GLOBAL REPORTING INITIATIVE INDEX
| GRI indicator | Report section | |
|---|---|---|
| Vision and strategy | ||
| 1.1 | Vision statement | Chief Executive Officer's statement and Sustainability is core business |
| 1.2 | CEO Statement | Chief Executive Officer's statement |
| Profile | ||
| Organisational profile | ||
| 2.1 | Organisation name | Insurance Australia Group at a glance |
| 2.2 | Products and services | Insurance Australia Group at a glance |
| 2.3 | Operational structure | IAG Annual Report 2005 (Concise) - Business overview |
| 2.4 | Company structure | IAG Annual Report 2005 (Concise) - Business overview |
| 2.5 | Operational location(s) | IAG Annual Report 2005 (Concise) - Business overview |
| 2.6 | Nature of ownership | Insurance Australia Group at a glance |
| 2.7 | Nature of markets | Insurance Australia Group at a glance |
| 2.8 | Scale of organisation | IAG Annual Report 2005 (Concise) - Business overview |
| 2.9 | List of stakeholders | What a sustainable IAG means for our stakeholders |
| Report scope | ||
| 2.10 | Contact for report | Feedback |
| 2.11 | Reporting period | About this report |
| 2.12 | Date of previous report | About this report |
| 2.13 | Report boundaries | About this report |
| 2.14 | Significant organisational changes | One year on |
| 2.15 | Reporting methodology for outsourcing | About this report |
| 2.16 | Nature of any restatements of information | Not applicable |
| Report profile | ||
| 2.17 | Decisions not to apply GRI | About this report |
| 2.18 | Accounting criteria for economic, environmental and social costs and benefits | Partially reported, Managing costs |
| 2.19 | Changes in measurement methods | Not applicable |
| 2.20 | Policies and practices to enhance and provide assurance to report | About this report |
| 2.21 | Policy and practices with regard to independent assurance | Assurance statement |
| 2.22 | Sources of additional information and supplementary publications | Reported throughout |
| Governance structure and management systems | ||
| Structure and governance | ||
| 3.1 | Governance structure including board committees | IAG Annual Report 2005 (Concise) - Corporate governance; IAG Sustainability Report 2005 - Sustainability is core business |
| 3.2 | Percentage of independent, non-executive directors | IAG Annual Report 2005 (Concise) - Board of Directors |
| 3.3 | Process for determination of board expertise | IAG Annual Report 2005 (Concise) - Board of Directors |
| 3.4 | Board-level processes for risk identification | IAG Annual Report 2005 (Concise) - Corporate governance |
| 3.5 | Linkage of executive compensation with achievement of financial and non-financial goals | Partially reported, IAG Annual Report 2005 (Concise) - Directors' report, Remuneration report |
| 3.6 | Organisational structure and key individuals responsible for oversight, implementation and audit | Sustainability is core business |
| 3.7 | Mission, values statement, codes of conduct and policies relevant to economic, environmental and social performance and the status of implementation | Sustainability is core business |
| 3.8 | Mechanisms for shareholders to provide feedback to the board of directors | IAG Annual Report 2005 (Concise) - Corporate governance |
| Stakeholder engagement | ||
| 3.9 | Basis for identification and selection of major stakeholders | What a sustainable IAG means for our stakeholders |
| 3.10 | Approaches to stakeholder consultation | What a sustainable IAG means for our stakeholders |
| 3.11 | Type of information generated by stakeholder consultations | What a sustainable IAG means for our stakeholders |
| 3.12 | Use of information resulting from stakeholder engagements | What a sustainable IAG means for our stakeholders |
| Overarching policies and management systems | ||
| 3.13 | Use of precautionary principle | Not reported |
| 3.14 | Subscription to externally developed, voluntary principles or initiatives | Chief Executive Officer's statement and Sustainability is core business |
| 3.15 | Principal memberships in industry and business associations, national or international advocacy organisations | What a sustainable IAG means for our stakeholders |
| 3.16 | Policies and systems for managing upstream and downstream impacts | What a sustainable IAG means for our stakeholders |
| 3.17 | Approach to managing indirect economic, environmental and social impacts resulting from activities | Sustainability is core business |
| 3.18 | Major decisions during the reporting period regarding location of, or changes in operations | IAG Annual Report 2005 (Concise) - Review of operations |
| 3.19 | Programs and procedures pertaining to economic, environmental and social performance, including discussion of: | Reported throughout |
| - priority and target setting | ||
| - major programs to improve performance | ||
| - internal communication and training | ||
| - performance monitoring | ||
| - internal and external auditing | ||
| - senior management review | ||
| 3.20 | Status of certification pertaining to economic, environmental and social management systems | Partially reported, Sustainability is core business |
| GRI content index | ||
| 4.1 | A table identifying location of each element of the GRI Report content, by section and indicator | Global Reporting Initiative index |
| Performance indicators | ||
| Direct economic impacts | ||
| EC1 | Net sales | A snapshot of our performance |
| EC2 | Geographic breakdown of markets | Partially reported, IAG Annual Report 2005 (Concise) - Business overview |
| EC3 | Cost of goods, services and materials purchased | Not reported |
| EC4 | Percentage of contracts paid in accordance with agreed terms | Not reported |
| EC5 | Total payroll and benefits | Not reported |
| EC6 | Distributions to providers of capital | IAG Annual Report 2005 - page 65 |
| EC7 | Changes in retained earnings | IAG Annual Report 2005 - page 78 |
| EC8 | Sum of taxes paid | Income tax reported in IAG Annual Report 2005 (Concise) - Consolidated statement of financial performance |
| EC9 | Subsidies received | Not applicable |
| EC10 | Donations to community, civil society and other groups | Reducing risk |
| Environmental performance indicators | ||
| EN1 | Total material use other than water, by type | Partially reported, A snapshot of our performance and Managing costs |
| EN2 | Percentage of materials used that are wastes (processed or unprocessed) from external sources | Managing costs |
| EN3 | Direct energy use | A snapshot of our performance |
| EN4 | Indirect energy use | Not applicable |
| EN5 | Total water use | Not reported |
| EN6 | Location and size of land owned, leased or managed in biodiversity rich habitats | Not applicable |
| EN7 | Major impacts on biodiversity from activities | Not reported |
| EN8 | Greenhouse gas emissions | A snapshot of our performance |
| EN9 | Ozone-depleting substances | Not applicable |
| EN10 | Other significant air emissions by type | Not applicable |
| EN11 | Total amount of waste by type and destination | Partially reported, Managing costs |
| EN12 | Significant discharges to water by type | Not applicable |
| EN13 | Significant spills of chemicals, oils and fuels | Not applicable |
| EN14 | Significant environmental impacts of principal products and services | Not applicable |
| EN15 | Percentage of weight of products sold that is reclaimable at the end of the product's useful life and percentage that is actually reclaimed | Not applicable |
| EN16 | Incidents of and fines for non-compliance associated with environmental issues | Not applicable |
| EN17* | Initiatives to use renewable energy sources and to increase energy efficiency | One year on |
| Social performance indicators | ||
| Labour practices and decent work | ||
| LA1 | Breakdown of workforce | A snapshot of our performance and Culture driving sustainability |
| LA2 | Net employment creation and average turnover | Culture driving sustainability |
| LA3 | Union representation | What a sustainable IAG means for our stakeholders |
| LA4 | Employee consultation over changes in operations | Culture driving sustainability and What a sustainable IAG means for our stakeholders |
| LA5 | Recording and notification of any occupational accidents and diseases | Not reported |
| LA6 | Health and safety committees and proportion of workforce covered by such committees | A snapshot of our performance and Reducing risk |
| LA7 | Standard injury, lost day and absentee rates and number of work-related fatalities (including subcontractors) | A snapshot of our performance and Reducing risk |
| LA8 | Policies or programmes for HIV/AIDS | All IAG anti-discrimination and harassment programmes cover individuals and groups of people on the grounds of race, nationality, ethnic background, disability or HIV status or other grounds covered by the Group's Equal Employment Opportunity policy |
| LA9 | Average hours of training per year per employee by category of employee | Not reported |
| LA10 | Equal opportunity policies or programmes | Partially reported, Culture driving sustainability |
| LA11 | Diversity within senior management and corporate governance bodies | A snapshot of our performance and Culture driving sustainability |
| Human Rights | ||
| HR1 | Management of human rights issues relevant to operations, including monitoring mechanisms and results. | Partially reported, Sustainability is core business |
| HR2 | Consideration of human rights impacts as part of investment and procurement decisions, including selection of suppliers/contractors | Not reported |
| HR3 | Management of human rights performance within the supply chain and contractors, including monitoring systems and results of monitoring | Not reported |
| HR4 | Management of discrimination in operations, including monitoring systems and results of monitoring | Sustainability is core business |
| HR5 | Freedom of association | What a sustainable IAG means for our stakeholders |
| HR6 | Use of child labour | Not reported |
| HR7 | Use of forced and compulsory labour | Not reported |
| HR12* | Policies, guidelines, and procedures to address the needs of indigenous people | Culture driving sustainability |
| Society | ||
| SO1 | Management of impacts on communities in areas affected by activities | Partially reported, One year on and Reducing risk |
| SO2 | Policy, procedures/management systems, and compliance mechanisms for addressing bribery and corruption | Sustainability is core business |
| SO3 | Management of political lobbying and contributions | Not reported |
| SO4 | Awards received relevant to social, ethical and environmental performance | IAG Sustainability Report 2005 - Awards and commendations; IAG Annual Report 2005 (Concise) - CEO's review |
| Product Responsibility | ||
| PR1 | Policy for preserving customer health and safety | One year on and Reducing risk |
| PR2 | Policy, procedures/management systems, and compliance mechanisms related to product information and labelling | Reducing risk |
| PR3 | Policy, procedures/management systems, and compliance mechanisms for consumer privacy | IAG manages and complies in acordance with the Federal Privacy Act |
| PR8* | Management of customer satisfaction, including results of surveys measuring customer satisfaction | Paying claims |
| Financial services sector supplement | ||
| Corporate Social Responsibility (CSR) management | ||
| CSR1 | Social elements of CSR policy including corporate definition of CSR | Chief Executive Officer's statement and Sustainability is core business |
| CSR2 | Structure and relevant CSR responsibilities, including explanation of the installed procedures | Sustainability is core business |
| CSR3 | Number of audits and auditor hours | Partially reported, Sustainability is core business |
| CSR4 | Procedures for handling issues sensitive to stakeholders and responsiveness | Not reported |
| CSR5 | Number of non-compliance incidents with any law or regulatory code of conduct | Not reported |
| CSR6 | Stakeholder dialogue and involvement procedures | What a sustainable IAG means for our stakeholders |
| Internal social performance | ||
| INT1 | Social responsibility issues covered in organisation's human resources policies | Sustainability is core business and Culture driving sustainability |
| INT2 | Staff turnover and job creation | Partially reported, Culture driving sustainability |
| INT3 | Employee satisfaction | A snapshot of our performance and Culture driving sustainability |
| INT4 | Senior management remuneration | IAG Annual Report 2005 (Concise) - Directors' report |
| INT5* | Bonuses that are not oriented purely towards short-term financial success, but which contain additional sustainability elements | Not reported |
| INT6* | Female-male salary ratio | Culture driving sustainability |
| INT7 | Employee profile per hierarchy level and country | Partially reported, Culture driving sustainability |
| Performance to society | ||
| SOC1 | Charitable contributions | A snapshot of our performance and Reducing risk |
| SOC2 | Economic value created by an organisation's activities | Reducing risk |
| Suppliers | ||
| SUP1 | Polices and procedures to screen suppliers' social performance | What a sustainable IAG means for our stakeholders |
| SUP2 | Supplier satisfaction | Not reported |
| Asset management | ||
| AM1 | Social criteria applied in asset management | Sustainability is core business |
| AM2 | Assets under management with high social benefit | Not reported |
| AM3 | Socially Responsible Investment oriented shareholder activity | Partially reported, Sustainability is core business |
| Insurance | ||
| INS1 | Social criteria applied in underwriting policy | Not reported |
| INS2 | Customer profile | Not reported |
| INS3* | Number of complaints received from customers | Paying claims |
| INS4 | Provision of tailored and innovative products and services applying special ethical/sustainability criteria | Partially reported, One year on |
* Additional indicator
