GRI G4 Guidelines
About this report
This Sustainability Report is the fourth report that gA has produced to provide information regarding progress in our economic, social and environmental performance during 2015.
Using the guidelines proposed by the Global Reporting Initiative’s (GRI) G4 Guide, we have achieved the status of “in compliance”. Although this Report has not been verified by an external source, many of the processes presented here were certified by independent third parties in accordance with internationally recognized standards.
Commitment to the UN Global Compact
In 2015 we moved a step beyond our commitment to sustainability by adhering to the United Nations Global Compact. In this way, we formalized our commitment to the Principles of this initiative related to respect for human rights, implementation of better labor standards, environmental impact and the fight against corruption. Based on the document “Making the Connection”, from the United Nations and the Global Reporting Initiative (GRI), we present our Communication on Progress (COP), demonstrating compliance through the actions reported and putting a spotlight on the material standards in our company.
Within the guidelines for producing this Report and defining the Strategic Sustainability Plan, we deepened our Materiality Analysis to define areas of sustainability with the greatest relevance for our business and stakeholders. The entire process, explained below, was carried out using the GRI Context of Sustainability, Materiality, Completeness and Stakeholder Inclusiveness as its foundation.
Process developed to define contents of the Report
Internal inputsStrategic Sustainability Plan
gA 2020 Agenda
New company vision
1. IdentificationSustainability Committee identifies material aspects of sustainability for gA
External inputsKey sustainability topics for the industry are benchmarked
Vision of internal interest groupsAnalysis of priority aspects for sustainable management with key publics
2. PrioritizationSustainability Committee prioritizes material aspects of sustainability for gA
Vision of external interest groupsRelativeness of external interest groups’ opinions based on GRI’s “Sustainability / Topics for Sectors”
Material Aspects GRI G4The prioritized material aspects are linked to the material aspects in GRI G4 Guidelines. The following are the G4 material aspects to be reported and worked on in the future.
|GRI G4 Material Aspects||Coverage|
|Material aspects within the organization||Material aspects outside of the organization||Stakeholders impacted*|
|EC: Economic performance, market presence, indirect economic impacts||X||X||I, E, AE, C|
|EN: Materials, Energy Water, Emissions, Effluents and Waste||X||X||E, C|
|EN: Environmental assessment on suppliers||X||AE|
|LA: Employment, Occupational health and safety, training and education, Diversity and equal opportunities||X||E|
|LA: Evaluation of supplier labor practices||X||AE|
|HR: Evaluation||X||X||E, C|
|SO: Local communities||X||C|
|SO: Anticorruption||X||X||I, E|
|PR: Health and safety of clients, Labeling of products and services, Client privacy, Regulatory compliance.||X||X||E, AE|
|* I: Investors, E: Employees, AE: Strategic Partners, C: Community|
3. ValidationTop management validated the 2015 Sustainability Report and gA’s material aspects
4. Review and continuous improvementOnce the Report has been prepared, a process of improvement, review and feedback begins regarding the focus of sustainability in gA.
Strategic Plan for Sustainability
Management and measurment of indicators
Next reporting cycle on sustainability
General Basic Contents
General standard disclosures
United Nations Global Compact
|Strategy and analysis|
|G4-1: Statement by the CEO on the relevance of sustainability for the organization and its strategy.||Message from the CEO|
|G4-2: Description of key impacts, risks, and opportunities.||Message from the CEO | Sustainability Strategy: Roadmap, gA Commitments, Sustainability Governanced | About gA: Our Foundations: Ethics and Transparency|
|G4-3: Name of the organization||About gA|
|G4-4: Primary brands, products, and services||About gA: About gA, Our Foundations: Developments in 2015 | Business: Our value proposition|
|G4-5: Location of organization’s headquarters||Buenos Aires, Argentina.|
|G4-6: Number of countries where the organization operates||About gA: Our Foundations: Our History|
|G4-7: Nature of ownership and legal form||Grupo ASSA S.A.|
|G4-8: Markets served||Business: Our value proposition, Our clients|
|G4-9: Scale of the organization||About gA | Business: Commitment|
Total capitalization cannot be reported due to matters of confidentiality.
|G4-10: Breakdown on employees in the organization.||About gA: Commitment to Our People: Human Resources Indicators for 2015||Principle 6|
|G4-11: Percentage of total employees covered by collective bargaining agreements||On a global scale, 21.9% of our personnel are covered by collective bargaining agreements.||Principle 3|
|G4-12: Description of the organization’s supply chain||Business: Responsible management of suppliers|
|G4-13: Significant changes during the reporting period regarding the organization’s size, structure, ownership, or its supply chain||During this period there were no significant changes in the size, structure, ownership and supply chain of our company.|
|G4-14: Description of how the organization has adopted the precautionary approach or principle.||Sustainability Strategy: Roadmap, gA Commitments | Environmen: Commitment to our environment|
|G4-15: Externally developed economic, social or environmental principles or programs.||Environment: gA Green | Community: Commitment to the community: Alliances and social investment, Fostering the Future, Sustainability Committee in Argencon | GRI G4 Guidelines|
|G4-16: Principal association memberships and/or national and international advocacy organizations.||We belong to chambers and organizations through which we participate in exchanges between public and private stakeholders, working in a coordinated effort toward the development of our society. These organizations are: Argencon, CESSI (Chamber of Software and Information Services Companies), AmCham (American Chamber of Commerce in Argentina), Council of the Americas, and ASUG BR-Franco-Mexican Chamber of Commerce.|
|Material Aspects and Coverage|
|G4-17: List of all entities included in the organization’s consolidated financial statements.||Companies included in the report and financial statements are those included in the sustainability report: Argentina - Decision support, Banking Solutions, Brazilian Tech Partners; Chile - Grupo Assa Chile; Colombia - Grupo Assa Colombia; Brazil - Consultoria Tecnologia e Negocios, Integrated Business Solutions; Mexico - Grupo ASSA México Soluciones Informáticas and Grupo ASSA Mexico Consultoría y Servicios; USA - Grupo ASSA Corp; Spain - Grupo ASSA Worldwide; Luxemburg - Grupo ASSA Luxembourg.|
|G4-18: Process for defining report content and coverage.||GRI G4 Guidelines|
|G4-19: List of all material aspects.||GRI G4 Guidelines|
|G4-20: Coverage of all material aspects within the organization.||GRI G4 Guidelines|
|G4-21: Coverage of all material aspects outside the organization.||GRI G4 Guidelines|
|G4-22: Effect of any restatements of information provided in previous reports.||GRI G4 Guidelines|
|G4-23: Significant changes from previous reporting periods to the scope and coverage of the Report.||GRI G4 Guidelines|
|G4-24: List of stakeholder groups engaged by the organization.||Sustainability Strategy|
|G4-25: Basis for identification and selection of stakeholders with whom to engage.||Sustainability Strategy: Roadmap|
|G4-26: Organization’s approach to stakeholder engagement.||Community: Fostering a Future - Argentina - Brazil - Mexico, Social Incubator - More information on justification and identification of opportunities, Education 3.0 | About gA: gA25 Program - Culture and Climate | Business: Our Clients - Channels for Dialogue, Responsible management of suppliers - Relationship with suppliers|
|G4-27: Key topics and concerns raised through stakeholder engagement and organization’s response.||Community: Fostering a Future - Argentina - Brazil - Mexico, Social Incubator - More information on justification and identification of opportunities, Education 3.0|
|G4-28: Reporting period for the information provided in the Report.||January to December 2015|
|G4-29: Date of most recent previous report||Sustainability Report 2014|
|G4-30: Reporting cycle||Annual|
|G4-31: Contact point for questions regarding the Report or its content||Contact us section|
|G4-32: Level achieved. GRO Table Content Index and reference for external verification of the Report||GRI G4 Guidelines|
|G4-33: Policy and current practice regarding external verification||GRI G4 Guidelines|
|G4-34: Governance structure and its committees||
The Board periodically meets to analyze the company’s financial performance and growth. Likewise, it meets on a quarterly basis with a more exhaustive agenda, where management topics are discussed more in-depth and decisions are made regarding the future of the business. All Board meetings are documented with a formal record. Minutes are written that must be reviewed and approved by all participants, and are later added to this record. Board decisions are disseminated to the rest of the company through various channels of internal communications and in special corporate events.
Advisory Council for Mexico
Composed of five members from Mexico, this committee meets four times per year to advise the Management Board on the country’s situation and matters of audit and control. The committee represents a means of protection and dialogue, and incorporates different viewpoints into the business planning and governing mechanisms of the company.
Executive Committee of the Management Team
Three positions were created to focus on Sales, Operations and Knowledge Creation-Value Offering, with a direct report to our COO, Chief Sales Officer (CSO), Chief Operating Officer (COO) and Chief Value Offering Officer (CVO). These three positions work together along with the Finance and Management Control area and the Corporate Development area on markets, strategic positioning, alliances and sustainability.
Extended Management Team
Meets periodically with members of the Executive Committee to work on value propositions and specific solutions for each industry. The different members share learning and experiences and make decisions taking into account the different countries where gA is present.
|G4-35: Process for delegating authority for economic, environmental and social topics from the highest governance body to senior executives and other employees||Sustainability Strategy: Sustainability Governance|
|G4-36: Designated executive-level position or other positions with responsibility for economic, environmental and social topics, and whether position-holders report directly to the highest governance body||Sustainability Strategy: Sustainability Governance|
|G4-38: Composition of the highest governance body and its committees||
Presidente abd CEO
Founded gA 1992 along with 16 other business consultants, leaving his position as regional partner of information technology services at Ernst & Young. He is a founding member and executive vice president of Argencon, a business association in Argentina of knowledge export services and is a recognized member of the information technology community and a frequent speaker at the most important business schools in Latin America. Roberto was recognized as “Business Executive of the Year” by the publication “América Economía” in 2000, and received the ACDE 2014 “Enrique Shaw” Award for corporate citizenship for gA’s Fostering the Future program in Latin America.
Paul A. Dougall
Vicepresident and Chief Corporate Development Officer
He joined gA en 1999 as Director of Corporate Finance following several years as Director of Equity Capital Markets at Deutsche Bank Argentina, and previously worked at ING Barings and the M&A boutique Infupa in Buenos Aires. He is a member of the Board of Directors of the British Hospital and the Hurlingham Club in Buenos Aires, Argentina.
Member of the Board of Directors
Attorney (UBA 1987). Postgraduate degree (UBA 1997). Books published “Franchising” (Ed. Abeledo Perrot); “Lessons in Bankruptcy Law” (Ed. Ad-Hoc). Numerous publications in La Ley, El Derecho, Revista Derecho Económico. Founding Partner of the law firm A. Kleidermacher y Asociados. Member of various boards of Argentinian and international companies. Founding member, director and/or advisor to various NGOs, foundations and non-profit associations.
Member of the Board of Directors
Managing Director of GraycliffPartners since 2011. She studied at the University of Sao Paulo and the University of Chicago
Member of the Board of Directors
Industrial Engineering degree from the Catholic University of Argentina and MBA from Stanford University. His prior work experience includes Grupo Techint and McKinsey & Co., and he is currently a private institutional investor. He is a member of various Boards, including CICSA, CGSA, CIAPEXSA Argentinian Investment Fund and on the Advisory Boards of a number of companies such as Grupo Newsan, AGD, INESA, and Grupo Roman. He was president of the Association of Christian Business Executives (ACDE, acronym in Spanish) from 2003 to 2006, and belongs to Loma Negra Foundation, Fundaleu and the Commission for Justice and Peace (Catholic church) and received the Konex Diploma of Merit for his business leadership.
Member of the Board of Directors
PAD – Top Management Program at the IAE Business School – Southern University of Argentina. He has 21 years of experience at J.P. Morgan, including positions in Buenos Aires, Nueva York, Madrid and London. He is a founding member of the ROHATYN GROUP, based in New York, and a member of the Advisory Council of Telefónica Latin America. He is a member of the Boards of several companies, including Abertis (Barcelona, Spain), ARCH Capital Group (Hong Kong), Capital Advisors Partners Asia (Singapore), YPF (Argentina), Moller & Perez-Cotapos (Chile), Suri (Argentina), Gestam (Argentina), and others. In addition, he is Chairman of Mercados Activos and Gestion S.A, Mariano Emilio Furt S.A. (Argentina) and Vocación Empresaria S.A. (Argentina). He is a member of the Board of Di Tella University, member of the International Advisory Board of the IAE Business School and member of the Advisory Board of CIPPEC.
|G4-39: Report whether the chair of the highest governance body is also an executive officer||The President of the company fulfills the same function as CEO.|
|G4-42: Role of the highest governance body and senior executives in the development approval and updating of the organization’s proposal, values, mission, strategies, policies, and goals related to economic, environmental and social impacts||The Sustainability Committee is the highest authority for approval of the sustainability strategy, its principal goals and policies for making gA a sustainable company.|
|G4-43: Measures taken to develop and enhance the highest governance body’s collective knowledge of economic, environmental and social topics||The trajectory and experience of each of the members of the Board of Directors contributes to the diversity in the team’s perspective and enriches the decision-making and analysis of the company’s management. Within the framework of launching the Sustainability Committee, a Sustainability Strategy was formulated, with objectives, goals and KPIs, to define priorities for the short-, medium-, and long-term. A meeting with the team working on the report and members of the Management Team was held to evaluate 2014’s performance, analyze opportunities for improvement and commitments to work on during 2015. A progress report on sustainable management was published in order to evaluate courses of action. Later, meetings were held with each area to evaluate in detail the improvements.|
|G4-44: Procedures for evaluating the governance body’s performance with respect to governance of economic, environmental and social topics||To reaffirm the importance of sustainability as a central concept in the company’s management, the Key Performance Indicators are used each year to evaluate members of the Management Team, including the CEO and Vice President of the company, on sustainability variables.|
|G4-48: Highest committee or position that formally reviews and approves the organization’s sustainability report and ensures that all material aspects are covered.||GRI G4 Guidelines|
|Ethics and Integrity|
|G4-56: Describe the organization’s mission, values and code of conduct||Sustainability Strategy: Roadmap | About gA: About gA - Our Foundations - Our Values; Ethics and Transparency||Principle 10|
Specific standard disclosures
Information on management approach and indicators
United Nations Global Compact
|Economic Performance||Management approach||GRI G4 Guidelines | Message from the CEO | Business: Our clients - Evolution of the business|
|G4-EC1: Direct economic value generated and distributed||
Business: Our clients - Evolution of the business | Community: Commitment to the community
|G4-EC2: Financial implications and other risks and opportunities for the organization’s activities due to climate change.||Energy is the main source on which our activities are sustained and its efficient use is central to our operations. For this reason, we are working to focus our collaborators’ attention on this. A change to regulations or the flow of energy to our different locations could affect our operations. Current public policies on energy can contribute to mitigating the risk as well as working with our collaborators and our value chain to efficiently use energy. Assa Green is focused directly on building a green culture at the company. Our challenge is to continue reflecting these efforts with concrete measures for change.||Principle 7|
|G4-EC4: Financial assistance received from government.||In Argentina, Grupo ASSA is enrolled in the Registry of Software Producers and Information Services in the System for the Promotion of the Software Industry, regulated by Law 25.922 and extended by Law 26.692. As such, we enjoy certain tax benefits that are aimed as strengthening this sector of the economy, which is considered strategic for national development. The total monetary value our company receives from governmental entities is approximately 6.5 million Argentinian pesos.|
|Market presence||Management approach||GRI G4 Guidelines | About gA: Commitment to our people - Our talent|
|G4-EC5: Ratios of standard entry-level wage by gender compared to local minimum wage at significant locations or operations.||At gA we offer a number of benefits in addition to salary, making the job proposal more attractive and attaining starting salaries that are higher that those established locally. In 2015, the ratios, in percentages, between our starting salary and the local minimum wage was 175.4% in Argentina, 319.7% in Brazil and 437.5% in Mexico.|
|G4-EC6: Proportion of senior management hired from the local community at significant locations of operations.||At Grupo ASSA we give priority to hiring senior management from the local community in the locations were we have significant operations. In Argentina, Chile, Colombia and the USA, 100% of the management come from the local community, in Brazil and Mexico is it 86%.|
|Indirect Economic Impacts||Management approach||GRI G4 Guidelines | About gA: Community - Commitment to the community|
|G4-EC7: Development and impact of infrastructure investments and services supported.||Community: Commitment to the community - Fostering a Future - Education 3.0|
|G4-EC8: Significant indirect economic impacts and their scope.||Community: Compromiso con la comunidad - Fostering a Future - Education 3.0, Comité de sustentabilidad en Argencon | Business: Nuestra red de socios|
|Materials||Management approach||GRI G4 Guidelines | Environment: Commitment to our environment, gA Green, Green IT|
|G4-EN1: Materials used by weight or volume||
Reams used: 404 units in Argentina.
Toilet paper and paper towels: 8,830 meters in Argentina.
Plastic cups: 37,200. The only place where plastic cups are used is in the office in Lima, Peru; there has been a reduction of 35.8% from 2012 to now.
Laptops: 1682. Workstations: 409
|G4-EN2: Percentage of materials used that are recycled input materials||For the purchase of reams of paper for gA offices in Mexico, Argentina and Brazil, we require the product to have FSC certification, which verifies a process of responsible management of forestry resources. We also require this certification for printer materials for external use, such as our Sustainability Report and the study by the Center for Digital Transformation.|
|Energy||Management approach||GRI G4 Guidelines | Environment: Commitment to our environment, gA Green, Green IT|
|G4-EN3: Energy consumption within the organization||
|G4-EN5: Energy intensity||Energy intensity resulting from electricity consumption and taking average number of employees at 620.27|
|G4-EN6: Reduction of energy consumption||Environment: Green IT||Principle 8, 9|
|G4-EN7: Reductions in energy requirements of products and services||Environment: Green IT||Principle 8, 9|
|Water||Management approach||GRI G4 Guidelines | Environment: Commitment to our environment, gA Green|
|G4-EN8: Total water withdrawal by source||
The consumption of water is calculated on bills received during the fiscal year
|In 2014 we began tracking environmental indicators. As a challenge, we decided to broaden the scope of the consumption indicators to other significant operations in our company and report other environmental indicators in subsequent reports.||Principle 7, 8|
|G4-EN9: Water sources significantly affected by withdrawal of wate||Due to the nature of gA’s business, this indicator does not apply to our operations.||Principle 8|
|G4-EN10: Percentage and total volume of water recycled and reused||This year, the Tandil office implemented an electric kettle system to decrease water usage, encouraging people to reheat water in their thermoses instead of throwing it out. In 2016, we will have comparative data on the purchase of barrels of bottled water in order to measure the savings and impact of this initiative.|
|Emissions||Management approach||GRI G4 Guidelines | Environment: Commitment to our environment, gA Green, Green IT|
|G4-EN15: Direct greenhouse gas emissions (Scope 1)||In 2015, the Tandil office stopped using natural gas; therefore this indicator is not reported this year.||Principle 7, 8|
|G4-EN16: Indirect greenhouse gas (GHG) emissions (Scope 2).||
|Principle 7, 8|
|G4-EN17: Other indirect greenhouse gas (GGG) emissions (Scope 3).||
|Principle 7, 8|
|Effluents and waste||Management approach||GRI G4 Guidelines | Environment: Commitment to our environment, gA Green, Green IT|
|G4-EN22: Total water discharge by quality and destination.||Due to the nature of gA’s business, this indicator is not considered material.||Principle 8|
|G4-EN23: Total weight of waste by type and disposal method.||
Environment: gA Green
Non-hazardous waste is brought to recycling.
|A tracking system for total waste weight will be developed in order to include in subsequent||Principle 8|
|G4-EN24: Total number and volume of significant spills.||Due to the nature of gA’s business, this indicator is not considered material.||Principle 8|
|G4-EN25: Weight of transported, imported, exported, or treated waste deemed hazardous under the terms of the Basel Convention2 Annex I, II, III, and VII and percentage of transported waste shipped internationally.||Due to the nature of gA’s business, this indicator is not considered material.||Principle 8|
|G4-EN26: Identity, size, protected status, and biodiversity value of water bodies and related habitats significantly affected by the organization’s discharges of water and runoff.||Due to the nature of gA’s business, this indicator is not considered material.||Principle 8|
|Supplier Environmental Assessment||Management approach||GRI G4 Guidelines | Business: Responsible management with suppliers|
|G4-EN32: Percentage of new suppliers that were screened using environmental criteria.||During 2014 we began to work on a project to review and design all of our tools and policies for ethics and transparency, including policies for selection of suppliers and a Code of Conduct for suppliers. In 2015 this analysis continued with the formation of a multidisciplinary team and the development of a global benchmark for choosing the strategy that will be applied in 2016. Rules for coexistence were developed for the new offices in Mexico and were updated for the Buenos Aires office. The integrated proposal was presented to the Executive Committee and will be applied in 2016.||Principle 8|
|Social: labor practices and decent work|
|Employment||Management approach||GRI G4 Guidelines | About gA: Commitment to our people - Our Talent|
|G4-LA1: Number and rates of new employee hires and turnover by age group, gender and region.||
|G4-LA2: Benefits provided to full-time employees that are not provided to temporary or part-time employees, by significant locations of operation||About gA: Commitment to our people - Quality of life|
|G4-LA3: Return to work and retention rates after parental leave, by gender.||
|Occupational health and safety||Management approach||GRI G4 Guidelines | About gA: Commitment to our people - Quality of life|
|G4-LA5: Percentage of total workforce represented in formal joint management-worker health and safety committees that help monitor and advise on occupational health and safety programs.||In gA we have volunteer delegates on each floor who are responsible for safety related to fire and emergencies and who are fully trained. Regarding our commitment to occupational health, in Argentina this is addressed in the Feel Good program. Due to the existence of these two strategies, we feel a committee is not necessary.|
|G4-LA6: Types and rates of absenteeism, occupational illnesses, lost days and number of work-related fatalities, by region and by gender.||
|Due to the nature of our business, the measurement of rates of health and safety for external employees is not relevant to our operations.|
|G4-LA7: Workers with high incidence or high risk of diseases related to their occupation.||Due to the nature of our business, we have no workers whose profession has an incidence or elevated risk of illness.|
|Training and education||Management approach||GRI G4 Guidelines | About gA: Commitment to our people - Career Development - Training and Education | gA 25 Program: Education | Knowledge Management|
|G4-LA9: Average hours of training per year per employee by gender and by employee category||
|G4-LA10: Programs for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings.||
|G4-LA11: Percentage of employees receiving regular performance and career development reviews, by gender and by employee category.||100% of our collaborators receive a performance evaluation.||Principle 6|
|Diversity and Equal Opportunity||Management approach||GRI G4 Guidelines | About gA: Commitment to our people - Our Talent|
|G4-LA12: Composition of governance bodies and breakdown of employees per employee category according to gender, age group, minority group membership, and other indicators of diversity||
|Supplier assessment of labor practices||Management approach||GRI G4 Guidelines | Negocios: Responsible management of suppliers|
|G4-LA14: Percentage of new suppliers that were screened using labor practices criteria.||During 2014 we began to work on a project to review and design all of our tools and policies related to ethics and transparency, including policies for selecting suppliers and a Code of Conduct for suppliers. In 2015 this analysis continued with the formation of a multidisciplinary team and the development of a global benchmark for choosing the strategy that will be applied in 2016. Rules for coexistence were developed for the new offices in Mexico and were updated for the Buenos Aires office. The integrated proposal was presented to the Executive Committee and will be applied in 2016.|
|Social: Human rights|
|Assessment||Management approach||GRI G4 Guidelines | Sustainability Strategy: Roadmap|
|G4-HR9: Total number and percentage of operations that have been subject to human rights reviews or impact assessment||During 2014 we began to work on a project to review and design all of our tools and policies for ethics and transparency, including a code of conduct and an employee hotline as well as a code of conduct for suppliers and a Policy on human rights. In 2015 this analysis continued with the formation of a multidisciplinary team and the development of a global benchmark for choosing the strategy that will be applied in 2016. Rules for coexistence were developed for the new offices in Mexico and were updated for the Buenos Aires office. The integrated proposal was presented to the Executive Committee and will be applied in 2016.||Principle 1|
|Local Communities||Management approach||GRI G4 Guidelines | Community|
|G4-SO1: Percentage of operations with implemented local community engagement, impact assessments, and development programs.||
Community: Fostering a Future, Social Incubator, Education 3.0
We develop our initiatives principally in Latin America, a region that presents a juncture of poverty, unequal education opportunities and high youth unemployment.
The Department of Sustainability is in charge of the programs and reports directly to the Vice President of Corporate Development, to the Sustainability Committee and more frequently to a committee comprised of the CEO, Vice President of Corporate Development and the COO.
For the development and implementation of all programs, impact analysis and growth projections, this team works on alliances with civil society organizations, forming a network where many people working together can achieve an innovative, constructive and wide-reaching approach.
We continue to evaluate the impact of all of the programs that involve youth and our volunteers, and as a group, carry out evaluations of the NGOs that run them.
In addition, we collected and included the opinions, needs and interests of our stakeholders through our third Sustainability Report, which was published in a fully digital format that allowed us to automatically collect the topics of most interest by country and by stakeholder group.
|G4-SO2: Operations with significant actual and potential negative impacts on local communities.||Due to the nature of our business, this indicator is not applicable to our operations. Our greatest impact on local communities is through generation of employment. We are a knowledge company whose differentiator is our people, and we generate employment in the countries where we operate. For this reason, the only potential negative impact that we can identify would be a possible closing or reduction in operations in any of the offices.||Principle 1|
|Anticorruption||Management approach||GRI G4 Guidelines | About gA: Our Foundations - Ethics and Transparency|
|G4-SO4: Communication and training on anticorruption policies and procedures.||About gA: Our Foundations - Ethics and Transparency||Principle 10|
|G4-SO5: Confirmed incidents of corruption and actions taken.||No cases of corruption have been reported.||Principle 10|
|Social: product and service responsibility|
|Customer Health and Safety||Management approach||GRI G4 Guidelines | Business: Our clients|
|G4-PR1: Percentage of significant product and service categories for which health and safety impacts are assessed for improvement.||
Business: Our clients
Grupo ASSA’s Quality Policy and Commitment to Confidentiality and Intellectual Property Protection covers 100% of the services provided by the company.
|G4-PR2: Total number of incidents of non-compliance with regulations and voluntary codes concerning the health and safety impacts of products and services during their life cycle, by type of outcomes.||No non-compliance with regulations or voluntary codes has been identified.||Principle 10|
|Product and Service Labeling||Management approach||GRI G4 Guidelines | Business: Our clients|
|G4-PR3: Type of information required by the organization’s procedures for product and service information and labeling, and percentage of significant product and service categories subject to such information||Due to the nature of our business, this indicator does not apply to our operations.|
|G4-PR4: Total number of incidents of non-compliance with regulations and voluntary codes concerning product and service information and labeling, by type of outcomes.||No non-compliance with regulations or voluntary codes detected.|
|Customer Privacy||Management approach||GRI G4 Guidelines | Business: Our clients|
|G4-PR8: Total number of substantiated complaints regarding breaches of customer privacy and losses of customer data.||No fundamental complaint about breach of privacy or loss of customer data|
|Regulatory compliance||Management approach||GRI G4 Guidelines | Business: Our clients|
|G4-PR9: Monetary value of significant fines for non-compliance with laws and regulations concerning the provision and use of products and services.||No non-compliance with laws or legislation has brought significant fines.|