Holding Hubei public welfare programs, including: 1. Providing free delivery of return luggage for medical teams; 2. Cooperation with 22 communities in Wuhan to provide 1,000 elderly people with life care packages for one year; 3. Cooperation with educational philanthropic organizations to provide online one-on-one tutoring for 328 primary school students in Wuhan by recruiting 625 university students.Help the vulnerable. The SF Charity Foundation has provided support for vulnerable groups in respect of the prevention, and control of COVID-19 and has subsidized 3,826 new students in 39 project counties. In addition, in cooperation with the Hubei Provincial Office of Poverty Allowance, the Company launched the SF Lianhua Education Assistance Program and the Anti-pandemic Special Program in eight poverty-stricken counties that were seriously affected by the pandemic. The program supported 4,379 students and provided a grant of 14.01 million.Safety assuranceEmployee safety. SF Holding strictly abided by the Operation Guideline 2.0 on Strengthening Inspection of On-site Personnel of Property Management during the Epidemic Prevention Period and other regulations. Every employee was required to follow the guideline, as well as carry out information registration every day. We carried out all-round disinfection in public areas, operating areas, office areas and other places to ensure occupational safety of employees.Service safety. SF Holding quickly established a research and development project team for epidemic packaging and issued 28 types of 43 scheme standards in 4 categories within a month, such as the Operation Guidelines for Medical Alcohol Packaging, etc. We also carried out cooperative research on bacteriostatic and degradable plastics with universities. Meanwhile, SF Holding had strict vehicle disinfection standards for overseas express delivery vehicles. The company conducted partitioned management of express delivery vehicles from different risk districts to standardize vehicle disinfection procedures. For express delivery vehicles located in risk areas, additional disinfection treatment was required in addition to locally required disinfection procedures.We hereby recall the thrilling days fighting against the pandemic via photos, which is a struggle of ability and also a battle of spirit. We believe that what motivates us all is our heartfelt sense of responsibility, love, justice and dedication. Our persistence and efforts have won recognition and respect from society.The most beautiful fighter“I did what I could without regret.” Since New Years Eve, Wang Yong, a courier of SF Holding in Hubei Province, started his charity work by sending medical staff of Wuhan Jinyintan Hospital to work and provide supplies and meals for them, offering as much support as possible. Due to these generous actions, Wang Yong was awarded the 24th China May 4th Youth Medal, the Most Beautiful Volunteer for Epidemic Prevention and Control, the National Advanced Individual in fighting against COVID-19 and the person of year 2020 of “Touching China”.01Go forward02The day before Lunar New Years Eve, Hubei SF held a key decision-making meetingEmployees from different places return to workHubei SF Trade Union started first fight against the epidemic“Peoples Daily” praised Wang Yong as a “life ferry man” during the anti epidemic period, while “CCTV News” evaluated him as “gathering warmth and guarding heroes”On January 24, 2020, Lunar new years Eve, two flights of SF Airlines full of epidemic prevention materials arrived at Wuhan Tianhe Airport. Among them, Shenzhen-Wuhan flight became the first domestic flight to WuhanSF quickly gathered the strength of various business sectors, taking life as the first, and transported epidemic prevention and living materials day and nightCouriers were transported across locations by footThe courier delivery boys encouraged themselves顺丰2020年可持续发展报告027028/2020 S.F. Holding Co., Ltd. Sustainability Report01Go forward02The government and customers affirmations were our highest praise03The day before Lunar New Years Eve, Hubei SF held a key decision-making meetingEmployees from different places return to workHubei SF Trade Union started first fight against the epidemic“Peoples Daily” praised Wang Yong as a “life ferry man” during the anti epidemic period, while “CCTV News” evaluated him as “gathering warmth and guarding heroes”On January 24, 2020, Lunar new years Eve, two flights of SF Airlines full of epidemic prevention materials arrived at Wuhan Tianhe Airport. Among them, Shenzhen-Wuhan flight became the first domestic flight to WuhanSF quickly gathered the strength of various business sectors, taking life as the first, and transported epidemic prevention and living materials day and nightCouriers were transported across locations by footThe courier delivery boys encouraged themselves2.1 Employee development and careWe regard employees as one of the most valuable Jewels and core competitiveness in our company. We fully respect and strictly protect the rights and interests of employees, and are committed to creating a fair and just workplace, a safe and healthy working environment and a diverse and inclusive corporate culture for all employees. Meanwhile, we help employees develop in an all-round way by providing diversified training support and building a broad platform for employees to display their talents and creativity. Besides, we repay every employee for their hard work and devotion through a market-competitive salary and comprehensive welfare system. In the future, we will continue to care for all employees with heart, and work together to write a new chapter for our achievement.2.1.1 Protection of rights and interestsBased on our core values and through a diverse and inclusive culture, SF Holding has communicated better with stakeholders such as employees, customers, suppliers and communities, and empowered them with our own strength to achieve mutual growth. We treat all employees equally. Human resource management measures related to recruitment, training, promotion, welfare, occupational safety and health are not differentiated according to the types of employment. We strictly protect the rights and interests of all workforce.Human rights protectionOur development is rooted in a thriving culture of diversity and inclusiveness. The diverse backgrounds and abilities of our employees are the sources of innovation and vitality of the Company. Diversity and inclusiveness help us better understand and meet our customers needs and contribute to the economic sustainability by creating a harmonious working environment. SF Holding deeply recognized that building a diverse workforce begins with equal and open talent recruitment, after which we rewarded employees based on their skills, knowledge, experience and performance.We are committed to protecting human rights throughout our global operations and communities in which we operate. We act pursuant to domestic and international regulations including the Labor Law of the Peoples Republic of China, the Law on the Protection of Minors, the UN Global Compact and the Universal Declaration of Human Rights. We have developed rules and regulations including the Employee Handbook (Chinese and English version) and the Labor Contract. The Employee Handbook (Chinese and English version) and SF Recruitment Management System prohibits child and forced labor, discrimination and differential treatment. It mandates measures including equal pay for men and women, limitation of working hours, protection of female employees rights and interests and the promotion of employment for people with disabilities. If violations of child labor are found, we will immediately deal with the relevant persons according to the circumstances, report the situation to the labor security administrative department and actively assist in contacting the legal guardian.Our labor union represents and protects the interests of all employees in accordance with the law. It supervises the protection of our employees rights and interests and participates in related decisions. The labor union also offers suggestions to the management on increasing employee diversification, occupational health and safety, employee welfare and communication.Our policies to address human rightsSF Holding regarded human rights protection as the minimum standard for providing an equal working environment and made the following policies to human rights protection in the Employee Handbook and the Labor Contract. The policies apply to all directors, officers and workforces of SF Holding and its subsidiaries, whether working for the Company on a full-time, part-time or other ad hoc basis. Ensure equal opportunities: Treat and respect every employee equally, regardless of their rank or position. Selections and appointments must follow the principles of fairness, impartiality and openness. Protect against discrimination and differential treatment: Prohibit discrimination on the ground of any legally protected characteristics such as gender, nationality, beliefs and age. Prohibit the employment of child labor: Explicitly stipulate that persons under 16 years old are not allowed to be employed. Prohibition of human trafficking: Prohibition of slavery or human trafficking in any part of the Companys business and supply chain. Collective agreements and freedom of association: We respect employees to freely connect with third-party organizations in accordance with local laws, as well as join, form or not join labor unions. Employees may join the collective bargaining agreement contracts voluntarily. Employees have the right to participate in or form associations that comply with the laws and regulations of the countries in which they operate. Self-expressed opinions: SF Holding respects employees freedom of speech within the legal boundaries and encourages employees to give feedback and actively communicate with the management. No harassment: Being rude to colleagues, verbal provocation and other disrespectful behavior and verbal harassment of colleagues, customers or external partners are not allowed by the system. Prohibition of forced labor: SF Holding does not intentionally engage in forced, compulsory or other labor against the will of employees, and resolutely prohibits threatening or restricting their actions. Rights to rest and vacation: All employees are entitled to paid leaves such as annual leave, sick leave, marriage leave and maternity leave. Privacy protection: Disclosure of any employees personal information to others is prohibited without the authorization of the Company and the employee.SF Holding clearly stated in the contract signed with suppliers that suppliers shall respect human rights, implement fair and compliant employment measures. They will also provide preventive maintenance and safe working procedures, as well as continuous safety training to ensure the occupational safety of employees.顺丰2020年可持续发展报告029030/2020 S.F. Holding Co., Ltd. Sustainability ReportIn terms of the working hours of employees, SF Holding stipulates the working hours in the Employee Handbook, Regulations on Attendance Management and Labor Contract. We have established the Irregular Working Hours System to provide convenience for employees with demand for special working hours. We supplement employees in some temporary and auxiliary jobs during peak demand in the express delivery business using third-party companies or direct recruitment of flexible personnel. This reduces the workload for employees and protects their rest and recreation time. SF Holding treated all workforce equally and adopts the same management standards as SF Holdings own employees. We or third-party companies sign legally compliant contracts or agreements with all temporary employees and pay reasonable remuneration according to the regulations. We or the third-party companies will purchase employers liability insurance (including accident insurance) or work-related injury insurance for all temporary employees.In case of major restructuring or changes at SF Holding, we provide 30 days notice of labor contract termination to the labor union and all employees. We will consider suggestions from the labor union or employees before making a final decision on layoffs.Remuneration and performanceSF Holding clarified the value contribution management rules and evaluation procedures through the Measures for the Management of Value Contribution. We strictly safeguarded fair, just and open evaluation of employees performance and determined employees remuneration based on their positions. For employees with high-value contributions, we provided a market-competitive salary. We attracted and retained the core talents through differentiated, diversified long-term and short-term incentive mechanisms.Variable remuneration mainly consists of monthly, quarterly, half-yearly and annual performance bonuses. The distribution cycle and performance evaluation standard of performance bonuses are determined according to the examination plan of the corresponding position. In 2020, SF Holding updated the Implementation Rules for Performance Management of Functional Employees, supplementing the monthly rating rules, improving the specific rules for the correlation between performance and results and further standardizing various fragmented performance management. In 2020, SF Holding had no major labor disputes and received no complaints on human rights issues. In 2020, SF Holding has 112 labor unions, 199 full-time labor union personnel and more than 20,000 labor union representatives active in the business organization at all levels. The labor unions have 203,373 members, and the membership rate of all workforce is 32.1%; The coverage rate of collective agreements is 31.0%, and 100% of employees had signed labor contracts.2 By the end of the reporting period, 18 of SF Holdings 58 independent labour unions have signed collective agreements with the Company on behalf of employees.2SF Holdings talent retention measuresEmployees with outstanding performance evaluation results are our most important strategic resources. Our Regulations on the Management of Outstanding Employees help us identify, develop and retain talents while offering timely incentives.Measures we have taken to retain outstanding talent include: Special training or personalized external training in addition to regular training; A mentoring system; An additional two days of paid leave; Other spiritual and material rewards.Democratic managementDuring the year, SF Holding updated the Guidelines for the Work of SF Labor Union Representative Democratic Management Committee, focusing on guiding employees to participate in the Companys operation and construction. We have formulated the Employee Communication Management Regulations to clarify the communication methods of employees and follow-up measures and encourage employees to communicate with other employees, mentors, supervisors, labor unions, etc. In 2020, SF Holding launched democratic communication projects such as Focus on Communication, Appeal Seminar and District General Open Day. Among them, 119 sessions of Focus on Communication were held with over 5,000 participants, Appeal Seminar converted employees demands into productivity in favor of the Companys operation and management, 14 District General Open Day were carried out to facilitate smooth communication between the management and employees.SF Holding carries out an employee engagement survey every year and forms a results report. The improvement measures are output based on the research situation and publicized to allow employees to fully supervise. In 2020, SF Holding conducted an employee engagement survey through the internal platform. The survey covers all workforce managed by SF Holding and the results served as an important reference for each department to carry out its management work. The 2020 employee satisfaction result was 88.1%, and the Internal Employee Recommendation Rate is 85.7%.Welfare and careSF Holding has formulated the Welfare Management System for Employees of Express Business Group, the Supporting Management Guidelines for Employees with Severe Diseases and Emergency Care and Handling Mechanism for Employees. We established a broad range welfare and care system. The welfare system was not only designed for all employees but also some targeted welfare provided for different groups, so as to integrate all types of employee and provide effective benefits.The system throughout the employees whole life cycle process, special scenarios, critical moments, major family affairs and other major nodes and scenes of all employees. We have also established and improved the employee incentive and welfare mechanism to enhanced diversity. Through the multi-dimensional and sinking-mode system, we help employees solve practical problems and enhance their belonging and happiness.Employee Caring Hotline: 400-688-3783. Designated line communication by telephone to meet employee needs, and provide positive guidanceListen to employees voice just like a family member and offer timely solutionsReceive employees questions 24/7, making communication more convenient for those who prefer to exchange ideas onlinePay visits at basic l e v e l t o s o l v e actual problems for employees through one-to-one and one-to-many talksUnion hotlineVisit & TalkUnion RepresentativeUnion WeChatSF Holdings four communication platformsIn 2020, SF Holding accepted approximately 21,000 workforce communication and suggestion items with a resolution rate of about 96%.33 Data of employee communication and suggestion incidents and communication resolution rate are provided by the labour union.In 2020, SF Holding invested 0.68 billion in employee welfare, including 76.25 million in employee care, and showed solitude for more than 2.4 million employees.顺丰2020年可持续发展报告031032/2020 S.F. Holding Co., Ltd. Sustainability ReportSF Holdings Welfare and Care SystemObjects of welfareDetails of welfarePerformance in 2020All employees Insurance welfare: We pay social insurance for all employees who establish an employment relationship Festival welfare: Present gifts and blessings to employees during their birthdays and festivals Skill competition: Enhance employees professional capabilities through skill competition and model worker sharing sessions Organized more than 5,000 birthday parties with an accumulated expenditure of 19.64 million Upgraded 50 staff libraries on World Reading Day and presented books to 100 model workersCouriers Special seasons: Providing hand-held fans, heatstroke prevention medicine, hot drinks and food and other supplies for extreme weather conditions Special season allowance amounted to 7.08 million4Female employees Festival welfare: Provide exclusive gifts and strictly protecting statutory parental leave Maternity welfare: Visit employees who are going to be new parents with maternal and child supplies Launched the “Most Beautiful Female Employees Selection” and “Most Beautiful Family Selection” activities, which selected 106 most beautiful female employees and 36 most beautiful families Published 8 posts on female employees through WeChat Official Account PlatformDisabled/seriously sick employees Special care: Engage in the employee care group to provide specific employee care and subsidies Visits and condolences to 52 employees with critical illnessEmployees with family difficulties Golden Autumn Education Assistance scheme: Provide tuition support for employees with family difficulties and their children and carrying out. activities such as home visits, realizing dreams and sending school supplies Care and condolence: Caring employees in difficulties and their families through home visits, distributing allowance and sending daily supplies during the Spring Festival Helped 4,030 employees in difficulties and invested 9.54 million in poverty alleviationRetired or near retired employees Retirement ceremony, thank you letter, commemoration, retirement and reemployment policy Interviews about resignation, gratitude and blessings, return channels for old employees, SF Alumni Association Resignation interviews cover 100% retired employees Re-employ 24 people after retirementSingle employees Organizing dating events for single employees Held 117 dating events with a total of 4,000 employees participated4 The number of Special season allowance is provided by SF Holding Labor Union.In addition, we have specially set up the NuanFeng Program with the theme of “cultivating physical and mental health,” paying attention to the mental and physical health of employees. The NuanFeng Program consists of six modules, namely NuanFeng Physical and Mental Health Hotline, NuanFeng Fill Circle, NuanFeng Lecture, NuanFeng Ambassador, NuanFeng Mental Decompression Chamber and NuanFeng Health Assessment, providing employees with all-round physical and mental health support. In 2020, the NuanFeng platform received 417 consultations. We also carried out mental health projects such as online counseling and sharing, online course live broadcast and offline lectures. Therein, 108 offline lectures were held, covering 30,000 employees.SF Holding organized a variety of activities every year to support employees to develop their own hobbies. In 2020, the theme of SF Holdings cultural activities was “Growth, Upward and Progress”, focusing on online talent contest, cultural vitality run, headquarters winning the battle of 618, building university atmosphere, online celebration and other activities.Activities of Football AssociationSF Talk EventSF University“Fenghua Qiushi” Creative Market Event顺丰2020年可持续发展报告033034/2020 S.F. Holding Co., Ltd. Sustainability Report2.1.2 Recruitment and promotionWe planned our recruitment annually according to our development needs and labor market changes with diversification in mind. Female members occupied an important position in our Board of Directors. We submitted our annual employee recruitment plans to the Board of Directors for resolution.Staff recruitmentSF Holding recruited new employees through campus recruitment, internal referral and online recruitment. We strived to ensure the delivery of high-quality and suitable talents through a strict, fair, just and open standardized recruitment process to meet the Companys demand for talents in a timely manner. At the same time, SF Holding had established various talent recruitment channels such as the recruitment of veterans and disabilities. We also conducted the targeted promotion and channel deployment for them. In 2020, the courier turnover rate was 19.2%. In 2020, SF Holding won the “2020 Chinas Best Employers of the Year-Top 10 National”, “2020 Chinas Best Employers of the Year-Outstanding Achievement Employers”, “2020 Chinas Top 50 Excellent Employers”, and “2020 Chinas Best University Students “Top 100 Employers” and many other awards.5SF Holding workforce data in 2019-20CategoryUnit20192020Total workforce6Persons522,912634,328By genderMalePersons450,106540,956FemalePersons72,80693,372By job functionsManagement employees (including primary-level managers)Persons18,31320,351Functional employeesPersons33,20336,722Primary-level employeesPersons471,396577,255By educational backgroundBachelors degree or abovePersons34,72941,577College degreePersons83,641105,869High school/technical secondary school and belowPersons404,542486,882By ageAged below 30Persons236,703288,316Aged 30-40Persons224,313275,765Aged 40-50Persons57,57265,920Aged over 50Persons4,3244,327By geographical regionChinesePersons633,363Non-ChinesePersons9655 Only covers couriers.6 Due to the flexible industry characteristics of the express logistics a combination of multiple workforce modes is usually adopted. The number of workforces here is the total number of workforces serving SF Holding.Employee promotionSF Holding has developed a Talent Promotion Management System and derived the Guidelines for Non-Senior Management Promotion and the Operational Guidelines for Senior Management Promotion. We clarify the promotion requirements for different categories of employees. Our promotion mechanism emphasizing value and contribution is a strong talent retention tool.SF Holding continued to improve the dual-channel promotion mechanism, establishing management development channels, so that employees with certain management ability can participate in corporate operation and management through such channels. Establishing professional development channels to enable technical staff to become experts in various fields through continuous improvement of their personal skills and accumulation of professional experience.2.1.3 Training and developmentSF Holding adheres to providing a scientific, comprehensive and up-to-date training system for employees and providing a newly revised the SF Instructor Management System and the Course Management System during the year. SF Holding adheres to complementary external training and internal training and provides personalized training content to create a comprehensive and appropriate training system for employees. In 2020, we adjusted and updated the organizational structure and functional teams of SF University based on the construction goal of internet university and continued to build a training platform.SF Holding employee diversity programWe value diverse talent and will never restrict recruitment or employment due to personal characteristics such as gender, region, nationality, religious belief, or economic capability. In 2020, over 14.7% of our workforce was female, and 23.7% of management was female. Over 71% of our workforce was rural. Our workforce on the Chinese mainland spanned 45 nationalities.We targeted special groups including veterans, people with disabilities and overseas employees in our recruitment to optimize our workforce, increase the local employment rate and demonstrate corporate responsibility.Recruiting veterans SF Holding adopted the recruitment policy of prioritizing recruitment, accelerating growth and breaking promotion. After joining the Company, professional skills training and education to improve academic qualifications were carried out. We properly arranged management positions for outstanding veterans. In 2020, SF Holding recruited nearly 10,000 veterans.Recruiting persons with disabilities SF Holding acknowledges the need for work and study among people with disabilities. We employ members of this community in less physically demanding environments like call centers. By the end of 2020, SF Holding recruited hundreds of people with disabilities.Local recruitment We recruit overseas operating personnel from their local area, employing them in areas including human resources, administration, finance, marketing and operations. We benefit from their understanding of the local culture, market and policies. This also increases the local employment rate. We had nearly 1,000 foreign employees by the end of 2020.In 2020, SF Holding trained 205,127 new employees and 486,895 employees in total, provided 1,905,094 hours of off-line training. We conducted 6,238,439 online training sessions. We invested 150 million in training.77 Online training refers to the number of document and course learning in the KMS learning platform. Offline training refers to the duration of class hours in which employees participate. The data does not include special training in the business field.顺丰2020年可持续发展报告035036/2020 S.F. Holding Co., Ltd. Sustainability ReportSF Holding workforce training data in 2020CategoryTraining coverageOnline training sessionsHours of offline training hours per person201920202019202020192020By genderMale81.977.23,345,8355,126,1415.13.2Female69.268.6696,4631,112,2984.11.7By job functionManagement employees897.598.3577,0371,022,73918.411.5Functional employees87.090.4792,1941,261,1155.82.1Primary-level employees79.174.32,673,0673,954,5854.41.4Note: In 2020, due to COVID-19, the number of offline courses reduced. SF University developed more online courses for employees to learn.8 Includes primary-level managers.General training systemWe have established an SF University ecological training system covering employee induction, promotion and education. This training system and its content is open to all our workforces.We offer a wide range of training and employment opportunities, especially for college students and fresh graduates. We have in place a system of on-the-job tutors to match college students with suitable SF Holding tutors, who will provide guidance throughout the training process. Tutors are also responsible for guiding college students in their transition from college to society, offering feedback on their training program performance.SF Holding Training SystemOverview of SF UniversityMissions and ObjectivesEfficient Talent Training Promoting Business ExcellenceLeading Best PracticeSenior-level Management ProgramTalent Training Programs (Solutions)Talent Training Logistics (Resource Platform)Course ManagementLecturer ManagementStudent ManagementSystem ManagementSupplier ManagementPlatform PlanningProduct ManagerPlatform OperationBase ConstructionResource Logistics TeamPlatform Construction TeamLeadership Development TeamBusiness Solution TeamStrategic Talent Incubation ProgramMiddle-level Management ProgramPrimary-level Management ProgramUniversity ProgramNew Employee ProgramManagement Training ProgramOperation Training ProgramHuman Resource Training ProgramFinance Training ProgramInternet Operation Capability EnhancementIndustry-Education Integration SolutionStrategic Talent Incubation SolutionAdministration Training ProgramSF Holding Leadership Training Program 2020The SF Holding training system helps fresh graduates transition from student life to the workforce and accelerates the growth of former graduates. In 2020, we focused on three leadership training programs; Branch Person-in-charge Program, Back-up Department Person-in-charge Program and Senior Management Program. Branch Person-in-charge Program: For the on-the-job, newly appointed and back-up person-in-charge, we provided targeted resources and training programs through 464 cases and 64 courses to help the person-in-charge of branches improve their practical business capabilities. Back-up Department Person-in-charge Program: Trainees were classified and encouraged to study online anytime and anywhere. SF Holding offered learning resources covering 24 courses and 236 practical cases. In order to urge students to speed up the learning and training cycle, they were required to conduct the key node assessment in the way of defense. In 2020, 344 people participated this program. Senior Management Program: The training content is mainly about strategy and operation, and in the form of a combination of internal organization and external expert sharing, so as to improve the external vision of senior management and realize the compound talent strategy. During the year, the Senior Management Program covered more than 500 students and a total of 24,580 person-times participated in various online and offline courses.Education promotion trainingSF Holding supported employees for degree programs and certifications, providing reimbursement of learning expenses. SF Holdings degree programs and certifications are applicable to all workforces. Education certification includes on-the-job education with state-recognized academic/degree certificates, like junior college, undergraduate, postgraduate/MBA, doctoral/EMBA, etc. Skills certification includes a number of job-related skills certifications such as forklift operation qualification certificate, human resources manager certification examination and PMP project management qualification certificate.SF Holding also provided financial support to poor university students through SF Charity Foundation to help them complete their studies. In 2020, SF Charity Foundation granted 4,934 scholarships to university students, with a total expenditure of 14.80 million.Training resource managementIn 2020, in order to realize the integration of training projects and accumulate training data, SF Holding established the SF University New Training Platform. In terms of training courses, we continued to expand the depth and breadth of our courses. Guided by the demand for key talent training and combined with talent training programs, we provided flexible, timely and diversified learning resources to meet the learning needs of various groups. A total of 414 courses were newly added. In addition, we attached great importance to the training of lecturers, added a lecturer incentive system and carried out the recruitment and training of lecturers throughout the network in a coordinated manner. During the year, a total of 2,292 certified lecturers were added. We created the Xiao Mi Feng app as the main learning platform for couriers, who are often under significant time pressure. Much of its training content can be read in under a minute and is precisely targeted to each couriers needs.By the end of 2020, SF Holding supported a total of 1,191 employees for degree programs and certifications with a total amount of RMB7.47 million.顺丰2020年可持续发展报告037038/2020 S.F. Holding Co., Ltd. Sustainability Report2.1.4 Health and safetySF Holding adheres to the policy of people-oriented and safety first, always prioritizing employees safety. The Company strictly abides by the Law of the Peoples Republic of China on Production Safety, the Law of the Peoples Republic of China on Prevention and Control of Occupational Diseases, the Measures for the Management of Emergency Plans for Workplace Safety Accidents and other laws and regulations. SF Holding has obtained ISO45001: 2018 (GB/T 45001: 2020) certification, which covers activities involved in the operation and management of express delivery services consistent with that of SF Holding.Safety management objectivesSF Holding set employee health and safety objectives. To achieve the annual safety management objectives, SF Holding has formulated a comprehensive safety management system and structure. We have identified three business scenarios with higher risks, namely vehicle safety, transit safety and site safety, and consolidated the safety management foundation through technology-empowered safety management. Potential hazards are eliminated through identifying and eliminating safety risks as well as the cultivation of safety awareness. For key operational risks, such as fire and major casualties, we conduct regular tracking to evaluate the progress of key objectives and the effectiveness of system implementation, so as to timely identify existing problems and take corrective measures to ensure the achievement of objectives. We conduct real-time and dynamic tracking and monitoring of safety incidents through the AESP system, and output daily reports on safety anomalies. SF Holding performs monthly assessments on the achievement of key in-house and regional indicators such as lost days per million shipments, site-responsible fire accidents, self-combustion of express and orders backward districts to report improvement of safety performance to the Safety Production Management Group of the headquarters.SF employee health and safety objective tracking and settingTargets of 2020Progress in 2020Targets of 20211. Prevent major fire accidents.2. Avoid major casualties.3. Reduce personal injury accidents by over 10%, personnel safety index rises more than 10% in 2020 compared to 2019.1. Zero major fire accidents.2. Zero major injuries and fatalities.3. Reduced personal injury accidents by over 12%, personnel safety index rose more than 10% in 2020 compared to 2019.1. Prevent major fire accidents.2. Prevent major injuries and fatalities.3. Lost days per million shipments decrease by 20% as compared with the previous year.At the same time, we continue to track quantitative health and safety metrics related to employee health and safety, such as personnel safety index and number of on-site fire accidents. The Lost Time Injury Rate (LTIR) had been declining year by year, demonstrating the improvement of safety production performance.SF Holdings tracking quantitative health and safety metricsQuantitative indicators201820192020Personnel safety index-9001,700Number of major on-site fire accidents000Million-kilometre responsibility rate of self-operated vehicles0.70440.59680.5065Safety management systemSF Holding has formulated internal systems such as the Occupational Health and Safety Management Manual and the Measures for the Management of Fire-fighting Facilities. The Equipment on Property Sites helps to clarify various occupational health and safety management systems and actively incorporates stakeholders such as customers, employees, suppliers and market supervision departments into the scope of safety management considerations.In order to ensure the effectiveness of the safety management system, the Company adopted a combination of a regular update system and a special update system. The regular update is to evaluate the appropriateness, reasonableness and effectiveness of the safety management system issued annually and determine the plan for system revision according to the evaluation results. The special update includes failure of risk management and control, changes in laws and regulations and changes in organizational safety responsibilities, etc., which is updated immediately. In 2020, SF Holding closely monitored the safety management and operational development. We added two internal systems and revised six existing systems, including the Post Safety Operation Regulations and the Measures for the Safety Management of Self-operated Vehicles and Drivers.Safety management frameworkSF Holding has established a top-down organizational framework for safety management, which clearly defines three-tier management organizations consisting of Headquarters, District Department and Primary-level Department. During the year, we added full-time safety production director positions to 33 key districts. We formulated the Safety Production Responsibility System to stipulate the safety responsibilities of organizations, positions and employees at all levels. In particular, the CEO, one of the members of the Board of Directors, is the primary person responsible for production safety of the Company, preventing occupational injury and health damage, providing safe and healthy workplaces and activities, assuming the highest responsibility for production safety and making commitments to provide safe and healthy working conditions.Production safety was listed on the important agenda of the quarterly meetings of the Chief Operating Officer (COO), who regularly reviews safety management and discusses and makes decisions on major production safety issues. In 2020, we analyzed the Companys safety production situation and reported 6 special reports on safety production to the CEO in total.0.010%0.008%0.006%0.004%0.002%0.000%0.005%0.008%0.005%0.004%?顺丰2020年可持续发展报告039040/2020 S.F. Holding Co., Ltd. Sustainability ReportWe sign the Safety Production Responsibility Letter once a year to decompose safety responsibilities at all levels to every employee. In 2020, SF Holding strengthened the safety assessment and incentive mechanism and added the Safety Assessment and Incentive Management Regulations to clarify the scope and standards of safety performance assessment for employees at all levels. As a result, we clearly make the compensation linked with maintaining current health and safety. For example, major safety accidents affect executive performance and remuneration. The safety index represents 10%-15% of the performance evaluation for regional leaders and human resources managers.SF Holding promotes safety production performance through safety production incentivesSF Holding has formulated a safety production incentive scheme at all levels from the management to all employees, enabling all employees to carry out safety production more effectively and efficiently. In 2020, SF Holding distributed over 1.7 million of safety production incentive funds to employees. Regional safety management personnel: To motivate the regional implementation of safety production, SF Holding provides financial support of RMB3,000 per month for 60 regions. Outstanding employees: SF Holding rewards employees with outstanding performance in participating in the activities of Safety Production Month. All employees: In order to mobilize the enthusiasm and awareness of employees to report safety hazards, conduct safety inspections, participate in regional competitions and drills and put forward safety suggestions, SF Holding grants RMB5,000 per month for safety production activities in 60 regions.Safety management measuresSF Holding has formulated a safety management system. We reduced and prevented accidents through safety risk management and control, potential hazard investigation and management, safety technology innovation and information system construction.In 2020, SF Holding invested 0.28 billion in safety production.Occupational health and safety management frameworkHeadquarters Safety Production CommitteeSafety Production Management GroupSafety Production Execution GroupHeadquartersDistrict Safety Production CommitteeSafety Production DirectorSafety Production Execution GroupDistrict DepartmentTransit DepotSafety SupervisorPrimary-level DepartmentTransportation Safety vehicle safety. We ensure fleet safety by inspecting our vehicles against 17 items across five categories. In order to achieve this, we developed the Marvin Platform.SF Holding continued to optimize and promote the vehicle safety management platform Marvin PlatformIn 2020, SF Holding continued to optimize the Marvin Platform and achieved online and information-based functions of 11 systems including risk intervention, risk prediction model and electronic accident reporting. In addition, the Marvin Platform was further expanded into the Internet of Vehicles Intelligent Cloud Platform, which comprehensively monitors the real-time location, trajectory, high-risk road sections and other operational conditions of each vehicle. As of the end of 2020, a total of 11,502 operating vehicles were installed with the Marvin Platform and 1,902 vehicles were on trial in Dongguan, Guangzhou, Henan and Nanjing. The results of the pilot showed that the 100-vehicle accident rate using the Marvin Platform is 10% lower than the accident rate of vehicles without the Marvin Platform.Transportation safety aviation safety. We established a Safety Management System to ensure aviation safety. Our air transportation has operated safely since its first flight, totaling approximately 0.44 million hours. In 2019, the Civil Aviation Administration of PRC named us Safety Responsibility Compliance Entity in Central and South China for the 10 consecutive years.Transit safety. In response to the situation of high safety risks of sorting equipment, SF Holding has formulated operational guidelines Safe Operation of Belt Conveyor (Sorting) and the Safe Operation Procedures for Forklifts and invested special funds in research and development. In 2020, we carried out a special activity on the inspection and management of safety hazards of belts. More than 48,600 belt conveyors were investigated and 2,005 safety hazards were found.Site safety. In accordance with the Fire Safety Management System and the Measures for the Management of Fire-Fighting Facilities and Equipment on Property Sites, SF Holding standardized the electricity consumption and fire safety of the sites and set up a fire emergency leading group and voluntary fire brigade. As of the end of 2020, SF Holding set up over 300 volunteer fire brigades, including nearly 3,000 volunteer firefighters and all transit sites were equipped with professional rescue facilities such as micro-fire stations.In 2020, SF Holding continued to improve the intelligence level of fire warnings. We upgraded and renovated the firefighting equipment in 761 indoor charging room and added wireless intelligent smoke detectors. SF Holding has installed the AI Argus at 1,398 sites, which uses videos and images to automatically analyze violations of site safety and achieve real-time intervention.In 2020, we experienced 0 major fire accidents and 0 Level One or Two accidents on our sites.Safety hazard identification. Hazard identification is a fundamental task in corporate safety management. We developed the Regulations on Safety Inspection, Hazard Identification and Risk Management. We identify potential risk factors in various positions and ask the relevant departments to rectify them in a stipulated time limit requirement. As for key safety hazards, at least one internal safety audit led by CHO is conducted per year.Key safety hazard identification and rectification management procedureCommunication and recordsSupervision and inspectionRisk assessmentIdentification of the risk management environmentRisk identificationRisk analysisRisk assessmentRisk handling顺丰2020年可持续发展报告041042/2020 S.F. Holding Co., Ltd. Sustainability ReportWe conduct internal safety audits of all operations at least once every year. In the internal safety audit, SF Holding evaluates and classifies the risks from multiple dimensions such as the status of risk control measures, the frequency of personnel exposure to hazardous environments and the consequences of accidents. In 2020, we identified 898 sources of risks and classified them into four colors according to the degree, namely red, orange, yellow and blue. We have implemented headquarter-district-branch-position four-level management and control of the risk sources.Prevent risks, eliminate hazards, curb accidents and ensure safety Special safety activityInvite police to conduct special training on delivery safety for the person in charge of the outletContractor safety management. SF Holding formulated the Regulations on Safety Management of Logistics Suppliers and signed the Safety Management Agreement for Logistics Handling and Sorting Services, the Safety Management Agreement for Cargo Transportation Services by Road and other safety management agreements with contractors. We also refined the safety management content into the c
2020-07-02
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三星电子为了迅速应对正在影响世界的新型冠状病毒感染症(COVID-19病毒)危机，正在全力以赴。作为隔离措施的一部分，我们迅速分析了这场前所未有的危机，并积极防止疾病在我们的员工和供应商的工人中传播。.
2020-07-02
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今年3月，我们宣布启动新的智能电动汽车业务。我们将在未来十年在这一重要领域投资100亿美元，我们坚信，这不仅将为米粉带来巨大变化，而且将为低碳经济做出重要贡献。我们是一家年轻的公司，只有11年的历史。.
2020-07-02
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Corporate Responsibility&Sustainability Report1ContentsLetter from Our Chairman&CEO.12020 Update.3Ou.
2020-05-06
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在本报告付印之际，COVID-19的爆发改变了我们的生活和经营方式。CVS健康应急响应和恢复团队和传染病响应团队一直在积极监测当前的国际和国内环境，以应对冠状病毒相关的风险，我们已经通过对当地的投资做.
2020-04-13
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这包括我们的舰队和我们整个集团。我们以具有约束力的中间目标为指导。通过这种方式，我们希望到2025年将乘用车的生命周期总碳足迹减少30%。我们的目标是将全球工厂的二氧化碳排放量减半。今年，我们在实现目标方面取得了长足进展。与2010年相比，现在每辆汽车的环保生产方式提高了36%。我们也在全力开发电动汽车。
2020-04-03
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我们的承诺我们的商业实践和政策反映了我们在全球产生积极影响的承诺。我们致力于应用技术的力量来赢得和维持客户和合作伙伴以及我们生活和工作的社区的信任。这一重点延伸到我们建设可持续未来的工作，在那里每个人.
2019-12-02
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空运数据涵盖顺丰控股旗下的全货机。空运地面业务数据覆盖深圳总部和北京、杭州基地。办公和运营网络数据覆盖总部办公楼。工业园区数据涵盖中国内地和香港的自营工业园区。顺丰控股一直在完善环境数据管理。未来，我.
2019-12-02
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我们的目的是帮助世界各地的人们有机会拯救“所有人拥有更好的生活方式和更好的生活”。有人说山姆是个有一颗仆人心的商人。在他的一生中，他回馈了我们有商店的社区，随着公司规模的增长，我们加强社区和改变世界的愿望继续下去。
2019-12-02
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2019 Environmental, Social and Governance Report Our Approach to ESG Solutions for Impact Page 5 Let.
2019-12-01
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Sustainability Report 2019/20 We create and inspire smart solutions in steel, to strengthen our communities for the future. Contents 02 Managing Director and CEOs Message 03 Who we are and what we do 04 How we approach sustainability 14 The future of steel OUTCOMES 22 Sustainable and enduring business 28 Safe and inclusive workplaces 40 Climate change action 50 Responsible products and supply chains 68 Strong communities APPENDIX 74 Data tables 78 Supplementary information 80 Metric definitions and glossary 83 GRI index Our Bond OUR CUSTOMERS ARE OUR PARTNERS Our success depends on our customers and suppliers choosing us. Our strength lies in working closely with them to create value and trust, together with superior products, service and ideas. OUR PEOPLE ARE OUR STRENGTH Our success comes from our people. We work in a safe and satisfying environment. We choose to treat each other with trust and respect and maintain a healthy balance between work and family life. Our experience, teamworkand ability to deliver steel inspired solutions are our most valued and rewarded strengths. OUR SHAREHOLDERS ARE OUR FOUNDATIONS Our success is made possible by the shareholders and lenders who choose toinvestin us. In return, we commit to continuing profitability and growth invalue,which together make us all stronger. OUR COMMUNITIES ARE OUR HOMES Our success relies on communities supporting our business and products. Inturn,wecare for the environment, create wealth, respect local values andencourage involvement. Our strength is in choosing to do what is right. BlueScope Steel Limited | ABN 16 000 011 058 Cover image: Richmond High School in Melbourne, Australia, featuring COLORBOND steel Matt with Thermatech solar reflectance technology and Activate technology for enhanced corrosion resistance. Read more about our sustainable product solutions on page 62-63. The future of steel Who we are and what we do How we approach sustainability BlueScope Sustainability Report BlueScope sustainability highlights Launched Our Purpose, developed by Balanced HSE indicators for severity, capability and risk management Founding member of the Industry Emissions Transitions Initiative Recognised as Inclusive Employer 2019-2020 Australian Steel Products First Modern Slavery Statement released 46% recovered and recycled scrap use $1M donated Australian bushfire response Hosted ResponsibleSteelTM standard launch 3-year average ROIC $657M tax payments contributed globally worldsteel 2019 Sustainability Champion Continuing $1BN investment in North Star expansion of low emission steelmaking capacity Supported local communities and charities through COVID-19 450 EMPLOYEES COLORBOND steel cool roof used in Australias first Living Building female representation on Executive Leadership Team and Board At least40% Sustainable supply chain training delivered in 9 COUNTRIES $1.47BN shareholder returns since FY201715% 7,000ML P.A. recycled water agreement Port Kembla Steelworks COVID-19-safe operations FY20 103 supplier assessments completed Scope 3 emissions reported Global Inclusion and Diversity Strategy developed Successful pilot in new HSE leadership practices Financial liquidity of over $3BN 01 Sustainable and enduring business Safe and inclusive workplaces Climate change action Responsible supply Strong communities Data tablesSupplementary information Managing Director and CEOs Message Mark Vassella Managing Director We create and inspire smart solutions in steel, to strengthen our communities for the future. I believe Our Purpose speaks to who we are and what we value as a global team creating strength with confidence, optimism and working together; transforming BlueScope for the realities of a competitive and fast-changing economy, inspiring our customers with sustainable choices and supporting the global shift to a low carbon economy. Steel is a critical enabler of sustainable development, underpinning the transition to a low carbon future. Climate change is prominent in our Corporate Strategy, recognising the opportunities and challenges posed for our business and sector. We continue to investigate appropriate decarbonisation pathways and timeframes for our operations. Our recently established Climate Change Council oversees our actions in this area, and is further demonstration of our intent to embed decarbonisation as part of core business for a strong future. Over the coming year we will refresh our climate scenario analysis, which will help form the basis for our long-term emission reduction aspirations which we expect to release in our FY2021 Sustainability Report. At BlueScope we are building on our strong foundations in health, safety and environmental (HSE) management by adopting new ways of thinking about risk. This means thinking holistically about whats dangerous to people or the environment and leveraging the knowledge and experience of our people to find ways to prevent harm from happening. On 6 May 2020, we received the tragic news that a contractor was fatally injured while working at the berth at the Port Kembla Steelworks. Our thoughts remain with the contractors family, friends and co-workers and our colleagues, as well as medical and security services personnel who attended the scene. Teams across our global business have paused to reflect and contemplate their own work environments for opportunities to further improve our critical risk controls. Sustainable and responsible supply chains have been at the forefront of how we operate since BlueScopes inception in 2002, and we recognise the key role of suppliers to our success. This year marks the introduction of standalone reporting to meet the requirements of the Australian Modern Slavery Act, and I encourage you to read our Modern Slavery Statement along with the broader disclosures in this Sustainability Report for a complete view of how we are working to strengthen our supply chain performance. The ResponsibleSteelTM Standard was launched this year, a truly multi-stakeholder effort driven by BlueScopes passion to promote the sustainable attributes of steel and recognise best practice in the steel supply chain. We are encouraged by the role the Standard can play in lifting the performance of our sector, and we will demonstrate our leadership role by seeking certification for our Port Kembla Steelworks by the end of 2021. I thank everyone at BlueScope for their contribution to our sustainability outcomes this year. May we continue to inspire each other as we strengthen our business and build stronger communities for the future. Mark Vassella, Managing Director and CEO 02 Who we are and what we do How we approach sustainability The future of steel BlueScope Sustainability Report Who we are and what we do Our businesses Australian Steel Products North Star BlueScope Steel New Zealand and Pacific Islands Building Products Asia and North America Buildings North America Our operations across South East Asia and the west coast of North America are in partnership with Nippon Steel Corporation (NS BlueScope Coated Products) with day to day operations managed by BlueScope. In India we operate in partnership with Tata Steel (Tata BlueScope Steel) with day to day operations managed by Tata Steel. BlueScope is one of the largest global producers of metal coated and painted steel building products. We directly employ over 14,000 people across manufacturing, processing, distribution and sales channels globally. These range from small product storage sites to our core steel making facilities in Australia, New Zealand and North America. 160 TOTAL NUMBER OF OPERATIONS $11.3BN SALES REVENUE $5.9BN TOTAL CAPITALISATION 7,083KT SALES VOLUME 14,077 TOTAL NUMBER OF EMPLOYEES Scale of our organisation (as at 30 June 2020) Steelmaking (flat products) Metal coating and painting Steel building materials and components Long products (rebar, wire) Steel buildings and systems KEY New Zealand climate change and energy; people and workplace relations; trade and industrial policy; and taxation and economic policy. The annual summary of the assessments is reported to the Boards RSC. We believe that in relation to the matters of significance mentioned above, in FY2020 there were no material differences between BlueScope policy and the policy positions of the six largest industry associations in Australia that BlueScope is a member of.2 CORPORATE CONFIDENCE INDEX SURVEY BlueScope regularly monitors investor perceptions of its performance through the Corporate Confidence Index (CCI). BlueScope was rated in the top five against other major Australian listed companies in the April 2020 CCI survey for each of the measures listed below: Effective Board Good access to senior management High standard of corporate governance Judgement in acquisitions, divestments and investments Effective capital management Communicates well with investment community High level of integrity Good market disclosure Informative management briefings. BlueScopes Guide to Business Conduct, Speak Up policy and details about our Speak Up Hotline are available on our website. 13 Sustainable and enduring business Safe and inclusive workplaces Climate change action Responsible supply Strong communities Data tablesSupplementary information The future of steel At BlueScope, we see a strong future for steel. It is a critical enabler of the achievement of the UN Sustainable Development Goals and, supported by continued demand, presents a strong opportunity to transition to a low-carbon, circular economy. 14 The future of steel Who we are and what we do How we approach sustainability BlueScope Sustainability Report Demand for an essential material Steels strength, durability and adaptability make it a material of choice for buildings, infrastructure and light weight transport applications, and many other sectors. Steel is also a critical input for the transition to a clean energy future, being a key material for wind turbines, hydropower and solar power, as well as electricity transmission infrastructure. The material is well placed to lead in a circular materials economy one where resources and materials are kept in use for as long as possible and then repaired, reused, returned or recycled. Steels recyclability is unmatched by other material groups, being easily recovered and retaining its valuable properties when transformed into new products. While the total demand for steel is anticipated to increase for decades to come, a greater focus on opportunities for steel can reduce the sectors impact on the worlds carbon budget. BlueScope is working collaboratively to understand market shifts and opportunities to accelerate a circular steel economy. While steels use in renewable energy applications reduces overall greenhouse gas emissions (GHG) compared to the use of traditional energy sources, the production of steel currently remains energy intensive. The iron and steel sector contributes globally between 7 per cent and 9 per cent of direct greenhouse gas emissions3. With its long-lived capital assets, high reliance on metallurgical coal, limited alternative production technologies and exposure to international trade, the sector is often described as hard-to-abate. At around 1.8 billion tonnes of production per year globally4, steel is the second most abundant man- made bulk material on earth, after cement5. Experts such as the International Energy Agency (IEA) and the World Steel Association (worldsteel) expect global demand for steel to continue to increase for many decades, driven by emerging economies, energy infrastructure and use as a fundamental building material for growing populations. 3 Steels Contribution to a low carbon future and climate resilient societies - worldsteel position paper, World Steel Association, 2020. 4 2020 World Steel in Figures, World Steel Association, 2020. 5 Cement, Tracking progress, International Energy Agency, 2020. Climate challenge BlueScope has a strong history of participating in research and development initiatives, including the opportunity to replace coal with biochar, and research to capture carbon rich waste gas streams for conversion into fuel and chemical products. BlueScope supports the Paris Agreement on climate change, recognising that the global economy must transition to net zero by the middle of this century to limit global increases in temperature to well below 2 degrees. For the steel sector to contribute, the future of iron and steelmaking will need to be centred around breakthrough technology. We see the challenges to decarbonising the steel industry being: Finding and implementing new, breakthrough iron and steelmaking technologies that do not rely on fossil fuels, while remaining commercially viable in a highly trade-exposed industry, Achieving the transition while demand for steel worldwide continues to grow (requiring continued production of primary steel from virgin iron units (e.g. iron ore) and precluding use of recycling technologies to meet all global demand), and Ensuring governments adopt the right policy tools to support the transition. Iron one End-of-life scrap FY10FY20FY30FY40FY50 500 1,000 1,500 2,000 2,500 3,000 STEEL DEMAND OUTLOOK (million tonnes) Source: Material Economics (2018), The Circular Economy a Powerful Force for Climate Mitigation. 15 Sustainable and enduring business Safe and inclusive workplaces Climate change action Responsible supply Strong communities Data tablesSupplementary information FY2050 FY2030 FY2023 FY2020 FY2010 Global predictions of proportion of scrap based EAF production BlueScopes production footprint will continue to evolve in line with our Corporate Strategy Subject to further progressive plant debottlenecking at North Star Secondary steelmaking Primary steelmaking 23% 45% Estimated (following North Star expansion) 20% 22x% 20% 37c% 55% 27% 44% Global predictions of proportion of scrap based EAF production BlueScopes production footprint will continue to evolve in line with our Corporate Strategy Subject to further progressive plant debottlenecking at North Star OUR DIVERSIFIED STEELMAKING PORTFOLIO BlueScopes three steelmaking operations use different iron and steelmaking process routes and mixes of raw materials. North Star Electric arc furnace (EAF) coal-free method using scrap steel and pig iron. Port Kembla Steelworks Traditional blast furnace (BF) ironmaking and basic oxygen furnace (BOF) steelmaking using metallurgical (coking) coal, iron ore, scrap steel, limestone and dolomite. Glenbrook Steelworks KOBM (Combined Oxygen Blowing Method) using local ironsand, coal, scrap steel and limestone. Primary steel production refers to that which uses iron ore as its main source of metallic input, whereas secondary production predominately relies on scrap steel. BlueScope i
2019-12-01
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2019 BUSINESS ChiefExecutiveOfficerand ManagingPartner,WEFamilyOffices James Quincey 4 ChairmanandChiefExecutiveOfficer Caroline J. Tsay 1, 7 ChiefExecutiveOfficerandDirector, ComputeSoftware,Inc. David B. Weinberg 1, 6 ChairmanandChiefExecutiveOfficer, JuddEnterprises,Inc. BOARD OF DIRECTORS “ TheCoca-ColaCompanyisbuiltforlong-term success.Thecompanyhasenduredchallenging historicalmomentsbeforebyremaininggrounded in its values. Today, our world is in one of those moments. Our Board of Directors is proud of thewaythemanagementteamismakingdecisions andleadingthroughthesetimes.Wearealso proudoftheprogressthecompanyhasmadein the past decade, which has put us on a path to meettheneedsoftoday.Thecompanyisguided by purpose: to refresh the world and make a difference.Duringchallengingtimes,welearn, actandreflecttokeeppreparingforthefuture. Whenwefaceshort-termchallenges,we persevereitsinourheritage.” Maria Elena Lagomasino Lead Independent Director * RonaldW.Allenisnotstandingforreelection and will retire from the Board immediately following the2020AnnualMeetingofShareowners. 1. AuditCommittee 2. CommitteeonDirectorsand Corporate Governance 3. TalentandCompensationCommittee 4. ExecutiveCommittee 5. FinanceCommittee 6. ManagementDevelopmentCommittee 7. PublicPolicyandSustainabilityCommittee Our Company Chairman however,thesearenotincludedinthemetric. EMPOWERING WOMEN Our 5by20 commitment to enable the economic empowerment of 5 million women entrepreneurs across our global value chain by2020isontracktoreachitstarget.Asof the end of 2019, the program has empowered over4.6millionwomen.Firstannouncedin 2010, the initiative sponsors programs that address business barriers faced by female entrepreneursaroundtheworld.In2019, we enabled the empowerment of 1,323,167 womena 53% increase over the previous year.Wecollaboratewithgovernmentsand NGO partners to build and execute locally relevant programs, scaling those that are mostsuccessful. READ MORE: EmpoweringWomen GIVING BACK We want a better shared future for the communities in which we live and work, striving to have a positive impact, especially intimesofneed.Wehavepledgedto give back 1% of our prior years operating income annually through direct company donationsandfundingthroughTheCoca-Cola Foundation.In2019,thosecombined effortscontributednearly$125million ($88millionfromTheCoca-ColaFoundation and$37millionfromTheCoca-ColaCompany) todirectlybenefit294organizationsacross 129countriesandterritories.Thedonation totalin2019represented1.3%ofoperating income, focused in particular on the Foundations giving pillars of recycling, water and womens empowerment, contributing $18.8million,$20.8millionand$10.9million, respectively, to programs and projects in thesethreecategories. READ MORE: GivingBack Percentage of bottling partners that achieved compliance with our Supplier Guiding Principles 16 17 18 19 2020 GOAL 89% 87% 89% 92% 98% 16 17 18 19 2020 GOAL 90% 88% 89% 91% 95% Cumulative number of women entrepreneurs economically empowered across our global value chain 16 17 18 19 2020 GOAL 1.7M 2.4M 3.2M 4.6M 5M Percentage of the companys annual operating income invested back into local communities 16 17 18 19 2020 GOAL 1.2% 1.6% 1.5% 1.3% 1% Our Company Chairman water and sports drinks; juice, dairy and plant-based drinks; and tea and coffee). Inourconcentrateoperations,TheCoca-Cola Company typically generates net operating revenues by selling concentrates and syrups toauthorizedbottlingpartners. Our bottling partners combine the concentrates and syrups with still or sparkling water and sweeteners (depending on the product),toprepare,package,selland distributefinishedbeverages. Ourfinishedproductoperationsconsist primarily of company-owned or -controlled bottling,salesanddistributionoperations. We also operate retail outlets through Costa Limited, which operates nearly 4,000coffeehousesintheUnitedKingdom, China and other markets across Europe, AsiaPacific,theMiddleEastandAfrica. The companys portfolio also includes a coffeevendingbusiness,athomecoffee solutionsandaroastery. 1. TheCoca-ColaCompanyanditsbottlingpartners arecollectivelyknownastheCoca-Colasystem. TheCoca-ColaCompanydoesnotown,manageor controlmostlocalbottlingcompanies. Our Company Chairman andthisistheninth year that these principles have informed ourreportingprocess.Ourinvestors have also expressed interest in the Sustainability Accounting Standards Board (SASB),andCoca-Colaparticipatesonthe SASBAdvisoryGroup.Formoreinformation about disclosure in this report, please see the GRI Index. CORPORATE GOVERNANCE AtTheCoca-ColaCompany,oursound business principles and practices foster an innovative and collaborative culture, which is committed to ethical behavior, accountability andtransparency.ThecompanysBoard of Directors has a number of committees toassistindischargingitsduties.These include an Audit Committee, a Talent and Compensation Committee, a Committee on Directors and Corporate Governance, a Finance Committee, a Management Development Committee, a Public Policy and Sustainability Committee and an Executive Committee.Thecharterforeachcommittee can be viewed on our website.Information about the companys corporate governance, including our Code of Business Conduct, CorporateGovernanceGuidelines,Certificate of Incorporation and Bylaws, is also on our website.Wereinterestedinhearingfrom stakeholdersandvaluestakeholderfeedback. If youd like to contact us, visit our website. SUSTAINABILITY GOVERNANCE The Boards Public Policy and Sustainability Committee assists the Board in overseeing the companys policies and programs and related risks to the company that concern regulatory, public policy and corporate social responsibility matters, including progress againstthecompanyssustainabilitygoals. The Committees scope includes public issuesofsignificancethatmayaffectthe companys business, our shareowners, the broader stakeholder community or the generalpublic.Thisentailsevaluatingand reviewing information pertaining to social, political and environmental trends, with oversight over sustainability goals and humanrightspractices. GOVERNANCE but we note an evolution in stakeholder expectations and potential impacts to our business in severalkeyareas.Forexample,climate change risk and resilience emerged as an increasing concern for our own operations, as underscored by our risk process and the climatescenarioswehaveelaborated. Meanwhile, concerns about packaging are growing in importance for our stakeholders, andwerecognizethisissuecouldpotentially significantlyimpactourbusiness.These insightshavecontinuedtoshapeandinfluence ourworkonWorldWithoutWaste. This priority issues analysis will ensure that we take into consideration the changing social, environmental and economic context as we continuetoevolveourbusiness. 1. Thisanalysistookplaceduring2019,andassuchthis stakeholder view is not indicative of related impacts to the economyandsocietyfromtheCOVID-19globalpandemic. Learn more about our approach to stakeholder engagement here. Our Company Chairman inAfrica,hesharedourfocuson growing sustainably across the continent; and at the New York Stock Exchange, he celebrated the 100th anniversary of the companysinitialpublicofferingbyhighlighting ourplansforsustainablegrowth. INVESTORS We undertook a range of activity with investorsthroughouttheyear.InAugust 2019, along with 180 other CEOs, James Quincey signed the Business Roundtables statement on the Purpose of a Corporation to demonstrate our commitmenttoallstakeholders.Andina follow-up in September, the company held an investor dialogue on Environment, Social, Governance-related topics at our London office,welcoming30investorsfromlarge andmedium-sizefirmsintheU.S.andEurope who own a collective 20% of total shares outstanding.Theeventfocusedonthe companys sustainable business strategy, exploring priority issues including sugar reduction, World Without Waste and watermanagement. Our Company Chairman andunflavoredandunsweetenedstillor sparklingbottledwater,includingmineralwater. smartwater in four new still varieties, which are unsweetened, have electrolytes fortasteandnaturalflavors. LACFREE is a lactose-free line of dairy productsinBrazil,with17optionsofzerofat, zerosugarandzerolactoseyogurts. In India, our Vitingo brand is a clinically proven formula providing iron and six other micronutrients such as folic acid and vitamins A,C,B6andB12.Indiahasahighlevelof micronutrientdeficiency,especiallyamong womenandchildren. In Europe, we launched Aquarius, a new range of low-calorie, water-based functional drinks,eachwithakeyessentialmineral. ThesevariantsincludeLemon the longer-term impacts of a changing climate; and potential changestomarketsinwhichweoperate. An overview of this assessment can be found here. BUSINESS CONTINUITY AND CLIMATE CHANGE A key part of our enterprise risk management isourBusinessContinuityPlanning(BCP) process, which has been critical to managing the impacts of climate change that we are already experiencing while also anticipating whatmayaffectusinthefuture.Witha dedicated business continuity manager at each of our concentrate production sites, the team allocates at least 6,000 hours per year to this aspect of our risk management and planning.Whenthesecontinuityplansare triggered by an event such as severe weather, there are often losses and other impacts to operations.However,thisBCPprocesshelps tominimizetheselossesandimpacts. AGRICULTURE the rate at which the package is recovered; and its impacts if it isnotproperlymanagedwhendiscarded.We are working to make all of our packaging more sustainable. Across our value chain, packaging accounts for 25%to30%ofourcarbonfootprint.Webelieve that locally appropriate circular economy solutions that turn old packaging into new packaging can reduce the climate footprint of our packaging and keep plastic products out ofthenaturalenvironment.BothourDesign andCollecteffortsfocusparticularlyonPET because its our highest-volume packaging material and its collection rate has historically lagged that of aluminum, our next biggest category,inmanymarkets. INNOVATING AROUND THE WORLD PET PET is a versatile, lightweight material that is highlyrecyclable.Itscarbonfootprintvaries from low to moderate depending on the input material(recycled,plant-basedorvirgin)and whetherthebottleiscollectedandrefilled orrecycled. 16 marketsofferbeveragespackagedin 100%recycledPET(rPET)bottles,withmore tocome.WaterbrandsinAustria,Belgium, Ireland,Peru,thePhilippines,Switzerland, South Africa and Uruguay, among others, are now making water bottles entirely from recycledplastic. From the end of 2019, 7 out of 10 of all bottles in Australia are now being made entirelyfromrecycledplastic. In multiple markets, Sprite packaging was changed from green to clear bottles, which makes them more valuable by improving the efficiencyoftherecyclingstream. 100% rPET will be used for all plastic bottles in Sweden beginning in 2020, eliminating the use of 3,500 tons of virgin plasticandreducingemissionsby25%. In Brazil, all 2-liter bottles across Trademark Coca-Cola,FantaandSpritebrandsaresold inrefillable“universalbottles”thatarethe sameshape,sizeandcolor,whichincreases theefficiencyofcollection,cleaningand filling.Thereusablebottlesarereplacing 200millionregularbottleseachyear. InadditiontoBrazil,refillablesareacritical part of our World Without Waste strategy inmanymarkets.Inover25countries, refillablesmakeuphalformoreofour sales today, and in more than 50 countries, refillablescurrentlyrepresent25%ormore of the sales portfolio, including Germany, Chile, Colombia, Peru, Pakistan, Kenya, the PhilippinesandTanzania. Over 650,000 metric tons of CO2 emissionsequivalent to burning approximately1.5millionbarrelsof oilhave been averted through use of our PlantBottle, which incorporates 30%plant-basedmaterial.Aninnovative technology co-developed by Changchun Meihe Science and Technology and TheCoca-ColaCompanytoefficiently produce a renewable material that can be used to make our PET plastic bottles isonestepclosertocommercialization. With our recent successful validation of the process at the “demo” scale, we are advancing to a future where PET plastic bottles can be made, in part, from woodwaste.Thesebottleswillremain 100% recyclable and will help us continue our progress toward an exciting future beyondfossilfuels. ALUMINUM Aluminum is lightweight, high-value, nearly infinitelyrecyclableandpreferredbysome consumers because its recycled at a relatively highrate.Itscarbonfootprintvariesfrom moderate to high depending on whether it is made from energy-intensive virgin aluminum (andwhatthatenergysourceis)orrecovered aluminum. IntheU.S.,DASANIintroducedwaterinan aluminum can in 2019 and will introduce an aluminumbottlein2020.Togetherwitha hybrid plant-rPET bottle, increased recycled content, light-weighting, and package-less delivery, these changes will remove the equivalent of 1 billion virgin plastic bottles fromDASANIsproductionoverfiveyears. GLASS As a heavy, breakable and sometimes low- value material, glass is less attractive to recyclethanothermaterials.However,itcan bemanufacturedtobereadilyrefillableand has a low carbon footprint when collected andrefilled. CARTONS AND POUCHES Packages made of a combination of paper, plastic and foil have relatively low carbon footprints and are compact and lightweight, but they are only recyclable where infrastructureexists. BRING YOUR OWN PACKAGE Increasingly, many consumers carry reusable bottles and cups, and were inventing a variety ofwaysforthemtoenjoyourproducts. 15 million drinks per day (5.5 billion peryear) are poured from approximately 52,000Coca-ColaFreestyleunitsinthe U.S.andothercountries.Weintroduced refillable,microchippedcupsthatinteract withCoca-ColaFreestyleatselectcruise lines,amusementparksanduniversities. DASANI PureFill water dispensers, piloted in2017,providefilteredwatertouserswho bring their own bottles, with the option to addflavororcarbonation. 84 Bonaqua stations rolled out across Hong Kongin2019,allowingcustomerstofilltheir own cups with Bonaquas assortment of flavoredwaters.Another404stationsare scheduled to be installed across the region in2020. In 2019 we partnered with TerraCycle on the Loop initiative, which is giving consumers theabilitytouserefillablecontainersfor a variety of beverages in Western Europe, including our sparkling drinks and iced teas, throughaEuropeanretailer. 88% Globally, 88% of our packaging is recyclable, up from 85% at the end of 20171 20% recycled material in our packaging globally 10% recycled material in PET plastic packaging globally TRACKING PROGRESS 1.Onlyrecyclablewhereinfrastructureexists. Our Company Chairman a consumer education campaign; on-package messaging about recyclability and measurement and validation of the industrys progress byWorldWildlifeFund. We are a founding member of and majo
2019-12-01
74页
5星级
我们相信，提供制造和消费者使用两方面的信息，可以更清晰地了解特斯拉产品对环境的影响，我们今年主要是通过本报告中详细介绍的生命周期分析做到这一点的。前言特斯拉的目标是继续增加可再生能源在我们的工厂使用的.
2019-09-01
57页
5星级
我们继续投资于他们和他们的未来，最显著的是通过我们的迪士尼Aspire项目，这是我们国家最全面的企业教育投资项目，让员工有能力免费接受高等教育。
2019-09-01
42页
5星级
万科保证本报告不存在任何虚假信息、误导性信息或重大遗漏。为方便陈述和阅读，本报告中的“中国万科有限公司”亦称“万科集团”、“万科”、“集团”、“公司”或“我们”。您可以从万科网站下载本报告的中、英文版本，如中、英文版本不一致，以中文版本为准。如对本报告有任何疑问或建议，请电邮至(86)(0755)25606666。
2019-09-01
66页
5星级
这份企业责任报告描述了这一重要责任的多个方面，反映了我们公司对透明度和利益相关者参与的承诺。它还展示了超过10万名英特尔员工在产生积极影响方面的贡献。我对我们在2018年取得的进展感到自豪:环境可持续.
2019-07-19
13页
5星级
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